SUMMARY What is Human Resource Management ? Human resource management is that part of management process which develops and manages the human element of the enterprise considering their resourcefulness in terms of total knowledge, skills, creative abilities, talents, aptitudes and potentialities for effectively contributing to the organisational objectives. What is Personnel Management ? Personnel management is the recruitment, selection, development, utilisation, compensation and motivation of human resources. Scope of Human Resource Management () Human resource planning, i.e., determining the number and kinds of personnel required to fill various positions in the organisation. (ii) Recruitment, selection and placement of personnel, employment function. (ii) Training and development of employees for their efficient performance and growth. (v) Compensation of employees. The employees must be given sufficient wages and fringe benefits to achieve higher standard of living and to motivate them to show higher productivity (V) Appraisal of performance of employees and taking corrective steps such as transfer from one job to another. Functions of Human Resources Management (0 Acquisition or employment (i) Training and Development (i) Compensation (iv) Performance Appraisal (V) Maintenance (v) Motivation (vil) Personal records (vill) Human relations (ix) Maintenance, i.., health, safety, social security and welfare of employees. Roles of Human Resource Manager () Policy formulator (i) Advisory role (iil) Linking pin role (iv) Representative role (v) Leadership role (v) Mediator role (vii) Wellare role Competencies of Human Resource Manager 4. Vision 2. Leadership skills 3. Problem solving skills 4. Organisational skills 5. Relations management 6. Initiative 7. Communication skills 8 Integrity 9. Emotional stability 10. Strategy formulation competenceSUMMARY Nature of HR Policies HR policies lay down the decision-making criteria in line with the overall purpose of the organisation in the area of Human Resource Management. They are developed by the top management to assist the managers at various levels to deal with the people at work. Thus, HR policies can be interpreted as the recognised intentions of top management with respect to efficient management of people at work. Areas of HR Policies A big industrial enterprise can have the following types of policies: () Acquisition policies, (i) Transter and promotion policies, (iit) Training and development policies, (i) Compensation policies, (¥) Mainenance and welfare policies. (v) Integration and human relations policies. Formulation of HR Policies The steps involved in the formulation HR of policies include the following : . Preliminary investigation . Environment scanning . Identification of policy areas . Analysis of alternative policies . Approval of top management 1 2. 3 4. 5. Participation of lower levels 6. 7. Implementation of policy 8 . Policy appraisal.1. Determination of objectives of human resource planning. 2, Preparation of skill inventory. 8. Demand forecasting, 4, Supply forecasting 5. Gap analysis. 6. Action plan for redeployment and redundancy. HUMAN RESOURCE PLANNING AND JOB ANALYS 7, Bmployment plan. 6 Training and development program. Human resource planning is # continuous process as shown in Fig, 4.1. ‘The manager responsible for human resource planning has to be concerned with all the stops at all times He may have to revise employment plan and training and development. program from time totime depending upon the changes in circumstances such as sudden changes in volume of production, unexpected high rate of labour turnover, ebsclescence of existing skills and se on ‘A brief explanation of tho steps in the human resource planning process ix given below Goes of Tiverton of Noman oman Demane Gap Anayss Resource Resource Stas |—*] ard'Suppy | —| "Hor hin Planing (Fring Gaps) Forecaring Recuremen T | t opal of Tanna Resperrea Resource Development cnooet Reaunaancy Pring Program Pan Fig. 4.1. Human Resource Planning Process, 4. Objectives of Human Resources Planning ‘The ultimate purpose of human resource planning is to relate future human resources tw future enterprise needs so as to maximise the future return on investment in human resources, Human resource planning must be integrated with the overall corporate plans. Homan resource planning should be done carefully as it has got long-term repercussions Once the wrong forecast of future requirement of human resources and the wrong analysis of the available human resource inventory are mado, it may not be possible to rectify the ‘errors in the short-run, Therefore, human resource planning should be more concerned with filling fatare vacancies with right type of people rather than with matching existing personnel with existing jobs. 2. Preparation of Skill Inventory Analysis of current skill inventory may be undertaken by department, function, or cxrupstion. Appropriate adjustments in these would need to be made in the light of any ‘oroseeable changes in weekly hours of work, hotidays, leave entitlements, etc. Assessment o! demand for the operative personnel presents less problems of uncertainty and humar seme Supply can be adjusted accordingly. But projection of skill requirements for ‘spervitory and managerial levels presents a complex problem. The required talents are nol tulle at a short notice. This explains the need to ascertain the present human resouret tomultty in the enterprise. This will also help in drawing employment and training plan: ‘Ban the Reeds of cer‘ain skills in the future. The proforma of skill inventory form is giver in Bor 1 Caeq ‘re not disciplined enough to maintain & available from the logbook. Most employees at information on the job. This ok Eval trom’ the bo! he ary provides wseflinformaron onthe ‘alormation eoncerning Wor regular diary, But if kept up-to-date, ‘method is useful for jobs that are diffi senior excutives, ote cult to observe eg, engineers, we metho quires thatthe manaKer oF job analy, Ten ach jl site and talks with the employee performing the jb Usually truce {aterview farm is avid fo vor! ihe inforauiton. Frequently the emplayee nnd the employ supervisor mat be intersiewod toubtain compte ndratantng ofthe job. During the ier make jiugement abun the information to be chugs Wo) Interviewing. The i samalysis interview. he nana ad its dey of importanee 4 techniques that will serve to elicit the maxim, nl technique wil bs help to eeduee the natural suspicion oth the emptoyers and the saervisrs lavarte specialist nperating tof the personaly SUNMARY Human Resource Planning Human resource planning isthe process by which an organisation ensures that thas the nes ‘number and kindof people, atthe ightpace, atthe ighttme,capabie of efectivly and ect, completing those tasks that wil help the organisation achiev its overal objectives, ‘tops in Human Resouree Planning process of human resource planning incves the flowing tops 1 Determination of objectives of human rosouree planning 2. Preparation of sl inventory 8. Demand forecasting 4. Supply forecasting, 5. Gap anaiysis. 6. Acton plan for redeployment and redunds cy 7. Employment pan, 6, Training and development program, Job Analysis ob analysis isa detailed and systematic study of jobs to know the requirements of various jos nature and characteristics of people tobe employed foreach job isthe dotarminaton of te tale which comprise the job and ofthe skis, nowiedge, abilties and attitudes required of the rhe: for successful performance ofthe ob, ‘Job Description A job description is an organised factual statement of job conten in the form of duties and responsibiltias ofa specie ob, Job Specification ‘job specication isa document which sates the minimum acceptable human qualities necessat) {to portorm ajob properly. sets fort he requirements sought inthe person wove cece > perform a particular job. Job spectications translate the job doscriptons into human qualfeaton®, and sometimes, leva of pertormance required for successtul perermance ofthe ob ‘Steps in Job Analysis 1. Organisational analysis, 2, Obiaining information about jobs. 3, Selecting representation jobs for analysis, 4, Responsibly for collecting informationSUMMARY Human Resource Planning Human resource planning is the process by which an organisation ensures that it has the righ ‘umber and kinds of people, at the right place, at the right time, capable of effectively and efficienthy ‘completing those tasks that will help the organisation achieve its overall objectives Stops in Human Resource Planning “he process of human resource planning involves the following steps : 1. Determination of objectives of human resource planning. 2. Preparation of skill inventory. 3. Demand forecasting. 4. Supply forecasting. 5. Gap analysis. 6. Action plan for redeployment and redundanicy. 7. Employment plan. 8. Training and development program. Job Analysis Job analysis is a detailed and systematic study of jobs to know the requirements of various jobs nature and characteristics of people to be employed for each job. Itis the determination of the tasks which comprise the job and of the skills, knowledge, abilities and attitudes required of the worker for successful performance of the job. dob Description A job description is an organised factual statement of job contents in the form of duties and responsibiltias of a specitic job. Job Specification A job specification is a document which states the minimum to perform a job properly. It sets forth the requirements sought in the person who is to be selected '0 Perform a particular job. Job specifications translate the job descriptions into human qualifications and sometimes, level of performance required for successful performance of the job. acceptable human qualities necessary Steps in Job Analysis 1. Organisational analysis. 2. Obtaining information about jobs. 3. Selecting representation jobs for analysis. 4, Responsibility for collecting imoriation. : |SUMMARY .ctive employees and stimulating them to apply for jobs Reerutmen i tts the process of searching the prc process as it finds various sources of supply in the organisation. It is @ posi ‘of human resources Sourees of Recruitment (@ intemat, Transfer of employees. Promotion of employees. Ex-employees (i) Extemal: Recruitment at factory gate; Casual callers; ‘Advertisement; Employment agencies; Management consultants; Educational institutions; Recommendations; Labour contractors; Telecasting, e-recrutment, Selection isthe process of picking or selecting individuals who have required qualifications and experience to fil the vacant jobs in the organisation. Selection leads to employment of candidates found ‘uocessfl through various steps of the selection procedure and rejection of the rest. In tack, selecton is a negative process since the number of persons rejected is usually more than the umber of persons selected. It is different from recruitment which has effect of stimulating ‘candidates to apply for jobs in the organisation. ‘Steps in Selection Procedure 1. Protminary Interview. 2. Receiving Applications 3. Sereering of Applications. 4. Employment Tests 5. Employment or Final Interview. 6. Checking of References. 7. Physical Examination. 8. Final Selection. i — EERE cree secon mopucenenr Employment Tests ‘Employment tests are widely used for judging the applicant's sutability forthe job, They bring oy the strengths and weaknesses of individuals which could be analysed before offering them jobs ‘The types of tests often used in industry include the following {) Inteligence tests. (i) Aptitude tests. (ii) Trade oF proficiency tests (i) Interest tests. (M) Personality tests. Employment Interview ‘An interview is a face-to-face, oral, observational and personal appraisal method of screening o ‘candidate. Usually, itis used as. a means of getting information ‘from the applicant. It also involves ‘ing information that wil help the applicant make up his mind about the company Interviewing the candidates is an important aspect of selection procedure. The final selection s parlly based on the performance ofthe candidate in different tests and partly on his performance Inthe final intorview. Inthe inierew, the candidate has to appear before the interviewer cr 2 panel of interviewers called interview board. The candidate's overall personality is judged in the Trtorview. The interview may last for 10 fo 20 minutes or even more. Various questions are ‘asked from the candidate in order to judge his knowledge, ability, capacity and so on, tnduction/Orientation Induction is concemed with introducing the new employee to the organisation, its procedures. rues and regulations and the people with whom he will interact in doing his job. When a new employee joins the organisation, he must be property introduced with his superiors and fellow employees, He ‘must also be given orientation training before he is asked to undertake his job. Induction may be viewed as the socialising process by which the organisation seeks to make an individual its agentfor the achievement ofits objectives and the individual seeks to make an agency ‘of the organisation for the achievement of his 2ersonal goals. ‘Socialisation ‘Socialisation refers to the process of adaptation of the new employee to the Woot ont teachs abut fo organaton cure but aso coaches te newcomer Te mae Aajustmorts necessary to cope up wih the organisational envionment Inthe conten tah orparicaton, sciasaton isan ongoing process rough which an employes Dept undestrd _and accept the values, norms, and beliefs held by others in the organisation.SUMMARY raining itis an organised activily for increasing the knowledge and skills of workers for doing specific, fps. tis beneficial for both the employers and the employees. pevelopment ttinvolves growth of an employee in all respects. \t denotes the process by which the employees: ‘acquire skills and competencies to do their present jobs and also increase their capabilities for handling higher jobs in the future. Thus, development has a wider perspective. It involves aoquiring not only technical skills, but also problem solving and decision-making skills. That is why, development is more relevant for the managers or executives. goth training and development are related processes. Training helps the employees in learning job skils whereas development shapes attitude of the employee. Apprenticeship Training This type of training is meant for providing practical knowledge and skills in particular trades to the leamers. During the period of apprenticeship training, the trainee is placed under the supervision of an experienced person who imparts him the necessary skills and observes his performance. The trainee raceives stipend while teaming and also acquires valuable skills which will be useful in his career. intership Training Under this method, an educational institute enters into arrangement with the industrial enterprise for providing practical training to its students. For instance, engineering students are sent to big industrial enterprises for gaining practical work experience and medical students are sent to big hospitals to get practical experience. The period of such training varies from six months to two years. Job Rotation ‘The traines is systematically transferred from one job to another so that he may get the experience of diferent jobs. This will broaden his horizon and capacity to do a variety of jobs. Job rotation 'S used by many organisations to develop all-round employees. The employees learn new skills 8nd gain experience in handling different kinds of jobs. Onthejob Training U is . der this method, the employees are imparted training at the actual place work. It includes: (Coaching (7) Understudy LS Peston Rotation,re SUMMARY | pertormance Appraisal atormance appraisal means systematic evaluation of the performance of each employee by his supervisor or some other person trained in the techniques of merit rating. it employs vanous ‘ang techniques for comparing individual employees in a work group, in terms of personal | {uales or deficiencies and the requirements of their respective jobs. Peformance appraisal is different from job evaluation. Job evaluation is the analysis of varous | ts to know the demands which the normal performance of particular jobs make on average | emaoyees. It does not take into account the incvisual abies or performance ofthe employees. | coreemad. | | | | Tradtional Appraisal Methods | Traiéonal methods are very old techniques of performance appraisal. They are based on trait- | ented appraisal. Evaluation of employees is done on the basis of standards of personal tats. | cr qalies such as attitude, judgement, versatility, inliative, dependabily, leadership, ovat suncualty, knowledge of job, etc. There are seven tracitional methods of appraisal. rarely Confidential report Employee ranking Forced distribution Giaptic-rating scales | 5. Checklists | 8: Chtcal incidents. | 7. Ftd review. | Modem Appraisal Methods | The metnods of performance appraisal which have emerged over the years include: | Management by objectives 2 Behaviourally anchored rating scales 2. 980 degree appraisal wement by Objectives (MBO) U"ssement by objectives may be defined as an approach to in which specific targets for a year, or some other lenath of Ure manager, on the basis of the results which each must achieve "I d management planning ané of time, are established for Coverall objectives of he TRU eR Fonveance Ano POTENTIAL APPRAISAL the company are to be realised. At the end of this period, the actual results are me against the original goals, f., against the expected results which each manager knows he responsible for achieving, 8 MBO involves the following steps: 1. Establishing goals and targets by the subordinates. 2. Approval of goals by the superior 3. Establishing check-points. 4, Periodic review of progress. 5. Appraisal of performance and counselling ‘360° Appraisal 360-degree appraisal is the process of systematically gathering data on a person's skils, abies {and behaviours from a variety of sources—the manager, peers, subordinates and even customer, and clients, Thus, appraisal of an employee is done by the superior, his peers, his subordinates ‘and clients or outsiders with whom he interacts in the course of his job performance, Performance Management Performance management is a broad process that includes identitying and priorttsing goas defining what constitutes progress towards goals, setting standards for measuring results, tracking progress towards goals, exchanging feedback among organisational components, reguiary reviewing progress, reinforcing effective goal-oriented activities and intervening to create improvements when needed, Potential Apparaisal Potential apparaisal is a system of assessing the hidden qualities of an employee for he Purpose of preparing him for discharging higher responsibilities in future.SUMMARY Definition of Counselling It involves handling of an emotional problem of an employee by a counsellor with the genera objective of decreasing it. The implications of the definition are as under: (i) Counselling involves discussion of employee's problem with the counsellor. (ii) Counselling is concered with the emotional problems of the employees. Functions of Employee Counselling The basic objective of counselling is to help employees to improve their mental health att develop self-confidence, understanding, self-control and ability to work effectively. This objeai® can be achieved by performing various counselling functions. They are: (i) Advice to the counsellee. The counsellor has to understand the problem of the counselle? | | completely, before offering advice and suggesting a course of action. (i) Reassurance. (ill) Communication. (i Release of emotional tension. (Y) Clarified thinking. | (v) Reorientation, i.e., change in the employee's psychic self through a change in basic 904 || and values. COUNSELLING | 9.9 | the counsellors are as follows: of Employee Counselling ype yf the most effective methods used by $0! rective Counselling (1) aiDirectve Counselling Counselling. ee in Employee Counselling . process of employee counselling involves three steps as listed below: At) preparation stage. ) Inermediate stage. jg) Action-planning stage.SUMMARY Transfer A transfer may be defined as a change in job within the organisation where the NEW job ig substantially equal to the old in terms of pay, status and responsibilities. An employee inay be transferred from one department to another or from one plant to another. Thus, transfer refers to a lateral shitt of an individual from one job to another on the same occupational level and Pay scale, Transfers in industry may be of the following kinds: () Production kinds. (ii) Remedial transfers. | (ii) Job rotation transfers. | (iv). Shift transfers. i (Y) Inter-plant transfers. | Promotion Promotion means giving higher position to an employee which carries higher status, greater | responsibilities and higher salary. Higher status and salary are the two important features of a | Promotion. The purpose of a promotion is to staff a vacancy which, in general, is worth more | i | | | | to the organisation than the incumbent's present position. In other words, promotion means advancement of an employee to a higher post with greater responsibilities and higher salary, better service conditions and thus higher status. Upgradation When the scale of salary of an employee is increased without corresponding change in job, it is called upgrading. The job itself may be upgraded to a higher scale of pay; or if there are variable scales of pay for the same job according to the skills required, upgrading may mean _ moving to a higher scale without changing the job contents, | Promotion Policy | Promotion policy may be based on any of the following criteria: | (2) Seniority or length of service of the employee; | (b) Merit of the employee. {c) Seniority cum merit of the employee.SUMMARY ‘Compensation Compensation refers to a wide range of financial and non-financial rewards to employees for their services rendered tothe organisation. It is paid in the forn of wages, salaries and employes benefits such as paid vacations, insurance, maternity leavy, treo travel fecilly, retirement bene, ate. Base Compensation: Wage and Salary ‘Base compensation involves monetary benefits to employees in the form of wages or salaries, The term ‘wage’ is used to denote remuneration to workers doing manual or physical work Thus, wages are given to compensate the workers for their services rendered to the organisation, Wages may be based on hourly, dally, weekly or even monthly basis. But the term ‘salary is usually defined to mean compensation o office employees, foremen, managers and professional and technical staff. is generally paid on weekly, monthly or yearly basi. ‘Supplementary Compensation ‘Supplementary compensation involves ‘tinge benefits’ offered through several employee services land benefits such as housing, subsidised food, medical aid, creche, etc. Supplementary ‘compensation has been given diferent ties in industry such as ‘service programs’, ‘employee ‘benefits’ and ‘non-wage payments’. Because of the increasing costs of fringe benefits, some people also label them ‘hidden payrol Time Wage System Wages = Time worked x Rate per unit of Time This isthe simplest method of wage payment and is suitable: () where work can't be measured, (i) where quality is of utmost importance, (i) where a collective effort of a group of persons is ecessary to complete a job, and (iv) where work is of supervisory/administrative nature. Piece Wage System Wages = No. of units produced x Rate per unit This method is also very simple and issuable () whore production can be easiy measured, i) where quality control system exists, (il) where methods of production are standardised, and (i) where workers are to be induced for higher productivity. Pertormance-linked Compensation Performance-tirked compensation involves rewarding employees on the bass of their performance contribution towards the orgaisaton's overall functioning, ether in their individual capacity OF 28 a pat of the group. it may include payment in the form of bonus, commission, gan shag Profit sharing and employee stock option plan The performance inked compensation plane in industry include the folowing () Individual-based pertormence-tinked plans, @ 9 (i) Team-based pertormance-tinked plans, CONPeNSATENFOUCIES ND NCONTHE RNS Enterprise-beeed performance-tinked plans, 0.9, profit-sharing and employ i ened 9. profit-sharing /o0 stock IF employee Stock Option Plan Employee stock option plans are basicaly designed forthe executives, Under stock option plan, the elgble executives are allotted companys shares (known as sweat equi) below the markot ‘Thay stand to gain if the performance of the company over the years fs good and the market value of the shares goes up. The companies which offer such a plan are able to attract talented executives and also hold them over @ long time. Fringe Bonetite Fringe benefits refer to the extra benefits provided to the employees in adition to normal compensation in the form of wage or salary (ie, basie pay, deamess and other allowances, inoentve pay, etc). Fringe benefits are indirect form of compensation given to the employees, in addition to the normal wage or salary. Broadband Pay Structure ‘Abroadband pay structure groups a number of progressively higher pay grades into one broader payband, As @ consequence, the range of pay in a band is signficatly higher than in a narrow graded pay structure.SUMMARY Job Evaluation Job evaluation may be defined as an attempt to determine and compare the demands which the normal performance of particular jobs makes on normal workers without taking into account of the individual abilities or performance of the workers concerned. | | “Methods of Job Evaluation | There are four types of job evaluation methods. These can be divided into two categories: _-Non-quantitative methods : (i) Ranking or job comparison, (i) Grading or job classification. Quantitative methods: (ii) Point rating, (i) Factor comparison. “The first category covers the simple methods which apparently make no use of detailed job factors. But they remain in the minds of the evaluators and thus affect the results. The job is treated as a whole, and job descriptions are often utilised. But the methods under the second category use detailed analysis. Job factors are selected and measured and job specifications are -valso given consideration. Wage Surveys r the relative worth of jobs has been determined by job evaluation, the actual wages to be id can be determined. A major factor in taking such decisions is the survey of wages and aries in other enterprises in the same region and in the same industry. The purpose of wage ay is to determine the extent to which the organisation's pay scales are like those of other lerprises in the industry or the region.FEREREY cvrsovees Heart ano sarery | 1 wale an Be pe ine in elon Oh iy Hing factory, the 10, Spittoons (See. 20). Ine " they adal be- of spittoons in -canvenionl places condition LEGAL PROVISIONS FOR SAFETY OF WORKERS IN FACTORIES ro containes i Setione 2 ta | hy every Factory ever by nw prose vier the Ae hs ener ‘The provisions forthe safely of workers in faclorion ofthe Factories Act, 1948, "These provisions ao fall this Act. They are obligatory in thoir character, are absolute and are in no way depenlent upon previun of Factories The provisions dealing with the wifly of workem ‘supplemented by Rules framed by each Stalo Goverment, So in et particular State, the ulee of the Government of Una nate mut he ‘An overview ofthe safety provisions under the Fs . Fencing of Machinery (Sec. 21). All dangerous a shall bo sestey Tenoed-Serews, hols and tooth hall ho completly enenne Uy prownt danger Work on or near Machinery in Motion (See 22). Lubricating oc nnn operation on. moving machinery shall be done only by a xpocally trained ndult’ male srerker, No woman or young person (Le, ehild or an adolescent) shall fo allowed for this wore ‘3. Employment of Young Persons on Dangerous Machines (Soe. 28). No youne person shall work at any machine news he has been fully instructed aw to be dhingeex trsing in connection with the machine and the precautions Lo bo obwerved and (a) fas received sufficient training in work at machine, (6) is under adequate supervision by a porson who has a thorough knowledge « experience of the machine 4. Striking Gear and Devices for Cutting off Power (See. 20. cutting off power in emergencies shall be provided. Thre shal also be to prevent accidental starting ofthe machinery. 5, Self-acting Machine (See. 25). No traversing part of « elF-actiny machine in any factory and no material carried thereon shall (i the space over whieh it runs, in a pc owt whieh any person is liable to pass, whether in the course of hix employment or otherwis) be allowed to run on its outward or inward traverse within « distance of eigltoon ihe rom any fixed structure which is not @ part of the machine, 6. Casing of New Machinery (Sec. 20). In all muchinery driven by powor every se serew, bolt of key on any revolving shall, spindle whel or pinion shall bso sunk, ene! a otherviee effectively guarded as to prevent danger. 7. Prohibition of Employment of Women and Childron nenr Cotton-oponct® (ee. 27). No woman or child shall be employed in nny part of w factory where pecs ‘otton-opener is at work : Provided that if the feadond of w cotton-operer ix in 1 rt! separated from the delivery end by a partition extending to th evot or to wuch Insight Inspector may in particular case specify in writing, woo an childron may be empl! on the side of the partition where the foikend is situate itr ening Som Uifforeat ln ne neloriow ek i given below } moving part of a mxehinery able devi for rangement table a ad fs Holets and Lifts (Gee. 28). Those shall be good material and strength, thorough aiwined at Teast once in every six months and wuitably protected to prevent nay ey ra. from being trapped, te 9. Lifting Machines, Chains, Ropes and Lift es and Lifting 1 parts, including the working gear, whether 1, rope or lifting tackle shall be: of good construction, sound mater Gi) properly maintained; and Many porson oF 1K Tackles (See. 29). In any factory fixed or movable, or every lifting machine and ay eb rial and adequate strength and free from defect 8 competent peran at least nce in every period of ch intervals asthe Chief Inspector may wel month ie napector may specify in ring dexter shall be Rept containing the prescribed paras of every such 10, Revolving Machinery (See. 30). In every room ina factory in which the prose ending i cava en, there shall e permanent afd or paced ea ach chine ‘sie a notice indicating the maximum sae working peripheral speed of every rindstne sbrasive wheel, the speed of the shaft or spindle upon which the wheel Is mounted, and © diameter ofthe pulley upon such shaft or spindle necessary to secure such safe working ripheral epeed 1 Pressure Plant (See. 31). If in any factory, any pat of the plant oF machinery tin a manufacturing process is operated at a preasure above atunospheric pressure,‘8. Employment of Young Persons on Dangerous Machinos (See. £0). No yung person shall work at any machine unless he has been fully instructel ov to be dangers fniing in connection with the machine snd the precautions to by observ (a) has received sulfiient training in work at machine, or (©) is under adequate supervision by a person who has 1 thorough Kiwlesge and ‘experionco of the machine. 4. Striking Gear and Devices for Cutting off Powor (See. 24). Suit cutting off power in emergencies shall be provided, There shall ulso be suitable wcrangement to prevent accidental starting of the machinery 5, Self-acting Machine (Sec. 25). No traversing part of self-ucting machine ie any factory and no material carr whieh any person is liable to pass, whether in the course of rent oF otherwise) be allowed to run on ts outward or inward traverse within w distance uf eighteon inehew fe ‘any fixed structure which is not a part of the machine, 6. Casing of New Machinery (See. 26). In all machinery dive screw, bolt or key on any revolving shaft, spindle wheel oF pinion shall bw 5 or otherwise effectively guarded as to prevent danger 17, Prohibition of Employment of Women and Children none € Gee. 27). No woman or child shall be employed in any part of w factory whore pecs ceotton-opener is at work : Provided that if the fod-end of « cotton-operce i in ‘separated from the delivery end by a partition 1 tothe eof or (atc Bight 8 t Tnspector may in particular case specify in writing, wonnon and children tay bo « on the side of the partition where the feed-end is situated boy power overy ae se neon renner SEER A olsts and Lifts (Bee. 28). Those shall begun arn a Feast once eve Hx more and putty patie oe a .< from being trapped. tubly protected to prevent any person or 9 Lifting Machines, Chains, Ropes and Liftin ori Incudingthe working ger, wltne toca ity chain ope oF Hing tackle aul be of ood eanstrvton, sound meter and a ian adequate strength and fre fom del i) properly maintained; and . — Wii) thoroughly examined by ao thoroughly examined by a competent persan at Iart onc in ery perio of welve months era auch interne as tho Chief oper may neal ewe reser shall be kept containing the prescribed partic of rey uch 10, Revolving Machinery (Sec. 20) In every apm in «factory in which the pce stindng is carried on, there shall be peranentyafized to or placed near eth eckioe te 8 notice indicating tho maximum sefe working peripheral speed of every gradsone base wheal the eed ofthe sha a pnd upon whch the whee ost so Glomster of the pulley upon such shaft or spindle necessary to secure nach cle ripheral speed. Ee Rider 1, Pressure Plant (See. 81). If in any factory, any part ofthe plan or maciners cd in a manuticturing proces operated ata pressure above stoopherc passer, ctive measures shall be taken to ensure thatthe safe working pressure of ouch pars ceeded 12. Floors, Stairs and Means of Access (See 2). In every factory, ll oor, tee rs passages and gaogways sell be of sund contruion and propery tisained cod Ie kept free from abntraction and subtance likely to ease pernons to slip and where is neceanary to ena safety, step, sar, passages and yangways sal be provided with bettie banda 12, Pita, Sumps, Opening in Floors, etc (ee. 88) In every fast, xed ves pt, pit or opening he ground or ia Moor which, by reason at depth, station. struction or content, sor may bea sarc of danger aval be ether sectey covered rely fenced 14 Excessive Weights (Sec. 24), No person abl be employe n any factory toi or move any Loed so heaxy ato be Hkly to eae him injury. The State Government Dy take roles prveibng the asin weighta which may be Hod, carted or moved by Sihitimen, adule women, adolescents and children emplayed in factories ori an cles ot tenrition of factories or in a carrying work on any specified proven 1S. Protection of Eyes (Bec. 86) In reapect of any such manufacturing process vid on tn any factory as may be presried Dtng »procnt whith lnvaves hi if Tacklen (See. 29). In any factory, movable, or every lifting machine and (a) isk of injury to the eyes from particles or fragments thrown off in the course of the process, or ) risk to the eyes by reason of exposure to excessive light, the State Government ‘may by rales require that effective screens oF suitable goggles shall be provided for the protection of persons employed on, or in the immediate vicinity of the ~URI to the notes of Commissioner of Labour, |W Incase of ndmision of li to be depositd with the (i) 1 the employer denies his Hii ot there it «ground far cai and itis open to then to pre w lain The Maternity Benefit Act, 1961 ‘the amount of compensation is days vensssioner mast decide whether oF ninsioner may’ iaform the dependents if they of ways incur by «woman who tnd compulsorily thereat tins fom work inthe interact nd hers (To rgulate specified per WH To provide for ployee in certain cntabihents fr certain ‘hik-birth, iv To provide for arising out of pre io) To prohibit hor dams during the i poral or w subquont pond of sickness and (©) Bnable hor to suekle her bay twine day dae ‘The od for whieh 8 wo fe of delivery and wewks Weeks leave before expected delSUMMARY Industrial Relations ‘he terms ‘industrial relations’ refers to the relationship between mar : snagement and employees or among employees and their organisation that arise out of employment. In modecn usage, the phrase ‘industrial relations’ includes the whole gamut of matters that arise due to the continuing teatonship between the employers and the employees. There are tree parties in industal relations, namely, () employers and their organisations, (i) employees and their organisations, (i) government. Industrial Unrest Industrial unrest refers to discontent and conflict between employers and omy can the form of site, lockout, gherao, picketing, eta. ens sm empioyees. Kan ake Causes of Industrial Disputes {) Wages and allowances. (iy Personnel matters and retrenchment. (i Bonus. (iv) indisciptine and violence. (W Leave and hours of work (v) Miscellaneous causes. Machinery for Prevention of Industrial Disputes 1, Workers’ participation 2. Collective bargaining 3. Grievance procedure 4. Tripartite bodies 5. Code of discipline 6. Standing orders. Trade Union ‘trade union is an organisation of employees formed to promote. protect, anc improve, through Collective action, the social, economic, and political interests of ts members. 15. TE rover eaerover ner anos: Ronsons of Formation of Trade Unions (i Feanomie bonotite for th mombors (i) Platlony tor soit oxprossion (i) Chock oy arbitrary actions: of managoment (Uw) Sootal soeunity (8) Etnployeo omployon rations (v9) Songo of puutiepation (vi) Sonso of bolongingnos: aetna ho ton ose dosrbe aston n which to esantal conan Cala bart my n barony proces undonakon by rpreselaives othe Granado to ono vw tnt othe enployes on ho tr MWortrs Partcpation in Management sneer enn srs patoytn mi nanagmon naans ging cope fr workers finn the manage sae rice ater nos nto oanisaton Tho pital fms oh Gian wars elpte ae Ifomaton sharing, ont consutaion and suggestn schenes. Nodes ot Workers Partelpatlon In Management Wks Contes Jon Managornet Coun Cotectve bargain Copan Wot roprsenave onthe Board of rectors ean | | | | ‘Suggestion scheme como‘ohm ano nuamrescunce mroruxtion sysre BUTT Recruitment -eriment ae led olin erent bing widely wu bythe indi exits. The most cmon pate in erent se) ing reaatant tsa ertnisational webu) using apecal recralnene webtey, fe doeing factv os fr pactsingapleaions, an (ann are line eaten “The mest of exert ince the wig (a ranching large number f qualified sppleante (reducing rerutment ene (© decreasing oe ne (d) streamlining burdensome administrative processes; (©) enabling assessmont of the effectiveness of recruitment strategy. ‘Adoption of e-ecruitment hy the companies should be based on the following guidelines: ( Company's website should be designed for easy use, simple to navigate and attract ‘candidates rather than simply screening them. The website should give adequate information about the company and the vacancies to the candidates. (Gi) Companies should develop online screening system based on job analysis and ensure that inferences made from the system are reliable and valid (ii) erecruiting should be aligned with company’s strategie goals. For example, if « ‘company has an innovation strategy that fuses on developing new information technologies, e-recruiting shall identify individuals with skills that can help moot these goals (Ge) Companies should use appropriate languages in the website for people with diverse Deckgrounds (©) The aystem should be simple and should not cause snsity in the minds of job applicants while navigating the site (wi) All logal requirements should be fulfilled. (oii) Companys website should have limited access to data and the data collected and stored must be relevant (witty Privacy of the individuals applying for various jobs should be protected. eSolection Companies using online selection system must consider a variety of procedural requirements, including process to design upfront; vendor selection and project steps: assessment steps and protocols for the test event; feedback to the candidates and interns} clients; methods of processing applications after testing; and so on ‘The objectives ofeselection include: (a) achieving cost reduction, (6) maximum utilisation of human resource, and (c) sustainability. Cost reduetion is the main objective and infact, it 's meinly for eost saving that organisations switch over to e-selection from conventional Selection process, eselecton helps cost reduction in several ways, Loss rates between events in the selection process are minimised, administrative costs involved in the selection process fare raduced and costs of sourcing candidates into the employment process gets reduced, {An important purple io ahi mn i ‘isis cee hg ih eatin een rendre fda np jab requirement and imperial 4 Hs objetivo gt Satay es tothe Grn’ nity al witness tanta the babe gh nd also progeesively evolve the stom tain engin eeauiterionts, Susana fecreney 10 ensue Hak He fr emt gang beni ros the mee system e-Training/Learning ‘eteaningearainyrlers to th use of he Internet aad company’s intranet 9 cana ‘raining online Tt helps to tein ange numor of personnel in a short span of te, Fy instance, Infos emplayecs are spread over onsite ns wall ax oflhoro ‘elearning to train is workloee ‘elearning ean be oeganised in four ways i) Webbased training which tends not to involve any support From HR. practones i Supported online learning whi i) earning community which invalvs on-tine knowledge sharing amongst a groupe learners involves oaline trainer support: (iw) Informal edeaming where lerning occurs ns a result of on-line communications ‘with others who can be internal or external to the organisation. ‘learning is not intended to replace the tational learning system, It rather supports the traditional learning system. For the aucens of learning, the following guidlines shale be flowed (Sufficient top management support and funding needs to be committed to develop and implement elearning, (i Managers and HR profostionals need to be “retrained” to accept the ides tht training is being docentelised and individualisedeee charting ot nde replace tent remem aber pe heaton ang temo nono oleae. the orn de ed wate ‘Dt up manana sopra finding eds ob comme dey tol ipl lowe Uo ktnags and HR pitino ob tie ose he He ha trys ng ected nd duc CuFt ores nga computer Herat ae ey st mnpeed ta in ey hres mb rer who ae elite rh ot ia (eleming sold te dsl algo he nce nnn: it aol “blended” with other types of tra oe ing sen as elaservom ening, oneness EB Wie (oi The pace of earning should be desided by the Webinar ening should be bucked by relevant contents, intergrated presentation, vitls Tearnoe or trainee himseé These days several firme are ineemsngly making ute of we seminars (webia)1 ofesionals can use webinars to orgnise (uiing seasons ta ramp up nem emperee ‘nance sot sil, prtclarly when they hav to del wih tually daperaed ee latest company poli inva = sn managing pnt of erat station «my “4 ldowide employ sine and contra train ge MPMIE FAch. Thy help thie tein rine ve sccess and distribution of transactional compensat tion administration responsibilities to line ‘managers and employees suai ‘compensation aystem is quite comprehensive It enables the enterprise to determine the amount of pay or salary and other economic benefits to be paid to each employee ovry ‘month and also enables to transfer the amount to the respective bank accounts of the employees electronically. It avoids lot of paper work and also ensures greater efficiency and greater accuracy in the performance of compensation function ‘SUMMARY Human Resource information System (HRS) Its a eystom designed to supply information required orth sctve managemet of nanan resources of an organisation. Includes rtrmaton about the folowing: (0 Job analysis and oesign (i) Human resource planing. (i) Receutment and selection. () Training (W) Appralsal (1) Wage and salary eeministration. (vip Maintonance (iy Personnel research “4 D fessionals PEM sate ot he ae antes oi Won HE "> perorm te functions eflcvey and fin. aon of te folowing D-_| ‘e+HRM has gained importance in industry as ODM tho insalaton of to folowing sub- | (ii) @-Training 2 omerSUMMARY | HR Evaluation HR evaluation is intended to examine the impact of human resource policies and practices an organisational performance. It is a broad process that covers: (a) Individual employee performance, (0) Group performance, and (c) Organisational performance. ‘The major approaches to HR evaluation are: () HR audit (i) Utility anatysis (if) HR metrices (#9 Benchmarking ( Balanced score card Human Resource Audit HAR or Personnel audit refers to an examination and evaluation of policies, procedures, and Practices to determine the effectiveness of HR or personne! management. Personnel or humat resource audit is an investigative, analytical and comparative process. It undertakes 3 systematic search of the effectiveness of the personnel programmes. Scope of Human Resource Audit Human resource audit covers the following areas: 1 Results, Including both accomplishments and problems regarded as effects of cu"! management. | 2. Programmes, including the detailed practices and procedures of which they are composed 3. Policies, both express and implied, | 4. Philosophy of management, its priorities, values and goals a a. HR EVALUATION AND AUDIT JERE ‘Human Resource or Personnel Research it produces information or conclusions to guide management in making wise decisions regarding personne! matters. —_——_____.(ci) An intopente HR outsourcing model avoids duplication of reeords and makes quick secon oration enay Oowranarcing of HR petvties is growing as HR programe and services are getting more compl Price Waterhouse Coopers he developed a Total Resource Outsourcing Model which ‘tes compuniesem-orond HR servos and singe delivery capability SUMMARY mati. oe aera ieee: eae eente cee | ee a ee pare ange tey | 2 hegre da moc noe Enpoworment in work-seting involves ging employees the means, ability, and authtiy © 4° | es ae ese cree mcrae mec a peel organisation leading to a flat organisation structure so as to respond more readily to the pact Se ane ene nee Son nant nh ES 4eereaso the ey bil. Downsizing as astategy has been adopted throughout the world 0 ach ‘Peraional economies and increase eficency to be able to survive and grow in the uncer ‘nvionient Bee / ‘Voluntary Retirement Scheme Douraiting ol wosicc is gaeralyimplomeried hough Vein oiomen She Under this scheme, the organisation leuk bad 5 Soa vat ures ote alae impesbalonce between an nid work and petal ie. abr a _an employee should be able to devote = : sors hs seein ‘Sufcont imo to hie persone! so besides discharging hs ‘Some of the inntatves taken balance include employes telecommuting, et Use of Technology in HAM and e-HAM by aious ergansations to hep how employees achieve wort e2uneolling, compressed work-waeke, ler; work, sonedules, land communion echnologes has become an important ‘means of recrutmert, traning and appraisal. Such technologies are beew appa’ in hurcey ‘esoruce planning, payroll admiration, human resource information sytem (Is), perfomance ‘management, and other functions of HFM. The nature of work and the way ia perma’ ae changing, Further, managing inowledge workers in vitual organisations inthe technalogy acer world has emerged a great chatenge for HA managers. ‘Green HAM GHAI may be defined a tho sot of policies, practices and systems that simulate a green behaviour of the company’s employees in order to crate an envfonmenly senativa, escuree faticlent and sccialy respensile werkplace and overall onanisation, Green Jobs have become synonymous with any job relatod to eustainabily. climate change, emative energy. environment and many ater tinge, Outeourching Ousourcing means engaging the services of an extemal vendor or agency te manage, deliver operate certain business acivaiee which could othernae be performed within te orgnisation RIM isnot immune tothe tend of cutsouring non-core Business operaions fo achive sconony and efficiency. Several organisations have cuteouteod some, i not ll of the work NEN professionals once handed. Human racourc outecuring (HAO) ergaieatons have seen cramat: ‘growth over the yours. Outsourcing may be ea senple as hiring contactor to take tesponeibity for some HF functions such ae feeratment, taining. payrell accountng. employees. personal ‘ecords management, ee.