Human Resource

Management
 Personnel Records.
Personnel Records are records pertaining to employees of an organization. These records are accumulated,
factual and comprehensive information related to concern records and detained. All information with effect to
human resources in the organization are kept in a systematic order. Such records are helpful to a manager in
various decision -making areas.
Personnel records are maintained for formulating and reviewing personnel policies and procedures. Complete
details about all employees are maintained in personnel records, such as, name, date of birth, marital status,
academic qualifications, professional qualifications, previous employment details, etc.

Types of Personnel Records.

 Records of employment contain applicants past records, list sources, employees progress, medical reports,
etc.
 Wages and salaries records contains pay roll records, methods of wages and salaries, leave records, turnover
records and other benefit records.
 Training and development contains appraisal reports, transfer cases, training schedule, training methods.
 Health and safety records include sickness reports, safety provisions, medical history, insurance reports, etc.
 Service Records are the essential records containing bio-data, residential and family information, academic
qualifications, marital status, past address and employment records.
 Purposes of Personnel Records
 According to the critics of personnel records, this system is called as a wastage of time and money.
According to personnel records, followers of this : Dale Yoder, an economist of Michigan University,
USA has justified the significance of personnel records after making an in-depth study.
 It helps to supply crucial information to managers regarding the employees.
 To keep an update record of leaves, lockouts, transfers, turnover, etc. of the employees.
 It helps the managers in framing various training and development programs on the basis of present
scenario.
 It helps the government organizations to gather data in respect to rate of turnover, rate of absenteeism
and other personnel matters.
 It helps the managers to make salary revisions, allowances and other benefits related to salaries.
 It also helps the researchers to carry in- depth study with respect to industrial relations and goodwill of
the firm in the market.
Objectives of Personnel Records.
The main objective of record in not storing but to have information for making analysis of various
problems. Effectively stored records enable better analysis of the problems.

Records serve the following purpose.

1. Help managers to identify, prepare and implement training programmes for employees and
executive development for managers.
2. Facilitates in decision making in respect of transfer, promotion, demotion, redeployment etc.
3. Helps in preparing wage and salary sheets.
4. Enables to provide information relating accidents, absenteeism, labour turnover, wages and
salaries to governmental agencies.
5. Facilitates human resource audit.
6. Enable research in human relations.
7. Provide knowledge about validity of employment tests and interviews.
8. Maintain data in respect of leaves, training, promotion, transfer, layoffs, dismissals, expenses
incurred on employee benefits etc.
 Personnel reports.
 HR Administration Reports  Equal Employment Opportunity Reports
 New Hire Budget/Analysis  New Hires w/ EEO Information
 Terminations Budget/Analysis  Terminations w/ EEO Information
 Rehired Terminations w/ EEO Information
 Rehired Terminations Budget/Analysis
 EEO-1 Headcount
 Turnover
 Paid Leave Analysis
 Miscellaneous
 Leave Administration
 New Hires
 EAN Activity
 Employee Transfers
 Employee Change History
 Terminations
 Status Change
 Rehired Terminations
 Years of Service
 Anniversary
 Emergency Contact  Workplace Safety Reports
 Address/Phone/Email  Worker's Compensation Audit
 Phone  Worker's Compensation Census
 Birthdays
 Mailing Labels
Essentials of good reports and records.
 Ability to Control
 Suitable Title
 Economy or Cost Consciousness
 Simple
 Effective Communications
 Promptness
 Principle of Exception
 Comparability
 Frequency of Reports
 Consistency
 Media of Presentation
 Precise and Accurate
 Attractiveness
 Precise and Accurate
 Co-ordination of Data
 Presented to Required Person or Group or
Department  Up to Date
 Routine Details  Number of Reports
 Timeliness  Good Form and Content
 Adaptability
 Tools of personnel audit.

 Historical Studies.
 Case Studies.
 Survey Research.
 Statistical Studies.
 Mathematical Models.
 Simulation Model.
 Field Research or Action Research Method.
 Personnel Research.
 ‘Research means systematic investigations which suggest re-examination. Research as a process of knowing new
facts and verifying old informations by the application of scientific methods to natural or social phenomena’.
 ‘Research is a short-cut to knowledge and understanding which can replace the slower, more precarious road of
trial and error in experience’.
 ‘Research implies searching investigations, re-examinations, re-assessment, and revaluations. It is a purposive
and systematic investigation design to test careful considered hypotheses or thoughtfully framed questions’.
 Personnel Research
 Personnel research is the task of searching for, and analyzing, facts to the end that personnel problems may be
solved or principles and laws governing their solution derived.
 Purposes
1.To build upon existing knowledge about the personnel matters in the
organization.
2. Toe valuate the present conditions in human resource management.
3. To appraise proposed personnel programs and activities in the
organization.
4. To predict future problems bin
5. To evaluate current policies, programs and practices.
6. To offer an objective and justified basis for modification and revision of
Current policies , programs and practices.
7. To keep management abreast of its competitor sand replace obsolete
Techniques by new ones.
8.Discover ways and means how to keep employees at a high level of
Morale on continuous basis
Methods and Tools of Personnel Research
Different methods and tools may be used in the conduct of personnel research, for which alternatives are available
to select a choice, be made of research designs. The general practice is to choose the technique which the
techniques/ methods or tools, which are available for research like:

(a) Historical studie

(b) Case studie
(c) Survey researc
(d) Statistical studie
(e) Mathematical models
(f) Simulation
(g) Field or action research
Sources of Personnel Research Information
The results of research projects, plans, findings and experiences are generally reported in a number of
publications brought out by an organization, and in other journals, technical or business magazines. They are
also covered in seminar reports, conference proceedings and monographs.

Categories of sources of personnel research information:

(a) Those professing a major interest in the field of personnel and labour relations;

(b) Those having a specialized focus on one or more of these;

(c) Journals covering wider interests, which include reports on research in the manpower management area.
Methods and tools of personnel research.
Personnel auditing relates to an examination and evaluation of policies, procedures and practices to determine the effectiveness
of personnel management.
 Objectives of Personnel Audit
  To review the whole system of management programmes in which a management develops.
  To evaluate the extent to which line managers have implemented the policies which have already been initiated;
  To evaluate the personnel staff and employees

 Needs of Personnel Audit

o The Number of Employees
  Organizational Structure: Continuing feedback is facilitated if an organization has a personnel department.
  Communication and Feedback: An effective two-way communications system often reduces the need for a formal
audit.
  Communication and Feedback: An effective two-way communications system often reduces the need for a formal
audit.
  Location and Dispersion: The need for a formal audit is directly related to the number of isolated plants.
Personnel audit includes:
(a) Job analysis; (b) Recruitment; (c) Testing; (d) Selection; (e) Training;
(f) Management development; (g) Promotions and transfers; (h) Rating;
(i) Labour relations; (j) Morale development;

Methods of Analysis :
The methods for analyzing data and information are:
(a) Comparison of various time periods;
(b) Comparisons between departments and other companies;
(c) Trend lines, frequency distributions and statistical correlations;
(d) Ratio analysis; for example, labor cost per unit of output;
(e) Classification of data by kinds of employees, products and departments;
(f) Graphical or pictorial displays
 Grievance and causes.
Grievance :Meaning and Causes of grievance
 Grievance means any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out
of anything connected with the company that an employee thinks, believes or even feels to be unfair, unjust or
inequitable.

Characteristics:
 1. The discontent usually arise out of something connected with the company. workers may be dissatisfied
because of, illness in the family, quarrel with a neighbor, disliking for the political party in power, and so on.
 2. The discontent may be expressed or implied. Expressed grievances are comparatively easy to recognize and
are manifested in several ways, e.g., gossiping, jealousy, active criticism, argumentation, increased labour
turnover, carelessness in the use of tools and materials, untidy house keeping, poor workmanship, etc.
 3. The discontent may be valid, legitimate and rational or untrue and irrational or completely ludicrous.
 Causes of Grievances:
The causes of grievances may be classified into-
a) Grievances resulting from working conditions, Improper matching of the worker with the
job like:
i) Changes in schedules or procedures.
ii) Non-availability of proper tools, machines and equipment for doing the job.
iii) Tight production standards.
iv) Bad physical conditions of workplace.
v) Failure to maintain proper discipline (excessive discipline or lack of it, both
are equally harmful)
vi) Poor relationship with the supervisor.
b) Grievances resulting from management policy like:
i) Wages payment and job rates
ii) Leave -
iii) Overtime
iv) Seniority
v) Transfer
vi) Promotion, demotion and discharges
vii) Lack of career planning and employee development plan
viii) Hostility toward a labour union.
c) Grievances resulting from alleged violation of:

i) The collective bargaining agreement -

ii) Central or State laws
iii) Past practice
iv) Company rules
v) Managements. responsibility.

d) Grievances resulting from personal maladjustment like:

i) Over-ambition
ii) Excessive self-esteem
iii) Impractical attitude to life, etc.
 Grievance handling procedure.
Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance.
The grievance procedures differ from organization to organization.
1. Open door policy
2. Step-ladder policy
1. Open door policy:
Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a
policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other
concerned matters of the company. Moreover, it is believed that open door
policy is suitable for executives; operational employees may feel shy to go to top management.
2. Step ladder policy:
Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure,
whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied
with superior’s decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with
joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief
executive. If the chief executive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the
award of arbitrator is binding on both the parties.
GRIEVANCE PROCEDURE IN INDIAN INDUSTRY
The 15th session of Indian Labor Conference held in 1957 emphasized the need of an established grievance
procedure for the country which would be acceptable to unions as well as to management. In the 16th session
of Indian Labor Conference, a model for grievance procedure was drawn up. This model helps in creation of
grievance machinery. According to it, workers’ representatives are to be elected for a department or their union
is to nominate them. Management has to specify the persons in each department who are to be approached first
and the departmental heads who are supposed to be approached in the second step.
The Model Grievance Procedure specifies the details of all the steps that are to be followed while redressing
grievances. These steps are:
STEP 1: In the first step the grievance is to be submitted to departmental representative, who is a representative
of management. He has to give his answer within 48 hours.
STEP 2: If the departmental representative fails to provide a solution, the aggrieved employee can take his
grievance to head of the department, who has to give his decision within 3 days.
STEP 3: If the aggrieved employee is not satisfied with the decision of departmental head, he can take the
grievance to Grievance Committee. The Grievance Committee makes its recommendations to the manager
within 7 days in the form of a report. The final decision of the management on the report of Grievance
Committee must be communicated to the aggrieved employee within three days of the receipt of report.
An appeal for revision of final decision can be made by the worker if he is not satisfied with it. The
management must communicate its decision to the worker within 7 days.
STEP 4:If the grievance still remains unsettled, the case may be referred to voluntary
arbitration.
 Features of Grievance Procedure.
1. Conformity with Existing Legislation 3. Simplicity
• To supplement the existing statutory. • Easy to understood by every employee.
• To make the use of the machinery as the law. • Steps should be as few as possible.
• Provide all information to the employees regarding the procedure.
• Dissemination of information through
pictures ,charts,diagrams,etc.

4. Promptness
2. Acceptability
• Speedy settlement of a grievance.
• A sense of fair-play, justice to workers.
• Aim at rapid disposal of grievance.
• Reasonable exercise of authority to managers. • Grievance should be settled at the earlier stage.
• Adequate participation of the union. • Classification of grievance as per the concern authorities helps in
• Grievance Procedure should be acceptable by all. quick redress.
• Time limit should be followed strictly at each level of grievance
procedure.
5. Training
• To ensure effective working of the grievance procedure.
• Necessary training provided to supervisors & union representatives.
6. Follow-up
• Working of the procedure should be reviewed periodically.
• Structural changes should be introduced as per the requirement to make it more effective.
Benefits of grievance procedure.

 1. It encourages employees to raise concerns without fear of reprisal.

 2. It provides a fair and speedy means of dealing with complaints.
 3. It prevents minor disagreements developing into more serious disputes.
 4. It serves as an outlet for employee frustrations and discontents.
 5. It saves employer’s time and money as solutions are found for workplace
problems. It helps to build an organizational climate based on openness and trust.
THANK YOU