The preamble to our Indian Constitution promises justice – social, economic and political. It also stresses Equality of status and of opportunity. Article 23 of the Constitution prohibits traffic in human beings and forced labour. Article 24 prohibits employment of children in factories. The article 38 and 39 spelt under Directive Principles of State Policy are now enforceable as per the dictums laid by our Supreme Court. Constitution of India, Article 38: State to secure a social order for the promotion of welfare of the people: The State shall strive to promote the welfare of the people by securing and protecting as effectively as it may a social order in which justice, social, economic and political, shall inform all the institutions of the national life. The State shall, in particular, strive to minimize the inequalities in income, and endeavor to eliminate inequalities in status, facilities and opportunities, not only amongst Continue reading
HRM Concepts
Types of Human Resource Information Systems (HRIS)
Operational HRIS Operational human resource information systems provide the manager with data to support routine and repetitive human resource decisions. Several operational-level information systems collect and report human resource data. These systems include information about the organization’s positions and employees and about governmental regulations. 1. Employee Information Systems The human resource department must maintain information on each of the organization’s employees for a variety of decision and reporting purposes. One part of this employee information system is a set of human resource profile records. An employee profile usually contains personal and organization-related information, such as name, address, sex, minority status, marital status, citizenship, years of service or seniority data, education and training, previous experience, employment history within the organization, salary rate, salary or wage grade, and retirement and health plan choices. The employee inventory may also contain data about employee preferences for geographical locations and work shifts. Another part of Continue reading
Job Enrichment – Motivation by Enriching Jobs
Fredrick Herzberg gave greater emphasis on job enrichment in his two factor theory. He assumed that in order to motivate personnel, the job must be designed to provide opportunities for achievement, recognition, responsibility, advancement and growth. This technique entails enriching the job so that these factors are included. It simply means, adding a few more motivators to job to make it more rewarding. A job is enriched when the nature of the job is made more exciting, challenging and creative or gives the job holder more decision making, planning and controlling powers. According to Beatty and Schneider, “Job enrichment is a motivational technique which emphasizes the need for challenging and interesting and interesting work. It suggests that jobs be redesigned so that intrinsic satisfaction is derived from doing the job. In its best applications, it leads to a vertically enhanced job by adding functions from other organizational levels, making it Continue reading
Job Evaluation – Meaning, Definition, Objectives and Process
For fixing compensation to different jobs, it is essential that there is internal equity and consistency among different job holders. Job evaluation aims to provide this equity and consistency by defining the relative worth of different jobs in an organization. Job evaluation is the process of determining the relative worth of different categories of jobs by analyzing their responsibilities and consequently, fixation of their remuneration. So, Job evaluation is the process of determining and quantifying the value of jobs. It is the systematic scoring and comparison of jobs along organizationally determined dimensions of job worth, such as, in the effort, responsibility, complexity, importance, skills and the working conditions of a job. Job evaluation is a tool to compare jobs consistently and classify them into appropriate pay ranges. The worth of each job within the organization is determined through the Job Evaluation process (job analysis, job descriptions, & job evaluations). This Continue reading
Deal and Kennedy’s Organizational Culture Model
As a lead up to the discussion on corporate culture in people’s management, it is important to consider Deal and Kennedy’s contribution. Deal and Kennedy suggests that ‘People are a company’s greatest resource, and the way to manage them is not directly by computer reports, but by the subtle cues of a culture’ Deal and Kennedy (2000) examined organisational culture from a different perspective, concluding that there are six interrelated elements which define organisational culture. These are: The history of the organisation, because shared past experiences shape current beliefs and values and the traditions which organisation is built on. For example, firms often draw on their heritage and use this as part of their branding strategy, as well as asserting a belief in traditional values. The values and beliefs of the organisation are critical as these focus on the shared beliefs of employees and the organisation as a whole, including the written and underwritten Continue reading
Theories of Motivation: Herzberg’s Motivation-Hygiene Model (Two Factor Theory of Motivation)
A significant development in motivation was distinction between motivational and maintenance factors in job situation. A research was conducted by Frederick Herzberg and his associates based on the interview of 200 engineers and accountants who worked for eleven different firms in Pittsburgh area. These men were asked to recall specific incidents in their experience, which made them, feel either particularly good or particularly bad about jobs. The findings of the research were that good feelings in the group under test were keyed to the specific tasks that the men performed rather than to background factors such as money, security or working conditions and when they felt bad, it was because of some disturbance on these background factors which had caused them to believe that they were being treated unfairly. This led to draw a distinction between what are called as ‘motivators’ and ‘hygiene factors’. To this group of engineers and Continue reading