Hi Friends,
I am a new participant. I would also like to add my comments on TQM. TQM may be defined as creating an organizational culture committed to the continuous improvement of skills, teamwork, processes, product & service quality, and customer satisfaction. For achieving total quality, three things are essential:
1. Meeting customer's requirements
2. Continuous improvement through management processes
3. Involvement of all employees
Steps in TQM:
1. Plan
- Policies & objectives
- Methods to achieve objectives
2. Do
- Education & Training
- Implementation of change
3. Check
- Observe Results
- Analyze Results
4. Act
- Prevent Undesired Effects
- Measures for improvement
I tried to explain TQM in HR just to share my knowledge on this topic.
Sangeeta
From India, New Delhi
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2I am a new participant. I would also like to add my comments on TQM. TQM may be defined as creating an organizational culture committed to the continuous improvement of skills, teamwork, processes, product & service quality, and customer satisfaction. For achieving total quality, three things are essential:
1. Meeting customer's requirements
2. Continuous improvement through management processes
3. Involvement of all employees
Steps in TQM:
1. Plan
- Policies & objectives
- Methods to achieve objectives
2. Do
- Education & Training
- Implementation of change
3. Check
- Observe Results
- Analyze Results
4. Act
- Prevent Undesired Effects
- Measures for improvement
I tried to explain TQM in HR just to share my knowledge on this topic.
Sangeeta
From India, New Delhi
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Hi All,
As I mentioned pls find below the TQM concept, which I read in one website.
What is TQM?
The problem of quality management is not what people don't know about it. The Problem is what they think they do know. . . . In this regard, quality has much in common with sex. Everyone is for it (under certain conditions of course). Everyone feels they understand it (Even though they wouldn't want to explain it). Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow). And, of course, most people feel that all problems in these areas are caused by other people (if only they would take the time to do things right). (Crosby, 1979)
Hi Sangeetha,
Welcome to this thread. It is good contribution from you. Keep participating.
Preet
From India, Bangalore
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As I mentioned pls find below the TQM concept, which I read in one website.
What is TQM?
The problem of quality management is not what people don't know about it. The Problem is what they think they do know. . . . In this regard, quality has much in common with sex. Everyone is for it (under certain conditions of course). Everyone feels they understand it (Even though they wouldn't want to explain it). Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow). And, of course, most people feel that all problems in these areas are caused by other people (if only they would take the time to do things right). (Crosby, 1979)
Hi Sangeetha,
Welcome to this thread. It is good contribution from you. Keep participating.
Preet
From India, Bangalore
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Hi All, The TQM is conceptualized by Japaneese and is being used in the name of " KAIZEN" which involved of processes. Preet
From India, Bangalore
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From India, Bangalore
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Hi Preet,
Kaizen means constant improvement. Kaizen practitioners view quality as an endless journey, not a final destination. They are always experimenting, measuring, adjusting, and improving. Kaizen involves:
(i) Improved and more consistent product and service quality.
(ii) Faster cycle time.
(iii) Greater flexibility.
(iv) Lower costs and less waste.
Sangeeta
From India, New Delhi
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Kaizen means constant improvement. Kaizen practitioners view quality as an endless journey, not a final destination. They are always experimenting, measuring, adjusting, and improving. Kaizen involves:
(i) Improved and more consistent product and service quality.
(ii) Faster cycle time.
(iii) Greater flexibility.
(iv) Lower costs and less waste.
Sangeeta
From India, New Delhi
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Hi Sangeetha, Good point. Even TQM is also of same processes which is continuous and leads to improvement. Preet
From India, Bangalore
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From India, Bangalore
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Dear All
Greetings!
Well said by all. To add some more points on TQM in HR. Please read the following article on Manufacturing More Effective TQM: Implications for the Management of Human Resources "Adrian Wilkinson, Mick Marchington & Barrie Dale"
Human Resource Policies and Practices
In this section, we draw out a number of issues from the three case studies and discuss the implications of TQM for the management of human resources and in particular for the role of the Personnel Function.
The question of ‘fit' between the ‘hard' and ‘soft' side of TQM requires a re-examination of existing human resources policies. (see Wilkinson, 1994). Clearly the HR policies must be consistent with and reflect the Quality Policy of the organisation, so that different and contradictory messages are not being disseminated by management.
There are a number of critical human resources issues arising from the three cases:
Education and communication Each of our case study companies had placed great emphasis on this; through a variety of vehicles — videos, briefing, magazines, newsletters and noticeboards, etc. so as to promulgate and reinforce the quality message. As Ishikawa (1985) says — “Quality begins and ends with education”.
However, the evidence suggests that it is inadequate for senior management to express their commitment solely through communicating vision and mission statements. The “levers” at the disposal of the Personnel Department may be more powerful in providing clear messages of change and taking this message beyond the talking stage. We find our companies supporting the quality message through the adaptation of personnel practices arid the development of new communications channels between management and non-managerial employees.
Selection In our cases there is some evidence that TQM has had an effect on selection procedures. At Carcom for example, more sophisticated recruitment and selection techniques were being introduced, including psychometric and aptitude tests and assessment centres in an attempt to identify teamworkers appropriate to a quality culture. The careful recruitment and selection of workers also characterises many Japanese companies which have established plants in the United Kingdom and want to facilitate the appropriate “culture”. Aptitude tests are also being used at Photochem when considering which of the current staff might be moved into “new” plants (that is, those with new and more sophisticated technology) within the major European manufacturing site.
Appraisal Deblieux (1991) argues that performance appraisal has a key role to play as a primary tool to communicate to managers whether quality standards are being met. Furthermore, under TQM the customer — internal or external — is regarded as supreme and it thus seems a logical step to include customer evaluation of managerial performance in their overall appraisal (Snape, Redman & Bamber, 1994). In our cases, companies were reassessing their appraisal systems to incorporate quality criteria so as to reinforce the critical importance of the “quality” message. This is a prime area in which the gap between the broad organisational philosophy (eg “quality is king”) and managerial practices/systems (eg people are not appraised on the basis of quality) can be most easily observed. Any contradiction between espoused policies and operational reality can easily lead to employee cynicism and frustration.
Training Technical training (tools and techniques) predominates in TQM texts but there is less emphasis on the necessary soft skills (eg teamwork) which may also be required. An increased emphasis on both types of training was apparent in each of our case studies. The case of Carcom, in particular, illustrates that training can be seen as a key litmus test of management commitment to developing employees. Training had increased in volume despite the business losses incurred and the appointment of a training officer was also seen as significant Similarly, at Photochem, the HR department had recently initiated training sessions which — at least in part — was geared up to improving interpersonal and teamworking skills. The recent Institute of Management survey found a strong relationship between an individual manager's assessment of the adequacy of training and the degree of success of the quality management programme (Wilkinson et al, 1993).
Recognition It seems likely that companies will abandon pay policies which reward sheer volume of output. The evidence from Incomes Data Study Survey 492 suggested that, although many companies have tried to foster a quality culture, not many had tried to embody this in their payment systems. The quality management literature assumes employees are keen to participate in the pursuit of quality improvements with little concern for extrinsic reward. Of course, one reason for this could be that managements believe that the continuous improvement of quality is a part of employees' routine work, and hence should not be rewarded. Furthermore, popular schemes such as performance-related pay may, at the individual level, militate against the ideas of cooperation and teamwork espoused by TQM. At the time of the research, management and unions, supervisors and their teams were involved in a wide-ranging exercise to consider a shift towards some kind of performance- related pay scheme. None of the three case study companies had as yet changed existing payment policies although none of them operated piece-rate systems. Other types of recognition such as prizes and awards were also being considered and had been introduced at Electron.
Other personnel policies like single status may be important in providing some underpinning for the “call to arms” in terms of introducing TQM for the corporate good. This would certainly be consistent with the ideas of Deming. Clearly visible senior management commitment is crucial. Thus at Electron, the interviewing of all staff on a one-to-one basis by the MD clearly marked off the quality initiative from past fads.
Employee Involvement can take a wide variety of forms, ranging from direct downward communication from managers to other employees or the seeking of employee opinions V via problem-solving groups through to high-level meetings between directors and trade union representatives on Works Councils or Company Boards. The subject matter equally can vary from the mundane to the strategic, focusing on social and sports items through to high-level financial and commercial information. The article by Wilkinson et al (1992) differentiates between employee involvement defined as:
education, communications, customer care, as in all the case organisations.
amended job responsibilities, hierarchically and at the same skill level, as at Photochem.
problem solving and the tapping of employee opinion, as at Electron.
Even though these are not radical in orientation, their successful operation depends to. a large extent on the climate within which they are introduced, the motives and abilities of managers to make them work, and their primacy in relation to other organisational goals and objectives. The most innovative approach in our case studies could be seen at Electron where the Error Identification Form proved a powerful tool for both involving staff and, because of the visible allocation of responsibility, for getting things done.
Industrial Relations TQM seems to require wholesale organisational changes and a re-examination of production/operations methods and working practices and this has implications for industrial relations. The literature suggests that persuading workers to take responsibility for quality assurance and improvement and adjusting traditional job roles requires little more than a dose of motivation and training. However, these are issues which (certainly in the manufacturing sector) involve questions of job control and working practices and possibly compensation as well. At Photochem, for example, a decision was made to ‘work with' the stewards in introducing change rather than ignoring or passing them. Industrial relations considerations may also be important where TQM is associated with a programme of job losses and work intensification. Furthermore, trade unions may be concerned that TQM would marginalise the union as a communications channel, as at Electron and Carcom, at the same time strengthening the sense of commitment to what might be seen as ‘managerial' objectives.
All this raises the question of the role of the Personnel Department. Recognition of the significance of HR issues in principle is by itself inadequate. In her classic work Legge (1978) pointed out that:
non-specialists, while formally recognising the importance of effectively utilising human resources, lacking as they did the expertise to develop a systematic view of what this entailed in terms of personnel strategies and actions, in practice tended to underestimate the importance of the human resource variable in decision making on issues that were not explicitly personnel management.
Hence, a personnel contribution is crucial to all full consideration of HR issues. Thus, Giles and Williams (1991) suggest that TQM could either be a heaven sent opportunity for the Personnel Functions (because of the human resource implications of TQM) or alternatively actually lead to a diminishment of the function since such issues are deemed to be too important to be left to Personnel! Yet as they rightly point out Personnel people have much to offer quality management. They are guardians of key processes such as selection, appraisal, training and reward systems, which get right to the heart of achieving strategic change. Given conflict and friction between different departments as at Electron, Personnel.also has the advantage of being seen as a ‘neutral' function and has a better chance of driving change forward in a less divisive way with fewer political wranglings. The Personnel Function played a central role in all three case studies by helping to develop and shape TQM. At Electron and Photochem the Personnel Function held most responsibility for driving TQM, whilst at Carcom it played more of a facilitating role.
Rgds,
John N
From India, Madras
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Greetings!
Well said by all. To add some more points on TQM in HR. Please read the following article on Manufacturing More Effective TQM: Implications for the Management of Human Resources "Adrian Wilkinson, Mick Marchington & Barrie Dale"
Human Resource Policies and Practices
In this section, we draw out a number of issues from the three case studies and discuss the implications of TQM for the management of human resources and in particular for the role of the Personnel Function.
The question of ‘fit' between the ‘hard' and ‘soft' side of TQM requires a re-examination of existing human resources policies. (see Wilkinson, 1994). Clearly the HR policies must be consistent with and reflect the Quality Policy of the organisation, so that different and contradictory messages are not being disseminated by management.
There are a number of critical human resources issues arising from the three cases:
Education and communication Each of our case study companies had placed great emphasis on this; through a variety of vehicles — videos, briefing, magazines, newsletters and noticeboards, etc. so as to promulgate and reinforce the quality message. As Ishikawa (1985) says — “Quality begins and ends with education”.
However, the evidence suggests that it is inadequate for senior management to express their commitment solely through communicating vision and mission statements. The “levers” at the disposal of the Personnel Department may be more powerful in providing clear messages of change and taking this message beyond the talking stage. We find our companies supporting the quality message through the adaptation of personnel practices arid the development of new communications channels between management and non-managerial employees.
Selection In our cases there is some evidence that TQM has had an effect on selection procedures. At Carcom for example, more sophisticated recruitment and selection techniques were being introduced, including psychometric and aptitude tests and assessment centres in an attempt to identify teamworkers appropriate to a quality culture. The careful recruitment and selection of workers also characterises many Japanese companies which have established plants in the United Kingdom and want to facilitate the appropriate “culture”. Aptitude tests are also being used at Photochem when considering which of the current staff might be moved into “new” plants (that is, those with new and more sophisticated technology) within the major European manufacturing site.
Appraisal Deblieux (1991) argues that performance appraisal has a key role to play as a primary tool to communicate to managers whether quality standards are being met. Furthermore, under TQM the customer — internal or external — is regarded as supreme and it thus seems a logical step to include customer evaluation of managerial performance in their overall appraisal (Snape, Redman & Bamber, 1994). In our cases, companies were reassessing their appraisal systems to incorporate quality criteria so as to reinforce the critical importance of the “quality” message. This is a prime area in which the gap between the broad organisational philosophy (eg “quality is king”) and managerial practices/systems (eg people are not appraised on the basis of quality) can be most easily observed. Any contradiction between espoused policies and operational reality can easily lead to employee cynicism and frustration.
Training Technical training (tools and techniques) predominates in TQM texts but there is less emphasis on the necessary soft skills (eg teamwork) which may also be required. An increased emphasis on both types of training was apparent in each of our case studies. The case of Carcom, in particular, illustrates that training can be seen as a key litmus test of management commitment to developing employees. Training had increased in volume despite the business losses incurred and the appointment of a training officer was also seen as significant Similarly, at Photochem, the HR department had recently initiated training sessions which — at least in part — was geared up to improving interpersonal and teamworking skills. The recent Institute of Management survey found a strong relationship between an individual manager's assessment of the adequacy of training and the degree of success of the quality management programme (Wilkinson et al, 1993).
Recognition It seems likely that companies will abandon pay policies which reward sheer volume of output. The evidence from Incomes Data Study Survey 492 suggested that, although many companies have tried to foster a quality culture, not many had tried to embody this in their payment systems. The quality management literature assumes employees are keen to participate in the pursuit of quality improvements with little concern for extrinsic reward. Of course, one reason for this could be that managements believe that the continuous improvement of quality is a part of employees' routine work, and hence should not be rewarded. Furthermore, popular schemes such as performance-related pay may, at the individual level, militate against the ideas of cooperation and teamwork espoused by TQM. At the time of the research, management and unions, supervisors and their teams were involved in a wide-ranging exercise to consider a shift towards some kind of performance- related pay scheme. None of the three case study companies had as yet changed existing payment policies although none of them operated piece-rate systems. Other types of recognition such as prizes and awards were also being considered and had been introduced at Electron.
Other personnel policies like single status may be important in providing some underpinning for the “call to arms” in terms of introducing TQM for the corporate good. This would certainly be consistent with the ideas of Deming. Clearly visible senior management commitment is crucial. Thus at Electron, the interviewing of all staff on a one-to-one basis by the MD clearly marked off the quality initiative from past fads.
Employee Involvement can take a wide variety of forms, ranging from direct downward communication from managers to other employees or the seeking of employee opinions V via problem-solving groups through to high-level meetings between directors and trade union representatives on Works Councils or Company Boards. The subject matter equally can vary from the mundane to the strategic, focusing on social and sports items through to high-level financial and commercial information. The article by Wilkinson et al (1992) differentiates between employee involvement defined as:
education, communications, customer care, as in all the case organisations.
amended job responsibilities, hierarchically and at the same skill level, as at Photochem.
problem solving and the tapping of employee opinion, as at Electron.
Even though these are not radical in orientation, their successful operation depends to. a large extent on the climate within which they are introduced, the motives and abilities of managers to make them work, and their primacy in relation to other organisational goals and objectives. The most innovative approach in our case studies could be seen at Electron where the Error Identification Form proved a powerful tool for both involving staff and, because of the visible allocation of responsibility, for getting things done.
Industrial Relations TQM seems to require wholesale organisational changes and a re-examination of production/operations methods and working practices and this has implications for industrial relations. The literature suggests that persuading workers to take responsibility for quality assurance and improvement and adjusting traditional job roles requires little more than a dose of motivation and training. However, these are issues which (certainly in the manufacturing sector) involve questions of job control and working practices and possibly compensation as well. At Photochem, for example, a decision was made to ‘work with' the stewards in introducing change rather than ignoring or passing them. Industrial relations considerations may also be important where TQM is associated with a programme of job losses and work intensification. Furthermore, trade unions may be concerned that TQM would marginalise the union as a communications channel, as at Electron and Carcom, at the same time strengthening the sense of commitment to what might be seen as ‘managerial' objectives.
All this raises the question of the role of the Personnel Department. Recognition of the significance of HR issues in principle is by itself inadequate. In her classic work Legge (1978) pointed out that:
non-specialists, while formally recognising the importance of effectively utilising human resources, lacking as they did the expertise to develop a systematic view of what this entailed in terms of personnel strategies and actions, in practice tended to underestimate the importance of the human resource variable in decision making on issues that were not explicitly personnel management.
Hence, a personnel contribution is crucial to all full consideration of HR issues. Thus, Giles and Williams (1991) suggest that TQM could either be a heaven sent opportunity for the Personnel Functions (because of the human resource implications of TQM) or alternatively actually lead to a diminishment of the function since such issues are deemed to be too important to be left to Personnel! Yet as they rightly point out Personnel people have much to offer quality management. They are guardians of key processes such as selection, appraisal, training and reward systems, which get right to the heart of achieving strategic change. Given conflict and friction between different departments as at Electron, Personnel.also has the advantage of being seen as a ‘neutral' function and has a better chance of driving change forward in a less divisive way with fewer political wranglings. The Personnel Function played a central role in all three case studies by helping to develop and shape TQM. At Electron and Photochem the Personnel Function held most responsibility for driving TQM, whilst at Carcom it played more of a facilitating role.
Rgds,
John N
From India, Madras
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Good morning all,
The contribution made by Preet, Lavanya, John, and Sangeeta is really commendable.
Sangeeta,
You made a good effort.
Lavanya,
You gave a short and up to the mark answer for machinery for settling disputes.
Preet,
Really contributing in terms of quality.
I declare Lavanya and Preet as the winners.
CONGRATS!
Preet & Lavanya
Regards,
Revathi
From India
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The contribution made by Preet, Lavanya, John, and Sangeeta is really commendable.
Sangeeta,
You made a good effort.
Lavanya,
You gave a short and up to the mark answer for machinery for settling disputes.
Preet,
Really contributing in terms of quality.
I declare Lavanya and Preet as the winners.
CONGRATS!
Preet & Lavanya
Regards,
Revathi
From India
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Hi Revathi,
Thank you for announcing the winner. Lavanya and I have been posting questions consistently. Our main goal with this thread is to encourage more people to participate, so we would like to provide opportunities to newcomers. I kindly request Sangeeta to post the next question. Congratulations, Sangeeta! Please post your question as soon as possible.
Best regards,
Preet
From India, Bangalore
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Thank you for announcing the winner. Lavanya and I have been posting questions consistently. Our main goal with this thread is to encourage more people to participate, so we would like to provide opportunities to newcomers. I kindly request Sangeeta to post the next question. Congratulations, Sangeeta! Please post your question as soon as possible.
Best regards,
Preet
From India, Bangalore
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I do not know whether Maslow's theory is any longer applicable. In the West, they did apply this kind of theory. Only Indians continue to do so because one is taught in business schools, but in real life, communists continue to dominate the trade union organizations whether you want it or not. Maslow's theory is totally different in today's world. Communist leaders want all the benefits that executives enjoy. Communism is only there to keep them alive. Many communist leaders today only fly by air and get frequent flier coupons. Ask them what their children are doing; it is a secret.
From India, Mumbai
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From India, Mumbai
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Maslow's theory is totally misunderstood in today's context, and it can never be applicable in the Indian context, at least in my opinion.
If you feel that it is applicable in any organization, please let me know.
From India, Mumbai
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If you feel that it is applicable in any organization, please let me know.
From India, Mumbai
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Hi all
Its great to me to get the opportunity to post question.
My question is a case study
In one public sector undertaking with a chequered past, a line manager was appointed as the Chief of personnel. Within a year after taking up the assignment, he had to sign a wage agreement with the worker's union. The union at that time was dominated by non technical staff. The union's charter of demands favoured in the interests of its dominant member groups. Its asked for a significant revision in gardener's pay, but was not equally vocal in pressing for the increase in the pay scales of workers in certain technical grades. The management conceded these demands because the union cooperated with them keeping the burden of the pay revision well within the guidelines of the Bureau of Public Enterprises (BPE).
Once the agreement was signed and communicated to employee / members by the management and the union respectively, there was commotion among the technical staff. They walked out of the union, formed a separate technical staff union and marched round the company premises holding placards, which read, “Here grass cutters get more than the gas cutters”. In the engineering assembly unit, till the pay revision occurred, welding was a highly rated job. But not any longer. Now gardeners get more than welders.
Questions:
1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident?
3. List the lesion learnt. Suggest a way out of the problem on hand?
Sangeeta
From India, New Delhi
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Its great to me to get the opportunity to post question.
My question is a case study
In one public sector undertaking with a chequered past, a line manager was appointed as the Chief of personnel. Within a year after taking up the assignment, he had to sign a wage agreement with the worker's union. The union at that time was dominated by non technical staff. The union's charter of demands favoured in the interests of its dominant member groups. Its asked for a significant revision in gardener's pay, but was not equally vocal in pressing for the increase in the pay scales of workers in certain technical grades. The management conceded these demands because the union cooperated with them keeping the burden of the pay revision well within the guidelines of the Bureau of Public Enterprises (BPE).
Once the agreement was signed and communicated to employee / members by the management and the union respectively, there was commotion among the technical staff. They walked out of the union, formed a separate technical staff union and marched round the company premises holding placards, which read, “Here grass cutters get more than the gas cutters”. In the engineering assembly unit, till the pay revision occurred, welding was a highly rated job. But not any longer. Now gardeners get more than welders.
Questions:
1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident?
3. List the lesion learnt. Suggest a way out of the problem on hand?
Sangeeta
From India, New Delhi
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Questions:
1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident.
3. List the lessons learned. Suggest a way out of the problem at hand.
1) The pay has to be related to productivity, i.e., the contribution that an employee makes to the value added for the organization. Now, if this present situation is allowed to carry on, the technical staff will revert to methods like a slow-down to vent out their feelings. Ultimately, it may happen that management has to increase their salary as well. Hence, no gain is happening in the end for management - what they gained from grass cutters' promise is lost to gas cutters under pressure.
2) Due to this ignorance on the management's part, unions are now divided. Managing one union is easier than two.
3) Lesson learned: keep the economics of labor relations in mind while negotiating - how should we divide the pie depends not only on the strength of members but also on how their contribution is and how their competencies are valued. The supply and demand factors would come into play.
These are common-sense implications. I am not an expert in IR though. 😄
From India, Lucknow
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1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident.
3. List the lessons learned. Suggest a way out of the problem at hand.
1) The pay has to be related to productivity, i.e., the contribution that an employee makes to the value added for the organization. Now, if this present situation is allowed to carry on, the technical staff will revert to methods like a slow-down to vent out their feelings. Ultimately, it may happen that management has to increase their salary as well. Hence, no gain is happening in the end for management - what they gained from grass cutters' promise is lost to gas cutters under pressure.
2) Due to this ignorance on the management's part, unions are now divided. Managing one union is easier than two.
3) Lesson learned: keep the economics of labor relations in mind while negotiating - how should we divide the pie depends not only on the strength of members but also on how their contribution is and how their competencies are valued. The supply and demand factors would come into play.
These are common-sense implications. I am not an expert in IR though. 😄
From India, Lucknow
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Hi Seema, Don’t get disheartened. We also don’t know many things. We should try our best to answer, and it will give more knowledge to enhance. Nothing wrong in your answer. Preet
From India, Bangalore
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From India, Bangalore
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Hi John,
Yes, this is a good option. CB can put trust back in both sides. Also, one can look at performance appraisal based on productivity and competency. That should make the process more transparent and fair to all involved.
Thanks
From India, Lucknow
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Yes, this is a good option. CB can put trust back in both sides. Also, one can look at performance appraisal based on productivity and competency. That should make the process more transparent and fair to all involved.
Thanks
From India, Lucknow
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Hi all, Anymore answers? Sangeetha you can announce the answer and the winner by 12 PM today. Preet
From India, Bangalore
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From India, Bangalore
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Hi Revathi, You can’t vote as it was fixed on time bound, and the time limit was closed long back. Preet
From India, Bangalore
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From India, Bangalore
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Hi all,
Only Seema has given a reply to all of the questions, and John has just provided a reference. Therefore, I believe Seema should be the winner. What is the viewpoint of Lavanya & Preet?
If Seema is the winner, then she can post a question.
Sangeeta
From India, New Delhi
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Only Seema has given a reply to all of the questions, and John has just provided a reference. Therefore, I believe Seema should be the winner. What is the viewpoint of Lavanya & Preet?
If Seema is the winner, then she can post a question.
Sangeeta
From India, New Delhi
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Hi Sangeeta,
Thank you for announcing me as the winner. However, I would like to know your perspective on the problem given.
My question is:
How does an HR manager decide on the expatriate compensation? What factors would she take into consideration while designing a good pay package for this category of employees?
Thanks,
Seema
From India, Lucknow
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Thank you for announcing me as the winner. However, I would like to know your perspective on the problem given.
My question is:
How does an HR manager decide on the expatriate compensation? What factors would she take into consideration while designing a good pay package for this category of employees?
Thanks,
Seema
From India, Lucknow
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Hi Seema,
Firstly, I want to mention that I am not an HR person but have an interest in HRM. I am working as a Project Secretary and collaborating with an Expatriate Team.
1. As per my knowledge, they are receiving double of their salaries compared to what they were getting in the UK.
2. Income Tax in India is paid by the Indian company on their behalf.
3. They are provided with a fully furnished house in a posh location in Delhi, a full-time driver with a saloon car, a gardener, a 24-hour cook, and one maid.
4. They are entitled to travel with family once every three months, and that too in business class if the travel journey from home to home is more than 9 hours.
5. In mobilization and demobilization, expenses in shifting their household goods (like clothing, kitchen items, etc.) are to be borne by the company.
I believe that with the above-mentioned five points, I have addressed both of your questions.
Regards,
Sangeeta
From India, New Delhi
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Firstly, I want to mention that I am not an HR person but have an interest in HRM. I am working as a Project Secretary and collaborating with an Expatriate Team.
1. As per my knowledge, they are receiving double of their salaries compared to what they were getting in the UK.
2. Income Tax in India is paid by the Indian company on their behalf.
3. They are provided with a fully furnished house in a posh location in Delhi, a full-time driver with a saloon car, a gardener, a 24-hour cook, and one maid.
4. They are entitled to travel with family once every three months, and that too in business class if the travel journey from home to home is more than 9 hours.
5. In mobilization and demobilization, expenses in shifting their household goods (like clothing, kitchen items, etc.) are to be borne by the company.
I believe that with the above-mentioned five points, I have addressed both of your questions.
Regards,
Sangeeta
From India, New Delhi
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Answer for Expat Compensation Design
Expanding global operation in more than one country requires a need to design cost effective, attractive and flexible system of global compensation. While Corporate HQ generally want to use a global compensation approach, separate operating units want increasing autonomy.
The complex issue of making choices in designing a good compensation plan has to be dealt in with careful considerations about specific needs and business strategy of the organization. An HR manager would have to first understand the following:
• Economic reality (rate of inflation, cost of living etc. )
• Business environment
• Strategic environment
• Tax and legal issues
• Cultural issues
• Timing and Value of the compensation design process
• Perception of employees about the compensation package
Over all we can say that 3 options are available to a Global employer.
• Support local practices where essential issue is to obtain buy-in of local operations.
• Commonality of compensation plans among different units: can be called as Blanket approach.
• Balancing commonality and locality
Many US firms use Balance – Sheet Approach. This is designed to provide equivalent buying power overseas so that expats can maintain their lifestyles. Some companies use Home-country –based balance sheet, where international assignees are linked to their respective home countries.
Splitting pay between the home and host currencies allow employees to take care of financial obligations at home and make purchases locally.
Some international organizations believe its necessary to offer stock options globally to maintain consistent policies. Other experts believe that compensation practices should differ from country to country. Some firms are emphasizing Assignment-based-allowances (this includes danger pay, Foreign services premiums –FSP, mobility premiums, and relocation allowances) and\d others are reducing incentives to promote equity compensation.
Hence, there are no one-size-fits-all solutions for designing global pay structures. Employers need programs tailored to fit their particular needs.
Experts advise to examine policies on a country to country basis.
Sangeeta has talked about the benefits part of the pay system. Since her answer was close to what I asked and since no one else has answered, should a chance be given to her for posting next question?Regards
Seema
From India, Lucknow
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Expanding global operation in more than one country requires a need to design cost effective, attractive and flexible system of global compensation. While Corporate HQ generally want to use a global compensation approach, separate operating units want increasing autonomy.
The complex issue of making choices in designing a good compensation plan has to be dealt in with careful considerations about specific needs and business strategy of the organization. An HR manager would have to first understand the following:
• Economic reality (rate of inflation, cost of living etc. )
• Business environment
• Strategic environment
• Tax and legal issues
• Cultural issues
• Timing and Value of the compensation design process
• Perception of employees about the compensation package
Over all we can say that 3 options are available to a Global employer.
• Support local practices where essential issue is to obtain buy-in of local operations.
• Commonality of compensation plans among different units: can be called as Blanket approach.
• Balancing commonality and locality
Many US firms use Balance – Sheet Approach. This is designed to provide equivalent buying power overseas so that expats can maintain their lifestyles. Some companies use Home-country –based balance sheet, where international assignees are linked to their respective home countries.
Splitting pay between the home and host currencies allow employees to take care of financial obligations at home and make purchases locally.
Some international organizations believe its necessary to offer stock options globally to maintain consistent policies. Other experts believe that compensation practices should differ from country to country. Some firms are emphasizing Assignment-based-allowances (this includes danger pay, Foreign services premiums –FSP, mobility premiums, and relocation allowances) and\d others are reducing incentives to promote equity compensation.
Hence, there are no one-size-fits-all solutions for designing global pay structures. Employers need programs tailored to fit their particular needs.
Experts advise to examine policies on a country to country basis.
Sangeeta has talked about the benefits part of the pay system. Since her answer was close to what I asked and since no one else has answered, should a chance be given to her for posting next question?Regards
Seema
From India, Lucknow
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Hi,
Thank you for announcing me as the winner. I am currently seeking a change and going through the phase of interviews. I have a question regarding the current scenario of interviews. I am sharing this question for others to learn from, especially for those who feel they perform well during interviews but still face rejection.
What is a psychometric test, and how can one respond to satisfy the HR personnel?
If anyone can provide insights into the standard questions asked during interviews along with appropriate answers, it would be highly advantageous.
Regards,
Sangeeta Suri
From India, New Delhi
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Thank you for announcing me as the winner. I am currently seeking a change and going through the phase of interviews. I have a question regarding the current scenario of interviews. I am sharing this question for others to learn from, especially for those who feel they perform well during interviews but still face rejection.
What is a psychometric test, and how can one respond to satisfy the HR personnel?
If anyone can provide insights into the standard questions asked during interviews along with appropriate answers, it would be highly advantageous.
Regards,
Sangeeta Suri
From India, New Delhi
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Hi Sangeetha,
Find below some info on the topic.
Psychometric tests
These tests aim to measure attributes like intelligence, aptitude and personality, providing a potential employer with an insight into how well the applicant work with other people, how well he/she handle stress, and whether he/she will be able to cope with the intellectual demands of the job.
Types:
1. Ability Tests – Measure the ability to perform or carry out different tasks.
2. Personality Questionnaires - Measure his/her way of doing things, and specifically the way he/she interact with his/her environment and other people.
Aptitude Tests
Aptitude and ability tests are designed to assess his/her logical reasoning or thinking performance. They consist of multiple choice questions and are administered under exam conditions. They are strictly timed and a typical test might allow 30 minutes for 30 or so questions.
Verbal Ability - These include questions which test his/her ability to spell words correctly, use correct grammar, understand analogies and follow detailed written instructions.
Numeric Ability - These include questions on basic arithmetic, number sequences and simple mathematics. In more complex numerical critical reasoning questions, blocks of information are provided that require interpretation.
Abstract Reasoning - These tests are usually based on diagrams and measure his/her ability to identify the underlying logic of a pattern and then determine the solution.
Spatial Reasoning - These tests measure his/her ability to manipulate shapes in two dimensions or to visualize three-dimensional objects presented as two-dimensional pictures.
Mechanical Reasoning - These tests are designed to assess his/her knowledge of physical and mechanical principles.
Aptitude tests produce raw scores which are compared to a benchmark which may be either average scores for a particular norm group or which may be a specific criterion of performance. In other words, his/her score may indicate that certain ability is better than say 70% of graduates, or is at a level which shows sufficient competence to carry out certain tasks required by the job.
Aptitude tests are designed so that very few people will be able to complete all of the questions, and the problems usually become more complex as the test progresses.
Personality Questionnaires
The principle behind personality questionnaires is that it is possible to quantify his/her personality by asking he/she about his/her feelings, thoughts and behavior. He/she will be presented with statements describing various ways of feeling or acting and asked to answer each one on a scale. For example;
1. I enjoy taking risks?
A) True B) False
2. I like to be the center of attention?
A) Strongly disagree B) disagree C) neutral D) agree E) strongly agree
The number of questions he/she are expected to answer varies from about 50 to 500 depending on the particular questionnaire used by the employer.
Personality has a significant role to play in providing answers to questions the employer may have regarding his/her enthusiasm and motivation as well as providing an insight into whether he/she are going to fit in, in terms of his/her personality, attitude and general work style.
http://www.psychometric-success.com/faq/faq-what-are-psychometric-tests.htm (CHECK THIS SITE FOR MODEL QUESTIONS AND MORE INFO.)
From India, Madras
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Find below some info on the topic.
Psychometric tests
These tests aim to measure attributes like intelligence, aptitude and personality, providing a potential employer with an insight into how well the applicant work with other people, how well he/she handle stress, and whether he/she will be able to cope with the intellectual demands of the job.
Types:
1. Ability Tests – Measure the ability to perform or carry out different tasks.
2. Personality Questionnaires - Measure his/her way of doing things, and specifically the way he/she interact with his/her environment and other people.
Aptitude Tests
Aptitude and ability tests are designed to assess his/her logical reasoning or thinking performance. They consist of multiple choice questions and are administered under exam conditions. They are strictly timed and a typical test might allow 30 minutes for 30 or so questions.
Verbal Ability - These include questions which test his/her ability to spell words correctly, use correct grammar, understand analogies and follow detailed written instructions.
Numeric Ability - These include questions on basic arithmetic, number sequences and simple mathematics. In more complex numerical critical reasoning questions, blocks of information are provided that require interpretation.
Abstract Reasoning - These tests are usually based on diagrams and measure his/her ability to identify the underlying logic of a pattern and then determine the solution.
Spatial Reasoning - These tests measure his/her ability to manipulate shapes in two dimensions or to visualize three-dimensional objects presented as two-dimensional pictures.
Mechanical Reasoning - These tests are designed to assess his/her knowledge of physical and mechanical principles.
Aptitude tests produce raw scores which are compared to a benchmark which may be either average scores for a particular norm group or which may be a specific criterion of performance. In other words, his/her score may indicate that certain ability is better than say 70% of graduates, or is at a level which shows sufficient competence to carry out certain tasks required by the job.
Aptitude tests are designed so that very few people will be able to complete all of the questions, and the problems usually become more complex as the test progresses.
Personality Questionnaires
The principle behind personality questionnaires is that it is possible to quantify his/her personality by asking he/she about his/her feelings, thoughts and behavior. He/she will be presented with statements describing various ways of feeling or acting and asked to answer each one on a scale. For example;
1. I enjoy taking risks?
A) True B) False
2. I like to be the center of attention?
A) Strongly disagree B) disagree C) neutral D) agree E) strongly agree
The number of questions he/she are expected to answer varies from about 50 to 500 depending on the particular questionnaire used by the employer.
Personality has a significant role to play in providing answers to questions the employer may have regarding his/her enthusiasm and motivation as well as providing an insight into whether he/she are going to fit in, in terms of his/her personality, attitude and general work style.
http://www.psychometric-success.com/faq/faq-what-are-psychometric-tests.htm (CHECK THIS SITE FOR MODEL QUESTIONS AND MORE INFO.)
From India, Madras
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Hi Guys, Good going. Sangeetha next time try to ask the question which should have a precise answer. The question is which you asked is more descriptive and varies according to the individuals. Preet
From India, Bangalore
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From India, Bangalore
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Hi all,
I want to add to what Lavanya has said in the above post. The first point is that psychometric tests have an advantage over interviews and CVs in the sense that they are not subjective and are designed and executed in a standardized way. Many employees who undergo selection processes feel that the interview, as a selection tool, is inherently not objective compared to a verbal ability test or a personality test. The interviewee might have personal biases or lack experience, among other factors.
Secondly, psychometric tests are of two types:
1. Measuring maximum performance, i.e., how well you perform.
2. Measuring typical performance, i.e., what you do in day-to-day situations.
The first kind is applied in most ability tests, while the second kind is used in personality tests.
The third and final point is that psychometric tests are reliable, providing consistent results over time, and valid, measuring what they are designed to measure. Validity is a more fundamental aspect.
Thanks,
Seema
From India, Lucknow
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I want to add to what Lavanya has said in the above post. The first point is that psychometric tests have an advantage over interviews and CVs in the sense that they are not subjective and are designed and executed in a standardized way. Many employees who undergo selection processes feel that the interview, as a selection tool, is inherently not objective compared to a verbal ability test or a personality test. The interviewee might have personal biases or lack experience, among other factors.
Secondly, psychometric tests are of two types:
1. Measuring maximum performance, i.e., how well you perform.
2. Measuring typical performance, i.e., what you do in day-to-day situations.
The first kind is applied in most ability tests, while the second kind is used in personality tests.
The third and final point is that psychometric tests are reliable, providing consistent results over time, and valid, measuring what they are designed to measure. Validity is a more fundamental aspect.
Thanks,
Seema
From India, Lucknow
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Hi Preet,
This is a discussion forum, so I believe precise or lengthy constraints should not be there. The motive should be to gain knowledge.
Lavanya and Seema, both of you tried well. If anyone can attach a sheet of a personality test, it would be more advantageous for any company or industry, used for Managers. I am also trying to search, and if I'll get it, I will post.
Is there anyone who wants to answer? If not, as per my observation, Lavanya would be the next to post a question because she has not only briefed the answer but also provided examples.
My name is Sangeeta, not Sangeetha. Please make it correct.
Regards,
Sangeeta
From India, New Delhi
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This is a discussion forum, so I believe precise or lengthy constraints should not be there. The motive should be to gain knowledge.
Lavanya and Seema, both of you tried well. If anyone can attach a sheet of a personality test, it would be more advantageous for any company or industry, used for Managers. I am also trying to search, and if I'll get it, I will post.
Is there anyone who wants to answer? If not, as per my observation, Lavanya would be the next to post a question because she has not only briefed the answer but also provided examples.
My name is Sangeeta, not Sangeetha. Please make it correct.
Regards,
Sangeeta
From India, New Delhi
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Dear Sangeeta,
Greetings!
Psychometric tests are assessment techniques designed to measure a range of human characteristics, including intellectual ability/aptitude, personality, motivation, interests, and values. Of these, only tests of ability, and to a lesser extent, personality, are likely to feature in graduate selection.
Psychometric tests are structured, written, or computer-based exercises. They should have been carefully designed to measure whether you have the specific abilities or personal qualities in relation to the job specification. Your score (or profile) is compared with the scores of previous successful applicants and/or successful employees to predict your potential for performing effectively in the job.
Psychometric tests may be used as an initial filter to determine whether you will proceed to the next stage of selection (usually an interview). In this case, there is a fixed cut-off score (pass/fail). Alternatively, psychometric tests may be used at the final stage of selection as part of an assessment center. In this case, the tests may not carry any more weight than the other elements of the selection procedure.
Books:
The following books are useful guides - those marked with * are available on reference at CaSE, those marked with ◊ have been ordered and will be available soon:
* Practice Psychometric Tests - How To Books Ltd.
* All About Psychological Tests and Assessment Centres Management books 2000
* How to Pass Numerical Reasoning Tests
* How to Pass Professional Level Psychometric Tests
* How to Pass the Civil Service Qualifying Tests
* How to Pass Graduate Psychometric Tests
◊ The Graduate Psychometric Test Workbook Kogan Page
◊ How to Master Psychometric Tests Kogan Page
◊ How to Pass Professional Level Psychometric Tests: Over 500 Practice Questions Kogan Page
◊ Passing Psychometric Tests How To Books Ltd.
Types:
Ability (Aptitude) Tests
These measure your logical reasoning ability.
There are a number of different reasoning abilities, but the ones most commonly assessed in graduate selection are:
- Verbal reasoning
- Numerical reasoning
- Diagrammatic reasoning
Ability tests are strictly timed and taken under examination conditions. They are usually multiple-choice, and there is always a right answer.
These tests are usually designed to be too long for most people to complete in the time allocated: don't worry if you don't finish; it is the number of correct answers that counts.
The tests are meant to be challenging but will not depend on you having prior knowledge of the job.
Before each test begins, you will have the opportunity to work through some examples that will not be marked but will help you understand the nature of the test questions.
Personality Questionnaires (Inventories)
These are self-report questionnaires that explore the way you tend to react to or deal with different situations.
Unlike ability tests, there are no right or wrong answers, and questionnaires are not strictly timed. A personality profile is usually compiled from your answers, but there is no one right profile: selectors will be looking for a good fit for the particular job and organizational culture.
The best way to tackle these questionnaires is to answer them as straightforwardly as you can: record your immediate response and don't agonize at length over your choice of answer. Trying to guess what a specific employer is looking for may well be counter-productive.
After all, you do not want to be recruited into a job that doesn't suit you.
Tips on How to Prepare
- Improve your verbal reasoning skills by regularly playing word games such as Scrabble, crosswords, anagrams, etc., and reading complex literature, e.g., instruction manuals, textbooks, quality newspapers.
- Brush up on your basic math: addition, subtraction, multiplication, division, fractions, and percentages are commonly required. Most jobs do not require mathematical genius, but the selectors will be looking for numerical reasoning ability, i.e., the ability to extract information from charts, tables, and graphs. This ability is not reliant on having studied a numerate degree.
- If English is not your first language, or you are dyslexic, or you have some disability that necessitates special provision, let the selectors know well in advance so that appropriate adjustments or adaptations can be made to suit your needs and ensure equality of opportunity.
- Pay careful attention to instructions, and ask for clarification if you don't understand them.
Regards,
John N
From India, Madras
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Greetings!
Psychometric tests are assessment techniques designed to measure a range of human characteristics, including intellectual ability/aptitude, personality, motivation, interests, and values. Of these, only tests of ability, and to a lesser extent, personality, are likely to feature in graduate selection.
Psychometric tests are structured, written, or computer-based exercises. They should have been carefully designed to measure whether you have the specific abilities or personal qualities in relation to the job specification. Your score (or profile) is compared with the scores of previous successful applicants and/or successful employees to predict your potential for performing effectively in the job.
Psychometric tests may be used as an initial filter to determine whether you will proceed to the next stage of selection (usually an interview). In this case, there is a fixed cut-off score (pass/fail). Alternatively, psychometric tests may be used at the final stage of selection as part of an assessment center. In this case, the tests may not carry any more weight than the other elements of the selection procedure.
Books:
The following books are useful guides - those marked with * are available on reference at CaSE, those marked with ◊ have been ordered and will be available soon:
* Practice Psychometric Tests - How To Books Ltd.
* All About Psychological Tests and Assessment Centres Management books 2000
* How to Pass Numerical Reasoning Tests
* How to Pass Professional Level Psychometric Tests
* How to Pass the Civil Service Qualifying Tests
* How to Pass Graduate Psychometric Tests
◊ The Graduate Psychometric Test Workbook Kogan Page
◊ How to Master Psychometric Tests Kogan Page
◊ How to Pass Professional Level Psychometric Tests: Over 500 Practice Questions Kogan Page
◊ Passing Psychometric Tests How To Books Ltd.
Types:
Ability (Aptitude) Tests
These measure your logical reasoning ability.
There are a number of different reasoning abilities, but the ones most commonly assessed in graduate selection are:
- Verbal reasoning
- Numerical reasoning
- Diagrammatic reasoning
Ability tests are strictly timed and taken under examination conditions. They are usually multiple-choice, and there is always a right answer.
These tests are usually designed to be too long for most people to complete in the time allocated: don't worry if you don't finish; it is the number of correct answers that counts.
The tests are meant to be challenging but will not depend on you having prior knowledge of the job.
Before each test begins, you will have the opportunity to work through some examples that will not be marked but will help you understand the nature of the test questions.
Personality Questionnaires (Inventories)
These are self-report questionnaires that explore the way you tend to react to or deal with different situations.
Unlike ability tests, there are no right or wrong answers, and questionnaires are not strictly timed. A personality profile is usually compiled from your answers, but there is no one right profile: selectors will be looking for a good fit for the particular job and organizational culture.
The best way to tackle these questionnaires is to answer them as straightforwardly as you can: record your immediate response and don't agonize at length over your choice of answer. Trying to guess what a specific employer is looking for may well be counter-productive.
After all, you do not want to be recruited into a job that doesn't suit you.
Tips on How to Prepare
- Improve your verbal reasoning skills by regularly playing word games such as Scrabble, crosswords, anagrams, etc., and reading complex literature, e.g., instruction manuals, textbooks, quality newspapers.
- Brush up on your basic math: addition, subtraction, multiplication, division, fractions, and percentages are commonly required. Most jobs do not require mathematical genius, but the selectors will be looking for numerical reasoning ability, i.e., the ability to extract information from charts, tables, and graphs. This ability is not reliant on having studied a numerate degree.
- If English is not your first language, or you are dyslexic, or you have some disability that necessitates special provision, let the selectors know well in advance so that appropriate adjustments or adaptations can be made to suit your needs and ensure equality of opportunity.
- Pay careful attention to instructions, and ask for clarification if you don't understand them.
Regards,
John N
From India, Madras
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Hi,
I am finding difficulty in opening this site or even sometimes face interruptions while replying. Are you also facing the same problem?
Now, come to the point. John, thanks for sharing your knowledge. You are a bit late. I have already advised Lavanya to pose the next question.
Lavanya / Seema, what is your suggestion? Should we give the next chance to John? If yes, John, you may go ahead.
Regards,
Sangeeta
From India, New Delhi
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I am finding difficulty in opening this site or even sometimes face interruptions while replying. Are you also facing the same problem?
Now, come to the point. John, thanks for sharing your knowledge. You are a bit late. I have already advised Lavanya to pose the next question.
Lavanya / Seema, what is your suggestion? Should we give the next chance to John? If yes, John, you may go ahead.
Regards,
Sangeeta
From India, New Delhi
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Hi Sangeeta,
Yes, definitely, John's answer is more comprehensive and well-worded. However, we are not doing a project here; we are participating in a quiz. So, to-the-point answers are preferred. Therefore, Lavanya would probably stand a better chance of being a winner. This is my personal view.
:wink:
Thanks,
Seema
From India, Lucknow
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Yes, definitely, John's answer is more comprehensive and well-worded. However, we are not doing a project here; we are participating in a quiz. So, to-the-point answers are preferred. Therefore, Lavanya would probably stand a better chance of being a winner. This is my personal view.
:wink:
Thanks,
Seema
From India, Lucknow
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Hi Seema,
Thanks for your comments! :) So, I take the privilege of posting the next question. :wink: My questions are:
1. What is the hot stove rule? Where do we use it?
2. What are similarity errors and inflationary pressures that are common in performance appraisals? :icon14:
Regards,
Lavanya. 8)
From India, Madras
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Thanks for your comments! :) So, I take the privilege of posting the next question. :wink: My questions are:
1. What is the hot stove rule? Where do we use it?
2. What are similarity errors and inflationary pressures that are common in performance appraisals? :icon14:
Regards,
Lavanya. 8)
From India, Madras
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Hi Friends,
I know this is in response to the previous question, but I promised to send you the Psychometric Test. Therefore, I am sending it to you along with a questionnaire containing expected and most appropriate answers.
So, if you are in the process of change, this document will be very helpful to you.
Regards,
Sangeeta
From India, New Delhi
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I know this is in response to the previous question, but I promised to send you the Psychometric Test. Therefore, I am sending it to you along with a questionnaire containing expected and most appropriate answers.
So, if you are in the process of change, this document will be very helpful to you.
Regards,
Sangeeta
From India, New Delhi
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Dear All,
Greetings! For the new year!
I have answers for Lavanya's second question regarding factors that can distort the appraisal process.
Similarity Errors: Evaluator rates others in the same way that the evaluator perceives him or herself.
Inflationary Pressures: Pressures for equality and fear of retribution for low ratings lead to less differentiation among rated employees.
Citehr was not accessible or hardly accessible - Should we wait for another day for more answers to pour in?
From India, Lucknow
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Greetings! For the new year!
I have answers for Lavanya's second question regarding factors that can distort the appraisal process.
Similarity Errors: Evaluator rates others in the same way that the evaluator perceives him or herself.
Inflationary Pressures: Pressures for equality and fear of retribution for low ratings lead to less differentiation among rated employees.
Citehr was not accessible or hardly accessible - Should we wait for another day for more answers to pour in?
From India, Lucknow
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Hi All,
Can I give my answers now or should I wait for the weekend to end and submit them on Monday? I understand that accessing the site can be challenging. Is there anyone who can assist with this issue?
Regards,
Lavanya.
From India, Madras
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Can I give my answers now or should I wait for the weekend to end and submit them on Monday? I understand that accessing the site can be challenging. Is there anyone who can assist with this issue?
Regards,
Lavanya.
From India, Madras
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The Hot Stove Rule is one such principle and relates to disciplinary measures in the workplace. When you touch a hot stove marked "Don't Touch" the discipline is immediate, with warning, consistent and impersonal.
From India, Varkkallai
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From India, Varkkallai
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Hi All, Welcome back. Let us start again. We lost the control on who’s turn now to post the next question. John, you please post the next question. Preet
From India, Bangalore
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From India, Bangalore
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I too agree answer E is not correct. At the most it can be linked with d as it forms once of the ingredients of Maslow’s hierarchy
From India, Mumbai
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From India, Mumbai
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Hi people, Guess i missed a lot. Willing to participate actively. John ur question plz? Regards, Lavanya.
From India, Madras
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From India, Madras
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Hi People,
To start, or rather, to restart the thread, let me post the next question. My questions are:
1. How many years should be completed by an employee to avail gratuity?
2. How should a trainee be treated for gratuity concerning the number of years completed? Which date will be considered to calculate the completion of years?
Regards,
Lavanya.
From India, Madras
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To start, or rather, to restart the thread, let me post the next question. My questions are:
1. How many years should be completed by an employee to avail gratuity?
2. How should a trainee be treated for gratuity concerning the number of years completed? Which date will be considered to calculate the completion of years?
Regards,
Lavanya.
From India, Madras
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Dear Lavanya,
Greetings!
The answer to your query is that all employees, irrespective of status or salary, are entitled to the payment of gratuity on completion of 5 years of service. In case of death or disablement, there is no minimum eligibility period. The amount of gratuity payable shall be at the rate of 17 days' wages based on the rate of wages last drawn, for every completed year of service. The maximum amount of gratuity payable is Rs. 3,50,000/-
Regards,
John N
From India, Madras
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Greetings!
The answer to your query is that all employees, irrespective of status or salary, are entitled to the payment of gratuity on completion of 5 years of service. In case of death or disablement, there is no minimum eligibility period. The amount of gratuity payable shall be at the rate of 17 days' wages based on the rate of wages last drawn, for every completed year of service. The maximum amount of gratuity payable is Rs. 3,50,000/-
Regards,
John N
From India, Madras
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Dear Ms. Lavanya,
I would like to add my comments on the question placed.
Gratuity shall be payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years. Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.
However, in the case of an employee who is not in uninterrupted service for one year, he shall be deemed to be in continuous service if he has been actually employed by an employer during the twelve months immediately preceding the year for not less than:
(i) 190 days, if employed below the ground in a mine, or
(ii) 240 days, in any other case, except when he is employed in a seasonal establishment.
For every completed year of service or part thereof in excess of six months, the employer shall pay gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned. The maximum amount of gratuity payable is Rs. 3,50,000.
Example: Gratuity Calculation Formula: Last Drawn Wages * Year of Service Rendered * 15/26
The trainees are entitled to the same, from the very first day of joining as trainees in an establishment, not after completion of training/probation.
Regards,
Atul
From Indonesia
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I would like to add my comments on the question placed.
Gratuity shall be payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years. Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.
However, in the case of an employee who is not in uninterrupted service for one year, he shall be deemed to be in continuous service if he has been actually employed by an employer during the twelve months immediately preceding the year for not less than:
(i) 190 days, if employed below the ground in a mine, or
(ii) 240 days, in any other case, except when he is employed in a seasonal establishment.
For every completed year of service or part thereof in excess of six months, the employer shall pay gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned. The maximum amount of gratuity payable is Rs. 3,50,000.
Example: Gratuity Calculation Formula: Last Drawn Wages * Year of Service Rendered * 15/26
The trainees are entitled to the same, from the very first day of joining as trainees in an establishment, not after completion of training/probation.
Regards,
Atul
From Indonesia
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Severance pay is the Amount that an employer pay to the employee who is terminated,lay off.It is the amount paid for the service that the employee has served.
From India, Varkkallai
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From India, Varkkallai
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Hi Atul,
That was very informative and welcome to the thread.
Expecting more participation from U. :)
Hi John,
I got some info on the topic:
Severance pay is money that an employer might want to provide for an employee who is leaving their employ. Normal circumstances that can warrant severance pay include layoffs, job elimination, and mutual agreement to part ways, for whatever reason.
Severance pay usually amounts to a week or two of pay for each year the employee supplied service to the company. For executives, the severance pay may even constitute up to a month's pay for each year of service. In some instances, a severance package might also include extended benefits and outplacement assistance.
Regards,
Lavanya. :)
From India, Madras
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That was very informative and welcome to the thread.
Expecting more participation from U. :)
Hi John,
I got some info on the topic:
Severance pay is money that an employer might want to provide for an employee who is leaving their employ. Normal circumstances that can warrant severance pay include layoffs, job elimination, and mutual agreement to part ways, for whatever reason.
Severance pay usually amounts to a week or two of pay for each year the employee supplied service to the company. For executives, the severance pay may even constitute up to a month's pay for each year of service. In some instances, a severance package might also include extended benefits and outplacement assistance.
Regards,
Lavanya. :)
From India, Madras
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That's correct.
Whatever Seema has mentioned is very much right. As per our convenience, we can connect it to motivation, appraisal, or recruitment as per the time. It acts just as a base to do so. But for training, how can one relate the same to training.
With regards,
Swarali
From China, Beijing
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Whatever Seema has mentioned is very much right. As per our convenience, we can connect it to motivation, appraisal, or recruitment as per the time. It acts just as a base to do so. But for training, how can one relate the same to training.
With regards,
Swarali
From China, Beijing
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Hi Swarali,
Welcome to the thread. 😊 Thank you for your input on the topic of motivation. However, I believe you are responding to the very first question in this thread. Please consider looking at the last question.
I am looking forward to your enthusiastic replies in the upcoming questions.
Regards,
Lavanya
From India, Madras
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Welcome to the thread. 😊 Thank you for your input on the topic of motivation. However, I believe you are responding to the very first question in this thread. Please consider looking at the last question.
I am looking forward to your enthusiastic replies in the upcoming questions.
Regards,
Lavanya
From India, Madras
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Dear Sangeetha and Lavanya,
Greetings! Congratulations on your reply.
The answer to my question is: "Severance benefits are payments made to employees upon the termination of employment. Employers may choose to pay severance benefits under a number of circumstances, including workforce reductions, plant closings, mergers and acquisitions, incentives for early retirement programs, or in exchange for a general release of claims to discourage terminated employees from suing the company. Severance benefits may include salary and health benefit continuation, outplacement counseling, accelerated vesting of stock options or rights to purchase stock, bonus payments, and forgiveness of loans."
The winner is SANGEETHA.
From India, Madras
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Greetings! Congratulations on your reply.
The answer to my question is: "Severance benefits are payments made to employees upon the termination of employment. Employers may choose to pay severance benefits under a number of circumstances, including workforce reductions, plant closings, mergers and acquisitions, incentives for early retirement programs, or in exchange for a general release of claims to discourage terminated employees from suing the company. Severance benefits may include salary and health benefit continuation, outplacement counseling, accelerated vesting of stock options or rights to purchase stock, bonus payments, and forgiveness of loans."
The winner is SANGEETHA.
From India, Madras
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Dear Sangeetha,
Greetings! According to Crainer (2000), Henry Fayol (1841-1925) was a French mining engineer who recognized management as a legitimate discipline. Fayol is perhaps the first author to define the functions and objectives of management. Managers, according to Fayol, plan, organize, command, coordinate, and control. Fayol extended these basic concepts by defining fourteen principles of management as follows:
1. Division of Work.
2. Authority & responsibility.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of individual interest to general interest.
7. Remuneration of employees.
8. Centralization.
9. The scalar chain.
10. Order.
11. Equity.
12. Stability of personnel.
13. Initiative.
14. Esprit de corps.
From India, Madras
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Greetings! According to Crainer (2000), Henry Fayol (1841-1925) was a French mining engineer who recognized management as a legitimate discipline. Fayol is perhaps the first author to define the functions and objectives of management. Managers, according to Fayol, plan, organize, command, coordinate, and control. Fayol extended these basic concepts by defining fourteen principles of management as follows:
1. Division of Work.
2. Authority & responsibility.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of individual interest to general interest.
7. Remuneration of employees.
8. Centralization.
9. The scalar chain.
10. Order.
11. Equity.
12. Stability of personnel.
13. Initiative.
14. Esprit de corps.
From India, Madras
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Dear All Greetings! Except few members, all other members are not participating in this quiz. I request all to participate and go in full swing. My next question is Solicitation ??? Rgds, John N
From India, Madras
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From India, Madras
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Solicitation
Meaning: Request for a sum of money
Solicitation in HR: Solicitation includes requesting money from employees either as charitable donations or to purchase goods or services. Many companies have policies regarding sending solicitation mail and meeting people during working hours.
From India, Varkkallai
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Meaning: Request for a sum of money
Solicitation in HR: Solicitation includes requesting money from employees either as charitable donations or to purchase goods or services. Many companies have policies regarding sending solicitation mail and meeting people during working hours.
From India, Varkkallai
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Solicitation Policy
Solicitation is usually defined as oral persuasion to join in some endeavor or buy some product or service. Distribution refers to the dissemination of written information. Many employers limit these activities to minimize operational disruptions and provide security for their employees and property.
From India, Hyderabad
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Solicitation is usually defined as oral persuasion to join in some endeavor or buy some product or service. Distribution refers to the dissemination of written information. Many employers limit these activities to minimize operational disruptions and provide security for their employees and property.
From India, Hyderabad
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Seema,
It is true Maslow's theory was not directly related to any management or HR function. But if you clearly analyze all functions of HR, be it any of the above listed, it satisfies self-respect, recognition, and self-actualization of the person. Recruitment, for instance, when you get recruited, your self-actualization need is met, you are recognized, and it is the same with training, etc. All HR functions fall in the fourth and fifth stages of needs.
So, I guess Krishna was right, at least logically.
From India, Bangalore
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It is true Maslow's theory was not directly related to any management or HR function. But if you clearly analyze all functions of HR, be it any of the above listed, it satisfies self-respect, recognition, and self-actualization of the person. Recruitment, for instance, when you get recruited, your self-actualization need is met, you are recognized, and it is the same with training, etc. All HR functions fall in the fourth and fifth stages of needs.
So, I guess Krishna was right, at least logically.
From India, Bangalore
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Dear Sangeetha & Banu Greetings! Sangeetha answer is some what more relevant to the question. So sangeetha you can post the next question. Rgds, John N
From India, Madras
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From India, Madras
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Yellow dog contarct is a kind of agreement between employeer and the employee. and the employee accepts that he will not be a part of unions / labor groups etc.. Thanks Sarah
From India, Mumbai
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From India, Mumbai
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Hi Everybody,
An agreement between an employer and an employee in which the employee agrees, as a condition of employment, not to join a union during the course of his employment. Such contracts, used most widely in the United States in the 1920s, enabled employers to take legal action against union organizers for encouraging workers to break these contracts.
Yellow-dog contracts are not legally enforceable.
Thanks & Regards,
Suresh
From India, Bangalore
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An agreement between an employer and an employee in which the employee agrees, as a condition of employment, not to join a union during the course of his employment. Such contracts, used most widely in the United States in the 1920s, enabled employers to take legal action against union organizers for encouraging workers to break these contracts.
Yellow-dog contracts are not legally enforceable.
Thanks & Regards,
Suresh
From India, Bangalore
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Congrats Sarah and Suresh, Both have come out with answers. But suresh have given a bit brief ans so Suresh is Winner. Suresh Post your Question.
From India, Varkkallai
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From India, Varkkallai
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Succession planning is a process of determining critical roles within the company, identifying and assessing possible successors, and providing them with the appropriate skills and experience for present and future opportunities.
Career Progression is a process where the possible next career level chart for an employee is given. Here, the employee himself has to perform well to grow in their career.
Types of Succession planning:
1. Short term
2. Long term
3. Combination of Above
From India, Varkkallai
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Career Progression is a process where the possible next career level chart for an employee is given. Here, the employee himself has to perform well to grow in their career.
Types of Succession planning:
1. Short term
2. Long term
3. Combination of Above
From India, Varkkallai
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Models of Succession Planning
There are three main models that companies use to implement succession planning:
- Short-term planning or emergency replacements
- Long-term planning or managing talent
- Combination of the above plans
Organizations should take a close look at their goals and levels of commitment before choosing a model that best suits their needs.
From India, Hyderabad
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There are three main models that companies use to implement succession planning:
- Short-term planning or emergency replacements
- Long-term planning or managing talent
- Combination of the above plans
Organizations should take a close look at their goals and levels of commitment before choosing a model that best suits their needs.
From India, Hyderabad
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Retention bonus can be defined as a bonus that is promised for payment on a fixed future date, provided only that the employee stays with the company until that date. These bonuses are not intended to reward performance - only "loyalty".
From India, Hyderabad
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From India, Hyderabad
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Retention bonus is one of the important tools that are being used to retain employees. A retention bonus is an incentive paid to an employee to retain them through a critical business cycle.
Thanks & Regards,
Suresh
From India, Bangalore
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Thanks & Regards,
Suresh
From India, Bangalore
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Hi John,Banu and Suresh, All of them were correct with the answers. I feel that what Banu has posted is more relevent. So Banu Congrats, you are the WINNER and now shot out your question.
From India, Varkkallai
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From India, Varkkallai
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Hi, Banu has not posted the Question ,so the turn goes to Suresh. Suresh you can post the question
From India, Varkkallai
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From India, Varkkallai
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Hi all,
Although it is not directly related to recruitment, it is somehow connected. When conducting recruitment, you need to assess the candidate's level to determine their stability and eagerness to secure a job. Understanding the candidate's perspective provides insight into their level.
Thanks! 😊
From India, Gurgaon
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Although it is not directly related to recruitment, it is somehow connected. When conducting recruitment, you need to assess the candidate's level to determine their stability and eagerness to secure a job. Understanding the candidate's perspective provides insight into their level.
Thanks! 😊
From India, Gurgaon
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I missed to post my question.... I thank for all those who are actively participating in this forum. This is a good knowledge sharing activity.. :)
Here is my answer for Skill Level meeting:
WHAT IS A SKIP-LEVEL MEETING?
This meeting is a type of structured interview. The general purpose is to give managers an opportunity to gather employees' thoughts about the organization and to learn of their satisfactions, dissatisfactions, and recommendations for the future. The skip-level meeting is also a way for managers to inform employees about their goals, standards, the type of work culture they would like to establish, and—most importantly—show that they care about the employees.
When there has been a merger of disparate parts of an organization and significant employee problems have surfaced, skip-level meetings can provide detailed, firsthand data that are useful in refining the operation and in improving work relationships. However, employees are quite likely to be a bit suspicious of these meetings and uncertain about how the information will be used. If the manager can ensure confidentiality, the trust level between him or her and the employees will be enhanced.
The human resource professional can assist managers by coaching and advising them on how to interview their newly acquired employees effectively to build a bridge of trust. Here are some guidelines that HR practitioners can provide to managers. What follows is essentially a sequence of events and questions to assist managers in uncovering valuable information about the new employees they have inherited. You or the manager probably will want to add, delete, or modify the questions to fit your style and your organization's needs.
A SKIP-LEVEL INTERVIEW PROCESS
A note of caution should be observed at the beginning of such interviews. It may be difficult and uncomfortable for employees to respond to the initial questions. There are two primary reasons for this reluctance:
1. Employees may not have experienced such an interview before and consequently do not know what to make of the process.
2. For many employees, there has been enough evidence of broken trust and confidence that they fear recrimination—after everything is said and done, they still have to work for some of the people they are providing information on. Be prepared to be supportive and patient.
From India, Hyderabad
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Here is my answer for Skill Level meeting:
WHAT IS A SKIP-LEVEL MEETING?
This meeting is a type of structured interview. The general purpose is to give managers an opportunity to gather employees' thoughts about the organization and to learn of their satisfactions, dissatisfactions, and recommendations for the future. The skip-level meeting is also a way for managers to inform employees about their goals, standards, the type of work culture they would like to establish, and—most importantly—show that they care about the employees.
When there has been a merger of disparate parts of an organization and significant employee problems have surfaced, skip-level meetings can provide detailed, firsthand data that are useful in refining the operation and in improving work relationships. However, employees are quite likely to be a bit suspicious of these meetings and uncertain about how the information will be used. If the manager can ensure confidentiality, the trust level between him or her and the employees will be enhanced.
The human resource professional can assist managers by coaching and advising them on how to interview their newly acquired employees effectively to build a bridge of trust. Here are some guidelines that HR practitioners can provide to managers. What follows is essentially a sequence of events and questions to assist managers in uncovering valuable information about the new employees they have inherited. You or the manager probably will want to add, delete, or modify the questions to fit your style and your organization's needs.
A SKIP-LEVEL INTERVIEW PROCESS
A note of caution should be observed at the beginning of such interviews. It may be difficult and uncomfortable for employees to respond to the initial questions. There are two primary reasons for this reluctance:
1. Employees may not have experienced such an interview before and consequently do not know what to make of the process.
2. For many employees, there has been enough evidence of broken trust and confidence that they fear recrimination—after everything is said and done, they still have to work for some of the people they are providing information on. Be prepared to be supportive and patient.
From India, Hyderabad
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Hi everybody,
When it comes to Maslow's theory of motivation, he clearly outlines what an "individual" would desire to achieve or would want in general. So if we have to really consider what Preet has asked, I think it is wrong to dismiss all the options. Yet, Option "D," indicating Recognition, can be the most important factor that contributes to self-motivation for an individual.
From India, Madras
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When it comes to Maslow's theory of motivation, he clearly outlines what an "individual" would desire to achieve or would want in general. So if we have to really consider what Preet has asked, I think it is wrong to dismiss all the options. Yet, Option "D," indicating Recognition, can be the most important factor that contributes to self-motivation for an individual.
From India, Madras
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Dear Mr. Suresh,
Greetings!
Congratulations on inquiring about skip level interviews. A Skip Level Interview is a discussion facilitated by a senior-level manager with an employee or group of employees within the same business group. The term "skip level" applies when a higher-level manager "skips over" his/her managers to meet face-to-face with employees to discuss various business-related issues, rather than relying solely on management feedback.
From India, Madras
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Greetings!
Congratulations on inquiring about skip level interviews. A Skip Level Interview is a discussion facilitated by a senior-level manager with an employee or group of employees within the same business group. The term "skip level" applies when a higher-level manager "skips over" his/her managers to meet face-to-face with employees to discuss various business-related issues, rather than relying solely on management feedback.
From India, Madras
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Hi Banu and John, Both of them were correct with the answers. I feel that what Banu has posted is more relevent. So Banu Congrats, you are the WINNER and now shot out your question.
From India, Bangalore
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From India, Bangalore
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The Employees' State Insurance Act, 1948
1. Short title, extent, commencement, and application
This Act may be called the Employees' State Insurance Act, 1948.
(2) It extends to the whole of India.
(3) It shall come into force on such date or dates as the Central Government may, by notification in the Official Gazette, appoint, and different dates may be appointed for different provisions of this Act and for different States or for different parts thereof.
(4) It shall apply in the first instance to all factories (including factories belonging to the government) other than seasonal factories:
Provided that nothing contained in this sub-section shall apply to a factory or establishment belonging to or under the control of the government whose employees are otherwise in receipt of benefits substantially similar or superior to the benefits provided under this Act.
(5) The appropriate government may, in consultation with the Corporation, and where the appropriate government is a State Government with the approval of the Central Government, after giving six months' notice of its intention of doing so, by notification in the Official Gazette, extend the provisions of this Act or any of them to any other establishment or class of establishment, industrial, commercial, agricultural, or otherwise:
Provided that where the provisions of this Act have been brought into force in any part of a State, the said provisions shall stand extended to any such establishment or class of establishments within that part if the provisions have already been extended to similar establishment or class of establishments in another part of that State.
(6) A factory or an establishment to which this Act applies shall continue to be governed by this Act notwithstanding that the number of persons employed therein at any time falls below the limit specified by or under this Act or the manufacturing process therein ceases to be carried on with the aid of power.
"Factory" means any premises, including the precincts thereof -
(a) whereon ten or more persons are employed or were employed for wages on any day of the preceding twelve months and in any part of which a manufacturing process is being carried on with the aid of power or is ordinarily so carried on, or
(b) whereon twenty or more persons are employed or were employed for wages on any day of the preceding twelve months and in any part of which a manufacturing process is being carried on without the aid of power or is ordinarily so carried on.
But does include a mine subject to the operation of the Mines Act 1952 or a railway running shed.
Thanks & Regards,
Suresh
From India, Bangalore
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1. Short title, extent, commencement, and application
This Act may be called the Employees' State Insurance Act, 1948.
(2) It extends to the whole of India.
(3) It shall come into force on such date or dates as the Central Government may, by notification in the Official Gazette, appoint, and different dates may be appointed for different provisions of this Act and for different States or for different parts thereof.
(4) It shall apply in the first instance to all factories (including factories belonging to the government) other than seasonal factories:
Provided that nothing contained in this sub-section shall apply to a factory or establishment belonging to or under the control of the government whose employees are otherwise in receipt of benefits substantially similar or superior to the benefits provided under this Act.
(5) The appropriate government may, in consultation with the Corporation, and where the appropriate government is a State Government with the approval of the Central Government, after giving six months' notice of its intention of doing so, by notification in the Official Gazette, extend the provisions of this Act or any of them to any other establishment or class of establishment, industrial, commercial, agricultural, or otherwise:
Provided that where the provisions of this Act have been brought into force in any part of a State, the said provisions shall stand extended to any such establishment or class of establishments within that part if the provisions have already been extended to similar establishment or class of establishments in another part of that State.
(6) A factory or an establishment to which this Act applies shall continue to be governed by this Act notwithstanding that the number of persons employed therein at any time falls below the limit specified by or under this Act or the manufacturing process therein ceases to be carried on with the aid of power.
"Factory" means any premises, including the precincts thereof -
(a) whereon ten or more persons are employed or were employed for wages on any day of the preceding twelve months and in any part of which a manufacturing process is being carried on with the aid of power or is ordinarily so carried on, or
(b) whereon twenty or more persons are employed or were employed for wages on any day of the preceding twelve months and in any part of which a manufacturing process is being carried on without the aid of power or is ordinarily so carried on.
But does include a mine subject to the operation of the Mines Act 1952 or a railway running shed.
Thanks & Regards,
Suresh
From India, Bangalore
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Suresh,
Congratulations, you are the winner! You can post the next question.
To add to your reply about the aid of power:
The term "aid of power" means using power for the manufacturing process on the premises. The term "manufacturing process" has been clarified below.
As per Section 2(k) of the Factories Act 1948, the term 'manufacturing process' means any process for:
(i) making, altering, repairing, ornamenting, finishing, packing, oiling, washing, cleaning, breaking up, demolishing, or otherwise treating or adapting any article or substance with a view to its use, sale, transport, delivery, or disposal; or
(ii) pumping oil, water, sewage, or any other substance; or
(iii) generating, transforming, or transmitting power; or
(iv) composing types for printing, printing by letterpress, lithography, photogravure, or other similar process or bookbinding; [or]
(v) constructing, reconstructing, repairing, refitting, finishing, or breaking up ships or vessels [or]
(vi) preserving or storing any article in cold storage.
Thus, if the activities of any company fall under any of the above-mentioned activities carried out with the aid of power, it amounts to a manufacturing process and attracts the provisions of the ESI Act 1948 as mentioned above.
From India, Hyderabad
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Congratulations, you are the winner! You can post the next question.
To add to your reply about the aid of power:
The term "aid of power" means using power for the manufacturing process on the premises. The term "manufacturing process" has been clarified below.
As per Section 2(k) of the Factories Act 1948, the term 'manufacturing process' means any process for:
(i) making, altering, repairing, ornamenting, finishing, packing, oiling, washing, cleaning, breaking up, demolishing, or otherwise treating or adapting any article or substance with a view to its use, sale, transport, delivery, or disposal; or
(ii) pumping oil, water, sewage, or any other substance; or
(iii) generating, transforming, or transmitting power; or
(iv) composing types for printing, printing by letterpress, lithography, photogravure, or other similar process or bookbinding; [or]
(v) constructing, reconstructing, repairing, refitting, finishing, or breaking up ships or vessels [or]
(vi) preserving or storing any article in cold storage.
Thus, if the activities of any company fall under any of the above-mentioned activities carried out with the aid of power, it amounts to a manufacturing process and attracts the provisions of the ESI Act 1948 as mentioned above.
From India, Hyderabad
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The ADDIE model is a generic, systematic approach to the instructional design process, which provides instructional designers with a framework to ensure that their instructional products are effective and that their creative processes are as efficient as possible.
ADDIE stands for:
1. Analyze: define the needs and constraints
2. Design: specify learning activities, assessment, and choose methods and media
3. Develop: begin production, formative evaluation, and revise
4. Implement: put the plan into action
5. Evaluate: evaluate the plan from all levels for the next implementation
Each phase of the ADDIE model is an important element of the instructional design process. In each phase, the instructional designer makes decisions that are critical for ensuring the effectiveness of the instructional experience.
From India, Hyderabad
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ADDIE stands for:
1. Analyze: define the needs and constraints
2. Design: specify learning activities, assessment, and choose methods and media
3. Develop: begin production, formative evaluation, and revise
4. Implement: put the plan into action
5. Evaluate: evaluate the plan from all levels for the next implementation
Each phase of the ADDIE model is an important element of the instructional design process. In each phase, the instructional designer makes decisions that are critical for ensuring the effectiveness of the instructional experience.
From India, Hyderabad
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Dear Banu Priya,
Greetings!
Answer to your questions:
1. Redundancy:
Redundancy is a form of dismissal. Therefore, in order to claim redundancy, you must normally have been dismissed from your job because you are genuinely redundant; otherwise, you will have been unfairly dismissed.
2. PROCEDURE FOR RETRENCHMENT:
Where any workman in an industrial establishment, who is a citizen of India, is to be retrenched and belongs to a particular category of workmen in that establishment, in the absence of any agreement between the employer and the workman in this regard, the employer shall ordinarily retrench the workman who was the last person to be employed in that category, unless for reasons to be recorded the employer retrenches any other workman.
From India, Madras
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Greetings!
Answer to your questions:
1. Redundancy:
Redundancy is a form of dismissal. Therefore, in order to claim redundancy, you must normally have been dismissed from your job because you are genuinely redundant; otherwise, you will have been unfairly dismissed.
2. PROCEDURE FOR RETRENCHMENT:
Where any workman in an industrial establishment, who is a citizen of India, is to be retrenched and belongs to a particular category of workmen in that establishment, in the absence of any agreement between the employer and the workman in this regard, the employer shall ordinarily retrench the workman who was the last person to be employed in that category, unless for reasons to be recorded the employer retrenches any other workman.
From India, Madras
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Dear Bhanu Priya,
Reply according to me is:
An employee is said to be "retrenched" when his or her job becomes redundant and the employer either cannot offer the employee any alternative position, or any alternative position offered by the employer cannot be accepted by the employee. The concept of "retrenchment" is usually linked with "redundancy".
The following is a brief explanation of what redundancy means in practice. An employee is often referred to as "redundant", but a more accurate description is that the job the employee was employed to perform is redundant (that is, the employer does not want the job performed by anyone anymore), and the employee's employment is then terminated by reason of that redundancy. That is, a job becomes redundant, not an employee.
"Retrenchment" is the expression to describe what occurs to an employee whose employment is terminated by reason of his or her job becoming redundant.
From India, Gurgaon
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Reply according to me is:
An employee is said to be "retrenched" when his or her job becomes redundant and the employer either cannot offer the employee any alternative position, or any alternative position offered by the employer cannot be accepted by the employee. The concept of "retrenchment" is usually linked with "redundancy".
The following is a brief explanation of what redundancy means in practice. An employee is often referred to as "redundant", but a more accurate description is that the job the employee was employed to perform is redundant (that is, the employer does not want the job performed by anyone anymore), and the employee's employment is then terminated by reason of that redundancy. That is, a job becomes redundant, not an employee.
"Retrenchment" is the expression to describe what occurs to an employee whose employment is terminated by reason of his or her job becoming redundant.
From India, Gurgaon
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Ans is E. Maslow’s Theory consists of 5 human needs 1) basic needs 2) safety needs 3) shelter needs 4) Ego/esteem needs 5) Self Actualisation needs it goes from Step 1 to Step 5.
From India, Vadodara
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From India, Vadodara
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Hi John and Swati Thanks for your reply. Swati’s answers is more relevant to the question you are the WINNER. Please post your question... Regards Banu Priya
From India, Hyderabad
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From India, Hyderabad
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Dear Banu Priya Greetings! can you explain what wrong in my answer and if u have the exact answer, please let me know and gain knowledge.
From India, Madras
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From India, Madras
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John,
Greetings to you!
"What is 'retrenchment' and 'redundancy'?
An employee is said to be "retrenched" when his or her job becomes redundant, and the employer either cannot offer the employee any alternative position or any alternative position offered by the employer cannot be accepted by the employee.
The concept of "retrenchment" is usually linked with "redundancy" and also with the concept of "severance" or "severance pay".
The following is a brief explanation of what these various expressions mean in practice.
An employee is often referred to as "redundant," but a more accurate description is that the job the employee was employed to perform is redundant (that is, the employer does not want the job performed by anyone anymore), and the employee's employment is then terminated by reason of that redundancy. That is, a job becomes redundant, not an employee.
"Retrenchment" is the expression to describe what occurs to an employee whose employment is terminated by reason of his or her job becoming redundant.
"Severance" is the expression, usually seen as "severance pay," referrable to the amount or amounts an employee receives upon being retrenched.
In cases of termination by reason of redundancy (that is, retrenchment), the law requires an employer to treat the employee fairly and lawfully. For example, an employer is not allowed to single out an employee for retrenchment as an easy means of avoiding a process of performance review of the employee or to avoid a claim of unfair dismissal by the employee.
Swati had not posted her question yet. Hence the turn is passed to you. Please post your question.
Happy weekend,
Banu Priya
From India, Hyderabad
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Greetings to you!
"What is 'retrenchment' and 'redundancy'?
An employee is said to be "retrenched" when his or her job becomes redundant, and the employer either cannot offer the employee any alternative position or any alternative position offered by the employer cannot be accepted by the employee.
The concept of "retrenchment" is usually linked with "redundancy" and also with the concept of "severance" or "severance pay".
The following is a brief explanation of what these various expressions mean in practice.
An employee is often referred to as "redundant," but a more accurate description is that the job the employee was employed to perform is redundant (that is, the employer does not want the job performed by anyone anymore), and the employee's employment is then terminated by reason of that redundancy. That is, a job becomes redundant, not an employee.
"Retrenchment" is the expression to describe what occurs to an employee whose employment is terminated by reason of his or her job becoming redundant.
"Severance" is the expression, usually seen as "severance pay," referrable to the amount or amounts an employee receives upon being retrenched.
In cases of termination by reason of redundancy (that is, retrenchment), the law requires an employer to treat the employee fairly and lawfully. For example, an employer is not allowed to single out an employee for retrenchment as an easy means of avoiding a process of performance review of the employee or to avoid a claim of unfair dismissal by the employee.
Swati had not posted her question yet. Hence the turn is passed to you. Please post your question.
Happy weekend,
Banu Priya
From India, Hyderabad
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Hi,
According to Maslow's theory of motivation, the topics mentioned come under self-actualization or higher-order needs. A person will first try to fulfill their basic, social, and safety needs. All the mentioned topics are job-related, and Maslow never spoke about any job-related satisfaction. However, these topics come under the higher-order needs.
Thanks,
Lalitha
From India, Hyderabad
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According to Maslow's theory of motivation, the topics mentioned come under self-actualization or higher-order needs. A person will first try to fulfill their basic, social, and safety needs. All the mentioned topics are job-related, and Maslow never spoke about any job-related satisfaction. However, these topics come under the higher-order needs.
Thanks,
Lalitha
From India, Hyderabad
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Here is my question: According to A.P Shops and Establishment Act how an employer should maintain attendance registers and attendance records? Banu Priya
From India, Hyderabad
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From India, Hyderabad
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Hi,
Maintenance of registers and records and display of notices:
1. Every employer shall maintain a register of employment in Form XXII.
2. Every employer of an establishment other than a shop shall exhibit in his establishment a notice in Form XXIV specifying the day or days of the week on which his employees shall be given a holiday.
3. Every employer shall maintain a register Form XXV for the leave granted to persons employed.
4. The registers, records, and notices relating to any calendar year shall be preserved for a period of three years after the last entry is made therein.
5. Every employer shall maintain a visit book in which an inspector visiting the establishment may record his remarks regarding any defects that may come to light at the time of his visit or give directions regarding the production of any documents required to be maintained or produced under the provisions of the act and the rules.
6. The visit book shall be a bound book more or less of size (18cm*15cm) containing 100 pages.
Regards,
Suresh:icon1:
From India, Bangalore
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Maintenance of registers and records and display of notices:
1. Every employer shall maintain a register of employment in Form XXII.
2. Every employer of an establishment other than a shop shall exhibit in his establishment a notice in Form XXIV specifying the day or days of the week on which his employees shall be given a holiday.
3. Every employer shall maintain a register Form XXV for the leave granted to persons employed.
4. The registers, records, and notices relating to any calendar year shall be preserved for a period of three years after the last entry is made therein.
5. Every employer shall maintain a visit book in which an inspector visiting the establishment may record his remarks regarding any defects that may come to light at the time of his visit or give directions regarding the production of any documents required to be maintained or produced under the provisions of the act and the rules.
6. The visit book shall be a bound book more or less of size (18cm*15cm) containing 100 pages.
Regards,
Suresh:icon1:
From India, Bangalore
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I would like to bring in my perspective in the interpretation of Maslow's Theory. I agree with Seema in terms of the theory being related to reward. However, if we closely examine the theory, we tend to see a lot of linkages to various systems in HR. "His main emphasis was on what motivates a human being" - I would like to borrow this from Seema. Let us look at some examples:
1. Recruitment - an offer from a lower band to a higher one. We observe a lot of bundling into the compensation package such as perks, ESOPs, car, club membership, housing, and more. Can we relate this to the theory?
2. Policies in the organization - for various bands (self-explanatory).
I think I have cited some examples. In the same manner, we can look at each of the HR systems. What do you say about this perspective?
Cheers, Sujesh
From India
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1. Recruitment - an offer from a lower band to a higher one. We observe a lot of bundling into the compensation package such as perks, ESOPs, car, club membership, housing, and more. Can we relate this to the theory?
2. Policies in the organization - for various bands (self-explanatory).
I think I have cited some examples. In the same manner, we can look at each of the HR systems. What do you say about this perspective?
Cheers, Sujesh
From India
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Is there a need to design and develop HR Processes, Policies and Practices so that they "IMPACT THE LIFE" of an individual working in an organisation...... Open for discussion.....
From India
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From India
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Ya Maslow’s theory is related to motivation and rewards not with the mentioned options.
From India, Delhi
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From India, Delhi
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Appreciative Inquiry (AI) is an organizational development process or philosophy that engages individuals within an organizational system in its renewal, change, and focused performance.
Appreciative Inquiry is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, a situation, or an organization. In doing so, it enhances a system's capacity for collaboration and change. Appreciative Inquiry utilizes a 4-stage process focusing on:
1. DISCOVER: The identification of organizational processes that work well.
2. DREAM: The envisioning of processes that would work well in the future.
3. DESIGN: Planning and prioritizing processes that would work well.
4. DESTINY (or DELIVER): The implementation (execution) of the proposed design.
The basic idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem-solving. Instead of focusing on fixing what's wrong, AI focuses on how to create more of what's already working.
From India, Delhi
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Appreciative Inquiry is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, a situation, or an organization. In doing so, it enhances a system's capacity for collaboration and change. Appreciative Inquiry utilizes a 4-stage process focusing on:
1. DISCOVER: The identification of organizational processes that work well.
2. DREAM: The envisioning of processes that would work well in the future.
3. DESIGN: Planning and prioritizing processes that would work well.
4. DESTINY (or DELIVER): The implementation (execution) of the proposed design.
The basic idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem-solving. Instead of focusing on fixing what's wrong, AI focuses on how to create more of what's already working.
From India, Delhi
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Hi All,
Though I started this thread some time back, I was not able to continue due to a busy work schedule. Thanks to the people who have continued it. Now, I think it has totally stopped. Let us continue this.
To start again, I would like to post the question: In your opinion, which of the following factors contributes more to stress:
1. Personal Reasons
2. Work pressure
3. Society and its surroundings
4. Technology
5. Others
Please reply with your answers by ordering the most influential factors from first to last.
Preet
From India, Bangalore
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Though I started this thread some time back, I was not able to continue due to a busy work schedule. Thanks to the people who have continued it. Now, I think it has totally stopped. Let us continue this.
To start again, I would like to post the question: In your opinion, which of the following factors contributes more to stress:
1. Personal Reasons
2. Work pressure
3. Society and its surroundings
4. Technology
5. Others
Please reply with your answers by ordering the most influential factors from first to last.
Preet
From India, Bangalore
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Hi,
I vote for Recognition as it contains everything:
- Verbal recognition: Say to the employee in case he did a good job. Praise him in public. This will be a great motivation.
- Reward the employee for his achievement: This is the next level of Recognition. Providing some monetary benefit to the employee will fill his mind to reach greater heights.
- Appraisal: One way of evaluating performance. That means for his achievement, suitable recognition will be awarded along with training for development.
If we recognize a person 'that reflects in all respects', say... Psychological, physical, strategic thinking, etc., everything in a total life.
Hence, I vote for recognition.
Srinivas
From India, Hyderabad
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I vote for Recognition as it contains everything:
- Verbal recognition: Say to the employee in case he did a good job. Praise him in public. This will be a great motivation.
- Reward the employee for his achievement: This is the next level of Recognition. Providing some monetary benefit to the employee will fill his mind to reach greater heights.
- Appraisal: One way of evaluating performance. That means for his achievement, suitable recognition will be awarded along with training for development.
If we recognize a person 'that reflects in all respects', say... Psychological, physical, strategic thinking, etc., everything in a total life.
Hence, I vote for recognition.
Srinivas
From India, Hyderabad
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