ASSIGNMENT REFERENCE MATERIAL Course Code Course Title Assignment Code Coverage
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MS -02 Management of Human Resources MS-02/SEM -1/2011 All Blocks
Q1. Q1. ‘Reg ‘Regar ardl dles esss of their their indus industr try, y, size size or locat locatio ion, n, today today’s ’s organ organis isat atio ions ns are faced faced with with five five critica criticall challe challenge ngess viz; viz; Global Globalizat ization ion,, profit profitabi ability lity throug through h growth growth,, Techno Technolog logy, y, Intellectual capital and change, Change and more Change. Collectively these challenges require organisations to build new capabilities.’ Critically comment on the above statements with respect to your experiences with the organi organisat sation ion you have have been been workin working g for/kn for/known own to you. you. Give Give releva relevant nt details details of the organisation you are referring to. Ans.
CHALLENGES OF ORGANISATIONS
Regardless of their industry, size or location, today’s organisations are faced with many many criti critica call chal challe leng nges es.. Such Such as glob global aliz izati ation on,, prof profit itab abil ilit ity y thro throug ugh h grow growth th technology, intellectual capital and change, change and more change. Collectively there challenges require organisations to build new capabilities. Above statement gives gives an insight how modern modern organisatio organisations ns small or big are to face variety of challenges challenges.. It is the prerequisi prerequisite te for the management management to face there there challenge challenge effectivel effectively y and effectivel effectively y in order to turn them them into their strength and win competitive advantage for their organisations. organisations. The last decade of 20the century has brought management practices across the world and India has not been an exception to that. There changes have put various challenges before before the management management to adopt new strategies strategies for managing managing business business since HRM is the prime mover of management of people at work; it has to encounter that challenges effectively effectively in order to enable organisations organisations to achieve their objectives. objectives. Following Following trends which are emerging emerging at the global global level level as well as in India, have far reacting reacting impact impact on human resources management practices. (i) Globalisation of of ec economy (ii) Corporate ate Restructuring ing (iii (iii)) Newe Newerr Orga Organ nisat isatio ion nal des desig ign ns (iv) (iv) Emph Emphas asis is on on tota totall qual qualit ity y mana manage geme ment nt (TQ (TQM) M) (v) Emphasis on Kaizen (vi) Changing jo job pr profile (vii (vii)) Chan Changi ging ng work work forc forcee pro profi file le (vii (viii) i) Incre Increas asin ing g role role of wome women n emplo employe yees es (ix) (ix) Emph Emphas asis is on know knowle ledg dgee mana manage geme ment nt 1.
Globalisation of economy: Today geographical boundaries of a country have only political relevance. The economic relevance has extended beyond beyond that. Today, the market classification does does not take take into into account account only only nation national al parame parameter ters, s, but also also global global parame parameter ters. s. Many Many Indian Indian compan companies ies have have spread spread their their wings wings beyond beyond their their nation national al territo territory. ry. Globalisation of business is helpful in earning profit but at the same time, it creates many challenges challenges for managemen management, t, particularly particularly in the area of HRM. HRM practices practices are culture-bound and the culture of a nation differs from that of other countries.
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Therefore many of the HRM practices which are relevant for its operations in the country country of its origin may may not be relevant relevant for its operation operation in other countries countries.. HR managers are required to be familiar with the attitudes, beliefs and values prevalent in the host countries of other conditions prevailing in those countries which have bearing on HRM practices. 2.
Profitability through growth: Organisational development and growth efforts broadly aim at improving the organisational effectiveness and job satisfaction of of the employees. There aims can be attained by humanising the organisations and encouraging the personal growth of individual employees. The objectives of this development and growth are to increase the communication among people, to increase commitment, self direction and self control, to enhance personal enthusiasm and satisfaction levels and to increase the level of trust and support among employees, to increase the level of individual and group responsibility in planning and execution. Thus the major task of HR managers is to harmonise the individual goals to those of broad organisational objectives 3.
Technology: With the removal of restrictions on technology import and acquisitions, many organisations have opted for newer technologies increased use of computers have added new dimension dimension to technological technological innovation. With the result, old skills are fast becoming obsolete. In their place the operatives operatives have to acquire new skills which has increased the training needs in such organisation and HR developments have to be more active. active. Technolog Technology y brings the changes changes in the span of control, control, delegation delegation of author authority ity.. These These change changess influe influence nce the change changess in the presen presentt organi organisat sation ional al structure. structure. Technology Technology influences influences the organisation organisational al structure structure through through job redesign redesign and change change in job descri descripti ption on demand demand for men. Skills Skills and knowled knowledge ge from the employees . There factors invariable necessitate the development development of human resource. Intellectual Aspects: Enha Enhanc ncem emen entt of the the leve levell of the the tech techno nolo logy gy need needss high high leve levell skil skills ls and and knowledge. There high level skills and knowledge should should be incorporated in the job job descrip descriptio tion. n. Job handled handled by semi-skil semi-skilled led employe employees es are how to be handle handled d by a computer programmer Advance technology degrades some employees and retrenches some employees from, employment unless they are trained and developed on the application of new technology and methods. These factors demand for development of human resources. Hence it becomes imperative for the Human Human resource managers to take adequate steps to build the competencies and capabilities of their employees in order to make them important assets for the organisations. Management of change Change the order of the day. “Change before the change changes you”. And “change “change or decay” are the buzz words of the the day. The factors factors that force the change change include nature of the work force, technology, economic shocks, competition, social trends and world of politics. There is cultural diversity and need for unification. Also there is increase in professionalism, increase in formal education, increased level of soft skills skills and positive positive attitude attitude in the employees. employees. In the field of technology technology there is the advent of faster and cheaper computers, total quality management and business pro proces cessi sing ng re-en re-engi gine neeri ering ng.. Then Then there there are are glob global al comp compet etiti ition on,, merg merger erss and and acquisitio acquisitions ns and e-business e-business fostering fostering fierce competition. competition. In social trends there there are
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new concepts as (c1o2) Career first and others two, and increased career orientation orientation among among young young ladies ladies.. In the world world of politi political cal system system change changess major major issues issues are collapse of Soviet Union, opening of markets in china and china becoming world number two economy. India is not far behind and is bound to catch up in near future if present trend continuous. There There change changess requir requiree indivi individua duals ls and organi organisat sation ionss to make make new adjust adjustmen ments. ts. Complexity and fear of adjustment give rise to resistance and problem to change manage managemen ment, t, especial especially ly the HRM is said to be an agent agent of change change.. HRM has to overcome overcome the resistance resistance and make it a successful successful venture. venture. Management Management can take following steps for smooth transition of change; • • • • • • • • •
Participation of employees in decision making Planning for change Protecting Employees interests Group Dynamics and positive relationship among people Cautious and slow introduction Sharing the benefits of change Training and development Career planning and Development Organisational Development Apart from above mentioned challenges there are plethora of other challenges organisatio organisation n have to face, such as changing job profile, changing work force profile. Emphasis on total quality management management and increasing role of women employees
EXAMPLE Hindus Hindustan tan Organic Organic Chemic Chemicals als (HOC) has adopted adopted various various strategi strategies es to tope up various various challenges challenges put forward by changing changing scenario. They have adopted adopted three-tier three-tier work workers ers parti partici cipa patio tion n syst system em,, whic which h is prac practi tise sed d by most most of the the publ public ic sect sector or enterprises enterprises.. Three-tier Three-tier participation participation operates operates through shop councils, councils, joint councils councils and worker director. Shop Shop counci councils ls have equal equal repres represent entatio ation n from from manage managemen mentt and workers workers.. The decisions decisions of the council are made on the basis of consensus. consensus. Unsettled Unsettled issues issues are refer referred red to join jointt coun counci cils ls.. Join Jointt coun counci cill also also has has equa equall repres represen enta tati tion on from from management and workers. workers. CEO of firm is its chairman. The decisions of the councils councils are implemented implemented within within one month month period. Meetings Meetings are held at least once in three months. A workers director is appointed appointed from workers side to two years. He should have eligibility criteria as per ARC Administration Reforms Commissions of PSUs. Work director is appointed appointed by the government. He takes parts in Board of Directors proceedings and draws fees and allowances as admissible to non executive directors. Due to this healthy and purposeful participation of the workers the HOC management is able to face the challenges imposed by globalisation, technological advancement and social cultural aspects, very effectively and efficiently. Q2. Briefl Briefly y descr describe ibe variou variouss meth methods ods of job Analys Analysis. is. Evalu Evaluate ate and and identi identify fy the the meth method od applied applied in an organisatio organisation n known known to to you you or you are familiar familiar with. Critically Critically analyze analyze the role and importance of job job Analysis on Work Flow in an organisational setup.
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Job Analysis is very Ans. very vital step step in human human resources resources plannin planning g process. process. A Job is is a bundle bundle of related tasks; tasks; A synonym synonym of job job is work. work. Work is unders understood tood as physi physical cal and ment mental al acti activi vity ty that that is carri carried ed out out at a part particu icula larr place place and and time time,, accor accordi ding ng to instruction instructions, s, in return for money. Monetary Monetary consideratio consideration n is necessary in determining determining whether an activity is really a work. Housewife does not do work as she is not doing it for money. money. Where Where as a servan servant’s t’s job become becomess work work as with work work job also carries carries monetary monetary considerati consideration. on. The job incumbent incumbent attends attends to all the allied allied tasks tasks for wages or or salaries. The nature of work and how mangers organize work is a critical element affecting human human resour resources ces activi activities ties.. Before Before discus discussin sing g design design and organi organizat zation ion of work work it is desirable that we know “Job analysis” the tool of collecting job related data. JOB ANALYSIS ANALYSIS refers to the process process of collecting collecting information information about about a job. The pro proces cesss of job job anal analys ysis is resul results ts in two two sets sets of data data (i) job job desc descri ript ptio ion n and and (ii) (ii) Job Job specifi specificati cation. on. Job descri descripti ption on describ describes es what what a job involv involveses- tasks tasks and respon responsib sibili ilities ties tagged on to a job, Job title, duties, machines tools and equipment, working conditions and hazards from part of job description. The The capab capabili ilitie tiess that that job job hold holder er shou should ld poss posses es from from part part of job job spec specifi ifica catio tion. n. Education training experience, judgment skills, communication skills and the like are a part of job specification.
Now what is very important is that there should be fit between job demands (job description) and abilities required to discharge the tasks (job-specification) any mismatch is lik likel ely y to res resul ultt in job job diss dissat atis isfa facti ction on tha thatt carr carries ies disdisfunc functi tion onal al cons conseq eque uenc nces es like like how how productivity, absenteeism and turnover. METHODS OF JOB ANALYSIS
The process of analyising a job is essentially one of data collection various approaches can be utilized for this purpose. They are: (a ) Observation Method (b) Interview (c ) Questionnaire (d) Check list (e ) Technical co conferences (f) Diary
INTERVIEW
CHECK LIST
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TECHNICAL CONFERENCE
JOB DATA
DIARY OBSERVATION
QUESTIONNAIRE
METHODS OF COLLECTING JOB DATA
OBSERVATION Here job analyst carefully observes the job holder at work and records what he or she does, how he or she does, and how much time is needed to complete a given task. This method method is simple. Data collected is accurate because of direct observation. But this is time consuming method and in applicable in jobs which involve high prope properti rties es of unobse unobserva rvable ble mental mental activi activities ties.. The analyst analyst needs to be trained trained to carefully observe and record the competence of the job incumbent and training means additi additiona onall cost. cost. For better better results results the method method should should be used used along along with other methods of job analysis. INTERVIEW In this method the analyst interviews the job holder and his supervisor to elicit info inform rmat atio ion n abou aboutt the job. This This metho method d is usua usuall lly y struct structur ural al one. one. It is time consuming consuming method. method. The time problem problem will be compound compounded ed if the interviewer interviewer talks with with 2 or more emplo employe yees es doin doing g the the same same job. job. Furt Furthe herr more more mana manage geri rial al and and professional jobs are more complicated to analyse and require a longer interview. There is also a problem of bias. Bias may cloud cloud the accuracy and objectivity objectivity of the data data obtain obtained. ed. But face to face contact contact makes it more meaningf meaningful ul and effecti effective ve method. QUESTIONNAIRE. Job holders fill in the given structural questionnaire, which are then approved by the supervisors. supervisors. Questionnaires whether standard or prepared one must must contain the following data.
(i) (ii) (ii) (iii) (iii) (iv) (iv)
Job title of the jobholder. Job Job titl titlee of of the the job job hold holder erss supe superv rvis isor or Job titles titles and number numberss of of the the staff staff report reporting ing to the the job job holder holder.. A brie brieff desc descri ript ptio ion n of the the ove overal ralll role role or or purp purpos osee of the the job job..
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(v) (v)
A list list of of the the main main tas tasks ks or or duti duties es tha thatt the the job job hol holde derr has has to to perf perfor orm m as specified these should specify the resources controlled, the equipment used, the contracts made and the frequency with which the tasks are carried out. In this method information information of a large number number of jobs can be collected collected in a relati relativel vely y short short period period of time. time. Furthe Furtherr more, more, all the job holders holders partic participa ipate te in the method method unlike unlike in an interv interview iew where where one or two workers only would participate. But the accuracy of the information obtained through the questionnaire leaves leaves much much to be desire desired. d. Job Job analys analysis is work work requir requires es specia specialize lized d knowle knowledge dge and traini training. ng. An averag averagee employ employee ee althou although gh know know what what his/her duties are, he/she is not trained to identify the essential aspects of his/her work and often cannot express the information in a meaningful and clear fashion. To depend exclusively upon questionnaire as the source of job information is bound and creates some errors in the programme. CHECKLIST. Check list is similar similar to a questionnai questionnaire, re, but the response response sheet contains contains fewer subjective subjective judgments judgments and tends tends to be either ‘yes-or-no ‘yes-or-no’’ variety. Preparation Preparation of a check list is a challenging challenging job. The job holder holder is asked to check all the listed task in check list that he performs and indicate the amount of time spent on each task as well as the trainin training g and experien experiences ces required required to be proficien proficientt in each task. task. Check Check list method is useful in large firms that have a large number of people assigned to one parti particul cular ar job. job. Also Also this this techni technique que is amend amendabl ablee to tabulatio tabulation n and recordi recording ng on electro electronic nic data proces processin sing g equipm equipment ent.. The techniq technique ue howev however er is costly costly and not suitable to small firm. TECHNICAL CONFERENCE METHOD In this this metho method, d, servic services es of superv superviso isors rs who posses possesss extens extensive ive knowl knowledg edgee about a job are used. The analyst analyst initiates discussio discussion n which provides provides details of data collection, this method lacks accuracy as the actual job holders are not involved in collecting information. DIARY METHOD This method requires the job holders to record in detail their activities each day. day. If done accurate accurately, ly, this method method is accurat accuratee and elimina eliminates tes errors errors caused caused by memory lapse the job holder makes while answering questionnaires and checklist. But it is time consuming consuming as recording recording has to be done done for a number of days. It also engages considerable time of a production worker. EXAMPLE Method Applied in Heavy Vehicle Factory for the job analysis is not a single one. But it was observed observed that the observation observation and interview interview methods methods of collecting data or job information hold the greatest promise of completeness accuracy and better utilisation utilisation of time. Heavy Vehicle Vehicle Factory (HVF) (HVF) Chennai is premier premier organization organization responsible for producing producing heavy vehicle for defence defence organization. Job analysis in the firm has its impact impact on all the functions functions of HRM. Job analysis analysis has helped helped the firm enhance the effectiveness of all HR activities. Job analysis has helped the organization in the following ways:
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(i) (i) (ii) (ii) (iii (iii)) (iv) (iv) (v) (v) (vi) (vi)
Layi Laying ng the the foun founda dati tion on for for hum human an reso resour urce cess pla plann nnin ing. g. Layi Laying ng the the fou found ndat atio ion n for for empl employ oyee ee hiri hiring ng Layi Laying ng the the foun founda dati tion on for for tra train inin ing g and and deve develo lopm pmen entt Layi Laying ng the the foun founda dati tion on for for perf perfor orma manc ncee appr apprais aisal al Layi Laying ng the the fou found ndat atio ion n for for sala salary ry and and wage wagess fixa fixati tion on Layi Laying ng the the fou found ndati ation on for for saf safet ety y and and heal health th
If the particular job is simple and repetitive, observation is followed by the management. management. In most cases however however interviews interviews coupled coupled with observation observation constitute the preferred approach. ROLE OF JOB ANALYSIS Job analysis is useful for overall management of all personnel activities. Job related data obtained from a job analysis programme are useful in HRP, employee hiring, training, job evaluation compensation etc. Job analys analysis is also also play play vital vital role role in perfor performan mance ce apprai appraisal sal,, comput computeriz erized ed personnel information system and safely and health. As for HRP the number and type of personnel are determined by the jobs which are to be staffed. The objective of employee hiring hiring is to match the right people with the right jobs, jobs, which can be achieved only with adequate adequate job informatio information. n. For establishing wage and salary differentials job evaluation is done which is based on job description and job specification.
Hazardous conditions and unhealthy environments are identified with the help of job analysis and corrective measures are taken to improve them.
Q3. What What are the the bare bare neces necessary sary Human Human Reso Resourc urcee Functi Function’ on’ss data data requir required ed by a manage manager r for conduc conductin ting g Human Human Resour Resource ce Audit Audit and why? why? Critic Critically ally evalua evaluate te with with you experience with the organisation you have been working with or any organisation you are familiar with. with. Briefly give relevant details of the organisation, you are referring to.
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Ans.
HUMAN RESOURCES AUDIT
Audit is one of the important important management management control devices. devices. HR audit is used widely widely to check check the organi organisat sation ionss perform performanc ancee in its manage managemen mentt of human resourc resources. es. To facilitate facilitate control, control, the audit reveals important important facts such as absenteeism absenteeism,, labour labour turnover, turnover, employee grievances etc,. The primary objective of the audit is the critical review and evaluation of manpower management management programme in the organization. organization. HR audit is not limited to a review of the work of the personal personal department. department. All managers managers of an organization organization have personal personal responsib responsibility. ility. They all take part in developing developing policies policies and operate operate under there in handling their personnel responsibilities. Therefore, HR audit goes beyond the limits of personnel department activities and considers the role of of management in effective manpower manpower utilisation. utilisation. “HR Audit refers refers to an examin examinatio ation n and cultiv cultivatio ation n of polici policies, es, proced procedure uress and practices to determine the effectiveness of personnel management. It is an investigative analytical and comparative process. It undertakes a systematic search of the effectiveness of personnel programmes. Personal Personal audit is different different from the measurement measurement of employee employee moral. Attitudes Attitudes and moral represent represent only a portion portion of the total facts and figures figures to be considered considered.. HR Audit checks the indicators indicators of the quality quality of leadership, leadership, motivation, motivation, communicat communication, ion, effectiveness of supervision etc. From the above discussion it can be said that the HR Audit refers to : (i) (i) The The measu measure reme ment nt of the the effec effecti tive vene ness ss of the the human human reso resour urce ce mana manage geme ment nt’s ’s missio mission, n, object objective ives, s, strateg strategies ies,, polici policies, es, proced procedure ures, s, progra programme mmess and activities. (ii) (ii)
The The deter determi mina nati tion on of of what what shou should ld or sho shoul uld d not not be done done in the the futu future re as a result of such measurement.
According to “Gray”, “the primary primary purpose of personnel audit is to know how how the various units are functioning and how they have been able to meet the policies and guidelines which were agreed upon, and to assist the rest of the organization by identifying the gap between objectives and results for the end product of an evaluation should be to formulate plans for corrections or adjustment.
Areas of Audit The areas of HR audit include. (i) (i) Miss Missio ion n stat statem emen entt rela relati ting ng to to huma human n reso resour urce ce man manag agem emen entt (ii) (ii) Obje Objecti ctive ves, s, goa goals ls and and strat strateg egie iess of hum human an res resou ourc rcee manag managem emen en.. (iii (iii)) Acco Accomp mpli lish shme ments nts of huma human n res resou ource rce mana manage geme ment nt.. (iv) (iv) Progra Programme mmess of of HRM HRM includ including ing the detail detailed ed pract practices ices and proced procedure uress (v) HRM policies
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(vi) (vi)
Role Role of of HRM HRM is tota totall qua quali lity ty mana manage geme ment nt..
QUALITATI QUALITATIVE VE AND QUANTITAT QUANTITATIVE IVE INDICATOR INDICATORS S FOR PERSONNEL PERSONNEL AUDIT
Under following headings qualitative and quantitative indicators of HR Audit can be determined. 1. PROCUREMENT : Qualitative indicator for this function are personal personal inventory, inventory, replacement replacement tables, tables, organizatio organizational nal planning, planning, job description description and specificatio specification, n, source evaluation. evaluation. Exit interviews interviews and induction induction programmes programmes etc. Quantitativ Quantitativee indicators indicators under procurement procurement functions functions are turnover turnover rates, selection rations, retrenchment, dismissals and lay-offs, recruitment time –lag and recruitment time langend recruitment ratios. 2. TRAINING AND DEVELOPMENT: Qualitative indicators: Training programme programmes, s, superviso supervisory ry and management management development development programmes programmes,, systematic systematic promotions career planning and formal appraisal. Qualit Qualitativ ativee indica indicator tors: s: Time Time taken taken in training, training, Apprenti Apprentice ce ratios ratios,, scrap scrap losses losses,, productivity increases. 3. COMPENSATION: Qualitativ tive ind indicato ators: Job eval evalu uation pro prog grammes, wage and salary surveys, complain from employees about wages and salaries. Quantitative indicators: Wage and salary differentials benefit range and costs, number of employees earning bonus in excess of standard rates. 4. INT INTEGR EGRATIO ATION N AND AND MAIN MAINT TENANC NANCE E : Unde Underr quali ualita tati tiv ve ind indicat icato ors are are employ employee ee handbo handbook, ok, employ employee ee volunt voluntary ary partic participa ipatio tion n in option option servic servicee progra programme mmes. s. Under Quantitative indicators are measured moral, measured communication, Absenteeism and turnover rates number of grievances, suggestions ratios, Accident rates. 5. LABOUR RELATIONS: Qualitative indicators: Labour management commit committees tees,, contra contract ct interp interpreta retatio tions, ns, no strike strike clause clause.. Quanti Quantitati tative ve indicat indicators ors:: Work Work stoppages grievances and their settlement, arbitrations, costs etc. Certain records are statistics which are properly maintained for HR Audit include the following. (1) (1) Empl Employ oyme ment nt Stati Statist stic icss such such as numb number er of new new hires hires,, volu volunt ntar ary y quit quits, s, force forced d separations, are number entering and leaving the organisations. (2) (2) Stat Statis isti tics cs descri describi bing ng char charact acteri erist stic icss of prese present nt work work forc forcee such such as age, age, lengt length h of service, education etc. (3) (3) Grie Grieva vanc ncee Stati Statist stic icss inclu includi ding ng numb number er of new new griev grievan ances ces,, numbe numberr handl handled ed at each level of management etc. (4) (4) Misc Miscel ella lane neou ouss statis statisti tical cal data data such such as abse absent nteei eeism sm,, sugge suggest stio ions ns,, receiv received ed and approved, average lowly rate etc. After examining examining the various HR policies, policies, practices and procedures procedures and the audito auditors rs provid providee written written report reportss of their their findin findings, gs, conclu conclusio sions ns and Summaries Summaries and evaluation evaluation of factual information information present present the most common common auditors report. The report should be based solely on the findings. Reports also
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their results, sugge suggesti stions ons.. content content of include
recomme recommenda ndatio tions ns which may meet meet the primary primary needs needs of top manageme management. nt. should ensure that the following essentials are included in the report. (i) (ii) (ii) (iii (iii)) (iv) (iv)
(v)
(vi) (vi)
The auditor auditor
Table of contents Pref Prefac acee giv givin ing g a brie brieff sta state teme ment nt of the the aud audit it Summa ummary ry and and con conclu clusio sions The rep report ort prope roper, r, in whic which h each each majo major div divisio ision n or depa depart rtme men nt is covere covered d separat separately ely.. Each Each departm department ent may be devoted devoted a separa separated ted section. Summary – it is general nat nature and is releva evant to all the perso rsons conc concer erne ned. d. It does does not not incl includ udee the the matt matter erss repo report rted ed to the the top top management. Append Appendix. ix. This This includ includes es suppor supportin ting g data data that that migh mightt be be too too volumi voluminou nouss to appear in the body of the report.
HR AUDIT IN ASHOK LEYLAND CHENNAI
HR Audit is given given due consideration in the firm. The organization Ashok Leyland is premier premier manufacturing manufacturing firm of Chennai and producing producing variety variety of motor vehicles. vehicles. It not only caters to the national requirements, but also is exporting its products to the neighboring countries. countries. HR Audit department carries out examination examination and evaluation evaluation of policies, procedures and practices to determine the effectiveness and efficiency of HRM. HR auditors of the firm review the whole system of management programmes in which a management develops, allocates and supervises human resources. 2. They They als also o see seek k expl explan anati ation onss and and inf infor orma matio tion’ n’s, s, tha thatt is, is, to get get answ answer erss to such such questions as “Why did it happen?” and “What happened?”. 3. One One of the the impo import rtan antt func functi tion on HR HR audi audito tors rs do do is tha thatt they they eva evalu luat atee the the exte extent nt to which which line line manage managers rs have have implem implement ented ed the polici policies es which which have have alread already y been initiated. 4. They They also also eval evalua uate te the the per perso sonn nnel el staf stafff and and empl employ oyee ees. s. Thus in Ashok Leyland the HR auditors carry out specification of standards, collection and evaluation of information and preparation of audit reports.
‘An organisation organisation can be defined defined as a system of roles, roles, while a role itself is a system’. system’. Q4. ‘The system system of various various roles which the individual individual carries and performs, and the system of various roles of which his/her role is a part.’ Explain with relevant examples, how the above statements assume importance and act as significant player in the process of various dimens dimension ionss of Role Efficacy Efficacy in an organis organisati ationa onall set up. Give Give relevan relevantt detail detailss of the organisation, you are referring to for examples. Ans.
ORGANISATIONAL AND INDIVIDUAL ROLES
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The efficiency and effectiveness of an organisation depends directly on how capable its person personnel nel are and how effecti effectivel vely y that that are utilis utilised ed for achiev achieving ing organi organisat sation ional al objectives. Capability of a person depends on his abiity to work and the types of training he receive receives. s. While While the person personal al abilit ability y is evalua evaluated ted throug through h proper proper selecti selection on proces process, s, his training is taken care of by the organisation which involves developing appropriate skills and comp compet eten ence ce in peop people le art art diffe differen rentt leve levels ls of the the orga organi nisa satio tion. n. Inte Integr grat ated ed and and system systemati aticc develo developme pment nt of person personnel nel in the the organi organisat sation ion is is referred referred to to as human human resources development. HRD focuses focuses on human resources resources as a means for organisation organisation health. Though Though the ultimate objective of any activity or process in an organisation is to contribute to its well being, each process may have specific focus on a particular aspect. aspect. Management does this by focusing on personnel their competencies and their pride in the organisation. The focus of HRD on human resources is based on following assumptions:(i) (i) (ii) (iii (iii))
(iv) (v) (v) (vi) (vi) (vii (vii))
Huma Human n Res Resou ource rcess are are the the mos mostt val valua uabl blee ass asset etss of of any any orga organi nisa sati tion on Unlike other resources human resources ces can be deve eveloped and increased to an unlimited extent. A conduc conducti tive ve organ organis isat atio iona nall clim climate ate chara characte cteris rised ed by openers openers,, trus trust, t, mutu mutual ality ity and and coll collab abor orati ation on is esse essent ntia iall for for deve develo lopi ping ng huma human n resources People feel committed to their work and organisation, if the organisation develops the feelings of belongingness. Peop People le will will deve develo lop p this this feel feelin ing g if they they are are taken taken care care of pro prope perl rly y by the organisation Peop People less comm commit itme ment nt is incr increa ease sed d with with the oppo opport rtun unit ity y to disco discove ver r develop and use their potential. Every eryone one in the the organ rganis isat atio ion n is res respons ponsib ible le for for huma human n res resourc ourcee development.
AS A SYSTEM OF ROLES
HRD does not view the development of an individual employee in isolation but it tries to integrate this with the total system of development, which is undertaken at four levels. – individual, dynamic, group and organisation.. At the individual level, HRD makes individual employees aware of the expectations that other persons have about their roles so that they are able to develop their skills and attitude accordingly. At the dynami dynamicc level level strong stronger er superio superior-s r-subo ubordi rdinat natee relatio relationsh nship ip is develo develop p by developing the attitudes of mutual mutual trust and help. At the group level focus focus is on developing developing collaborative team spirit and intergroup cooperation. At the organisation organisation level, development development of competencies involves the development of self renewal mechanism in the organisation which enables it to adapt environmental changes and to proud. An organisation can be defined as a system of roles, in the context of present day competitive competitive business, business, the quality quality of human capital capital of an organisation organisation determines the degree of success which it can achieve since there is keen competition for human resources and not only competition for customers, the human capital can be created within the organisation and not acquired from outside. From this point of view, HRD has created its own needs in every organisation.
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Fist and foremost role of HRD is to develop the competencies in people in all the levels in the organisation. organisation. Basically human resource resource development has two roles; to provide empl employ oyees ees with with great greater er oppo opport rtun unit ity y to succe succeed ed and and grow grow with within in the the comp compan any y and and to stre streng ngth then en mana manage geme ment nt and and prof profes essi sion onal al team teamss at all leve levels ls of orga organi nisa sati tion on level level.. Competency can be developed by increasing ability through increasing knowledge, skills and change change in attitu attitudes des.. Knowle Knowledge dge refers refers to the posses possessio sion n of informat information ion and ideas in a particular particular field which may be helpful helpful in developing developing relationship relationshipss among different different variables variables related to that field. Skill refers to expertise, expertness, practical ability or facility in an action of doing something. Attitude refers to the orientation of an individual in terms of settled mode of thinking or behaviour. Developing of competencies among individuals individuals and teams consisting them is required in all types of organisations, organisations, business or non business. However in business organisations, their role is more focused because of increased competition. HRD is also needed in an organisation to facilitate system wide changes. According to Mekinsey model , the interrelated aspects in an organisation are s8, Strategy, structure, system, system, staff, skills, skills, styles and shared values. values. Change Change in any one element necessitates necessitates the change in other elements to absorb the the change initiated in one element. HRD makes efforts to bring this system wide change and make all elements coherent; Anothe Anotherr role role of HRD is to create create condu conduciv civee organi organisat sation ional al climate climate congen congenial ial to indivi individua duall growth growth as well well as organi organisat sation ional al growth growth by replac replacing ing the old and traditi traditiona onall assumptions about human beings with contemporary and more realistic assumptions about human beings. Follow Following ing conclu conclusio sions ns can be drawn drawn about about people people in an organi organisat sation ion regard regarding ing conducive organisational climate. •
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People in the organisation become more competent because of the skills that are developed in them and the clarity of roles that they perform. Involv Involveme ement nt in and commit commitmen mentt to job increas increasee becaus becausee of linkag linkagee betwee between n job performance and rewards both intrinsic and extrinsic. Peop People le deve develo lop p bett better er unde unders rstan tandi ding ng to each each othe otherr base based d on mutu mutual al trus trustt and and confidence which creates better cooperation. Top management becomes sensitive to human resources in terms of their utilisation and solution of problems.
ORGANISATION AND INDIVIDUAL GOALS This is one of the areas of conflict between an organisation and its members. members. In order to bring congruency in there goals and consequently, organisational effectiveness, There is a need for integrating integrating organisatio organisational nal and individual individual goals. The relationship relationship between organisational and individual goals can be presented on following continuum. Totally Opposing Neutral Identical I-------------------I--------------------I------------------I----------------I Partially Compatible Opposing
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[Relation ship between organisational and industrial goals)
The relationship between individual and organisational goals can be identified by exploring what individuals want from the organisation and what the organisation wants from the individuals. Human aspect is the predominant factor affecting his relations with others in the society. society. Man is a complicated complicated human being with various various emotions, emotions, fears, fears, desires desires,, ambitions, ambitions, likes and dislikes. dislikes. There is a constant constant interaction interaction and interplay interplay of there various dynamic human factors and it is necessary to chanelise them to work towards the common goals of the organisation. EXAMPLE Asho Ashok k Leyl Leylan and d Chen Chenna naii is leadi leading ng manu manufa factu cturi ring ng firm firm in prod produc ucti tion on of transports. transports. It not only carter to the needs needs of the the domest domestic ic requireme requirements nts but also is a front runner runner in exporting exporting its products products to other countries. countries. The organisatio organisation n has very sound system of interpersonal relationships. Director of personnel is responsible responsible for assisting management in the formulation of policies on personnel administration including employees training, manpower planning, industrial relations, employee’s welfare including community developmen developmentt and their implementation implementation.. He also does planning, direction, direction, coordination coordination and control of activities and personnel of the departments under him. The firm has an excellent work environment through transparent HR policies which are highly motivating and future positive self discipline. The essence of human relation philosophy of the firm is to cultivate and develop an environment where employees as individuals and as a group would wish to contri contribut butee their their goals. goals. Execut Executive ivess in upper and middle middle managemen managementt recogni recognise se that that the orga organi nisa sati tion on invo involv lves es a comp compli licat cated ed netw networ ork k of relat relatio ions nshi hips ps amon among g peop people le.. The The management’s job is to coordinate the efforts among people so that they will work towards the common goal.
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