National Institute of Business Management Chennai - 020 FIRST SEMESTER EMBA/ MBA Subjet! "uman Resou#es Management En#ollment No - MBA$/%CT$&N/'($)$**+$$)+*&F Attend Attend any any 4 questions. questions. Each question question carries carries 25 marks (Each answer should be of minimum 2 pages / of !! words" ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
( .hat a#e the benets of an MB% #og#amme1 E3lain MBO can be defned as a set o targets or objectives set by mutual agreement between supervisors and employees or between employer and employees with a course o action, timeline and measuring and monitoring techniques to achieve the objective.
According to ohn !umble, MBO is "a dynamic system which see#s to integrate the company$s needs to clariy and achieve its profts and grow growth th goal goals s with with the the mana manage ger$s r$s need need to cont contri ribu bute te and deve develo lop p hims hi msel el. %t is a dem demand andin ing g and and rewar ewardi ding ng styl tyle o mana manag ging a business." MBO is a participa participative tive and democrati democratic c style o management. management. %n short, MBO is both a philosophy and approach to management
Ste3s in MB% 3#og#amme 4oal setting! &he frst phase in the MBO process is to defne the orga organi ni'a 'ati tiona onall obje object ctiv ives es.. Once Once thes these e goal goals s are are estab establi lish shed ed,, they they should be made #nown to all the members.
Manage#-Subo#5inate in6ol6ement! Ater the organi'ational goals are defned, the subordinates wor# with the managers to determine their individual goals. %n this way, everyone gets involved in the goal setting.
Mathing goals an5 #esou#es ( Management must ensure that the subo su bord rdin inat ates es are are prov provid ided ed with with nece necess ssar ary y tool tools s and and mate materi rial als s to achieve these goals. Allocation o resources should also be done in consultation with the subordinates. ter obj objecti ective ves s are are esta establ bliish shed ed and Im3l Im3lem emen enta tatio tion n of 3lan 3lan( Ater resources are allocated, the subordinates can implement the plan. % any any guid guidan ance ce or clar clarif ifca cati tion on is requi equirred, ed, they they can can cont contac actt thei theirr superiors.
Re6ie7 an5 a33#aisal of 3e#fo#mane ( &his step involves periodic revi review ew o prog progre ress ss betwe between en manag manager er and and the su subo bord rdin inate ates. s. )uch )uch revie eviews ws woul would d deter eterm min ine e i the the prog progrress ess is sati satis sac acto tory ry or the the subordinate is acing some problems
Benets of MB% 3#og#amme Im3#o6ement of managing 7ith its #esult-o#iente5 3hiloso3h8 ( MBO MBO is a resu result lt*or *orie iente nted d phil philos osop ophy hy.. %t prov provid ides es oppo opport rtuni uniti ties es and and
moti motiva vati tion on to st sta+ a+ to deve develo lop p and and ma# ma#e posi positi tive ve cont contri ribu buti tion on in achieving the goals o an organi'ation.
Cla#iation of the o#gani9ation! MBO produces goals that identiy desirede-pected results. oals are made verifable and measurable which encourage high level o perormance. &hey highlight problem areas and are limited in number. &he meeting is o minds between the superior and the subordinates. /articipation encourages commitment. &his acilitates rapid progress o an organi'ation. %n brie, ormulation o realistic objectives is main beneft o MBO.
Enou#ages the 3e#sonal ommitment b8 failitating objeti6e a33#aisal(
MBO
provides
a
basis
or
evaluating
a
person$s
perormance since goals are jointly set by superior and subordinates. &he individual is given adequate reedom to appraise his own acti activi viti ties es.. Manag Managem ement ent by sel sel*c *con ontr trol ol repl replac aces es mana manage geme ment nt by domination in the MBO process. Appraisal becomes more objective and impartial.
Raises em3lo8ee mo#ale( /articipative decision*ma#ing and two*way communication encourages the subordinate to communicate reely and honestly. /articipation, clearer goals and improved communication will leads in improving morale o employees.
Failitates e:eti6e 3lanning ( MBO programs sharpen the planning proc proces ess s
in an orga organi ni'a 'ati tion on..
0eve 0evelo lopi ping ng acti action on
plan pl ans, s, prov provid idin ing g
resources or goal attainment and discussing and removing obstacles requires careul planning. %n brie, MBO provides better management and better results.
MBO gi give ves s an indi indivi vidu dual al or grou group, p, Ats Ats as moti moti6a 6ati tion onal al fo# fo#e! e! MBO oppo opport rtun unit ity y to us use e imag imagin inat atio ion n and and crea creati tivi vity ty to acco accomp mpli lish sh the the mission. Managers devote time or planning results. Both appraiser and appraise are committed to the same objective. )ince MBO aims at prov provid idin ing g clear clear targ target ets s and their their orde orderr o prio priori rity ty,, empl employ oyees ees are are motivated.
Failitates e:eti6e ont#ol! 1ontinuous monitoring is an essential eatur eature e o MBO MBO. &his &his is us useu eull or or achi achiev evin ing g bett better er resu results lts.. Ac Actua tuall perorm perormanc ance e can be measur measured ed agains againstt the standar standards ds laid laid down down or measurement o perormance and deviations are corrected in time. A clear clear set o verifa verifable ble goals goals provi provides des an outsta outstandi nding ng guarant guarantee ee or e-ercising e-ercising better control.
Failitates 3e#sonal lea5e#shi3 ( MBO helps individual manager to develop personal leadership and s#ills useul or e2cient management o activities o a business unit. )uch a manager enjoys better chances to climb promotional ladder than a non*MBO type.
;imitations of Management b8 %bjeti6es MB% MBO is time time*c *con onsu sumi ming ng proces ocess s. &he &he or ormal, al, Time-onsuming( MBO periodic progress and fnal review sessions also consume time.
Re7a Re7a#5 #5-3 -3un unis ishm hmen entt
a33# a33#oa oah h(
MBO
is
pressure*oriented
programme. %t is based on reward*punishment psychology. psychology.
In#eases 3a3e#-7o#< ( MBO programs introduce loads o paper*wor# such
as
trai raini ning ng
manua anualls,
news newsllett etters ers,
instruc tructtion
boo#lets ts,,
questionnaires, perormance data and report into the organi'ation
tes more C#eate C#eates s o#gani o#gani9at 9ation ional al 3#oble 3#oblems ms( Oten MBO creates problems than it can solve. &he subordinates try to set the lowest possible targets and superior the highest. )ometimes mes,, an indivi individua dual$s l$s goal goal =e6elo3s =e6elo3s on>iting on>iting objeti6es objeti6es( )ometi may come in con3ict with those o another e.g., mar#eting manager$s goal or high sales turnover may fnd no support rom the production manager$s goal or production with least cost.
#ob # oble lem m
of
o-o o-o#5 #5in inat atio ion n(
1onsidera erable
di2culties ties
ma y
be
encounte encountere red d while while coordin coordinati ating ng objecti objectives ves o the organi' organi'ati ation on with with those o the individual and the department. &he frst frst ew ew go*ar go*arou ound nd o MBO MBO are are moti motivat vatin ing. g. ;a
#oblems #elate5 to goal-setting! MBO can unction successully provided measurable objectives are jointly set and it is agreed upon by all.
;a< of a33#eiation( 4ac# o appreciation o MBO is observed at di+erent di+erent levels o the Organi'ation. Organi'ation. &his creates creates new di2culties di2culties in the e-ecution o MBO program.
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* E3lain the a#eas of ati6it8 of "uman Resou#es lanning
!uma !uman n 5esou esourrces ces pl plan anni ning ng is a proc proces ess s by whic which h mana manage geme ment nt dete deterrmine mine how how the org organi' ani'at atio ion n sh shou oulld move move rom rom its its curr urrent ent manpo anpowe werr
posi positi tion on to its desi desirred manp manpo ower wer
posit ositio ion. n. &hr &hroug ough
planning, management strives to have the right number and the right #inds o people, at the right place, at the right time, doing things, whi which resul esultt
in both oth
orga organi ni' 'atio ation n
and and
the the
indi in divi vidu dual al recei eceivi ving ng
ma-imum long*run benefts.
The
objeti6es
of
human
#esou#e
3lanning
ma8
be
summa#i9 summ a#i9e5 e5 as belo bel o7 &he objectives o !5/ is to maintain and improve the organi'ational capacity to reach its goals by developing appropriate strategies that will result in the ma-imum contribution o !5. !5 planning should involve in the ollowing areas( •
&hey should collect, maintain, improve and interpret the relevant inormation regarding human resources.
•
&hey should report periodically human resource objective and requirements, e-isting employees, and allied eatures o human resources.
•
&hey should shou ld develop procedures and techniques to determine the requirements o di+erent types o human resources over period o time rom the standpoint o organi'ational goals.
•
&hey
should
develop
the
measures
o
!5
utili'ation
as
components o orecast o human resources requirements along with independent validation.
•
&hey should employ suitable techniques leading to e+ective allo alloca cati tion on o wor# wor# with with a view view to impr improv oving ing human human reso resour urce ces s utili'ation.
•
&hey should conduct research to determine the actors hampering ha mpering the contribution o the individuals groups to the organi'ation with a view to modiying or removing these handicaps.
•
&hey
should
develop
and
employ
methods
o
economic
assessment o human resources to re3ect its eatures as income gene genera rato torr and and cost cost and and acco accord rdin ingl gly y impr improv ove e the the qual qualit ity y o decisions a+ecting the human resources. •
&hey should evaluate the procurement, procurement, promotion, and retention o the e+ective human resources.
•
&hey should analysis the dynamic process o recruitment, prom promoti otion on,, and the the loss loss to the orga organi' ni'ati ation on and and contr control ol these these processes with a view to ma-imi'ing the individual and the group perormances without involving high cost.
"uman Resou#e 3lanning 3#oess !5 planning has a critical role to play in delivering improved services and is an impo import rtant ant issu issue e or or an orga organi ni'a 'ati tion on.. At its simp simple lest st,, !5 /lanning is a planning process and analytical capability to measure and compare the current wor#orce with the uture wor#orce. &his planning process process provides provides insight insight into the best policies policies and initiative needed to improve the overall human resources system. %t has a critical role in develo developin ping g person personnel nel requi require remen ments tsdat data a elemen elements, ts, which which should should be lin#ed to strategic organi'ational planning, budgeting processes and all
recur recurri ring ng recru recruit itme ment nt needs needs,, trai traini ning ng recr recrui uitm tment ents s and and plan planni ning ng activities.
Fi6e hases fo# "uman Resou#es lanning 6. Analy'ing( 7hat are the th e #ey human resources inormation needed8 9. :orecasting( 0emand
versus
supply analysis.
;. /lanning( %dentifcation o strategy <. %mplementing( %mplementing the new strategy =. >valuating( :eedbac# on e+ective o outcomes.
&he various activities involved in the process o human resource planning are(
$ Anal89ing o#gani9ational 3lans an5 objeti6es! &he process o human resource /lanning begins with analy'ing the overa overall ll plans plans and obje object ctiv ives es o orga organi ni'a 'ati tion on.. &he reas reason on being being the human resource plans stem rom business plans. Analysis o business plans plans into into su sub* b*se secti ction onal al and unct unctio ional nal plans plans such such as techn technol olog ogy, y, production, fnance, mar#eting, e-pansion diversifcation provides or assessing the human resource requirements or each activity in each section and department. )imila )imilarly rly the analysi analysis s o organi organi'at 'ationa ionall objecti objectives ves also also provi provides des or human human resour esource ces s requ requir ired ed by an orga organi' ni'ati ation on.. :or e-am e-ampl ple, e, i the objective o the organi'ation is rapid growth and e-pansion it would require more human resources or its all unctional areas. &hus, it is evident the human resource planning needs to be made in accordance to the overall organi'ational plans and objectives.
2 Anal89ing objeti6es of "uman Resou#e lanning! &he main purpose o human h uman resource planning is matching employees? abil abilit itie ies s to ente enterp rpri rise se requi equirremen ements ts,, with with an emph emphas asis is on utu uturre instead o present arrangements. According to )i#ula, @the ultimate miss missio ion n or purp purpos ose e o human human reso resour urce ce plan plannin ning g is to relate elate utur uture e human human reso resour urce ces s to utur uture e enterp enterpri rise se need need so as to ma-i ma-imi mi'e 'e the uture return on investment in human resources. :or this, managers need to speciy the objectives o human resource planning with regard to the utili'ation o human resources in the organi'ation. ;. Fo#easting Fo#easting =eman5 fo# "uman Resou#es! &he demand or human resources in an organi'ation is subject to vary rom time to time, depending upon both e-ternal and internal actors >-ternal actors include competition, economic and political climate, technological changes, government policy, etc. Among the internal actors include growth and e-pansion, design and structu structural ral changes changes,, manage managemen mentt philos philosoph ophy, y, change change in leaders leadership hip styl style, e, empl employ oyee ees s resi resign gnat atio ion n reti retirem rement ent,, termi terminat natio ion, n, death death,, etc. etc. &hereore, while orecasting uture demand or human resources in the organi'ation, these actors need to be ta#en into consideration. :orecasting demand or human resources is good or several reasons because it can help( iC Duantiy the number o jobs required at a given time or producing a given number o goods or o+ering a given amount o services, iiC Ascertain a sta+*mi- needed at di+erent points o time in the uture and
iiiC >nsure adequate availability o people with varying qualifcations and s#ills as and when required in the organi'ation.
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& .hat mamployees get job satisaction within the organi'ation by which higher productivity and proftability become possible in the organi'ation which leads to the success o the company. company.
Ca#ee# 3lanning goes th#ough a 3#oess as follo7s $? I5entif8ing in5i6i5ual as3i#ation@ nee5s ( * &he frst stage in the feld o career planning process is to fnd out and identiying individual aspiration, and need.
process 2? 4athe#ing info#mation stage ( * &he second stage in the process o care career er plann plannin ing g is to gathe gatherr ino inorm rmat atio ion n regar egardi ding ng choos choosin ing g o career rom the world or rom the job mar#et. An employee will begin to identiy potential career by gather essential inormation pertaining to it as ollows( * aC 4earning s#ills and e-perience required. bC /anning or academic and career alternatives. cC %nvestigating regarding education and training tra ining required. dC %nvestigating job mar#et requirement. eC 4earning job mar#et trend. C 4earning above careers o one?s interests. gC 4earning career entrance requirements.
(?
Anal89ing
a#ee#
o33o#tunities!
*
Analy'ing
career
opp opportu ortuni niti ties es is the the thir third d stage tage o car career eer plann lanniing proces ocess s. An empl employ oyee ee or indi indivi vidu dual al gath gather er ino inorm rmat atio ion n rom rom the the worl world d or the the current job mar#et and the e-act ne-t stage is to analy'e this all inor inorma mati tion on?s ?s and and job job or care career er alter alterna nati tive ves s rom rom one to anoth another er.. 1areer path shows how will be progression o an individual in uture or each alternative.
*? Ca#ee# 4oal setting! * 1areer goal setting is the ourth stage o career planning process. %t comes e-actly ater analy'ing the career opportunities. %n this stage individual evaluate occupational choice and gain practical e-perience. oal setting can be done with the help o career counselor or human resource manager o the t he company. company. >-plor orin ing g the the car career eer is fth fth st stag age e in the the &? E3lo# E3lo#ing ing a#ee# a#ee#!! * >-pl process o career planning. &his stage continues when an individual
ta# ta#es up a new new job job and and st star artt hi his s caree areerr in an organi' ani'at atio ion n or a company.
+? Maintenane stage! * &he maintenance stage is the si-th stage in the process o career planning. &his is also called the stage o stability. stability.
)? =eline stage( * 0ecline stage is the last stage in the career planning when an employee spends his so many year in the current company and in the old age.
Benets of a#ee# 3lanning fo# an o#gani9ation an5 em3lo8ees >very y $? $? Full ull use use of em3l em3lo8 o8ee ees s 3ote 3otent ntia iall an5 an5 st#e st#eng ngth th!! * >ver employee has a desire to grow and obtain an ape- height in his wor# place or the company. % there are enough opportunity to grow and achievement, he pursues career goals and uses his ull potential in the com company pany.. 1aree areerr plann lannin ing g help helps s an empl employ oyee ee #now #now the the car career eer opportunities available in an organi'ation.
2? Re5ue em3lo8ee tu#no6e# ( * An organi'ation that ma#e career plan pl anni ning ng or or its emp employe loyees es,, crea create te a grea greatt good oodwil will in ron rontt o employees. %n the organi'ational career planning individual goals are involved in the plan, so welare o employees become possible within the organi'ation. By this e+ort rom the organi'ation or company the labour absenteeism and labour turn over reduce rom the company. &hey become happy with the company and wor# dedicatedly. dedicatedly. 1areer planning is a way (? Enhane5 moti6ation of em3lo8ees! * 1areer wher where e the the orga organi ni' 'atio ation n alwa always ys ta#es a#es care are o empl employ oyee ees s. >ver >very y empl employ oyee ees s have have thei theirr pers person onal al goal goals s and and obje object ctiv ives es when when thei theirr obje object ctiv ives es and and goal goals s acco accomp mpli lish sh with with the the goal goals s and and obje object ctiv ives es o
organi'ati organi'ation, on, the employees employees motivation motivation and encouragement encouragement enhance. >mployees eel highly motivated when the organi'ation shows them a clear path as to how they can meet their personal ambitions while trying to reali'e corporate goals.
*? A6ailabilit8 of om3etent em3lo8ees ( * 1areer planning assists the organi'ation to train and develop. &he organi'ations are able to develop the employees so that when the time comesE there will be adequate supply o the right types o s#ills and abilities needed to enable the organi'ation to achieve its objectives and goals.
&? Em3lo8ees g#o7th( * 7ith the help o best career planning the grow growth th o empl employ oyee ees s beco become me poss possib ible le.. &hey &hey wor# wor# with with thei theirr ull ull potential and strength to ulfll their personal as well as organi'ational goals and objectives.
+? Ahie6ing goals an5 objeti6es ( * A great career planner is a planner, whether he is human resource manager or his employees or he plans or himsel, who achieve his personal as well as organi'ational goals and objectives. !is career planning is very powerul and has potential to achieve common and personal goals.
)? "el3ful in job hange! * &he best career planning comprises all the actors o job change. 1areer planning can help the organi'ation prepare certain categories o employees or more important jobs and thus contribute to succession planning or the organi'ation.
? "ighe# 3#o5uti6it8( * 7ith the help o better career planning o employees in the organi'ation the dream o higher productivity o top level managers become possible.
'? ob satisfation of em3lo8ees! * %n the best career planning o the empl employ oyees ees o the the orga organi ni'a 'ati tion on,, the emph emphas asis is o the the top top leve levell management always on job satisaction o employees. &hey ma#e a clear cut career path and an enriched best career graph o success or the employees where they get success and high job satisaction
$0? Re5ue ost of 3#o5ution! * Best career planning enhances the job job satis satisac acti tion on withi within n the empl employ oyees ees and and gene generat rates es intri intrins nsic ic motivation and inspiration in the employees by which employee?s hard wor# or the betterment o the organi'ation. &hey wor# with there ull strength, they reduce the wastage by which reduction o cost become possible in the organi'ation.
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+ E3lain the 6a#ious funtions of "uman Resou#es Management &he defnition o human resource management states management states as $the strategic app approac oach
to
manpo anpowe werr
manag anagem emen entt
in
an
org organi ani'ati 'ation on$. $.
&hi &his
speciali'ed study and application has come in the wa#e o reali'ation that the employees o an organi'ation, individually and collectively, are the main contributors to the achievement o business objectives. &he management o people hired by an organi'ation involves employing peop peoplle,
desi design gniing
and and
deve devellopin oping g
relat elated ed
resou esourrces ces
and and
most ost
impo import rtant antly ly,, utili utili'i 'ing ng and and comp compens ensat atin ing g their their servi service ces s to opti optimi mi'e 'e busine business ss profta proftabil bility ity via empl employee oyee peror perormance mance.. Mana Managi ging ng huma human n
resources
within
a
company
calls
or
a
liaison
between
the
organi'ation$s management personnel and the administration o the e-ecutive rungs. %t thrives on the strength o the relationship between the management and wor#ers o the th e company. company.
Signiane of human #esou#es management &he !uman 5esources 5esources !5C unction provides signifcant support and advi advic ce
to
line line
mana anageme gement nt..
&he &he
attra ttract ctiion, on,
preser eserva vati tion on
and and
deve develo lopm pmen entt o high high cali calibe berr peop people le are are a sour source ce o comp compet etit itiv ive e advantage or our business, and are the responsibility o !5. !5.
Funtions Funtions of "uman Resou#e Management %n order to achieve the above objectives, !uman 5esource Management underta#es the ollowing activities(
$ !uman resource or manpower planning. 2 5ecruitment, selection and placement o personnel. &raining and development o employees. ( &raining
* Appraisal o perormance o employees. &a#ing corrective steps such as transer rom one job to another. & &a#ing
+ 5emuneration o employees. ) )ocial security and welare o employees. )etting general and specifc management policy or organi'ational relationship.
' 1ollective bargaining, contract negotiation and grievance handling. $0 )ta2ng the organi'ation. sel*development o employees at all levels. $$ Aiding in the sel*development
$2 0eveloping and maintaining motivation or wor#ers by providing incentives.
$( 5eviewing and auditing manpower management in the organi'ation :eedbac# 1ounseling. $* /otential Appraisal. :eedbac#
$& 5ole Analysis or job occupants. $+ ob 5otation. $) Duality 1ircle, Organi'ation development and Duality o 7or#ing 4ie.
!uman 5esource Management involves the development o a perect blend between traditional administrative unctions and the well*being o all employees within an organi'ation. >mployee retention ratio is dire direct ctly ly prop proport ortio iona nate te to the manne mannerr in whic which h the empl employ oyees ees are are treated, in return or their imparted s#ills and e-perience. A !uman 5esour esource ce Manage Managerr ideall ideally y empowe empowers rs inter inter*de *depar partme tmental ntal employ employee ee relat elatiionsh onshiips
and and
nurt nurtur ures es
sco sc ope
or or
down own*the *the*r *run ung g
emp employe loyee e
communication at various levels. &he feld is a derivative o )ystem &heory and Organi'ational /sychology. /sychology. !uman resources have earned a number o related interpretations in time, but continue to deend the need to ensure employee well*being. >very organi'ation now has an e-clusive !uman 5esource Management 0epartment to interact with repr epresen esenta tati tive ves s o all all ac actors tors o produc oducti tion on.. &he &he depa depart rtme ment nt is responsible or the development and application o ongoing research on strategic advances while hiring, terminating and training sta+.
The "uman Resou#e Management =e3a#tment is #es3onsible fo# •
Fnde Fnders rstan tandi ding ng and rela relati ting ng to empl employe oyees es as indi indivi vidu dual als, s, thus thus identiying individual needs and career goals.
•
0evel 0evelop opin ing g posi positi tive ve intera interact ctio ions ns betwe between en wor# wor#ers ers,, to ensur ensure e collated
an d
constructive
enterprise
productivity
an d
development o a uniorm organi'ational culture. culture. •
%den %denti tiy area areas s that that su su+e +err lac# lac# o #now #nowle ledg dge e and and insu insu2c 2cie ient nt training, and accordingly provide remedial measures in the orm o wor#shops and seminars.
•
enerate a rostrum or all employees to e-press their goals and provide the necessary resources to accomplish proessional and personal agendas, essentially e ssentially in that order. order.
•
%nnovate new operating practices to minimi'e ris# and generate an overall sense o belonging and accountability. accountability.
•
5ecrui ecruiti ting ng the requir equired ed wor# wor#or orce ce and and ma#i ma#ing ng prov provis isio ions ns or or e-pressed and promised payroll and benefts.
•
%mplem %mplementi enting ng resour resource ce strateg strategies ies to subseq subsequent uently ly create create and sustain competitive advantage.
•
>mpowerment o the organi'ation, to successully meet strategic goals by managing sta+ e+ectively.
%deally, a !uman 5esource Management 0epartment is responsible or an interdisciplinary e-amination o all sta+ members in the wor#place. &his
strategy
calls
or
applications
rom
diverse
felds
such
as psychology psychology,, paralegal studies, industrial engineering, sociology, and
a critical understanding o theories pertaining to post*modernism and industrial structuralism. &he department bears the onus o converting the availa available ble tas#*or tas#*orce ce or hired hired indivi individua duals ls into into strateg strategic ic busine business ss part partner ners. s. &his &his is achi achieve eved d via via dedi dedica cate ted d 1hang 1hange e Manag Managem ement ent and ocused >mployee >mployee Administration Administration.. &he !5 unctions unctions with the sole goal o motivating and encour encourag agin ing g the the empl employ oyees ees to prov prove e their their mettl mettle e an d
add
value
to
various management recru ecruit itm ment, ent,
induc nducti tion on
the
company.
processes and and
li#e
ori orienta entati tion on
& h is
is
wor#orce o
hirred hi
employee training, training, administration and appraisals.
achieved
via
planning
an d
tas# tas#* *or orce ce
and
