Module – 5

Office Personnel

Office Personnel

Office personnel are all the employees working in an office . This

includes employees working at top level (Strategic level), middle level
(Tactical level) and bottom level (Operating level). Office personnel which is
also known as human resource, plays a key role for the successful
operation of business.

Private as well as government office appoints office personnel as per the

nature and demand of job.

According to Beach, "The office personnel refers to all the employees of

the office comprising the chief, sectional chiefs and assistants who jointly
work for the attainment of the organizational goals."

So, we can conclude that the office personnel are those manpower
having required skill, knowledge, experie nce and qualificatio n to
achie ve the orga nizatio nal goal. Office chie f, sectiona l chiefs and
subordinates are common form of office personnel who work at
different levels for the sake of the organization.

Types of Office Personnel

I. The Office Manager /Chief

The office manager is a person who does planning, organizing, staffing,

directing and controlling of the various office activities performed to
accomplish the objectives of a business enterprise. He or she is the officer-
in-charge under whose guidance the office personnel perform the
various office duties. The office manager is vested with authority and he
or she is also responsible for all that is done at the office.

Functions of an office manger

1. Perform managerial job

The primary functions of management, e.g., organizing, directing, controlling,
etc., have to be performed by the office manager. In planning, the office
manager has to decide in advance what is to be done and how the work is
to be done. In organizing, the office manager has to divide and distribute
the entire office work amongst persons, allocate the jobs, delegate
authority and fix responsibility. In directing, the office manager has to
motivate office personnel to do the right type of work for the office by
way of appreciating their work, giving them incentives or punishing them
for their mistakes. For the purpose of controlling, the office manager has
to assess their performance from time to time by fixing the standards and
evaluating the actual work. All these are management functions which
are performed by the office manager.

2. Office location, accommodation and layout

The office manager has to select the site for the office by taking into account
the various factors, decide on the office pre mises and the layout so that
the office work may be performed efficiently without wastage of time
and man-hours.

3. Providing working environment

The office manager has to ensure that proper and adequate physical
conditions are provided at the place of work. This may include
coloring of walls, furnishing, and lighting arrangements, maintaining
suitable temperature by way of coolers or air conditioners and
ventilators, arrangement of sanitation and cleanliness, provision for
toilets, water-coolers, and canteen, providing safety and security in the
office and taking measures for reducing internal and external noise.

4. Arranging modern machines and equipment

In order to cope with the fast increasing needs of information in

business, the office manager has to make arrangement for the
requisite machines and equipment and train the staff to work on
them so that the work is performed accurately, quickly and protected
from frauds.
 5. Arranging forms, stationery and other supplies

The office work cannot be performed without printed forms or other

stationery items like paper, pins, pencils, pens, etc. All these are
arranged beforeha nd and issued to staff for use. For properly
controlling these items, the office manager has to assess the
requirements and arrange for their centralized purchase, storage
and controlling consumption.

6. Handling personnel matters

For the members of staff working under the office manager, he or

she has to keep up-to-date records about their leave, salaries and
other matters. The payrolls are prepared and salaries are distributed to
the staff. All these matters are to be efficiently organized by the office
manager. Proper and timely training of staff needs to be arranged.

7. Developing office procedures and methods

For efficient working and rendering efficient services, the office

manager has to develop new methods and short-cut procedures and
apply them in the day-to-day working. For this purpose, time and motion
studies may be conducted or valuable suggestions may be invited from
the staff and these may be implemented in the best interest of all. It is the
duty of the office manager to ensure that all the office services are
rendered efficiently.

8. Coordination

In a big office, the office manager has also to coordinate the efforts or
works of different sections in such a way that there is no duplication
or wastage and the office expenditure remains well within limit. For
this purpose, he may arrange meetings, progress reports or worksheets, etc.

9. M ainta ining g ood huma n relations

One of the functions of the office manager is to maintain good

relations between workers, superiors, subordinates and the outside
public. When cordial relations are maintained, each and every person
cooperates and works happily towards achieving the goals. Thus, the
office manager has to ensure that the office operations are carried out
smoothly and efficiently under his/her stewardship.

Other Functions of an office manger

 Overseeing daily office operations and administrative tasks

 Supervising administrative staff and delegating responsibilities
 Managing office budgets and expenses
 Coordinating office schedules and calendars
 Handling correspondence, emails, and phone calls
 Organizing and scheduling meetings, appointments, and events
 Maintaining office supplies and equipment inventory
 Ensuring office cleanliness, safety, and security
 Developing and implementing office policies and procedures
 Liaising with external vendors, suppliers, and service providers
 Handling employee relations and addressing personnel issues
 Supporting executive staff with administrative tasks
 Facilitating communication between departments and teams
 Monitoring and improving office efficiency and productivity
 Handling confidential information and sensitive documents with discretion
 Providing training and guidance to new administrative staff members
 Resolving administrative problems and conflicts as they arise
 Keeping abreast of industry trends and best practices in office
management.

II. Branch/Section Officer

A branch officer is in charge of the overall management of the affairs

of a branch office. He is the chief or in-charge of a particular branch
or department of an organization. The senior management of a business
uses a branch officer as its branch representative and keeps connection
with a branch office. The branch officers coordinate and manage affairs in
the branch office and implement decisions made by the head office. Their
duties vary with their different positions. He is accountable and
responsible for establishing the strategic direction for the branch in
concurrence with the branch goals.

Functions of Branch Officer

The main functions of Branch (section) Officer are as follows:

 To maintain communication between the branch and management by

preparing daily, weekly, and month-end reports regarding operations
and productivity.
 To formulate recommendations and provide feedbac k to management
regarding operational policies and procedures.
 To play a liaison role between chief and lower level staff.
 To implement decisions in branch and operating level made by the
head office.
 To follow the order and instruction given by office chi ef.
 To report the performance, problem and achievement of his section,
etc.
 To assist in evaluating staff's work performance by helping to prepare
and deliver annual reviews and performing coaching sessions.
 To assist in managing the security and safety of the branch, by
analyzing security and safety policies and procedures.
III. Office Assistant

Office assistant are those people who work in the lower level position.
Office assistant refers to a subordinate staff that performs routine jobs to
assist the sectional chief and office chief in their daily official works.
They are clerical staffs who carry out all the clerical activities of the
office. They perform daily official works as per the direction of the
sectional chief. Assistant accountant, receptionists, marketing
assistance and the computer operator are the office assistance in the
business office. Office assistants refer to those employees in office
who perform the day to day operating nature job and duties like
typing, filing, taking inventory, keeping records and sorting checks.
They may also prepare documents, process mail and answer telephones.

On the basis of the nature of job, office assistance is classified as

follows:

Personal Assistance (P.A)

A personal assistance is also known as a private secretary. The

personal assistance performs all the routine works on the behalf of
the executive officer of office chief as per the direction given to him.
He is the assistant of a particular executive or o ffice chief. He is the
assistance who usually maintaining confidential records, handles
telephone, visitors, and emails, drafts important confidential documents,
arranges meeting and seminars and reminds the executive or chief for his
daily schedule.

Receptionist

The receptionist is a subordinate lady staff appointed for the reception

of inquiry section to handle the telephone, visitors, and customers. She
has to make introduction among the visitors, tell them about
objectives, functions, productions and services of the organization. She
has to serve the visitors with tea and coffee, cold drinks, newspapers,
and magazines while they are waiting to see the executive or office
chief. She should always be willing to pay attention and devote herself to
the service and satisfaction of the visitors and customers.

Sectional Clerk

A large organization establishes different sections and departments to

carry out production, marketing, finance, personnel and handled by the
sectional or departmental chief. The sectional chief cannot handle all
managerial and clerical works of his section alone. He requires a numbers of
staff to take assistance or support in performing and completing the
sectional or departmental jobs smoothly. The sectional clerk is junior
office staffs who are assigned a particular work in a particular section
to assist the sectional chief carrying out the sectional activities.

Functions and duties of office assistants

 Administrative Support: Providing assistance to office managers,

executives, or other staff members with various administrative tasks.
 Communication Handling: Managing incoming and outgoing
correspondence, including emails, letters, and phone calls.
 Scheduling and Calendar Management: Assisting with scheduling
appointments, meetings, and events, and maintaining calendars for
supervisors or teams.
 Data Entry and Record Keeping: Entering data into databases,
maintaining records, and organizing files, both physical and digital.
 Office Organization: Keeping the office environment tidy and organized,
including managing office supplies and equipment.
 Customer Service: Providing support to customers or clients, addressing
inquiries, and handling complaints in a professional and courteous manner.
 Document Preparation: Drafting and formatting documents, reports,
presentations, and other materials as needed.
 Meeting Coordination: Arranging meeting logistics, including booking
conference rooms, coordinating catering, and preparing meeting materials.
 Travel Arrangements: Assisting with travel bookings, including flights,
hotels, and transportation, for staff members or executives.
 Basic IT Support: Providing basic technical support such as
troubleshooting computer issues, setting up equipment, and assisting with
software applications.
 Office Communication: Distributing memos, notices, and other
communications to staff members as needed.
 Confidentiality Maintenance: Handling sensitive information with
discretion and maintaining confidentiality at all times.

Qualities of office assistant

 Organizational Skills: Ability to keep track of multiple tasks, schedules,

and documents efficiently, and maintain order in the office environment.
  Time Management: Capacity to prioritize tasks, meet deadlines, and
manage time effectively to ensure productivity and efficiency.
 Attention to Detail: Keen eye for detail to ensure accuracy in data entry,
document preparation, and other administrative tasks.
 Communication Skills: Strong written and verbal communication skills to
interact effectively with colleagues, clients, and stakeholders.
 Customer Service Orientation: A friendly and helpful demeanor, coupled
with the ability to provide excellent customer service to internal and external
stakeholders.
 Adaptability: Flexibility to handle a variety of tasks and adapt to changing
priorities in a fast-paced office environment.
 Problem-Solving Abilities: Capacity to identify issues, finds solutions, and
resolve problems independently or collaboratively.
 Tech Savviness: Basic proficiency in computer applications such as word
processing, spreadsheet software, email, and internet research, as well as a
willingness to learn new technologies.
 Confidentiality: Ability to handle sensitive information with discretion and
maintain confidentiality at all times.
 Initiative: Willingness to take initiative, be proactive, and go above and
beyond assigned duties to contribute to the success of the office and the
organization.
 Team Player: Ability to work well with others, collaborate effectively in a
team setting, and support colleagues as needed.
 Professionalism: Maintaining a professional demeanor, including
punctuality, reliability, and a positive attitude, while representing the
organization.
 Emotional Intelligence: Ability to understand and manage one's own
emotions and effectively navigate interpersonal relationships in the
workplace.
 Continuous Learning: A commitment to ongoing learning and
development to enhance skills and stay updated on industry trends and best
practices.

Qualification of office assistants

  Academic qualification
 Experience
 Knowledge of rules and regulations
 Training
 Knowledge of local and foreign language
 Knowledge of accounting
 Knowledge of office system and procedure

Office Personnel relations

Office personnel relations refer to the interactions, dynamics, and

relationships among individuals working within an office environment. These
relations are crucial for fostering a positive work culture, promoting
collaboration, and achieving organizational goals.

Key aspects of office personnel relations:-

a) Communication: Effective communication is essential for building strong

relationships among office personnel. Clear and open communication
channels facilitate the exchange of information, ideas, and feedback, leading
to better understanding and cooperation.
b) Teamwork: Collaboration and teamwork are fundamental for achieving
collective goals within the office. Encouraging a supportive team
environment fosters mutual trust, respect, and camaraderie among
coworkers.
c) Conflict Resolution: Conflicts may arise in any workplace, and addressing
them promptly and constructively is vital for maintaining harmonious
personnel relations. Implementing conflict resolution strategies, such as
active listening, compromise, and mediation, helps resolve disputes and
prevent escalation.
d) Respect and Diversity: Promoting a culture of respect and valuing diversity
enhances personnel relations by fostering inclusivity and understanding
among coworkers from different backgrounds, perspectives, and
experiences.
e) Recognition and Appreciation: Recognizing and appreciating the
contributions of office personnel boosts morale, motivation, and job
 satisfaction. Acknowledging achievements and milestones fosters a positive
work environment and strengthens interpersonal relations.
f) Professional Development: Supporting professional growth and
development opportunities demonstrates a commitment to the well-being
and success of office personnel. Providing training, mentorship, and
advancement opportunities encourages continuous learning and fosters
loyalty among employees.
g) Work-Life Balance: Encouraging a healthy work-life balance contributes to
positive personnel relations by promoting employee well-being, reducing
stress, and preventing burnout. Flexible work arrangements and supportive
policies demonstrate care for employees' personal lives and responsibilities.
h) Leadership and Management: Effective leadership and management
practices play a significant role in shaping personnel relations within the
office. Leaders who lead by example, communicate transparently, and
demonstrate empathy and integrity inspire trust and loyalty among their
team members.
i) Feedback Mechanisms: Establishing feedback mechanisms, such as regular
performance evaluations and anonymous suggestion boxes, facilitates
continuous improvement and fosters a culture of open dialogue and
accountability.
j) Celebrating Successes: Celebrating successes, milestones, and
achievements as a team strengthens bonds and fosters a sense of pride and
belonging among office personnel.

Personnel Management
Personnel Management – Meaning
Personnel management deals with the managerial function of estimating and
classifying human resources requirements for meeting organizational goals through
people at work and their relationships with each other. It involves strategies that
ensure right number of staff, a right combination of talent, training, and
performance in jobs.

Personnel management also includes developing and implementing policies and

processes to create a well-managed and employee-supportive work environment.
HRM as Reincarnation of Personnel Management:
Human Resource Management is the reincarnation of Personnel Management.
This is why; many people don’t make any distinction between the two terms
and use them interchangeably. However, there is no doubt about the fact that
managing human resources or personnel is an integral part of the job of any
manager.
Personnel Management – Concept

Personnel Management, also known as Personnel Administration or Human

Resource Management (HRM), is a field of management concerned with the
effective utilization of human resources within an organization. It involves the
planning, organizing, directing, and controlling of various activities related to
the workforce to achieve organizational goals and objectives.
Nature of Personnel Management

1. Personnel management includes the function of employment, development

and compensation- These functions are performed primarily by the
personnel management in consultation with other departments.
2. Personnel management is an extension to general management. It is
concerned with promoting and stimulating competent work force to make
their fullest contribution to the concern.
3. Personnel management exists to advice and assists the line managers in
personnel matters. Therefore, personnel department is a staff department of
an organization.
4. Personnel management lays emphasize on action rather than making lengthy
schedules, plans, and work methods. The problems and grievances of people
at work can be solved more effectively through rationale personnel policies.
5. It is based on human orientation. It tries to help the workers to develop their
potential fully to the concern.
6. It also motivates the employees through its effective incentive plans so that
the employees provide fullest co-operation.
7. Personnel management deals with human resources of a concern. In context
to human resources, it manages both individual as well as blue- collar
workers.

Personnel Management – functions/key concepts

Personnel Management encompasses a variety of functions aimed at effectively

managing the human resources within an organization. These functions include:
Recruitment and Selection: Identifying staffing needs, advertising job
vacancies, sourcing and attracting candidates, screening applications,
conducting interviews, and selecting the most suitable candidates for
employment.
Training and Development: Assessing employee training needs, designing
and implementing training programs to enhance skills and knowledge,
facilitating employee development, and supporting career advancement
opportunities.
Compensation and Benefits: Developing and administering compensation
and benefits programs, including salary structures, bonuses, incentives,
health insurance, retirement plans, and other employee benefits, to attract
and retain talent.
Performance Management: Establishing performance standards and
expectations, conducting performance evaluations, providing feedback to
employees, identifying areas for improvement, and recognizing and
rewarding high performance.
Employee Relations: Managing relationships between employees and the
organization, promoting open communication, addressing employee
concerns and grievances, fostering a positive work environment, and
promoting employee engagement and satisfaction.
Labor Relations: Managing relationships with labor unions, negotiating
collective bargaining agreements, addressing labor disputes, interpreting
labor laws and regulations, and ensuring compliance with employment laws
and regulations.
Health and Safety: Ensuring a safe and healthy work environment by
implementing workplace safety programs, conducting risk assessments,
providing safety training, and complying with occupational health and safety
regulations.
Employee Motivation and Engagement: Implementing strategies to
motivate and engage employees, including recognition programs, career
development opportunities, work-life balance initiatives, and fostering a
positive organizational culture.
 Succession Planning: Identifying and developing potential future leaders
within the organization, ensuring continuity of leadership, and addressing
future talent needs through succession planning initiatives.
HR Administration: Handling administrative tasks related to personnel
management, such as maintaining employee records, processing payroll,
managing employee benefits enrollment, and ensuring compliance with
employment laws and regulations.
Workforce Planning: Forecasting future workforce needs, analyzing
current staffing levels, identifying skill gaps, and developing strategies to
recruit, retain, and develop talent to meet organizational objectives.
Change Management: Managing organizational change initiatives,
communicating changes effectively to employees, addressing resistance to
change, and supporting employees through periods of transition.

Benefits of personnel management

 Effective Workforce Utilization: Personnel management ensures that

organizations have the right people in the right roles at the right time. By
aligning employee skills and competencies with organizational objectives, it
maximizes workforce productivity and efficiency.
 Talent Acquisition and Retention: Effective personnel management
practices help attract top talent to the organization and retain valuable
employees. This includes implementing recruitment strategies, offering
competitive compensation and benefits, and providing opportunities for
career growth and development.
 Employee Development and Engagement: Personnel management
emphasizes the development of employees' skills and competencies through
training and development initiatives. Engaged employees are more
committed to their work, resulting in higher levels of productivity, job
satisfaction, and retention.
 Enhanced Performance Management: Personnel management involves
establishing clear performance expectations, providing regular feedback, and
recognizing and rewarding employees for their contributions. This leads to
improved performance, accountability, and motivation among employees.
  Improved Employee Relations: Personnel management fosters positive
relationships between employees and the organization by promoting open
communication, addressing employee concerns, and maintaining a
supportive work environment. This enhances morale, reduces turnover, and
builds trust and loyalty.
 Compliance with Employment Laws: Personnel management ensures
compliance with relevant labor laws, regulations, and industry standards.
This reduces the risk of legal issues and penalties, protects the organization's
reputation, and promotes a fair and equitable workplace.
 Cost Savings: Effective personnel management practices can lead to cost
savings for organizations. By optimizing workforce utilization, reducing
turnover, and increasing productivity and efficiency, organizations can
achieve cost savings in recruitment, training, and other HR-related expenses.

Office committees

Office committees refer to groups of employees within an organization who

are formed to address specific tasks, projects, or issues. These committees are
typically composed of individuals from different departments or levels within
the organization who come together to collaborate, share ideas, and make
decisions on behalf of the organization. The formation of committees allows
organizations to leverage the diverse skills, expertise, and perspectives of their
employees to achieve common goals and objectives.

Need for Committees:/objectives of a committee

 Specialized Expertise: Committees bring together individuals with

specialized skills, knowledge, and expertise to address specific tasks,
projects, or issues. By leveraging the diverse talents of committee members,
organizations can tackle complex challenges more effectively.
 Collaboration and Decision-Making: Committees provide a forum for
collaboration, brainstorming, and sharing ideas among members from
different departments or levels within the organization. Through
collaborative efforts, committees can generate innovative solutions and
make informed decisions that benefit the organization as a whole.
  Division of Labor: Committees help distribute workload and
responsibilities among members, allowing for more efficient task execution.
By dividing tasks into smaller, manageable units, committees can achieve
goals more effectively and ensure that important tasks are completed in a
timely manner.
 Representation and Inclusivity: Committees often include members from
diverse backgrounds, departments, and levels within the organization,
ensuring representation and inclusivity in decision-making processes. This
diversity of perspectives helps ensure that the interests of various
stakeholders are considered and that decisions are fair and equitable.
 Problem-Solving and Issue Resolution: Committees are formed to address
specific problems, challenges, or opportunities facing the organization. By
bringing together individuals with relevant expertise and experience,
committees can analyze issues, develop strategies, and implement solutions
to address them effectively.
 Policy Development and Implementation: Committees are responsible for
developing, reviewing, and implementing organizational policies and
procedures. These policies help guide the behavior and actions of
employees, ensure compliance with legal and regulatory requirements, and
promote consistency and fairness within the organization.
 Resource Allocation and Budgeting: Committees play a key role in
allocating resources, such as budgets, personnel, and equipment, to support
organizational goals and priorities. By carefully evaluating resource needs
and priorities, committees help ensure that resources are allocated efficiently
and effectively.
 Monitoring and Evaluation: Committees are tasked with monitoring and
evaluating the performance of projects, programs, or processes within the
organization. Through regular monitoring and evaluation, committees can
identify areas for improvement, assess progress toward goals, and make
adjustments as needed to achieve desired outcomes.

Types of Committees:

There may be following types of committees:

1. Formal and Informal Committees:
If a committee is formed as a part of organisation structure and is delegated some
duties and authority, it is a formal committee. An informal committee may be
formed to tackle some problem. A manager may call some experts to help him in
analyzing a problem and suggesting a suitable solution. The chief executive may
call a meeting of departmental heads and some experts to find out a solution to
some problem. In both the cases it is a case of an informal committee.

2. Advisory Committees:
These are the committees to advice line heads on certain issues. Line officers may
refer some problems or issues to a committee for advice. The committee will
collect information about the problem and recommend solution for the same. The
line officers have the powers to accept, modify or reject the suggestions of
advisory committees. These committees have no managerial powers and cannot
exert their views on the line executives.

3. Line Committees:
There may be committees with managerial powers. Instead of giving a work to one
person it may be assigned to a number of executives. The committees having
administrative powers are called line or plural committees. Line committees help
in planning company policies and programmes and organizing efforts at fulfillment
of these plans, etc. These committees also direct and control the activities of
employees for achieving organisational goals.

Some other types of committees include:

Executive Committee: Composed of top-level executives or senior management,

this committee is responsible for making high-level strategic decisions, setting
organizational priorities, and providing guidance on key initiatives.
Finance Committee: Oversees the organization's financial affairs, including
budgeting, financial planning, investment decisions, and financial reporting. This
committee ensures fiscal responsibility and adherence to financial policies and
regulations.

Audit Committee: Reviews and evaluates the organization's financial statements,

internal controls, and audit processes. This committee provides oversight of
financial reporting practices and ensures compliance with accounting standards and
regulations.

Governance Committee: Focuses on governance matters such as board

composition, director nominations, corporate governance policies, and board
effectiveness. This committee ensures that the organization operates ethically,
transparently, and in accordance with legal and regulatory requirements.

Human Resources Committee: Addresses human resource-related matters such

as recruitment, compensation, benefits, employee relations, and talent
development. This committee helps shape HR policies and practices to support
organizational goals and objectives.

Strategic Planning Committee: Develops and implements the organization's

strategic plan, including defining mission and vision statements, setting long-term
goals and objectives, and identifying strategic initiatives. This committee ensures
alignment between organizational strategy and operations.

Marketing Committee: Oversees marketing strategy, branding, advertising, and

promotional activities. This committee helps drive customer acquisition, retention,
and engagement through effective marketing campaigns and initiatives.

IT Committee: Focuses on technology-related matters such as IT strategy,

infrastructure, systems development, cybersecurity, and data management. This
committee ensures that the organization's technology resources support business
objectives and mitigate IT risks.

Quality Assurance Committee: Monitors and evaluates the organization's quality

management processes, standards, and procedures. This committee focuses on
continuous improvement and ensures that products or services meet or exceed
quality standards and customer expectations.
Safety Committee: Promotes workplace safety and health by identifying hazards,
implementing safety policies and procedures, conducting safety training, and
addressing safety concerns. This committee helps create a safe and healthy work
environment for employees.

Employee Wellness Committee: Focuses on promoting employee well-being and

work-life balance through initiatives such as wellness programs, health screenings,
fitness challenges, and stress management activities. This committee supports
employee health and morale.

Diversity and Inclusion Committee: Works to foster diversity, equity, and

inclusion within the organization by promoting diversity awareness, implementing
inclusive policies and practices, and fostering a culture of respect and belonging
for all employees.

Permanent Committee (Executive Committee) – Permanent committees perform

their functions on a regular basis. They are involved in the planning and decision-
making functions of the organization. They solve all types of problems that crop up
in the organization.
Advisory Committee (Ad Hoc Committee) – Ad Hoc Committee is formed for a
specific purpose to play an advisory role. An Ad Hoc Committee is formed for a
temporary period and automatically dissolved after completion of the given work
or time.
Advantages of Committee

a) Diverse Perspectives: Committees bring together individuals with diverse

backgrounds, expertise, and perspectives. This diversity of viewpoints can
lead to more comprehensive discussions, innovative ideas, and well-rounded
decisions.
b) Specialized Expertise: Committees allow organizations to tap into the
specialized skills, knowledge, and experience of their members. By
assembling individuals with relevant expertise, committees can address
complex issues more effectively and make informed decisions.
c) Shared Responsibility: Committees distribute workload and responsibilities
among members, reducing the burden on individual employees and
promoting shared ownership of tasks and projects. This shared responsibility
 fosters collaboration and ensures that tasks are completed in a timely
manner.
d) Efficient Decision-Making: Committees provide a forum for structured
decision-making processes, allowing for thorough analysis, discussion, and
deliberation of issues. By involving multiple stakeholders in decision-
making, committees can arrive at consensus-based decisions that are well-
informed and supported by the group.
e) Enhanced Communication: Committees facilitate communication and
information-sharing among members, departments, and levels within the
organization. Regular meetings and discussions allow for effective
communication of goals, objectives, and expectations, fostering transparency
and alignment across the organization.
f) Accountability: Committees promote accountability by establishing clear
roles, responsibilities, and expectations for members. By holding members
accountable for their contributions and commitments, committees ensure
that tasks are completed effectively and that deadlines are met.
g) Stakeholder Engagement: Committees provide a platform for engaging
stakeholders and soliciting input from relevant parties. By involving
stakeholders in decision-making processes, committees can build consensus,
gain buy-in, and ensure that decisions are aligned with the needs and
interests of stakeholders.

Weakness of Committee

 Decision-Making Delays: Committees may experience delays in decision-

making due to the need for consensus-building, lengthy discussions, and
bureaucratic processes. This can hinder responsiveness and agility,
particularly in fast-paced or time-sensitive situations.
 Groupthink: Committees run the risk of groupthink, where members
prioritize consensus over critical thinking and independent analysis. This can
lead to conformity, lack of creativity, and the suppression of dissenting
opinions, resulting in suboptimal decisions.
 Inefficiency: Committees may become inefficient if meetings are poorly
organized, discussions are unfocused, or members lack engagement.
 Inefficient committee processes can waste time, resources, and energy
without producing meaningful outcomes.
 Dominance of Individuals: Committees may be dominated by strong
personalities or individuals with vested interests, leading to unequal
participation and influence. This can undermine the effectiveness of the
committee and marginalize the voices of other members.
 Conflict and Tension: Committees may experience conflict and tension
among members due to differing opinions, personalities, or agendas.
Unresolved conflicts can disrupt committee functioning, hinder
collaboration, and impede progress towards goals.

Morale – Definition, Characteristics and Significance

Morale represents the attitudes of individuals and groups in an organisation

towards their work environment. Morale is an indicator of the attitude of
employees towards their jobs, superiors and their organisational environment. It is
a collection of the employees’ attitude, feelings and sentiments.

Flippo has described morale “as a mental condition or attitude of individuals and
groups which determines their willingness to co-operate. Good morale is
evidenced by employee enthusiasm, voluntary confirmation with regulations and
orders, and a willingness to co-operate with others in the accomplishment of an
organization’s objectives. Poor morale is evidenced by surliness, insubordination, a
feeling of discouragement and dislike of the job, company and associates.”

Characteristics of Morale

1. Morale is basically a psychological concept.

2. Morale is intangible therefore it is very difficult to measure the degree of morale
accurately.
3. Morale is contagious in the sense that people learn from each other.
4. Morale in dynamic in nature. It cannot be developed overnight. Managers have to
make continuous efforts to build and maintain high morale. It is a long-term
concept...
5. Morale is a group phenomenon consisting of a pattern of attitudes. It is the sum
total of employees’ attitudes, feelings and sentiments.
 Significance of Morale

 Morale is the vital ingredient of organisational success because attitudes and

sentiments of employees greatly influence productivity and satisfaction of
employees.
 Morale may be high or low; when the morale of the employees is high, they co-
operate fully with the management towards the achievement of organisational
objectives.
 High morale leads to good discipline, high degree of interest in the job, loyalty to
the organisation and high performance.

High morale - High morale implies determination at work- an essential in

achievement of management objectives. High morale results in:

o A keen teamwork on part of the employees.

o Organizational Commitment and a sense of belongingness in the employees
mind.
o Immediate conflict identification and resolution.
o Healthy and safe work environment.
o Effective communication in the organization.
o Increase in productivity.
o Greater motivation.

Consequences of Low Morale

Low morale indicates the presence of mental unrest. This mental tension or unrest
not only hampers production and productivity but also leads to ill-health of the
working people. The other consequences of low morale are the following:

1. High rate of labour turnover

2. High rate of absenteeism
3. Excessive complaints and grievances
4. Resistance to change
5. Lack of discipline
6. Antagonism towards the organisation and its management
7. Low quantity and quality of output
 Low morale can be fatal to the organisation. In order to avoid the evil
consequences of low morale, every manager should attempt to build high morale
amongst his subordinates.

Steps to build High Morale

Every manager should attempt to build high morale of his subordinates. Both
individual and collective efforts are required to develop and maintain high morale.
The following measures are taken to improve the morale of employees in the
organisation:-

1. A fair system of wage and salary payments should be evolved.

2. A sense of security of job should be ensured.
3. The promotion policy should be sound and should be followed promptly.
4. Competent supervisors should be appointed.
5. The channel of communication should be effective.
6. The employees should be made to feel proud of being employed in the
organisation.
7. Employees’ welfare schemes like housing, medical benefits, education facilities for
children, canteen, credit facilities, and safety measures should be provided as they
are very helpful in developing positive attitude among the employees.
8. Workers should be given proper training so that they may perform their jobs
without frustration and get job satisfaction.

Factors Determining Morale

The degree of morale in any organisation is determined by several factors. Some of

them are merely psychological and difficult to identify, however researchers have
succeeding in figuring out the following factors:

 Confidence in leadership: If the leader of the organisation is able to win the

confidence of the employees, morale will be high. For employees, the leader being
mentioned is the immediate supervisor/superior. If the leader is systematic, fair,
honest, helpful and friendly, he may win over the confidence of his subordinates
and boost their morale.
 Job Satisfaction: The morale of the employee would be high if he is satisfied with
his job. Hence right men should be placed in the right job to boost up their morale
in their jobs.
 Confidence in co-workers: Mani is a social being and he finds himself more
enthusiastic in the company of others. If he finds that his companions or fellow
workers are co-operating with him, his morale would be high.
 Sound and efficient organisation: Sound and effective organisation is an
important factor affecting the employee’s morale. At the same time, the chance of
communication should be effective and the personal problems of the employee
should be heard and redressed as quickly as possible.
 Fair remuneration: Fair and reasonable remuneration is essential to secure
enthusiasm and willingness of the workers to do the job. The wages should be
comparable with those paid in similar concerns. Besides, monetary incentives
should be provided to them as and when necessary and possible.
 Security of job: If the employee feels secured, they will be willing and co-
operative to do the job allotted to them.
 Opportunity to rise: The employees should also be made to realize that if they
work properly, they will be promoted and adequately rewarded. This feeling of
recognition will definitely boost their morale.
 Working conditions: The conditions of work at which the employees are required
to work also affect their morale. Providing safety measures, hygienic facilities,
clean workplace etc. give them satisfaction and boost their morale.
 Physical & mental health: An employee with weak health cannot be co-operative
and willing to work. Similarly his mental strain shall also reduce his motivation of
morale. Both physical and mental illness are detrimental to an individual’s work
and thereby the organisational output.

Productivity

Productivity in its simplest form refers to the measure of output produced per
unit of input. In the context of the workplace, productivity typically refers to
how efficiently resources such as labor, capital, and materials are utilized to
generate goods or services. It's a crucial aspect of economic performance, as
higher productivity levels often lead to increased profitability, competitiveness,
and overall economic growth.

Employee productivity

Employee productivity refers to the efficiency and effectiveness with which

workers accomplish tasks and goals within a given period. It's a measure of
output relative to input, reflecting how efficiently resources such as time, effort,
and skills are utilized to achieve desired outcomes.
Factors influencing productivity in work place:

Productivity in the workplace is influenced by various factors, including:

 Workplace Environment: A comfortable, well-equipped, and supportive

work environment can enhance productivity by reducing distractions and
promoting focus.
 Employee Engagement: Engaged employees are more likely to be
productive. When workers feel valued, motivated, and connected to their
work and colleagues, they tend to perform better.
 Clear Goals and Expectations: When employees understand their roles,
responsibilities, and objectives clearly, they can align their efforts
accordingly, leading to higher productivity.
 Training and Development: Providing adequate training and opportunities
for skill development can improve employees' capabilities and confidence,
leading to higher productivity levels.
 Effective Leadership: Strong leadership can inspire and guide employees,
fostering a sense of direction and purpose that contributes to productivity.
 Work-Life Balance: Supporting employees in maintaining a healthy work-
life balance can prevent burnout and fatigue, helping to sustain productivity
over the long term.
 Use of Technology: Leveraging appropriate tools and technology can
streamline workflows, automate repetitive tasks, and facilitate collaboration,
thereby boosting productivity.
 Recognition and Rewards: Recognizing and rewarding employees for their
contributions can reinforce positive behavior and motivation, encouraging
continued productivity.
 Communication: Open and transparent communication channels enable
effective collaboration, problem-solving, and feedback, which are essential
for maintaining productivity.
 Workplace Culture: A positive and inclusive workplace culture that values
diversity, creativity, and teamwork can foster a conducive environment for
productivity to thrive.

Types of Productivity
Productivity can be categorized into various types based on the specific resources
or factors being measured. Here are some common types of productivity:

 Labor Productivity: This measure the output produced per unit of labor
input. It typically considers metrics such as output per hour worked, output
per employee, or output per labor cost. Labor productivity is crucial for
assessing the efficiency of human resources in generating goods or services.
 Capital Productivity: Capital productivity measures the output generated
per unit of capital input. It evaluates how efficiently capital resources, such
as machinery, equipment, or facilities, are utilized to produce goods or
services. Capital productivity helps organizations assess the return on
investment in their capital assets.
 Total Factor Productivity (TFP): TFP measures the efficiency with which
all inputs (labor, capital, and materials) are combined to produce output. It
reflects technological progress, improvements in management practices, and
other factors that contribute to overall productivity growth. TFP is often
used to assess changes in overall productivity over time.
 Energy Productivity: This measure the amount of output generated per unit
of energy input. It evaluates how efficiently energy resources are utilized in
production processes, helping organizations assess their energy efficiency
and identify opportunities for energy conservation.
 Material Productivity: Material productivity measures the output produced
per unit of material input. It assesses how efficiently raw materials or other
inputs are used in production processes. Improving material productivity can
help organizations reduce waste, lower production costs, and enhance
sustainability.
 Technology Productivity: Technology productivity evaluates the output
generated per unit of technology or innovation input. It assesses how
effectively technology solutions, such as software systems, automation tools,
or digital platforms, contribute to business performance and efficiency.
 Knowledge Productivity: Knowledge productivity measures the output
generated per unit of knowledge or intellectual input. It evaluates how
effectively knowledge assets, such as expertise, skills, or intellectual
property, are leveraged to drive innovation, problem-solving, and value
creation within organizations.
 Process Productivity: Process productivity measures the efficiency of
specific production processes or workflows. It assesses how effectively
resources are utilized within a particular process to achieve desired
outcomes. Process productivity analysis helps identify bottlenecks,
inefficiencies, and opportunities for optimization.

Benefits of Increased Productivity

 It ensures effective utilization of available resources thereby increasing total
volume of production and decreasing cost of production.

 It reduces the price of goods to be sold and better quality products are
provided to consumers.

 It ensures increased wages to workers thereby raising their living standards.

 It leads to lesser overhead costs.

 It leads to higher profits to entrepreneur which can be re-invested in meeting

future financial needs of the concern.

 It is considerably helpful in increasing exports.

 It leads to higher per capita income.

 It is greatly helpful in achieving overall prosperity and growth of an

economy.

Benefits of increased employee productivity

 Higher Output: With improved productivity, employees can accomplish

more tasks and produce higher-quality work within the same amount of
time, leading to increased output and efficiency.
 Cost Savings: Higher productivity often translates to lower per-unit
production costs, as resources are utilized more efficiently. This can result in
cost savings for the organization, contributing to improved profitability.
  Competitive Advantage: Organizations with highly productive employees
are better positioned to outperform competitors in the market. They can
deliver products or services faster, at lower costs, or with superior quality,
gaining a competitive edge.
 Increased Revenue: Improved productivity can lead to higher revenue
generation, either through increased sales volumes or improved customer
satisfaction, which may result in repeat business and referrals.
 Employee Morale and Satisfaction: When employees feel productive and
successful in their roles, it boosts morale and job satisfaction. This positive
work environment can reduce turnover rates and enhance employee
retention.
 Innovation and Creativity: Productive employees often have more time
and energy to dedicate to creative problem-solving and innovation. By
streamlining routine tasks, employees can focus on generating new ideas and
improving processes.
 Flexibility and Adaptability: Highly productive teams are often more
adaptable to changes in the business environment. They can quickly respond
to market demands, customer needs, or internal challenges, maintaining
agility and resilience.
 Better Customer Service: Increased productivity enables employees to
devote more time and attention to customer needs, leading to improved
service levels, faster response times, and enhanced customer satisfaction.
 Employee Development: As productivity increases, employees may have
more opportunities for skill development, career advancement, and
professional growth. This can further enhance their value to the organization
and foster a culture of continuous improvement.
 Organizational Growth: Improved productivity can fuel organizational
growth and expansion. By optimizing resources and processes, organizations
can scale their operations more effectively, enter new markets, or diversify
their product offerings.

What Are the 4 Essential Components of Productivity?

Productivity can be looked at in a variety of ways, particularly if one is referring
to the productivity of an individual or of a corporation.
For an individual, the four essential components of productivity include

(1) Strategy, or the ability to plan,

(2) Focus, or the ability to pay attention to one task at a time,

(3) Productive choosing, or the ability to choose the most important tasks and
make the right choices, and

(4) Consistency, the ability to work at a consistent pace and incorporate all of
the above in your tasks.

How Can You Improve Personal Productivity?

Some basic ways to increase personal productivity on a daily basis include:

 Listing tasks in order of importance and tackling them one by one

 Completing your most hated tasks before all the others
 Taking well-calculated breaks to boost overall production
 Exercising regularly
 Eating a healthy diet

How to Calculate Productivity

The calculation for productivity is straightforward: divide the outputs of a
company by the inputs used to produce that output. The most regularly used
input is labor hours, while the output can be measured in units produced or sales.

For instance, if a factory produced 10,000 widgets last month while being billed
for 5,000 hours worth of labor, productivity would simply be two widgets per hour
(10,000 / 5,000).

Employee Welfare

Employee welfare means anything done for the comfort and improvement,
intellectual or social of the employees over and above the wages paid which is not
a necessity of the industry.

Definition:-

Employee welfare means “the efforts to make life worth living for workmen.”
According to Todd “employee welfare means anything done for the comfort and
improvement, intellectual or social, of the employees over and above the wages
paid which is not a necessity of the industry.”

Key features of employee welfare

1. Employee welfare is a voluntary activity of the organisation which is done
for the general well-being of the employees.

2. It is usually an activity which is over and above the statutory and contractual
obligations of the organisation.

3. It is dynamic in nature and varies from region to region.

4. It is flexible as new welfare measures are added from time to time.
5. It may be introduced by the company, charitable organizations, government,
and employees.
6. These measures improve the physical, intellectual, and moral wellness of
employees.
7. It is a continuous process.
8. It includes anything that is done over and above the wages paid, for the
betterment of employees.

Objectives of Employee Welfare

 To enhance the level of morale of employees.

 To create a loyal, contented workforce in organization.
 To develop a better image of the company in the minds of the employees.
 To enable the workers to live comfortably and happily.
 To develop efficiency of the workers.
 To reduce influence of trade unions over the workers.
 To expose philanthropic and benevolent activities of the company.
 To make the workers know that the company takes care of them.
 To develop positive attitude towards job, company and management.
 To develop a sense of belonging to the company.
 To retain skilled and talented workers.
 To develop better human relation.
Types of Employee Welfare

These are the types of employee welfare:

1. Intramural Facilities
2. Extramural Facilities
3. Statutory Facilities
4. Mutual Facilities
5. Voluntary

Statutory
In case of statutory, the employee welfare services are introduced by the
government. It sets a minimum standard for safety and well-being for employees
at the workplace, in terms of first-aid, hours of work, hygiene, sanitation, etc.

Voluntary
Voluntary employee welfare refers to the amenities provided by the
organization besides the statutory obligations. These include transport, medical
treatment, free meals, schooling facility for children, sports, games, and many
more.

Intramural Facilities

The facilities provided inside the factory are known as intramural facilities.
These facilities include activities relating to minimization of industrial fatigue,
provision of safety measures like fencing and covering of machines, good layout of
the plant and machinery, sufficient lighting conditions, first aid appliances etc.
Provisions of such facilities are also obligatory in all industrial establishments all
over the world.

Extramural Facilities

Facilities offered to the workers outside the factory are known as extramural
facilities. They include better housing accommodations, indoor and outdoor
recreation facilities, sports, educational facilities etc. The provocation of these
facilities is voluntary.
Mutual Facilities

These facilities are usually outside the scope of the statutory facilities. These
activities are voluntarily undertaken by the workers themselves for their own
interest. As such the employer has no say in it.

Approaches to Labour Welfare

Labour welfare is a dynamic concept and it has constantly adapted itself to

the changing circumstances. This development is, however, evolutionary. The
main approaches are:-
1. Policing Approach:
According to this theory, the factory owners exploit the employee in an unfair
manner. Instances of exploitation are making the employees work for long hours,
paying low wages, neglecting health and safety provisions, providing unhygienic
conditions of work, etc. A welfare state enacts legislation under which
managements are compelled to provide basic amenities to the workers. Thus, the
state assumes the role of a policeman and compels the employers to provide
welfare facilities and punishes the non-complier.
2. Religion Approach:
The religion theory has two aspects namely, the investment aspect and atonement
aspect. The investment aspect implies that the fruit of today’s deeds will be reaped
tomorrow. Any action, whether positive or negative, is thus, treated as an
investment. Inspired by this belief, some employers plan and organize welfare
facilities for the employees. The atonement aspect of the religion theory implies
that the present disabilities of a person are the result of the sins committed by him
previously. He should undertake to do good deeds on how to atone or compensate
for his sins.
3. Philanthropic Approach:
Affection for mankind is the basis of philanthropic theory. This theory refers to the
provision of good working conditions, crèches and canteens out of pity on the part
of the employers who want to remove the disabilities of the employees. The
philanthropic theory is more common in social welfare rather than in industrial
enterprises.
4. Paternalistic Approach:
According to the paternalistic theory, the industrialist holds the entire industrial
estate, properties and the profits accruing from them in trust. This trust is not actual
and legal but it is moral. The employers provide for the well-being of their
employees out of funds under their control. As, the whole enterprise is held in trust
for the benefit of the employees, this theory is also called trusteeship theory.
5. Placating Approach:
When workers are organized and unions are strong, management has to appease
them. As crying children are pacified by sweets, workers are pleased by welfare
works. This theory is based on the assumption that management can bring peace in
the organization by welfare measures.
6. Public Relations Approach:
According to this theory, welfare facilities provided by the employers to the
employees create a good image of the employer in the mind of the general public.
Some employers proudly take their visitors around the plant to show how well they
have organized their welfare activities.
7. Functional Approach:
According to the functional theory, welfare work is a means of securing,
preserving and increasing the efficiency of labour. Welfare facilities are provided
by the employers to the employees to make them more efficient.
8. Social Approach:
The social responsibility of business has been assuming great significance these
days. The social theory implies that an industrial establishment is morally bound to
improve the conditions of society in addition to improving the condition of the
employees. Labour welfare is gradually taking the shape of social welfare.

Employee Welfare – Benefits

 Employees would start working sincerely and honestly.

 It would improve the productivity and efficiency of the employees.
 The attachment and belongingness among the employees would be
developed.
  Employees would be healthy and they would be mentally and physically fit
to perform in the best manner. Thus; it promotes a healthy work
environment.
 Employers can enjoy stable, developed, dedicated employees; moreover,
employees will work with interest and with full involvement.
 Higher Productivity, higher efficiency, promotes health industrial relations,
ultimately industrial peace can be achieved.
 Absenteeism, labour turnover such problems of the employees would not
arise in the organisation.
 Employees would come forward to share additional responsibilities of the
company.
 It will improve the standard of living of the employees.
 Work environment, work culture will be developed in the organisation.
 It enhances the goodwill and reputation and thereby image of the company.
 No chance for industrial dispute in the company. Healthy, harmonious
relation between employer and employees will be developed.

Employee Grievance

A grievance is a sign of employee’s discontent with job and its nature.

According to J.M. Jucius, “A grievance is any discontent or dissatisfaction
whether expressed or not, whether valid or not, arising out of anything
connected with the company which an employee thinks, believes or even
feels to be unfair, unjust or inequitable”.

Grievance is word which covers dissatisfaction or a feeling of injustice and

which has one or more of the following characteristics:

o It may be unvoiced or expressly stated by an employee;

o It may be written or verbal;

o It may be valid and legitimate, untrue or completely false, or

ridiculous; and

o It may arise out of something that is connected with the

organisation in some way or the other.
Grievance – Features

On the basis of the above definitions, features of grievance can be listed as

given below:

o Grievance reflects dissatisfaction or discontent experienced by

employees.

o It is a sense of injustice to one’s job meted out by the employer.

o It may be expressed or implied.

o It may be verbal or written.

o It may be real or imaginary.

o It may be valid and legitimate or may not be so.

o Grievance may arise out of something related to employee’s service

contract.

o Grievance, not addressed in time, gives rise to discontent, frustration,

poor morale and low productivity.

The following are the important tools which help in discovering the
grievances:

1. Exit Interview:

Employees generally quit the organisations due to dissatisfaction or better

prospectors elsewhere. Exit interview, if conducted effectively, can provide
vital information about employee’s grievances.

2. Gripe Boxes:

These are boxes in which the employees can drop their anonymous complaints
in the organisations about the causes of dissatisfaction. It is different from the
suggestion scheme system in which employees drop their named suggestions
with an intention to receive rewards.

3. Opinion Surveys:
Group meetings, periodical interviews with employees, collective bargaining
sessions are some other means through which one can get information about
employee’s dissatisfaction before it turns into a grievance.

4. Open Door Policy:

In this policy no employee is prevented from going to management directly with

his grievance. It is useful in the case of small organisation but in a large
organisation this would not be possible because the top management may not
have the time to attend to each grievance at a personal level.

5. Grievance Procedure:

It is one of the most important means for employee to express their

dissatisfaction. It also helps to management to keep a check on relevant
diagnostic data on the state of the organization’s health. Thus it is important to
have a grievance procedure to process grievances.

Forms/Types of grievance
A grievance may take any one of the following forms:

1. Factual Grievance:
Generally, it arises in case when legitimate needs of employees remain
unfulfilled.

2. Imaginary Grievance:
Sometimes an employee’s dissatisfaction has no valid reason instead it is
due to wrong perception, wrong attitude or wrong information received by
him. In these circumstances, it may create an imaginary grievance. Though
management is not at fault in such instances, still it has to clear the ‘fog’
immediately.

3. Disguised Grievance:
Sometime the grievances take place but the employees do not know the
reasons of grievances. The causes of grievances are unknown. These are
called disguised grievances. This type of grievances take place due to mental
pressure or frustration due to other factors and not related to work.
Causes of Grievance
There are various factors that leave an employee unhappy and dissatisfied at the
workplace. They become a cause of concern and results in a demotivated staff.
Below are some of the causes of grievance:
1. Inadequate Wages and Bonus
2. Unachievable and Irrational Targets and Standards
3. Bad Working Conditions
4. Inadequate Health and Safety Sevices
5. Strained Relationship Amongst the Employees
6. Layoffs and Retrenchment
7. Lack of Career Planning and Employee Development Plan

Effects of Grievance
A dissatisfied and unhappy employee will not be able to perform to the best of his
ability. His mind will be preoccupied with the things that are bothering him which
leads to a lack of focus on his current job in hand. It leads to a drop in productivity
and efficiency of the employee and the organization as a whole.

Below are some of the effects of employee grievance:

1. Demotivated Staff
2. Low Productivity
3. Labor Unrest
4. Absenteeism
5. High Rate of Attrition
6. Strains the Superior-Subordinate Relationships
7. Reduces Employee Morale and Commitment
8. Increase in Wastage and Cost

Grievance Redressal activity

Step – 1 – Aggrieved employee explains the grievance to the immediate

supervisor. He may meet the officer personally or he may be accompanied by
union representative. The supervisor takes suitable action. If the aggrieved
employee is satisfied, the matter is over. Otherwise he may go to the next step.

Step – 2 – The aggrieved may meet the section head or the head of the
department or the representative from HR department. Thus, the officer
concerned gives his decision considering all relevant facts within a specified
timeline.

Step – 3 – If the grievance is not redressed to the full satisfaction of the

grievant, then the matter is referred to grievance committee represented by the
management and the union. The committee members deliberate on the issue and
arrive at the decision on consensus basis.

Step – 4 – If the decision awarded by the grievance committee is not acceptable

to the grievant, the matter is referred to arbitration.

Step – 5 – This is the final step in grievance procedure. An arbitrator is

appointed with the mutual consent of the management and union. Both the
parties must agree that they are bound by the decision of the arbitrator.

Work Measurement
Definition: Work measurement can be defined as the implementation of a series of
techniques which are designed to find out the work content, of a particular task or
activity, by ascertaining the actual amount of time necessary for a qualified
worker, to perform the task, at a predetermined performance level.

Objectives of Work Measurement:

1. To compare the times of performance by alternative methods.

2. To enable realistic schedule of work to be prepared.

3. To arrive at a realistic and fair incentive scheme.

4. To analyze the activities for doing a job with the view to reduce or eliminate
unnecessary jobs.

5. To minimize the human effort.

6. To assist in the organisation of labour by daily comparing the actual time

with that of target time.

Uses of Work Measurement:

1. Wok measurement is used in planning work and in drawing out schedules.

2. Wok measurement is used to determine standard costs.

 3. Wok measurement is used as an aid in preparing budgets.

4. It is used in balancing production lines for new products.

5. Wok measurement is used in determining machine effectiveness.

6. To determine time standards to be used as a basis for labour cost control.

7. To establish supervisory objectives and to provide a basis for measuring

supervisory efficiency.

8. To determine time standards to be used for providing a basis for wage

incentive plans.

Techniques of Work Measurement

 Direct Time Study: Direct time study refers to the ascertainment of the time
needed to carry out a unit of work. In this method, observation and recording of
time is necessary for undertaking each unit of an operation are done, with a view to
ascertaining, the actual time, in which the work can be accomplished.
 Synthesis Method: A work measurement method, in which the job or activity is
divided into various parts, after which the time consumed in performing each
element of the job is recorded and then combined.
 Analytical Estimating: This method of time measurement is used to ascertain the
time values for the tasks that are long and not repetitive in nature.
 Predetermined Motion Time System (PMTS): In PMTS method, basic times are
set up for basic human motions. Such time values are used to compute the time
required by the job for its completion, with fixed standard. It is a new and
improved version of motion study.
 Work Sampling or Ratio Delay Method: A work measurement method, in which
the work of several employees is sampled randomly, at periodic intervals, to
ascertain the proportion of total operations, of a specific activity.
Steps Involved in Work Measurement

1. Divide jobs into elements

2. Observe and record each element, any of the work measurement techniques.
3. Set up unit time values, by extending observed time into normal time for each unit.
This can be done by applying rating factor.
4. Evaluate relaxation allowance and add the same to the normal time, for each
element to get the work content.
5. Ascertain the frequency of occurrence of each element in the job, and then
multiply the work content to it. After that total the times to reach the work content
of the job.
6. Add contingency allowance, wherever required, to get the standard time for
performing the job.
Control of office work

Controlling office work refers to the process of managing and regulating

various tasks, activities, and operations within an office environment to
ensure that they are carried out efficiently, effectively, and in accordance
with established objectives and standards. This process involves monitoring
performance, identifying deviations from set standards, taking corrective action
when necessary, and continuously seeking opportunities for improvement.

Elements of Control of office work

o Setting Objectives: Clearly defining the goals and objectives that the office
work is intended to achieve. These objectives provide a clear direction and
purpose for the work activities.
o Establishing Standards: Developing measurable standards and benchmarks
against which the performance of office work can be evaluated. Standards
may relate to quality, quantity, time, cost, or any other relevant criteria.
o Monitoring Performance: Regularly tracking and observing the progress of
office work activities to ensure they are in line with established objectives
and standards. This involves collecting data, using performance metrics, and
conducting performance reviews.
o Comparing Actual Performance with Standards: Analyzing and
comparing the actual performance of office work with the established
standards. This helps identify any deviations or variances and understand the
reasons behind them.
o Taking Corrective Action: Addressing any deviations or issues identified
through the monitoring process by taking appropriate corrective action. This
may involve adjusting processes, reallocating resources, providing additional
training, or implementing new procedures.
 o Feedback and Communication: Providing regular feedback to employees
on their performance and communicating the results of performance
evaluations. Open communication channels facilitate collaboration and
ensure everyone is aware of expectations and progress.
o Resource Allocation: Effectively allocating resources such as manpower,
budget, equipment, and materials to support office work activities. This
involves optimizing resource utilization to maximize efficiency and
productivity.
o Continuous Improvement: Encouraging a culture of continuous
improvement by seeking feedback, identifying areas for enhancement, and
implementing changes to optimize office work processes. This ensures that
the office remains adaptable and responsive to changing needs and
circumstances.

Controlling – A Function of Management

Controlling is a primary goal-oriented function of management in an
organization or in an office. It is a process of comparing the actual
performance with the set standards of the company to ensure that activities
are performed according to the plans and if not then taking corrective
action.

Terry has defined control as follows:

“Controlling is determining what is being accomplished, that is evaluating the

performance and, if necessary, applying corrected measures so that the
performance takes place according to plan.”

Characteristics

 Controlling is an end function – It is a function, which comes once the

performances are made in conformity with plans.
 Controlling is a pervasive function – It is a pervasive function because it is
performed by managers at all levels and in all type of concerns.
 Controlling is backward as well as forward looking – Effective control is not
possible without past being controlled. Controlling always look to future so that
follow-up can be made, whenever required.
 Controlling is a dynamic process – Controlling requires taking revival methods,
changes have to be made wherever possible. Focus has to be on controlling all the
time, which makes it a dynamic function.
 Controlling is related with Planning – Planning and Controlling are two
inseparable functions of management. Without planning, controlling is a
meaningless exercise and without controlling, planning is useless. Planning
presupposes controlling and controlling succeeds planning.

Objectives

 To identify the actual progress of the work in the company.

 To facilitate R&D department to improve efficiency.
 To facilitate coordination in the organization.
 To measure the actual performance with the set standard.
 To calculate the actual quantity and quality of the product.
 To eliminate wastage of resources.
 To meet the deadline of the projects.

Advantages of Controlling

 It helps plans to be implemented effectively.

 Controlling facilitates coordination in organizational functioning, by reducing
diversity.
 It encourages high morale on the part of employees.
 It ensures order, discipline and obedience on the part of subordinates.
 Controlling helps the organization to preserve and promote its distinct identity
against environmental changes.
 It makes effective use of physical and human resources, for achieving
organizational goals.
 It enables organization to keep watch on external environmental for better control
over it.
 Control promotes integration between Short Term Goals and Long-term
Objectives Corporate Goals and Departmental Goals.
 It saves time and energy and helps in timely corrective action by the manager.
 Control allows managers to concentrate on important tasks.
 It also allows better utilization of the managerial resource.

Limitations

 There is difficulty in setting qualitative standards.

 There is no Control over External Factors.
 There is resistance to change from Employees.
 It is a costly affair, especially for small companies.

Types of Control

Figure : Types of Control

1. Post-Action-Control/Feedback Control – This process involves collecting

information about a finished task, assessing that information and improvising the
same type of tasks in the future. The results of the completed activity are compared
with pre-determined standards and if there are any deviations, corrective action can
be taken for future activities. For example, a restaurant manager may ask the
customer about the quality and taste of food ordered by him/her and takes
suggestions to improve the meals.

2. Concurrent Control – It is also called real-time control. It checks any problem

and examines it to take action, before any loss is incurred.

3. Steering Control – The key feature of this control is the capability to take
corrective action, when the deviation has already taken place, but the task has not
been completed. The big advantage of steering control is that corrective actions can
be taken early.

4. Yes/No Control – This control is designed to check at each check point,

whether to allow activity to proceed further or not. These controls are necessary
and useful where a product passes sequentially from one point to another, with
improvements added at each step along the way. These controls stop errors from
being compounded. Safety checks and legal approvals of contracts, prior to
approval are examples of yes/no controls.

5. Predictive/ Feed Forward Control – This type of control helps to foresee

problem ahead of occurrence. Therefore, action can be taken before such a
circumstance arises.
 Steps in Controlling Function

Steps in Controlling Function include establishing standards, measuring

performance, comparing actual performance with standard performance and finally
taking remedial measures.

Figure : Steps in Controlling Function

1. Establishment of Standards – Standards are the targets required to be

achieved. Controlling becomes easy through establishment of these standards
because controlling is exercised on the basis of these standards. They are the
criterions for judging the performance. Standards generally are classified as

 Measurable or Tangible Standards- Those standards which can be measured and

expressed are called as measurable standards, such as cost, output, expenditure,
time, profit, etc.
 Non-Measurable or Intangible Standards –These cannot be measured
monetarily, such as performance of a manager, deviation of workers, their attitudes
towards a concern. These are called as intangible standards.

2. Measurement of Performance – Deviations are found out by comparing

standard performance with the actual performance. Performance levels are
sometimes easy to measure and sometimes difficult. Measurement of tangible
standards is easy as it can be expressed in units, cost, money terms, etc.
Performance of a manager cannot be measured in quantities. It is also sometimes
done through various reports like weekly, monthly, quarterly, yearly reports. It can
be measured only by their-

Response towards Communication with the

Attitude Morale to work
physical environment superiors.

3. Comparison of Actual with Standard Performance –By comparing the actual

with standard, deviations are identified. Manager has to find out whether the
deviation is positive or negative or whether the actual performance is in conformity
with the planned performance. The managers have to exercise control by
exception.

4. Taking Remedial Actions – Once the causes and extent of deviations are
known, the manager has to detect those errors and take remedial measures for it.
There are two alternatives as follows:

In the end, if the actual performance is no

Taking corrective measures for deviati
t in conformity with plans, the targets are
ons which have occurred
revised.