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ASSIGNMENT ON HUMAN RESOURCE MANAGEMENT BY RAHUL GUPTA
Q.1 Ment Q.1 Mentio ion n and and br brie iefl fly y expl explai ain n diff differ eren entt sour source cess of Master recruitment? your semester with Scribd Read Free Foron 30this Days Sign up to vote title
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sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.
Headhunters:
A "headhunter " is industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggress aggressive ive than than in-hou in-house se recrui recruiter terss or may have preexi preexisti sting ng indust industry ry experi experienc encee and contacts. They may use advanced sales techniques, techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate’s annual compensation).
In-House Recruitment:
Larger employers tend to undertake their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal internal employee employee referrals, referrals, work with external external associations, associations, trade groups and/or focus campus graduate recruitment. recruitment. While job postings are common, networking is by far the most significant approach when reaching out o ut to fill positions.
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Firms / Sourcing Firms:
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Process: Job Analysis
The proper start to a recruitment effort is to perform a job analysis, analysis, to document document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. [2] Oftent Oftentime imess a company company will will have have job descri descripti ptions ons that that repres represent ent a histor historica ica collection of tasks performed in the past. These job descriptions need to be reviewed or updated updated prior prior to a recrui recruitme tment nt effort effort to reflec reflectt presen presentt day requir requireme ements nts.. Starti Starting ng recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success.
Sourcing Sourcing involves
1) Advertising, Advertising, a common part of the recruiting process, often encompassing multiple medi media, a, such such as the the Inte Intern rnet et,, gene genera rall news newspa pape pers rs,, job job ad news newspa pape pers rs,, prof profes essi siona ona publi publicati cations ons,, window window advert advertise isement ments, s, job centers centers,, and campus campus gradua graduate te recrui recruitme tme programs
2) Recruiting research, which is the proactive identification of relevant talent who may not respond respond to job postings postings and other recruitment recruitment advertising advertising methods done in #1. This initia research for so-called passive prospects, also called name-generation, results in a list of prosp prospect ectss who can then then be contac contacted ted to solici solicitt intere interest, st, obtain obtain a resume resume/CV /CV,, and screened.
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mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an Applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric psychometric testing
Onboarding
Onboarding refers to the overall process of acquiring, accommodating, assimilating and acce accele lera rati ting ng new new team team memb member ers, s, whet whethe herr they they come come from from outs outsid idee or insi inside de organization. The prerequisite to successful onboarding is getting your organization aligned around the need and the role[3]. Some think of onboarding as what follows recruitment. Some think of onboarding of onboarding as something to include in the recruitment process for retention purposes. How you think of it is far less important than that you do think of it as you're thinking about recruitment.
Internet Recruitment / Websites
Such sites have two main features: job boards and a résumé/curriculum résumé/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance
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Internal Recruitment Process Weaknesses
The Intern Internal al Recrui Recruitme tment nt Proce Process ss does not have have just just benefit benefits, s, this this proces processs has som disadvantages as well. The Internal Recruitment Process is a very powerful tool, but it can be misused in hands of some employees and managers. The Internal Recruitment Process is not a process to steal the best employees from their departments. These employees should be treated as a very scarce resource and the internal recruitment procedures should work differently for them. The managers use the internal recruitment process as a tool totransfer Read Free For 30this Days Sign up toas vote on title their own issues to the other departments. This is very dangerous other managers will not Useful Not trust the internal recruitment process and will block the ambitions of useful employees to be Cancel anytime. Special offer fortransferred. students: Only $4.99/month. The employees can misuse the internal recruitment process, when there are no clear clear rules rules and proced procedure uress applied applied The organi organizat zation ion can support support intern internal al rotati rotations ons
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company, a selection is made. This type of recruitment has many advantages. The company is able to obtain accurate information about the candidate as he has already been working with them. It boosts the morale of the workforce who sees that the company is able to provide them with opportunity for future growth. The cost of recruitment is relatively less. The employees being acquainted with the company already do not require job training However, this method of recruitment has a few disadvantages as well. The choice of candidates is greatly limited. Selection of a candidate over others results in ill feeling among those who were not chosen. The selection of the candidate involves a great deal of subjectivity amongst the superiors and hence may not always be transparent.
External Recruitment Process Key Issues
The extern external al recrui recruitme tment nt proces processs is a very very comple complex x HR Proces Process, s, which which involv involves es man parties and the clear follow up of the individual process steps is essential. The HRM Function is responsible for setting and defining the external recruitment process and it has to be sure to solve several success factors in the external recruitment process.
The HRM Function has to push the managers to deliver clearly defined job profiles profiles of vacancies and the job profile cannot be changed during the recruitment process. Or, the change of the job profile cancels the search and starts a new one again. The hiring manager has to know the rules. When the job profile changes during the search, it changes the focus of the recruitment agency and brings b rings a lot of job candidates unsuitable for the job position.
The hiring hiring manage managerr can be a very very weak weak point point in the recruit recruitment ment process. process. The hiri manager has to agree with the job profile and the hiring manager has to agree to decide quickly about the final job offer for the winning candidate. The hiring manager has to be aware of the danger of being late with inviting the job candidates and the late decision taken.
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about the delivery of candidates, expected quality of candidates and basic competencies
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The resumes have to sent to the one single email address in the HRM Function and the organization has to provide the basic feedback very quickly. The recruitment agency has to follow follow all the resumes resumes sent to the organiza organizatio tion n as it can provide provide the candidat candidates es wit additional information. The The exter externa nall sour source cess are are thos thosee sour source cess of recr recrui uitm tment ent that that are are found found outs outsid idee employment.
1. Advertisem Advertisement: ent: This is a common method of recruitment. recruitment. The advertisement advertisement usuall appears appears in a newspa newspaper per,, websit websitee or magazi magazine. ne. It is import important ant that that the company company pay attention to how the advertisement is drafted. For the advertisement to draw the right candidates, it has to be drafted properly with clarity and should present a favorable picture of the company and the working cultur
2. Campus Campus recrui recruitme tment: nt: There There are some some cases cases where where recrui recruiter terss contac contactt educat education ion instit instituti utions ons such such as colleg colleges es and univer universit sities ies for a list list of prospe prospecti ctive ve candida candidates tes.. The campus recruitment has the advantage of meeting all the candidates at a single place and hence saves time and effort. While campus recruitment may be attractive, it suffers from the limitation that it is suitable only for filling “entry level” position
3. Unsolicited Unsolicited applicants: applicants: Many candidates candidates send their resumes resumes to company company without any explicit request. Companies usually file these resumes and refer to them when the need for a position
4. Websites: With With the advent of the Internet, searching for candidates has acquired a whole whole new dimension. Web portals dedicated to finding jobs have been setup. The candidates key in their their detail detailss and post post their their resume resumes. s. Employ Employers ers have have to just just browse browse through through these res resumes umes or use use the site site sear earch engi engine ne to list ist out out peop people le wit with speci pecifi ficc skil kil
Master 5.your semester with Scribd Employee Emplo yee referrals: referrals: Some companies companie s also encourage encourage current employees employ ees Read Free Foron 30this Days Sign up to vote titleto refer thei friends or acquaintances for positions in the organization. This system has the advantage & The New York Times Useful Not useful that the new employees also have a fair idea about the organization and its culture. The Special offer for students: Only $4.99/month.
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downside is that this system tends to create nepotism and allows cliques of friends and l i f i i i
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Q.2 Write a note on guided and unguided interview? An interview is a conversation between two or more people (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee.
Guided Interview:
When the aim of an enquiry is to gather information about the opinions of a particular person (an expert, a representative member of a group) in order to gain qualitative insights into a problem, guided interviews are used. Guided interviews contain only open-ended quest questio ions ns,, and and the the ques questi tion onna nair iree is only only used used as a guide guideli line ne for for the the inte interv rvie iew, w, convers conversati ation on betwee between n interv interview iewer er and interv interview iewee ee does does not have have to follow follow it strict strict Guided interviews generate qualitative data, which is why the number of interviews usually is limited, and quantitative conclusions cannot be drawn.
Interviewing key individuals in one of the main technique used in the development studies. Part Partic icip ipat ator ory y meth methods ods have have cont contri ribut buted ed to adjus adjusti ting ng the the inte interv rvie iew w to make make it mo conversational while still controlled and structured, resulting in semi-structured interview. In this interview, some of the questions are pre-determined, whilst majority of the questions are formulated formulated in the interview. interview. Questions asked according according to the checklist checklist and not from a formal questionnaire. Types of Interview A. Infor nform mal Conversational Interview
Characteristics Strengths Weakness Ques uestion tionss emer emerge ge Incr Increas eases es the the sali salienc encee Diff Differ eren entt resp resp from from the the imme immedi diat atee and relevance of collected context and are asked questions. Interviews are differ different ent people people in the immediate building on and emerge diff differ eren entt ques ques course of natural from observatio observations. ns. The Less comprehensiv Read For 30certain Days Sign up this title questions d thin things gs.. Ther Theree is no interviews caFree nto vote beon Useful Not useful prede predeter termin minati ation on of matched matched to indivi indCancel ividual duals s aris arisee natu natura rall lly. y. anytime. Special offer for students: Only $4.99/month. questions wordings. and circumstances. analysis orga organi niza zati tion on ca
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B. Inter ntervi view ew Guide Approach
Topics and issues to be covered are asked in advance. Inte Interv rvie iewe werr deci decide de the work workiing of the the questions in the interview itself.
C. Stan Standa dard rdiz ized ed The The exac exactt word wordin ing g Open Ended and sequence are Interview determined in advance. All interv interview iewers ers ask the same basic questions questions in the same order. D. Close Quantitative Interview
Questions and resp respon onse se cate categor gorie iess are dete etermined in advance advance.. Respon Responses ses are fixed; Respondent choos chooses es from from thes thesee responses
The outline increases n compr compreh ehen ensi siven venes esss of the data and makes the data collections systematic for each respond respondent ent.. Interv Interview iewss remain fairly conversational and situational Resp Respon onde dent ntss answ answer erss the same questions thus increase the comparability of responses. Reduce inte interv rvie iewe werr bias bias when when several several interviewer interviewerss are used. Data analysis is simple. Responses can be directly directly aggregated aggregated and compared. Many questio questions ns can be asked asked in a short time.
Import Important ant and topics may inadvertent inadvertently ly omi Interviewer Interviewer flexi in aski asking ng qu resulting invariability responses. Litt Little le flex flexib ibil ilit it relati relating ng the int to pa r individuals circumstances.
Respondents Respondents must thei theirr exper experie ienc nc feelings into researcher’s cat categor egorie iess; ma perceived impersonal, mechanistic irrelevant irrelevant.. Can what respondent re men or experienced
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Special offer for students: Only $4.99/month. interview by controlling the conversation and doing the most talking. Questions asked by the
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Q.3 Discuss the techniques to motivate employees?
Introduction:
Learn how to identify causes of low morale, then apply proven techniques to motivate employees, prepare individual action plans to solve on-the-job problems and improve overall employee behaviors. The Process of Motivating Your Employees • • • • •
Understanding Motivation Assessing Your Approach Identifying Manager's Role Applying Techniques Measuring Success
What to Expect:
Motivation is one of the primary concerns and challenges facing today's manager. This Business Builder will help you learn techniques for creating a proper motivational climate. You will learn how to apply proven techniques for motivating employees, prepare individual action plans to solve on-the-job problems, and identify causes of low morale and techniques for improving overall employee behaviors.
Why Do You Need To Know About Motivation:
employees arewith the key toScribd your successful business. Master yourYour semester Read Free Foron 30objectives. Days Motivation affects employee performance, which affects organizational Sign up to vote this title SatisfiedTimes employees lead to satisfied customers. & The New York Useful Not useful • • •
Motivated employees make your job easier. Special offer for students: Only $4.99/month. •
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•
•
•
•
•
•
•
Goals: Set a major goal, but follow a path. The path has mini goals that go in many directions. When you learn to succeed at mini goals, you will be motivated to challenge grand goals. Finish what you start. A half finished project is of no use to anyone. Quitting is a habit. Develop the habit of finishing self-motivated projects. Socialize with others of similar interest. Mutual support is motivating. We will develop the attitudes of our five best friends. If they are losers, we will be a loser. If they are winners, we will be a winner. To be a cowboy we must associate with cowboys. Learn how to learn. Dependency on others for knowledge supports the habit of procrastination. Man has the ability to learn without instructors. In fact, when we learn the art of self-education we will find, if not create, opportunity to find success beyond our wildest dreams. Harmonize natural talent with interest that t hat motivates. Natural talent creates motivation, motivation creates persistence and persistence gets the job done. Increase knowledge of subjects that inspires. The more we know about a subject, the more we want to learn about it. A self-propelled upward spiral develops. Take risk . Failure and bouncing back are elements of motivation. Failure is a learning tool. No one has ever succeeded at anything worthwhile without a string of failures.
Watch Out For There is no quick fix. Changing employee behavior takes time and patience. You will find that what works well for one person may not work for another. You may have to use "trial and error" until you identify and match the right method to the appropriate people.
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Special offer forsome students: Only $4.99/month. employees who refuse to change their behavior. If that is the case, you will have to
"bite the bullet" and ask them to leave. It's very demotivating to employees some do not
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The Process of Motivating Your Employees:
Motivation falls into five categories • • • • •
Understanding the Concept of Motivation Assessing Your Approach to Employee Motivation Identifying Manager's Role in Motivation Process Applying Motivational Techniques (Creating the Environment) Measuring Success
Understanding Motivation: Can you motivate someone? The answer is an emphatic "NO!" Motivation comes from within the individual prompting an action. Motivation is a function of individual will. We do things because the outcome is appealing and serves as an incentive. Motivation is directly related to morale, that is, the attitude of individuals and groups toward their work, environment, management and organization as a whole.
Assessing Your Approach:
You may find yourself puzzled by an employee's e mployee's apparent lack of motivation. You pay a decent salary so you can't understand why this person isn't grateful just to have a job. The first step to real understanding is to accept that w hat motivates you may or may not motivate your employees. Take a moment and rank the following motivating factors according to what is important to you: Job security, Adequate compensation, Company benefits, Pleasant physical working environment, Recognition for doing a good job, Loyalty and fairness of management, Participation in decisions that affect me, Interesting and challenging work, Opportunities for promotion and growth, Friendliness of people I work with, Clear understanding of what is expected of me, Feeling personal accomplishment Read Free Foron 30this Days Sign of up to vote title
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Applying Techniques: If you want to become an effective leader, use the following techniques to create an environment in which people want to work: Use Appropriate Methods Of Reinforcement. Rewards should be tied directly to performance. If you have determined that delivering quality service is important, then the employee's performance in delivering that service should be rewarded. Provide People With Flexibility And Choice. Whenever possible, give employees a chance to make decisions particularly when they affect them in some way. Choice and the personal commitment that results are essential to motivation. People who are not given the opportunity to choose for themselves tend to become passive and lethargic. Provide Support When It Is Needed. One key characteristic of the achievement-oriented person is the willingness to use help when it is needed. Employees should be encouraged to ask for support and assistance; otherwise, they will become frustrated. Asking for help should never be considered a sign of weakness; it should be considered a sign of strength. When an employee comes to you for help, be careful not to turn him or her off with comments such as "You still don't know how to do that? I thought I explained it to you." Instead, ask, "Tell me where you are having problems. What can I clear up for you?" Encourage Employees To Set Their Own Goals And Objectives. Let them participate actively in the goal-setting process. People tend to know their own capabilities and limitations. Also, personal goal-setting results in a commitment to goal accomplishment. In setting sales goals, for example, ask your sales person to come up with a realistic monthly goal and a plan to reach that number.
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Establish A Climate Of Trust And Open Communication. Productivity is highest in organizations that encourage openness and trust. Trust and openness are created by the way we communicate. Do you use phrases that build people and get things started or ones that destroy ideas and chloroform creative thinking? Review the following lists. Which do you use more frequently? Killer Phrases "A great idea, but" o "It won't work." o "We don't have the time." o "It's not in the budget." o o "We've tried that before." o "All right in theory, but can you put it in practice?" "You haven't considered" o "We have too many projects now." o "What you're really saying is" o "Let's put it on the back burner." o "Let's discuss it at some other time." o Igniter Phrases "That would be interesting to try." o "I'm glad you brought that up." o "Good work!" o o "You're on the right track." "That's the first time I've had anyone think of that." o "I have faith in you." o "I appreciate what you've done." o "See, you can do it!" o "Go ahead, try it" o "I never thought of that." o Read Free Foron 30this Days Sign up to vote title "I'm very pleased with what you've done." o Useful Not useful Cancel anytime. "We can always depend on you." o Special offer for students: Only $4.99/month. "We can do a lot with that idea." o •
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Q.4 Explain in detail the disciplinary –Action Penalties?
Introduction:
Many employers might be surprised to know that, in addition to the right to claim unfair dismissal, the Employment Act 2000 introduced the right for employees to claim that they have been unfairly disciplined. This wide protection for employees means that employers must think carefully and act fairly before taking any discipli disciplinary nary action against members of their their workforce workforce.. Otherwise Otherwise an employee could make a complaint to the Labour Relations Officer / Inspector and, if the I nspector is not able to resolve the situation, take the matter further to the Employment Tribunal. What general guidelines should an employer follow to avoid this situation? First, the disciplinary action taken, whether it be a written warning, final written warning or suspension, should be able to be justified as ‘reasonable’. Secondly, the procedure involved to arrive at this outcome should be fair. In theory, these these two aspect aspectss should should go hand-i hand-in-h n-hand and as the fairer fairer the discip disciplin linary ary proced procedure ure,, the the bet informed to make a reasonable decision the employer will be. In practice, daft decisions are not always prevented by a scrupulously fair procedure.
A Reasonable Penalty:
Various factors need to be considered in assessing what is a reasonable penalty. These include the nature nature of the the employ employee’ ee’ss conduc conductt and the damage damage caused caused by it, the duties duties and terms terms of the employee’s contract, their length of service, previous conduct, the employee’s circumstances, and how the employer has disciplined others in similar situations. How should an employer approach these factors? Obviously, the more serious the conduct and greater the damage caused by it, the harsher the penalty imposed can be and still be ‘reasonable’. Similarly, if an employee contravenes one of their key duties or terms of their contract, then a harsher penalty may be appropriate. Taking another example, an employer would be expected to be moreRead lenient a long service Free For 30this Days Sign up toto vote on title employee with a good record than someone who has just joined. The factorUseful an employee’s circumstances Not useful ofCancel anytime. means means that that an employ employee’ ee’ss explan explanati ation on for their their conduc conductt should should be consid con sidered ered e.g. a missed missed Special offer for students: Only $4.99/month. appointment at work explained by a family emergency or, less justifiable, placing an IOU contrary
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A Fair Procedure:
At its absolute minimum, a fair procedure means that employees should be given a chance to explain themselves before any decision to discipline is made. Ideally, this should be done in the form of a hearing/ meeting between the employer and employee. The representative of the employer should be (as far as possible) someone not closely involved in the circumstances leading to the possible disciplinary action e.g. the manager subjected to the alleged curses of an employee should not be holding the meeting. At the meeting, the purpose of it should be explained to the employee and he or she should be informed of the allegations against them. The evidence should then be indicated either in writing or by calling witnesses. The employee should then be allowed to ask questions, call their own witnesses and put forwardtheir own arguments before any decision is made. As a matter of good practice, it is usually better to split the above meeting into two parts to avoid the obvious (and proper) request by an employee that they would like time to consider their response to the allegations against them before proceeding with the meeting. Hence it is useful if the allegations and (if available) written evidence against them can be given to the employee at this first brief meeting. This will then enable the employee to consider and prepare their response in time for the second meeting a few days later. After this second meeting, the employer should then adjourn to consider consider their their decision decision properly. properly. (A decision decision given immediatel immediately y after hearing the employee’s employee’s response only encourages an employee to believe that their employer was m erely ‘going through the motions’.) A right of appeal should then be provided to the employee. Employers most often ‘trip up’ when the issue seems very clearcut. If it is, then it does not take long to have this confirmed in a fair fair manner manner by hearin hearing g the explanat explanation ion (if any) any) of the employee employee as well well as listen listening ing to any mitigating circumstances. With the Employment Act 2000 recognising its importance, procedure is now ignore ignored d at every every employ employer’s er’s peril peril.. For exampl example, e, shoul should d any disput disputee come come before before the Employment Tribunal, it is unlikely that the Tribunal will warm to the employer who argues that even if a fair procedure had been followed, the resulting disciplinary action would have Read Free For 30this Days Sign up to vote on titlebeen exactly the same. Such a failing of procedure may allow a very undeserving employee in the employer’s Not useful Useful Cancel anytime. to a ‘technical’ win and some compensation. Special offer foreyes students: Only $4.99/month.
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(a) Issuance of censure or reprimand; (b) Suspension of judgment; (c) Placement of the offender on probation with the board;
(d) Placement of a limitation or limitations on the holder of a license and upon the right of the holder of a license to practice the profession to such extent, scope , or type of practice for such time and under such conditions as are found necessary and proper;
(e) Imposition of a civil penalty not to exceed ten thousand dollars. The amount of the penalty shall be based on the severity of the violation;
(f) Entrance of an order of revocation, suspension, or cancellation of the certificate of licensure; (g) Issuance of a cease and desist order;
(h) Imposition of costs as in an ordinary civil action in the district court, which may include attorney's fees and hearing officer fees incurred by the board and the expenses of any investigation undertaken by the board; or (i) Dismissal of the action. In hearings under this section, the board may take into account suitable evidence of reform.
(2) Civil penalties collected under subdivision (1)(e) of this section shall be remitted to the Stat Statee Trea Treasu sure rerr for for cred credit it to the the perm perman anen entt schoo schooll fund fund.. All All cost costss coll collec ecte ted d und subdivision (1)(h) of this section shall be remitted to the State Treasurer for credit to the Geologists Regulation Fund. Read Free Foron 30this Days Sign up to vote title
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Q.5 Explain the importance of grievance handling?
Introduction:
In their working life, employees do get dissatisfied with various aspects of working may be with the attitude of the manager, policy of the company, working conditions, or behavior of colleagues. Employers try to ignore or suppress grievances. But they cannot be suppressed for long. Grievance acts as rust which corrodes the very fabric of organization. An aggrieved employee is a potent source of indiscipline and bad working. According to Julius, a grievance is “any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with with the company company which which an employ employee ee thinks thinks,, believ believes es or, even even feels feels to be unfair unfair,, unjus unjustt inequitable.”Maintaining quality of work life for its employees is an important concern for the any organizati organization. on. The grievance handling handling procedure procedure of the organizat organization ion can affect the harmonious harmonious environment of the organization. organization. The grievances of the employees are related to the the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations relations with the union. Effective grievance grievance handling handling is an essential essential part of cultivati cultivating ng good employee relations and running a fair, successful, and productive workplace. Positive labor relations Free Foron 30this Days Sign up toRelationship vote title are two-way street both sides must give a little and try to work Read together. building is key to successful labor relations. Useful Not useful
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Forms of Grievances:
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c) Disguised: An employee may have dissatisfaction for reasons that are unknown to him. If he/she is under pressure from family, friends, relatives, neighbors, he/she may reach the work spot with a heavy heart. If a new recruit gets a new table and almirah this may become an eyesore to other employees who have not been treated likewise previously. The importance of grievance handling in an organization requires am effective approach and attitude on the part of the grievance handling authority. It reflects healthy organizational practices and strong organizational culture. The failure of grievance handling will affect the harmonious environment of the organization
Causes:
Grievances may occur for a number of reasons: a) Economic: Wage fixation, overtime, bonus, wage revision, etc. Employees may feel that they are paid less when compared to others. b) Work Environment: Poor physical conditions of workplace, tight production norms, defective tools and equipment, poor quality of materials, unfair rules, lack of recognition, etc. c) Supervision: Relates to the attitudes of the supervisor towards the employee such as perceived notions of bias, favoritism, nepotism, caste affiliations, regional feelings, etc. d) Work group: Employee is unable to adjust with his colleagues; suffers from feelings of neglect, victimization and becomes an object of ridicule and humiliation, etc. e) Miscellaneous: These include issues relating to certain violations in respect of promotions, safety methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.
GRIEVANCE HANDLING PROCEDURE
already discussed, there are valid reasons to have the grievances processed through Machinery or Master aAs your semester with Scribd procedure. Read Free Foron 30this Days Sign up to vote title & The New York Times Useful Not useful Objectives of a Grievance Handling Procedure Special offer for students: Only $4.99/month.
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Jackson (2000) lays down the objectives of a grievance handling procedure as follows:
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According to Jackson (2000), further benefits that will accrue to both the employer and employees are as follows: It encourages employees to raise concerns without fear of reprisal, It provides a fair and speedy means of dealing with complaints. It prevents minor disagreements developing into more serious disputes, It saves employers time and money as solutions are found for workplace, Problems and It helps to build an organizational climate based on openness and trust.
Process:
The details of a grievance procedure/machinery may vary from organization to organization. Here, a four phase model (Figure 1) is suggested. The first and the last stages have universal relevance, irrespective of the differences in the procedures at the intermediate stages. The four stages of the machinery are briefly discussed here: The level at which grievance occurs: The best opportunity to redress a grievance is to resolve it at the level at which it occurs. A worker’s grievance should be resolved by his immediate boss, the first line supervisor. The higher the document rises through the hierarchy, the more difficult it is to resolve. Bypassing the supervisor would erode his authority. When the process process moves to a higher higher stage, stage, the aggrieved aggrieved employee employee and the supervisor supervisor concerned may shift their focus to save face by proving the other wrong. The substantive aspect of any of the grievances may thus be relegated and dysfunctional aspects come to the fore thus making it more difficult to settle the issue. In a unionized concern, the first stage of the procedure usually involves three people: the aggrieved employee, his immediate boss and the union representative in the shop/ department. It is possible to involve the union in laying down the framework of the grievance procedure and thereafter restrain union involvement in the actual process, at least in the first two stages.
Intermediate Stage: If the dispute is not redressed at the supervisor’s level, it will usually be referred to the head of the concerned department. It is important that line management assume prime responsibility for the settlement of a grievance. Any direct involvement by personnel department may upset balance in line-staff relations. At the intermediate level, grievance can be settled with or without without union involvement involvement.. Excessive Excessive reliance on superviso supervisorr at this stage can jeopardize jeopardi ze the Read Free For 30 Days Sign up to vote on this title interests of the employee and affect the credibility of the procedure. Not useful Useful Cancel anytime. If a grievance is not settled at the intermediate level also, it will be referred to Special offer forOrganization students: Only Level: $4.99/month. the top management. Usually, a person of a level not less than General Manager designated for the
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place to meet with the complainant. 2. Always ensure that managers have adequate time to be devoted to the complainant. 3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure.
4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of. 5. Try to let employee present their issues without prejudging or commenting 6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system. 7. Do remain calm, cool, collected during the course of the meeting. 8. Always focus on the subject of the grievance than allied issues. 9. Don't make threats manage the grievances. 10. Never make use of allegations against personalities. 11. be aware of the staff member's potential concerns to the possible repercussions of raising a grievance. 12. Don't become angry, belligerent, or hostile during grievance handling procedure. Do listen for the main point of arguments and any possible avenue to resolve the grievance. Master 13. your semester with Scribd Read Free Foron 30this Days Sign up to vote title 14. Listen and respond sensitively to any distress exhibited by the Useful employees. & The New York Times Not useful Cancel anytime.
Special offer for students: Only $4.99/month. 15. Eliminating the source of the irritation or discomfort being complained of.
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19. Ensure effective, sensitive and confidential communication between all involved. 20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised. 21. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest. 22. All parties are heard and those who have had complaints made against others are given an opportunity to respond. 23. Try to look upon the problem on different angles for appropriate understanding. 24. Ensuring that there is proper investigation of the facts and figures related the problem under concern. 25. Consider all relevant information in the investigation process. 26. Ask the staff m ember their preferred resolution option, although it is important to make it clear that this may not be a possible outcome. 27. be aware of the limits of authority of the person who involved in the grievance handling procedures. 28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible.
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Special offer for students: Only $4.99/month. 30. Tell them exactly what they are supposed to have done, to whom and explain why this may be
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34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint.
Conclusion :
To a great extend the aggravation of industrial problems depends on manager's approaches and attitude in effective handling of employees grievances. Care should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. The conflict management approaches include the win-win strategy that help in the healthy organizational practices and which reflects the strong o rganizational culture.
Q.6 Explain Managerial grid in detail?
The managerial a behavioral leadership model developed by Robert managerial grid model (1964) is a behavioral Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. production. The optimal leaders style in this model is based on Theory Y. Y. The grid theory has continued to evolve and develop. Robert Blake updated it with (?) in (?) (Daft, 2008). The theory was updated with two additional leadership styles and with a new element, resilience. In 1999, the grid managerial seminar began using a new text, The Power to Change .
The model:
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leadership styles are as follows:
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- performance. performance. The resul resultin ting g atmosp atmosphe here re is usuall usually y friend friendly, ly, but not necess necessari arily ly ver productive. •
•
•
•
•
The dictatorial (previously, produce or perish) style (9,1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employ employee ee needs needs unimpo unimporta rtant; nt; they they provid providee their their employ employees ees with with money money and expect expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in case of crisis management.
The status status quo (previous (previously, ly, middle-ofmiddle-of-the-r the-road) oad) style (5,5): (5,5): balance balance and compromise. compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.
The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, manage managers rs choos choosing ing to use this this style style encour encourage age teamwo teamwork rk and commit commitmen mentt amo employ employees ees.. This This method method relies relies heavil heavily y on making making employ employees ees feel feel themse themselve lvess to constructive parts of the company. The opportunistic style: exploit and manipulate. Individuals using this style, which was added to the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever behaviour offers the greatest personal benefit.
The paternalistic style: prescribe and guide. This style was added to the grid theory before 1999. In The Power to Change, it was redefined to alternate between the (1,9) and (9,1) locati locations ons on the grid. grid. Manage Managers rs using using this this style style Read praise pra and suppor sup port, t, title but disco di scoura ura Free For 30 Days Signise up to vote on this challenges to their thinking. Useful Not useful
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management Mid Middle of the the road oad management
Medium
Low
Impoverished management Low
Authority-compliance
Medium
High
Concern for Production (Task)
Impoverished management:
Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible.
Authority-compliance:
Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible.
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Team management:
Firing on all cylinders: people are committed to task and leader is committed to people (as well as task).
Discussion :
This is a well-known grid that uses the Task vs. Person preference that appears in many other studies, such as the Michigan Leadership Studies and the Ohio State Leadership Studies. Studies. Many other task-people models and variants have appeared since then. They are both clearly important dimensions, but as other models point out, they are not all there is to leadership and management. The Managerial Grid was the original name. na me. It later changed to the Leadership Grid. Developed by the founders of our company, Drs. Robert R. Blake and Jane S. Mouton, The Managerial Grid graphic below is a very simple framework that elegantly defines seven basic styles that characterize workplace behavior and the resulting relationships. The seven managerial Grid styles are based on how two fundamental concerns (concern for people and concern for results) are manifested at varying levels whenever people interact.
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The Seven Managerial Grid Styles:
I expect results and take control by clearly stating a course of action. I enforce rules that sustain results and do not permit deviation.
I support results that establish and reinforce harmony. I generate enthusiasm by focusing on pos and pleasing aspects of work.
I endorse results that are popular but caution against taking unnecessary risk. I test my opinions others involved to assure ongoing acceptability.
I distance myself from taking active responsibility for results to avoid getting entangled in probl If forced, I take a passive or supportive position.
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HUMAN RESOURCE MANAGEMENT Sheet Music
in gaining support. I rely on whatever approach is needed to secure an advantage.
I initiate team action in a way that invites involvement and commitment. I explore all facts alternative views to reach a shared understanding of the best solution.
Grid Relationship Skills: The Grid theory translates into practical use through Grid style relationship skills that people experience day in and day out when they work together. These relationship skills depict the typical and vital behaviors for each style that make relationships effective or ineffective. Some behaviors strengthen and motivate teams while others obstruct progress.
Critique - Learning from experience by anticipating and examining how behavior and actions affect results Initiative - Taking action to exercise shared effort, drive, and support for specific activities Inquiry - Questioning, seeking information, and testing for understanding Advocacy - Expressing attitudes, opinions, ideas, and convictions Decision-Making - Evaluating resources, criteria, and consequences to reach a decision Conflict Resolution - Confronting and working through disagreements with others toward resolution Read Free Foron 30this Days Sign up to vote title Resilience - Reacting to problems, setbacks, and failure, and understanding howthese Useful Not useful Cancel anytime. factors influence the ability to move forward Special offer for students: Only $4.99/month.
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Grid theory makes behaviors as tangible and objective as any other corporate commodity. By
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