Hrm Hardcopy
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Hrm Hardcopy as PDF for free.
More details
- Words: 1,414
- Pages: 11
HUMAN RESOURCE MANAGEMENT
Project submitted to Prof. Aruna Deshpande by Section A Roll No. 46
GROUP MEMBERS
SIGNATURE
Yukti Marwah
47
Sanket Mazgaonkar
48
Jeet Mehta
49
Sumit Mhamunkar
50
Suraj Nair
THIRD YEAR BACHELOR OF MANAGEMENT STUDIES (SEM – IV) AUG –SEP 2009 ALKESH DINESH MODY INSTITUTE FOR FINANCIAL & MANAGEMENT STUDIES UNIVERSITY OF MUMBAI, KALINA, MUMBAI – 400098 1
ACKNOWLEDGEMENT We acknowledges the help of Prof. Aruna Deshpande who is teaching Human Resource Management, in understanding the importance of the topic and encouraging us to take up complete project. We acknowledge his further guidance in report format and his help in providing the reading material, without which it would not have been possible to complete the project report. We further acknowledge the contributions of the Director, Faculty Members and other Staff Members in various help and guidance. We also acknowledge the help from the Library and Computer Lab. We dedicate this report to ADMI, University of Mumbai.
2
JOB ROTATION Job rotation implies systematic movement of employees from one job to another. Job remains the same but employees performing them shift.
Benefits:
Beneficial to the organization Workers become competent in several job Improve inter-departmental co-operation Motivates employees Reduces boredom Develop wide skills among workers
Job Rotation As A Method Of Management Development
Job rotation is one of the internal methods of mgmt. development. Here the manager is sent thro different jobs and departments on a coordinated and planned basis. This gives a broader exposure to him and enables him to understand the features of different jobs and the manner in which the problems related to them are to be tackled. Such job rotation technique can be used in case of management trainee and also in case of an existing manager due to promotion. The trainee gets actual work experience by this method. It is also useful for providing variety of job experience to executives.
Advantages
Facilitates inter-departmental co-operation Wider exposure to employees Remove monotony Testing of managers abilities
Disadvantages The work of departments is adversely affected Trainee manager finds it difficult to adjust himself with his new bosses It may upset the family and home life of manager if job assigned are located in different geographical areas.
3
JOB TRANSFER Transfer is a change in job where the new job is substantially equal to the old in terms of pay, status and responsibilities. Transfer is neither promotion nor demotion but merely a horizontal or lateral movement of an employment
Purpose for transfer
Variation in the volume of work Providing training to employees Rectification of poor placement Satisfying personal needs of employees Meeting mutual needs of employees Meeting organisational needs Avoiding fatigue and monotony Giving punishment for negligence Providing convenience to employees
Principle of sound transfer policy Transfer should be made only when absolutely necessary Basis of transfers should be properly decided Large scale transfers, frequent transfer and transfers for the sake of transfer should be avoided Responsibility for initiating and approving transfer decisions should be clearly defined Transfer should not be made as a punishment or as a revenge on an employee Transfer should be made after taking concerned employee into confidence A request for transfer by an employee on sound personal ground should be considered sympathetically and granted promptly All transfers should be made in the best interest of the orgnisation Management should prepare a sound transfer policy An employee should be given an opportunity to appeal to an appropriate authority over the decision of his transfer. The effect of the transfer on the pay and seniority of the transferred employee should be clearly evaluated Transfer should be clearly defined as permanent or temporary The performance of the employee should be assessed impartially before transferring him.
4
5
TYPES Production transfers A shortage or surplus of labour force is quite common in different department in plant or several plants in an organization. It is necessary to adjust such surplus and shortage so as to have adequate manpower in all departments and plants. This type of transfer is useful for regular and continuous production activities.
Replacement transfer A replacement transfers is introduced when all operations of the organization are declining. The purpose of replacement transfer is to give protection to senior employees as long as possible.
Versatility transfer These transfers are made in order to make employees versatile and competent through training facilities. The purpose of transfers is to offer the facility of training and development to employees.
Shift transfers Industrial units normally operate in two or three shifts. Transfers of employees from one shift to another are commonly made on a rotation basis.
Remedial transfer They are for the rectification of faulty placement made in the initial period. Remedial transfers are also made at the request of employees and are also called as personal transfer.
6
PROMOTION Promotion of employees from lower positions to higher positions is one aspect of personnel policy of management Promotion acts as an incentive for self development through education, training, active interest in the work assigned.
Features of promotion
Promotion means giving higher position An employee gets opportunity to work at a higher level Promotion is rightly treated as a reward or an appreciation of efficiency Partiality and favoritism should be avoided
Reasons for promotion
Retirement or resignation Sudden death of an employee Transfer of supervisory staff New posts may be created Open new branches, division, regional offices
Methods of Promotion Promotion by seniority Promotion are given as per seniority i.e. The period/ length of service of employees in the enterprise. Seniority has been defined as the length of recognized service in an org. Here the date of appointment serves as the basis of promotion. Promotion by seniority is a normal practice in government departments and banks etc.
Promotion by merits It is an alternative to promotion by seniority. Promotion are given as per the merits of worker, which include educational qualification, experience and qualities such as honesty, sincerity and involvement in the work assigned. Management always prefer promotion by merits while employees and union demand promotion by seniority
Promotion practices in India In India companies normally use merit-cum-seniority as the base for promotion. Professional managements prefer promotion by merits. In private sector organization, every organization has its own promotion policy. Efficiency is the main consideration as the companies have to face market competition effectively for their survival and growth. “Rule followed in many private companies is to promote best man available.”
7
DEMOTION Along with promotion, the terms demotion & separation are also used. Demotion is the antithesis of promotion wherein an employee is demoted to the post at a lower level. For example, a manager may be demoted as supervisor. “Demotion is lowering of status, salary & responsibilities of an employee”. It is a type of punishment for serious mistakes or irregularities on the part of the employee. It is a lesser punishment as compared to dismissal. Promotions are very common but demotions are rare & used as a method of last resort. Moreover, demotion carries adverse psychological effect on the employee. Separation is a step ahead of demotion. It involves cessation of services of personnel from an organization. The contractual relationship comes to an end. If a parson retires, is a type of separation. However, separation is also possible before the expiry of the period of contract. In case of layoff, retrenchment, discharge or voluntary retirement, separation takes place but it is at the initiative of the employer/ management. Layoff – temporary separation under specific circumstances. Retrenchment – sort of permanent separation by an employer with due notice as per statutory provisions. The employee is also paid compensation. Discharge or dismissal – permanent separation of an employee from the organization for violation of organizational rules (dishonesty, carelessness, drunkenness, etc). Voluntary retirement – the employer offers attractive package of compensation to those who are willing for separation on voluntary basis. Such retirement leads to permanent separation from the job. In India, separations take place due to lay-offs, voluntary retirement schemes & retrenchment. Separations are common in case of loss-making ventures & sick industrial units. Even inadequate market demand leads to downsizing of production activities & corresponding separations of employees.
8
9
10
11
Project submitted to Prof. Aruna Deshpande by Section A Roll No. 46
GROUP MEMBERS
SIGNATURE
Yukti Marwah
47
Sanket Mazgaonkar
48
Jeet Mehta
49
Sumit Mhamunkar
50
Suraj Nair
THIRD YEAR BACHELOR OF MANAGEMENT STUDIES (SEM – IV) AUG –SEP 2009 ALKESH DINESH MODY INSTITUTE FOR FINANCIAL & MANAGEMENT STUDIES UNIVERSITY OF MUMBAI, KALINA, MUMBAI – 400098 1
ACKNOWLEDGEMENT We acknowledges the help of Prof. Aruna Deshpande who is teaching Human Resource Management, in understanding the importance of the topic and encouraging us to take up complete project. We acknowledge his further guidance in report format and his help in providing the reading material, without which it would not have been possible to complete the project report. We further acknowledge the contributions of the Director, Faculty Members and other Staff Members in various help and guidance. We also acknowledge the help from the Library and Computer Lab. We dedicate this report to ADMI, University of Mumbai.
2
JOB ROTATION Job rotation implies systematic movement of employees from one job to another. Job remains the same but employees performing them shift.
Benefits:
Beneficial to the organization Workers become competent in several job Improve inter-departmental co-operation Motivates employees Reduces boredom Develop wide skills among workers
Job Rotation As A Method Of Management Development
Job rotation is one of the internal methods of mgmt. development. Here the manager is sent thro different jobs and departments on a coordinated and planned basis. This gives a broader exposure to him and enables him to understand the features of different jobs and the manner in which the problems related to them are to be tackled. Such job rotation technique can be used in case of management trainee and also in case of an existing manager due to promotion. The trainee gets actual work experience by this method. It is also useful for providing variety of job experience to executives.
Advantages
Facilitates inter-departmental co-operation Wider exposure to employees Remove monotony Testing of managers abilities
Disadvantages The work of departments is adversely affected Trainee manager finds it difficult to adjust himself with his new bosses It may upset the family and home life of manager if job assigned are located in different geographical areas.
3
JOB TRANSFER Transfer is a change in job where the new job is substantially equal to the old in terms of pay, status and responsibilities. Transfer is neither promotion nor demotion but merely a horizontal or lateral movement of an employment
Purpose for transfer
Variation in the volume of work Providing training to employees Rectification of poor placement Satisfying personal needs of employees Meeting mutual needs of employees Meeting organisational needs Avoiding fatigue and monotony Giving punishment for negligence Providing convenience to employees
Principle of sound transfer policy Transfer should be made only when absolutely necessary Basis of transfers should be properly decided Large scale transfers, frequent transfer and transfers for the sake of transfer should be avoided Responsibility for initiating and approving transfer decisions should be clearly defined Transfer should not be made as a punishment or as a revenge on an employee Transfer should be made after taking concerned employee into confidence A request for transfer by an employee on sound personal ground should be considered sympathetically and granted promptly All transfers should be made in the best interest of the orgnisation Management should prepare a sound transfer policy An employee should be given an opportunity to appeal to an appropriate authority over the decision of his transfer. The effect of the transfer on the pay and seniority of the transferred employee should be clearly evaluated Transfer should be clearly defined as permanent or temporary The performance of the employee should be assessed impartially before transferring him.
4
5
TYPES Production transfers A shortage or surplus of labour force is quite common in different department in plant or several plants in an organization. It is necessary to adjust such surplus and shortage so as to have adequate manpower in all departments and plants. This type of transfer is useful for regular and continuous production activities.
Replacement transfer A replacement transfers is introduced when all operations of the organization are declining. The purpose of replacement transfer is to give protection to senior employees as long as possible.
Versatility transfer These transfers are made in order to make employees versatile and competent through training facilities. The purpose of transfers is to offer the facility of training and development to employees.
Shift transfers Industrial units normally operate in two or three shifts. Transfers of employees from one shift to another are commonly made on a rotation basis.
Remedial transfer They are for the rectification of faulty placement made in the initial period. Remedial transfers are also made at the request of employees and are also called as personal transfer.
6
PROMOTION Promotion of employees from lower positions to higher positions is one aspect of personnel policy of management Promotion acts as an incentive for self development through education, training, active interest in the work assigned.
Features of promotion
Promotion means giving higher position An employee gets opportunity to work at a higher level Promotion is rightly treated as a reward or an appreciation of efficiency Partiality and favoritism should be avoided
Reasons for promotion
Retirement or resignation Sudden death of an employee Transfer of supervisory staff New posts may be created Open new branches, division, regional offices
Methods of Promotion Promotion by seniority Promotion are given as per seniority i.e. The period/ length of service of employees in the enterprise. Seniority has been defined as the length of recognized service in an org. Here the date of appointment serves as the basis of promotion. Promotion by seniority is a normal practice in government departments and banks etc.
Promotion by merits It is an alternative to promotion by seniority. Promotion are given as per the merits of worker, which include educational qualification, experience and qualities such as honesty, sincerity and involvement in the work assigned. Management always prefer promotion by merits while employees and union demand promotion by seniority
Promotion practices in India In India companies normally use merit-cum-seniority as the base for promotion. Professional managements prefer promotion by merits. In private sector organization, every organization has its own promotion policy. Efficiency is the main consideration as the companies have to face market competition effectively for their survival and growth. “Rule followed in many private companies is to promote best man available.”
7
DEMOTION Along with promotion, the terms demotion & separation are also used. Demotion is the antithesis of promotion wherein an employee is demoted to the post at a lower level. For example, a manager may be demoted as supervisor. “Demotion is lowering of status, salary & responsibilities of an employee”. It is a type of punishment for serious mistakes or irregularities on the part of the employee. It is a lesser punishment as compared to dismissal. Promotions are very common but demotions are rare & used as a method of last resort. Moreover, demotion carries adverse psychological effect on the employee. Separation is a step ahead of demotion. It involves cessation of services of personnel from an organization. The contractual relationship comes to an end. If a parson retires, is a type of separation. However, separation is also possible before the expiry of the period of contract. In case of layoff, retrenchment, discharge or voluntary retirement, separation takes place but it is at the initiative of the employer/ management. Layoff – temporary separation under specific circumstances. Retrenchment – sort of permanent separation by an employer with due notice as per statutory provisions. The employee is also paid compensation. Discharge or dismissal – permanent separation of an employee from the organization for violation of organizational rules (dishonesty, carelessness, drunkenness, etc). Voluntary retirement – the employer offers attractive package of compensation to those who are willing for separation on voluntary basis. Such retirement leads to permanent separation from the job. In India, separations take place due to lay-offs, voluntary retirement schemes & retrenchment. Separations are common in case of loss-making ventures & sick industrial units. Even inadequate market demand leads to downsizing of production activities & corresponding separations of employees.
8
9
10
11
