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Human Resource Management

Unit 1 : Introduction To Human Resource
Management
Concept of HRM
Human Resource Management is the process of acquiring, training,
appraising, and compensating employees, and of attending to their labour
relations, health and safety, and fairness concerns.

“The process of acquiring, training, appraising, and compensating

employees, and of attending to their labour relations, health and safety, and
fairness concerns.”

Nature of HRM :-
1. Pervasive Force: HRM is pervasive in nature. It is present in all
enterprises.

2. Action Oriented: HRM focuses attention on action, rather than on

record keeping, written procedures or rules..

3. Individually as well as Group Oriented: It encourages employee

to give their best. It motivates employees. HRM is all about people at work,
both as individually and groups.

4. Future Oriented: Effective HRM helps an organization meet its goals in

the future by providing competent and well-motivated employees.

5. Development Oriented: Training is offered to sharpen and improve

their skills. Employees are rotated on various jobs so that they gain
experience and exposure

6. Continuous Function: lt cannot be practiced only one hour each day or

one day a week. It requires a constant alertness and awareness of human
relations .
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7. Auxiliary Services: HR departments exist to assist and advise the line

or operating managers

Importance of HRM :-
1. At the enterprise level:
 Good human resource practices can help in attracting and retaining
the best people in the organization.
 It helps in training people for challenging roles, developing right
attitudes towards the job and the company

2. At the individual level:

It promotes team work and team spirit among employees
 It offers excellent growth opportunities to people who have the
potential to rise.
 It allows people to work with diligence and commitment.

Functions of HRM
I. Managerial Functions:-
1. Planning: Human resource management involves forecasting
needs for human resources, predicting trends in labour market,
wages, union demand, etc. and their impact on the organization.
2. Organising: Organizing is the process of allocating tasks among
the members of the group, establishing authority-responsibility
relationships among them
3. Directing: Directing is the process of motivating, activating,
leading and supervising people
4. Controlling: it implies checking, verifying and regulating to
ensure that everything occurs in conformity with the plans
II. Operating Functions:
1. Procurement Function: It is concerned with securing and
employing the right kind and proper number of people required
to accomplish the organizational objectives.
(a) Job Analysis: (b) Human Resource Planning: (c)
Recruitment:
(d) Selection: (e) Placement: (f) Induction or
orientation:
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2. Development Function: HRM is the process of improving the

knowledge, skills, aptitudes and values of employees so that they
can perform the present and future jobs more effectively.
(a) Performance and Potential Appraisal: (b) Training:
(c) Executive Development: (d) Career Planning and
Development:

3. Compensation Function: It refers to providing equitable and fair

remuneration to employees for their contribution to the attainment
of organizational objectives.

4. Integration Function: It is the process of reconciling the goals of

the organization with those of its members.

5. Maintenance Function: It is concerned with protecting and

promoting the physical and mental health of employees.

Role of HR Manager
Administrative Roles :-
 1. Policy Maker: The HR manager helps· management in the
formation of policies governing talent acquisition and retention
 2. Administrative Expert: The administrative role of an HR
manager is heavily oriented to processing and record keeping.
Maintaining employee files
 3. Advisor: The personnel manager performs his functions by
advising, suggesting, counselling and helping the line managers
 4. Housekeeper: The administrative roles of a personnel manager
in managing the show include recruiting, pre-employment testing
 5. Counsellor: The HR manager discusses various problems of the
employees relating to work, career, their supervisors

Operational Roles :-
1. Recruiter : HR managers have to use their experience to new
recruits without increasing financial burden to the company.
2. Trainer Developer, Motivator: HR managers have to find skill
deficiencies from time to time, offer meaningful training
opportunities, etc.
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3. Linking Pin: The HR manager is often deputed to act as a linking

pin between various divisions of an organization
4. Mediator: The personnel manager acts as a mediator in case of
friction between two employees, groups of employees,

Strategic Roles :-
1. Building Core Competency: HR Managers have a great role in
developing core· competency by the firms. This may 'be in the
form of human resources, marketing capability, or technological
capability.
2. 2. Providing Purposeful Direction: One of the most important
tasks of a professional manager is to ensure that the mission of
an organization has been internalized by each individual
working in the organization.
3. 3. Creating Competitive Advantage: The first is cost leadership
which means the firm aims to become the low-cost leader in the
industry. The second competitive strategy is differentiation
under which the firm seeks to be unique
4. Facilitation of Change: The HR manager will be required to act as
change agents through greater involvement in environmental
scanning

Competencies of HR Manager
 Educational Qualifications
 Personal Attributes
 Training and Experience

HR POLICIES :-
HR policies are developed by the top management to assist the managers at
various levels to deal with the people at work.

I. Human resource policies are based upon or derived from the human
resource objectives of the organization.
II. Human resource policies are general statements of broad
understanding.
III. Human resource policies reflect the recognized intentions of top
management with regard to the · human resources of the
organization.
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IV. HR policies are standing plans. They can be used again and again as
standing answers to problems of a recurring nature.

DIVERSITY AT WORKPLACE :-
It means recruiting, training, understanding, accepting, and valuing
differences pleasing people. Recruiting people from divergent backgrounds
to work in a corporate space is called workplace diversity.

Benefits of Workforce Diversity :-

a) New perspectives: When a company hires employees from diverse
backgrounds, nationalities, experiences and skills sets and cultures, it
fosters a fresh perspective to every business aspect.
b) Wider talent pool
c) Employee excellence: where employees see a representation of a
variety of cultures, backgrounds, and ways of thinking, all of them are
more likely to feel comfortable being themselves
d) Increased profits: workplace diversity bring employee turnover down
and increases productivity
e) New Business prospects: Language being a barrier in globalization and
internationalization of a business, can be overcome by engaging a
diverse workforce

Challenges of Workforce Diversity :-

1. Possibility of Conflict among employees
2. Gender preferences
3. Cultural conflicts
4. Resistance to Change
5. Communication Obstructions

EMPLOYEE EMPOWERMENT :-
Empowerment is the process of giving employees in the organisation the
power, authority, responsibility, resources, freedom to take decisions and
solve work related problems.

Empowerment focuses on employees to make use of their full potential.

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Benefits of Employee Empowerment :-

1) Motivated employees
2) Improved creativity
3) Healthy organisational relationships
4) Quality production by employees
5) Reduced Costs

Disadvantages of Employee Empowerment :-

1. Misuse of power
2. Additional training costs
3. Poor knowledge

DOWNSIZING :-
Downsizing means reducing the size of the organization through planned
elimination of positions and jobs.

It is a restructuring process in which the organization disposes of its noncore

activities

The organization reduces staff which is excess of its needs.

Disadvantages of Downsizing :-

1. Downsizing may create a feeling of insecurity causing low morale and

high stress among employees.
2. When competent employees leave the organization, downsizing may
erode the skill base.
3. Implementation of performance improvement practices become
difficult due to a feeling of job insecurity created by downsizing

VOLUNTARY RETIREMENT SCHEME (VRS) :-

Individuals under VRS may opt to retire in their 40s or 50s and pursue their
interest, if any

Under this scheme, the organization and its employees enter into a mutual
agreement. Under this agreement employees agree to voluntarily retire on
payment of agreed compensation by the employer.

Issues in VRS :-
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1. Identifying the Need for VRS

2. Cost Benefit Analysis
3. Designing the Scheme
4. Convincing Trade Unions
5. Rehabilitating Employees

WORK LIFE BALANCE :-

Work-life balance is a strategy that supports employees in managing their
personal and professional duties. Employees are encouraged to manage their
time and keep a balance by allocating it to family, health, vacations, etc., in
addition to pursuing a career.

“work-life balance is the amount of time you spend doing your job compared
with the amount of time you spend with your family and doing things you
enjoy”

Importance of Work life Balance :-

1. Reduced employee turnover
2. Reduced Absenteeism
3. Improved performance
4. Motivated Employees
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Human Resource Management

Unit 2 : procurement Of human
resources
Human Resource Planning :
the process of getting the right number of qualified people into the right
job at the right time so that an organisation can meet its objectives.
"Human resource planning is the process by which a management
determines how many right number and the right kinds of people at the
right places, at the right time to do things which result in both the
organisation and the individual receiving the maximum long range benefit."

NEED FOR HUMAN RESOURCE PLANNING :

1. Determining the number of persons to be employed at a new
location
2. Retaining the highly skilled staff

OBJECTIVES of HUMAN RESOURCE PLANNING :

 Forecast personnel requirements
 Cope with changes
 Use existing manpower productively
 Promote employees in a systematic manner

IMPORTANCE of HUMAN RESOURCE PLANNING :

1. Reservoir of talent: The organisation can have a reservoir of
talent at any point of time.
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2. Prepare people for future: People can be trained,

motivated and developed in advance and this helps in meeting future
needs for high-quality employees quite easily.
3. Expand or contract: If the organisation wants to expand its
scale of operations, it can go ahead easily.
4. Cut costs: Planning facilitates the preparation of an appropriate
HR budget for each department or division helps in controlling
manpower costs by avoiding excesses in manpower supply.
5. Succession planning: Human Resource Planning, as pointed
out previously, prepares people for future challenges.

FACTORS AFFECTING HUMAN RESOURCE PLANNING :

1. Existing Stock of Manpower : Taking stock of existing
manpower is the first basis of manpower planning and is the starting
point of all planning processes.
2. Wastage : The second basis of manpower planning is wastage. In
order to analyse the wastage of manpower, rate of labour turnover
and the period of active management, the work should be studied.
3. Future Manpower Requirement : After evaluating the
existing stock of manpower assess the future requirements of
manpower in an industry

RECRUITMENT :
Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organisation.
When more persons apply for jobs then there will be a scope for recruiting
better persons.
"Recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organisation".
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Recruitment policy :- Recruitment policy specifies the objectives of

recruitment and provides a framework for the implementation of the
recruitment programme.

SOURCES OF RECRUITMENT :
1. INTERNAL SOURCES : - Internal source is one of the
important sources of recruitment. The employees already working
in the organisation may be more suitable for higher jobs than
those recruited from outside.

 Present Employees : - Promotions and transfers from among

the present employees can be a good source of recruitment.
 Employee Referrals :- Employee referrals can be a good source
of internal recruitment. Employees can develop good prospects for
their families and friends
 Former Employees :- Former employees are another internal
source of recruitment. Some retired employees may be willing to
come back to work on a part time basis
 Previous Applicants :- Although not an internal source, in the
true sense, those who have previously applied for jobs can be
contacted by mail.

2. EXTERNAL SOURCES :- Every enterprise has to use

external sources for recruitment to higher positions when existing
employees are not suitable.

 Advertisement :- Advertisement is the best method of recruiting

persons for higher and experienced jobs. The advertisements are
given in local or national press
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 Employment Exchanges :- Employment exchanges run by the

government are also a good source of recruitment. Unemployed
persons get themselves registered with these exchanges.
 Professional Organisations :- Professional organisations
maintain complete bio-data of their members and supply it to
companies on demand.
 Data Banks :- The recruiting firms can prepare a data bank about
various persons in different fields.
 Casual Callers :- Management may appoint persons who casually
call on them for meeting short-term demands.
 Gate Recruitment :- Unskilled workers may be recruited at the
factory gate.
 Campus Recruitment :- Colleges, universities, research
laboratories are fertile grounds for recruiters. The Indian Institutes
of Management (IIMs) and the Indian Institutes of Technology (IITS)

SELECTION :
Selection is the process of picking up individuals (out of the pool of
job applicants) with requisite qualifications and competence to fill
jobs in the organisation.
The selection process is a tool in the hands of management to
differentiate between the qualified and unqualified applicants by
applying various techniques such as interviews, tests etc.

Significance of Selection Procedure

1. Procurement of Skilled Workers.
2. Reduction in the Cost of Training
3. Solution to Personnel Problems
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SELECTION PROCESS : Steps involved in employee selection are

explained in detail as follows:

1. External and Internal Environment : Selection is

influenced by several external and internal environmental factors.
2. Reception : The receipt and scrutiny of applications is the first
step in the process of selection. A receptionist in the personnel
department gives information about new openings to the visitors
and receives their applications.
3. Preliminary Interview : Preliminary interview is a sorting
process in which the prospective candidates are given the
necessary information about the nature of the job and the
organisation.
4. Blank Application Form : A blank application form is a
widely accepted device for getting information from a prospective
applicant.
(i) Bio-data (ii) Educational Qualifications
(ii) Educational Qualifications
(iv) Curricular Activities (iv) Curricular Activities
(vi) Salary Demanded

5. Selection Tests : Applicants who pass the screening and the

preliminary interview are called for tests. Tests help in reducing
bias in selection by serving as a supplementary screening device.
Tests help in better matching of candidate and the job.

6. Selection Interview : Interview is the oral examination

conducted for the purpose of employment. It is a formal, in depth
conversation, which evaluates the applicant's acceptability.

7. Checking References : The references may provide

significant information about the candidates if they happened to be
his former employers or with whom he might have been working
earlier.
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8. Final Selection : Line officers will finally decide about the work
to be assigned to them.

9. Physical Examination : After the selection decision and

before the job offer is made, the candidate is required to undergo
physical fitness test.

10. Contract of Employment : After the job offer has been

made and the candidate accepts the offer, a contract for
employment is executed by the employer and the candidate.

11. Evaluation : The selection process, if properly performed,

will ensure availability of competent and committed personnel.

Induction : - Induction or orientation is the process through which a

new employee is introduced to the job and the organisation.
Induction serves the following purposes:
 (a) Removes fears
 (b) Creates a good impression
 (c) Acts as a valuable source of information

Socialisation: Socialisation is a process though which a new

recruits begins to understand and accept the values, norms and beliefs
held by others in the organisation. HR department representatives help
new recruit to "internalise the way things are done in the organisation".
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Process of socialization :-
1. Pre-arrival stage: The first stage encompasses the learning the
new employee has gained before joining the organization.
2. Encounter Stage: Here the employees bump into the real working
conditions of the organization.
3. Metamorphosis stage: The new employees, in this stage will work
out solutions to meet any problems. Hence this stage is called the
metamorphosis stage.

Types of Tests :-
 Intelligence tests: These are mental ability tests. They measure
the incumbent's learning ability and also the ability to understand
instructions and make judgments
 Aptitude tests: Aptitude tests measure an individual's potential to
learn certain skills clerical, mechanical, mathematical, etc.
 Personality tests: Personality tests are used to measure basic
aspects of an applicant's personality such as motivation, emotional
balance, self confidence, interpersonal behaviour, introversion, etc.
 Achievement tests: These are designed to measure what the
applicant can do on the job currently,
 Simulation tests: Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while at work.

Types Of Interviews :-
 Non- directive interview: In a non-directive interview the
recruiter asks questions as they come to mind. There is no specific
format to be followed.
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 Directive or structured interview: In this kind of interview,

the recruiter uses a predetermined set of questions that are clearly
job related.
 Informal interview: Such interview may take place anywhere. It
is not planned and is used when the staff is required urgently.
 Formal interview: This type of interview is preplanned and is
held in a formal atmosphere.
 The situational interview: In this approach, the applicant is
confronted with a hypothetical incident and asked how he or she
would respond to it
 Behavioural interview: The behavioural interview focuses on
actual work incidents in the applicant's past.
 Stress interview: In stress interview, the interviewer attempts to
find how applicants would respond to aggressive, embarrassing,
rude and insulting questions
 Panel interview: In a typical panel interview, the applicant meets
with three to five interviewers who take turns asking questions.
 Group interview: In this interview, groups rather than individuals
are interviewed.

CONCEPT OF PLACEMENT :
Placement, in simple words, means sending the newly employed person
to some department for work. Placement should be based on the
qualifications and qualities of the person selected.
Placement may be defined as “the determination of the job to which an
accepted candidate is to be assigned, and his assignment to that job”.
 Human Resources Management
Unit 3 : Upgrading Employee,
Trainning and development

CONCEPT OF TRAINING and Development :

Training is the process of increasing the knowledge and skills for doing a
particular job. It is an organized procedure by which people learn
knowledge and skills for a definite purpose.

On the other hand, development is a long-term education process utilizing

a systematic and organized procedure by which managerial personnel
learn conceptual and theoretical knowledge for general purpose.

Development involves preparing the individual for a future job and growth
of the individual in all respects.

Importance of Training:
 Higher Productivity: Training helps to improve the level of
performance. Trained employees perform better by using better
method of work.
 Better Quality of Work: Trained employees are less likely to make
operational mistakes.
 Less learning period: A systematic training programme helps to
reduce the time and cost involved in learning.
 Cost reduction: Trained employees make more economical use of
materials and machinery.
  Reduced Supervision: Well- trained employees tend to be self-
reliant and motivated. They need less guidance and control.
 Low Accident Rate: Trained personnel adopt the right work
methods Therefore, the frequency of accidents is reduced.
 High Morale: Proper training can develop positive attitudes among
employees.

Types of Training :
1. Orientation Training: Induction or orientation training seeks to
adjust newly appointed employees to the work environment.
Every new employee needs to be made fully familiar with the job,
his superiors and subordinates
2. Job Training: It refers to the training provided with a view to
increase the knowledge and skills of an employee for improving
performance on-the-job.
3. Safety Training: Training provided to minimize accidents and
damage to machinery is known as safety training.
4. Promotional Training: It involves training of existing
employees to enable them to perform higher level jobs.
5. Refresher Training: When existing techniques become obsolete
due to the development of better techniques, employees have to
be trained in the use of new methods and techniques.
6. Remedial Training: Such training is arranged to overcome the
shortcomings in the behaviour and performance of old employees.
7. Sensitivity Training: Employees that receive sensitivity training
become more welcoming and sensitive to the diversity that exists
in the workplace.
Designing a Training Programme :
 Identification of Training Needs: The technological changes
taking place is the main cause of identification of the training needs
in an organization
 Setting Training Objectives: Once the training needs are
identified, the next steps is to set training objectives in concrete
terms and to decide the methods to be adopted to achieve these
objectives. The overall aim of any training programme is to increase
organizational effectiveness.
 Organisation of Training Programme: Every training
programme includes trainees, trainers, a training period and training
material.
 Evaluation of Training: Training is indispensable for both the
organisation and the individuals working therein. It is very costly and
time consuming process. It is essential to determine its effectiveness
in terms of achievement of specific training objectives.

METHODS OF TRAINING :
1. Coaching: Coaching is a kind of daily training and feedback given
to employee by immediate supervisors. It involves a continuous
process of learning by doing. It may be defined as informal,
unplanned training and development activity provided by
supervisors
2. Understudy: Mentoring is a relationship in which a senior
manager in an organisation assumes the responsibility for
grooming a junior person. Technical, interpersonal and political
skills are generally conveyed in such a relationship from the more
experienced person.
3. Job Rotation: This kind of training involves the movement of
trainee from one job to another. This helps him to have a general
understanding of how the organisation functions. The purpose of
job rotation is to provide trainees with a larger organizational
perspective and a greater understanding of different functional
areas

4. Apprenticeship Training: Most craft workers such as plumbers

and carpenters are trained through formal apprenticeship
programmes. Apprentices are trainees who spend a prescribed
amount of time working with an experienced guide, coach or
trainer.

5. Vestibule Training: The term 'Vestibule training' is used to

designate training in a classroom for semi-skilled jobs. It is more
suitable where a large number of employees must be trained at
the same time for the same kind of work

6. Vestibule Training : An attempt is made to duplicate, as nearly

as possible, the materials, equipment’s and conditions found in
the real work- place. It is more suitable where a large number of
employees must be trained at the same time for the same kind of
work

7. Role Playing: This method of training involves action, doing and

practice. The participants play the role of certain character, such
as the production manager, mechanical engineer,
superintendents

8. Conference Training: A conference is a group meeting

conducted according to an organized plan in which the members
 seek to develop knowledge and understanding by oral
participation.

9. Case Study: Under this method, the trainees are given a problem
or case which is more or less related to the concepts and
principles already taught. They analyse the problem and suggest
solutions which are discussed in the class.

10. Hands on Training : Training that allows each student to gain

experience while performing tasks, making decisions, or using
tools suitable to the job assignment for which the training is being
conducted is referred to as hands-on training.

11. E-Learning : An planned course or learning exercise that is

presented electronically is known as e learning; it may contain
study materials, practice exercises, video lectures, etc.

12. Shadowing : It's a form of on-the-job training where a worker

picks up knowledge from a more experienced co-worker by
imitating and watching them. It can be a very effective training
method because it allows one individual to learn from another.

BENEFITS AND EFFECTIVENESS OF TRAINING :

 Benefits of training to Employers:
1. Higher Productivity: Trained employees perform better by using
better method of work.
2. Better Quality of Work: Trained employees are less likely to make
operational mistakes
3. Cost Reduction: Trained employees make more economical use of
materials and machinery.
 4. Reduced Supervision: Supervisory cost is reduced as well-trained
employees tend to become self-reliant and motivated.
5. Low Accident Rate: Trained employees adopt the right work
methods and make use of the safety devices.

 Benefits of training to Employees:

1. Self-confidence: Training helps to improve the self-confidence of an
employee. It enables him to approach and perform his job with
enthusiasm.
2. Higher Earnings: Trained employees can perform better and
thereby earn more.
3. Safety: Training helps an employee to use various safety devices.
He can handle the machines safely and becomes less prone to
accidents.
4. Adaptability: Training enables an employee to adapt to changes in
work procedures and methods.
5. Promotion: Through training, employee can develop himself and
earn quick promotions

MANAGEMENT DEVELOPMENT PROGRAMS :

“It is a programme of training and planned personal development
purporting to prepare and aid managers in their present and future jobs.”

Characteristics of Management development program :

 Continuous Activity: Since managerial skills cannot be acquired

overnight, it is a continuous process rather than a "one-off" event
 Improves Performance: The goal of management development is
to better equip managers with the skills they need to operate at
their highest levels.
  Organised Process: it is a systematic procedure to prepare
managers
 Guided Development: The managers are guided by professionals
to pursue a work undertaken in a sequential manner
 Deficiency Improver: Programs under management development
are tailored to cater each manager's needs

TRAINING PROCESS OUTSOURCING :

When a company employs an outside provider to handle all of its learning
and development activities or processes, that arrangement is known as
training process outsourcing.

Or when an organisation gets its employees trained by an outside agency,

it is called training process outsourcing.

Benefits of Training Process Outsourcing :

 Reduces Costs: Companies primarily sublet training in order to
save money. They hire an agency and an amount is fixed to deliver
services.
 Improvement of skills and talent: No business has all the
internal information it requires to succeed.
 Reduction of Risk: Training helps to avoid failures. If we don't give
our clients or workers the training they require when they need it on
upgraded software’s, technologies, machines, etc. this will put the
company in a bad position
 Helps in saving time: When companies outsource training
agencies, they are free to focus on other tasks and training does not
hamper the other operations of the business.
 High quality learning: When training is imparted by an expert the
learning is more focused and is of high quality
SCOPE OF TRAINING :
1. On board training : “Onboard training means practical training on
board training vessel or merchant ship in operation, as part of an
approved training, carried out under the direction of a qualified
person, the master or an officer authorized thereof and in
accordance with an approved programme”.

2. Soft Skills training : Organisations are seen giving more

importance to development of hard skills and underestimate the
importance and need of soft skills.

3. Technical Skills training : Technical skills are the specialised

knowledge and proficiency needed to carry out particular duties and
make use of particular tools and programmes in practical settings.

4. Product and service training : A learning programme called

"product knowledge training" contains all the details about your
products or services that trainees need to be familiar with in order to
do their jobs well.

5. Quality Training : An excellent, thorough training program gives

staff members a better understanding of the goals, methods, and
policies of your company. Also, it equips individuals with the
information and abilities necessary for them to perform their jobs
well.
 Human Resource Management
Unit 4 : PERFORMANCE APPRAISAL and
Compensation Management
Meaning of Performance Appraisal: -
Performance appraisal is the critical examination of employees'
effectiveness and recognition of a person's abilities for future growth and
development.

Nature of Performance Appraisal: -

(1) To provide valuable input on every employee's skill.

(2) To provide a foundation for modifying or changing behaviour patterns

toward more productive work habits.

(3) To provide managers with information to assist them while determining

on future job assignments and compensation.

Objectives of Employee Appraisal: - Performance

appraisal can be conducted with the following goals in mind:

1. To keep track so as to establish salaries and bonuses, pay structure,

annual bonuses, and so on.

2. To identify employees' quality and weak point such that they place the
right men at the accurate jobs.

3. To preserve and evaluate a human's potential for development and

advancement.

4. To assists workforce with suggestions on their performance and related

status.
5. It sets the stage for influencing employees' working habits.

6. To analyze and maintain advertising and other skills training

Process of Performance review:

 Process of Performance review: The very first stage in
performance review is to create the benchmarks that will be utilized
to draw comparisons staff members' actual performance.

 The dissemination of norms : Once established, its

management's responsibility to share information the benchmarks
to all employees of the organization. Employees must be informed,
and the standards must be clearly explained to them.

 Actual performance evaluation : The trickiest aspect of the

evaluation process is attempting to determine the performance of
the employee, which refers to the staff members' final release over
the period of time specified.

 Actual performance versus expected outcome : True

performance is assessed in contrast to preferred or level of
performance. The comparison reveals distinctions in job performance
from the accepted rules.

 Discussing results [Feedback] : The evaluation outcomes are

communicated by debating with employees one-on-one. This
conversation focuses on interaction and listening. The outcomes,
problems, and potential solutions are now being discussed with the
goal of conflict resolution and reaching consensus.
Performance Management :
Performance appraisal is a commercial tool that enables managers to track
and assess the work done by their staff. The objective of actual supervision
is to foster a setting where individuals can conduct themselves towards
the finest of their potential and deliver the work

Methods of Performance Management :

1. Management by Objectives (MBO) : After establishing specific
goals, managers and employees meet on a regular basis to discuss the
feasibility of achieving those objectives and the progress made. These
progress indicators aid in analyzing an employee's contributions towards
the end of review period.

2. Assessment Center Method :

Employees are evaluated based on their performance in social-stimulating

activities such as position, judgments, conversations, and so on. Employee
performance is examined in order to identify future leaders and managers

This method can be tailored to meet a specific requirement, position,

placement, or goals, and it can focus on providing insight into an
employee's public persona.

3. Human Resource Accounting Method :

It is used to assess an employee's score dependent upon economic rewards

they receive from the organization. It is also known as the Human Capital
Cost Accounting Method. This means that such an employee's performance
is assessed against the salary and other benefits provided by the company.
4. Behaviourally Anchored Rating Scale (BARS) :

BARS sets up typical workplace behaviours based on a job role and

evaluates an employee's performance in relation to these established
standards. The appropriate results of an employee in any given situation
(critical incidents) are measured.

Potential Appraisal :
Potential appraisal is a future-oriented appraisal with the primary goal of
determining and assessing employees' potential to presume higher
positions and duties in the organization chart.

Techniques of potential appraisal: -

• Self – appraisals. • Leadership exercises etc.

• Peer appraisals. • Management games like role playing.

• Superior appraisals. • Psychological and psychometric tests.

• MBO.

Employee Counselling :
Employee counselling is an integral part of annual reviews and potential
evaluations if they want to achieve their real purpose of aiding employees
in growing and developing.

Employee guidance is a technique of understanding and trying to assist

individuals who are starting to experience technological, individual, and
sentimental adjustment issues that are meddling with their job
performance.
Employee counselling is a method of understanding and assisting
individuals who are beginning to experience technical, personal, and
emotional adjustment issues that are interfering with their job
performance.

Need for Employee Counselling:

1. It is necessary for staff members to escape the troubles, which offers a
fresh way to deal with the issues.

2. The employees need to know as to what further worries the company

has about the worker.

3. A need to identify the workplace issues and ineffective results.

4. There is a need to increase the productivity of employee and the

confidence about the work.

Job Transfer and Promotion :

“Transfer” means the association of a worker from a site in a job class to a
vacant position for which the employee qualifies in the similar or different
job class in the same pay grade. A transfer may include a modification in
duties, work location, days of work or hours of work.

A promotion is situation in which a worker advances to a spot that is

classified at a higher salary grade, or in certain circumstances, an
acknowledgment of significant greater responsibilities surrounded by the
equivalent grade.
 COMPENSATION
CONCEPTS AND POLICIES
Compensation is a technique of providing monetary compensation to staff
in lieu of the work done. Compensation can be utilized to help with talent
acquisition, work performance, and job involvement.

Benefits and compensation plays an essential part due to their ability to

hire and keep talented employees.

An ideal compensation system guarantees that staff is satisfied and

content. This reduces worker turnover. Thus, the organisation achieves
market stability.

The compensation policy is the fundamental document that drives the

specific details of the organization's compensation practices. Whereas the
reward policy generates the companies’ reputed level of remuneration
goals, the remuneration guideline talks about precise details of the
individual components of compensation, followed by behavioural patterns,
individual’s involvement in the organization's payment system

BASE AND SUPPLEMENTARY COMPENSATION :

Base compensation comprised of financial benefits offered to employees in
the form of salaries and wages. It attempts to compensate employees for
their efforts

Staff is typically paid on an hourly, daily, weekly, or monthly basis. Wage,

on the other hand, is the compensation given to office workers.
INDIVIDUAL, GROUP AND ORGANIZATIONAL INCENTIVE :
Individual Incentive Plan: Individual incentive plans are emphasizes the
value which has been linked to the individual performance of the
employees. These plans are created for a specific group of employees.

A group incentive plan is centered on the collective achievement of a

group.

FRINGE BENEFITS :
A fringe benefit is an incentive received by an employee in lieu of their
regular wage. It may include a number of benefits, such as: Health
coverage, meals were being subsidized, corporate phone or laptop.

Different types of fringe benefits:-

 Stock options  Free or discounted meals

 Life, dental, and vision insurance  Daycare
reimbursement
 Contributions to a retirement plan  Paid sick days

PERFORMANCE LINKED COMPENSATION :

Performance-based compensation (PBC) is a framework for financially
lucrative workers in addition to the standard wages.

Individual workers, divisions, the organisation, or the quotation which is

compensated based on how people perform over a particular time period
and in complies with the group's pre-set plans.

Companies that use these systems must be prepared to describe and

monitoring performance, as well as provide compensation, such as
rewards, when benchmarks are met.
Advantages of Performance based compensation :
1. Retention of best employees: Employers can distinguish
between high- and low performing workers by taking the help of
performance linked compensation plans.
2. Motivation to employees: A performance-linked pay plan tends
to encourage more significant and contributing employees to keep
producing their best
3. Improved Recruitment: Businesses can enhance their hiring
procedures by identifying the workers who perform better
4. Less turnover costs: When employees will be paid according to
their work and efforts, they are less likely to leave their current
employer and switch to some other company

EMPLOYEE STOCK OPTION :

Employee stock option plans (ESOPs) or Employee Stock Ownership Plans
(ESOPs) are employee benefit strategies that allow employees to own stock
in the company.

Employees purchase these shares at a price below the market price, or at a

discount. Employees are granted possibilities under the employee stock
option plan, which allow them to buy stock at a lower cost than the
current market price/value of the stock, or they are given a certain
proportion of their compensation in company stock.

PAY BAND COMPENSATION SYSTEM :

A pay band is a component of the salary process in which different jobs are
ranked according to education and experience.
It is used to place applicants in the appropriate position and ensure that
they are fairly compensated. Employers are required by law to publish the
minimum and maximum amount they are willing to pay for each band.

A pay band is a set salary range for a group of jobs with known to have
similar characteristics, qualifications, and levels of responsibility.

JOB EVALUATION :
Job evaluation is a systematic and logical approach to determining the
comparative value of different jobs within such a corporation.

Job evaluation entails determining the significant meaning of various jobs

within an corporate body. It takes time and patience to develop a
technique for evaluating a broad range of jobs.

job evaluation comprises four steps:

1. Job analysis:- Job analysis is the practice of accumulating and
measuring appropriate job description
2. Job description:- The process of capturing job content information,
typically in the form of a written task description, is one of the most
important outcome of job analysis
3. Job analysis based on the organization's job evaluation
strategy - In the third step, the designated duties of a job are
evaluated with the help of job assessment strategy or device elected
by the organization
4. Establishing the job hierarchy : A job evaluation plan yields a
patriarchal ranking of job positions according to their relative
importance to the company
 Human Resource Management
Unit 5 : EMPLOYEE MAINTENANCE,
Engagement, Emerging Horizons

EMPLOYEE HEALTH :
Health is a state of complete physical, mental and social well-
being and not merely the absence of disease.

Workers spend a great deal of their time in industrial settings.

In many industries, workers are exposed to various types of

health hazards. They do not feel working hard continuously for
long time. As a result productivity will be low. Secondly, ill
health will force workers to be absent from work.

Working Conditions Affecting Health :

 Cleanliness: Hygiene is essential to health. Dirt should be
removed daily from the workplace, furniture, staircase etc.
Properly cleaned and disinfected spittoons must be
provided at convenient places
 Lighting: Adequate and proper lighting is essential for
higher efficiency and good quality of work.
  Temperature and Ventilation: Flow of fresh air with
right temperature and humidity is necessary for protection
of health.
 Freedom from Noise: Too much noise inside and outside
the work place causes disturbance. It does not allow
workers to concentrate on the work and their efficiency
declines.
 Dust Control: At some work places, there is higher ratio
of dust.
 Working Space and Seating Arrangements: Adequate
space should be provided for free movement of persons,
machines, etc.

Protection against Health Hazards :

Two types of measures can be taken to protect employee health
against occupational hazards:

 Preventive Measures :
(i) pre-employment and periodic medical examination,
(ii) Removal of health hazards to the maximum possible
extent,
(iii) check over women, and other worker exposed to
special risk,
(iv) training of first aid staff, and
(v) educating workers in health and hygiene etc.
  The curative measures consist of treatment for the
affected workers . Use of less toxic materials, providing
protection devices, controlling noise, dust fumes, gases,
etc. are some of the convenient and inexpensive measures
that can be taken by employers to prevent health hazards

EMPLOYEE SAFETY :
It is the responsibility of every management to ensure workers
safety while they are at -work. Industrial safety and efficiency
are directly related to a great extent.

Industrial safety measures include precautionary steps to be

taken by the management of an enterprise in order to prevent
accidents. Thus, accident prevention is the, main objective of
any safety programme.

Some benefits of a safe and healthy working

environment:

 The safer the work environment, the more productive it is.

 Workplace safety promotes the wellness of employees and
employers alike. Better safety equates to better health.
 There are very few accidents in a safe working
environment. This results in less downtime for safety
investigations and reduces costs
 Damage to industrial equipment creates costs for
replacement and repair.
Causes of Industrial Accidents :
 Unsafe Conditions: These refer to work related or
technical causes. These are the biggest cause of accident in
industry.
 Unsafe Acts: These arise due to lack of knowledge and
skills, bodily defects and faulty attitude.
 Miscellaneous Causes: Young, untrained and
inexperienced workers cause more accidents than old,
trained and experienced workers. Alcoholic and drug
addicted prone

Steps taken to ensure safety of Employees

:
1. Safety Policy: Every industrial establishment should
formulate and implement a safety policy. Once the safety
policy has been spelt out, the establishment should
formulate a safety programme
2. Safety Committee: A safety committee should be
constituted in every large factory. It should consist of the
representatives of both the employer and the employees.
3. Safety Engineering: Proper engineering procedures must
be adopted to eliminate or minimize work hazards. Full
attention should be paid to safety in the design, layout and
installation of plant and machinery.
 4. Safety Education and Training: Safety education and
training should be provided to workers, supervisors and
executives to develop safety consciousness and safe
working habits.
5. Role of Government: The Government of India
established the Factory advice Service and labour Institute,
Mumbai. The institute renders advice on safety matters
and enforces safety laws.

EMPLOYEE WELFARE :
Employee or labour welfare is a comprehensive term including
various services, benefits and facilities offered to employees by
the employer. Through such generous fringe benefits the
employer makes life worth living for employees.

"Labour welfare work is work for improving the health, safety

and general well being and the industrial efficiency of the
workers beyond the minimum standard lay down by labour
legislation."

Features of Employee Welfare :

 Employee welfare is a comprehensive term including
various services, facilities and amenities provided to
employees for their betterment
  Employee welfare is a dynamic concept varying from
couritry to country and from region to region within same
country.
 It is a flexible and ever changing concept as new welfare
measure is added to the existing measures from time to
time.
 Welfare measures may be provided not only by employers
but by the government, trade unions and other agencies
too
 Employee welfare is an essential part of social welfare. It
involves adjustment of an employee's work life and family
life to the community or social life.
 Employee welfare measures are also known as fringe
benefits and services

SOCIAL SECURITY :
“Social Security is a program of protection provided by society
against the contingencies of modern life like-sickness,
unemployment, old age, industrial accident against which the
individual cannot be expected to protect himself and his family
by his own ability and foresightedness.”

Features of social security :

1. Applicable to all individuals: The social security scheme is
for those who are employed and a part of society.
 2. Improves standard of living: Programmes and aids covered
under social security helps in improving the standard of
living of the needy individuals
3. Governments, non-governmental organisations, trusts, and
volunteers all play important roles in providing the
amenities.
4. Financial help: It offers financial assistance in the event of
unforeseen circumstances like unemployment, pregnancy,
work injuries
5. Dynamic concept: Social Security is a dynamic idea, and the
scope of its benefits varies depending on the social,
economic

EMPLOYEE GRIEVANCE :
The grievance procedure set up by agreement with a union
provides a medium for the workers to transmit his grievance to
management in an orderly manner and get the answer in
writing.

"any real or imagined feeling of personal injustice which an

employee has concerning his employment relationship."

Handling of Grievances :
For the purpose of handling grievances efficiently, it is
necessary to find and analyze the grievances of the
subordinates. If a grievance is found to be genuine or real, the
corrective action should be taken immediately.
But if the grievance arises due to imagination or disturbed
frame of mind of the worker, then it is necessary to explain and
clear up the matter.

HUMAN RESOURCE INFORMATION SYSTEM (HRIS) :

Human Resource Information System (HRIS) is a system
designed to supply information required for effective
management of an organization.

Information is needed to take these decisions. Quality of

decisions will largely depend upon the nature . and type
information provided for taking the decisions.

Human Resource Management Information System is designed

to supply information required for effective management of
human resources in an organization.

Objectives of HRIS :
I. To make the desired information available in the right form to
the right person and at the right time.

II. To supply the required information at a reasonable cost.

III. To use the most efficient methods of processing data.

IV. To provide necessary security and secrecy for important

and/or confidential information.

V. To keep the information up-to-date.

Functioning of HRIS :
Data Collection: Who should collect what data and in what form
and how often? The nature and the form of data will vary from
organisation to organisation depending upon its objectives.

Data Management: A good data management system involves

Processing operations, Storage of data, Retrieval of data,
whenever required, Evaluation.

E-HRM :
E-HRM is termed as electronic human resource management.

E-HRM has been defined as "a way of implementing HR

strategies, policies and practises in organisations through a
conscious and directed support of technology-based channels"

Advantages of E-HR m:
1. Providing services efficiently: E-HRM improves the
quality of services and fixes a particular form in which
service is to be provided
2. Help in cost saving: Routine tasks like record keeping,
collecting and storing records, maintaining portfolios, etc.
can be done easily using software’s
3. Maintenance of Employee Data: Huge bundles of data
are stored using electronic data and making any updations
is also super easy as compared to manual record keeping
 4. Quick Analysis of data: Employee performance can also
be analysed in no time using some analytical software’s,
that help the company to provide fair appraisal to the
employees
5. Improving accuracy: Data stored here is more accurate
and there exists no chance of human biasness

Disadvantages of E-HRM :
1. Involvement of high costs and funds: It involves a high cost
to maintain and implement E-HRM
2. Maintenance of confidentiality: It is difficult to maintain
the confidentiality of the input data.
3. Huge amounts involved in training: Organizations need to
to-invest more on training and development before
adopting e-HRM
4. Data can be attacked: Electronic media are vulnerable,
which may be attacked by viruses from anywhere on the
Internet.

EMPLOYER-EMPLOYEE RELATIONSHIP :
An employment relationship exists between an employer and
an employee. It occurs when a person accepts a paid position or
delivers paid services under certain conditions
Need for Employer-Employee Relationship :
• Cordial Relationship: Relationships between employees and
employers that are friendly contribute to economic growth and
development

• Interaction: If an employee feels valued by their employer,

they will do everything in their power to ensure that the
business achieves its goals.

• Understanding: When employees have positive interactions

with senior management, they tend to remain with the
company for longer periods.

• Empowerment: Businesses that have employees who are

engaged in their work as a result of great relationships between
employees and employers

• Conflict Management: Conflicts in the workplace have a

detrimental impact on the performance of an organisation.

Importance of Employer-Employee Relationship :

 Productive Workforce: A strong relationship between an
employer and an employee creates a pleasant place to
work for the employee and makes the organisation more
productive.
 Loyal Workforce: An improved employer-employee
relationship fosters more employee loyalty and increases
the likelihood that employees will stay on the job.
  Positive Working Conditions: Conflicts are less likely to
occur in the workplace when employer and employee
relations are good.

INDUSTRIAL DISPUTES :
A labour dispute is a disagreement or conflict between
management and employees about employment. It is a
dispute between an employer and a trade union representing
workers.

The industrial disturbance is characterized by worker strikes,

lockouts, picketing, gheraos, and indiscipline.

Reasons of Industrial Disputes :

a) Economic Reasons: The majority of industrial disputes are
caused by economic factors. Industrial conflicts are caused
by economic factors, either directly or indirectly.
 Poor Pay  Dearness Allowance 
Bonus
 Working Environment Working Time

b) Management Reasons: An organization's success is heavily

reliant on its management ability. The growth of the
industrial unit will be automatic if the management adopts
proper strategies.
 Non-Recognition of Unions  Breach of
Contract
 Neglect by Managers and Supervisors
  Poor Recruiting Procedures and Policies for Employee
Development
 Self-serving Leadership

c) Political Reasons: In accounting for industrial conflicts,

political factors are just as important as economic and
managerial ones.
 Political Influence  Trade Union Activity
 Strikes

Methods for resolving Industrial Disputes :

 Formation of Works Committees: Every industrial facility
with 100 or more employees is required to create a works
committee.
 Grievance Handling Authority: The Industrial Disputes
(Amendment) Act of 1982 authorised the establishment of
a Grievance Resolution Authority and the referral of
specific cases to such agencies.
 Conciliation Officer: The Central or State Government
appoints conciliation officers for certain regions or
businesses within a state. Their primary responsibility is to
bring the two parties together and assist them in resolving
their issues.
 Court of Inquiry: When conciliation officer and board of
conciliation efforts fail to settle an industrial dispute, the
subject is submitted to a court of inquiry.
  Conciliation Committee: The government appoints an ad
hoc board of conciliation consisting of a Chairman and two
to four persons representing the employer and the
employees
 Labour Courts: State governments have established courts
to investigate disputed orders of employers, including
dismissals, discharges, and suspensions of employees by
management.

STRESS FREE ENVIRONMENT :

Stress is a normal part of life. As an employee, you might feel
stressed about meeting organisational requirements, getting
used to a new place to live, or making new friends.

t if your stress level is too high, it can cause health and social
problems. One of the main causes of employee absences and
poor output is stress in the job.

Importance of Stress Free Environment :

Human resource management (HRM) recognises the importance
of stress free environment in assisting workers in meeting both
the mental and physical demands of their jobs

Anxiety, despair, impatience, and inability to focus are just

some of the side effects of stress that workers may encounter
on the job.
Benefits of Stress Free Environment:
• Managing Productivity: When workers are anxious, they are
less efficient. As a result, deadlines may be missed, mistakes
made

• Decreasing Absenteeism: It's possible for stress to increase the

likelihood of absenteeism or presenters,

• Managing Health: Heart disease, anxiety, and depression are

just some of the health issues that have been linked to stress in
the workplace.

• Organisational Effectiveness: Organizations may boost

productivity, profits, and employee health by taking steps to
reduce stress in the workplace

REJUVENATION BREAKS:
When the monotony of a long day at work is broken up with
rejuvenating breaks at strategic intervals, the day may be made
to seem much shorter and significantly less stressful.

An employee that puts in a lot of effort deserves the

opportunity to take a break, receive some sustenance, and then
come back to work feeling more energised.
Benefits of Rejuvenation Breaks :
• Foster Creativity: Having employees take time off is not only
good for their physical and mental health, but it also helps the
business.

• Reduced Employee Burnout: Adopting this kind of policy

shows that the company cares about its employees' health

• Increased Productivity and Well being: Employers may be

better served by exploring strategies to reduce the fear and
anxiety workers connect with being away and unplugged

LEISURE ACTIVITIES :
Leisure is referred to as being utilised to "recharge the
batteries" and enhance performance.

Recreational exercise has a significant part in boosting

employee productivity since the objective of human resource
management (HRM) is to ensure that employees and
organisations reach a high level of performance.

Need of Leisure activities for employees :

• Stress and productivity go in the opposite direction: Stress can
lead to a lack of balance between work and life, so companies
are looking for ways to give their employees more energy and a
positive attitude.
• Combining work and play: The companies do many things to
make their employees feel comfortable, such as letting pets in
the office, having poker nights, and going on adventure trips

• Cost of Company: When a business grows in size, the

expense of providing leisure activities for the workforce may
become a significant drawback.

HUMAN RESOURCE AUDIT :

It is a process through which the finance department evaluates
and verifies the financial records of any department.

In the context of the HR department, it is an action that

regularly evaluates the efficacy of all human resource policies,
practices, and activities carried out by the people employed by
the organisation.

Auditing of human resources is an essential component of HR

management that is used to evaluate different aspects of
personnel operations.

Objectives of Human Resource Audit :

 Human resources audits ensure that the HR division is
running smoothly.
 Errors made by human resources while carrying out their
duties are quickly identified via audits and appropriate
remedial actions are implemented.
  The HR processes are examined to determine if they are
being executed in accordance with the company's
established rules and norms.
 The HR department is audited to determine if it is fulfilling
the organization's rules and regulations
 Human resources audits evaluate the various business
processes within an organisation to identify wasteful or
unnecessary spending.
 The regular evaluation of employee behaviour and
activities via HR audits helps keep workers disciplined

Procedure of Human Resource Audit :

Step-1-Determining the Goals: The HR audit is the first step
in an organization's history. It evaluates the functions and
activities of the HR department

Step-2-Drafting Rough Plan: An auditor should create a

framework for their audit plan to identify the number of people
needed, cost, and tools needed

Step-3-Gathering information: Background data is essential

for an auditor to understand internal and external factors that
can affect the HR auditing process.

Step-4-Selecting Data Collection Method: HR auditors use

various methods to gather information, such as the interview
method, questionnaire method
Step-5-Finalizing Audit Plan: The sole responsibility of the
assessor is to have a clear idea of the goals to be reached, the
methods to be used, the areas to be covered

Step-6-Getting All Audit Information: The assessor must

gather information from various sources to understand the HR
department's strengths and weaknesses.

Step-7-Putting together an audit report: The HR

department is assessed through an assessment programme
which covers tasks such as hiring, training, promoting,
rewarding, keeping employees, moving them to new jobs,
transferring them, and retiring.

Step-8- Decision Based on Final Audit Report: HR is the last

step in the organisation's decision-making process, which
involves asking auditors for suggestions to make decisions.

TALENT MANAGEMENT :
The process of talent management involves making a
conscientious and intentional effort to recruit, engage,
cultivate, and retain employees who have the potential to
satisfy both the present and the future requirements of a
business.

HR managers are responsible for bringing in and keeping

talented employees, but it is also the responsibility of each and
every worker at the organisation.
Objectives of Talent Management :
 It assists firms in improving their overall
performance: If your firm has access to the best
professionals, it can accomplish anything.
 It enables businesses to maintain their competitive
edge: Your company will grow more robust and better able
to weather the effects of change and uncertainty
 It is the engine behind invention: No matter what
sector you work in, there is a constant influx of new
technological developments.
 It assists in the formation of effective teams: If you
have the right plan for managing your people, you will be
able to put together a team that is more productive
 It results in a lower turnover rate: If a firm makes its
workers feel appreciated and gives them confidence that
there are many prospects for advancement

REDUNDANT MANPOWER :
When there is no employment, an employee may be asked to
quit or laid off, which is known as redundancy

The term "redundancy" refers to the termination of an

employee's fixed-term employment when a job no longer exists
or has become less important.
Need for Redundancy :
• It has been determined that the employer's business, or a
portion of the employer's company, is no longer operational;
and/or

• There has been a change in the location of the employer's

place of business; and/or

• Because of declining or eliminated demand, the company is no

longer in need of a certain kind of labour to be performed.

Reasons for Rendundancy :

• The employment has been rendered obsolete by new
technologies.

• The position for which you were employed no longer exists.

• The firm must decrease expenses by lowering the number of

employees.

• The company is shutting or relocating.

• Another firm has purchased the company.

EMPLOYEE BURNOUT:
It happens when workers are generally unhappy with their jobs
and feel tired on multiple levels, such as mentally, physically,
and emotionally. The end result is an employee who doesn't feel
up to doing their daily work and isn't interested in their job or
profession in general.
This causes mental distance and lower productivity overall.

Causes of Employee Burnout :

• Excessive Work: One of the most typical reasons for burnout
in the workplace is when workers are coping with excessive
amounts of work.

• Insufficient Work: On the other side, being overworked may

also be caused by a lack of available job.

• Remuneration: Things have the potential to get extremely

difficult very quickly when workers don't feel that the money
they receive is commensurate with the job they do or the
quantity of work they are expected to do.

• Culture and Management: Both the culture of the company

and the management style may have a significant impact on
employee burnout.

Prevention of Employee Burnout :

• Encourage a healthy work routine

• Consider cultural issues: Employee burnout will be simpler to

avoid if your business culture is clear and your executives
reward workers

• Develop a mental health policy

WORK FROM HOME :
It is the idea that a worker can do their job from home. When
someone works from home, they can set their own hours and
don't have to worry about getting to and from work.

It encourages different religions and genders. Work-life balance

is easier for employees who can do some of their jobs from
home.

Benefits of Work from Home:

 Pool of Talent: A varied talent pool contains job candidates
for a certain position with some individuals who have
geographical restrictions or handicapped persons
 Work-life harmony: Employees who work from home are
relieved of household duties and stress, giving them more
time to focus on their jobs.
 Affordable: Costs associated with office infrastructure,
such as office space, power costs, specialised
infrastructure for a workforce with varying demands
 Encouragement: When workers manage their work-life
balance and boost their output, they feel motivated.
 Resource and Energy Saving: When there is no longer a
need to drive to work, working from home frees up time,
energy, and resources that may be utilised to boost
productivity at work.
  Encouragement of Autonomy: Working from home is a perk
for doing a profession that offers independence, freedom,
and schedule flexibility.

Drawbacks of Work from Home:

 The manager isn't keeping an eye on the work. Keeping an
eye on the work is always a big problem
 The cost of setting up the technology needed to put the
idea into action.
 Data transfers always have security problems that are
hard to keep an eye on.
 Not all jobs can be done from home. When employees don't
talk to each other, it can be hard to do a job
 Directions, orders, prescriptions, and rules must be clearly
given in order for a job task to be done well.