Hi Dips,
For laws you can check the website
http://www.vakilno1.com
http://www.vakilno1.com/bareacts/con...tlabouract.htm
Regards,
From India, Mumbai
For laws you can check the website
http://www.vakilno1.com
http://www.vakilno1.com/bareacts/con...tlabouract.htm
Regards,
From India, Mumbai
Hi Dips,
I found that website containing really good stuff on laws. so i thought i should tell u to ease your work. I can't type here much. so i try to get relevant stuff and paste it. I've other inputs also but to tell u those it'll take me some days to type. And i can't, uknow. I suggest u one book i found very usefull and easy. everything explained very well and simple terms. affordable also.
Human Resourse and Personnel Management by K. Aswatthapa(Bangalore University), Tata Mc Graw Hill Publication.
I refer that book for reference. Really quite simple. This too u didn't ask, however i'm telling u. Hope u won't mind. I know i'm not able to help u to the extent i promised u earlier. I'm sorry for that.
Rest is quite ok here. doing my job. Planning to go to my native on Eid.
Regards,
From India, Mumbai
I found that website containing really good stuff on laws. so i thought i should tell u to ease your work. I can't type here much. so i try to get relevant stuff and paste it. I've other inputs also but to tell u those it'll take me some days to type. And i can't, uknow. I suggest u one book i found very usefull and easy. everything explained very well and simple terms. affordable also.
Human Resourse and Personnel Management by K. Aswatthapa(Bangalore University), Tata Mc Graw Hill Publication.
I refer that book for reference. Really quite simple. This too u didn't ask, however i'm telling u. Hope u won't mind. I know i'm not able to help u to the extent i promised u earlier. I'm sorry for that.
Rest is quite ok here. doing my job. Planning to go to my native on Eid.
Regards,
From India, Mumbai
This topic seems to be really going great. Lots of useful info. Keep posting.
Meanwhile a small note on the need for an induction programme
Quote:::::
A thoughtful new employee induction programme can reduce turnover and save an organization thousands of Rupees. Whether a company has two employees or 20,000, it should not leave new employee induction to chance.
More and more organizations are beginning to realize the positive benefits of utilizing part time workers. Unfortunately they often think of these employees as not needing induction, since they will only be there for a short while. This attitude often contributes to an even higher turnover rate.
Managers can measure staff turnover set periods using the formula:
Number of leavers/average number employed = turnover rate
For E.g. 12/{(64+56)/2} * 100 = 20%
Where 64= number employed at the beginning of period
56= number employed at end of period
20= Average turnover rate per period
If the personnel or manpower section can detail the amount it spends on advertising and recruiting over the same period or if it can specify the costs of recruiting those personnel who leave, then we can get a measure of what it costs the company to lose staff against what it costs to recruit them. Few organizations go to the bother of making such comparisons, probably because of the difficulty in collecting statistics.
Designing an induction programme reduces both permanent and part time employee turnover and at the same time quickly prepares workers for their new jobs. Reduced turnover along with better-inducted and trained employees means better service for the customer.
Unquote:::::
Thanks
Bala
From India, Madras
20Meanwhile a small note on the need for an induction programme
Quote:::::
A thoughtful new employee induction programme can reduce turnover and save an organization thousands of Rupees. Whether a company has two employees or 20,000, it should not leave new employee induction to chance.
More and more organizations are beginning to realize the positive benefits of utilizing part time workers. Unfortunately they often think of these employees as not needing induction, since they will only be there for a short while. This attitude often contributes to an even higher turnover rate.
Managers can measure staff turnover set periods using the formula:
Number of leavers/average number employed = turnover rate
For E.g. 12/{(64+56)/2} * 100 = 20%
Where 64= number employed at the beginning of period
56= number employed at end of period
20= Average turnover rate per period
If the personnel or manpower section can detail the amount it spends on advertising and recruiting over the same period or if it can specify the costs of recruiting those personnel who leave, then we can get a measure of what it costs the company to lose staff against what it costs to recruit them. Few organizations go to the bother of making such comparisons, probably because of the difficulty in collecting statistics.
Designing an induction programme reduces both permanent and part time employee turnover and at the same time quickly prepares workers for their new jobs. Reduced turnover along with better-inducted and trained employees means better service for the customer.
Unquote:::::
Thanks
Bala
From India, Madras
Hi Psyched,
Ya, this topic really contains useful attachments, which will help the one who is goin to set aN hrd in his company.
Thanks for theinduction part. that's true that induction of a new entrant must be taken seriously.
And yes because of such useful posts, I edited its heading as "must read this freshers"
dips
From India, Delhi
Ya, this topic really contains useful attachments, which will help the one who is goin to set aN hrd in his company.
Thanks for theinduction part. that's true that induction of a new entrant must be taken seriously.
And yes because of such useful posts, I edited its heading as "must read this freshers"
dips
From India, Delhi
Hi Dips ji,
Sorry for not sending you any new info in this post for quite few days. Please inform me what's the position. Please excuse me for not being of much help to you. Agar mere liye kuch delhi me mile to bataiyega. i would like to go there as it's nearer to my home. I'm planning to go to my home on Eid, got ticket for 30th Oct. will return after a week only. during this time i may not be available online always. But will try to reply the posts here. Hope you are doing well. Wish you all success in your endeavours.
Regards,
From India, Mumbai
Sorry for not sending you any new info in this post for quite few days. Please inform me what's the position. Please excuse me for not being of much help to you. Agar mere liye kuch delhi me mile to bataiyega. i would like to go there as it's nearer to my home. I'm planning to go to my home on Eid, got ticket for 30th Oct. will return after a week only. during this time i may not be available online always. But will try to reply the posts here. Hope you are doing well. Wish you all success in your endeavours.
Regards,
From India, Mumbai
Hi CiteHR friends,
Here I give below (once again for a beginner maybe) 2 motivation theorists and their theories.
My apollogies for such a long post and this is because I am unable to attach the word file (which is essentially class notes of last week) because it says quota over!!!
Quote
Motivation theorists and their theories (1 of 2)
Although the process of management is as old as history, scientific management as we know it today is basically a twentieth century phenomenon. Also, as in some other fields, practice has been far ahead of theory. This is still true in the field of management, contrary to the situation in some of the pure sciences. A giant of a man, like Albert Einstein, formulates a theory, which is later proved by decades of intensive research and experimentation. Not so in the field of management.
In fact this field has been so devoid of real fundamental work so far, that Herbert A. Simon is the first management theoretician to win the Nobel Prize for Economics in 1978. His contribution itself gives a clue to the difficulty, bordering on impossibility, of real fundamental work in this field concerned with people. In order to arrive at a correct decision, the manager must have all the information necessary relevant to the various factors and all the time in the world to analyze the same.
This is seldom, if ever, the case. Both the information available and the
time at the managers disposal are limited, but he or she must make a decision. And the decision is, therefore, not the optimum one but a 'satisficing' one - in effect, a satisfactory compromise under the real conditions prevailing in the management 'arena'.
Traditional theory 'X'
This can best be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy; they hate work to the extent that they avoid it; they have no ambition, take no initiative and avoid taking any responsibility; all they want is security, and to get them to do any work, they must be rewarded, coerced, intimidated and punished. This is the so-called 'stick and carrot' philosophy of management. If this theory were valid, managers will have to constantly police their staff, whom they cannot trust and who will refuse to cooperate. In such an oppressive and frustrating atmosphere, both for the manager and the managed, there is no possibility of any achievement or any creative work. But fortunately, as we know, this is not the case.
Theory 'Y' - Douglas McGregor
This is in sharp contrast to theory 'X'. McGregor believed that people want to learn and that work is their natural activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the freedom to do difficult and challenging work by themselves. The managers job is to 'dovetail' the human wish for self-development into the organizations need for maximum productive efficiency. The basic objectives of both are therefore met and with imagination and sincerity, the enormous potential can be tapped.
Does it sound too good to be true? It could be construed, by some, that Theory 'Y' management is soft and slack. This is not true and the proof is in the 'pudding', for it has already proved its worth in the USA and elsewhere. For best results, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently 'absent' from group meetings so they can discuss the matters freely and help select and 'groom' a new leader. The leader does no longer hanker after power, lets people develop freely, and may even (it is hoped) enjoy watching the development and actualization of people, as if, by themselves. Everyone, and most of all the organization, gains as a result.
Theory 'Z' - Abraham Maslow
This is a refreshing change from the theory X of Freud, by a fellow psychologist, Abraham Maslow. Maslow totally rejects the dark and dingy Freudian basement and takes us out into the fresh, open, sunny and cheerful atmosphere. He is the main founder of the humanistic school or the third force which holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost.
Maslow's central theme revolves around the meaning and significance of human work and seems to epitomize Voltaire's observation in Candide, 'work banishes the three great evils -boredom, vice and poverty'. The great sage Yajnavalkya explains in the Brihadaranyaka Upanishad that by good works a man becomes holy, by evil works evil. A mans personality is the sum total of his works and that only his works survive a man at death. This is perhaps the essence of Maslow's hierarchy of needs theory, as it is more commonly know.
Maslow's major works include the standard textbook (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, 'A Theory of Human Motivation' (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) published in 1965. Maslow's theory of human motivation is, in fact, the basis of McGregor's theory 'Y' briefly described above. The basic human needs, according to Maslow, are:
· physiological needs (Lowest)
· safety needs;
· love needs;
· esteem needs; and
· self-actualization needs (Highest)
Mans behavior is seen as dominated by his unsatisfied needs and he is a 'perpetually wanting animal', for when one need is satisfied he aspires for the next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally absorbed in order to attain perfection through self-development.
The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves. His prescription for human salvation is simple, but not easy: 'Hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that "calls for" doing'.
Maslow has had his share of critics, but he has been able to achieve a refreshing synthesis of divergent and influential philosophies of:
· Marx - economic and physical needs;
· Freud - physical and love needs;
· Adler - esteem needs;
· Goldstein - self-actualization.
Motivation theorists and their theories
Frederick Herzberg - Hygiene / Motivation Theory
This is based on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and foremost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. Peoples needs are of two types:
Animal Needs (hygiene factors)
· Supervision
· Interpersonal relations
· Working conditions
· Salary
Human Needs (motivators)
· Recognition
· Work
· Responsibility
· Advancement
Unsatisfactory hygiene factors can act as de-motivators, but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has exploded several myths about motivators such as:
· shorter working week;
· increasing wages;
· fringe benefits;
· sensitivity / human relations training;
· communication.
As typical examples, saying 'please' to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs but not human needs.
Chris Argyris
According to Argyris, organization needs to be redesigned for a fuller utilization of the most precious resource, the workers, in particular their psychological energy. The pyramidal structure will be relegated to the background, and decisions will be taken by small groups rather than by a single boss. Satisfaction in work will be more valued than material rewards. Work should be restructured in order to enable individuals to develop to the fullest extent. At the same time work will become more meaningful and challenging through self-motivation.
Rensis Likert
Likert identified four different styles of management:
· exploitative-authoritative;
· benevolent-authoritative;
· consultative;
· participative.
The participative system was found to be the most effective in that it satisfies the whole range of human needs. Major decisions are taken by groups themselves and this results in achieving high targets and excellent productivity. There is complete trust within the group and the sense of participation leads to a high degree of motivation.
Fred Luthans
Luthans advocates the so-called 'contingency approach' on the basis that certain practices work better than others for certain people and certain jobs. As an example, rigid, clearly defined jobs, authoritative leadership and tight controls lead in some cases to high productivity and satisfaction among workers. In some other cases just the opposite seems to work. It is necessary, therefore, to adapt the leadership style to the particular group of workers and the specific job in hand.
Victor Vroom
Vroom's 'expectancy theory' is an extension of the 'contingency approach'. The leadership style should be 'tailored' to the particular situation and to the particular group. In some cases it appears best for the boss to decide and in others the group arrives at a consensus. An individual should also be rewarded with what he or she perceives as important rather than what the manager perceives. For example, one individual may value a salary increase, whereas another may, instead, value promotion. This theory contributes an insight into the study of employee motivation by explaining how individual goals influence individual performance.
Only a selection of the motivation theories and thoughts of the various proponents of the human behavior school of management have been discussed here. Not included here are, among others, the thoughts of:
· Seebohm Rowntree - labor participation in management;
· Elton Mayo - the Hawthorne Experiments;
· Kurt Lewin - group dynamics; force field theory;
· David McClelland - achievement motivation;
· George Humans - the human group;
· William Whyte - the organization man.
Unquote::::::::
Apologies once again
Thanks
Bala
From India, Madras
Here I give below (once again for a beginner maybe) 2 motivation theorists and their theories.
My apollogies for such a long post and this is because I am unable to attach the word file (which is essentially class notes of last week) because it says quota over!!!
Quote
Motivation theorists and their theories (1 of 2)
Although the process of management is as old as history, scientific management as we know it today is basically a twentieth century phenomenon. Also, as in some other fields, practice has been far ahead of theory. This is still true in the field of management, contrary to the situation in some of the pure sciences. A giant of a man, like Albert Einstein, formulates a theory, which is later proved by decades of intensive research and experimentation. Not so in the field of management.
In fact this field has been so devoid of real fundamental work so far, that Herbert A. Simon is the first management theoretician to win the Nobel Prize for Economics in 1978. His contribution itself gives a clue to the difficulty, bordering on impossibility, of real fundamental work in this field concerned with people. In order to arrive at a correct decision, the manager must have all the information necessary relevant to the various factors and all the time in the world to analyze the same.
This is seldom, if ever, the case. Both the information available and the
time at the managers disposal are limited, but he or she must make a decision. And the decision is, therefore, not the optimum one but a 'satisficing' one - in effect, a satisfactory compromise under the real conditions prevailing in the management 'arena'.
Traditional theory 'X'
This can best be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy; they hate work to the extent that they avoid it; they have no ambition, take no initiative and avoid taking any responsibility; all they want is security, and to get them to do any work, they must be rewarded, coerced, intimidated and punished. This is the so-called 'stick and carrot' philosophy of management. If this theory were valid, managers will have to constantly police their staff, whom they cannot trust and who will refuse to cooperate. In such an oppressive and frustrating atmosphere, both for the manager and the managed, there is no possibility of any achievement or any creative work. But fortunately, as we know, this is not the case.
Theory 'Y' - Douglas McGregor
This is in sharp contrast to theory 'X'. McGregor believed that people want to learn and that work is their natural activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the freedom to do difficult and challenging work by themselves. The managers job is to 'dovetail' the human wish for self-development into the organizations need for maximum productive efficiency. The basic objectives of both are therefore met and with imagination and sincerity, the enormous potential can be tapped.
Does it sound too good to be true? It could be construed, by some, that Theory 'Y' management is soft and slack. This is not true and the proof is in the 'pudding', for it has already proved its worth in the USA and elsewhere. For best results, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently 'absent' from group meetings so they can discuss the matters freely and help select and 'groom' a new leader. The leader does no longer hanker after power, lets people develop freely, and may even (it is hoped) enjoy watching the development and actualization of people, as if, by themselves. Everyone, and most of all the organization, gains as a result.
Theory 'Z' - Abraham Maslow
This is a refreshing change from the theory X of Freud, by a fellow psychologist, Abraham Maslow. Maslow totally rejects the dark and dingy Freudian basement and takes us out into the fresh, open, sunny and cheerful atmosphere. He is the main founder of the humanistic school or the third force which holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost.
Maslow's central theme revolves around the meaning and significance of human work and seems to epitomize Voltaire's observation in Candide, 'work banishes the three great evils -boredom, vice and poverty'. The great sage Yajnavalkya explains in the Brihadaranyaka Upanishad that by good works a man becomes holy, by evil works evil. A mans personality is the sum total of his works and that only his works survive a man at death. This is perhaps the essence of Maslow's hierarchy of needs theory, as it is more commonly know.
Maslow's major works include the standard textbook (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, 'A Theory of Human Motivation' (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) published in 1965. Maslow's theory of human motivation is, in fact, the basis of McGregor's theory 'Y' briefly described above. The basic human needs, according to Maslow, are:
· physiological needs (Lowest)
· safety needs;
· love needs;
· esteem needs; and
· self-actualization needs (Highest)
Mans behavior is seen as dominated by his unsatisfied needs and he is a 'perpetually wanting animal', for when one need is satisfied he aspires for the next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally absorbed in order to attain perfection through self-development.
The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves. His prescription for human salvation is simple, but not easy: 'Hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that "calls for" doing'.
Maslow has had his share of critics, but he has been able to achieve a refreshing synthesis of divergent and influential philosophies of:
· Marx - economic and physical needs;
· Freud - physical and love needs;
· Adler - esteem needs;
· Goldstein - self-actualization.
Motivation theorists and their theories
Frederick Herzberg - Hygiene / Motivation Theory
This is based on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and foremost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. Peoples needs are of two types:
Animal Needs (hygiene factors)
· Supervision
· Interpersonal relations
· Working conditions
· Salary
Human Needs (motivators)
· Recognition
· Work
· Responsibility
· Advancement
Unsatisfactory hygiene factors can act as de-motivators, but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has exploded several myths about motivators such as:
· shorter working week;
· increasing wages;
· fringe benefits;
· sensitivity / human relations training;
· communication.
As typical examples, saying 'please' to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs but not human needs.
Chris Argyris
According to Argyris, organization needs to be redesigned for a fuller utilization of the most precious resource, the workers, in particular their psychological energy. The pyramidal structure will be relegated to the background, and decisions will be taken by small groups rather than by a single boss. Satisfaction in work will be more valued than material rewards. Work should be restructured in order to enable individuals to develop to the fullest extent. At the same time work will become more meaningful and challenging through self-motivation.
Rensis Likert
Likert identified four different styles of management:
· exploitative-authoritative;
· benevolent-authoritative;
· consultative;
· participative.
The participative system was found to be the most effective in that it satisfies the whole range of human needs. Major decisions are taken by groups themselves and this results in achieving high targets and excellent productivity. There is complete trust within the group and the sense of participation leads to a high degree of motivation.
Fred Luthans
Luthans advocates the so-called 'contingency approach' on the basis that certain practices work better than others for certain people and certain jobs. As an example, rigid, clearly defined jobs, authoritative leadership and tight controls lead in some cases to high productivity and satisfaction among workers. In some other cases just the opposite seems to work. It is necessary, therefore, to adapt the leadership style to the particular group of workers and the specific job in hand.
Victor Vroom
Vroom's 'expectancy theory' is an extension of the 'contingency approach'. The leadership style should be 'tailored' to the particular situation and to the particular group. In some cases it appears best for the boss to decide and in others the group arrives at a consensus. An individual should also be rewarded with what he or she perceives as important rather than what the manager perceives. For example, one individual may value a salary increase, whereas another may, instead, value promotion. This theory contributes an insight into the study of employee motivation by explaining how individual goals influence individual performance.
Only a selection of the motivation theories and thoughts of the various proponents of the human behavior school of management have been discussed here. Not included here are, among others, the thoughts of:
· Seebohm Rowntree - labor participation in management;
· Elton Mayo - the Hawthorne Experiments;
· Kurt Lewin - group dynamics; force field theory;
· David McClelland - achievement motivation;
· George Humans - the human group;
· William Whyte - the organization man.
Unquote::::::::
Apologies once again
Thanks
Bala
From India, Madras
HI NICE TO MEET U
I HAVE SEE UR MESSAGE LOOK NOW THAT WHEN UR HR THAN U CAN MANAGE WELL IN UR OUN SENSE BECAUSE IN ALL THE STATE OF INDIA IT IS DIFFERENT CLIMATE DIFFERENT PEOPLES AND DIFFERENT LANGUAGE SO WE SHOULD LOOK TO THERE PERFORMANCE OK
PANKAJ PATIL
HR
BARODA.
I HAVE SEE UR MESSAGE LOOK NOW THAT WHEN UR HR THAN U CAN MANAGE WELL IN UR OUN SENSE BECAUSE IN ALL THE STATE OF INDIA IT IS DIFFERENT CLIMATE DIFFERENT PEOPLES AND DIFFERENT LANGUAGE SO WE SHOULD LOOK TO THERE PERFORMANCE OK
PANKAJ PATIL
HR
BARODA.
Maan!!!
So much to learn in this just ONE topic... Amazing!!!
Thanks to all the people who have added to my learnings from this post... and a special thanks to Dips for starting this topic. With you, we all learn!!!
Regards,
Manish Modani
Hyderabad
So much to learn in this just ONE topic... Amazing!!!
Thanks to all the people who have added to my learnings from this post... and a special thanks to Dips for starting this topic. With you, we all learn!!!
Regards,
Manish Modani
Hyderabad
hi manish,
thanks a lot...
the credit goes to all the posters of this thread and specially to Mr. Leo and Khalid..
they really helped in giving excellent points and formats....
I hope my other citehr frends also gain from this post....
dips
From India, Delhi
thanks a lot...
the credit goes to all the posters of this thread and specially to Mr. Leo and Khalid..
they really helped in giving excellent points and formats....
I hope my other citehr frends also gain from this post....
dips
From India, Delhi
Hi Dips,
Thanks for your comment. I really appreciate your acknowledgement. Although i know i couldn't help you as much as you required and as much as i could, i really appreciate that you acknowledged my trivial help. This is first time (as i recall) when someone acknowledged my help, however little. I'm sorry for not being able to help you much due to my work load. I've helped a lot of persons but never even acknowledged not to talk keep aside words of appreciation. Instead i was looked at down.
I'm leaving for my native town on Sunday. After that i may not be available here for some days.
See you all after i return.
Happy Diwali and Eid to all.
Thanks.
From India, Mumbai
Thanks for your comment. I really appreciate your acknowledgement. Although i know i couldn't help you as much as you required and as much as i could, i really appreciate that you acknowledged my trivial help. This is first time (as i recall) when someone acknowledged my help, however little. I'm sorry for not being able to help you much due to my work load. I've helped a lot of persons but never even acknowledged not to talk keep aside words of appreciation. Instead i was looked at down.
I'm leaving for my native town on Sunday. After that i may not be available here for some days.
See you all after i return.
Happy Diwali and Eid to all.
Thanks.
From India, Mumbai
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