4.6 DESARROLLO DE LA PROPUESTA
4.6.4 Descripción de procedimientos y flujogramas
4.6.4.1 Descripción del proceso contable de la Compañía Gellibertrans S.A
Common use of higher technology, increased level of knowledge and skills of the new job entrants, production restructuring and flexibility coupled with perceptive change about human resource, which is now considered as most important resource of an organisation, have now transformed labour as an item for competitive sale and purchase. However, despite the problem of unemployment in India, there still exists dearth of knowledge and skilled workers and so also executives and managers. The recent economic liberalization programme of the Government of India has now paved the way for entry of multinationals and foreign companies. Market globalisation has further intensified the competition. Development of total quality management philosophy, inter alia, is also demanding sea change in product and service-mix of an organisation. All these together have now increased the scope for job mobility for employees with knowledge and skills of appropriate type and degree.
Notes
Unfortunately, retaining employees after recruitment and selection is an utterly neglected area in Indian corporate sector. Many organisations spend several lakhs of rupees in terms of job advertisement, conducting tests and interviews, hiring the services of consultants and psychologists, etc., for selecting a managerial employee. A weak induction programme, without adequate emphasis on building confidence and sense of belongingness in the minds of the new employees, results in quick separation, so also wastage of colossal sum of money for the organisation. Such experience is quite common in public sector units. Very recently a leading Tata organisation has lost few hundreds of their young engineers and professionals, who left en masse to join elsewhere.
Some organizations, on the contrary, do not review the progress of the new employees, who become permanent automatically after completion of their probationary tenure, despite they being unproductive. Thus, a good induction and placement programme needs to ensure employees' retention by keeping their motivation high, while at the same time, getting rid of the unproductive employees within the organisations.
Self Assessment
State whether the following statements are true or false: 10. Orientation has a long-term benefit to the organisation.
11. Most organisations put new recruits on probation for a given period of time. 12. Good orientation programmes still require follow up.
13. One of the most significant concerns with outsourcing employees is the chance of misplaced loyalty.
14. Employee outsourcing refers to the shifting from traditional employee-employer relationship.
15. Retaining employees after recruitment and selection is an utterly neglected area in Indian corporate sector.
Case Study
Mental Block
M
r Vachani is a Quality Controller for four divisions in a family-owned manufacturing organisation in which functional heads enjoy a large measure of autonomy. Mr. Bose is the Production Superintendent of one of the four divisions of the company. By and large, both these senior executives, who report to the General Manager (Works) get along well as colleagues though they have their usual differences and disagreements over issues concerning quality.One day Mr. Bose stormed into Mr. Vachani's office and shouted. "Your Senior Inspector, Mr. Sundaram, has misbehaved with me and I will not tolerate it. You must take immediate action against him." Mr. Vachani asked Mr. Bose to cool down and explain exactly what had happened. Narrating the incident, Mr. Bose said that in the morning he had observed one of his workmen carrying out a out-of-routine job. On being asked to explain why this was so, the workman said that he was working on the job as per the advice of Mr. Sundaram. On returning to his office, he called Mr. Sundaram, to make enquiries on the matter. The latter did not respond at first, but on being sent for once again, appeared before him. On being asked why he had assigned the out-of-routine job to a workman, Mr. Sundaram,
Notes did not give a satisfactory answer. He was told not to confuse his workmen. But Mr. Sundaram reacted by making rude remarks and misbehaving.
Mr Vachani listened patiently to Mr. Bose and advised him not to be agitated, adding that he (Mr. Vachani) would talk to Mr. Sundaram about the matter. On Mr. Bose's attempts to again tell Mr. Vachani as to what he wanted to be done, the latter said he would himself decide the best course of action, though of course, Mr. Bose was free to take any alternative action he felt necessary.
After some time Mr. Sundaram came to see Mr. Vachani in his office. The latter did not indicate that he was aware of the incident with Mr. Bose. After discussing various matters, Mr. Sundaram told Mr. Vachani. "Today, I had a fight with Bose" and proceeded to narrate the whole matter. His account of the meeting with Mr. Bose was " I went to Bose's office a little after I was called in. He asked me harshly to explain why I did not respond immediately on being sent for, I replied politely that I was busy in some work, and I did not want to disturb him. When Mr. Bose continued to press the issue I told him to discuss with Mr. Vachani whether I am required to respond immediately to his calls even if some work suffers in the process. About the out-of-routine job, I tried to explain that this became necessary in view of the important inspection on Monday (about which Mr. Bose was also aware) and that I had taken the initiative in the interest of work. Anyway, Mr. Bose told me rudely not to instruct his men directly and to get out. This infuriated me and I told Mr. Bose angrily that it was he who had called me. He then used some foul language and as a result hot words were exchanged, so much so that I felt like hitting him." Mr. Sundaram further added the he was nowhere at fault and that Mr. Bose's behaviour, specially in asking him to 'get out', really provoked him. He said though he always gave Mr. Bose due regard as a senior, the latter had no right to be as rude and insulting as he was.
It needs to be mentioned here that Mr. Sundaram has been working to the entire satisfaction of Mr. Vachani and at times carried out his own liaison with Mr. Bose and his department, whenever he was required to do so. After thinking over the incident for a few minutes, Mr. Vachani advised Mr. Sundaram to go to Mr. Bose sometime and talk to him reminding him (Mr. Bose) politely about the usage of strong words like 'get out', etc., and admitting that he had lost his temper. In this way he felt that Mr. Bose would not take offence to what Sundaram had said. After some persuasion, Sundaram agreed to do so and went back. About an hour later, Mr. Vachani received a call from Mr. Sundaram saying that he had information that Mr. Bose reported the matter to the Personnel Manager, and as such there was no need for him now to talk to Mr. Bose as suggested by Mr Vachani and that he would rather let the matter be decided otherwise since he in any case was not at fault.
Questions
1. Was Mr. Vachani's suggestions to Mr. Sundaram to talk out the matter with Mr. Bose correct in the circumstances?
2. Should he not have told Mr. Sundaram that his interpretation of the incident varied from that of Mr. Bose?
3. Was Mr. Bose justified in reporting the incident to the Personnel Manager soon after he had appraised Mr. Vachani of the same?
4. What action, if any, should the Personnel Manager take in this regard?
5. If Mr. Bose is found to be guilty of implicating Mr. Sundaram without any substantial reason, what remedy do you think the Personnel Manager should suggest to avoid recurrence of such incidents in future?
Notes
6.8 Summary
Selection is the process of choosing individuals who have relevant qualifications to fill jobs in an organisation. The primary purpose of selection activities is to predict which job applicant will be successful if hired.
Selection tests include intelligence and aptitude tests, achievement tests, assessment centres and general psychological or personality tests. The value of tests should not be discounted, since they are objective and offer a broader sampling of behaviour.
The interview is an important source of information about job applicants. Several types of interviews are used, depending on the nature and importance of the position to be filled within an organisation. Interviews can be conducted by a single individual or by a panel of interviewers who are generally trained for the purpose. The training helps interviewers to be more objective and not get carried away by biases and errors of various kinds. Placement is the actual posting of an employee to a specific job. It involves assigning a
specific rank and responsibility to an employee. Placement is an important human resource activity.
Orientation or induction is the task of introducing the new employees to the organisation and its policies, procedures and rules.
Induction is important as it serves the purpose of removing fears, creating a good impression and acts as a valuable source of information.
6.9 Keywords
Assessment Centre: It is a standardised form of employee appraisal that uses multiple assessment exercises such as 'in basket', games, role play, etc., and multiple raters.
Halo Error: This error occurs when one aspect of the subordinate's performance affects the rater's evaluation of other performance dimensions.
Induction: Introduction of a person to the job and the organisation.
Interview: It is the oral examination of candidates for employment.
Panel Interview: An interview during the course of which several interviewers take turns in interviewing the candidate.
Placement: Actual posting of an employee to a specific job - with rank and responsibilities attached to it.
Realistic Job Preview: It is a process of providing a job applicant with an accurate picture of the job.
Reliability: The ability of a selection tool to measure an attribute consistently.
Selection: The process of picking individuals who have relevant qualifications to fill jobs in an organisation.
Stereotyping: Attributing characteristics to individuals based on their inclusion or membership in a particular group.
Structured Interview: Interview that uses a set of standardised questions that are clearly job related, asked of all job applicants.
Notes Validity: The relationship between scores on a selection tool and a relevant criterion such as job
performance.
6.10 Review Questions
1. Explain in brief the various selection techniques in general. Outline those selection techniques which are popularly used in India.
2. What is testing in selection? Explain its validity and reliability in the selection process. 3. What types of tests do you adopt for selecting mechanical engineers in a large tool making
industry?
4. As jobs become more team oriented, assessment centres will be used more often for management jobs. Do you agree or disagree?
5. If you were interviewing a promising candidate but he seemed nervous, what actions might you consider to calm the candidate?
6. "The most efficient solution to the problem of interview validity is to do away with the interview and substitute paper and pencil measures." Do you agree or disagree? Explain. 7. "Even though interviews are not reliable, they are heavily used." Discuss why this selection
device still rates very highly when it is known that it is unreliable.
8. Orientation is required when the selection policy is defective. When employees are selected properly, they do not need to be oriented. Do you agree or disagree? Why?
9. Explain the terms 'placement' and 'induction'. Outline their objectives.
10. What are the components of an employee induction programme? Why it is important in an organization?
Answers: Self Assessment
1. (v) 2. (iv) 3. (iii) 4. F 5. T 6. T 7. T 8. F 9. T 10. F 11. T 12. T 13. T 14. T 15. T
6.11 Further Readings
Books Aswathapa, K. (2008), Human Resource Management, 5th ed., Tata McGraw Hill. Dipak Kumar Bhattacharyya, Human Resource Management, Excel Books. French, W.L. (1990), Human Resource Management, 4th ed., Houghton Miffin, Boston.
Notes
H.J. Bernardin, Human Resource Management, Tata McGraw Hill, New Delhi, 2004. Ivancevich, J. M. (2008), Human Resource Management, Tata McGraw Hill. Madhurima Lall and Sakina Qasim Zaidi, Human Resource Management, Excel Books.
Rao P.S. (2008), Essentials of Human Resource Management and Industrial. Relations, Text cases and Games, Himalaya Publication.
Online links www.curryinc.com
Notes
Unit 7: Training, Development and Career Management
CONTENTS Objectives Introduction 7.1 Definitions 7.1.1 Characteristics of Training7.1.2 Difference between Training and Development 7.1.3 Difference between Training and Education 7.1.4 Types and Methods of Training
7.2 Objective of Training and Development 7.3 Need for Training
7.4 Importance of Training 7.4.1 To the Organization 7.4.2 To the Employees
7.4.3 For Personnel and Human Relation 7.5 Inputs in Training and Development 7.6 Gaps in Training
7.7 Training Process and Career Development 7.7.1 Career Planning
7.7.2 Need for Career Planning 7.7.3 Objectives
7.7.4 Process of Career Planning 7.8 Succession Planning
7.8.1 Replacement Charts
7.8.2 Career Planning vs. Succession Planning 7.9 Steps in Career Development System
7.10 Training Process
7.10.1 Identification of Objectives 7.10.2 Determining Training Needs 7.10.3 Identify Training Objectives
7.10.4 Determining Content and Schedule of Training 7.10.5 Coordination of Training Programme
7.10.6 Evaluating the Training Programme 7.11 Summary
7.12 Keywords 7.13 Review Questions 7.14 Further Readings
Notes
Objectives
After studying this unit, you will be able to:
Define the terms training, development and career Discuss Inputs in training and development Discuss various gaps in training
Explain training process and career development Understand career development
Introduction
Training improves, changes, and moulds the employee's knowledge, skill, behaviour and aptitude and attitude towards the requirement of the job and the organization. After an employee is selected, placed and introduced in an organization, he/she must be provided with training facilities in order to adjust him/her to the job.