What is Cross Cultural Training?
The term "cross cultural training" refers to a variety of different training courses. Each in essence aims to develop awareness between people where a common cultural framework does not exist.
In general, cross cultural training has two parallel approaches:
General Cross Cultural Awareness Training, and
Culture/Country Specific Training.
Cross cultural awareness training deals with the manifestations of culture in the workplace and has many applications. Its main purpose is to evaluate and constructively tackle the challenges cross cultural differences can bring to the workplace.
A few examples of the courses we cover can illustrate the different applications of cross cultural awareness training:
Team BuildingCross Cultural Team Building Training will aim to raise team members' awareness of each other culturally in order to foster mutual trust, respect and understanding. The result of which will be clearer lines of communication.
Diversity ManagementCross Cultural Management Training aims to equip management staff with the knowledge and skills to effectively supervise a multi-cultural staff. Cross cultural awareness training results in a more convivial and understanding work environment.
Negotiation WorkshopCross Cultural Negotiation Training assists negotiators involved with foreign clients or customers with whom they are discussing possible terms and conditions.
Diversity SeminarCultural Diversity Training offers HR staff support in helping them understand their responsibilities to ethnic minority staff and/or look at ways of nurturing harmonious inter-personal relationships at work.
Diversity SeminarCulture Specific Training is generally aimed at individuals or teams that regularly visit a foreign country or who frequently interact with overseas clients or colleagues. Such training usually focuses on areas such as values, morals, ethics, business practices, etiquette, protocol or negotiation styles with reference to one country. This better equips participants with the key skills that will help in building successful business relationships.
Thursday, 28 July 2011
cross culture training
What is Cross Cultural Training?
The term "cross cultural training" refers to a variety of different training courses. Each in essence aims to develop awareness between people where a common cultural framework does not exist.
In general, cross cultural training has two parallel approaches:
General Cross Cultural Awareness Training, and
Culture/Country Specific Training.
Cross cultural awareness training deals with the manifestations of culture in the workplace and has many applications. Its main purpose is to evaluate and constructively tackle the challenges cross cultural differences can bring to the workplace.
A few examples of the courses we cover can illustrate the different applications of cross cultural awareness training:
Team BuildingCross Cultural Team Building Training will aim to raise team members' awareness of each other culturally in order to foster mutual trust, respect and understanding. The result of which will be clearer lines of communication.
Diversity ManagementCross Cultural Management Training aims to equip management staff with the knowledge and skills to effectively supervise a multi-cultural staff. Cross cultural awareness training results in a more convivial and understanding work environment.
Negotiation WorkshopCross Cultural Negotiation Training assists negotiators involved with foreign clients or customers with whom they are discussing possible terms and conditions.
Diversity SeminarCultural Diversity Training offers HR staff support in helping them understand their responsibilities to ethnic minority staff and/or look at ways of nurturing harmonious inter-personal relationships at work.
Diversity SeminarCulture Specific Training is generally aimed at individuals or teams that regularly visit a foreign country or who frequently interact with overseas clients or colleagues. Such training usually focuses on areas such as values, morals, ethics, business practices, etiquette, protocol or negotiation styles with reference to one country. This better equips participants with the key skills that will help in building successful business relationships.
The term "cross cultural training" refers to a variety of different training courses. Each in essence aims to develop awareness between people where a common cultural framework does not exist.
In general, cross cultural training has two parallel approaches:
General Cross Cultural Awareness Training, and
Culture/Country Specific Training.
Cross cultural awareness training deals with the manifestations of culture in the workplace and has many applications. Its main purpose is to evaluate and constructively tackle the challenges cross cultural differences can bring to the workplace.
A few examples of the courses we cover can illustrate the different applications of cross cultural awareness training:
Team BuildingCross Cultural Team Building Training will aim to raise team members' awareness of each other culturally in order to foster mutual trust, respect and understanding. The result of which will be clearer lines of communication.
Diversity ManagementCross Cultural Management Training aims to equip management staff with the knowledge and skills to effectively supervise a multi-cultural staff. Cross cultural awareness training results in a more convivial and understanding work environment.
Negotiation WorkshopCross Cultural Negotiation Training assists negotiators involved with foreign clients or customers with whom they are discussing possible terms and conditions.
Diversity SeminarCultural Diversity Training offers HR staff support in helping them understand their responsibilities to ethnic minority staff and/or look at ways of nurturing harmonious inter-personal relationships at work.
Diversity SeminarCulture Specific Training is generally aimed at individuals or teams that regularly visit a foreign country or who frequently interact with overseas clients or colleagues. Such training usually focuses on areas such as values, morals, ethics, business practices, etiquette, protocol or negotiation styles with reference to one country. This better equips participants with the key skills that will help in building successful business relationships.
corporate social responsibility
Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business)[1] is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, CSR-focused businesses would proactively promote the public interest(PI) by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. CSR is the deliberate inclusion of PI into corporate decision-making, that is the core business of the company or firm, and the honouring of a triple bottom line: people, planet, profit.
The term "corporate social responsibility" came in to common use in the late 1960s and early 1970s, after many multinational corporations formed. The term stakeholder, meaning those on whom an organization's activities have an impact, was used to describe corporate owners beyond shareholders as a result of an influential book by R. Edward Freeman, Strategic management: a stakeholder approach in 1984.[2] Proponents argue that corporations make more long term profits by operating with a perspective, while critics argue that CSR distracts from the economic role of businesses. Others argue CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.
CSR is titled to aid an organization's mission as well as a guide to what the company stands for and will uphold to its consumers. Development business ethics is one of the forms of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR (currently a Draft International Standard). Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles but with no formal act of legislation. The UN has developed the Principles for Responsible Investment as guidelines for investing entities.
Contents
Approaches
Some commentators have identified a difference between the Canadian (Montreal school of CSR), the Continental European and the Anglo-Saxon approaches to CSR.[3] And even within Europe the discussion about CSR is very heterogeneous.[4]
An approach for CSR that is becoming more widely accepted is a community-based development approach. In this approach, corporations work with local communities to better themselves. For example, the Shell Foundation's involvement in the Flower Valley, South Africa. In Flower Valley they set up an Early Learning Centre to help educate the community's children as well as develop new skills for the adults. Marks and Spencer is also active in this community through the building of a trade network with the community - guaranteeing regular fair trade purchases. Often activities companies participate in are establishing education facilities for adults and HIV/AIDS education programmes. The majority of these CSR projects are established in Africa. JIDF For You, is an attempt to promote these activities in India.
A more common approach of CSR is philanthropy. This includes monetary donations and aid given to local organizations and impoverished communities in developing countries. Some organizations[who?] do not like this approach as it does not help build on the skills of the local people, whereas community-based development generally leads to more sustainable development.[clarification needed Difference between local org& community-dev? Cite]
Another approach to CSR is to incorporate the CSR strategy directly into the business strategy of an organization. For instance, procurement of Fair Trade tea and coffee has been adopted by various businesses including KPMG. Its CSR manager commented, "Fairtrade fits very strongly into our commitment to our communities."[5]
Another approach is garnering increasing corporate responsibility interest. This is called Creating Shared Value, or CSV. The shared value model is based on the idea that corporate success and social welfare are interdependent. A business needs a healthy, educated workforce, sustainable resources and adept government to compete effectively. For society to thrive, profitable and competitive businesses must be developed and supported to create income, wealth, tax revenues, and opportunities for philanthropy. CSV received global attention in the Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility [1] by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School; and Mark R. Kramer, Senior Fellow at the Kennedy School at Harvard University and co-founder of FSG Social Impact Advisors. The article provides insights and relevant examples of companies that have developed deep linkages between their business strategies and corporate social responsibility. Many approaches to CSR pit businesses against society, emphasizing the costs and limitations of compliance with externally imposed social and environmental standards. CSV acknowledges trade-offs between short-term profitability and social or environmental goals, but focuses more on the opportunities for competitive advantage from building a social value proposition into corporate strategy.
Many companies use the strategy of benchmarking to compete within their respective industries in CSR policy, implementation, and effectiveness. Benchmarking involves reviewing competitor CSR initiatives, as well as measuring and evaluating the impact that those policies have on society and the environment, and how customers perceive competitor CSR strategy. After a comprehensive study of competitor strategy and an internal policy review performed, a comparison can be drawn and a strategy developed for competition with CSR initiatives.
CSR Approaches
The term "corporate social responsibility" came in to common use in the late 1960s and early 1970s, after many multinational corporations formed. The term stakeholder, meaning those on whom an organization's activities have an impact, was used to describe corporate owners beyond shareholders as a result of an influential book by R. Edward Freeman, Strategic management: a stakeholder approach in 1984.[2] Proponents argue that corporations make more long term profits by operating with a perspective, while critics argue that CSR distracts from the economic role of businesses. Others argue CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.
CSR is titled to aid an organization's mission as well as a guide to what the company stands for and will uphold to its consumers. Development business ethics is one of the forms of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR (currently a Draft International Standard). Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles but with no formal act of legislation. The UN has developed the Principles for Responsible Investment as guidelines for investing entities.
Contents
Approaches
Some commentators have identified a difference between the Canadian (Montreal school of CSR), the Continental European and the Anglo-Saxon approaches to CSR.[3] And even within Europe the discussion about CSR is very heterogeneous.[4]
An approach for CSR that is becoming more widely accepted is a community-based development approach. In this approach, corporations work with local communities to better themselves. For example, the Shell Foundation's involvement in the Flower Valley, South Africa. In Flower Valley they set up an Early Learning Centre to help educate the community's children as well as develop new skills for the adults. Marks and Spencer is also active in this community through the building of a trade network with the community - guaranteeing regular fair trade purchases. Often activities companies participate in are establishing education facilities for adults and HIV/AIDS education programmes. The majority of these CSR projects are established in Africa. JIDF For You, is an attempt to promote these activities in India.
A more common approach of CSR is philanthropy. This includes monetary donations and aid given to local organizations and impoverished communities in developing countries. Some organizations[who?] do not like this approach as it does not help build on the skills of the local people, whereas community-based development generally leads to more sustainable development.[clarification needed Difference between local org& community-dev? Cite]
Another approach to CSR is to incorporate the CSR strategy directly into the business strategy of an organization. For instance, procurement of Fair Trade tea and coffee has been adopted by various businesses including KPMG. Its CSR manager commented, "Fairtrade fits very strongly into our commitment to our communities."[5]
Another approach is garnering increasing corporate responsibility interest. This is called Creating Shared Value, or CSV. The shared value model is based on the idea that corporate success and social welfare are interdependent. A business needs a healthy, educated workforce, sustainable resources and adept government to compete effectively. For society to thrive, profitable and competitive businesses must be developed and supported to create income, wealth, tax revenues, and opportunities for philanthropy. CSV received global attention in the Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility [1] by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School; and Mark R. Kramer, Senior Fellow at the Kennedy School at Harvard University and co-founder of FSG Social Impact Advisors. The article provides insights and relevant examples of companies that have developed deep linkages between their business strategies and corporate social responsibility. Many approaches to CSR pit businesses against society, emphasizing the costs and limitations of compliance with externally imposed social and environmental standards. CSV acknowledges trade-offs between short-term profitability and social or environmental goals, but focuses more on the opportunities for competitive advantage from building a social value proposition into corporate strategy.
Many companies use the strategy of benchmarking to compete within their respective industries in CSR policy, implementation, and effectiveness. Benchmarking involves reviewing competitor CSR initiatives, as well as measuring and evaluating the impact that those policies have on society and the environment, and how customers perceive competitor CSR strategy. After a comprehensive study of competitor strategy and an internal policy review performed, a comparison can be drawn and a strategy developed for competition with CSR initiatives.
CSR Approaches
global hrm
With the advent of globalization, organizations - big or small have ceased to be local, they have become global! This has increased the workforce diversity and cultural sensitivities have emerged like never before. All this led to the development of Global Human Resource Management.
Even those organizations who consider themselves immune to transactions across geographical boundaries are connected to the wider network globally. They are in one way or the other dependent upon organizations that may even not have heard about. There is interdependence between organizations in various areas and functions.
The preliminary function of global Human Resource Management is that the organization carries a local appeal in the host country despite maintaining an international feel. To exemplify, any multinational / international company would not like to be called as local, however the same wants a domestic touch in the host country and there lies the challenge.
We may therefore, enumerate the objectives of global HRM as follows:
1. Create a local appeal without compromising upon the global identity.
2. Generating awareness of cross cultural sensitivities among managers globally and hiring of staff across geographic boundaries.
3. Training upon cultures and sensitivities of the host country.
The strategic role of Human resources Management in such a scenario is to ensure that HRM policies are in tandem with and in support of the firm’s strategy, structure and controls. Specifically, when we talk of structures and controls the following become worth mentioning in the context of Global HRM.
* Decision Making: There is a certain degree of centralization of operating decision making. Compare this to the International strategy, the core competencies are centralized and the rest are decentralized.
* Co-ordination: A high degree of coordination is required in wake of the cross cultural sensitivities. There is in addition also a high need for cultural control.
* Integrating Mechanisms: Many integrating mechanisms operate simultaneously.
Global HRM and the Staffing Policy
Here also the role is no different i.e. hiring individuals with requisite skills to do a particular job. The challenge here is developing tools to promote a corporate culture that is almost the same everywhere except that the local sensitivities are taken care of.
Also, the deciding upon the top management or key positions gets very tricky. Whether to choose a local from the host country for a key position or deploy one from the headquarters assumes importance; and finally whether or not to have a uniform hiring policy globally remains a big challenge.
Nevertheless an organization can choose to hire according to any of the staffing policies mentioned below:
* Ethnocentric: Here the Key management positions are filled by the parent country individuals.
* Polycentric: In polycentric staffing policy the host country nationals manage subsidiaries whereas the headquarter positions are held by the parent company nationals.
* Geocentric: In this staffing policy the best and the most competent individuals hold key positions irrespective of the nationalities.
Geocentric staffing policy it seems is the best when it comes to Global HRM. The human resources are deployed productively and it also helps build a strong cultural and informal management network. The flip side is that human resources become a bit expensive when hired on a geocentric basis. Besides the national immigration policies may limit implementation.
Global HRM therefore is a very challenging front in HRM. If one is able to strike the right chord in designing structures and controls, the job is half done. Subsidiaries are held together by global HRM, different subsidiaries can function operate coherently only when it is enabled by efficient structures and controls
Even those organizations who consider themselves immune to transactions across geographical boundaries are connected to the wider network globally. They are in one way or the other dependent upon organizations that may even not have heard about. There is interdependence between organizations in various areas and functions.
The preliminary function of global Human Resource Management is that the organization carries a local appeal in the host country despite maintaining an international feel. To exemplify, any multinational / international company would not like to be called as local, however the same wants a domestic touch in the host country and there lies the challenge.
We may therefore, enumerate the objectives of global HRM as follows:
1. Create a local appeal without compromising upon the global identity.
2. Generating awareness of cross cultural sensitivities among managers globally and hiring of staff across geographic boundaries.
3. Training upon cultures and sensitivities of the host country.
The strategic role of Human resources Management in such a scenario is to ensure that HRM policies are in tandem with and in support of the firm’s strategy, structure and controls. Specifically, when we talk of structures and controls the following become worth mentioning in the context of Global HRM.
* Decision Making: There is a certain degree of centralization of operating decision making. Compare this to the International strategy, the core competencies are centralized and the rest are decentralized.
* Co-ordination: A high degree of coordination is required in wake of the cross cultural sensitivities. There is in addition also a high need for cultural control.
* Integrating Mechanisms: Many integrating mechanisms operate simultaneously.
Global HRM and the Staffing Policy
Here also the role is no different i.e. hiring individuals with requisite skills to do a particular job. The challenge here is developing tools to promote a corporate culture that is almost the same everywhere except that the local sensitivities are taken care of.
Also, the deciding upon the top management or key positions gets very tricky. Whether to choose a local from the host country for a key position or deploy one from the headquarters assumes importance; and finally whether or not to have a uniform hiring policy globally remains a big challenge.
Nevertheless an organization can choose to hire according to any of the staffing policies mentioned below:
* Ethnocentric: Here the Key management positions are filled by the parent country individuals.
* Polycentric: In polycentric staffing policy the host country nationals manage subsidiaries whereas the headquarter positions are held by the parent company nationals.
* Geocentric: In this staffing policy the best and the most competent individuals hold key positions irrespective of the nationalities.
Geocentric staffing policy it seems is the best when it comes to Global HRM. The human resources are deployed productively and it also helps build a strong cultural and informal management network. The flip side is that human resources become a bit expensive when hired on a geocentric basis. Besides the national immigration policies may limit implementation.
Global HRM therefore is a very challenging front in HRM. If one is able to strike the right chord in designing structures and controls, the job is half done. Subsidiaries are held together by global HRM, different subsidiaries can function operate coherently only when it is enabled by efficient structures and controls
women employment
You can tell the condition of a nation by looking at the status of its women.
- Jawaharlal Nehru
Women workforce constitutes an integral part of total workforce in India. On 31st march 2004, women constituted 19 per cent of the total workforce. The participation of women in the labor force has always been lower than that of men, in the rural as well as urban areas. The work participation rate for women has increased significantly. In 1981, work participation rate for women was only 19.67 per cent which increased up to 22.73 per cent in 1991 and 26.68 per cent in 2001. In the women workforce, women from rural areas are greater in number as compared to the
urban women. Amongst rural women workers, a majority is employed in agriculture and some are employed in cottage industries. In the urban areas, women workers are primarily employed in the unorganized sectors. As on the 31st March, 2005 a total number of 50.16 Lacs women employees were engaged in the organized sector, out of which 29.21 lacs (58per cent) in the public sector and 20.95 lacs (42per cent) in the Private Sector. Employment of women in public sector increased by 1.1 percent and by 2.5 percent in the private sector during 2004-2005. The zone wise analysis showed an increase of 8 percent in North-Eastern Zone, followed by Western Zone (5.3per cent), Eastern Zone (3per cent) and Central Zone (1.3per cent) and Northern Zone (1.2per cent). Only Southern Zone registered a marginal dip of 0.8 percent.
Women Employment Women Employment
Some Vital Statistics
* The number of women job seekers has increased from 99.3 lacs in 1999 to 106.1 lacs in 2004. Thus the percentage of women job seekers to the total job-seekers has also increased from 24.6per cent in 1999 to 26.2per cent in 2004.
Table 1: Number of Women Job Seekers
Year Number of Women (in lacs) Percentage to total
1999 99.3 24.6
2000 104.5 25.3
2001 108.8 25.9
2002 106.0 25.9
2003 107.5 26.0
2004 106.1 26.0
* Number of Educated Women Job Seekers as on December 2004 was 7537.7 thousand. Educated Women at the end of 2004 accounted for 25.8per cent of the total educated job-seekers.
Table 2: Number of Educated Women Job Seekers
Year Number of Women Percentage to total
2000 7911.7 27.1
2001 8525.6 28.1
2002 7921.4 26.8
2003 8032.4 26.6
2004 7537.7 25.8
* The state wise analysis reflects that Kerala has the maximum (21.1 lacs) women job-seekers followed by West Bengal (19.3 lacs) and Tamil Nadu (15.3 lacs) while minimum number of women job-seekers are in Rajasthan (1.0 lacs).
* The percentage of educated women job seekers among the total women job seekers has gone down from 73.3per cent to 70.4per cent in 2004.
* The work participation rate for women was 25.68 per cent in 2001. This shows an improvement over 22.73 per cent in 1991 and 19.67 per cent in 1981.
* Women workers constituted 19 per cent of the total organized sector employment in the country, as compared to 18.4 per cent in the previous year. As on 31st March, 2004, there were about 49.34 lacs women workers employed in the organized sector (Public and Private Sector).
* As far as industries are concerned, in 2005, the manufacturing industry faced a dip of 1.1per cent in women employment. On the other hand, other industries reflected an increase in women employment. An increase of 7.8 per cent was registered in Wholesale and Retail Trade followed by 5.6 per cent in Mining and Quarrying, 5.5 per cent in Agriculture, Hunting, Forestry & Fishing, 5.2 per cent in Financing, Insurance Real Estate & Business Services, 1.7 per cent in Electricity, Gas & Water, 1.5 per cent in Construction, 1.4 per cent in Community, Social and Personal Services and 1.2 per cent in Transport, Storage & Communications.
- Jawaharlal Nehru
Women workforce constitutes an integral part of total workforce in India. On 31st march 2004, women constituted 19 per cent of the total workforce. The participation of women in the labor force has always been lower than that of men, in the rural as well as urban areas. The work participation rate for women has increased significantly. In 1981, work participation rate for women was only 19.67 per cent which increased up to 22.73 per cent in 1991 and 26.68 per cent in 2001. In the women workforce, women from rural areas are greater in number as compared to the
urban women. Amongst rural women workers, a majority is employed in agriculture and some are employed in cottage industries. In the urban areas, women workers are primarily employed in the unorganized sectors. As on the 31st March, 2005 a total number of 50.16 Lacs women employees were engaged in the organized sector, out of which 29.21 lacs (58per cent) in the public sector and 20.95 lacs (42per cent) in the Private Sector. Employment of women in public sector increased by 1.1 percent and by 2.5 percent in the private sector during 2004-2005. The zone wise analysis showed an increase of 8 percent in North-Eastern Zone, followed by Western Zone (5.3per cent), Eastern Zone (3per cent) and Central Zone (1.3per cent) and Northern Zone (1.2per cent). Only Southern Zone registered a marginal dip of 0.8 percent.
Women Employment Women Employment
Some Vital Statistics
* The number of women job seekers has increased from 99.3 lacs in 1999 to 106.1 lacs in 2004. Thus the percentage of women job seekers to the total job-seekers has also increased from 24.6per cent in 1999 to 26.2per cent in 2004.
Table 1: Number of Women Job Seekers
Year Number of Women (in lacs) Percentage to total
1999 99.3 24.6
2000 104.5 25.3
2001 108.8 25.9
2002 106.0 25.9
2003 107.5 26.0
2004 106.1 26.0
* Number of Educated Women Job Seekers as on December 2004 was 7537.7 thousand. Educated Women at the end of 2004 accounted for 25.8per cent of the total educated job-seekers.
Table 2: Number of Educated Women Job Seekers
Year Number of Women Percentage to total
2000 7911.7 27.1
2001 8525.6 28.1
2002 7921.4 26.8
2003 8032.4 26.6
2004 7537.7 25.8
* The state wise analysis reflects that Kerala has the maximum (21.1 lacs) women job-seekers followed by West Bengal (19.3 lacs) and Tamil Nadu (15.3 lacs) while minimum number of women job-seekers are in Rajasthan (1.0 lacs).
* The percentage of educated women job seekers among the total women job seekers has gone down from 73.3per cent to 70.4per cent in 2004.
* The work participation rate for women was 25.68 per cent in 2001. This shows an improvement over 22.73 per cent in 1991 and 19.67 per cent in 1981.
* Women workers constituted 19 per cent of the total organized sector employment in the country, as compared to 18.4 per cent in the previous year. As on 31st March, 2004, there were about 49.34 lacs women workers employed in the organized sector (Public and Private Sector).
* As far as industries are concerned, in 2005, the manufacturing industry faced a dip of 1.1per cent in women employment. On the other hand, other industries reflected an increase in women employment. An increase of 7.8 per cent was registered in Wholesale and Retail Trade followed by 5.6 per cent in Mining and Quarrying, 5.5 per cent in Agriculture, Hunting, Forestry & Fishing, 5.2 per cent in Financing, Insurance Real Estate & Business Services, 1.7 per cent in Electricity, Gas & Water, 1.5 per cent in Construction, 1.4 per cent in Community, Social and Personal Services and 1.2 per cent in Transport, Storage & Communications.
employee discipline
Industrial Relations Home » Employee Discipline
The maintenance of harmonious industrial relations within an industry depends on the extent of promotion and maintenance of discipline in the organizations. No organizations can grow and prosper without effective disciplinary system. Discipline on account of employees means complying with the predefined rules and regulations of the organization. It is a form of training that enforces organizational rules. Conduct problems arise from the employees who fail to follow the code of conduct of the organization. These employees are most often affected by the disciplinary system of the organization. Such employees are often called problem employees. The problem employees comprise a small number of employees, but they are the ones who cause the most disciplinary situations.
If employers fail to deal with problem employees, negative effects on other employees and work groups may result. Some common disciplinary issues caused by problem employees include absenteeism, tardiness, productivity deficiencies, pilfering, alcoholism, insubordination, misuse of equipments and other company resources, and negligence. The goal of discipline is behavior modification, that is, to modify unacceptable behavior and misconduct.
The maintenance of harmonious industrial relations within an industry depends on the extent of promotion and maintenance of discipline in the organizations. No organizations can grow and prosper without effective disciplinary system. Discipline on account of employees means complying with the predefined rules and regulations of the organization. It is a form of training that enforces organizational rules. Conduct problems arise from the employees who fail to follow the code of conduct of the organization. These employees are most often affected by the disciplinary system of the organization. Such employees are often called problem employees. The problem employees comprise a small number of employees, but they are the ones who cause the most disciplinary situations.
If employers fail to deal with problem employees, negative effects on other employees and work groups may result. Some common disciplinary issues caused by problem employees include absenteeism, tardiness, productivity deficiencies, pilfering, alcoholism, insubordination, misuse of equipments and other company resources, and negligence. The goal of discipline is behavior modification, that is, to modify unacceptable behavior and misconduct.
prohibition of strikes and lockouts
Prohibition of Strikes and Lock-Outs
Industrial Relations Home » Prohibition of Strikes and Lock-Outs
Employees are prohibited from striking according to the section 22 of Industrial Disputes Act 1947. Employees, who are working in a public utility service, cannot go on a strike without giving a notice of strike within the six weeks before striking. They can not go on strike either within fourteen days of providing the strike notice or before the expiry of the date of strike specified in any such notice. The same rule applies to the employers. Employers who are carrying on a public utility service can not lockout any of their employees without giving them a prior notice within six weeks before the lock out or within the fourteen days of giving such a notice. Moreover, the notice of strike or lockout is to be given in a prescribed manner showing the number of persons involved in the strike/lockout.
The notice of strike or lockout is not necessary when there is already a strike or lockout going on in the company. However, a notice should be issued on the day on which the lockout is declared just to intimate the appropriate authorities about the lockout. The employer is supposed to report the number of notices of strikes received by him to the appropriate Government or the authority prescribed by the government within the five days of receiving such notices.
Illegal Strikes and Lock-Outs
A strike or a lock-out is illegal if it is declared in noncompliance with the section 22 (as defined above) of Industrial Disputes Act 1947, that is, if the notice period is not served or if the strike is held within the fourteen days of issuing the notice of strike. If a strike or lockout has already taken place and is being referred to a Board, the continuance of such a strike or lock out is not illegal provided it is in compliance with the provisions of act. Moreover, a lockout declared in consequence of an illegal strike or a strike declared in consequence of an illegal lock-out shall not be deemed to be illegal.
Penalty for Illegal Strikes and Lock-outs
A workman who is involved in an illegal strike can be penalized with imprisonment for a term extendable to a month or with a fine or fifty rupees or both. In similar way, an employer who initiates and continues a lockout is punishable with imprisonment extendable to a month or with a fine of one thousand rupees or both. According to Section 25 of Industrial Disputes Act 1947, no person should provide any sort of financial aid to any illegal strike or lock-out. Any person who knowingly provides such a help in support of any illegal strike or lock-out is punishable with imprisonment for a term which may extend to six months, or with fine which may extend to one thousand rupees, or with both.
Industrial Relations Home » Prohibition of Strikes and Lock-Outs
Employees are prohibited from striking according to the section 22 of Industrial Disputes Act 1947. Employees, who are working in a public utility service, cannot go on a strike without giving a notice of strike within the six weeks before striking. They can not go on strike either within fourteen days of providing the strike notice or before the expiry of the date of strike specified in any such notice. The same rule applies to the employers. Employers who are carrying on a public utility service can not lockout any of their employees without giving them a prior notice within six weeks before the lock out or within the fourteen days of giving such a notice. Moreover, the notice of strike or lockout is to be given in a prescribed manner showing the number of persons involved in the strike/lockout.
The notice of strike or lockout is not necessary when there is already a strike or lockout going on in the company. However, a notice should be issued on the day on which the lockout is declared just to intimate the appropriate authorities about the lockout. The employer is supposed to report the number of notices of strikes received by him to the appropriate Government or the authority prescribed by the government within the five days of receiving such notices.
Illegal Strikes and Lock-Outs
A strike or a lock-out is illegal if it is declared in noncompliance with the section 22 (as defined above) of Industrial Disputes Act 1947, that is, if the notice period is not served or if the strike is held within the fourteen days of issuing the notice of strike. If a strike or lockout has already taken place and is being referred to a Board, the continuance of such a strike or lock out is not illegal provided it is in compliance with the provisions of act. Moreover, a lockout declared in consequence of an illegal strike or a strike declared in consequence of an illegal lock-out shall not be deemed to be illegal.
Penalty for Illegal Strikes and Lock-outs
A workman who is involved in an illegal strike can be penalized with imprisonment for a term extendable to a month or with a fine or fifty rupees or both. In similar way, an employer who initiates and continues a lockout is punishable with imprisonment extendable to a month or with a fine of one thousand rupees or both. According to Section 25 of Industrial Disputes Act 1947, no person should provide any sort of financial aid to any illegal strike or lock-out. Any person who knowingly provides such a help in support of any illegal strike or lock-out is punishable with imprisonment for a term which may extend to six months, or with fine which may extend to one thousand rupees, or with both.
lockouts in industrial disputes
A lockout is a work stoppage in which an employer prevents employees from working. It is declared by employers to put pressure on their workers. This is different from a strike, in which employees refuse to work. Thus, a lockout is employers’ weapon while a strike is raised on part of employees. Acc to Industrial Disputes Act 1947, lock-out means the temporary closing of a place of employment or the suspension of work or the refusal by an employer to continue to employ any number of persons employed by him.
A lockout may happen for several reasons. When only part of a trade union votes to strike, the purpose of a lockout is to put pressure on a union by reducing the number of members who are able to work.
For example, if a group of the workers strike so that the work of the rest of the workers becomes impossible or less productive, the employer may declare a lockout until the workers end the strike. Another case in which an employer may impose a lockout is to avoid slowdowns or intermittent work-stoppages. Occupation of factories has been the traditional method of response to lock-outs by the workers' movement.
PICKETING
When workers are dissuaded from work by stationing certain men at the factory gates, such a step is known as picketing. If picketing does not involve any violence, it is perfectly legal. Pickets are workers who are on strike that stand at the entrance to their workplace. It is basically a method of drawing public attention towards the fact that there is a dispute between the management and employees.
The purpose of picketing is:
* to stop or persuade workers not to go to work
* to tell the public about the strike
* to persuade workers to take their union's side
GHERAO
Gherao in Hindi means to surround. It denotes a collective action initiated by a group of workers under which members of the management are prohibited from leaving the industrial establishment premises by workers who block the exit gates by forming human barricades. The workers may gherao the members of the management by blocking their exits and forcing them to stay inside their cabins. The main object of gherao is to inflict physical and mental torture to the person being gheraoed and hence this weapon disturbs the industrial peace to a great extent.
A lockout may happen for several reasons. When only part of a trade union votes to strike, the purpose of a lockout is to put pressure on a union by reducing the number of members who are able to work.
For example, if a group of the workers strike so that the work of the rest of the workers becomes impossible or less productive, the employer may declare a lockout until the workers end the strike. Another case in which an employer may impose a lockout is to avoid slowdowns or intermittent work-stoppages. Occupation of factories has been the traditional method of response to lock-outs by the workers' movement.
PICKETING
When workers are dissuaded from work by stationing certain men at the factory gates, such a step is known as picketing. If picketing does not involve any violence, it is perfectly legal. Pickets are workers who are on strike that stand at the entrance to their workplace. It is basically a method of drawing public attention towards the fact that there is a dispute between the management and employees.
The purpose of picketing is:
* to stop or persuade workers not to go to work
* to tell the public about the strike
* to persuade workers to take their union's side
GHERAO
Gherao in Hindi means to surround. It denotes a collective action initiated by a group of workers under which members of the management are prohibited from leaving the industrial establishment premises by workers who block the exit gates by forming human barricades. The workers may gherao the members of the management by blocking their exits and forcing them to stay inside their cabins. The main object of gherao is to inflict physical and mental torture to the person being gheraoed and hence this weapon disturbs the industrial peace to a great extent.
strikes in industrial disputes
A strike is a very powerful weapon used by trade unions and other labor associations to get their demands accepted. It generally involves quitting of work by a group of workers for the purpose of bringing the pressure on their employer so that their demands get accepted. When workers collectively cease to work in a particular industry, they are said to be on strike.
According to Industrial Disputes Act 1947, a strike is “a cessation of work by a body of persons employed in an industry acting in combination; or a concerted refusal of any number of persons who are or have been so employed to continue to work or to accept employment; or a refusal under a common understanding of any number of such persons to continue to work or to
accept employment”. This definition throws light on a few aspects of a strike. Firstly, a strike is a referred to as stoppage of work by a group of workers employed in a particular industry. Secondly, it also includes the refusal of a number of employees to continue work under their employer.
In a strike, a group of workers agree to stop working to protest against something they think is unfair where they work. Labors withhold their services in order to pressurize their employment or government to meet their demands. Demands made by strikers can range from asking for higher wages or better benefits to seeking changes in the workplace environment. Strikes sometimes occur so that employers listen more carefully to the workers and address their problems.
Causes of strikes:
Strikes can occur because of the following reasons:
* Dissatisfaction with company policy
* Salary and incentive problems
* Increment not up to the mark
* Wrongful discharge or dismissal of workmen
* Withdrawal of any concession or privilege
* Hours of work and rest intervals
* Leaves with wages and holidays
* Bonus, profit sharing, Provident fund and gratuity
* Retrenchment of workmen and closure of establishment
* Dispute connected with minimum wages
TYPES OF STRIKE
1. Economic Strike: Under this type of strike, labors stop their work to enforce their economic demands such as wages and bonus. In these kinds of strikes, workers ask for increase in wages, allowances like traveling allowance, house rent allowance, dearness allowance, bonus and other facilities such as increase in privilege leave and casual leave.
2. Sympathetic Strike: When workers of one unit or industry go on strike in sympathy with workers of another unit or industry who are already on strike, it is called a sympathetic strike. The members of other unions involve themselves in a strike to support or express their sympathy with the members of unions who are on strike in other undertakings. The workers of sugar industry may go on strike in sympathy with their fellow workers of the textile industry who may already be on strike.
3. General Strike: It means a strike by members of all or most of the unions in a region or an industry. It may be a strike of all the workers in a particular region of industry to force demands common to all the workers. These strikes are usually intended to create political pressure on the ruling government, rather than on any one employer. It may also be an extension of the sympathetic strike to express generalized protest by the workers.
4. Sit down Strike: In this case, workers do not absent themselves from their place of work when they are on strike. They keep control over production facilities. But do not work. Such a strike is also known as 'pen down' or 'tool down' strike. Workers show up to their place of employment, but they refuse to work. They also refuse to leave, which makes it very difficult for employer to defy the union and take the workers' places. In June 1998, all the Municipal Corporation employees in Punjab observed a pen down strike to protest against the non-acceptance of their demands by the state government.
5. Slow Down Strike: Employees remain on their jobs under this type of strike. They do not stop work, but restrict the rate of output in an organized manner. They adopt go-slow tactics to put pressure on the employers.
6. Sick-out (or sick-in): In this strike, all or a significant number of union members call in sick on the same day. They don’t break any rules, because they just use their sick leave that was allotted to them on the same day. However, the sudden loss of so many employees all on one day can show the employer just what it would be like if they really went on strike.
7. Wild cat strikes: These strikes are conducted by workers or employees without the authority and consent of unions. In 2004, a significant number of advocated went on wildcat strike at the City Civil Court premises in Bangalore. They were protesting against some remarks allegedly made against them by an Assistant Commissioner
According to Industrial Disputes Act 1947, a strike is “a cessation of work by a body of persons employed in an industry acting in combination; or a concerted refusal of any number of persons who are or have been so employed to continue to work or to accept employment; or a refusal under a common understanding of any number of such persons to continue to work or to
accept employment”. This definition throws light on a few aspects of a strike. Firstly, a strike is a referred to as stoppage of work by a group of workers employed in a particular industry. Secondly, it also includes the refusal of a number of employees to continue work under their employer.
In a strike, a group of workers agree to stop working to protest against something they think is unfair where they work. Labors withhold their services in order to pressurize their employment or government to meet their demands. Demands made by strikers can range from asking for higher wages or better benefits to seeking changes in the workplace environment. Strikes sometimes occur so that employers listen more carefully to the workers and address their problems.
Causes of strikes:
Strikes can occur because of the following reasons:
* Dissatisfaction with company policy
* Salary and incentive problems
* Increment not up to the mark
* Wrongful discharge or dismissal of workmen
* Withdrawal of any concession or privilege
* Hours of work and rest intervals
* Leaves with wages and holidays
* Bonus, profit sharing, Provident fund and gratuity
* Retrenchment of workmen and closure of establishment
* Dispute connected with minimum wages
TYPES OF STRIKE
1. Economic Strike: Under this type of strike, labors stop their work to enforce their economic demands such as wages and bonus. In these kinds of strikes, workers ask for increase in wages, allowances like traveling allowance, house rent allowance, dearness allowance, bonus and other facilities such as increase in privilege leave and casual leave.
2. Sympathetic Strike: When workers of one unit or industry go on strike in sympathy with workers of another unit or industry who are already on strike, it is called a sympathetic strike. The members of other unions involve themselves in a strike to support or express their sympathy with the members of unions who are on strike in other undertakings. The workers of sugar industry may go on strike in sympathy with their fellow workers of the textile industry who may already be on strike.
3. General Strike: It means a strike by members of all or most of the unions in a region or an industry. It may be a strike of all the workers in a particular region of industry to force demands common to all the workers. These strikes are usually intended to create political pressure on the ruling government, rather than on any one employer. It may also be an extension of the sympathetic strike to express generalized protest by the workers.
4. Sit down Strike: In this case, workers do not absent themselves from their place of work when they are on strike. They keep control over production facilities. But do not work. Such a strike is also known as 'pen down' or 'tool down' strike. Workers show up to their place of employment, but they refuse to work. They also refuse to leave, which makes it very difficult for employer to defy the union and take the workers' places. In June 1998, all the Municipal Corporation employees in Punjab observed a pen down strike to protest against the non-acceptance of their demands by the state government.
5. Slow Down Strike: Employees remain on their jobs under this type of strike. They do not stop work, but restrict the rate of output in an organized manner. They adopt go-slow tactics to put pressure on the employers.
6. Sick-out (or sick-in): In this strike, all or a significant number of union members call in sick on the same day. They don’t break any rules, because they just use their sick leave that was allotted to them on the same day. However, the sudden loss of so many employees all on one day can show the employer just what it would be like if they really went on strike.
7. Wild cat strikes: These strikes are conducted by workers or employees without the authority and consent of unions. In 2004, a significant number of advocated went on wildcat strike at the City Civil Court premises in Bangalore. They were protesting against some remarks allegedly made against them by an Assistant Commissioner
objectives of industrial relations
The main objectives of industrial relations system are:-
# To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production.
# To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country.
# To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism.
* To establish and promote the growth of an industrial democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well.
* To eliminate or minimize the number of strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits.
* To improve the economic conditions of workers in the existing state of industrial managements and political government.
* Socialization of industries by making the state itself a major employer
* Vesting of a proprietary interest of the workers in the industries in which they are employed.
# To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production.
# To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country.
# To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism.
* To establish and promote the growth of an industrial democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well.
* To eliminate or minimize the number of strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits.
* To improve the economic conditions of workers in the existing state of industrial managements and political government.
* Socialization of industries by making the state itself a major employer
* Vesting of a proprietary interest of the workers in the industries in which they are employed.
industrial relations defnition
Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management).
Concept of Industrial Relations:
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. By “relations” we mean “the relationships that exist within the industry between the employer and his workmen.”
The term industrial relations explains the relationship between employees and management which stem directly or indirectly from union-employer relationship.
Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated.
The term industrial relations has a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers.
The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers’ participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.
Concept of Industrial Relations:
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. By “relations” we mean “the relationships that exist within the industry between the employer and his workmen.”
The term industrial relations explains the relationship between employees and management which stem directly or indirectly from union-employer relationship.
Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated.
The term industrial relations has a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers.
The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers’ participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.
Tuesday, 12 July 2011
sbi reasoning questions
1. If it is possible to make only one meaningful word with the Third, Seventh, Eighth and Tenth letters of the word COMPATIBILITY, which of the following would be the last letter of that word ? If no such word can be made, give ‘X’ as your answer and if more than one such word can be formed, give your answer as ‘Y’.
(A) I
(B) B
(C) L
(D) X
(E) Y
Ans : (B)
2. Four of the following five are alike in a certain way and so form a group. Which is the one that does not belong to that group ?
(A) Stem
(B) Tree
(C) Root
(D) Branch
(E) Leaf
Ans : (B)
3. How many meaningful three letter English words can be formed with the letters AER, using each letter only once in each word ?
(A) None
(B) One
(C) Two
(D) Three
(E) Four
Ans : (D)
4. In a certain code FINE is written HGPC.
How is SLIT written in that code ?
(A) UTGR
(B) UTKR
(C) TUGR
(D) RUGT
(E) None of these
Ans : (E)
5. If ‘Apple’ is called ‘Orange’, ‘Orange’ is called ‘Peach’, ‘Peach’ is called ‘Potato’, ‘Potato’ is called ‘Banana’, ‘Banana’ is called ‘Papaya’ and ‘Papaya’ is called ‘Guava’, which of the following grows underground ?
(A) Potato
(B) Guava
(C) Apple
(D) Banana
(E) None of these
Ans : (D)
6. If the digits in the number 86435192 are arranged in ascending order, what will be the difference between the digits which are second from the right and fourth from the left in the new arrangement ?
(A) One
(B) Two
(C) Three
(D) Four
(E) None
Ans : (D)
7. Each vowel of the word ADJECTIVE is substituted with the next letter of the English alphabetical series, and each consonant is substituted with the letter preceding it. How many vowels are present in the new arrangement ?
(A) None
(B) One
(C) Two
(D) Three
(E) None of these
Ans : (C)
8. If in a certain language LATE is coded as 8&4$ and HIRE is coded as 7*3$ then how will HAIL be coded in the same language ?
(A) 7&8*
(B) &7*8
(C) 7*&8
(D) 7&*8
(E) None of these
Ans : (D)
9. How many such pairs of letters are there in word ENGLISH, each of which has as many letters between its two letters as there are between them in the English alphabets ?
(A) None
(B) One
(C) Two
(D) Three
(E) More than three
Ans : (E)
10. In a certain code ‘na pa ka so’ means ‘birds fly very high’, ‘ri so la pa’ means ‘birds are very beautiful’ and ‘ti me ka bo’ means ‘the parrots could fly’. Which of the following is the code for ‘high’ in that language ?
(A) na
(B) ka
(C) bo
(D) so
(E) None of these
Ans : (A)
Directions—(Q. 11–15) In each of the questions below are given three statements followed by two conclusions numbered I and II. You have to take the given statements to be true even if they seem to be at variance from commonly known facts. Read both the conclusions and then decide which of the given conclusions logically follows from the given statements disregarding commonly known facts.
Read the statements and the conclusions which follow it and
Give answer—
(A) if only conclusion I is true.
(B) if only conclusion II is true.
(C) if either conclusion I or conclusion II is true.
(D) if neither conclusion I nor conclusion II is true
(E) if both conclusions I and II are true.
11. Statements : All stars are suns.
Some suns are planets.
All planets are satellites.
Conclusions :
I. Some satellites are stars.
II. No star is a satellite.
Ans : (C)
12. Statements : All fishes are birds.
All birds are rats.
All rats are cows.
Conclusions :
I. All birds are cows
II. All rats are fishes
Ans : (A)
13. Statements : All curtains are rods.
Some rods are sheets.
Some sheets are pillows.
Conclusions :
I. Some pillows are rods.
II. Some rods are curtains.
Ans : (B)
14. Statements : Some walls are windows.
Some windows are doors.
All doors are roofs.
Conclusions :
I. Some doors are walls.
II. No roof is a window.
Ans : (D)
15. Statements : All switches are plugs.
Some plugs are bulbs.
All bulbs are sockets.
Conclusions :
I. Some sockets are plugs.
II. Some plugs are switches.
Ans : (E)
Directions—(Q. 16–20) Study the sets of numbers given below and answer the questions, which follow :
489 - 541 - 654 - 953 - 983
16. If in each number, the first and the last digits are interchanged, which of the following will be the second highest number ?
(A) 489
(B) 541
(C) 654
(D) 953
(E) 783
Ans : (C)
17. If in each number, all the three digits are arranged in ascending order, which of the following will be the lowest number ?
(A) 489
(B) 541
(C) 654
(D) 953
(E) 783
Ans : (B)
18. Which of the following numbers will be obtained if the first digit of lowest number is subtracted from the second digit of highest number after adding one to each of the numbers ?
(A) 1
(B) 2
(C) 3
(D) 4
(E) 5
Ans : (A)
19. If five is subtracted from each of the numbers, which of the following numbers will be the difference between the second digit of second highest number and the second digit of the highest number ?
(A) Zero
(B) 3
(C) 1
(D) 4
(E) 2
Ans : (B)
20. If in each number the first and the second digits are interchanged, which will be the third highest number ?
(A) 489
(B) 541
(C) 654
(D) 953
(E) 783
Ans : (D)
Directions—(Q. 21–25) Read the following information carefully and answer the questions, which follow :
‘A – B’ means ‘A is father of B’
‘A + B’ means ‘A is daughter of B’
‘A ÷ B’ means ‘A is son of B’
‘A × B’ means ‘A is wife of B’
21. Which of the following means P is grandson of S ?
(A) P + Q – S
(B) P ÷ Q × S
(C) P ÷ Q + S
(D) P × Q ÷ S
(E) None of these
Ans : (C)
22. How is P related to T in the expression ‘P + S – T’ ?
(A) Sister
(B) Wife
(C) Son
(D) Daughter
(E) None of these
Ans : (A)
23. In the expression ‘P + Q × T’ how is T related to P ?
(A) Mother
(B) Father
(C) Son
(D) Brother
(E) None of these
Ans : (B)
24. Which of the following means T is wife of P ?
(A) P × S ÷ T
(B) P ÷ S × T
(C) P – S ÷ T
(D) P + T ÷ S
(E) None of these
Ans : (E)
25. In the expression ‘P × Q – T’ how is T related to P ?
(A) Daughter
(B) Sister
(C) Mother
(D) Can’t be determined
(E) None of these
Ans : (D)
Directions—(Q. 26–30) In each of these questions a group of letters is given followed by four combinations of number/symbol lettered (A), (B), (C) & (D). Letters are to be coded as per the scheme and conditions given below. You have to find out the serial letter of the combination, which represents the letter group. Serial letter of that combination is your answer. If none of the combinations is correct, your answer is (E) i.e. None of these :
Letters# Q M S I N G D K A L P R B J E
Number/ Symbol# 7 @ 4 # % $ 6 1 2 £ 5 * 9 8 3
Conditions :
(i) If the first letter is a consonant and the last a vowel, both are to be coded as the code of the vowel.
(ii) If the first letter is a vowel and the last a consonant, the codes for the first and the last are to be interchanged.
(iii) If no vowel is present in the group of letters, the second and the fifth letters are to be coded as ©.
26. BKGQJN
(A) 9©$7©%
(B) ©9$7%©
(C) 91$78%
(D) %1$789
(E) None of these
Ans : (A)
27. IJBRLG
(A) #89*£$
(B) #89*£#
(C) $89*£#
(D) $89*£$
(E) None of these
Ans : (C)
28. BARNIS
(A) 92*#%4
(B) 924#*%
(C) 92*#%9
(D) 42*#%4
(E) None of these
Ans : (E)
29. EGAKRL
(A) #£$21*
(B) £$21*3
(C) £$21*#
(D) #£$21#
(E) None of these
Ans : (B)
30. DMBNIA
(A) 6@9%#2
(B) 2@9%#6
(C) 2@9%#2
(D) 2©9%#2
(E) None of these
Ans : (C)
Directions—(Q. 31–35) Study the following information carefully to answer these questions.
Eight persons A, B, C, D, E, F, G and H work for three different companies namely X, Y and Z. Not more than three persons work for a company. There are only two ladies in the group who have different specializations and work for different companies. Of the group of friends, two have specialization in each HR, Finance and Marketing. One member is an engineer and one is a doctor. H is an HR specialist and works with a Marketing specialist B who does not work for company Y. C is an engineer and his sister works in company Z. D is a specialist in HR working in company X while her friend G is a finance specialist and works for company Z. No two persons having the same specialization work together. Marketing specialist F works for company Y and his friend A who is a Finance expert works for company X in which only two specialists work. No lady is a marketing specialist or a doctor.
31. For which of the following companies does C work ?
(A) Y
(B) X
(C) Z
(D) Data inadequate
(E) None of these
Ans : (A)
32. Which of the following represents the pair working in the same company ?
(A) D and C
(B) A and B
(C) A and E
(D) H and F
(E) None of these
Ans : (E)
33. Which of the following combination is correct ?
(A) C–Z-Engineer
(B) E–X–Doctor
(C) H–X–HR
(D) C–Y–Engineer
(E) None of these
Ans : (D)
34. Who amongst the friends is a doctor ?
(A) H
(B) E
(C) C
(D) Either E or C
(E) None of these
Ans : (B)
35. Which of the following pairs represents the two ladies in the group ?
(A) A and D
(B) B and D
(C) D and G
(D) Data inadequate
(E) None of these
Ans : (C)
Directions—(Q. 36–40) In each of the questions given below which one of the five answer figures on the right should come after the problem figures on the left, if the sequence were continued ?
Ans : 36. (C) 37. (E) 38. (D) 39. (A) 40. (D)
(A) I
(B) B
(C) L
(D) X
(E) Y
Ans : (B)
2. Four of the following five are alike in a certain way and so form a group. Which is the one that does not belong to that group ?
(A) Stem
(B) Tree
(C) Root
(D) Branch
(E) Leaf
Ans : (B)
3. How many meaningful three letter English words can be formed with the letters AER, using each letter only once in each word ?
(A) None
(B) One
(C) Two
(D) Three
(E) Four
Ans : (D)
4. In a certain code FINE is written HGPC.
How is SLIT written in that code ?
(A) UTGR
(B) UTKR
(C) TUGR
(D) RUGT
(E) None of these
Ans : (E)
5. If ‘Apple’ is called ‘Orange’, ‘Orange’ is called ‘Peach’, ‘Peach’ is called ‘Potato’, ‘Potato’ is called ‘Banana’, ‘Banana’ is called ‘Papaya’ and ‘Papaya’ is called ‘Guava’, which of the following grows underground ?
(A) Potato
(B) Guava
(C) Apple
(D) Banana
(E) None of these
Ans : (D)
6. If the digits in the number 86435192 are arranged in ascending order, what will be the difference between the digits which are second from the right and fourth from the left in the new arrangement ?
(A) One
(B) Two
(C) Three
(D) Four
(E) None
Ans : (D)
7. Each vowel of the word ADJECTIVE is substituted with the next letter of the English alphabetical series, and each consonant is substituted with the letter preceding it. How many vowels are present in the new arrangement ?
(A) None
(B) One
(C) Two
(D) Three
(E) None of these
Ans : (C)
8. If in a certain language LATE is coded as 8&4$ and HIRE is coded as 7*3$ then how will HAIL be coded in the same language ?
(A) 7&8*
(B) &7*8
(C) 7*&8
(D) 7&*8
(E) None of these
Ans : (D)
9. How many such pairs of letters are there in word ENGLISH, each of which has as many letters between its two letters as there are between them in the English alphabets ?
(A) None
(B) One
(C) Two
(D) Three
(E) More than three
Ans : (E)
10. In a certain code ‘na pa ka so’ means ‘birds fly very high’, ‘ri so la pa’ means ‘birds are very beautiful’ and ‘ti me ka bo’ means ‘the parrots could fly’. Which of the following is the code for ‘high’ in that language ?
(A) na
(B) ka
(C) bo
(D) so
(E) None of these
Ans : (A)
Directions—(Q. 11–15) In each of the questions below are given three statements followed by two conclusions numbered I and II. You have to take the given statements to be true even if they seem to be at variance from commonly known facts. Read both the conclusions and then decide which of the given conclusions logically follows from the given statements disregarding commonly known facts.
Read the statements and the conclusions which follow it and
Give answer—
(A) if only conclusion I is true.
(B) if only conclusion II is true.
(C) if either conclusion I or conclusion II is true.
(D) if neither conclusion I nor conclusion II is true
(E) if both conclusions I and II are true.
11. Statements : All stars are suns.
Some suns are planets.
All planets are satellites.
Conclusions :
I. Some satellites are stars.
II. No star is a satellite.
Ans : (C)
12. Statements : All fishes are birds.
All birds are rats.
All rats are cows.
Conclusions :
I. All birds are cows
II. All rats are fishes
Ans : (A)
13. Statements : All curtains are rods.
Some rods are sheets.
Some sheets are pillows.
Conclusions :
I. Some pillows are rods.
II. Some rods are curtains.
Ans : (B)
14. Statements : Some walls are windows.
Some windows are doors.
All doors are roofs.
Conclusions :
I. Some doors are walls.
II. No roof is a window.
Ans : (D)
15. Statements : All switches are plugs.
Some plugs are bulbs.
All bulbs are sockets.
Conclusions :
I. Some sockets are plugs.
II. Some plugs are switches.
Ans : (E)
Directions—(Q. 16–20) Study the sets of numbers given below and answer the questions, which follow :
489 - 541 - 654 - 953 - 983
16. If in each number, the first and the last digits are interchanged, which of the following will be the second highest number ?
(A) 489
(B) 541
(C) 654
(D) 953
(E) 783
Ans : (C)
17. If in each number, all the three digits are arranged in ascending order, which of the following will be the lowest number ?
(A) 489
(B) 541
(C) 654
(D) 953
(E) 783
Ans : (B)
18. Which of the following numbers will be obtained if the first digit of lowest number is subtracted from the second digit of highest number after adding one to each of the numbers ?
(A) 1
(B) 2
(C) 3
(D) 4
(E) 5
Ans : (A)
19. If five is subtracted from each of the numbers, which of the following numbers will be the difference between the second digit of second highest number and the second digit of the highest number ?
(A) Zero
(B) 3
(C) 1
(D) 4
(E) 2
Ans : (B)
20. If in each number the first and the second digits are interchanged, which will be the third highest number ?
(A) 489
(B) 541
(C) 654
(D) 953
(E) 783
Ans : (D)
Directions—(Q. 21–25) Read the following information carefully and answer the questions, which follow :
‘A – B’ means ‘A is father of B’
‘A + B’ means ‘A is daughter of B’
‘A ÷ B’ means ‘A is son of B’
‘A × B’ means ‘A is wife of B’
21. Which of the following means P is grandson of S ?
(A) P + Q – S
(B) P ÷ Q × S
(C) P ÷ Q + S
(D) P × Q ÷ S
(E) None of these
Ans : (C)
22. How is P related to T in the expression ‘P + S – T’ ?
(A) Sister
(B) Wife
(C) Son
(D) Daughter
(E) None of these
Ans : (A)
23. In the expression ‘P + Q × T’ how is T related to P ?
(A) Mother
(B) Father
(C) Son
(D) Brother
(E) None of these
Ans : (B)
24. Which of the following means T is wife of P ?
(A) P × S ÷ T
(B) P ÷ S × T
(C) P – S ÷ T
(D) P + T ÷ S
(E) None of these
Ans : (E)
25. In the expression ‘P × Q – T’ how is T related to P ?
(A) Daughter
(B) Sister
(C) Mother
(D) Can’t be determined
(E) None of these
Ans : (D)
Directions—(Q. 26–30) In each of these questions a group of letters is given followed by four combinations of number/symbol lettered (A), (B), (C) & (D). Letters are to be coded as per the scheme and conditions given below. You have to find out the serial letter of the combination, which represents the letter group. Serial letter of that combination is your answer. If none of the combinations is correct, your answer is (E) i.e. None of these :
Letters# Q M S I N G D K A L P R B J E
Number/ Symbol# 7 @ 4 # % $ 6 1 2 £ 5 * 9 8 3
Conditions :
(i) If the first letter is a consonant and the last a vowel, both are to be coded as the code of the vowel.
(ii) If the first letter is a vowel and the last a consonant, the codes for the first and the last are to be interchanged.
(iii) If no vowel is present in the group of letters, the second and the fifth letters are to be coded as ©.
26. BKGQJN
(A) 9©$7©%
(B) ©9$7%©
(C) 91$78%
(D) %1$789
(E) None of these
Ans : (A)
27. IJBRLG
(A) #89*£$
(B) #89*£#
(C) $89*£#
(D) $89*£$
(E) None of these
Ans : (C)
28. BARNIS
(A) 92*#%4
(B) 924#*%
(C) 92*#%9
(D) 42*#%4
(E) None of these
Ans : (E)
29. EGAKRL
(A) #£$21*
(B) £$21*3
(C) £$21*#
(D) #£$21#
(E) None of these
Ans : (B)
30. DMBNIA
(A) 6@9%#2
(B) 2@9%#6
(C) 2@9%#2
(D) 2©9%#2
(E) None of these
Ans : (C)
Directions—(Q. 31–35) Study the following information carefully to answer these questions.
Eight persons A, B, C, D, E, F, G and H work for three different companies namely X, Y and Z. Not more than three persons work for a company. There are only two ladies in the group who have different specializations and work for different companies. Of the group of friends, two have specialization in each HR, Finance and Marketing. One member is an engineer and one is a doctor. H is an HR specialist and works with a Marketing specialist B who does not work for company Y. C is an engineer and his sister works in company Z. D is a specialist in HR working in company X while her friend G is a finance specialist and works for company Z. No two persons having the same specialization work together. Marketing specialist F works for company Y and his friend A who is a Finance expert works for company X in which only two specialists work. No lady is a marketing specialist or a doctor.
31. For which of the following companies does C work ?
(A) Y
(B) X
(C) Z
(D) Data inadequate
(E) None of these
Ans : (A)
32. Which of the following represents the pair working in the same company ?
(A) D and C
(B) A and B
(C) A and E
(D) H and F
(E) None of these
Ans : (E)
33. Which of the following combination is correct ?
(A) C–Z-Engineer
(B) E–X–Doctor
(C) H–X–HR
(D) C–Y–Engineer
(E) None of these
Ans : (D)
34. Who amongst the friends is a doctor ?
(A) H
(B) E
(C) C
(D) Either E or C
(E) None of these
Ans : (B)
35. Which of the following pairs represents the two ladies in the group ?
(A) A and D
(B) B and D
(C) D and G
(D) Data inadequate
(E) None of these
Ans : (C)
Directions—(Q. 36–40) In each of the questions given below which one of the five answer figures on the right should come after the problem figures on the left, if the sequence were continued ?
Ans : 36. (C) 37. (E) 38. (D) 39. (A) 40. (D)
Sunday, 10 July 2011
satyam recruitement
Satyam Recruitment Process consists of three phases.
They are:
1. Written Test (Aptitude, Reasoning)
2. Group Discussion.
3. Technical + HR Interview Round.
Written Test: In General the question paper consists of 15 Questions. Among those 15, 10 questions are from APTITUDE and 5 are from reasoning Topics.
The Main Topics one has to concentrate are
TIME, SPEED, DISTANCE.
PROFIT & LOSS.
PERCENTAGE.
SIMPLE INTEREST/COMPOUND INTEREST.
PERMUTATION & COMBINATION.
PROBABILITY.
TIME & WORK.
ODD MAN OUT & SERIES.
HEIGHT & DISTANCE.
AVERAGE.
BLOOD RELATION.
PROBLEMS ON AGES.
RATIO & PROPORTION.
DATA INTERPRETATION.
PROBLEMS ON CLOCKS/CALENDARS.
ALLIGATION & MIXTURES.
Group Discussion: GD is the Elimination around. One has to take more and more precautions in this around. Usually the GD in Satyam can be conducted among 8-10 candidates.
Points to Remember:
Maintain Dress Code.
Facial Expressions should be good.
Maintain Eye contact.
Smile on your face is very important.
Don’t put cross legs and cross hands.
While others giving their views better to see their faces, and try to jot it down on paper.
They will give 2 minutes time to think better to make a note of all the points that are going to be discussed.
Try to Initiate the Discussion. It will show Your Leader ship qualities.
Even If you don’t know the points try to listen the views of others carefully.
The Good Listener can also be selected in GD.
Better to Participate in the GD 3 to 4 times to share your Opinions.
If HR wants you to conclude try to use the Phrase that “On Behalf of my group I can conclude that…..â€Â
Don’t try to see the HR/ Observer at any time in Your Discussion. It leads bad Impression.
Note: Don’t be Nervous in the GD, think that these 6-8 minutes is very valuable in your Life…, Be clear in your delivery that leads you clear in the GD. Remember one point If you Clear GD, The chances of Selecting for SATYAM is 90%.
Technical + HR Round:-
In Satyam, there will be no separate Technical and HR Rounds; both can be conducted in the same Round.
The Compulsory Questions you will face are:
Tell Me about Your self. (You have to tell your personal details, family background, Educational Details).
If you are not an IT Student, HR, mainly concentrates on C and Operating Systems.
If you are an IT student they will ask questions on C, C++, Operating Systems, and DBMS/SQL. Based on Specialization they will ask Questions on Java or .Net also.
Always they will concentrate on Basics only, be thorough in the Basic Concepts
The HR wants the Spontaneous responses, If you don’t know the answers just say SORRY Sir/Madam.
Remember one important thing; communication skills are very very important, without that, you are unable to get into IT Sector
They are:
1. Written Test (Aptitude, Reasoning)
2. Group Discussion.
3. Technical + HR Interview Round.
Written Test: In General the question paper consists of 15 Questions. Among those 15, 10 questions are from APTITUDE and 5 are from reasoning Topics.
The Main Topics one has to concentrate are
TIME, SPEED, DISTANCE.
PROFIT & LOSS.
PERCENTAGE.
SIMPLE INTEREST/COMPOUND INTEREST.
PERMUTATION & COMBINATION.
PROBABILITY.
TIME & WORK.
ODD MAN OUT & SERIES.
HEIGHT & DISTANCE.
AVERAGE.
BLOOD RELATION.
PROBLEMS ON AGES.
RATIO & PROPORTION.
DATA INTERPRETATION.
PROBLEMS ON CLOCKS/CALENDARS.
ALLIGATION & MIXTURES.
Group Discussion: GD is the Elimination around. One has to take more and more precautions in this around. Usually the GD in Satyam can be conducted among 8-10 candidates.
Points to Remember:
Maintain Dress Code.
Facial Expressions should be good.
Maintain Eye contact.
Smile on your face is very important.
Don’t put cross legs and cross hands.
While others giving their views better to see their faces, and try to jot it down on paper.
They will give 2 minutes time to think better to make a note of all the points that are going to be discussed.
Try to Initiate the Discussion. It will show Your Leader ship qualities.
Even If you don’t know the points try to listen the views of others carefully.
The Good Listener can also be selected in GD.
Better to Participate in the GD 3 to 4 times to share your Opinions.
If HR wants you to conclude try to use the Phrase that “On Behalf of my group I can conclude that…..â€Â
Don’t try to see the HR/ Observer at any time in Your Discussion. It leads bad Impression.
Note: Don’t be Nervous in the GD, think that these 6-8 minutes is very valuable in your Life…, Be clear in your delivery that leads you clear in the GD. Remember one point If you Clear GD, The chances of Selecting for SATYAM is 90%.
Technical + HR Round:-
In Satyam, there will be no separate Technical and HR Rounds; both can be conducted in the same Round.
The Compulsory Questions you will face are:
Tell Me about Your self. (You have to tell your personal details, family background, Educational Details).
If you are not an IT Student, HR, mainly concentrates on C and Operating Systems.
If you are an IT student they will ask questions on C, C++, Operating Systems, and DBMS/SQL. Based on Specialization they will ask Questions on Java or .Net also.
Always they will concentrate on Basics only, be thorough in the Basic Concepts
The HR wants the Spontaneous responses, If you don’t know the answers just say SORRY Sir/Madam.
Remember one important thing; communication skills are very very important, without that, you are unable to get into IT Sector
performance management
Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals.
Employee performance management includes:
• planning work and setting expectations,
• continually monitoring performance,
• developing the capacity to perform,
• periodically rating performance in asummary fashion, and
• rewarding good performance.
The revisions made in 1995 to the Governmentwide performance appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations establish would complement and not conflict with the kinds of activities and actions practiced in effective organizations as a matter of course.
Additional background information on performance management can be found in the following articles:
• Chronology of Employee Performance Management in the Federal Government
• Setting the Stage for Performance Management Today
________________________________________
In an effective organization, work is planned out in advance. Planning means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. Getting employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done.
The regulatory requirements for planning employees' performance include establishing the elements and standards of their performance appraisal plans. Performance elements and standards should be measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be flexible so that they can be adjusted for changing program objectives and work requirements. When used only when ratings of record are required.effectively, these plans can be beneficial working documents that are discussed often, and not merely
________________________________________
In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.
Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be identified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned.
________________________________________
In an effective organization, employee developmental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. Providing employees with training and developmental opportunities encourages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology.
Carrying out the processes of performance management provides an excellent opportunity to identify developmental needs. During planning and monitoring of work, deficiencies in performance become evident and can be addressed. Areas for improving good performance also stand out, and action can be taken to help successful employees improve even further.
________________________________________
From time to time, organizations find it useful to summarize employee performance. This can be helpful for looking at and comparing performance over time or among various employees. Organizations need to know who their best performers are.
Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions, such as granting within-grade pay increases and determining additional retention service credit in a reduction in force.
Note: Although group performance may have an impact on an employee's summary rating, a rating of record is assigned only to an individual, not to a group.
________________________________________
In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency's mission. A basic principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.
Good performance is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of the actions that reward good performance — like saying "Thank you" — don't require a specific regulatory authority. Nonetheless, awards regulations provide a broad range of forms that more formal rewards can take, such as cash, time off, and many nonmonetary items. The regulations also cover a variety of contributions that can be rewarded, from suggestions to group accomplishments.
Employee performance management includes:
• planning work and setting expectations,
• continually monitoring performance,
• developing the capacity to perform,
• periodically rating performance in asummary fashion, and
• rewarding good performance.
The revisions made in 1995 to the Governmentwide performance appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations establish would complement and not conflict with the kinds of activities and actions practiced in effective organizations as a matter of course.
Additional background information on performance management can be found in the following articles:
• Chronology of Employee Performance Management in the Federal Government
• Setting the Stage for Performance Management Today
________________________________________
In an effective organization, work is planned out in advance. Planning means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. Getting employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done.
The regulatory requirements for planning employees' performance include establishing the elements and standards of their performance appraisal plans. Performance elements and standards should be measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be flexible so that they can be adjusted for changing program objectives and work requirements. When used only when ratings of record are required.effectively, these plans can be beneficial working documents that are discussed often, and not merely
________________________________________
In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.
Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be identified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned.
________________________________________
In an effective organization, employee developmental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. Providing employees with training and developmental opportunities encourages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology.
Carrying out the processes of performance management provides an excellent opportunity to identify developmental needs. During planning and monitoring of work, deficiencies in performance become evident and can be addressed. Areas for improving good performance also stand out, and action can be taken to help successful employees improve even further.
________________________________________
From time to time, organizations find it useful to summarize employee performance. This can be helpful for looking at and comparing performance over time or among various employees. Organizations need to know who their best performers are.
Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions, such as granting within-grade pay increases and determining additional retention service credit in a reduction in force.
Note: Although group performance may have an impact on an employee's summary rating, a rating of record is assigned only to an individual, not to a group.
________________________________________
In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency's mission. A basic principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.
Good performance is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of the actions that reward good performance — like saying "Thank you" — don't require a specific regulatory authority. Nonetheless, awards regulations provide a broad range of forms that more formal rewards can take, such as cash, time off, and many nonmonetary items. The regulations also cover a variety of contributions that can be rewarded, from suggestions to group accomplishments.
Saturday, 9 July 2011
Analysis of industrial disputes
The number of industrial disputes in country has shown slow but steady fall over the past ten years. In 1998, the total number of disputes was 1097 which fell by more than half to 440 in 2006.It is being estimated that this trend will continue in 2007 as well. To support this, only 45 cases of disputes have been recorded during the first four months of 2007. This significant decline is attributed to the serious attempts made by industries to improve industrial relations with their workers. However, a deeper look at the data reveals that the number of mandays (i.e., the industrial unit of production equal to the work one person can produce in a day) lost due to disputes has not come down as significantly. The country, on an average, lost 25.4 million mandays of work annually between 1998
and 2006, which might have affected its industrial output.
More than 2.14 lakh mandays were lost due to work stoppages in 23 industrial disputes during January to March 2007. Though there has been a decline in the number of strikes, the country still witnessed some major strikes between 2004 and 2006, like those in Honda, Escorts, Apollo, and Skumars factories and in SBI bank.
Industrial Disputes
On analyzing the data sector wise, it is clear that the private sector has witnessed greater number of disputes as compared to the public sector. In 2005, only 57 disputes were recorded in public sector which resulted in a wage loss of 79 Crores. In contrast to this, 399 disputes were recorded in the private sector. In the recent past, maximum number of disputes has been recorded in the manufacturing, agriculture and mining and quarrying industries.
Industrial Disputes in Public & Private Sector
and 2006, which might have affected its industrial output.
More than 2.14 lakh mandays were lost due to work stoppages in 23 industrial disputes during January to March 2007. Though there has been a decline in the number of strikes, the country still witnessed some major strikes between 2004 and 2006, like those in Honda, Escorts, Apollo, and Skumars factories and in SBI bank.
Industrial Disputes
On analyzing the data sector wise, it is clear that the private sector has witnessed greater number of disputes as compared to the public sector. In 2005, only 57 disputes were recorded in public sector which resulted in a wage loss of 79 Crores. In contrast to this, 399 disputes were recorded in the private sector. In the recent past, maximum number of disputes has been recorded in the manufacturing, agriculture and mining and quarrying industries.
Industrial Disputes in Public & Private Sector
Cause of industrial disputes
The causes of industrial disputes can be broadly classified into two categories: economic and non-economic causes. The economic causes will include issues relating to compensation like wages, bonus, allowances, and conditions for work, working hours, leave and holidays without pay, unjust layoffs and retrenchments. The non economic factors will include victimization of workers, ill treatment by staff members, sympathetic strikes, political factors, indiscipline etc.
Wages and allowances: Since the cost of living index is increasing, workers generally bargain for higher wages to meet the rising cost of living index and to increase their standards of living. In 2002, 21.4% of disputes were caused by demand
of higher wages and allowances. This percentage was 20.4% during 2003 and during 2004 increased up to 26.2%. In 2005, wages and allowances accounted for 21.8% of disputes.
Personnel and retrenchment: The personnel and retrenchment have also been an important factor which accounted for disputes. During the year 2002, disputes caused by personnel were 14.1% while those caused by retrenchment and layoffs were 2.2% and 0.4% respectively. In 2003, a similar trend could be seen, wherein 11.2% of the disputes were caused by personnel, while 2.4% and 0.6% of disputes were caused by retrenchment and layoffs. In year 2005, only 9.6% of the disputes were caused by personnel, and only 0.4% were caused by retrenchment.
Indiscipline and violence: From the given table, it is evident that the number of disputes caused by indiscipline has shown an increasing trend. In 2002, 29.9% of disputes were caused because of indiscipline, which rose up to 36.9% in 2003. Similarly in 2004 and 2005, 40.4% and 41.6% of disputes were caused due to indiscipline respectively. During the year 2003, indiscipline accounted for the highest percentage (36.9%) of the total time-loss of all disputes, followed by cause-groups wage and allowance and personnel with 20.4% and11.2% respectively. A similar trend was observed in 2004 where indiscipline accounted for 40.4% of disputes.
Bonus: Bonus has always been an important factor in industrial disputes. 6.7% of the disputes were because of bonus in 2002 and 2003 as compared to 3.5% and 3.6% in 2004 and 2005 respectively.
Leave and working hours: Leaves and working hours have not been so important causes of industrial disputes. During 2002, 0.5% of the disputes were because of leave and hours of work while this percentage increased to 1% in 2003. During 2004, only 0.4% of the disputes were because of leaves and working hours.
Miscellaneous: The miscellaneous factors include
- Inter/Intra Union Rivalry
- Charter of Demands
- Work Load
- Standing orders/rules/service conditions/safety measures
- Non-implementation of agreements and awards etc.
Percentage Of Disputes
Wages and allowances: Since the cost of living index is increasing, workers generally bargain for higher wages to meet the rising cost of living index and to increase their standards of living. In 2002, 21.4% of disputes were caused by demand
of higher wages and allowances. This percentage was 20.4% during 2003 and during 2004 increased up to 26.2%. In 2005, wages and allowances accounted for 21.8% of disputes.
Personnel and retrenchment: The personnel and retrenchment have also been an important factor which accounted for disputes. During the year 2002, disputes caused by personnel were 14.1% while those caused by retrenchment and layoffs were 2.2% and 0.4% respectively. In 2003, a similar trend could be seen, wherein 11.2% of the disputes were caused by personnel, while 2.4% and 0.6% of disputes were caused by retrenchment and layoffs. In year 2005, only 9.6% of the disputes were caused by personnel, and only 0.4% were caused by retrenchment.
Indiscipline and violence: From the given table, it is evident that the number of disputes caused by indiscipline has shown an increasing trend. In 2002, 29.9% of disputes were caused because of indiscipline, which rose up to 36.9% in 2003. Similarly in 2004 and 2005, 40.4% and 41.6% of disputes were caused due to indiscipline respectively. During the year 2003, indiscipline accounted for the highest percentage (36.9%) of the total time-loss of all disputes, followed by cause-groups wage and allowance and personnel with 20.4% and11.2% respectively. A similar trend was observed in 2004 where indiscipline accounted for 40.4% of disputes.
Bonus: Bonus has always been an important factor in industrial disputes. 6.7% of the disputes were because of bonus in 2002 and 2003 as compared to 3.5% and 3.6% in 2004 and 2005 respectively.
Leave and working hours: Leaves and working hours have not been so important causes of industrial disputes. During 2002, 0.5% of the disputes were because of leave and hours of work while this percentage increased to 1% in 2003. During 2004, only 0.4% of the disputes were because of leaves and working hours.
Miscellaneous: The miscellaneous factors include
- Inter/Intra Union Rivalry
- Charter of Demands
- Work Load
- Standing orders/rules/service conditions/safety measures
- Non-implementation of agreements and awards etc.
Percentage Of Disputes
LEVELS OF CB
Collective bargaining operates at three levels:
1. National level
2. Sector or industry level
3. Company/enterprise level
Economy-wide (national) bargaining is a bipartite or tripartite form of negotiation between union confederations, central employer associations and government agencies. It aims at providing a floor for lower-level bargaining on the terms of employment, often taking into account macroeconomic goals.
Sectoral bargaining, which aims at the standardization of the terms of employment in one industry, includes a range of
bargaining patterns. Bargaining may be either broadly or narrowly defined in terms of the industrial activities covered and may be either split up according to territorial subunits or conducted nationally.
Levels Of Collective Bargaining
The third bargaining level involves the company and/or establishment. As a supplementary type of bargaining, it emphasizes the point that bargaining levels need not be mutually exclusive.
1. National level
2. Sector or industry level
3. Company/enterprise level
Economy-wide (national) bargaining is a bipartite or tripartite form of negotiation between union confederations, central employer associations and government agencies. It aims at providing a floor for lower-level bargaining on the terms of employment, often taking into account macroeconomic goals.
Sectoral bargaining, which aims at the standardization of the terms of employment in one industry, includes a range of
bargaining patterns. Bargaining may be either broadly or narrowly defined in terms of the industrial activities covered and may be either split up according to territorial subunits or conducted nationally.
Levels Of Collective Bargaining
The third bargaining level involves the company and/or establishment. As a supplementary type of bargaining, it emphasizes the point that bargaining levels need not be mutually exclusive.
IMPORTANCE OF CB
Collective bargaining includes not only negotiations between the employers and unions but also includes the process of resolving labor-management conflicts. Thus, collective bargaining is, essentially, a recognized way of creating a system of industrial jurisprudence. It acts as a method of introducing civil rights in the industry, that is, the management should be conducted by rules rather than arbitrary decision making. It establishes rules which define and restrict the traditional authority exercised by the management.
Importance to employees
Collective bargaining develops a sense of self respect and responsibility among the employees.
It increases the strength of the workforce, thereby, increasing their bargaining capacity as a group.
Collective bargaining increases the morale and productivity of employees.
It restricts management’s freedom for arbitrary action against the employees. Moreover, unilateral actions by the employer are also discouraged.
Effective collective bargaining machinery strengthens the trade unions movement.
The workers feel motivated as they can approach the management on various matters and bargain for higher benefits.
It helps in securing a prompt and fair settlement of grievances. It provides a flexible means for the adjustment of wages and employment conditions to economic and technological changes in the industry, as a result of which the chances for conflicts are reduced.
Importance to employers
It becomes easier for the management to resolve issues at the bargaining level rather than taking up complaints of individual workers.
Collective bargaining tends to promote a sense of job security among employees and thereby tends to reduce the cost of labor turnover to management.
Collective bargaining opens up the channel of communication between the workers and the management and increases worker participation in decision making.
Collective bargaining plays a vital role in settling and preventing industrial disputes.
Importance to society
Collective bargaining leads to industrial peace in the country
It results in establishment of a harmonious industrial climate which supports which helps the pace of a nation’s efforts towards economic and social development since the obstacles to such a development can be reduced considerably.
The discrimination and exploitation of workers is constantly being checked.
It provides a method or the regulation of the conditions of employment of those who are directly concerned about them.
Importance to employees
Collective bargaining develops a sense of self respect and responsibility among the employees.
It increases the strength of the workforce, thereby, increasing their bargaining capacity as a group.
Collective bargaining increases the morale and productivity of employees.
It restricts management’s freedom for arbitrary action against the employees. Moreover, unilateral actions by the employer are also discouraged.
Effective collective bargaining machinery strengthens the trade unions movement.
The workers feel motivated as they can approach the management on various matters and bargain for higher benefits.
It helps in securing a prompt and fair settlement of grievances. It provides a flexible means for the adjustment of wages and employment conditions to economic and technological changes in the industry, as a result of which the chances for conflicts are reduced.
Importance to employers
It becomes easier for the management to resolve issues at the bargaining level rather than taking up complaints of individual workers.
Collective bargaining tends to promote a sense of job security among employees and thereby tends to reduce the cost of labor turnover to management.
Collective bargaining opens up the channel of communication between the workers and the management and increases worker participation in decision making.
Collective bargaining plays a vital role in settling and preventing industrial disputes.
Importance to society
Collective bargaining leads to industrial peace in the country
It results in establishment of a harmonious industrial climate which supports which helps the pace of a nation’s efforts towards economic and social development since the obstacles to such a development can be reduced considerably.
The discrimination and exploitation of workers is constantly being checked.
It provides a method or the regulation of the conditions of employment of those who are directly concerned about them.
COLLECTIVE BARGAINING PROCESS
Collective bargaining generally includes negotiations between the two parties (employees’ representatives and employer’s representatives). Collective bargaining consists of negotiations between an employer and a group of employees that determine the conditions of employment. Often employees are represented in the bargaining by a union or other labor organization. The result of collective bargaining procedure is called the collective bargaining agreement (CBA). Collective agreements may be in the form of procedural agreements or substantive agreements. Procedural agreements deal with the relationship between workers and management and the procedures to be adopted for resolving individual or group disputes.
This will normally include procedures in respect of individual grievances, disputes and discipline. Frequently, procedural agreements are put into the company rule book which provides information on the overall terms and conditions of employment and codes of behavior. A substantive agreement deals with specific issues, such as basic pay, overtime premiums, bonus arrangements, holiday entitlements, hours of work, etc. In many companies, agreements have a fixed time scale and a collective bargaining process will review the procedural agreement when negotiations take place on pay and conditions of employment.
The collective bargaining process comprises of five core steps:
Prepare: This phase involves composition of a negotiation team. The negotiation team should consist of representatives of both the parties with adequate knowledge and skills for negotiation. In this phase both the employer’s representatives and the union examine their own situation in order to develop the issues that they believe will be most important. The first thing to be done is to determine whether there is actually any reason to negotiate at all. A correct understanding of the main issues to be covered and intimate knowledge of operations, working conditions, production norms and other relevant conditions is required.
Discuss: Here, the parties decide the ground rules that will guide the negotiations. A process well begun is half done and this is no less true in case of collective bargaining. An environment of mutual trust and understanding is also created so that the collective bargaining agreement would be reached.
Propose: This phase involves the initial opening statements and the possible options that exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The exchange of messages takes place and opinion of both the parties is sought.
Bargain: negotiations are easy if a problem solving attitude is adopted. This stage comprises the time when ‘what ifs’ and ‘supposals’ are set forth and the drafting of agreements take place.
Settlement: Once the parties are through with the bargaining process, a consensual agreement is reached upon wherein both the parties agree to a common decision regarding the problem or the issue. This stage is described as consisting of effective joint implementation of the agreement through shared visions, strategic planning and negotiated change.
This will normally include procedures in respect of individual grievances, disputes and discipline. Frequently, procedural agreements are put into the company rule book which provides information on the overall terms and conditions of employment and codes of behavior. A substantive agreement deals with specific issues, such as basic pay, overtime premiums, bonus arrangements, holiday entitlements, hours of work, etc. In many companies, agreements have a fixed time scale and a collective bargaining process will review the procedural agreement when negotiations take place on pay and conditions of employment.
The collective bargaining process comprises of five core steps:
Prepare: This phase involves composition of a negotiation team. The negotiation team should consist of representatives of both the parties with adequate knowledge and skills for negotiation. In this phase both the employer’s representatives and the union examine their own situation in order to develop the issues that they believe will be most important. The first thing to be done is to determine whether there is actually any reason to negotiate at all. A correct understanding of the main issues to be covered and intimate knowledge of operations, working conditions, production norms and other relevant conditions is required.
Discuss: Here, the parties decide the ground rules that will guide the negotiations. A process well begun is half done and this is no less true in case of collective bargaining. An environment of mutual trust and understanding is also created so that the collective bargaining agreement would be reached.
Propose: This phase involves the initial opening statements and the possible options that exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The exchange of messages takes place and opinion of both the parties is sought.
Bargain: negotiations are easy if a problem solving attitude is adopted. This stage comprises the time when ‘what ifs’ and ‘supposals’ are set forth and the drafting of agreements take place.
Settlement: Once the parties are through with the bargaining process, a consensual agreement is reached upon wherein both the parties agree to a common decision regarding the problem or the issue. This stage is described as consisting of effective joint implementation of the agreement through shared visions, strategic planning and negotiated change.
CHARACTERISTICS OF COLLECTIVE BARGAINING
It is a group process, wherein one group, representing the employers, and the other, representing the employees, sit together to negotiate terms of employment.
Negotiations form an important aspect of the process of collective bargaining i.e., there is considerable scope for discussion, compromise or mutual give and take in collective bargaining.
Collective bargaining is a formalized process by which employers and independent trade unions negotiate terms and conditions of employment and the ways in which certain employment-related issues are to be regulated at national, organizational and workplace levels.
Collective bargaining is a process in the sense that it consists of a number of steps. It begins with the presentation of the charter of demands and ends with reaching an agreement, which would serve as the basic law governing labor management relations over a period of time in an enterprise. Moreover, it is flexible process and not fixed or static. Mutual trust and understanding serve as the by products of harmonious relations between the two parties.
It a bipartite process. This means there are always two parties involved in the process of collective bargaining. The negotiations generally take place between the employees and the management. It is a form of participation.
Collective bargaining is a complementary process i.e. each party needs something that the other party has; labor can increase productivity and management can pay better for their efforts.
Collective bargaining tends to improve the relations between workers and the union on the one hand and the employer on the other.
Collective Bargaining is continuous process. It enables industrial democracy to be effective. It uses cooperation and consensus for settling disputes rather than conflict and confrontation.
Collective bargaining takes into account day to day changes, policies, potentialities, capacities and interests.
It is a political activity frequently undertaken by professional negotiators.
Negotiations form an important aspect of the process of collective bargaining i.e., there is considerable scope for discussion, compromise or mutual give and take in collective bargaining.
Collective bargaining is a formalized process by which employers and independent trade unions negotiate terms and conditions of employment and the ways in which certain employment-related issues are to be regulated at national, organizational and workplace levels.
Collective bargaining is a process in the sense that it consists of a number of steps. It begins with the presentation of the charter of demands and ends with reaching an agreement, which would serve as the basic law governing labor management relations over a period of time in an enterprise. Moreover, it is flexible process and not fixed or static. Mutual trust and understanding serve as the by products of harmonious relations between the two parties.
It a bipartite process. This means there are always two parties involved in the process of collective bargaining. The negotiations generally take place between the employees and the management. It is a form of participation.
Collective bargaining is a complementary process i.e. each party needs something that the other party has; labor can increase productivity and management can pay better for their efforts.
Collective bargaining tends to improve the relations between workers and the union on the one hand and the employer on the other.
Collective Bargaining is continuous process. It enables industrial democracy to be effective. It uses cooperation and consensus for settling disputes rather than conflict and confrontation.
Collective bargaining takes into account day to day changes, policies, potentialities, capacities and interests.
It is a political activity frequently undertaken by professional negotiators.
TRADE UNIONS IN INDIA
The trade unionism in India developed quite slowly as compared to the western nations. Indian trade union movement can be divided into three phases.
The first phase (1850 to1900)
During this phase the inception of trade unions took place. During this period, the working and living conditions of the labor were poor and their working hours were long. Capitalists were only interested in their productivity and profitability. In addition, the wages were also low and general economic conditions were poor in industries. In order to regulate the working hours and other service conditions of the Indian textile laborers, the Indian Factories Act was enacted in 1881. As a result, employment of child labor was prohibited.
The growth of trade union movement was slow in this phase and later on the Indian Factory Act of 1881 was amended in 1891. Many strikes took place in the two decades following 1880 in all industrial cities. These strikes taught workers to understand the power of united action even though there was no union in real terms. Small associations like Bombay Mill-Hands Association came up by this time.
The second phase (1900 to 1946)
This phase was characterized by the development of organized trade unions and political movements of the working class. Between 1918 and 1923, many unions came into existence in the country. At Ahmedabad, under the guidance of Mahatma Gandhi, occupational unions like spinners’ unions and weavers’ unions were formed. A strike was launched by these unions under the leadership of Mahatma Gandhi who turned it into a satyagrah. These unions federated into industrial union known as Textile Labor Association in 1920.In 1920, the First National Trade union organization (The All India Trade Union Congress (AITUC)) was established. Many of the leaders of this organization were leaders of the national Movement. In 1926, Trade union law came up with the efforts of Mr. N N Joshi that became operative from 1927. During 1928, All India Trade Union Federation (AITUF) was formed.
The third phase began with the emergence of independent India (in 1947). The partition of country affected the trade union movement particularly Bengal and Punjab. By 1949, four central trade union organizations were functioning in the country:
The All India Trade Union Congress,
The Indian National Trade Union Congress,
The Hindu Mazdoor Sangh, and
The United Trade Union Congress
The working class movement was also politicized along the lines of political parties. For instance Indian national trade Union Congress (INTUC) is the trade union arm of the Congress Party. The AITUC is the trade union arm of the Communist Party of India. Besides workers, white-collar employees, supervisors and managers are also organized by the trade unions, as for example in the Banking, Insurance and Petroleum industries.
Trade unions in India
The Indian workforce consists of 430 million workers, growing 2% annually. The Indian labor markets consist of three sectors:
The rural workers, who constitute about 60 per cent of the workforce.
Organized sector, which employs 8 per cent of workforce, and
The urban informal sector (which includes the growing software industry and other services, not included in the formal sector) which constitutes the rest 32 per cent of the workforce.
At present there are twelve Central Trade Union Organizations in India:
All India Trade Union Congress (AITUC)
Bharatiya Mazdoor Sangh (BMS)
Centre of Indian Trade Unions (CITU)
Hind Mazdoor Kisan Panchayat (HMKP)
Hind Mazdoor Sabha (HMS)
Indian Federation of Free Trade Unions (IFFTU)
Indian National Trade Union Congress (INTUC)
National Front of Indian Trade Unions (NFITU)
National Labor Organization (NLO)
Trade Unions Co-ordination Centre (TUCC)
United Trade Union Congress (UTUC) and
United Trade Union Congress - Lenin Sarani (UTUC - LS)
The first phase (1850 to1900)
During this phase the inception of trade unions took place. During this period, the working and living conditions of the labor were poor and their working hours were long. Capitalists were only interested in their productivity and profitability. In addition, the wages were also low and general economic conditions were poor in industries. In order to regulate the working hours and other service conditions of the Indian textile laborers, the Indian Factories Act was enacted in 1881. As a result, employment of child labor was prohibited.
The growth of trade union movement was slow in this phase and later on the Indian Factory Act of 1881 was amended in 1891. Many strikes took place in the two decades following 1880 in all industrial cities. These strikes taught workers to understand the power of united action even though there was no union in real terms. Small associations like Bombay Mill-Hands Association came up by this time.
The second phase (1900 to 1946)
This phase was characterized by the development of organized trade unions and political movements of the working class. Between 1918 and 1923, many unions came into existence in the country. At Ahmedabad, under the guidance of Mahatma Gandhi, occupational unions like spinners’ unions and weavers’ unions were formed. A strike was launched by these unions under the leadership of Mahatma Gandhi who turned it into a satyagrah. These unions federated into industrial union known as Textile Labor Association in 1920.In 1920, the First National Trade union organization (The All India Trade Union Congress (AITUC)) was established. Many of the leaders of this organization were leaders of the national Movement. In 1926, Trade union law came up with the efforts of Mr. N N Joshi that became operative from 1927. During 1928, All India Trade Union Federation (AITUF) was formed.
The third phase began with the emergence of independent India (in 1947). The partition of country affected the trade union movement particularly Bengal and Punjab. By 1949, four central trade union organizations were functioning in the country:
The All India Trade Union Congress,
The Indian National Trade Union Congress,
The Hindu Mazdoor Sangh, and
The United Trade Union Congress
The working class movement was also politicized along the lines of political parties. For instance Indian national trade Union Congress (INTUC) is the trade union arm of the Congress Party. The AITUC is the trade union arm of the Communist Party of India. Besides workers, white-collar employees, supervisors and managers are also organized by the trade unions, as for example in the Banking, Insurance and Petroleum industries.
Trade unions in India
The Indian workforce consists of 430 million workers, growing 2% annually. The Indian labor markets consist of three sectors:
The rural workers, who constitute about 60 per cent of the workforce.
Organized sector, which employs 8 per cent of workforce, and
The urban informal sector (which includes the growing software industry and other services, not included in the formal sector) which constitutes the rest 32 per cent of the workforce.
At present there are twelve Central Trade Union Organizations in India:
All India Trade Union Congress (AITUC)
Bharatiya Mazdoor Sangh (BMS)
Centre of Indian Trade Unions (CITU)
Hind Mazdoor Kisan Panchayat (HMKP)
Hind Mazdoor Sabha (HMS)
Indian Federation of Free Trade Unions (IFFTU)
Indian National Trade Union Congress (INTUC)
National Front of Indian Trade Unions (NFITU)
National Labor Organization (NLO)
Trade Unions Co-ordination Centre (TUCC)
United Trade Union Congress (UTUC) and
United Trade Union Congress - Lenin Sarani (UTUC - LS)
REASONS FOR JOINING TRADE UNIONS
The important forces that make the employees join a union are as follows:
1. Greater Bargaining Power
The individual employee possesses very little bargaining power as compared to that of his employer. If he is not satisfied with the wage and other conditions of employment, he can leave the job. It is not practicable to continually resign from one job after another when he is dissatisfied. This imposes a great financial and emotional burden upon the worker. The better course for him is to join a union that can take concerted action against the employer. The threat or actuality of a strike by a union is a powerful tool that often causes the employer to accept the demands of the workers for better conditions of employment.
2. Minimize Discrimination
The decisions regarding pay, work, transfer, promotion, etc. are highly subjective in nature. The personal relationships existing between the supervisor and each of his subordinates may influence the management. Thus, there are chances of favoritisms and discriminations. A trade union can compel the management to formulate personnel policies that press for equality of treatment to the workers. All the labor decisions of the management are under close scrutiny of the labor union. This has the effect of minimizing favoritism and discrimination.
3. Sense of Security
The employees may join the unions because of their belief that it is an effective way to secure adequate protection from various types of hazards and income insecurity such as accident, injury, illness, unemployment, etc. The trade union secure retirement benefits of the workers and compel the management to invest in welfare services for the benefit of the workers.
4. Sense of Participation
The employees can participate in management of matters affecting their interests only if they join trade unions. They can influence the decisions that are taken as a result of collective bargaining between the union and the management.
5. Sense of Belongingness
Many employees join a union because their co-workers are the members of the union. At times, an employee joins a union under group pressure; if he does not, he often has a very difficult time at work. On the other hand, those who are members of a union feel that they gain respect in the eyes of their fellow workers. They can also discuss their problem with’ the trade union leaders.
6. Platform for self expression
The desire for self-expression is a fundamental human drive for most people. All of us wish to share our feelings, ideas and opinions with others. Similarly the workers also want the management to listen to them. A trade union provides such a forum where the feelings, ideas and opinions of the workers could be discussed. It can also transmit the feelings, ideas, opinions and complaints of the workers to the management. The collective voice of the workers is heard by the management and give due consideration while taking policy decisions by the management.
7. Betterment of relationships
Another reason for employees joining unions is that employees feel that unions can fulfill the important need for adequate machinery for proper maintenance of employer-employee relations. Unions help in betterment of industrial relations among management and workers by solving the problems peacefully.
1. Greater Bargaining Power
The individual employee possesses very little bargaining power as compared to that of his employer. If he is not satisfied with the wage and other conditions of employment, he can leave the job. It is not practicable to continually resign from one job after another when he is dissatisfied. This imposes a great financial and emotional burden upon the worker. The better course for him is to join a union that can take concerted action against the employer. The threat or actuality of a strike by a union is a powerful tool that often causes the employer to accept the demands of the workers for better conditions of employment.
2. Minimize Discrimination
The decisions regarding pay, work, transfer, promotion, etc. are highly subjective in nature. The personal relationships existing between the supervisor and each of his subordinates may influence the management. Thus, there are chances of favoritisms and discriminations. A trade union can compel the management to formulate personnel policies that press for equality of treatment to the workers. All the labor decisions of the management are under close scrutiny of the labor union. This has the effect of minimizing favoritism and discrimination.
3. Sense of Security
The employees may join the unions because of their belief that it is an effective way to secure adequate protection from various types of hazards and income insecurity such as accident, injury, illness, unemployment, etc. The trade union secure retirement benefits of the workers and compel the management to invest in welfare services for the benefit of the workers.
4. Sense of Participation
The employees can participate in management of matters affecting their interests only if they join trade unions. They can influence the decisions that are taken as a result of collective bargaining between the union and the management.
5. Sense of Belongingness
Many employees join a union because their co-workers are the members of the union. At times, an employee joins a union under group pressure; if he does not, he often has a very difficult time at work. On the other hand, those who are members of a union feel that they gain respect in the eyes of their fellow workers. They can also discuss their problem with’ the trade union leaders.
6. Platform for self expression
The desire for self-expression is a fundamental human drive for most people. All of us wish to share our feelings, ideas and opinions with others. Similarly the workers also want the management to listen to them. A trade union provides such a forum where the feelings, ideas and opinions of the workers could be discussed. It can also transmit the feelings, ideas, opinions and complaints of the workers to the management. The collective voice of the workers is heard by the management and give due consideration while taking policy decisions by the management.
7. Betterment of relationships
Another reason for employees joining unions is that employees feel that unions can fulfill the important need for adequate machinery for proper maintenance of employer-employee relations. Unions help in betterment of industrial relations among management and workers by solving the problems peacefully.
IMPORTANCE OF TRADE UNIONS
The existence of a strong and recognized trade union is a pre-requisite to industrial peace. Decisions taken through the process of collective bargaining and negotiations between employer and unions are more influential. Trade unions play an important role and are helpful in effective communication between the workers and the management. They provide the advice and support to ensure that the differences of opinion do not turn into major conflicts. The central function of a trade union is to represent people at work. But they also have a wider role in protecting their interests. They also play an important educational role, organizing courses for their members on a wide range of matters. Seeking a healthy and safe working environment is also prominent feature of
union activity.
Trade unions help in accelerated pace of economic development in many ways as follows:
by helping in the recruitment and selection of workers.
by inculcating discipline among the workforce
by enabling settlement of industrial disputes in a rational manner
by helping social adjustments. Workers have to adjust themselves to the new working conditions, the new rules and policies. Workers coming from different backgrounds may become disorganized, unsatisfied and frustrated. Unions help them in such adjustment.
Trade unions are a part of society and as such, have to take into consideration the national integration as well. Some important social responsibilities of trade unions include:
promoting and maintaining national integration by reducing the number of industrial disputes
incorporating a sense of corporate social responsibility in workers
achieving industrial peace
union activity.
Trade unions help in accelerated pace of economic development in many ways as follows:
by helping in the recruitment and selection of workers.
by inculcating discipline among the workforce
by enabling settlement of industrial disputes in a rational manner
by helping social adjustments. Workers have to adjust themselves to the new working conditions, the new rules and policies. Workers coming from different backgrounds may become disorganized, unsatisfied and frustrated. Unions help them in such adjustment.
Trade unions are a part of society and as such, have to take into consideration the national integration as well. Some important social responsibilities of trade unions include:
promoting and maintaining national integration by reducing the number of industrial disputes
incorporating a sense of corporate social responsibility in workers
achieving industrial peace
Functions of trade unions
Trade unions perform a number of functions in order to achieve the objectives. These functions can be broadly classified into three categories:
(i) Militant functions,
(ii) Fraternal functions
Militant Functions
One set of activities performed by trade unions leads to the betterment of the position of their members in relation to their employment. The aim of such activities is to ensure adequate wages, secure better conditions of work and employment, get better treatment from employers, etc. When the unions fail to accomplish these aims by the method of
collective bargaining and negotiations, they adopt an approach and put up a fight with the management in the form of go-slow tactics, strike, boycott, gherao, etc. Hence, these functions of the trade unions are known as militant or fighting functions. Thus, the militant functions of trade unions can be summed up as:
To achieve higher wages and better working conditions
To raise the status of workers as a part of industry
To protect labors against victimization and injustice
Fraternal Functions
Another set of activities performed by trade unions aims at rendering help to its members in times of need, and improving their efficiency. Trade unions try to foster a spirit of cooperation and promote friendly industrial relations and diffuse education and culture among their members. They take up welfare measures for improving the morale of workers and generate self confidence among them. They also arrange for legal assistance to its members, if necessary. Besides, these, they undertake many welfare measures for their members, e.g., school for the education of children, library, reading-rooms, in-door and out-door games, and other recreational facilities. Some trade unions even undertake publication of some magazine or journal. These activities, which may be called fraternal functions, depend on the availability of funds, which the unions raise by subscription from members and donations from outsiders, and also on their competent and enlightened leadership. Thus, the fraternal functions of trade unions can be summed up as:
To take up welfare measures for improving the morale of workers
To generate self confidence among workers
To encourage sincerity and discipline among workers
To provide opportunities for promotion and growth
To protect women workers against discrimination
(i) Militant functions,
(ii) Fraternal functions
Militant Functions
One set of activities performed by trade unions leads to the betterment of the position of their members in relation to their employment. The aim of such activities is to ensure adequate wages, secure better conditions of work and employment, get better treatment from employers, etc. When the unions fail to accomplish these aims by the method of
collective bargaining and negotiations, they adopt an approach and put up a fight with the management in the form of go-slow tactics, strike, boycott, gherao, etc. Hence, these functions of the trade unions are known as militant or fighting functions. Thus, the militant functions of trade unions can be summed up as:
To achieve higher wages and better working conditions
To raise the status of workers as a part of industry
To protect labors against victimization and injustice
Fraternal Functions
Another set of activities performed by trade unions aims at rendering help to its members in times of need, and improving their efficiency. Trade unions try to foster a spirit of cooperation and promote friendly industrial relations and diffuse education and culture among their members. They take up welfare measures for improving the morale of workers and generate self confidence among them. They also arrange for legal assistance to its members, if necessary. Besides, these, they undertake many welfare measures for their members, e.g., school for the education of children, library, reading-rooms, in-door and out-door games, and other recreational facilities. Some trade unions even undertake publication of some magazine or journal. These activities, which may be called fraternal functions, depend on the availability of funds, which the unions raise by subscription from members and donations from outsiders, and also on their competent and enlightened leadership. Thus, the fraternal functions of trade unions can be summed up as:
To take up welfare measures for improving the morale of workers
To generate self confidence among workers
To encourage sincerity and discipline among workers
To provide opportunities for promotion and growth
To protect women workers against discrimination
objectives of trade unions
Trade unions are formed to protect and promote the interests of their members. Their primary function is to protect the interests of workers against discrimination and unfair labor practices. Trade unions are formed to achieve the following objectives:
Representation
Trade unions represent individual workers when they have a problem at work. If an employee feels he is being unfairly treated, he can ask the union representative to help sort out the difficulty with the manager or employer. Unions also offer their members legal representation. Normally this is to help people get financial compensation for work-related injuries or to assist people who have to take their employer to court.
Negotiation
Negotiation is where union representatives, discuss with management, the issues which affect people working in an organization. There may be a difference of opinion between management and union members. Trade unions negotiate with the employers to find out a solution to these differences. Pay, working hours, holidays and changes to working practices are the sorts of issues that are negotiated. In many workplaces there is a formal agreement between the union and the company which states that the union has the right to negotiate with the employer. In these organizations, unions are said to be recognized for collective bargaining purposes.
Voice in decisions affecting workers
The economic security of employees is determined not only by the level of wages and duration of their employment, but also by the management’s personal policies which include selection of employees for lay offs, retrenchment, promotion and transfer. These policies directly affect workers. The evaluation criteria for such decisions may not be fair. So, the intervention of unions in such decision making is a way through which workers can have their say in the decision making to safeguard their interests.
Member services
During the last few years, trade unions have increased the range of services they offer their members. These include:
Education and training - Most unions run training courses for their members on employment rights, health and safety and other issues. Some unions also help members who have left school with little education by offering courses on basic skills and courses leading to professional qualifications.
Legal assistance - As well as offering legal advice on employment issues, some unions give help with personal matters, like housing, wills and debt.
Financial discounts - People can get discounts on mortgages, insurance and loans from unions.
Welfare benefits - One of the earliest functions of trade unions was to look after members who hit hard times. Some of the older unions offer financial help to their members when they are sick or unemployed.
Representation
Trade unions represent individual workers when they have a problem at work. If an employee feels he is being unfairly treated, he can ask the union representative to help sort out the difficulty with the manager or employer. Unions also offer their members legal representation. Normally this is to help people get financial compensation for work-related injuries or to assist people who have to take their employer to court.
Negotiation
Negotiation is where union representatives, discuss with management, the issues which affect people working in an organization. There may be a difference of opinion between management and union members. Trade unions negotiate with the employers to find out a solution to these differences. Pay, working hours, holidays and changes to working practices are the sorts of issues that are negotiated. In many workplaces there is a formal agreement between the union and the company which states that the union has the right to negotiate with the employer. In these organizations, unions are said to be recognized for collective bargaining purposes.
Voice in decisions affecting workers
The economic security of employees is determined not only by the level of wages and duration of their employment, but also by the management’s personal policies which include selection of employees for lay offs, retrenchment, promotion and transfer. These policies directly affect workers. The evaluation criteria for such decisions may not be fair. So, the intervention of unions in such decision making is a way through which workers can have their say in the decision making to safeguard their interests.
Member services
During the last few years, trade unions have increased the range of services they offer their members. These include:
Education and training - Most unions run training courses for their members on employment rights, health and safety and other issues. Some unions also help members who have left school with little education by offering courses on basic skills and courses leading to professional qualifications.
Legal assistance - As well as offering legal advice on employment issues, some unions give help with personal matters, like housing, wills and debt.
Financial discounts - People can get discounts on mortgages, insurance and loans from unions.
Welfare benefits - One of the earliest functions of trade unions was to look after members who hit hard times. Some of the older unions offer financial help to their members when they are sick or unemployed.
Friday, 8 July 2011
employee counselling
Employee Counseling – are we ready for it?
Many firms today realize the importance of attracting and retaining highly skilled, quality employees as a necessary component of their competitive advantage. One of the reasons that a quality workforce along with innovative tools for attracting and retaining has become so important is because previous sources of competitive advantage have become less important overtime.
For example, previously, a firm’s success was attributed to an emphasis on product and process technology, access to financial markets, developing economies of scale & learning curves, patents, protected and regulated markets & individual attractiveness. Recently, however, some scholars have noted that these traditional sources of success are less important than in the past and emphasize that the selection and management of a quality workforce has become an increasingly critical factor to organizational success. Today, HR practitioners are busy developing new and innovative tools to attract and retain quality workforce.
One such tool that soon is likely to gain popularity in the corporate world is Employee Counselling. Employee Counselling is a service offered by companies to their employees. Organizations that care for their employees are perceived as more meaningful and purposeful. Every organization has economic and social goals. Here, it is worthwhile to note some observations made by the Chairman of Infosys in this regard. He states, “The task of leadership is to make people believe in themselves, the organization, in the aggressive targets the organization sets. Belief comes from trust: the trust that this organization isn’t about making one set of stakeholders better off; it is about making every one of us better off….”
A firm may gain competitive advantages from Employee Counselling activities especially if its reputation and image is valuable, rare and not easily imitated. Employee Counselling therefore is a very powerful tool in the hands of companies in attracting and retaining quality workforce.
Although Counselling is known by many names like 'therapy' or 'helping' it is by and large, an attempt to encourage change. The counselle’s problems could be so complex that it might be difficult to see any system of help as an elegant solution. But, Counselling has shown some effectiveness over the years, as a process of helping people come through with their troubles.
Counselling is a process of helping people to learn how to solve certain interpersonal, emotional and decision problems. Counsellors help their counselles to ‘learn’. The criterion for success in any Counselling is real changes in behaviour on the part of the counselle. Counsellors are concerned that their counselles become independent problem solvers. Continued dependence on the counsellor as well as others is discouraged. Counsellors are concerned with habit changes that increase peoples' satisfaction with themselves. It could be anything from helping people choose a career option, becoming appropriately assertive or communicating more harmoniously with team members. Largely, Counselling has been a 'remedial approach'. But recently there has been a slight change in emphasis, from remedial to 'preventive'.
It is rightly said, ‘half knowledge is dangerous’. People often harbour myths about the counseling process. Some false beliefs about counseling are as follows:
(source: Magazine - Dignity Dialogue, 31July 2001)
No human being is perfect and we all constantly fight our own inadequacies in our own ways. Working in any organization requires an individual to be geared up to face the challenges of work-life. This does not mean he/she can escape the duties and responsibilities of family life, whether married or unmarried. Not every individual is competent enough to take and manage the stress of a hectic life style. Thus, we cannot deny the fact that every individual has intra and inter-personal problems whether at work or at home. The HR function of any organization has the most important challenging job of "making the most" of their Human Resource. An employee can give his best to the organization only if he is in a positive "frame of mind". A mentally preoccupied or troubled individual will be in a position to give very little to his company.
No successful organization will ever be free from stress among its employees. Organization should be able to deal with stress on individuals at all levels. Here the role of Counselling comes in, where people can talk and attempt to solve their personal and work related worries. Need for employee counselling arises due to various causes in addition to stress. These causes include: to deal effectively with one’s own emotions, interpersonal problems and lack of team spirit at workplace, inability to meet job demands, over work-load, confrontation with authority, responsibility and accountability, conflicts with superiors, subordinates and management and various family problems, health problems, career problems, etc. Counselling is a process of helping an individual to help himself.
Counselling, basically aims at helping individuals take charge of their lives. For this, individuals need two types of skills: ability to make decisions wisely and altering one's own behaviour to yield desirable consequences. A counsellor's job, then, becomes one of arranging appropriate learning experiences so that people develop these skills. Counsellors avoid giving speeches about what should be done, but ideas for action are developed with the active co-operation of the counselle. The Counsellor does not try to talk the client into feeling that the situation is hopeless. Instead, he/she encourages the client to begin taking action, the successful consequences of which would encourage the client to continue.
According to Eisenberg & Delaney, the aims of counselling are as follows:
1. Understanding self
2. Making impersonal decisions
3. Setting achievable goals which enhance growth
4. Planning in the present to bring about desired future
5. Effective solutions to personal and interpersonal problems.
6. Coping with difficult situations
7. Controlling self defeating emotions
8. Acquiring effective transaction skills.
9. Acquiring 'positive self-regard' and a sense of optimism about one's own ability to satisfy one's basic needs.
Counselling is discussion of an employee’s problem that usually has an emotional content to it, in order to help the employee cope with the situation better. Counselling seeks to improve employee’s mental health. People feel comfortable about themselves and about other people and are able to meet the demands of life when they are in good mental health.
Counselling and ‘Psychological Counselling’ are different from each other. Counselling in the form of advising, consoling and sharing happens in all spheres of life and does not need a specialized counsellor. Even in organizations, this kind of Counselling usually happens at all levels. This is informal or friendly form of Counselling. Psychological Counselling is a process that emphasizes a formal relationship between the counselle and the counselor. The focus of the relationship is achieving specific goals, that is, solving the problems as disclosed by the clients. The help is confined to specific times and days and the relationship ends when the objectives are achieved. The counselor has specialized training and applies the principles of psychology to help clients. There are several institutes, which provide courses in counseling. These courses train postgraduate students of psychology in the specialized field of Counselling. These professionally trained counselors are well equipped to help individuals needing assistance. They are trained to maintain confidentiality, to maintain objectivity and minimize biases or prejudices.
In order to establish a helpful relationship, the counsellor may acquire certain attitudes and certain skills. The set of attitudes required for an efficient counsellor are:
• Respect i.e. High esteem for human dignity, recognition of a person's freedom & rights and faith in human potential to grow.
• Sincerity, authenticity.
• Understanding
• Non-judgemental approach towards the counselle.
The set of skills required for an efficient counsellor are:
• Decency skills i.e. social etiquettes, warm manners
• Excellent communication skills which also include non-verbal communication and listening skills
• Objectivity
• Maintaining confidentiality
• Empathy
Through these attitudes and skills the counsellor creates a positive feeling in the counselle, and a hope that the counsellor will be of some help. The establishment of this rapport marks the start of treatment.
There are seven core techniques given by Rogers, Carkheff and Patterson, which assist the counsellor to apply appropriate core counselling conditions. They are as follows:
☺ Structuring
☺ Active Listening
☺ Silence
☺ Responding
☺ Reflection
☺ Questioning
☺ Interpretation
Models for human development like mentoring, coaching and counselling are no longer confined to the non-corporate world. These systems are today a part of Human Resource Management of the corporate sector. Inspite of counselling being an upcoming HR system like coaching and mentoring, few companies recognize the significance of Counselling and that their employees will benefit from such a service but may not employ a full time counselor. Awareness need to be created not only at the individual employee level but also at the industry level about Employee Counselling. This is clearly brought out by the primary research conducted by the author herself.
A primary research was carried out in the year 2002 at a manufacturing company based in Mumbai, India. This public limited company has five manufacturing sites across the country and four sales divisions. This research aimed at investigating the (felt) need for employee counseling in the organization. The design of this research study was exploratory in nature. The primary source of data collection was structured interviews, the sample being one hundred and ten (110) employees which is 20 % of the employee strength – five hundred and fifty three (553) of the corporate office of the company. The interview schedule comprised of both closed and open ended questions. A random sampling technique was used. The employee sample was 20 % of each of the divisions operating from the corporate office and was a perfect mix of managerial level employees, staff level employees and worker level employees.
Some important conclusions that were derived from the research study are:
• Majority of the employees of the company (61% of the sample) were unaware of the concept of Employee Counselling. Those employees who had a partially correct idea (25 % of the sample) about employee counseling knew that it was related to helping an employee in distress, advising, creating self-awareness and personality development. The remaining 14 % had an incorrect understanding about the concept.
• After the researcher had explained what employee counselling was all about, 69 % of the sample agreed that there was a (perceived) need for employee counseling in the company. The reasons were many, most common ones being to assist employees solve their personal and/or work related problems and to improve the employee relationships and overall culture of the workplace. Among the 31 % who were of the viewpoint that employee counseling as an institutionalized process was not needed in the company, 57 % of this group felt that the company had a family culture and the informal relationships between the employees could be leveraged upon.
• Only 22 % of the sample disagreed on the importance of employee counseling as a part of HR –systems while 78 % of the employees felt that counseling is an important HR function.
• 83 % of the employees were unaware of the companies practicing Employee Counselling in India (this could also be because the sample was a mix of managerial employees, staff level and workers)
The research results indicate that majority of the sample under study responded positively to the hypothesis i.e. a need for Employee Counselling was felt and that it would benefit the organization. However, the awareness about the concept of counselling and employee counselling, particularly so was found to be exceptionally low.
Psychological counseling is of various types. Rational Emotive Behaviour Therapy by Dr Albert Ellis popularly known as REBT is most widely applied.
Rational Emotive Behaviour Therapy (Source: Albert Ellis Institute, New York)
REBT is a practical, action-oriented approach to coping with problems and enhancing personal growth. REBT places a good deal of its focus on the present: on currently-held attitudes, painful emotions and maladaptive behaviors that can sabotage a fuller experience of life. REBT then provides a variety of methods to help people reformulate their dysfunctional beliefs into more sensible, realistic and helpful ones by employing the powerful REBT technique called "disputing." Ultimately, REBT helps people to develop a philosophy and approach to living that can increase their effectiveness and happiness at work, in living successfully with others, in parenting and educational settings, in making our community and environment healthier, and in enhancing their own health and personal welfare.
REBT is based on a few simple principles having profound implications:
1. You are responsible for your own emotions and actions,
2. Your harmful emotions and dysfunctional behaviors are the product of your irrational thinking,
3. You can learn more realistic views and, with practice, make them a part of you,
4. You'll experience a deeper acceptance of yourself and greater satisfactions in life by developing a reality-based perspective.
REBT distinguishes clearly between two very different types of difficulties: practical problems and emotional problems. Your flawed behavior, unfair treatment by others, and undesirable situations, represent practical problems. Regrettably, your human tendency is to
upset yourself about these practical problems, thereby unnecessarily creating a second order of problems--emotional suffering.
Some other types of counseling processes are Sigmund Freud’s Psychoanalytic Therapy; Carl Roger’s Client Centered Therapy; Carkhuff Model of Personal Counselling; Gestalt approach to counselling; Rational Emotive Behaviour Therapy by Albert Ellis. Freud’s Psychoanalytic Therapy is based on the power of the unconscious mind. According to Freud, who is the Father of Psychology the human mind is like an iceberg. As only the tip of the iceberg is seen by the naked eye so is only one tenth of the human mind known to us. Psychoanalytic therapy taps this semi and unconscious mind through different techniques like dream analysis, etc. It was Carl Roger who supported a view that counselles should be addressed as ‘clients’ and unlike Freud’s psychoanalytic therapy where a counselle plays a passive role, in Client centered therapy the client plays a more active role as compared to the counselor. Hence the name Client Centered Therapy”. Carkhuff model of personal counseling is an offshoot of Roger’s Client Centered Therapy. It focuses on attending, responding, personalizing and initiating action as indispensable counselor skills. Gestalt approach to counseling focuses on looking at human beings from a ‘holistic’ perspective. The word ‘gestalt’ means “a whole being”.
Whatever type of therapy the counselor has expertise in, whether it be Client Centered Therapy or REBT or any other, institutionalizing an employee counseling system in an organization is a different ball game all together. Right from getting top management approvals and budgetary sanctions to getting trained counselors on the rolls or on part time basis all are equally challenging. Preparing the employees for counselling is another yet important areas. One of the biggest fears that prevent employees from using the services of a counselor is the social and professional stigma attached to counselling.
If a system is being introduced in an organization for the first time, it is advisable to do a pilot. For example, the company in which the author has done primary research on employee counseling – an institutionalized set-up for counseling can be initiated at a particular division/location on an experimentation basis. If this process succeeds overtime, the same model can perhaps be replicated throughout the company. However for this, the process should be predictable, repeatable and measurable. Some criteria to gauge the impact of employee counseling are feedbacks, dip-stick surveys, focus groups, indirect or direct effect on absenteeism, employee turnover, work performance and productivity, motivation levels of employee’s et al.
For introducing and sustaining any new system, the following four steps prove handy – create awareness, educate the employees, then motivate them and finally all this will lead to (expected or required) actions.
1. Creating awareness:
The starting point to introducing any new system in an organization is creating awareness. Infact in the above mentioned research, 75 % of the sample population was not aware about a trained counsellor in the company (please note the counsellor is not officially designated the position of a ‘counsellor’ but is occupying some other ‘post’). Awareness can be created by various means the most common ones being posters and notice boards.
2. Education:
“The roots of education are bitter, but the fruit is sweet” – Aristotle
Educating the employees implies some formal training about the new process to be introduced or leveraging on informal channels. However, a systematic and planned formal approach is usually preferred.
3. Motivation:
After creating awareness and educating the employees, it is imperative to motivate them with the right set of attitudes and values as required for the process. Especially for a process like employee counseling, the mind-set of the employees plays a crucial role in influencing the success or failure.
4. Action:
As is commonly known, actions speak louder than words. If the above three steps are methodically followed, it generally leads to positive results.
Introducing a system is not more challenging than sustaining a newly introduced system. To ensure sustainability of a new system, whether it is employee counseling or any other, the parameters to determine success need to be well defined. For any system to sustain itself, the process should be crystal clear.
The way the corporate sector has opened up to the world economy, it is now high time for organizations to open up for employee-orientated HR processes like counseling, coaching and mentoring. The corporate world is changing and so are the Human Resource Management practices. It is imperative that we adapt the changing styles to manage our people better. It is not just for the benefit of the employees but in the interest of the organization to show that ‘we care’ about this important segment of our stakeholders.
Many firms today realize the importance of attracting and retaining highly skilled, quality employees as a necessary component of their competitive advantage. One of the reasons that a quality workforce along with innovative tools for attracting and retaining has become so important is because previous sources of competitive advantage have become less important overtime.
For example, previously, a firm’s success was attributed to an emphasis on product and process technology, access to financial markets, developing economies of scale & learning curves, patents, protected and regulated markets & individual attractiveness. Recently, however, some scholars have noted that these traditional sources of success are less important than in the past and emphasize that the selection and management of a quality workforce has become an increasingly critical factor to organizational success. Today, HR practitioners are busy developing new and innovative tools to attract and retain quality workforce.
One such tool that soon is likely to gain popularity in the corporate world is Employee Counselling. Employee Counselling is a service offered by companies to their employees. Organizations that care for their employees are perceived as more meaningful and purposeful. Every organization has economic and social goals. Here, it is worthwhile to note some observations made by the Chairman of Infosys in this regard. He states, “The task of leadership is to make people believe in themselves, the organization, in the aggressive targets the organization sets. Belief comes from trust: the trust that this organization isn’t about making one set of stakeholders better off; it is about making every one of us better off….”
A firm may gain competitive advantages from Employee Counselling activities especially if its reputation and image is valuable, rare and not easily imitated. Employee Counselling therefore is a very powerful tool in the hands of companies in attracting and retaining quality workforce.
Although Counselling is known by many names like 'therapy' or 'helping' it is by and large, an attempt to encourage change. The counselle’s problems could be so complex that it might be difficult to see any system of help as an elegant solution. But, Counselling has shown some effectiveness over the years, as a process of helping people come through with their troubles.
Counselling is a process of helping people to learn how to solve certain interpersonal, emotional and decision problems. Counsellors help their counselles to ‘learn’. The criterion for success in any Counselling is real changes in behaviour on the part of the counselle. Counsellors are concerned that their counselles become independent problem solvers. Continued dependence on the counsellor as well as others is discouraged. Counsellors are concerned with habit changes that increase peoples' satisfaction with themselves. It could be anything from helping people choose a career option, becoming appropriately assertive or communicating more harmoniously with team members. Largely, Counselling has been a 'remedial approach'. But recently there has been a slight change in emphasis, from remedial to 'preventive'.
It is rightly said, ‘half knowledge is dangerous’. People often harbour myths about the counseling process. Some false beliefs about counseling are as follows:
(source: Magazine - Dignity Dialogue, 31July 2001)
No human being is perfect and we all constantly fight our own inadequacies in our own ways. Working in any organization requires an individual to be geared up to face the challenges of work-life. This does not mean he/she can escape the duties and responsibilities of family life, whether married or unmarried. Not every individual is competent enough to take and manage the stress of a hectic life style. Thus, we cannot deny the fact that every individual has intra and inter-personal problems whether at work or at home. The HR function of any organization has the most important challenging job of "making the most" of their Human Resource. An employee can give his best to the organization only if he is in a positive "frame of mind". A mentally preoccupied or troubled individual will be in a position to give very little to his company.
No successful organization will ever be free from stress among its employees. Organization should be able to deal with stress on individuals at all levels. Here the role of Counselling comes in, where people can talk and attempt to solve their personal and work related worries. Need for employee counselling arises due to various causes in addition to stress. These causes include: to deal effectively with one’s own emotions, interpersonal problems and lack of team spirit at workplace, inability to meet job demands, over work-load, confrontation with authority, responsibility and accountability, conflicts with superiors, subordinates and management and various family problems, health problems, career problems, etc. Counselling is a process of helping an individual to help himself.
Counselling, basically aims at helping individuals take charge of their lives. For this, individuals need two types of skills: ability to make decisions wisely and altering one's own behaviour to yield desirable consequences. A counsellor's job, then, becomes one of arranging appropriate learning experiences so that people develop these skills. Counsellors avoid giving speeches about what should be done, but ideas for action are developed with the active co-operation of the counselle. The Counsellor does not try to talk the client into feeling that the situation is hopeless. Instead, he/she encourages the client to begin taking action, the successful consequences of which would encourage the client to continue.
According to Eisenberg & Delaney, the aims of counselling are as follows:
1. Understanding self
2. Making impersonal decisions
3. Setting achievable goals which enhance growth
4. Planning in the present to bring about desired future
5. Effective solutions to personal and interpersonal problems.
6. Coping with difficult situations
7. Controlling self defeating emotions
8. Acquiring effective transaction skills.
9. Acquiring 'positive self-regard' and a sense of optimism about one's own ability to satisfy one's basic needs.
Counselling is discussion of an employee’s problem that usually has an emotional content to it, in order to help the employee cope with the situation better. Counselling seeks to improve employee’s mental health. People feel comfortable about themselves and about other people and are able to meet the demands of life when they are in good mental health.
Counselling and ‘Psychological Counselling’ are different from each other. Counselling in the form of advising, consoling and sharing happens in all spheres of life and does not need a specialized counsellor. Even in organizations, this kind of Counselling usually happens at all levels. This is informal or friendly form of Counselling. Psychological Counselling is a process that emphasizes a formal relationship between the counselle and the counselor. The focus of the relationship is achieving specific goals, that is, solving the problems as disclosed by the clients. The help is confined to specific times and days and the relationship ends when the objectives are achieved. The counselor has specialized training and applies the principles of psychology to help clients. There are several institutes, which provide courses in counseling. These courses train postgraduate students of psychology in the specialized field of Counselling. These professionally trained counselors are well equipped to help individuals needing assistance. They are trained to maintain confidentiality, to maintain objectivity and minimize biases or prejudices.
In order to establish a helpful relationship, the counsellor may acquire certain attitudes and certain skills. The set of attitudes required for an efficient counsellor are:
• Respect i.e. High esteem for human dignity, recognition of a person's freedom & rights and faith in human potential to grow.
• Sincerity, authenticity.
• Understanding
• Non-judgemental approach towards the counselle.
The set of skills required for an efficient counsellor are:
• Decency skills i.e. social etiquettes, warm manners
• Excellent communication skills which also include non-verbal communication and listening skills
• Objectivity
• Maintaining confidentiality
• Empathy
Through these attitudes and skills the counsellor creates a positive feeling in the counselle, and a hope that the counsellor will be of some help. The establishment of this rapport marks the start of treatment.
There are seven core techniques given by Rogers, Carkheff and Patterson, which assist the counsellor to apply appropriate core counselling conditions. They are as follows:
☺ Structuring
☺ Active Listening
☺ Silence
☺ Responding
☺ Reflection
☺ Questioning
☺ Interpretation
Models for human development like mentoring, coaching and counselling are no longer confined to the non-corporate world. These systems are today a part of Human Resource Management of the corporate sector. Inspite of counselling being an upcoming HR system like coaching and mentoring, few companies recognize the significance of Counselling and that their employees will benefit from such a service but may not employ a full time counselor. Awareness need to be created not only at the individual employee level but also at the industry level about Employee Counselling. This is clearly brought out by the primary research conducted by the author herself.
A primary research was carried out in the year 2002 at a manufacturing company based in Mumbai, India. This public limited company has five manufacturing sites across the country and four sales divisions. This research aimed at investigating the (felt) need for employee counseling in the organization. The design of this research study was exploratory in nature. The primary source of data collection was structured interviews, the sample being one hundred and ten (110) employees which is 20 % of the employee strength – five hundred and fifty three (553) of the corporate office of the company. The interview schedule comprised of both closed and open ended questions. A random sampling technique was used. The employee sample was 20 % of each of the divisions operating from the corporate office and was a perfect mix of managerial level employees, staff level employees and worker level employees.
Some important conclusions that were derived from the research study are:
• Majority of the employees of the company (61% of the sample) were unaware of the concept of Employee Counselling. Those employees who had a partially correct idea (25 % of the sample) about employee counseling knew that it was related to helping an employee in distress, advising, creating self-awareness and personality development. The remaining 14 % had an incorrect understanding about the concept.
• After the researcher had explained what employee counselling was all about, 69 % of the sample agreed that there was a (perceived) need for employee counseling in the company. The reasons were many, most common ones being to assist employees solve their personal and/or work related problems and to improve the employee relationships and overall culture of the workplace. Among the 31 % who were of the viewpoint that employee counseling as an institutionalized process was not needed in the company, 57 % of this group felt that the company had a family culture and the informal relationships between the employees could be leveraged upon.
• Only 22 % of the sample disagreed on the importance of employee counseling as a part of HR –systems while 78 % of the employees felt that counseling is an important HR function.
• 83 % of the employees were unaware of the companies practicing Employee Counselling in India (this could also be because the sample was a mix of managerial employees, staff level and workers)
The research results indicate that majority of the sample under study responded positively to the hypothesis i.e. a need for Employee Counselling was felt and that it would benefit the organization. However, the awareness about the concept of counselling and employee counselling, particularly so was found to be exceptionally low.
Psychological counseling is of various types. Rational Emotive Behaviour Therapy by Dr Albert Ellis popularly known as REBT is most widely applied.
Rational Emotive Behaviour Therapy (Source: Albert Ellis Institute, New York)
REBT is a practical, action-oriented approach to coping with problems and enhancing personal growth. REBT places a good deal of its focus on the present: on currently-held attitudes, painful emotions and maladaptive behaviors that can sabotage a fuller experience of life. REBT then provides a variety of methods to help people reformulate their dysfunctional beliefs into more sensible, realistic and helpful ones by employing the powerful REBT technique called "disputing." Ultimately, REBT helps people to develop a philosophy and approach to living that can increase their effectiveness and happiness at work, in living successfully with others, in parenting and educational settings, in making our community and environment healthier, and in enhancing their own health and personal welfare.
REBT is based on a few simple principles having profound implications:
1. You are responsible for your own emotions and actions,
2. Your harmful emotions and dysfunctional behaviors are the product of your irrational thinking,
3. You can learn more realistic views and, with practice, make them a part of you,
4. You'll experience a deeper acceptance of yourself and greater satisfactions in life by developing a reality-based perspective.
REBT distinguishes clearly between two very different types of difficulties: practical problems and emotional problems. Your flawed behavior, unfair treatment by others, and undesirable situations, represent practical problems. Regrettably, your human tendency is to
upset yourself about these practical problems, thereby unnecessarily creating a second order of problems--emotional suffering.
Some other types of counseling processes are Sigmund Freud’s Psychoanalytic Therapy; Carl Roger’s Client Centered Therapy; Carkhuff Model of Personal Counselling; Gestalt approach to counselling; Rational Emotive Behaviour Therapy by Albert Ellis. Freud’s Psychoanalytic Therapy is based on the power of the unconscious mind. According to Freud, who is the Father of Psychology the human mind is like an iceberg. As only the tip of the iceberg is seen by the naked eye so is only one tenth of the human mind known to us. Psychoanalytic therapy taps this semi and unconscious mind through different techniques like dream analysis, etc. It was Carl Roger who supported a view that counselles should be addressed as ‘clients’ and unlike Freud’s psychoanalytic therapy where a counselle plays a passive role, in Client centered therapy the client plays a more active role as compared to the counselor. Hence the name Client Centered Therapy”. Carkhuff model of personal counseling is an offshoot of Roger’s Client Centered Therapy. It focuses on attending, responding, personalizing and initiating action as indispensable counselor skills. Gestalt approach to counseling focuses on looking at human beings from a ‘holistic’ perspective. The word ‘gestalt’ means “a whole being”.
Whatever type of therapy the counselor has expertise in, whether it be Client Centered Therapy or REBT or any other, institutionalizing an employee counseling system in an organization is a different ball game all together. Right from getting top management approvals and budgetary sanctions to getting trained counselors on the rolls or on part time basis all are equally challenging. Preparing the employees for counselling is another yet important areas. One of the biggest fears that prevent employees from using the services of a counselor is the social and professional stigma attached to counselling.
If a system is being introduced in an organization for the first time, it is advisable to do a pilot. For example, the company in which the author has done primary research on employee counseling – an institutionalized set-up for counseling can be initiated at a particular division/location on an experimentation basis. If this process succeeds overtime, the same model can perhaps be replicated throughout the company. However for this, the process should be predictable, repeatable and measurable. Some criteria to gauge the impact of employee counseling are feedbacks, dip-stick surveys, focus groups, indirect or direct effect on absenteeism, employee turnover, work performance and productivity, motivation levels of employee’s et al.
For introducing and sustaining any new system, the following four steps prove handy – create awareness, educate the employees, then motivate them and finally all this will lead to (expected or required) actions.
1. Creating awareness:
The starting point to introducing any new system in an organization is creating awareness. Infact in the above mentioned research, 75 % of the sample population was not aware about a trained counsellor in the company (please note the counsellor is not officially designated the position of a ‘counsellor’ but is occupying some other ‘post’). Awareness can be created by various means the most common ones being posters and notice boards.
2. Education:
“The roots of education are bitter, but the fruit is sweet” – Aristotle
Educating the employees implies some formal training about the new process to be introduced or leveraging on informal channels. However, a systematic and planned formal approach is usually preferred.
3. Motivation:
After creating awareness and educating the employees, it is imperative to motivate them with the right set of attitudes and values as required for the process. Especially for a process like employee counseling, the mind-set of the employees plays a crucial role in influencing the success or failure.
4. Action:
As is commonly known, actions speak louder than words. If the above three steps are methodically followed, it generally leads to positive results.
Introducing a system is not more challenging than sustaining a newly introduced system. To ensure sustainability of a new system, whether it is employee counseling or any other, the parameters to determine success need to be well defined. For any system to sustain itself, the process should be crystal clear.
The way the corporate sector has opened up to the world economy, it is now high time for organizations to open up for employee-orientated HR processes like counseling, coaching and mentoring. The corporate world is changing and so are the Human Resource Management practices. It is imperative that we adapt the changing styles to manage our people better. It is not just for the benefit of the employees but in the interest of the organization to show that ‘we care’ about this important segment of our stakeholders.
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