1

A assignment on
Note Of Selected Point Of Human Research
Management

Course title Human Resources

Management
Course Code F - 301

Submitted To Md. Saiful Islam

Assistant Professor
Dept. of Finance & Banking
University of Barishal

Submitted by Group 8
Session 2022-23
Year 3rd
Semester 1st
Department Finance and Banking

Date of Submission 21 - 09 - 2024

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Group - 8
S. No. Name Roll
1 Afsana Mitu 21 FIN 001

2 Shuvashis Chakrabartty 21 FIN 013

3 Nazmus Sakib 21 FIN 015

4 Md. Sakib Hasan 21 FIN 043

5 Mohammad Simon Kabir 21 FIN 044

6 Md. Sujon Mia 21 FIN 058

7 Md. Shakib Bhuiyan 21 FIN 074

8 Israt Jahan Oyse 21 FIN 077

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Chapter 1

Introduction

Human Resource in Development

Human resources (HR) play a pivotal role in the development of a country. This
involves the continuous improvement of skills, education, and training to create
a productive workforce. HR development focuses on:

1. Economic growth
2. Social improvement
3. Technological innovation

HR development is crucial in industries, education, and healthcare, which leads

to overall national development.

Human Resource Management (HRM) and Development of

Human Resources
HRM involves a systematic approach to managing people in organizations to
help them achieve individual and organizational goals. On the other hand,
human resource development (HRD) is a subset of HRM that focuses on
enhancing employee capabilities through training and development.

HRM: Manages workforce planning, employee relations, performance.

HRD: Focuses on training, career development, and employee growth.

Differences between HRM and HRD

Aspect HRM HRD

Focus Managing employee relation Developing employee skill

Goal Achieving organizational goals Enhancing employee

capabilities
Key activities Recruitment, Performance Training, career development

Strategic Role Workforce alignment Employee growth for future

roles

Functions of HRM
HRM functions ensure that the organization runs smoothly and efficiently,
creating a positive work environment. The main functions include:
1. Recruitment and Selection: Finding and hiring the best talent.
2. Training and Development: Equipping employees with necessary skills.
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3. Performance Management: Monitoring and evaluating employee

performance.
4. Compensation and Benefits: Providing financial rewards and
incentives.
5. Employee Relations: Handling labor relations and employee
engagement.
6. Compliance: Ensuring that employment laws and regulations are
followed.

Principles of HRM
Effective HRM is guided by key principles:
1. Fairness and Consistency: Treat all employees fairly and consistently.
2. Respect for Employees: Valuing each employee's contribution.
3. Transparency: Open communication regarding policies and decisions.
4. Continuous Development: Providing learning opportunities for
employees.
5. Strategic Alignment: Aligning HR policies with business goals.

Importance of HRM
HRM is crucial for:
1. Employee Satisfaction: Through better management and development.
2. Operational Efficiency: By managing the workforce efficiently.
3. Organizational Growth: HRM contributes to long-term success through
employee engagement and talent management.
4. Compliance: Ensuring that labor laws and workplace safety standards
are met.

Importance of HRM in Organizational Success

Area HRM contribution
Employ retention Creating positive work environment
Organizational Aligning employee goals with business goals
growth
Compliance with Preventing legal issue
labor laws
Productivity Enhancing skills through training
improvement

Personnel Management versus HRM

Personnel management is an older approach, focusing on administrative tasks
like payroll and compliance. HRM is broader and more strategic, integrating
human resource activities with business strategies.
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Comparison between Personnel Management and HRM

Aspect Personnel management HRM
Focus Employee welfare Aligning people with
business
Nature Administrative Strategic
Approach Reactive (solving issues as Proactive
they arise)
Training and Limited to job skill Focus on continuous
development development

Organization of HRM
The HRM department is typically structured into several specialized areas to
manage different aspects of the workforce. Key departments include:
1. Recruitment: Managing job postings, interviews, and hiring processes.
2. Training and Development: Organizing training programs and career
development.
3. Compensation and Benefits: Handling salary structures, bonuses, and
benefits.
4. Employee Relations: Ensuring a harmonious work environment and
resolving conflicts.
5. Compliance: Overseeing compliance with labor laws and company
policies.

Transformation of Personnel Management into HRM

The transition from personnel management to HRM occurred with the rise of
globalization, technology, and the need for companies to be competitive. HRM
now plays a strategic role, focusing on:
1. Long-term workforce planning.
2. Aligning employee goals with organizational strategies.
3. Building a culture of innovation and continuous development.

Modern Trends in HRM

Modern HRM practices are driven by technological advancements and changing
employee expectations. Some key trends include:
1. AI and Automation: Automating recruitment and performance
management processes.
2. Remote Work Models: Encouraging flexible working environments
post-pandemic.
3. Data-Driven HR: Using HR analytics to inform decisions.
4. Focus on Employee Well-Being: Mental health and work-life balance.
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5. Diversity and Inclusion: Ensuring diverse hiring and inclusive

workplace policies.

Approaches to Managing Human Resources

Various approaches to HR management exist based on organizational needs and
philosophies:
1. Traditional Approach: Focuses on maintaining control through rules
and regulations.
2. Strategic HRM: Integrates HRM practices with business strategies.
3. Systems Approach: Treats HRM as an interconnected system that affects
all parts of the organization.
4. Best Practice Approach: Identifies universal HRM practices believed to
improve organizational performance.

HRM Approaches Comparison

Approach Description
Traditional Focus on administrative control and
compliance
Strategic Aligning HR with business strategies
Systems Treats HRM as an interconnected
system
Best Practice Implements universal practices for
performance

HRM Practices in Bangladesh

In Bangladesh, HRM practices are rapidly evolving, especially in industries like
textiles, banking, and IT. Some of the common practices include:

1. Recruitment: Heavily focused on manual labor, especially in industries

like garments.
2. Employee Training: Limited to specific skills, but growing in importance.
3. Compliance: Increasing focus on workplace safety, especially after
incidents like the Rana Plaza collapse.
4. Challenges: Issues like a lack of modern training facilities and minimal
focus on strategic HRM.
5. Emerging Trends: A shift toward technology adoption, employee
engagement, and welfare programs.
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Chapter-2
Human Resource planning

Definition of Human Resource Planing(HRP)

Human resource planning is the continuous process of systematic planning to achieve
optimum use of an organisation’s employees.Human resource planning is one of the
crucial aspects of Human Resource Management because it helps to ensure the needed
manpower for organisational goal.

Need for Human Resource Planning

Human resource planning (HRP) is essential for organizations to ensure they have the
right people, with the right skills, in the right positions at the right time. Key reasons for
the need for HRP include:
1. Anticipating Workforce Needs: HRP helps organizations forecast future staffing
needs based on business goals, allowing them to prepare for expansions, technological
changes, or retirements.

2.Maximizing Resource Utilization: It ensures that human resources are effectively

used, avoiding both shortages and surpluses of staff, thus optimizing productivity and
minimizing labor costs.

3.Enhancing Talent Management: With HRP, organizations can identify skill gaps,
plan training programs, and develop talent pipelines, ensuring employees are
equipped to meet current and future challenges.

4.Cost Efficiency: By planning ahead, organizations can avoid last-minute hiring costs,
prevent overstaffing, and reduce turnover, all of which contribute to better financial
management.

Purpose of HRP
The basic purpose of having a manpower plan is to have an accurate estimate of the
number of employees required,with matching skill requirements to meet organisation
objectives.it provides information about the manner in which existing personnel are
employed,the kind of skills required for different categories of jobs and manpower
needs over a period of time in relation to organisational objectives.It would also give an
indication of the lead time that is available to select and train the required number of
additional manpower.

Characteristics of HRP
Human Resource Planning (HRP) is characterized by several important features that
make it an integral part of organizational strategy. These characteristics include:
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1. Goal-Oriented: HRP is aligned with the organization's short-term and long-term

objectives, ensuring that workforce planning supports business goals such as growth,
expansion, and sustainability.

2. Future-Focused: It is forward-looking, anticipating future workforce requirements

based on projected organizational needs, changes in technology, market trends, and
workforce demographics.

3. Continuous Process: HRP is not a one-time activity. It is an ongoing process that

requires regular reviews and adjustments to respond to internal changes (e.g.,
employee turnover) and external factors (e.g., economic conditions).

4.Focus on Talent Management: It emphasizes the development and retention of

talent, ensuring that the organization has a qualified and engaged workforce capable of
meeting both current and future demands.

5.Risk Mitigation: By forecasting workforce needs, HRP helps organizations reduce

risks related to labor shortages, skills gaps, and succession planning, enabling
smoother transitions during times of change.

Strategies of HRP
Strategies usually followed in HRP are:
1. Recruitment plan:It will indicate the number and type of people required and
when they are needed,special plans to recruit right people and how they are to be
dealt with recruitment programme.

2. Redeployment plan:This indicates the programmes for transfering or retaining

existing employees for new jobs.

3. Training plan:This indicates the number of trainees required and the programme
for recruiting or training them,existing staffs requiring training or retaining,new
course to be developed our changes this to be effected in existing courses.

4. Retention plan:It will indicate reasons for employee turnover and show strategies
to avoid wastage through compensation policies, changes in work requirements
and improvement in working condition.

HRP at Different Levels

different Institutions make HRP at different level for their own purposes of which
National level, secretary level,industrial level,unit level,department level and job level
are important.
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1. National level: Generally government at the centre plan of human resources at the
national level.It forecast the demand for and supply of human resource for the
intire nation.
2. Sectoral level: Manpower requirement for a particular sector like agricultural
sector,industrial sector are projected based on the government policy,projected
output/ operations etc.

3. Industrial level:Manpower needs of a particular industry like cement,

textile,chemical or predicted,taking into account the operational level of that
particular industry.
4.
5. Unit level:This covers the estimation of Human Resource need of an organisation
or company based on its corporate/business plan.
6. Departmental level:This covers the manpower needs of a particular department in
a company.
7.
8. Job level:Manpower needs of a particular job family within a department,like that
of accountant, salesman etc, are forecasted at this level.

Human Resource Planning Approach

Three approaches to human resource planning can be indentified Quantitative,
Qualitative, and Mixed approach.
1. Quantitative Approach:It is also known as top down approach of Human Resource
Planning under which top level make and effort to prepare the draft of human
resource planning.It is a management driven approach.The focus of this approach
is to forecast human resource surplus and shortage in an organisation.In this
approach major role is played by top management.

2. Qualitative approach:This approach is also known as bottom up approach of

Human Resource Planning under which the subordinates make an effort to prepare
the draft of human resource planning.It is also called sub ordinate driven
approach.It is concerned with matching organisational needs with employees
needs.In this approach major role is played by lower level employees.

3. Mixed approach:This is called mixed approach because it combines both top-down

and bottom-up approaches of Human Resource Planning.In fact,the effect is made
by employees and the management equally.There is a equal participation of each
level of employees of the organization.
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Chapter 5
Job Analysis

Meaning of Job Analysis (JA)

Job analysis (JA) is the method used to determine what types of manpower are
needed to perform the jobs of the organization.
Job analysis is composed of -

• Job description

• Job specification

• Job evaluation

Job analysis can be defined as an examination of the jobs in an organization

with a view to documenting the Knowledge, skills, and abilities (KSAs)
associated with successful performance of those jobs.

Techniques for Designing Jobs

Job design involves structuring work tasks, roles, and responsibilities to
improve organizational efficiency and employee satisfaction. Here are key
techniques for designing jobs:

1. Job Rotation
Moving employees between different tasks or departments regularly to reduce
monotony and increase skills. Job Rotation enhances employee skill sets,
reduces job boredom, and improves flexibility in task performance.

2. Job Enlargement
Increasing the number of tasks that an employee is responsible for at the same
level of difficulty. Job Enlargement makes work more varied and interesting by
broadening the scope of job tasks.

3. Job Simplification
JS is a job design technique that focuses on reducing the complexity of a job by
breaking it down into smaller, simpler tasks. The goal is to streamline tasks so
they can be performed more efficiently by employees with minimal training.

4. Job Enrichment
Increasing the depth of a job by adding tasks that provide employees with more
responsibility, autonomy, and decision-making power. Job Enrichment
enhances job satisfaction by making work more meaningful and challenging.
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The process of Job Analysis

This is the process of systematically gathering, documenting, and analyzing
information about a job to understand its responsibilities, tasks, and
requirements.

1. Organizational Analysis: Assess the organization's goals, structure, and

work processes to understand how jobs fit within the broader company
framework.

2. Selection of Representative Positions: Identify and choose a sample of

representative jobs within the organization to analyze, ensuring the jobs
selected are typical of the roles within that category.

3. Collection of Job Analysis Data: Gather detailed information about the

job through methods like interviews, questionnaires, observations, and
reviewing current job descriptions. This data includes tasks, duties,
responsibilities, and working conditions.

4. Preparation of Job Description: Develop a written document outlining

the duties, responsibilities, tasks, and working conditions of the job. This
description serves as a reference for employees, managers, and HR.

5. Preparation of Job Specification: Create a list of the qualifications,

skills, knowledge, and abilities required for the job, focusing on what is
necessary for an individual to perform the job effectively.

6. Conducting Job Evaluation: Evaluate the job's relative worth or value

within the organization to establish fair compensation and hierarchy,
considering factors like complexity, responsibilities, and required skills.

Importance of Job Analysis

Job analysis has been described as a fundamental instrument in the manpower
management programme.
● Standardizing Job Titles: Ensures consistency in job titles across
organizations, aiding in personnel selection and job pricing.

● Clarifying Work Methods: Provides a clear understanding of job tasks,

tools, and training needs, improving work procedures and productivity.

● Improving Work Environment: Helps optimize physical conditions like

lighting, ventilation, and safety to create a better work environment.

● Defining Job Relationships: Clarifies the skills required and how jobs
relate to each other within the organization.
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● Determining Employment Conditions: Assists in setting work hours,

responsibilities, job permanency, and opportunities for promotion.

● Reducing Grievances: Minimizes labor unrest by providing clear and

adequate job information to employees.

Objectives of Job Analysis

Job analysis is done in order to achieve the following objectives:

1) To improve internal relationships of the organization.

2) To assess relevant facts of improving employee selection and

placement procedure.

3) To improve physical working conditions and correct health and safety

hazards.

4) To supply standard practice and contents for training for a Job/position.

5) To supply scientific data in determining production standards.

7) To improve transfer and promotion.

8) To improve methods of reporting and recording of personnel.

9) To provide information through job evaluation for classification and grading

of job position.

Techniques and Methods of Job Analysis

● Observation Method: Analyst observes employees performing tasks;
may be limited by task visibility and changes in employee behavior when
observed.

● Individual Interview Method: One-on-one interviews with employees to

gather in-depth job details; time-consuming but highly informative.

● Group Interview Method: Multiple job incumbents interviewed

together; increases accuracy but relies on group dynamics.

● Technical Conference Method: Supervisors or experts provide job data;

can overlook workers' actual perspectives.

● Structured Questionnaire Method: Employees complete a detailed task

questionnaire; efficient but may miss unique job elements.

● Diary Method: Employees keep a daily record of tasks; provide thorough

data but are intrusive and time-consuming.
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Job Analysis Scenario in Bangladesh

In Bangladesh, job analysis is increasingly important due to rapid
industrialization and a growing labor market. Key aspects of job analysis in the
Bangladeshi context include:

Diverse Industries: With sectors like textiles, garments, and agriculture being
prominent, job analysis helps tailor roles to specific industry needs and
improves productivity.

Skill Gap: Job analysis aids in identifying skills gaps and training needs, crucial
in a developing economy where skill development is key to employment and
growth.

Regulatory Compliance: Helps ensure that job roles meet local labor laws and
regulations, addressing issues such as fair wages and working conditions.

Recruitment and Selection: Improves the recruitment process by clearly

defining job roles and requirements, essential in a competitive job market.

Economic Development: Supports job design and workforce planning,

contributing to broader economic goals and industrial growth.

Cultural Factors: Job analysis considers local cultural and social factors to
ensure job roles align with traditional practices and employee expectations.

Job analysis in Bangladesh is crucial for optimizing workforce management,

addressing skill gaps, and complying with regulations amidst the country’s
evolving economic landscape.
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Chapter - 6
Recruitment

Recruitment is the process of finding and hiring qualified people for a job. It
involves job analysis, posting, screening, selection, and onboarding.
Recruitment is a ‘linking function’ joining together those with jobs to fill and
those seeking job.

Sources of Recruitment
There are two sources of recruitment- Internal and External.

Internal Sources of Recruitment

Existing employees of an organization provide the internal sources in the main.
Whenever any vacancy arises, someone from within the organization is
upgraded, transferred, promoted or even demoted. The major internal sources
of recruitment are under.

Promotions and Transfer: The most important source of filling vacancies from
within is through transfers and promotions. A transfer is a lateral movement
within the same grade, from one job to another. Promotion, on the other hand,
involves movement of employees from a lower level position to a higher level
position accompanied by (usually) changes in authority, duties, responsibilities,
status and remuneration.

Job Posting: Job posting is advertising an open job to attract candidates.

Employee Referrals: Employee referrals are recommendations from current
employees for job openings. They can lead to quality hires, faster hiring, lower
costs, and increased employee engagement.

External sources for recruitment

External sources for recruitment include job boards, social media, professional
networking, referrals, campus recruiting, headhunting and job fairs.

Advertisements: When an organization desires to, communicate to the public

that it has a vacancy, advertisement is one of the most popular methods used.

Internet ads: In this age of globalization prospective candidates for specialized

jobs in large organizations, specially MNCs, may be attracted through internet
ads.
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Employment Agencies: There are three forms of employment agencies-public

employment agencies, private employment agencies, and management
consulting firms.

Unsolicited Applicants / Walking’s: Companies generally receive unsolicited

publications from job seekers at various points of time.

Temporary Help Services: This can be a source of employees when individuals

are needed on a temporary basis.

Campus Recruitment: In campus recruitment the recruiters visit reputed

educational institutions with a view to pick up job aspirants having requisite
technical or professional skills.

Professional Organizations: Organizations like the chambers of commerce

and industries, engineers’ institutions, management associations, etc. may act
as external sources of recruitment.

Advantages & Disadvantages of Recruitment within the Organization

Advantage Disadvantage
1. Suitable: Management can pick Inefficiency: It may prove to be a
the right candidates having requisite blessing for inefficient candidates.
skills.
2. Reliable: Management has Inbreeding: It discourages entry for
knowledge about the suitability of the talented people. Exiting employees
candidate. may fail to inject necessary
dynamism to enterprise activities.
3. Motivational: A policy of Bone of contention: It may lead to
preferring people from within infighting among employees aspiring
motivates them to work hard and for limited, higher-level positions in
earn promotions. an organization.
4. Economical: The cost of Limited choice: Management is
recruiting is minimal. forced to select candidates from a
limited pool.

Advantages & Disadvantages of Recruitment from outside of the Orga.

Advantage Disadvantage
1. Injection of fresh blood: People Time consuming: It takes time to
with special skills and knowledge advertise, screen and to select
could be hired to pave the way for suitable employees.
innovative ways of working.
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2. Wide choice: The organization Expensive: Hiring costs could go up

has the freedom to select candidates substantially in tapping multifarious
with requisite qualifications. sources of recruitment
3. Motivational force: It helps Demotivating: Existing employees
motivating employees to work hard who have put in considerable service
and compete with may have the feeling that their
external candidates. services have not been recognized
and may be demotivated.
4. Long term benefits Creation of Uncertainty: There is no guarantee
a competitive atmosphere would that the organization, ultimately, will
compel people to give out their best be able to hire suitable candidates.
and earn rewards, etc.

Alternatives to Recruitment
Since recruitment and selection costs are high some companies try to look at
alternatives to recruitment specially when market demand for firm's products
and services are sluggish. Removing government employees is also extremely
difficult even if their Since recruitment and selection costs are high some
companies try to look at alternatives to recruitment specially when market
demand for firm's products and services are sluggish. Removing government
employees is also extremely difficult even if their performance is marginal.

Employee leasing: In this case individuals work for the leasing firm as per the
leasing agreement/arrangement. Such an arrangement is beneficial to small
firms because it helps avoid expenses and problems of personnel
administration.

Subcontracting: To meet a sudden increase in demand for its products and

services, sometimes, the firm may go for subcontracting, instead of expanding
capacities immediately.

Constraints of Recruitment Efforts

Attractiveness of the job: If the position to be filled is attractive, recruiting a
large and qualified pool of applicants will not be difficult.

Image of the organization: If the image of the organization is perceived to be

low, the likelihood of attracting a large number of applicants is reduced.

Governmental influence: An employer cannot avoid legal restrictions-on

following discriminatory recruiting policy based on non-job-related factors
such as religious or social background, gender or physical appearance.
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Internal organization policies: Policies such as "promote from within

whenever possible", may give priority to individuals inside the organization.
Recruiting costs: Recruiting efforts by an organization may sometimes become
expensive. Continuing a search for long periods of time may not be possible
because of budget constraints.

Recruitment Scenario in Bangladesh-A Critical Analysis

Recruitment means making it known that posts are going to be filled in. This is
done through publicity and advertisement.

• Generally people are recruited from several sources.

• Clear cut advertisement saves the valuable time o busy HR executives and
reduces the harassment of the candidates.

• Many responsible persons have been found to issue false job experience
certificates.

• Some organizations resort to blind advertisement in order to avol tadbir.

• In developed countries specialized recruiting agencies have emerged.
• We can use the Information for training up required kind o manpower
for which there is higher demand in the manpower importing countries.

• Campus recruitment has not yet emerged in this county.

• Recruitment is a vital test for hunting out right kind of personnel without
making any discrimination due to color o religion.

• In Bangladesh, reference checking is in use as a form of information

gathering technique.

• Papers submitted by the applicants also require to be examined

cautiously and carefully.

• In preparing recruitment profile, the recruiter has to carefully examine

both long term and short term needs of the company.

• The recruitment manager should give due attention to internal and

external sources.

• Recruitment process consists of the functions of discovering the sources

of manpower, and attracting an adequate number of prospective
employees to permit meaningful selection.

• One will accept the offer of employment where benefits are optimum
according to one's calculations.
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• There is job-waiting time starting from the time when one completes
one's education and the time by which one becomes age-barred.

• Advertisement for a job is a contract proposal which the propose analyses

and interprets from different angles.

• Every job has its own distinct characteristics Some offer attractive pay
but subject the employees to rigorous work for long hours Some jobs have
lesser number of leaves compared to others.

• Some job seekers give priority to sympathetic behavior, democratic

treatment and personal behavior.

• There have been people who offer handsome gifts for getting posted in
some particular department or particular station.

• A talented graduate has to make a cost benefit analysis before accepting a

job.

• A Job seeker will place his demand on the basis of his calculation and a job
provider will have his own calculations.

• Bangladesh is a labor surplus economy where millions of unemployed

people roam in search of job.

• Meeting and talking and avoiding big shots of the society in handling
lobbying is a real constraint for the members of the selection committee.

• Very often selection committee members have got to sit and tear their
hair i selecting employees for promotion.

• Cost of securing a job is excessive in Bangladesh because openings are

very limited and applicants are unlimited.

• On the part o the employer, there is a hidden cost o recruitment

particularly when absenteeism and turn over are high.
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Chapter -07
Selection

What is Selection ?
Selection is a screening process. It is the process of picking individuals who have
relevant qualifications to fill jobs in an organization and the individuals who
can most successfully perform the job from the pool of qualified candidates,

Objective of Selection
• Matching the right person to the right job
• Ensuring a good organizational fit
• Predicting job performance
• Reducing turnover
• Cost-effectiveness

Selection Process
Application Form Evaluation- Application Form Evaluation is the recruitment
process where a company reviews and assesses the written applications
submitted by candidates. It's a preliminary screening method to identify
qualified individuals who meet the basic requirements of the job.

Screening Application- Screening applications is the recruitment process

where potential candidates are evaluated based on their submitted resumes or
CVs, cover letters, and other relevant documents.

Selection Tests- A selection test is a systematic and standardized procedure of

sampling human behavior in order to obtain qualified applicants for
organizational activities. It is used to assess the ability, aptitude and personality
of prospective candidates.

Types of selection Tests

Intelligence Test- Intelligence test is used to judge the mental ability of the
candidates
Aptitude Test- It measures the probability of performing the job in terms of
how often and how well.
Personality Test- It is the measurement of personal characteristics of the
candidates. It is also known as personality inventory.
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Interest Test- The personal interests such as like and dislikes are identified
by interest test
Intelligence Test- Intelligence test is used to judge the mental ability of the
candidates
Aptitude Test- It measures the probability of performing the job in terms of
how often and how well.
Personality Test- It is the measurement of personal characteristics of the
candidates. It is also known as personality inventory.
Interest Test- The personal interests such as like and dislikes are identified
by interest test

Selection Interview
A selection interview is a formal meeting between a potential employer and a
job applicant. This is the most essential step in the selection process. Interview
gives the recruiter an opportunity to:

1. Assess subjective aspects of the candidate-facial expressions, appearance,

nervousness and so forth;
2. Make judgements on candidate's enthusiasm and intelligence;
3. Size up the candidate's personally;
4. Ask questions that are not covered in tests;
5. Give facts to the candidate regarding the company, its policies, programmes
etc. and promote goodwill towards the company.

Background and Reference Check- The HR department will engage in

checking references. Candidates are required to give the names of two or three
references in their application forms. These references may be from the
individuals who are familiar with the candidate's academic achievements or
from the applicant's previous employers, the course teacher at the university
level, information regarding depth of knowledge, intelligence, character etc.

Medical /Physical Check- A medical check, also known as a health check or

health screening, is a series of tests and examinations conducted to assess an
individual's overall health status.

Placement- Placement is the final stage of the selection process. It ensures that
the person concerned has finally got the job. Through proper placement, the
objective of HRM to ensure "availability of right man at the right place and at the
right time" is also fulfilled
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Chapter -09
Training and Development

What is training?
Training can be defined as an on-going process of teaching new employees the
basic skills they need to perform their task effectively and efficiently. Training is
a short-term skill development campaign intended to impart the basic skills of
work to middle and lower level employees.

Training and Development

Development focuses on future jobs in the organization while training is
present data oriented and job specific.

Training and Education- Training is job related but education broadens the
horizon of general knowledge.

Training and Learning- Training is structured and often mandatory that

focusing on short-term performance while learning is more self-directed and
ongoing, contributing to long-term personal and professional development.

Objectives of Training.
1. To Increase Knowledge
2. To Increase New Skill
3. To Change the attitude Of Workers
4. To Improve Organizational Performance
5. To Make Workers For Efficient Use Of Resources
6. To Reduce Accidents
7. To Provide Better Opportunity For Workers

Identifying Training Needs

• Establish Specific Objectives
• Select Appropriate Methods
• Implement Programs
• Evaluate Program
• Feedback

Importance of training?
Skill Enhancement: Training helps employees develop new skills and improve
existing ones. This leads to higher efficiency and productivity.
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Employee Retention: Providing training opportunities shows that the

organization is invested in the employee’s growth, which can improve job
satisfaction and reduce turnover.

Adaptation to Change: With constant changes in technology, regulations, and

business processes, training ensures employees stay up-to-date and adaptable to
these changes.

Compliance: Training in areas like labor laws, workplace safety, and diversity
helps organizations remain compliant with regulations and avoid legal issues.

Leadership Development: Training can identify and cultivate future leaders

by giving employees the skills they need to take on managerial roles.

Advantage and Disadvantages of Training

ADVANTAGES DISADVANTAGES
▪ Increase in Productivity. ▪ Expensive
▪ Builds Skill. ▪ May Not Get the Desired Return
▪ Employee Satisfaction. ▪ Employees can take their skills
to a competitor
▪ Reduce mistakes ▪ Improper training creates
improper results

Training Methods in Human Resource Management

On-The-Job Training Method
This type of training also known as job instruction training is most commonly
used as a method. Under this method, the individual is placed on a regular job &
taught the skills necessary to perform the job

Following are the job training methods.

1. Job Rotation: It involves the movement of the trainee from one job to
another. The trainee receives job knowledge & gains experience from his
supervisor or trainer. This type of training gives an opportunity to the trainee to
understand the problem of employees on other jobs & respect them.

2. Coaching: The trainee is placed under a particular supervisor who functions

as a coach in training the individual. The supervisor provides feedback to the
trainee on his performance & offers him some suggestions for improvement.

3. Job Instruction: This method is also known as step-by-step training. Under

this method, the trainer explains to the trainee the way of doing the jobs,
knowledge & skill and allows him to do the job. The trainer appraises the
performance, provides information & corrects the trainees.
 23

4. Committee Assignment: Under this method, a group of trainees is given and

asked to solve an actual organizational problem. The trainees solve the problem
jointly and develop teamwork.

Off-the-Job Methods:
Under this method of training, the trainee is separated from the job situation
and his attention is focused on learning the material related to his future job
performance.

1. Vestibule training: In this method, actual work conditions are simulated in a

classroom. Material files and needed equipment are also used in training. This
type is used for training personnel for clerical and semi-skilled jobs.

2. Role-Playing: It is defined as a method of human interaction that involves

realistic behavior in an imaginary situation. This method of training involves
action doing the practice. This method is mostly used for developing
interpersonal interaction and relations.

3. Lecture Method: The lecture is a traditional & direct method of instruction.

The instructor organizes the material & gives it to a group of trainees in the form
of a talk. This is beneficial to train a large group of trainees.

4. Conference: It is a method for clerical, professional & supervisory personnel.

This involves a group of people who put forth ideas, examine & share facts, ideas
assumptions & draw a conclusion. The success of this method depends on the
leadership qualities of the person who leads the group.

5. Programmed Instructions: In recent years this method has become popular

the subject matter to be learned is presented in a series of carefully planned
sequential. This method is expensive & time-consuming.

The need for Management Development

Management development in Human Resource Management (HRM) is crucial
for several reasons:
Leadership Skills: HR managers are often responsible for leading teams,
influencing organizational culture, and setting strategic direction.
Adapting to Change: The business environment is dynamic, and HR managers
must adapt to new trends, such as technological advancements, globalization,
and evolving labor laws.
Employee Development and Retention: Effective HR managers play a critical
role in employee development.
Strategic HRM: HR managers are increasingly involved in shaping the overall
strategy of the organization.
Performance Management: Developing HR management skills helps in
building effective performance management systems.
 24

Chapter-10
Performance Appraisal/Evaluation

What is performance appraisal?

Performance appraisal is the process of evaluating the behaviour of employees
in the workplace, normally including both the quantitative and qualitative
aspects of job performance.

Features of Performance Appraisal:

The main characteristics of Performance Appraisal are_

• Performance Appraisal provides employees job related strengths and

weakness.
• It is a systemic process.
• It is carried out periodically
• Performance Appraisal may be formal or informal
Objective of Performance Appraisal
Performance appraisal can be used both for evaluating the performance of
employees and for developing them.

Performance appraisal have some following objectives:

• Promotion decision
• Training and development programmes
• Compensation decisions
• Performance improvement
• Feedback
Who will appraise?
The appraise may be any person who has the skill to appraise and also through
knowledge about the job contents to be appraised

Typical appraiser are_

Supervisor
Peers
Self-appraisal
Consultant
When to appraisal
Informal appraisals may be conducted whenever the supervisors or HR
manager feel it is necessary. Systemic appraisals are conducted on a regular
basis say for example annually or half-yearly.
 25

The process of Performance Appraisal:

Establishment of
performance
standard

Mutually set
measurable goal

Measurement of
performance

Comparison of
actual performance
with standards set

Discussion of the
appraisal with the
employee

Identification and
initiation of action

Ensuring Effective Performance Appraisal

Following steps can help him \her _
1. Prepare for and schedule the appraisal in advance
2. Create a supportive environment to put employees at ease
3. Describe the purpose of the appraisal to employee
4. Involve the employee in the appraisal discussion based on self evaluation
5. Focus discussion on work behaviour not on employees
6. Support evaluation with specific examples
7. Give both positive and negative feedback

Methods of Performance Appraisal

1.Methods of Performance Appraisal using Absolute standards
The methods falling under this category are_
1. Confidential Report

2. Essay Appraisal
From certain limitations_
• It is highly subjective
• Some evaluation may be poor in writing essays on employee
performance
 26

• The appraiser is required to find time to prepare the essay.

3. Critical incident technique

4. Checklist and weighted checklist

The following are some of the sample questions in the check
Is the employee interested in the task assigned? Yes ∆ No ∆
Does she/he follow instructions properly? Yes ∆ No ∆
Does she/he make mistakes frequently? Yes ∆ No ∆
Is he respected by his/her colleague ? Yes ∆ No ∆
Does she/he give respect to his/her superiors? Yes ∆ No ∆

5. Graphic Rating Scale

This is the most commonly use method of performance appraisal

6. Behaviourally Anchored Rating Scale (BARS).

It represents the latest innovation in performance appraisal. The following
steps are usually involved in preparing a BARS:
Step-1: Identifying critical incidents
Step-2: Selecting performance dimensions
Step-3: Assigning scale values to the incidents
Step-4: Production the final instrument

7. Forced choice method

2. Methods of Performance Appraisal using Relative standards

• Group order ranking
• Individual ranking
• Paired comparison

3. Modern method of performance appraisal

Features of an Effective Appraisal System:
• Following characteristic_
• Reliability and validity
• Job relatedness
• Practical viability
• Transparency

Factors that can Distort Appraisal

• Leniency error
• Halo error
• Similarity error
• Low appraisal motivation
• Central tendency
• Inflationary pressure
• Inappropriate substitutes for performance
 27

Chapter 11
Motivation

What is motivation?
The act of stimulating someone to pursue a certain goal is called motivation.
It is the force that initiates, guides, and sustains behavior towards achieving
personal and professional objectives. Motivation can be influenced by both
external factors such as rewards, recognition, or pressure, as well as internal
factors such as personal values, beliefs, and goals.

The objectives or Features of motivation.

1. Boosting performance and productivity- Motivation encourages
individuals to put in their best efforts, leading to increased performance and
productivity in their tasks or roles.

2. Enhancing job satisfaction and well-being- Motivated individuals tend to

experience higher levels of job satisfaction and overall well-being, as they are
more engaged and fulfilled in their work.

3. Stimulating creativity and innovation- Motivation can inspire individuals

to think creatively, come up with new ideas, and innovate in their work,
contributing to organizational growth and success.

4. Promoting goal achievement- Motivation helps individuals set and pursue

goals effectively, increasing their chances of success and accomplishment.

5. Fostering teamwork and collaboration- Motivated individuals are more

likely to work collaboratively with others, contributing positively to team
dynamics and achieving common objectives.

6. Improving employee retention and engagement- Motivation plays a key

role in retaining employees and keeping them engaged, leading to higher levels
of loyalty and commitment to the organization.

The motivation process

The motivation process is a series of interconnected steps and actions that use to
stimulating someone to pursue a certain goal. The motivation process is given
below.
 28

Tension→ Search→
Needs/motive Performance Needs/motives
BEHAVIOUR

Need Satisfaction

Source of motivation or employee wants

• pay or money
• security of job
• praise and recognization
• compensation
• knowledge of results
• participation
• pride
• opportunity for advancement
• Miscellaneous
Maslow's hierarchy of needs
The hierarchy is typically represented as a pyramid with five levels of needs,
starting from the most basic physiological needs at the bottom and moving up to
self-actualization at the top. The five levels of Maslow's hierarchy of needs are
given below

1. Physiological needs- These are the most

basic needs required for survival, such as
food, water, shelter, and sleep.
Self
2. Safety needs- Once physiological needs are Actuali-
met, individuals seek safety and security, zation Need
including physical safety, financial security,
Esteem Need
health, and stability in their environment.
Social Need
3. Social needs- After safety needs are met,
people seek social connections, relationships, Safety Need
and a sense of belonging.
Psychological need
4. Esteem needs- Once the lower-level needs
are fulfilled, individuals strive for self-esteem, self-respect, recognition,
achievement, and status.

5. Self-actualization needs- At the top of the hierarchy is self-actualization,

which refers to the realization of one's full potential and the desire to fulfill
 29

one's creative, intellectual, and emotional capacities. This level involves

personal growth, self-improvement, and the pursuit of meaningful goals.

Limitations of Maslow's theory

1. Cultural and individual differences
2. Lack of empirical evidence
3. Overemphasis on self-actualization
4. Lack of flexibility
5. Limited applicability in modern society

Herzberg's Two-Factor Theory

Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory,
was proposed by psychologist Frederick Herzberg in the 1950s. According to this
theory, there are two factors that influence employee motivation and job
satisfaction:

1. Hygiene Factors: These factors are related to the work environment and are
considered essential for preventing dissatisfaction among employees. Examples
of hygiene factors include salary, working conditions, company policies, job
security, and interpersonal relationships. These factors, when present, do not
necessarily lead to higher job satisfaction, but their absence can cause
dissatisfaction.

2. Motivational Factors: These factors are related to the content of the job itself
and are considered essential for producing job satisfaction and motivation
among employees. Examples of motivational factors include recognition,
achievement, responsibility, advancement opportunities, and the work itself.
These factors, when present, can lead to increased job satisfaction and
motivation.

limitations of Herzberg's Two-Factor Theory

1. Limited applicability
2. Lack of empirical evidence
3. Overemphasis on job satisfaction
4. Complexity of factors
5. Lack of consideration for individual differences
6. Limited focus on extrinsic factors.
 30

difference between maslow's and herzberg's model

Issu Maslow's Model Herzberg's Model

Order of Hierarchical agreement of Consequential agreement of

needs needs. needs.
Nature Descriptive nature. Prescriptive nature
Central Unsatisfied needs energies Gratified needs cause
theme behavior & cause performance.
performance.
Motivator Any needs can be motivator if Only higher needs serve as
it is relatively unsatisfied. motivators.
Application General view for all works. Micro-view for professional
workers.
Factors Existence create positive & Positive and negative factors
absence create negative are completely different.
attitude.

McClelland's Need Theory of Motivation

McClelland's Need Theory of Motivation focuses on three primary needs that
influence individuals' behavior in the workplace. These needs are given below.

Achievement Need- Individuals with a high need for achievement seek to excel,
set challenging goals, and take personal responsibility for their performance.
They often prefer tasks that provide a sense of accomplishment and recognition
for their efforts.

Affiliation Need- Individuals with a high need for affiliation desire harmonious
relationships with others, value teamwork, and prioritize social connections.
They thrive in collaborative environments and prioritize social acceptance and
belonging.

Power Need Individuals with a high need for power are driven by the desire to
influence and control others, make an impact, and lead effectively. They seek
authority, recognition, and opportunities to make decisions that can impact
outcomes.

McGregor's Views on motivation

Douglas McGregor, an American social psychologist, proposed two contrasting
views of human motivation in the workplace in his work "The Human Side of
Enterprise" in 1960. These two views are known as Theory X and Theory Y.
 31

Theory X:
- This view assumes that employees are inherently lazy, dislike work, and will
avoid it if possible.
- Theory X managers believe that employees need to be closely supervised and
controlled, as they lack ambition, dislike responsibility, and have little interest
in organizational goals.
- Managers who subscribe to Theory X typically emphasize the use of strict rules,
rewards, and punishments to motivate employees.

Theory Y:
- In contrast to Theory X, Theory Y suggests that employees are inherently
motivated, enjoy their work, and seek out opportunities to take on
responsibility.
- Theory Y managers believe that employees can be self-directed, creative, and
capable of contributing innovative ideas to the organization.
- Managers who adopt Theory Y empower employees, delegate authority, and
provide opportunities for growth and development, fostering a more positive
and productive work environment.

alderfer's ERG theory

ERG theory of motivation was developed by Clayton Alderfer in the 1960s as an
alternative to Maslow's hierarchy of needs. According to Alderfer, human needs
can be classified into three categories:

1. Existence Needs (E)- These needs are similar to Maslow's physiological and
safety needs. They include the basic needs for survival, such as food, shelter, and
safety.

2. Relatedness Needs (R)- These needs are related to Maslow's social and
esteem needs. They involve the desire for interpersonal relationships, love, and
belongingness.

3. Growth Needs (G)- These needs correspond to Maslow's self-actualization

need. They include the desire for personal development, self-improvement, and
achieving one's full potential.

Equity theory of motivation

The theory based on the idea that individuals are motivated to maintain a sense
of fairness and equity in their relationships and interactions with others.
According to this theory, individuals compare their own input (such as effort,
 32

time, skills, etc.) and outcomes (such as rewards, recognition, etc.) to those of
others in similar situations.

When individuals perceive an inequity between their input and outcomes

compared to others, they may experience feelings of tension or imbalance. On
the other hand, when individuals perceive a sense of equity or fairness in their
relationships, they are more likely to be motivated, satisfied, and engaged in
their work.

Expectancy theory of motivation

The expectancy theory of motivation, proposed by Victor Vroom in 1964,
emphasizes the role of individual beliefs and perceptions in determining
motivation and behavior. The expectancy theory of motivation posits three key
components:
1. Expectancy: This refers to an individual's belief that their efforts will lead to
successful performance.

2. Instrumentality: This component relates to an individual's belief that

successful performance will be rewarded with a desired outcome.

3. Valence: This is the value or attractiveness that an individual places on the

rewards or outcomes associated with successful performance.

reinforcement theory of motivation,

According to this theory, individuals are motivated to engage in certain
behaviors based on the consequences that follow those behaviors.

Positive reinforcement involves rewarding or praising individuals for desired

behaviors, which increases the likelihood of those behaviors being repeated.
For example, an employee who receives recognition for completing a project on
time may feel motivated to continue meeting deadlines in the future.

Negative reinforcement involves removing an unpleasant or aggressive

stimulus after a desired behavior is performed, which also increases the
likelihood of that behavior being repeated. For instance, an employee who
consistently meets sales targets may be given more autonomy in
decision-making as a reward, thereby removing the constraint of strict
supervision.
 33

Motivational techniques
1. Management by Objectives (MBO)- This technique helps align individual
goals with organizational objectives, leading to increased motivation, clarity of
expectations, and better performance outcomes.

2. Participation in Management- Involving employees in decision-making

processes and empowering them can boost morale, job satisfaction, and
commitment.

3. Monetary Incentives- Providing financial rewards, can be a strong motivator

for employees to perform well and achieve targets.

4. Flexible Working Hours- It can also boost motivation by empowering

employees to manage their work in a way that suits their individual needs.

5. Quality of Working Life- Creating a positive work environment with

supportive leadership, opportunities.

6. Effective Criticism- Providing constructive feedback and criticism in a

respectful and supportive manner can motivate employees.

7. Job Enrichment- By offering challenging and meaningful work experiences,

job enrichment can increase job satisfaction, motivation, and engagement.
------- o -------
 34

Chapter 12
Reward System

In Human Resource Management (HRM), rewards refer to the various forms of

recognition, compensation, and benefits that organizations provide to their
employees as a way to motivate, engage, and retain them. Rewards are essential
in attracting and retaining talented employees and ensure that they feel valued
for their contributions to the organization. Types of rewards are given below-

1. Monetary rewards- These are financial incentives provided to employees as

a form of recognition for their performance, such as salary, bonuses,
commissions, profit-sharing, and stock options.

2. Non-monetary rewards- These are non-financial incentives that aim to

motivate and engage employees, such as recognition, praise, promotions, career
development opportunities, flexible work arrangements, and work-life balance
programs.

3. Performance-based rewards- These rewards are given to employees based

on their individual or team performance, achievements, and contributions.
Examples include performance bonuses, awards, and recognition programs.

4. Benefits- These are additional perks and benefits provided to employees,

such as health insurance, retirement plans, paid time off, wellness programs,
and tuition reimbursement.

5. Incentive programs- These programs are designed to motivate employees to

achieve specific goals or targets by offering rewards such as cash incentives, gift
cards, travel rewards, or other prizes.

6. Recognition programs- These programs aim to publicly acknowledge and

appreciate employees for their efforts and contributions through awards,
certificates, employee of the month programs, and recognition ceremonies.
 35

Chapter-13
Leadership and Grievance

Definition of leadership: Leadership is the factor that helps individual and

groups to achieve the goal.It is the process of influencing and supporting employees or
others to work enthusiastically toward achieving the objectives.Leadership is the
process of influencing people to direct their efforts towards the attainment of some
particular goal or goals.It involves setting a vision, making strategic decisions, and
motivating a group or team to work collaboratively and effectively. Key qualities of
leadership include communication, empathy, integrity, adaptability, and the ability to
foster trust and respect. Effective leaders not only direct but also empower others,
enabling them to contribute their strengths and grow. Leadership can be exercised
formally, through a designated role, or informally, through personal influence.

Definition of Grievance:A grievance is a wrong or hardship suffered,which is

the grounds of a complaint. A grievance is a formal complaint or expression of
dissatisfaction or resentment, typically about an unfair or unjust situation. It can arise
in various contexts, such as in the workplace, where employees may file grievances
related to issues like unfair treatment, violation of rights, or unsatisfactory working
conditions. It can also be used more broadly to refer to any feeling of having been
wronged or mistreated.

Procedure of Grievance: Grievance procedure is a formal communication

between an employee and the management designed for the settlement of a
grievance.The grievance procedure different differ from organization to
organization.Two common methods of handling grievances.They are-

1. Open-Door Policy.
2. Step-ladder policy.

Here’s an overview of each:

1. Open-Door Policy:
This approach encourages employees to approach any manager or supervisor directly
to discuss concerns or grievances without going through a formal, hierarchical chain of
command.

Features:
1. Employees can express concerns at any time.
2. Promotes open communication between staff and management.
3. Managers are expected to be approachable and accessible.
4. It may be informal, leading to quicker resolutions.
 36

2. Step-Ladder Policy (or Stepwise Grievance Procedure):

In a step-ladder or tiered approach, grievances are addressed progressively, with each
step involving a different level of management.

Steps (General Outline):

1. Direct Supervisor: Employee first raises the issue with their immediate supervisor.

2. Middle Management: If unresolved, the grievance is escalated to a higher managerial

level.

3. Senior Management/HR: The issue may then be taken to senior management or the
HR department.

4. Arbitration/External Party: If internal resolution fails, an external party or

arbitration may be involved.

Features:
1. Provides a clear, structured pathway for grievance escalation.
2. Ensures that each managerial level gets a chance to address the issue.
3. Focuses on solving the issue internally before involving external parties.

Grievance procedure in Indian Industry:

The model procedure specifies the details of all the steps that are to be followed while
readdressing grievance.These steps are-
 37

Chapter-14
Discipline

Discipline is a process of dealing with job related behaviour that does not meet
expected and communicated performance standards. Discipline refers to a system of
rules, standards, and corrective actions that organizations use to guide employee
behavior, ensure compliance with policies, and maintain workplace order.

Types of Discipline
1. Positive Discipline:
Focuses on positive reinforcement and encouragement to promote good behavior
rather than punishing bad behavior.
2.Negative Discipline: Negative discipline refers to the use of punishment or
deterrents to correct undesirable behaviors.
3.Self-Discipline:
Refers to an individual's ability to regulate their own behavior without external
enforcement.
4. Progressive Discipline
A system where the severity of the discipline increases with repeated infractions.
Common in workplaces, it might start with verbal warnings, then written warnings,
and, if necessary, suspension or termination.
5. Punitive Discipline: A strict approach that focuses on punishment for rule-breaking
or undesirable behavior.
6. Assertive Discipline: A structured and firm discipline strategy where rules and
consequences are clearly stated and consistently enforced.
7. Democratic Discipline: Involves collaboration between the authority figure and the
person being disciplined.

Advantage of progressive discipline:

1. Clear Expectations: Employees understand the consequences of their actions, as the
process typically involves communication at each stage about what needs to be
improved and the potential next steps if issues continue.
2. Fairness and Consistency: This system helps ensure that all employees are treated
fairly and consistently.

3. Opportunities for Improvement: Employees are given multiple chances to correct

their behavior or performance before more serious consequences, like termination,
are applied.

4. Documentation: Progressive discipline typically involves documenting each step,

which provides a record that can protect employers in the event of legal disputes. It
demonstrates that the employer gave the employee ample opportunity to improve.
 38

5. Employee Morale: Since the process is structured and transparent, other employees
may perceive it as more fair, which can help maintain or improve overall morale.

6. Reduction in Termination Costs: By allowing for improvements, progressive

discipline may help retain employees, reducing the costs associated with turnover,
recruitment, and training of new employees.

7. Legal Protection: Following a clear, documented process can serve as evidence that
the employer acted reasonably and gave the employee opportunities to change their
behavior, which can be useful in defending against wrongful termination claims.

The purpose of discipline:

The purpose of discipline is to foster self-control, personal growth, and responsible
behavior. It helps individuals understand the consequences of their actions, instills a
sense of order, and promotes accountability. Discipline is not just about punishment or
correction; it's about guiding people—whether children, students, employees, or
oneself—toward making better decisions, developing good habits, and achieving
long-term goals.

1. Personal Development: It builds character, resilience, and perseverance.

2. Achievement of Goals: Discipline helps in setting priorities and staying focused on
achieving objectives.
3. Maintaining Social Order: In families, workplaces, and societies, discipline ensures
that rules and norms are followed, which creates a harmonious environment.
4. Moral and Ethical Growth: It guides people to act ethically and responsibly.
Ultimately, discipline is about empowering individuals to live with purpose, make
informed choices, and contribute positively to society.

Types of Discipline problem:

Discipline problems in various settings, particularly in educational or workplace
environments, can arise in different forms. Here are some common types:

1. Disruptive Behavior: Classroom disruptions: Talking out of turn, making noise, or

distracting others during instruction. Workplace disruptions: Interrupting meetings,
causing disturbances, or breaking established workflows.
2.Aggressive Behavior: Physical aggression: Hitting, pushing, or engaging in violent
acts. Verbal aggression: Yelling, threatening, or using hostile language.
3. Bullying and Harassment: Peer bullying: Repeated harassment, teasing, or
intimidation. Workplace harassment: Discriminatory behavior, intimidation, or
creating a hostile environment.
4. Dishonesty: Cheating: Copying work, violating exam rules, or misrepresenting
achievements.
5.Substance Abuse: Using drugs or alcohol: On school grounds, at work, or during
unauthorized times.
Impairment: Being under the influence, leading to unsafe or inappropriate behavior.
 39

Causes of Indiscipline:Mostly non co-operation result in Indiscipline.Various

factors like social economic and cultural also play a significant role in causing in
discipline.It most cases Indiscipline in due to managerial faults,lapses, improper
communication and poor management.

The common causes of indiscipline are:

1. Absence of effective managerial leadership:Absence of effective managerial
leadership results in poor management in the areas of
motivation,direction,counselling etc. This in turn leads to indiscipline.
2. Ineffective communication:Communication barriers along with absence of
transparency in communication result in frustration and leads to indiscipline.
3. Non-uniform disciplinary action :Management has to treat all cases of
indiscipline in a fair and equitable way.But management may undertake
disciplinary action in a discriminating way,leading to violent protest from
various quarters.
4. Victimisation:Victimisation and excessive pressure on the work of the
subordinate may lead to indiscipline.

The process of Discipline:

The process of discipline typically refers to the method by which individuals or groups
are guided to develop self-control, adhere to rules or standards, and correct
undesirable behaviors. Here's an overview of the process:

1. Establishing Clear Expectations- Discipline begins with setting clear rules,

expectations, or guidelines for behavior.Whether in the workplace, home, or school,
outlining what is expected helps to create a foundation for accountability.
2. Observation and Monitoring- Once expectations are set, behavior needs to be
monitored to ensure compliance.
3. Identification of Misconduct or Non-compliance- When someone deviates from
the expected behavior, the issue is identified.
4. Corrective Action- The corrective phase involves addressing the misconduct. This
can range from a simple verbal warning to more serious consequences such as a
written reprimand, suspension, or other forms of penalty, depending on the severity of
the violation.
5. Reflection and Teaching- Effective discipline involves helping the individual
understand the impact of their behavior and how they can improve.
6. Enforcement of Consequences- Consequences are enforced consistently to
reinforce the importance of adhering to rules and expectations.
7. Rehabilitation and Improvement- After corrective action is taken, individuals
should be given opportunities to improve.
8. Positive Reinforcement- Encouraging and rewarding good behavior is equally
important in the discipline process.
 40

How to make discipline more effective?

To make discipline more effective, it’s important to focus on consistency, fairness, and
understanding. Here are key strategies:

1. Set Clear Expectations: Clearly define rules, boundaries, and expectations upfront
so that everyone knows what is acceptable behavior.
2. Be Consistent: Consistently enforce rules and consequences.
3. Use Positive Reinforcement: Reinforce positive behaviors with praise or rewards.
4. Be Fair and Reasonable: Ensure that the consequences match the behavior.
5. Focus on Learning: Discipline should be a learning experience, not just punishment.
6. Stay Calm and Emotionally Controlled: It’s important to stay calm when
disciplining.
7. Tailor Discipline to the Individual: Different people respond to different forms of
discipline.
8. Lead by Example: Model the behavior you want to see.
9. Provide Opportunities for Redemption: Give chances for improvement.
10. Explain Consequences: Help the individual understand the consequences of their
actions and how their behavior affects others.
By focusing on these principles, discipline becomes not just about enforcing rules, but
about teaching self-control, responsibility, and respect.

Disciplinary Actions:
Disciplinary actions are measures taken by organizations or institutions to address and
correct inappropriate behavior or performance. They typically follow a structured
process, which may include:

1. Verbal Warning: An informal notice of the behavior or performance issue and a

discussion about improvement.
2. Written Warning: A formal document outlining the issue, expected changes, and
potential consequences of not improving.
3. Suspension: Temporary removal from duties or responsibilities, often used to
underscore the seriousness of the issue.
4. Demotion: Reduction in rank or responsibilities as a consequence of misconduct or
underperformance.
5. Termination: Permanent removal from the organization, typically used as a last
resort for serious or repeated infractions.

------------ o ------------