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COUNTING APPLES IN A SEED Exploring Human Potential

THESIS
Submitted to CMJ University for the award of Degree of Doctorate of Philosophy in the faculty of MANAGEMENT

Under the Guidance of: Dr. R C BHATIA

Submitted by: ARUN KUMAR JAIN email: arunjaindelhi@yahoo.com Reg.no. 80187710103309

CMJ UNIVERSITY SHILLONG MEGHALAYA (India)

DECLARATION
I hereby declare that this submission is my own work and that, to the best of my knowledge and belief, it contains no material previously published or written by another person nor material which has been accepted for the award of any other degree or diploma of the university or other institute of higher learning, except where due acknowledgment has been made in the text.

(Arun Kumar Jain) Reg. No: 80187710103309

CERTIFICATE
This is to certify that the thesis entitled Counting Apples in a Seed Exploring human potential Submitted by Sri Arun Kumar Jain (Regn no: 80187710103309) to the CMJ University , Shillong, Meghalaya, towards partial fulfillment of the requirements for the award of the Degree of Doctorate of Philosophy in Management is a bona fide record of the work carried out by him under my supervision and guidance.

(Dr. R C BHATIA)

ACKNOWLEDGEMENT

The gratitude I owe to my guide Dr. R C Bhatia is without end. Without your kind guidance and un-tired motivation, not worthy to my untutored lines, the thesis would have been incomplete. What so ever I could do, is the result of your encouraging advices and guidance? I thankfully acknowledge them with grateful heart. I am also indebted to Shri Gagandeep Khillan, Sr. Management Faculty, Vision Institute of Advance Studies, New Delhi for his valuable assistance and generosity of guidance time to time. My heartiest thanks to Shri S K Pandey and Shri Rajiv Khatri for their valuable co-operation without them I would have found it quite difficult to complete the thesis. I express my gratitude to Corporate HRD depts. of JK Organization, New Delhi who were really a motivating factor all along. The profusion of gratitude to my colleague and friends is so overwhelming that I fail to record them. Nevertheless, in effort to thank them, if words would suffice, I bow my head in gratitude. At last, but not the least, I extend my sincere thanks to my beloved wife RENU JAIN and am highly indebted for her continuous and continual encouragement even at the cost of her own comforts at times.

ARUN KUMAR JAIN

CONCEPT OF THE THESIS It is easy for anybody to count number of seeds in an apple but can anyone count number of apples in a seed. It needs great amount of nurturing and care to get Apples out a seed. Every seed has great potential to grow into a tree and produce large number of apples. This message is not just about the fruit, it equally applies to human being as a whole. In the growing time with sky scraping industries, roaring competition, countless educational degrees and roaring amount of money, do we ever think that a person is really portraying his full value? A person has a lot more potential that what he appears to be. A survey reveals that hardly 10% of the potential of a human being is actually utilized. If proper atmosphere is provided a man can do wonder.

We can easily tell our class rank, our grade point average, our win/loss record, our salary, our job history, our achievements and failures etc. Thats our past. Can we evaluate and explore our future potentials.

The truth of the matter isHUMAN POTENTIAL IS LIMITLESS! Every one of us has unlimited number of apples inside. All we are to do is to bring out our inherent talentsBut one can always interfere with the process. One could limit his unlimited potential to focus on counting seeds. For example, dont believe those seed counters who tell us things like, well never make it, or, we wont be able to compete at the next level, or we dont have what it takes. Their harsh evaluations are solely based on what was not on what could be. If one believes such notions, he will put a ceiling on his unlimited potential.

OUR PAST IS NOT OUR POTENTIAL. AT ANY MOMENT WE CAN CHOOSE TO LIBERATE THE FUTURE.

What would happen if someone drives the car by looking only in the rear-view mirror? It will result creating mare accidents.

Our focus should be on future. We should not focus on our past we should focus on our potential. When we change from focusing on counting seeds to focusing on counting apples our perspective will change from limited to limitlessness.

A study of this kind would highlight the dimensions, which can be manipulated to upgrade the human potential. The basic job of management of any business is the effective utilization of available human, technological, financial, and physical resources for the achievement of the business objectives. The human resources can play an important role in the realization of the objectives. If the human resources are not properly motivated, the management will not be able to accomplish the desired results. Therefore, human resources should be managed with utmost care to inspire, encourage and impel them contribute their maximum for the achievement if the business objectives.

CONTENTS..
INTRODUCTION. 11 1. CHAPTER THE HR THEORY.....13 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 HR THEORY CHALLENGING HR "THE WORKERS VERDICT" TRAINING AND DEVELOPMENT HR AS THE LAST COMPETITIVE ADVANTAGE PERFORMANCE MANAGEMENT APPRAISALS MOTIVATION STRATEGIC HR CULTURE DIVERSITY

2. CHAPTER HISTORY OF HRM..29 2.1 2.2 2.3 HISTORY OF H R M HUMAN RELATIONS APPROACH FUTURE OF HRM

3. CHAPTER PERFORMANCE APPRAISAL..40 3.1 3.2 3.3 3.4 METHODS OF PERFORMANCE APPRAISAL INCENTIVES AND INCETIVES PLANS WORKERS PARTICIPATION IN MANAGEMENT GRIEVANCE

4. CHAPTER ABSENTEEISM & LABOUR TURNOVERS60 4.1 4.2 4.3 REASONS OF ABSENTEEISM IN INDIAN ORGANIZATION LABOUR TURNOVER, AND ITS CAUSES LABOUR WELFARE

4.4 4.5

INDUSTRIAL RELATIONS TRADE UNIONS, MERITS AND DEMERITS OF HAVING TRADE UNION

4.6

COLLECTIVE BARGAIN

5. CHAPTER JOB SATISFACTIONS..76 5.1 5.2 EMPLOYEE SATISFACTION SURVEY VARIOUS FACTORS AFFECTING THE JOB SATISFACTION LEVEL 5.3 5.4 IMPORTANCE AND BENEFITS OF SATISFACTION STUDY JOB ENRICHMENT AND ITS BENEFITS AND LIMITATIONS 5.5 PROBLEMS IN IMPLEMENTING THE QUALITY OF WORKING LIFE 5.6 JOB SATISFACTION SURVEY GRAPH

6. CHAPTER DEVELOP SKILL IN THE HUMAN BEING..89 6.1 6.2 6.3 6.4 PROBLEMS IN MOTIVATION INSTINCT THEORY OF MOTIVATION EMPLOYEE MOTIVATION MOTIVATE STAFF TO CONTINUE DEVELOPING THEIR SKILLS 6.5 6.6 6.7 ROLE OF MORALE IN MOTIVATION SUPPORT PERFORMANCE DEVELOPMENT LOW COMMITMENT INHIBITS EMPLOYEE DEVELOPMENT

6.8

RESPONSIBILITY FOR HUMAN RESOURCE MANAGEMENT

7. CHAPTER GUIDELINES TO ENHANCE THE POTENTIALITY...113 7.1 7.2 7.3 PHASES OF PERFORMANCE MANAGEMENT STANDARD PERFORMANCE MEASURES REWARDING PERFORMANCE WITH PAY

8. CHAPTER UNDERSTAND THE NATURE OF EMPLOYEES MINIMIZE THE ERROS....131 8.1 FIVE NEGOTIATION SKILLS LEARNING INCENTIVES

9. CHAPTER DEVELOP THE POTENTIAL OF EMPLOYEES BY USING THEIR POSITIVE POWER......140 9.1 EMPLOYEE ENGAGEMENT A TOOL TO IMPROVE PRODUCTIVITY 9.2 9.3 MEASURING THE IMPACT OF EMPLOYEE ENGAGEMENT BENEFITS OF ENGAGED EMPLOYEES TO THE ORGANIZATION 9.4 9.5 9.6 STRATEGIES TO IMPROVE EMPLOYEE ENGAGEMENT SPECIAL BENEFITS (3S BENEFITS) CONCLUSION

10. CHAPTER SYSTEMS TO CROP THE POSITIVE ENERGY...166 10.1 BARRIERS TO SUCCESS AND TO CREATING AN ACCOUNTABILITY CULTURE 10.2 LESSONS FROM MARKETING AND SOCIAL NETWORKING

11. CHAPTER MOTIVATION TECHNIQUES.180 11.1 11.2 11.3 11.4 EMPLOYEE MOTIVATION TECHNIQUES THEORY X AND THEORY Y CONCLUSION THEORY Z

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11.5 11.6

JOB CHARACTERISTICS MODEL INTRODUCTION OF THE CASE STUDY

RESEARCH METHODOLOGY..210 CONCLUSION....216 BIBLIOGRAPHY ...223

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Introduction
The idea here is to adopt a holistic perspective towards HRM that ensures that there are no piecemeal strategies and the HRM policy enmeshes itself fully with those of the organizational goals. For instance, if the training needs of the employees are simply met with perfunctory trainings on omnibus topics, the firm stands to lose not only from the time that the employees spend in training but also a loss of direction. Human Resource Management is a management function that helps organizations to recruit, select, train, and develops members in an organization. Only human resource management is obviously one function which is concerned with peoples dimension in organization. All major activities in the working life of an employee, that is from the time of employees entry into the organization to the time employees leaves the organizational the activities come under the purview of human resource management. The activities are human resource management are human resource planning, job analysis, job design, recruitment, selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations Hence, the organization that takes its HRM policies seriously will ensure that training is based on focused and topical methods. A dissertation on Human Resources Management (HRM) can encompass a wide range of topics, therefore it is vital to start wide and then focus in on a specific subject area. This can either be presented as a case study approach, which will compare an actual organization (or organizations) to the literature on the subject, or as study of the contemporary research. The case study approach adds depth to the paper, introducing real life scenarios and how

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organizations identify and react to them. The following are only suggestions of topics within the Human Resources (HR) umbrella and can be adapted to meet individual needs and preferences for a Human Resources Management (HRM) dissertation. In conclusion, the practice of HRM needs to be integrated with the overall strategy to ensure effective use of people and provide better returns to the organizations in terms of ROI (Return on Investment) for every rupee or dollar spent on them. Unless the HRM practice is designed in this way, the firms stand to lose from not utilizing people fully. And this does not bode well for the success of the organization.

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CHAPTER 1
THE HR THEORY

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1.1 HR Theory There are fundamental differences in the approach to Human Resources (HR), for example the 'hard' and `soft' versions of Human Resources Management (HRM). The 'hard' version places little emphasis on workers' concerns and, therefore, within its concept, any judgments of the effectiveness of Human Resources Management would be based on business performance criteria only. In contrast, 'soft' Human Resources Management, while also having business performance as its primary concern, would be more likely to advocate a parallel concern for workers' outcomes. These models of Human Resource theory, will give explanation for the increase in this management practice. It has been defined as "mutual goals, mutual influence, mutual respect, mutual rewards and mutual responsibility". The 'psychological contract' under this unitarist, high commitment model is one of mutuality, but it is a mutuality strictly bounded by the need to operate within an essentially unitary framework. The following are some suggestions within the area of Human Resources (HR) Theory that you could base your human resources management dissertation on. Comparison of models HR in practice, a modern study Can HR provide all the answers to people issues The dark side of HR Trade unions' place in the organization HR behind closed doors Can line a manager execute HR policies, or does it dilute the practice? HR as a shared service

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HR and control practices Taylorism versus HR 1.2 Challenging HR "The Workers Verdict" This was a very compelling and powerful article published in 1999 by D Guest in the Human Resources Management journal. A good dissertation topic would be to re-visit this article and then compare this to employee's current opinion of the intervention. This article claimed Human Resources was another management tool to control the workforce, and in the wrong hands would bring back control and command management practices. It questioned the ability of management to acquire the soft skills needed to implement Human Resources in its purist form. This article is one of the most damming written on the HR practice, therefore a good paper could either conclude after nearly ten years of practice since, practitioners are delivering value for all or the workers verdict of the practice is still negative. With all the sections there are numerous areas that can be reviewed. I have discussed one area and then added suggestions on how to focus the research. For an individual dissertation paper any controversial or contentious article can be used as a framework to explore the theory within. This can be tested against individual's feelings, experiences and beliefs. Challenging HR is a subject close to many workers hearts and would make for a compelling human resources management dissertation. Theory in action (an example and study of the theory in practice). Is the Human Resource valued? Can the HR function always drive change? Outsourcing (can the gate keeper of culture be outsourced?) Outsourcing, what do we do now?

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Who pushed who out (a decline of the unions with the increase in HR practices)? Employee bargaining power. Does HR work? Managing the HR function. 1.3 Training and Development Recognition of the importance of Human Resources has increased in recent years; this is a result of competition from overseas economies. In countries, for example Japan, Germany and Sweden, investment in employee development is higher than the UK. This has led to some organizations reviewing their policies on training, introducing continuous investment in their employees. The latest recession's impact on business is the credit crunch and whether this will have an impact on training and development. It is well discussed within literature that the "training budget is first budget cut during hard times", although theorist do not believe in general that this is the best action for the Human Resources department, and the long term benefits of training outweigh the short term monetary savings. With the credit crunch a year old, an organization, for example in financial services, could be studied to see the effect on their training budget. To add context two organizations could be compared, with a small section on their financial performance to test the statement above. Below are some suggestions as to how to narrow your human resources management dissertation on training and development down to a specific topic. How do organizations survive economic crisis (from the training and development perspective)?

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Does training and development really impact on the bottom line? What skills are needed for today's turbulent climate? Who trains the trainers? Is training a Panacea? Soft skills, which needs them? Training on a budget. Where now, post disaster survival? Soft versus hard skills. Can poor selection processes be remedied through training and development? 1.4 HR as the last competitive advantage This could be based on simply "If you snooze you lose". This is a strange statement for Human Resources, but there is so much written in contemporary literature that preaches that Human Resource is the final competitive edge for organizations; therefore those that have not introduced this practice are at a disadvantage. This paper could compare two organizations, for example one operating a best practice HR policy and the other with little or no HR policies. This would identify what added value there is in best practice Human Resources, and if this adds the same value to all organizations. The organizations for the study would need to be in similar markets and employ the same number of employees. Change is endemic, and the Human Resources department should be a forefront of change, driving it though the organization. Suggested topics within this area for your human resources management dissertation could include:

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If you snooze you lose. Keeping up with change, how do organizations cope with change? HR replaced personnel, what can replace HR? Value, how do you assess the HR value? Why bother, I will catch the next fad. A study on an organization to advise them of their options. A study of change in an organization. Change for change sake (is new always best?). Benefits of HR. Human Resource Management: Modern organizational setting is characterized by constant relating to the environment forces and human resources. Environmental factors are abated to economic, political and social patterns in which organizations exist. Human resource 1ictor includes changes in affecting employment relationships. Management of human resources known as human resource management or personnel management. It is the part of management process which deals with the management is concerned with human problems of an organization that individuals can make their maximum contribution to accomplishment of common goals aid at the same time attain social satisfaction. The concept of strategic human resource is fast becoming a reality and the role of human resources in management gaining sustained competitive advantage has been proved empirically by numerous studies. The service sector's contribution to the country's GDP has been steadily increasing and has reached more the fifty percent. The service sector and more so the information technology sector is heavily people driven and hence requires proper management of its human resources. The

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present study in this regard attempts to understand the dynamics of human resource management and the role of human resource function in the IT / ITES organizations. The results of the study show that the current levels of services provided by the HR department were found to be of a moderate level. Only one organization out of the total organizations showed a high level of service quality. Although many Indian organizations have been certified at the highest level i.e. SEI CMM level 5, the quality of services provided by these organizations is of moderate quality. However in absence of comparative data regarding the quality of services in other service sectors or in the manufacturing sector, it is difficult to comment about the relative quality of services in these organizations. A comparative study of the relationship between HRM practice and strategy in the service (Banking and financial services) and manufacturing (electronics / electrical, textile, food and plastics) in Malaysia was conducted by Othman and Ismail (1996). The study did not find that service firms exhibited stronger fit between HRM practice and strategy. Personnel function is concerned with the procurement development, compensation, integration and maintenance of the personnel of an organization toward the accomplishment of

organizations major goals and policies. Personnel management is that phase of management which deals with the effective control aid use of man power as distinguished and from other scenes of Human of power. Resource

Nature/Feature

characteristics,

Management/Personnel management: It is a continuous function. It cannot be turned on and off like water from a fact. It cannot be practiced only one hour each day or one day a

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week. It requires a constant alertness and awareness of human relations and their importance in every day organization. It is. Concerned with managing people at work. It covers all types of personnel. Personnel work may take different shape and form at each level in the organizational hierarchy but the basic objective achieving organizational effectiveness through effective and efficient utilization of human resources, remains the same. It is basically a method of developing. It is conscious of its social obligations towards society in general and to employees in particular. It is concerned with the -development of human resources i.e. knowledge, capability skill, potentialities and attaining and achieving employee goals, including job satisfaction. It is concerned with employees both as individuals and as group in attaining goals. It is a1s concerned with behavior, emotional and social aspects of personnel It pervade the organization. Every person in an organization is involved with personnel decisions. Scope of Human Resource Management / Personnel Management The scope of personnel management has changed considerably in the last decade. The name personnel management has changed from personnel management to human resource management It is not only the change in the name but the activities under consideration have also broadened, It is not only limited to the procurement and taking work from the employees but it has a broad connotation and functions starting from manpower planning, recruitment, selection, training and development, developing human relations compensating and doing other functions According to Strauss and Sayles, the scope of personnel manager includes.

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Keeping records of the personnel. Welfare Programmes Recruitment- of Labour, selection and placement. Public relations Training and educational programmes. Safety inspection and control. Analysis, description and evaluation of work. Personnel appraisal and development Compensation and schemes of appraisal work and Labour relations. Functions of Human Resource Management Personnel manager has to perform the managerial functions such a planning organizing directing motivating and- controlling personnel working in his department. In addition to the usual managerial functions he has also operative functions in the personnel field covering the entire rise. The operative functions are Procurement, Development, Compensation, Integration, and Maintenance. 1. Planning: Planning is deciding in advance what to do in future. In the context of personnel management, it is concerned with man power planning, studying turnover rate, forecasting the future requirement of personnel and planning for selection and training procedures etc.

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2. Organizing: Organizing involves the establishment of interrelationship within organization. It provides a structure for the company for identifying the various sub groups heated I by individuals in managerial jobs as well as operative jobs. 3. Directing: Directing includes instruction to workers developing communication network, interpreting various industrial Jaws and integrating workers. 4. Motivating: Motivating function involves motivation of employees through financial and non-financial incentives to increase productivity. 5. Controlling: Personnel department provides basic data for establishing standards, makes job analysis and performance appraisal etc. Operative Functions: these are service or routine functions of personnel management. These are Integration Individual, social and organizational goals and interest are diverse and conflicting They have to be reconciled and properly coordinate or integrated Then only employees can offer their willing cooperation for united and joint enterprise. Maintenance It covers personnel activities relating to employee health and safety favourable work environment, employee benefits and services, labour welfare work, worker participate in management etc.

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1.5 Performance Management Reward systems that are implemented under the umbrella of Human Resources are frequently a tool used to raise commitment, competence and equivalence, and these instruments are extremely cost effective when executed correctly. Today the individualism of contract gives employees more control on their reward. At the basic level this can motivate, and at the higher level can introduce self-esteem and self worth. Performance reward or incentive pay is a tool that can be used to set targets and then reward when theses targets are met. Performance management consists of a cycle, consisting of five parts. Setting of performance objectives Measuring the outcomes Feedback of results Reward linked to the outcomes and Amendments to objectives and activities. There are many companies that use performance management strategies, and use them in different ways, giving you different topics to research and companies to compare and contrast. Some ideas are listed below. Is performance management effective? Can skills be increased through performance management? Is it possible to manage all? Can wages be capped through performance management? Do individuals have control over their reward? Up skilling. Reviewing and reacting on results.

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1.6 Appraisals A topic area could be the subjectivity of the appraiser. Performance management is widely used to assess employees' capabilities and to set targets for the next year. The main contentious issues with performance management are the appraisals; they are conducted with the subjectivity of the appraiser, who will often enter the appraisal interview with preconceived conclusions of both the appraisee and the interview. The gravity of this is immense as it forms the foundations of performance management. If they are not conducted fairly, there are no beneficial outcomes to either the appraisee" or the organization. A paper on the "Subjectivity of the Appraiser" could be based on the theory from psychology and management practice, and reviews methods and techniques to reduce bias from the appraisal interview. If you are interested on basing your human resources management dissertation on appraisals, there are some suggested dissertation topics below. Can subjectivity be removed? Halo, what Halo? Was that fair? A comparison. Can I have a pay rise? Are they honest? 360 degree appraisals. Public sector appraisals and the spinal pay reward. 1.7 Motivation In theory a motivated worker is a productive worker. Contained within the function of all organizations are numerous individual interrelated

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components (including the human aspect), which have a direct impact on the organizational performance. It is widely recognized that the "human resource" is regarded as the most valuable resource an organization has. However, this resource does not always receive the attention, respect and the financial recognition to develop, to allow the employees' full potential to be realized. The complex relationship between employee and employer has been studied from both a psychological and sociological aspect. The findings from both these fields of research have identified four main categories of theories on employees' motivation. Economic needs of man; money is the motivator for example: Taylorism. Self actualization - this extended the results from the Hawthorne studies to include psychological issues: The contingency approach - this identifies that individual motivation is influenced by a number of variables. If you are keen to discuss motivation within your human resources management dissertation, here are some ideas to get you started Contemporary versus traditional theory HR and motivation. Motivation and job satisfaction. Cross organization comparison, who gets it right? HRM is a motivator. Link between motivation and performance. Motivation and retention levels. Does motivated work force increase productivity? Motivation versus total reward.

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1.8 Strategic HR There has been a significant rise in the interest of strategic Human Resource Management in the past decade. These contemporary theories on strategic Human Resource Management introduce different levels of integration within organizations. Although there are various differences in models, most commentators agree that Strategic Human Resource Management increases the organizations value. With the global economy and the increase in competition this brings, the human resource is viewed as the last competitive edge. It is how this resource is managed and the value that is place on it, that makes a difference between organizations. When the organizational strategy has not considered the implications to the human resource i.e. are there enough trained employees nor do we need to employ more, the strategy runs a high risk of failure. Therefore it is vital to align the human resource with the organizations strategy. A human resources management dissertation on strategic HR lends some interesting topics for you to discuss. Does HR sit and fit on the board? Future planning or fire fighting? Reactive or proactive? Future planning or justifying role? Can HR be strategic? SHRM, another new fad? HR driving the organization. Operations or planning the HR function?

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1.9 Culture The underlying assumption is the way "things get done" in the organization and that individuals know how to behave. When an assumption is broken, it is questioned by members of the organization. This helps to maintain the culture (Phelan 2005). The culture is significant and important to an organization and its members. For the individual and group member, culture is the "social glue that helps hold the organization together by providing appropriate standards for what employees should say and do". Consequently, the culture will reduce an employee's uncertainty and anxiety about expected behaviour. This behavior is individual to the organization, and is difficult to transfer. The organizations culture differentiates it from others, and partly explains why employees are attracted to one employer versus other employers. The culture of an organization can reduce uncertainty and complexity, providing a consistent outlook that its values make possible. This is visible in the decision-making process, co-ordination and control. Excellent leaders are not merely aware of the organizations basic assumptions, they also know how to take actions and mould and refine them. To discuss culture as a human resources management dissertation, some topics are suggested below. Gatekeeper or owner? Placing values in the organization. Culture is the organization. It's the way we do it around here. Inducting new employees into the culture. Recruiting to change the culture. Managing cultural change. Training and culture.

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Change agent. 1.10 Diversity Over the past few decades the nature and the composition of the work force has been changing. There are numerous challenges and opportunities for organizations within the new formation. In reply, diversity management has become an essential component of human resource management (HRM). Diversity management is a relatively new, but significant area of HRM. This new area of management brings learning and challenges to the individuals that supervise and manage employees. Diversity management does assume different forms and models in practice, but is defined as an organizations active investment in the integration, development, and advancement of individuals who collectively represent the work force. When developing an organizational strategy, diversity is placed in the culture, policies, and practices which support respect and communication, as well as individual, team and organizational performance in a diverse environment. Possible topics on diversity for your human resources management dissertation are: Differences between diversity and discrimination. Managing the new workforce. Cross national diversity. Can discrimination be removed? Managing diversity and cultural differences. Training for diversity. The line and diversity. Diverse and cosmopolitan. The global village.

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CHAPTER 2
HISTORY OF HUMAN RESOURCE MANAGEMENT

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HISTORY OF HUMAN RESOURCE MANAGEMENT 1. HISTORY Personnel management or human resource management as a field of study gained popularity in the 1960s. But its origin dates back to around 1800 B.C. when the concept of minimum wage rate was included in the Babylonian code of Hammurai. Span of management and related concept of organization were well conceived by Moses around 1200 B.C. According to Egyptian literature of 1300 B.C. Organizations have many operational functions. HRD is one of the functions that is engaging with the tasks of an organization. In early 70 s there was no division called as Human Resource Department or Division. By that time there was only a division called "Personnel" engaged with the labor related in the organization. Personnel Management was introduced by the end of 19th century. At that time, this was focused on the welfare of labors in the organizations. According to the tasks they have done, the officers at Personnel Department were called as "Welfare Officers". The special thing was the employee welfare tasks were done by women at that time. During the period of 1914-1939, many organizations has showed a quick growth and quick changes in needs and wants of the operations. Therefore the tasks done by women shifted to the men's, because of the complexity of tasks. These officers have called as "Labor managers" at that time. After Second World War, during the period 1945 - 1979, this has grown up and changed to "Personnel Management", and Personnel Management was focus basically on employee administration and the legislation. At late 70 s the economics of the world changed gradually and organizations started to consider labors work as an important resource. At the decade of 80 the concept of "Human Resource

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Management" was started and then it has shown growth gradually in decade of 1990. Finally the tasks and operations of personnel management were shifted to the Human Resource Management and it is functioning now in broad way in the organizations than Personnel Management.

2.1 HISTORICAL MILESTONES IN HRM DEVELOPMENT Frederick Taylor, known as the father of scientific management, played a significant role in the development of the personnel function in the early 1900s. In his book, Shop Management, Taylor advocated the "scientific" selection and training of workers. He also pioneered incentive systems that rewarded workers for meeting and/or exceeding performance standards. Although Taylor's focus primarily was on optimizing efficiency in manufacturing environments, his principles laid the ground-work for future HRM development.

1890-1910 Frederick Taylor develops his ideas on scientific management. Taylor advocates scientific selection of workers based on qualifications and also argues for incentive-based compensation systems to motivate employees. 1910-1930 Many companies establish departments devoted to maintaining the welfare of workers. The discipline of industrial psychology begins to develop. Industrial psychology, along with the advent of World War I, leads to advancements in employment testing and selection. 1930-1945 The interpretation of the Hawthorne Studies' begins to have an impact on management thought and practice. Greater emphasis is placed on the social and informal aspects of the workplace affecting worker productivity.

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Increasing the job satisfaction of workers is cited as a means to increase their productivity. 1945-1965 In the U.S., a tremendous surge in union membership between 1935 and 1950 leads to a greater emphasis on collective bargaining and labor relations within personnel management. Compensation and benefits administration also increase in importance as unions negotiate paid vacations, paid holidays, and insurance coverage. 1965-1985 The Civil Rights movement in the U.S. reaches its apex with passage of the Civil Rights Act of 1964. The personnel function is dramatically affected by Title VII of the CRA, which prohibits discrimination on the basis of race, color, sex, religion, and national origin. In the years following the passage of the CRA, equal employment opportunity and affirmative action become key human resource management responsibilities. 1985-present Three trends dramatically impact HRM. The first is the increasing diversity of the labor force, in terms of age, gender, race, and ethnicity. HRM concerns evolve from EEO and affirmative action to "managing diversity." A second trend is the globalization of business and the accompanying technological revolution. These factors have led to dramatic changes in transportation, communication, and labor markets. The third trend, which is related to the first two, is the focus on HRM as a "strategic" function. HRM concerns and concepts must be integrated into the overall strategic planning of the firm in order to cope with rapid change, intense competition, and pressure for increased efficiency.

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2.2 HUMAN RELATIONS APPROACH The human relations approach is multi-disciplinary in nature. It uses the concepts of psychology, sociology, anthropology and physiology etc. F.W. Taylor, the father of scientific management, succeeded in harnessing the economic needs of the workers by devising the differential wage incentive scheme. But he failed to realize that workers had certain psychological need also. The term human relations theory reflects an attempt by bourgeois ideologists to pass off a program of measures as the humanization of labor that are of practical value for increasing profits. In fact, the human relations theory attempts to conceal or rationalize the profound social conflicts of capitalist society. following: Workers do not naturally enjoy work and so need close supervision and control Therefore managers should break down production into a series of small tasks. Workers should then be given appropriate training and tools so they can work as efficiently as possible on one set task. Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay. As a result workers are encouraged to work hard and maximize their productivity. His Theory of Scientific Management argued the

Taylors methods were widely adopted as businesses saw the benefits of increased productivity levels and lower unit costs. The most notably advocate was Henry Ford who used them to design the first ever production line, making Ford cars. This was the start of the era of mass production.Taylors approach has close links with the concept of an autocratic management style (managers take all the decisions and simply give orders to those below them) and Macgregors Theory X approach to

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workers (workers are viewed as lazy and wish to avoid responsibility). However workers soon came to dislike Taylors approach as they were only given boring, repetitive tasks to carry out and were being treated little better than human machines. Firms could also afford to lay off workers as productivity levels increased. This led to an increase in strikes and other forms of industrial action by dis-satisfied workers. Mayo Elton Mayo (1880 1949) believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work (something that Taylor ignored). He introduced the Human Relation School of thought, which focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realizing that workers enjoy interacting together. Mayo conducted a series of experiments at the Hawthorne factory of the Western Electric Company in Chicago He isolated two groups of women workers and studied the effect on their productivity levels of changing factors such as lighting and working conditions. He expected to see productivity levels decline as lighting or other conditions became progressively worse what he actually discovered surprised him: whatever the change in lighting or working conditions, the productivity levels of the workers improved or remained the same. From this Mayo concluded that workers are best motivated by: Better communication between managers and workers (Hawthorne workers were consulted over the experiments and also had the opportunity to give feedback) Greater manager involvement in employees working lives (Hawthorne workers responded to the increased level of attention they were receiving) Working in groups or teams. (Hawthorne workers did not

previously regularly work in teams) In practice therefore businesses should re-organize production to encourage greater use of team working and

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introduce personnel departments to encourage greater manager involvement in looking after employees interests. His theory most closely fits in with a paternalistic style of management. Maslow Abraham Maslow (1908 1970) along with Frederick Herzberg (1923-) introduced the Neo-Human Relations School in the 1950s, which focused on the psychological needs of employees. Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work. All of the needs are structured into a hierarchy (see below) and only once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve a basic wage in order to buy food before worrying about having a secure job contract or the respect of others. A business should therefore offer different incentives to workers in order to help them fulfill each need in turn and progress up the hierarchy (see below). Managers should also recognize that workers are not all motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly different set of incentives from worker to worker.

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Herzberg Frederick Herzberg (1923) had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators). However there were also factors that would demotivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygiene factors) Motivators are more concerned with the actual job itself. For instance how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene factors are factors which surround the job rather than the job itself. For example a worker will only turn up to work if a business has provided a reasonable level of pay and safe working conditions but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay and piece-rate in particular. Herzberg believed that businesses should motivate employees by adopting a democratic approach to management and by improving the nature and

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content of the actual job through certain methods. Some of the methods managers could use to achieve this are: Job enlargement workers being given a greater variety of tasks to perform (not necessarily more challenging) which should make the work more interesting. Job enrichment - involves workers being given a wider range of more complexes, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement. Empowerment means delegating more power to employees to make their own decisions over areas of their working life.

2.3 FUTURE OF HRM: - INFLUENCING FACTORS Size of workforce: corporate have grown in size considerably in recent years, thanks to global competition in almost all fields. The size of the workforce, consequently, has increased, throwing up additional challenges before HR managers in the form of additional demands for better pay, benefits and working conditions from various sections of the workforce constantly.

Composition of workforce:

Sustainable

success

depends

on

an

organizations ability to leverage the unique skills and perspectives of a diverse workforce. Diversity and inclusion are fundamental to how we operate and conduct business. Employees are the greatest strength, and they contribute to the quality of services provide to the public. The organization respects and appreciates differences based on race, color, religion, national origin, gender, sexual orientation, age, abilities, culture, occupation, position, education, and the life experiences of each individual. Managing

38

heterogeneous and culturally diverse groups is going to stretch the talents of hr managers fully. Employee expectations: Now a days workers are better educated, more demanding and are ready to voice strong, violent and joint protest in case their expectations are not met. The list of financial and non financial demands is ever-growing and expanding. In fast changing industries such as software, telecom, entertainment and pharmaceuticals, the turnover ratios are rising fast and if HR managers do not respond positively to employee expectations, the acquisition and development costs of recruits is going to mount steadily. An efficient organization is, therefore required to anticipate and manage turnover through human resource planning, training schemes followed by appropriate compensation packages. Change in technology: Technology influences human resources

management functions and the complexity with which HR professionals can produce metrics regarding employee performance, return on investment for strategic planning, staffing needs and HR planning. Human resources information systems (HRIS) can calculate labor costs, project future workforce needs and store digitized personnel files with top-notch security features. There is also a human resources career niche for HRIS professionals who understand the complementary nature between HR functionality and HRIS technology. Many employers implement employee self-service modules connected to the employer's intranet so workers can check their benefits status, monitor their tax with-holding rates, update personal information and even request vacation time. This minimizes the time human resources staff members spend answering routine questions from employees. Technology for employee self-service greatly influences HR by enabling staff to devote more time to strategic planning and employee relations matters that are best handled face-to-face.

39

Environmental Challenges: Privatization efforts in India are likely to gather momentum in the coming years, as most public sector units face survival problems. (For example AIR INDIA has 750 per employees per Aircraft, which makes it the most over-staffed airline in the world. AIR INDIAS cost per employee is over Rs. 5 lac a year, perhaps highest among Indian public sector units.) The burden if training and retraining employees with a view to make them more productive and useful under the new setup is going to fall on the shoulders of HR managers. With this the legal stipulations covering recruitment and selection of employees, employment of reserved category employees, minorities etc. are also likely to lose their importance over a period of time.

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Chapter 3
PERFORMANCE APPRAISAL

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PERFORMANCE APPRAISAL 3. Definition: - Performance appraisal is a systematic appraisal of the employees personality traits and performance on the job and is designed to determine bio contribution and relative worth to the firm. Important factors affecting the performance appraisal system, these are: Organizational Leadership The leadership at the top determines to a large extent the loyalty and commitment of the employees to the goals of the organization. Effective top leadership orients and motivating the entire organization for better performance. Organizational Structure There are two types of organization structures Organistic and mechanistic. Organistic structure tends to be flexible. Such organization changes them very fast to cope up with the present changing environment. Mechanistic structures are very rigid and have clearly defined relationships and responsibility. Environmental Constraints Various environmental constraints affects the performance of an employee. For example, the quality of new material may affect the productivity and performance of an employee. Interdependence of sub-system: every sub-system of a larger

organizational system is interdependent. The malfunctioning of a subsystem affects the other sub system functioning. Because of this interdependence of sub-systems it is suggested that the performance appraisal should start from the apex.

3.1 Methods of Performance Appraisal There are no single effective method of performance appraisal. There is no easy way of classifying all of the various kinds of performance appraisal methods. Following are the methods of performance appraisal.

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Ranking Method It is a simple process of placing employees in a rank in order to observe job performance It permits comparison of all employees in any single rating group regardless of the type of work. All workers are judged on the same factors. This method eliminates the necessity of comparing an individuals performance with the definition of satisfactory or excellent performance Paired Comparison Method The use of ranking method, is difficult in large groups when the rate cannot compare several people simultaneously In the paired comparison every employee in a job is compared with all other employees in the group Pairs of employers are constituted to determine which is the better worker in each pair For instance, if there are three workers (X, Y and Z) in a job group, there will be three pairs namely x, y and z, and x with z Graphic Rating Scale Method The graphic method of rating is the most commonly used method The employees are rated on personality characteristics and performance The rater is provided with a printed form for each employee to be rated, containing a number of characteristics to be rated The characteristics factors vary according to the position of the be rated Forced Distribution Method Under this method, the rate the man on overall job performance The name of each employee to be rated is typed on a 3 X 5 card The rater is then asked to distribute the card into five pieces which may be labeled low Checklist Method Under this method of merit rating, a list of necessary qualities for the performance of a job is prepared The qualities of all the employees are measured on the basis of the abilities of such lists If an employee possess that quality, the sign of (+) is marked in the list If an

43

employee possess that quality, the sign of (+) is marked in the list If that quality is not possessed by an employer the sign of () is marked in the list (J) Field Review The type of merit rating is useful for large organizations and appears to overcome a number of the weaknesses found is many of the other systems It consists of having a trained employee from the personnel department interview line supervisors about their respective subordinates The supervisor is asked to give his opinion about the progress of his subordinates. Confidential Report Method In this method each employee is rated confidentially by one or more senior officers for his performance. A confidential report by immediate supervisors is still a major determinant of the subordinates promotion or transfer. Assessment Centre Method - An assessment centre is a multiple assessment of several individuals performed simultaneously by a group of trained evaluators using a variety of group and individual exercises. Forced Choice Method: To use this method, many pairs of statements about job performance of men are selected. Each pair consists of statements expressing equally favorable/equally unfavorable things about a man. These statements are then printed on a form in groups of four such that two of the four statements are favorable and two others are unfavorable. Critical Incidence Method: - This method has been developed in the recent time and is supported to land greater objectivity to employer appraisal. The system is based on observance of each employees several trait factors on the job such as quarrelsome with fellow employees showing willingness to assist others and work over time during peak periods and rating him accordingly

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3.2 Incentives and incentive plans Incentives refer to the variable records granted to the individuals in terms of changes in specific results in organizational setting incentives incite the people towards action According to George R Terry, incentives means that which incites or has tendency to incite action They are devised to play a causal role in conjunction with rewarding the effect In simple words, incentives means that psychological excitement which makes the employees efficient Normally the employees need the incentives to achieve the objectives Security in job, recognition, promotion, respect, praise, minimum wages promise are the examples of incentives.

Advantages of Incentives Incentives balance the input and output equilibrium individuals working better receive greater rewards, incentives are also desired from the stand point of equity theory As the incentives provided one relatively objectives because they can be determined by objective criteria such as number of pieces or rupees This objectivity in incentive schemes are more acceptable people than the subjective ratings by their superiors. Incentives increase expectancy that performance will be followed by reward. If money has relevance to an individual, more expectancy will increase motivation. Financial and Non-financial Incentives. Financial or Monetary Incentives: Financial Incentives play a veryimportant role in improving the performance of the employee Money is an important financial incentive which cannot be avoided. As cash plays a very important role in fulfilling the physical and most basic needs of the individuals. Cash is more capable of fulfilling the physical needs of labour

45

class and the financial incentives are more fruitful than non-financial incentives. Non-Financial Incentives: - According to neo-classical approach Of management nonfinancial incentive play a very important role in motivating the employees towards the work. Non-monetary incentives are those social and psychological attractions which encourage people to do the work efficiently and effectively. The non-financial incentives can take only of the following steps. Delegation of Responsibility Lack of Fear Participation Pride in work Constructive attitude Promotional opportunities Title or degree Good Leadership Recognition Personnel or individual status Justice Security of Service

Incentive Plans and their characteristics Incentives are essential in inducing people to work effectively and efficiently. Today, the managers have the conviction that unless people are provided with incentives the productivity and output cannot be increased. Both time and piece wage plans have their own strong points and drawbacks. As has already been observed the time wage plan assigns the gains or losses

46

arising from variations in workers productivity to the employers the piece wage system on the other hand, offers no guarantee of a consistently reasonable wage and possess on the gains or losses owing to changes in workers productivity to them. Nature and Features The incentive plan should be properly communicated to the employees so that they can increase their performance to claim incentives. It consists of both monetary and non-monetary elements. Taylors differential piece rate system The system was introduced by F.W. Taylor the father, of scientific management. The underlying principle of this system is to penalize a slow worker by paying him a low piece rate for low production and to reward an efficient worker by giving him higher piece rate for low production and to reward an efficient worker by giving him higher piece rate for a higher production. Taylor was of the view that an inefficient worker had no place in the organization and he should be compelled to leave the organization by paying him a low piece rate for low production. Taylor proceeded on the assumption that through time and motion study it is possible to fit a standard time or doing a particular task. Halsey Premium Plan It is an American plan originated by F. A. Halsey to encourage efficiency amongst workers as well as to guarantee them wages according to time basis. The standard time required for a job is determined before hand on the basis of time and motion studies and I or from past records. Workers who perform the job in less than the standard time and thus save time are

47

rewarded with a bonus, but the worker who takes longer than the standard time is not punished, and is paid wages according to time wage system. Advantages By dividing the profit of saved time between men and management, it makes for performance of the bonus rate as both parties benefit by it. The workers can very easy follow the method of calculating the bonus and so there is no room / or any misunderstanding.

Emerson efficiency premium plan Like the Gantt plan, the Emerson plan also provides for the standard task and a guaranteed day wage for all workers. But unlike the Gantt plan under which bonus at affixed rate is paid only to those workers who attain or exceed the 100 percent efficiency This plan provides for the payment of bonus at an increasing percentage to all workers above a minimum level of efficiency (say 60 percent). The percentage of bonus, however, does not increase at efficiency levels beyond 100 percent. Advantages It provides an encouraging reward to the beginners, besides giving incentive to the Skilled and efficient labour. The plan can be applied to individual workers or to groups of workers. It is easy to understand. Co-partnership and Profit Sharing Schemes These schemes are becoming very popular now a days Under these schemes, workers get a share of the yearly profits of the company This is done with a view of setting the cooperation of workers by giving them the feeling that

48

they are to share the prosperity of the business, Workers can. be given their share of profits in the form of cash or shares in the company. A permanent interest of workers in the future of the business is created if the share of profits is given in the form of shares in the company. Difference b/w HRD V/s Personnel function There has been increasing trend in large organizations appointing HRD managers. However, many people are not clear as to what is the difference between Personnel and HRD functions. As a result we find instances of personnel managers being redesigned HRD managers. We also find cases of HRD managers being expected to handle the personnel functions in addition to 1-IRD. Basically human resources consist of the total productive capacity of a firms human organization. Human resource development efforts aim at providing conditions in which the employees can improve their skills, knowledge, energy and talents, which in turn may lead to improve productivity. Human resource development differs from personnel human resource management in respect of the following: 1. Definition: Personnel management is the recruitment, selection, development, utilization, compensation and motivation of human resources by organization. Human Resource Development is concerned with the development of human resources is an organization. It means improving the existing capabilities of the human resources in the organization and helping them to acquire new capabilities required for the achievement of the organizational and individual goals. 2. Orientation: The traditional personnel function is regarded as mainly a service function responding to the demands of the organization. But HRD is regarded as a proactive function. The function of HRD is not merely to

49

cope with the needs of the organization but also t anticipate them and to act on them in advance. 3. Mechanisms: - The traditional personnel function considers salary and other economic benefits as important motivators. HRD emphasizes the importance of higher needs in motivating individuals. It considers autonomous work groups, job enrichment, job challenge and creativity as the main motivating forces. 4. Emphasis on Culture: The emphasis is the traditional personnel function is on increasing peoples efficiency. The emphasis in HRD is on building the right type of culture in the organization a culture which has such characteristics as mutual trust, openness, collaboration, clarity of goals and risk taking capacity. 5. Responsibility: The personnel function is supposed to be the responsibility of the personnel development whereas human resource development is regarded as the concern of all managers in the organization. Every manager is concerned with developing the competencies of i all those working under his guidance and supervision. Workers Participation in Management Industry is now considered as a social institution. The management & employees have equal interests in the survival and the prosperity f the industry. The concept of participation is based on the concept of copartnership is the Industry. Participation demands maximum cooperation between management and workers, voluntary co-operation generated from within it and not imposed from without. Decisions are taken by employers and employees jointly.

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The concept of participation as a principle of democratic administration of industry, sharing the decision-making power by the ranks of an industrial organization through their proper representatives at all appropriate levels of management, in the entire range of managerial action. Aims and Purpose of Workers participation A means of attaining industrial peace and harmony leading to higher productivity and increased production. An ideological point of view to develop self management in industry. A device for developing social education for effective solidarity among the working I community and for tapping latent human resources. An instrument for improving efficiency of enterprises and establishing harmonious i industrial relations. A humanitarian act for giving the worker an acceptable status within the working Community and a sense of purpose in activity. The benefits of workers participation in management Encourages acceptance of change: whenever management think any changes, participation enables acceptance of change and reduces workers resistance to change. Improve morale and team work: when workers help is taken in solving work problems, it tends to increase the satisfaction of their high level. It also increases job satisfaction. Encourages workers to accept responsibility: Participation increases workers sense of responsibility and employees adopt responsible attitude towards their work, they become ego involved and emotionally involved.

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It resources human dignity: Participation can restore a measure of human dignity, motivation and mutual interest. These three are the fun dementias of human relations programme. It provides ample scope for self expression and self advancement: Participation can provide valuable training ground and opportunities for selfexpression or self advancement of the employees. Almost all forms of participation can be considered as instrument for management development. Levels of workers participation in management Levels of participation in management: It is very difficult to decide the level of participation of workers in management. There are different opinions about the levels of participation. The levels of workers participation in management depends upon the various factors as position of employees, their experience and qualification, is management behaviour, type and nature of job, historical experience, psychology of employees and the relationship between workers management relationship workers participation in management means participation up to what level that is a debatable point. According to Miss Dorothea there can be three levels of participation of workers in management. Information sharing Problem sharing Idea sharing. According to her information sharing stage is one in which an employer looks upon the joint committee as a means of informing employees about business conditions and the outlook of their company as well as telling them about changes in operation methods before they are put into effect. Problem

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sharing stage is one in which the employee recognizes that workers can be make a contribution in certain areas such as material costs, quality or waste and that the management presents the facts & the labour is required to give its opinion or to make proposals for improving the situation. In idea sharing stage, the management indicates willingness to have labour initiative ideas in any kind of production and personnel activities and labour with certain safeguards is willing to contribute to operation of the business. According to Ernest Dale, there can be four levels in workers participation in management. Informal Co-operation Advisory Co-operation Constructive Co-operation Joint determination. In Informal co-operation level both parties co-operate in compilation of facts and then the compiled information can be used by any of the party. In advisory co-operation, parties can consult & counsel each other on various matters. In constructive co-operation, each party counsel each other for the improvement in the each others functioning. In joint determination the decisions relating to policy matters are taken jointly by both the parties.

Is workers Participation actually takes place in India? Workers Participation in Management in India Now-a-days environment has changed considerably. Workers are not the servants or like machine only. In India today workers participation in management is one of the directive principle of state policy embodied in article 43 A of our constitution.

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The article provides: The state shall take steps, by suitable legislation or in any other way, to secure the participation of workers in management of undertakings establishments or other organization engaged on any industry. There is now a growing realization in several countries of the world that management is too important to be left to managers alone and that workers also should be allowed to participate in the field. In India, the first experiment of workers participation in management started in 1947 when the Industrial Dispute Act was passed. This act provides that in the case of any industrial establishment in which 100 or more workers are employed in any day in the preceding 12 months, the employer should constitute in the prescribed 12 months, the employer should constitute in the prescribed manner a works committee consisting of representatives of employers and workman engaged in the establishment - so however, that the number of representatives of the workmen on the committee shall not be less than the number of representatives of the employer. The representatives of the workman engaged in establishment and in consultation with their trade unions, if any, registered under the Indian Trade Union Act 1926. It shall be the duty of the works committee to promote measures for securing and preserving unity and good relations between the employer and the workmen. Despite their numerical growth, works committee has not been proved very much effective. The second experiment of workers participation in management started in India with the establishment of joint management council. It consists of the equal number of representatives of the management and the employees, not exceeding 12 and to be set up at plant level on the voluntary basis in selecting industrial units. The essential function of joint management control include:

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The council has the right to receive information discuss and give suggestion on general economic situation, state of market production and sales programmes, organization and general running of the concern, method of manufacture and work, annual balance sheet and profit and less statement and long term plans for expansion, re-development etc. The council is to be entrusted with responsibility in respect of administration of welfare measures supervision of safety measures, vocational training, apprenticeships schemes schedule of working hours, break and holidays and reward for suggestion. The council is to be consulted the management on administration of standing orders, introduction of new methods of production and closure reduction in or cessation of production.

The third experiment of workers participation in management in India started in 1970 with launching of scheme for the appointment of workers representatives on the board of directors of nationalized banks. In pursuance to this scheme workers directors were appointed in all nationalized banks but a study on the working of this scheme not proved a success. In many cases, workers directors were ignorant about their role on the board or where in conflict with the board chairman. This scheme was later taken back by the government by the notification of ministry of finance for removing these directors from the boards of all nationalized banks. The fourth experiment on workers participation of management in India started i.e. October 1975, when the Central Government adopted through a resolution a scheme of workers participation in the management. This scheme was voluntary one & covered all manufacturing and mining industries for public, private or co-operative sector including department tally run enterprises who have too or more persons. The scheme provided for

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setting up shop councils at the shop and floor levels and joint councils at the plant level. 3.3 GRIEVANCE A grievance is the feeling of dissatisfaction among the employees, working in an organization. Grievance, whether real or imaginary, valid or invalid, genuine or false, is a complaint affecting one or more workers within the organization. Dissatisfaction or discontent expressed by employees and brought to the notice of management it becomes grievance. Grievance is defined as. Grievance is any dissatisfaction or feeling of injustice in connection with One c employment Situation that is brought to the attention of management. Characteristics of Grievance A grievance may be arising out of something connected with the organization or work. A grievance may be written or verbal. A grievance give rise to unhappiness, frustration, discontent indifference to work, poor morale and ultimately. productivity. A grievance arises only when an employee feels that injustice has been done to him. A grievance may be unvoiced or expressly stated by an employee. A grievance may be valid and legitimate, untrue or completely false or ridiculous. Results in efficiency and low

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The steps taken by the manager of an enterprise in handling a grievance Grievance Handling Procedure: A grievance handling procedure is a series of steps arranged in a hierarchy of increasing complexity and involvement. Every organization has need for a continuing process of conciliation to facilitate settlement of controversies and to assure an employee with a grievance that his case will be given a fair hearing. The number of steps in a grievance procedure very with the size of the organization, A small organization only have two or three steps while a large organization may be having eight to ten step grievance handling procedure. In general, while handling grievance, the following steps are followed: Step I . Defining and describing the nature of grievance as clearly as possible Defining or describing grievance implies that it has been expressed.

Step II . Collect all facts that help to explain how, when, where, why and to whom the grievance occurred After defining the grievance the next step is to gather all pertinent facts concerned with the case. The person handling the grievance must know when the alleged grievance was first experienced, whether it has been repeated or not, how & where it took place and the circumstances under which it transpired the employee should be fully convinced that management is perfectly sincere in seeing that justice is done.

Step III . Establishing tentative solutions to the grievance. After getting the clear picture of the grievance, the next step involves the establishment of tentative solutions.

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Step IV. Collect additional information to check the validity of tentative solution. On the basis of the tentative solutions, facts are gathered. The executive establishes a transpired solution and then observing critically whether his hypothesis is right or wrong.

Step V. Apply the- solution For applying the solution the executive may hold conference with aggrieved employee and question other employees. Having reached a final decision it should be applied without delay.

Step VI . Follow up: The executive should not conclude that the grievance has been settled until a check is made to determine whether the employees attitude has been favorably changed. Checking can do through causal observation while the employee is working, decision taken favorably or unfavorably. The other method include to ask from the other employees about the aggrieved employees reaction

How grievances are redressed in Indian Industry Settlement of Grievance handling procedure in Indian Industries: India has only a voluntary grievance procedure known as Model Grievance Procedure. Most of the grievance procedures now-a-days are built after the model grievance procedure with certain changes to suit individual, operations, size and special requirements of an enterprise. The procedure of grievance handling procedure includes the following steps

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Step I. An aggrieved employee will first present his grievance verbally in person to the Officer designed by the management for this purpose. An answer shall be given within 48 hours of the presentation of the complaint.

Step II. If the employee is not satisfied with the answer of the officer designated, he can present his grievance to the head of the department designed by the management for the purpose of handling grievances.

Step III. If the employee is not satisfied with the answer of the head of the department, the aggrieved worker may request for the forwarding of his grievance to the grievance committee which shall make its recommendations to the manager within 7 days of the workers request.

Step - IV. If the aggrieved person still not satisfied he have the right to appeal to management for revision. Step V. if no agreement is possible, the union and the management may refer the grievance to voluntary arbitration within a week of the receipt by the workers of the managements decision. Pre-Requisites/principles of Grievance Handling Procedure The efficiency of grievance procedure depends upon the fulfillment of certain prerequisites. There are: Clarity Promptness Conformity with prevailing legislation Simplicity Training Follow up.

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1. Clarity: there should be clarity regarding each and every aspect of grievance procedure. An aggrieved employee must be informed about the person to whom a representation can be made, the form of submission, the time limit for the re-dressal of grievance etc. 2. Promptness: The promptness with which a grievance is processed adds further to success of the grievance procedure. Since justice delayed is justice denied, the procedure should aim at rapid disposal of the grievances. 3. Conformity with prevailing legislation While designing the grievance procedure, due consideration must be given to the existing statutory provisions. In other words, the existing grievance machinery, as provided by law, may be made use of. 4. Simplicity: The grievance procedure should be simple. Every employee must understand different stages of the procedure the forms to be filled up the witness required etc. If there are too many stages in the procedures, too many forms to be filled up, too much going around etc, the very purpose of the procedure is defeated 5. Training: - The success of the procedure also depends upon imparting training to the supervisors and union representatives in handling grievances. 6. Follow up: - The successful working of a grievance procedure depends upon a proper follow up by the personnel department. The department should periodically review the procedure and introduce the essential structural changes making it more effective.

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CHAPTER 4
ABSENTEEISM & LABOUR TURNOVERS

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ABSENTEEISM & LABOUR TURNOVERS 4. ABSENTEEISM Absenteeism is a condition that arises when an employee fails to come to work when he is scheduled to work. It is an authorized absence of the worker from his job or the absence of worker when work is available. The study of absenteeism is very important because excessive absenteeism tells upon the productivity of the organization. According to Labour Department, Govt. of India, the absenteeism rate is defined as the total man shifts lost because of absences as a percentage of the total number of man shifts scheduled. The absenteeism rate signifies the absence of an employee from work when he is scheduled to be at work. It is unauthorized unexplained, avoidable and willful absence from work. The rate of absenteeism can be calculated as follows: .

During the periods when the production is at the peak and the skilled labors are scarce the absence of some employees will affect the production and the existing morale.

The causes of Absenteeism There are various reasons which an employee remains absent from the work. After pay day sickness and hangovers contribute to absenteeism particularly when combined with poor working conditions. Lack of interest in work and high wages. Lack of interest or a feeling of responsibility and worth whileness are fundamental causes of absenteeism.

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Sickness is high or the list of causes of absenteeism running as high as 50% of the absenteeism in some cases. A miscellaneous group of causes would include such factors as bad weather. Lack of transportation, search for another job, personal business and friends visiting from distance locations. Attitude of mind caused, by environmental and sociological factors may condition some to develop a feeling of irresponsibility about going to work. Industrial accidents and occupational diseases bring about absenteeism, depending upon the nature of the process and machinery used. 4.1 Various reasons of absenteeism in Indian organization Absenteeism is not something peculiar to Indian Industries. It is a worldwide phenomenon. The rate of absenteeism in Indian Organization varies from 7% to 30%. The magnitudes of absenteeism differ from place to place, from industry to industry and from occupation to occupation. Many industry wise empirical investigations undertaken in India highlight the certain peculiarities of absenteeism in India: Absenteeism in India is seasonal in nature. Absenteeism prevails among industrial labor due to their rural orientation. Absenteeism is higher during the sowing are harvesting seasons when workers go back to villages for agricultural operations. It was found that the extent of absenteeism is comparatively high immediately after the pay - day when the workers feel like having a good time In the western countries it has been found that absenteeism is very high on Mondays among the unmarried young men, who after a late Sunday night out with girl friends find it difficult to get up in time and report for duty next day.

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Absenteeism is higher among young people than among the older and is higher among women than among men. Young men are generally found to be irregular for various reasons such as sense of irresponsibility, restlessness, bohemian attitude to life etc. Absenteeism is generally higher in the night shifts than in the day shifts, particularly so among the married people. Workers dislike night shifts because there conflict with their social lives as well as married lives. Absenteeism is the lowest on the pay day... The level of absenteeism is comparatively high immediately after pay day when workers either feel like having a good time or in some other cases return home to their village to make purchases for the family and to meet them.

4.2 Labour Turnover, its causes, How it can be controlled Labour Turnover refers to the movement of workers into and out of an organization. It is defined as the rate of change in the number of employees of a concern during a definite period,

The simplest measure of labour turnover is the separation rate Separation includes all quits layoffs and discharges. A certain amount of normal labour turnover is expected and it is also desirable in so far as circulation of employees due to labour turnover brings

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new blood into the organization. Company remains a growing concern in regard to the personnel as long as employees retiring are replaced by younger employees, preferably by promotions from within. The formula given alone to calculate the net labour turnover has the following limitations: (a) It does not take seasonality into account. (b) It does not differentiate among the causes for labour turnover In order to overcome these limitations, current practice makes use of refined net labour turnover rate which is the ratio of the avoidable separations to the average working forces. The formula is:-

T = (S U)/ W*100 WHERE T = REFINED NET LABOUR TURNOVER RATE S = TOTAL SEPRATIONS U = UNAVOIDABLE SEPERATIONS Causes of labour turnover Causes of labour turnover Layoffs due to seasonal nature of industry. Poor working conditions. Lower wages and excessive hours of works. Conditions at home. Poor health. Dislike for the present job. Bad treatment from the job. Retirement. Poor training and induction. Ineffective and inefficient management. Job being hard and hazardous. Death. Better job available elsewhere. Dirty politics prevalent in the industry.

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Job being hard and hazardous Death Better job available elsewhere Dirty politics prevalent in the industry.

Cost of Labour Turnover When an employee leaves a concern, the following costs are usually involved: Payment to a recruit in excess of what he produces. Cost of work spoiled by new recruits. Cost of net meeting delivery dates. Training cost, involving time of foreman, personnel department etc. Extra oer time paid to remaining workers. Accidents and damage to machinery by new recruits Hiring costs, involving time and facilities and recruitment, interviewing etc Exploring other sources of labour supply.

Methods/Measures to control labour turnover The best method to reduce labour turnover is to study the courses of labour turnover and then attempt to remove the reasonable factors that promote labour turnover. Following methods are these to reduce labour turnover: Security or steadiness of employment Quality of supervision Fair wages and wage incentive Better management communication to the employees Fairness of employee treatment Promotion by merit and promotion from within Maintenance of job interest and job satisfaction.

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Opportunity for advancement Employee orientation or induction training. Employee welfare benefits programme. Scientific selection by means of through employee reference investigations Favorable work environment. 4.3 Labour welfare Labour is the most important factor of industrial production. Management seeks cooperation of labour force by providing welfare in terms of provisions for better working conditions adequate lightening and ventilation etc. Labour welfare work aims at providing such service facilities and amenities which enable the workers employed in industries to perform their work in healthy congenial surrounding conducive to good health and high morale.

Importance of Labour Welfare Activities Labour Welfare in India has a special significance as the constitution provides for the promotion of welfare of the labour for human conditions of work and securing to all workers leisure, social and cultural opportunities. Labour welfare is provided by the employer will have immediate impact on the health, physical and mental efficiency, alertness, morale and overall efficiency of the workers and thereby contributing to the higher productivity. Moreover, the workmen require protection from certain calamities which imperial their efficiency. Social security measure provided by employer, will act as a protection to the workers. Social security aims at providing collective measures to protect the member of a community against social risks as their individual resources are seldom adequate to after protection against hardship, Both assistance and social insurance from integral parts of the system of social security. Labor welfare introduces the extra dimension

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to industrial relationship which ever a satisfactory wage alone cannot provide. Labour welfare expresses the human interest as enlightened employer has in the well being and contentment of the people who work for him.

The various elements of making the labour welfare effective Principles of Labour Welfare: The following principles should be kept in mind and properly following to achieve successful implementation of welfare programmes: 1. Principle of social responsibility of Industry:- Industry a subsystem of the society. It draws its manpower from the society. Obviously, industry has an obligation or duty towards its employees to look after their welfare. 2. Principle of totality of welfare: According to this principle labour welfare activities and facilities must be extended to all the employees of the organization. This is because the goal of the organization will be achieved if selections of the employees are unable to counteract the baneful effects of industrial system. 3. Principle of accountability: -- The principle is also called as principle of evaluation. This principle suggests that the welfare programmes must be evaluated periodically. This is very much necessary to judge and analyze the success of welfare programme and reorganize it for better results. 4. Principle of timeliness: - The timeliness of any welfare programme help in its success. To find out what are the labour welfare needs and what kind of welfare programmes are necessary, the time required is very important. Timely action in proper direction is essential in any kind of welfare activities. 5. Principle of Responsibility:- The principle is based on the assumption that labour welfare is the joint responsibility of employers and employees.

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6. Principle of association or democratic values: For the success of a welfare programme association of employees in planning, organising and implementation is most essential. 7. Principle of Efficiency: Efficiency of the workers and welfare facilities are interdependent. Hence principle of efficiency plays an important role in organizing welfare facilities in the industry. 8. Principle of co-ordination or integration: This principle of coordination or integration plays an important role in the success of welfare programmes. 9. Principle of adequacy of wages: According to this principle workers have a right to adequate wages. Labour welfare facilities must be provided over and above the adequate wages. 10. Principle of Re-personalization: This principle suggests that the goal of labour welfare should be the overall development of the employees. 11. Principle of self-help: This principle suggests that the labour welfare must aim at helping employees to help themselves in future.

4.4 Industrial relations Good industrial relations are important for rapid industrialization. More job, effective manpower utilization higher productivity, higher profits and better working conditions etc. will remain more slogans, if peace does not prevail in the industry or factory and workers and capabilities do not understand and recognize one anothers rights and responsibilities. Evaluation or enforcement of code of conduct for the two is, therefore, necessary. A developing economy, cannot afford frequent strikes, locks outs and stoppage of work and. hence the importance of industrial peace is even more for such an economy.

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Industrial relation describes relationship between management and individual employee and in that light it is sometimes called employers employee relations or personnel relations. It embraces the relationship between management and trade unions. In fact the term industrial relations is used to all types of relationships between all the parties concerned with the industrial enterprises. Importance of good Industrial Relations Impact of Industrial relations on production: Good industrial are asset to any organization. In brief, healthy industrial relations help the organization in the following ways:(a) Lead to mental revolution (b) Conductive environment for new programmes (c) High employee morale (d) Reduces industrial disputes (e) Reduces wastages.. (a) Lead to mental revolution: The main object of industrial relation is a complete mental revolution of workers and employers. The industrial peace has ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers, employers and government to work out a new relationship in consonance with a spirit of true democracy. (b) Conductive environment for new programmes: New programmes for workers development are introduced in the atmosphere of peace such as training facilities, labour welfare facilities etc. It increases the efficiency of workers resulting in higher and better production at lower costs. (c) High employee morale: Good industrial relations improve the morale of the

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Employees. Employees work with great zeal with the feeling in mind that the interest of employers and employee is one and the same, i.e. to increase production. Every worker feels that he is a co-owner of the industry. (d) Reduces Industrial disputes: Good industrial relations reduce the industrial disputes. Disputes are reflections of the failure of basic human urges or motivations to secure adequate satisfaction or expression which are fully cured by good industrial relations. (e) Reduce Wastage: Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help to increase production. Wastages of man, material and machines are reduced to the minimum and thus national interest in protected.

4.5 Trade unions, merits and demerits of having trade union The most important result of modern industrial revolution is the evolution and growth I of trade unions. As a result of these developments, the society was divided into two groups, Workers & employers. It resulted in the evolution of trade unions. A trade union is an organization of workers that is formed with a view of protecting and promoting the interests of workers. Objectives, Functions & Role of Trade Unions To improve working and living conditions. To secure for workers fair wages. To enlarge opportunities for promotion and training To promote identi1y of interests of the workers with their industry To promote individual and collective welfare. To provide for educational, cultural and recreational facilities. To safeguard security of tenure and improve conditions of service.

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Installing in their members a sense of responsibility towards industry and community.

Advantages & Importance of Trade Unions Trade unions are very important to labour industrialists society and country every group is benefits by the presence of these groups. Benefits to different groups are as follows Benefits to Labour Reducing the tendency of labour exploitation. Unity in labour force. Open the door of overall development of labour. Labour get the opportunity to participate in management. Labour get economic & entertainment facilities.

Benefits to Employer & Industrialists 1 .Unions can helps in avoiding conflict by collective talks and collective bargaining Union helps to pacify conflict at the time of industrial conflict. Union promotes the feeling of unity, co-operation and fraternity which lead to the cooperation at the time of their work.

Advantages to Society and Country Labour unions are the representative of labour who put the problems of ideas, feelings and welfare of labour to the country. In this way society and the country understand the manpower of the country. It makes possible for the government to make labour policies, labour laws which are incoherent with the conservation & prosperity of manpower in the country.

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Weakness of Trade Unions Many trade unions are small and have a small number of members. Trade unions now has become the centre of the political activity rather than workers Small unions have weak financial position, bargaining position and they are not able make their influence felt. The governments encouragement of weak and dependent trade unions. The political involvement of trade unions leaders and union rivalries has weakened the trade union movement.

4.6 Collective Bargaining One of the efficient ways of resolving industrial disputes is collective bargaining. It is concerned with the relations between, Trade unions representing workers and the management representative employers. It is the distinct feature of modern industrial era. Industrial peace and harmony can be achieved only if there are healthy industrial relations in the country. Collective Bargaining is defined to cover the negotiation, administration, interpretation, application and enforcement of written agreement between employers and unions representing their employee setting forth joint understanding as to policies and procedures governing wages, rates of pay hours of work and other conditions of employment. So the collective bargaining is the technique of resolving an industrial dispute. The nature & features of collective bargaining It is a dynamic and ongoing or continuous process between labour management relations. It is a group action between two groups negotiating at the bargaining table.

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It is industrial democracy at work. It offers self government in industry. It can succeed only when both parties want it to succeed. It involves two way traffic of communication. It has flexibility and mobility. Both parties arrive at the final settlement through graceful retreat give and take attitude and not take it or leave it attitude.

Importance of collective bargaining 1. Collective bargaining is a flexible means of adjusting wages and conditions employment to changing economic, social, political,

technological and other factors. 2. Collective bargaining is an effective method of regulating the conditions employment of the workers by trade unions. 3. Collective bargaining is helpful in fixing standards of every worker and establishing a code of conduct defining rights, duties and obligations of each party. 4. Collective bargaining results in better understanding and empathy between employers and workers. When issues regarding wages, incentives, grievances and complaints are discussed at the bargaining table there is absolutely no room for misunderstanding between workers and management. The principles of collective bargaining process Following are the main clauses of Collective bargaining agreement (a) Recognition or Union Security Clause: The recognition clause defines the status to be given to the union throughout the life of the agreement. (b) Hours of Work Clause: - Many agreements include clauses dealing with working hours. Such clauses also deal with various shift arrangements time off, time off allowed for meal, provisions for overtime pay, provisions for holidays and related details.

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(c) Wage Clause:- The wage clause is usually the most important and the most complicated clause in the agreement. The clause includes the basic wage policy and specific wage agreements. (d) Seniority Clause :- Seniority clause indicates the system of seniority and the importance of seniority rights in the matter of promotion, selection of vacation periods choice of shifts and other privileges. (e)List of clauses mentioned above is not exhaustive. Many other subjects e.g. grievance procedure, leaves of absence welfare funds, shop rules, training of apprentices, disciplinary action etc. may appear.

Principles of Collective Bargaining Process 1. Demands of labour unions should be analyzed in proper manner. 2. No party should indulge in theoretical discussion. 3. Negotiation should be started in a friendly atmosphere. 4. All the important information about all the meetings should be properly communicated to all the concerned and responsible persons. 5. Management committee should not suggest or do anything against the government policy. 6. All the programmes, principles and procedures should be determined in advance before commencing negotiations. 7. Representatives of management should listen to the representatives of labour unions carefully and patiently. 8. Negotiation should be held in peaceful atmosphere and relevant data should be used wheresoevers necessary. 9. The format of agreement should be kept ready for reference. 10. Any negotiation regarding wages, salaries, allowances etc. should be held only at last.

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11. The time, place and programme of next meeting should be determined at the end of every meeting. 12. Both the parties should honour the right privileges and limitations of each other. 13. Representatives of labour unions should not raise any demand being politically motivated. 14. Implementation of accords should be evaluated from time to time. 15. So far as it is possible, representatives of one industry only should be included in collective bargaining. 16. Labour unions should be rational and strong and they should work constitutionally. 17. Both the management committee and the representatives of labour unions should try their best to arrive at a conclusion. 18. Collective bargaining should be adopted to discuss the issues of common interest. 19. The leaders of labour unions should have a practical dynamic approach. 20. All the agreements should be made keeping in a view the policies provisions and laws.

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CHAPTER 5
JOB SATISFACTION

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JOB SATISFACTION 5.1 Job Satisfaction And Quality Of Work Life Job satisfaction is a set of favorable or unfavorable feelings with which the employees view their work. Job satisfaction is a feeling of relative pleasure or pain. It typically refers to the attitudes of a single employee. The term quality of working life has different meanings to different people Some Thinks of it as happiness programmes others, especially the labour unions; feel that it is a subtle employee incentive or just another productivity device Terms like work improvement Workers participation work humanization industrial democracy and job enrichment have been widely used to mean quality of working life programmes implemented Quality of working life is considered a philosophy as it is rooted in strong humanistic values focuses on the problem of creating or human working environment.

5.1 Employee Satisfaction Survey Employee satisfaction surveys help employers measure and understand their employees' attitude, opinions, motivation and satisfaction. Its a study to understand employee engagement, leadership abilities keeping in mind the work culture, organizational structure and general work environment. It helps in the interest of building a relationship of honesty, integrity, trust and team bonding in the organization, which results in effective communication and smooth work operations at all levels. It also results in bringing out the Best Work Practices which lead to setting up of better professional standards of work ethics and taking up new initiatives programs. The surveys are conducted with extreme confidential procedures, created and analyzed by business psychologists and HR strategists. These surveys

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evaluate the comfort areas, successful areas and help the organization to understand the scope of improvements in the work atmosphere. The purpose of the survey is to: Measure employee perceptions of the work environment Identify job satisfaction levels Identify areas of strength and opportunities for improvement The survey gathers information about employee satisfaction in the following main areas:

5.2 Various factors affecting the job satisfaction level The most important factors re1atig to job satisfaction are: Personal factors Factors inherent in the job Factors under the control of the management.

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(i) Personal factors These factors include the individual employee personality, age sex, number of dependants, education, intelligence, time on the job etc Certain personality traits have n viewed as an important cause of job dissatisfaction. The existence of neurotic behaviour or personality maladjustment has been found to be the cause of job dissatisfaction but some studies indicate that job dissatisfaction only when the job itself is one of greatest strain. As regard to relationship between education of an individual and his job satisfaction, there no clear research evidence about it. As regards the relationship between the intelligence between individual and job satisfactions it usually depends upon the level and the range Of intelligence and the challenge of the job. (ii) Factor affecting Inherent in the job These factors include the type of work to performed, skills required for work performance, occupational status involved in the job difference in work situation etc. According to Robert Hop pock study - the job satisfaction varies from almost zero to100 depending upon the job The type of work inherent in the job is very important as a number of researches in this regard have been shown that varied work generally brings about more job satisfaction then does routine work.

(iii) Factors under the control of the management: These factors include security wages & salaries or pay, fringe benefits, opportunities for advancement, working conditions, type and quality of supervision etc. It is believed that industrial employees mostly want to steady work and security for age.

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5.3 Importance and benefits of satisfaction study. Job satisfaction is a set of favourable or unfavourable feelings with which the employees view their work Job satisfaction is a feeling of relative pleasure or pain It typical refers to the attitudes of a single employee Job satisfaction can be viewed as the overall attitude or it can apply to the parts of individuals job. Job satisfaction like an attitude is generally acquired over a period of time as an employ gains more and more information about the work place. Nevertheless, job satisfaction is dynamic for it can decline even more quickly than it developed. Managers may need to monitor not only the job and immediate work environment but also. Their employees attitudes towards other parts of life. Importance to Study Job Satisfaction:The importance to the study the job satisfaction levels is very important for the executives Job satisfaction study importance can be understood as they answer the following questions Is there Room or improvement? Who is relatively more dissatisfied? What contributes to the employee satisfaction? What are the effects of negative employee attitudes?

Benefits of Job Satisfaction Study:Job satisfaction surveys can produce positive neutral or negative results If planned properly and administered they will usually produce a number of important benefits such as: It gives management an indication of general levels of satisfaction in a company Surveys also indicate specific areas of satisfaction or

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dissatisfaction as compared to employee services and particular group of employees. It leads to valuable communication brought by a job satisfaction survey. Communication flows in all directions as people plan the survey, take it and discuss the results. As a survey is a safety value, an emotional release, a chance to things get off. Job satisfaction surveys are a useful way to determine certain training needs. Job satisfaction survey are useful for identifying problems that may arise, company the response to several alternatives and encouraging managers to modify their original plans. Follow up surveys allows management to evaluate the actual response to a change and study its success or failure.

5.4 Job enrichment and its benefits and limitations The modern interests of quality of working life developed through an emphasis on job enrichment. The term was coined by Fredrick Herzberg based on his research with motivators and maintenance factors. Strictly speaking, job enrichment means that additional motivators are added to a job to make it more rewarding although the term has come to apply to almost any effort to human jobs. Job enrichment is an expansion of an earlier concept of job enlargement which sought to give workers a wider variety of duties in order to reduce monotony. The difference between two ideas is illustrated in figure below. Here we see that job enrichment focuses on satisfying higher order needs, while job enlargement concentrates on adding additional tasks to the workers job for greater variety. The two approaches an even be blended together, by both expanding the number of tasks and

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adding more motivators for a two pronged attempt to improve a quality of working life.

Benefits of job Enrichment Job enrichment brings may benefits Its general results is a enrichment that encourages growth and self actualization The job is built in such a way that in motivation is encouraged Because motivation is increased, performance should improve, thus providing both a more human and a more productivity job. Negative affects also tend to be reduced such as turnover, absence grievances, and idle time in tins manner both the workers and society benefit Following is an example of both quality and quality improve meets with enrichment. Limitations of job Enrichment

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Job enrichment has number of limitations as shown in above figure It is more appropriate or some situations than I or others, and in certain situations it may not be appropriate at all. Some1 workers do not want increased responsibility, and other workers do not adapt to the group interaction that is sometimes required. In other words, enrichment is contingent on attitudes of employees and their capability to handle enriched tasks., It can be argued that employees should accepts job enrichment because it is good, but it is more consistent with human values to recognize and respect individual differences of employees.

5.5 Problems In Implementing The Quality Of Working Life Various problems of encountered while implementing the quality of working life programme (QWL) and How these barriers can be overcomes Problems encountered while implementing the quality of working life programme: Bohlander has identified three common problems of implementing QWL programmes. The three areas are: Managerial attitudes Union Influence Restrictiveness of Industrial Engineering

(a) Managerial Attitudes: The philosophy of QWL is based on the belief in worker participation. This implies that management must be prepared and willing to allow its employees, some say or influence on decisions about conditions or processes which affect their work tasks and environment. Traditional managers may, perceive this phenomenon as a challenge to their rights to control and to make decisions which influence workers work and environment. They may not be willing to delegate

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decision making to the rank file level. Managers who hold theory x assumptions and believe that employees are inherently lazy, lack responsibility and require close supervision are likely to resist any attempt towards QWL programmes. Such manager will set objectives for subordinates and will limit employee participation. A change in management attitudes at all levels is important in order that any QWL programme can be successful.

(b) Union Influence : Labour unions can impose a significant influence on the success and failure of QWL programmes union leaders often believe that QWL projects are managements tools o improve productivity or to speed up work performance in order to extract more work from workers without corresponding compensation. Irwing Bluestone, a united auto workers ((JAW) vice president stressed that if management embraces quality of work life programmes as a means to get more work out of the worker, the programme is deemed to failure. He said workers recognize gimmickry worthy of consideration must place the emphasis on creating a climate of job satisfaction and afford the opportunity for whole some human development. It must be genuine, not a productivity play discussed in the guise of human relations.

(c) Restrictiveness of Industrial Engineering: Principles of industrial engineering tend to conflict with QWL programmes. Industrial engineering stresses on task fragmentation and specialization with minimal contribution by employees, while QWL efforts involve job changes to encourage worker initiative and judgment. The conflict may be resolved through careful planning of new plant, space layout and equipment placement Implement in the QWL Programme successfully/overcoming the barriers

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Many writer find to treat QWL programme as an organizational development (OD) process. To be successful QWL schemes require the support and encouragement of all levels of management. The personnel department is expected to perform a far-reaching role in many QWL Projects. Some of the steps required before QWL programme are Top management support Planning QWL programme Work / situation analysis Adequate training people involved in QWL programme Relationship of QWL programme to collective bargaining Other specific areas.

(i) Top Management Support Top management, line colleagues and workers before launching any QWL project Obtaining deep commitment is easier said than done, it requires human relations and interpersonal communication skills Once obtained, it must be sustained for a long period of time (ii)Planning QWL Programme Initial planning is important before launching any QWL programme, it is important to understand the thinking of the work force. As pointed out by Fein workers in some sectors might not want their jobs to be enriched, may not like to be involved in decisionmaking and may not see their jobs as monotonous dull An investigation into workers attitudes, job performances values etc should be incorporated into the planning chart We will have to involve the managers, engineers, workers representatives and even outside consultants at the initial stage

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(iii) Work/Situation Analysis We have to perform the following tasks to enhance QWL Establish a working environment that encourages continuous learning, training and active interest in both the job and the product or service to which the job contributes Such an environment enables a worker to use and develop his personal skills and knowledge which in turn affects his involvement his self concern and the challenge the obtain from the work itself Make the job itself more challenging by structuring it so that an employee can self manage and feel responsible for significant, identifiable output if he desires that kind of responsibility Provide opportunities for continued growth: i.e. opportunities to advance in organizational or carrier terms. (iv) Adequate training for people involved in QWL programme: - All employees should be briefed on the reasons for the introduction of the QWL programme and its likely Impact. Supervisors and line managers should be trained to equip them to function effectively in this less directive more collaborative style. (v) Relationship of QWL Programme to Collective Bargaining: We have pointed out that the establishment of joint / management-union meetings outside the traditional area of collective bargaining tends to arouse both management and trade union suspicion. Personnel managers therefore need to develop clear working strategies outlining the relationship between participation and collective issue can be resolved between the two systems. (vi) Other specific Areas: Other specific areas which involve: To establish a feedback system on employer performance. To review financial incentives such as cost savings and profit sharing where feasible.

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To evaluate and analyze results including failures leading to revised efforts towards continual improvement.

5.6 Job satisfaction survey graph Overall Satisfaction 70 percent of staff respondents and 60 percent of faculty respondents indicated they were satisfied/very satisfied with their jobs. Job-related Dimensions (Staff) Eight of 10 staff respondents are satisfied with working relationships with co-workers (82 %), work schedules and shifts (82 %) and the challenges of their jobs (80 %). More than two-thirds (71 %) are satisfied with benefits and with the ability to balance work and personal responsibilities (68 %). Fewer than half of all staff respondents indicated satisfaction with sense of shared mission (38 %) and my salary/wage (32 %,). Fewer than half of all staff (34 %) agreed advancement opportunities are good.

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The chart below highlights staff feedback to various elements of the survey related to job satisfaction.

Satisfaction with Job-Related Dimensions (percent who are very satisfied or satisfied)

Staff Respondents

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HOW TO DEVELOP SKILL IN THE HUMAN BEING

CHAPTER 6

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6. HOW TO DEVELOP SKILL IN THE HUMAN BEING Motivation

Motivation is defined as the process that initiates, guides and maintains goaloriented behaviors. Motivation is what causes us to act, whether it is getting a glass of water to reduce thirst or reading a book to gain knowledge. Motivation is an important factor which encourages persons to give their best performance and help in reaching enterprise goals. A strong position

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motivation will enable the increased output of employees but a negative motivation with reduce their performance. According to Berelson and Steener A motive is an inner state that energizes, activates or moves and direct or channels behavior towards goals. Features of Motivation Motivation is a Psychological phenomenon Motivation is dynamic and situational. Motivation is not easily observed phenomenon. Motivation is a good oriented process. Motivation is influenced by social and cultural norms.

Motivation is important in organization on account of the following reasons Good human relations Low absenteeism and Turn over Good Co-operate image Higher efficiency

6.1 Problems in Motivation Motivation is a physiological and social process. Motivating the employers involves following problems. Problem of Moderate Motivation: - The superior should know that the motivation can be achieved on a moderate scale. Problem of uneven motivation: An executive should know the individual characteristics which determine the effectiveness of motivational measures to a large extent.

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Motivation is Situational Implementing the concept of motivation is always, action oriented. Problem of Implementation:- It involve the decision as regards to deciding what could be done to motivate an individual. Nature and Feature of Morale Motivation is an Internal Instinct: - Superior should not forget that motivation before nature is an internalized process.

It involves the biological, emotional, social and cognitive forces that activate behavior. In everyday usage, the term motivation is frequently used to describe why a person does something. For example, you might say that a student is so motivated to get into a clinical psychology program that she spends every night studying. Psychologists have proposed a number of different theories of motivation, including drive theory, instinct theory and humanistic theory. Motivation is the force that initiates, guides and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature. Researchers have developed a number of different theories to explain motivation. Each individual theory tends to be rather limited in scope. However, by looking at the key ideas behind each theory, we can gain a better understanding of motivation as a whole. 6.2 Instinct Theory of Motivation According to instinct theories, people are motivated to behave in certain ways because they are evolutionarily programmed to do so. An example of this in the animal world is seasonal migration. These animals do not learn to do this; it is instead an inborn pattern of behavior.

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William James created a list of human instincts that included such things as attachment, play, shame, anger, fear, shyness, modesty and love. The main problem with this theory is that it did not really explain behavior, it just described it. By the 1920s, instinct theories were pushed aside in favor of other motivational theories, but contemporary evolutionary psychologists still study the influence of genetics and heredity on human behavior. Incentive Theory of Motivation The incentive theory suggests that people are motivated to do things because of external rewards. For example, you might be motivated to go to work each day for the monetary reward of being paid. Behavioral learning concepts such as association and reinforcement play an important role in this theory of motivation. Drive Theory of Motivation According to the drive theory of motivation, people are motivated to take certain actions in order to reduce the internal tension that is caused by unmet needs. For example, you might be motivated to drink a glass of water in order to reduce the internal state of thirst. This theory is useful in explaining behaviors that have a strong biological component, such as hunger or thirst. The problem with the drive theory of motivation is that these behaviors are not always motivated purely by physiological needs. For example, people often eat even when they are not really hungry.

Arousal Theory of Motivation The arousal theory of motivation suggests that people take certain actions to either decrease or increase levels of arousal. When arousal levels get too low, for example, a person might watch and exciting movie or go for a jog. When arousal levels get too high, on the other hand, a person would probably look for ways to relax such as meditating or reading a book.

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According to this theory, we are motivated to maintain an optimal level of arousal, although this level can vary based on the individual or the situation.

Humanistic Theory of Motivation Humanistic theories of motivation are based on the idea that people also have strong cognitive reasons to perform various actions. This is famously illustrated in Abraham Maslow's hierarchy of needs, which presents different motivations at different levels. First, people are motivated to fulfill basic biological needs for food and shelter, as well as those of safety, love and esteem. Once the lower level needs have been met, the primary motivator becomes the need for self-actualization, or the desire to fulfill one's individual potential. Although discussed last, humanistic theory is perhaps the most well know theory of motivation. According to this theory, humans are driven to achieve their maximum potential and will always do so unless obstacles are placed in their way. These obstacles include hunger, thirst, financial problems, safety issues, or anything else that takes our focus away from maximum psychological growth. The best way to describe this theory is to utilize the famous pyramid developed by Abraham Maslow (1970) called the Hierarchy of Needs. Maslow believed that humans have specific needs that must be met and that if lower level needs go unmet, we cannot possible strive for higher level needs. The Hierarchy of Needs shows that at the lower level, we must focus on basic issues such as food, sleep, and safety. Without food, without sleep, how could we possible focus on the higher level needs such as respect, education, and recognition?

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Throughout our lives, we work toward achieving the top of the pyramid, self actualization, or the realization of all of our potential. As we move up the pyramid, however, things get in the way which slow us down and often knock us backward. Imagine working toward the respect and recognition of your colleagues and suddenly finding yourself out of work and homeless. Suddenly, you are forced backward and can no longer focus your attention on your work due to the need for finding food and shelter for you and your family. According to Maslow, nobody has ever reached the peak of his pyramid. We all may strive for it and some may even get close, but no one has achieved full self-actualization. Self-actualization means a complete understanding of who you are, a sense of completeness, of being the best person you could possibly be. To have achieved this goal is to stop living, for what is there to strive for if you have learned everything about yourself, if you have experienced all that you can, and if there is no way left for you to grow emotionally, intellectually, or spiritually.

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6.3 Employee Motivation To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at local levels. As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation. Hence while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management. Increasingly the influences of behavioral science discoveries are becoming important not merely because of the widelyacknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks (e.g. more service and professional jobs and far fewer unskilled and repetitive production jobs). The former demand better-educated, mobile and multi-skilled employees are much more likely to be influenced by things like job satisfaction, involvement, participation, etc. than the economically dependent employees of yesteryear. Hence human resource management must act as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of drawing the attention of senior managers to what

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is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy. Keeping teams motivated is one of the toughest things to do. In the old days, this was pretty simple. Just throw money at the team and that would a prime motivator. Things have changed a lot nowadays and it's not that simple. But a few things that one can do to motivate teams are concentrate on factors other than money. Factors like achievement, respect and recognizing the team. Team building is a thankless and tough job, but it's always important since the success of any organization hinges on the success of its various teams and their ability to co-operate with and support each other. Few things we can do are Set difficult but not impossible goals - if there were no goals, football would be strange right? So set goals for your employees which will inspire them to work hard to achieve them. Acknowledge a job well done - back when we were kids, we loved those gold stars right? So, whenever an employee does well, always congratulate him or give him a letter of appreciation. After all they should know that their contribution is important. Follow the leader - if you aren't inspired, then it's hard to expect your team to be right? Set an example cultivating the kind of attitude and work ethic you expect from your team. Bond with your team - the office is always a formal place. People behave differently in a formal setting rather than an informal one. So take your team out to the movies or dinner when a goal has been achieved or a project completed. Take that time to bond with your employees.

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6.4 Motivate Staff to Continue Developing Their Skills

Encourage employees to take ownership of their jobs and to strive for personal excellence. Be knowledgeable, and share resources and referrals. Make sure job responsibilities are clear and useful. Discuss skills that are essential to be successful in the job. Provide opportunities advancement. for increased responsibility and career

Give honest recognition for work achievements. Model the need for continuous learning.

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6.5 Role of Morale in motivation

Morale: The term morale refers to the overall attitudes of individuals and groups in an organization towards their work environment the enterprise and the management It is the byproduct of motivation Generally, term morale is used to describe an overall tone or climate prevailing among members of group, society and association It is a collection of employee feelings sentimental and attitudes towards their jobs, superiors and the company. It reflects state of mind of people arising out of their working and living environment. If the employee appear to feel good happy, optimistic and friendly, there may said to exist good or high morale According to Dr William R Spiegel : Morale means to co-operative attitude or mental health of a number of people who are related to each other on some basis. According to Webster: Morale is a condition as affected by or dependent upon such mental factors as zeal, spirit, hope confidence etc.

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Morale is a by-product of group relationship morale reflects the degree of enthusiastic and willingness with which the members of a group set up to perform the allotted tasks.

Morale is a composite and not a single feeling It is a collection of feelings, sentiments and attitudes Morale is an intangible factor and a relative term. Morale indicates prevailing mood and spirit of group of people It is an indicator o their mental health. Significance is Importance of Morale The importance of morale cannot be overemphasized high morale is important for the successful functioning of an organization as good health for a person What physical health is to physical organism, morale is to a co-operative system. According to R.C. Davis high morale produces the following effects: Willing co-operation toward organization objectives. Loyalty to the organization and its leadership. Good discipline on voluntary conference to rules regulations and orders. A high degree of employee interest in the job and the organization to take it during times of difficulty. Pride in the organization. Strong organizational stamina or the ability of the organization to take it during times of difficulty.

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6.6 Support Performance Development Encourage employees to do an honest assessment of the job responsibilities and determine where they may have skill shortfalls or skills not being fully utilized. Discuss and create a development plan during the performance planning cycle. Endorse employees' attendance at classes and activities that support the unit's objectives, development plans, and goals. Discuss what employees learned in classes and support the integration of new ideas/methods into their work responsibilities. Provide timely behavioral feedback on performance and discuss ways to improve and develop further. Provide opportunities for employees to develop through: Supervisor and peer coaching Cross-training Rotating work assignments Committee and task force assignments Mentoring Internships Campus staff organizations Professional associations Skill assessment programs

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University degree and Extension programs 6.7 Low Commitment Inhibits Employee Development Causes of Low Commitment: Lack of appreciation, reinforcement Low satisfaction, motivation Low employee ownership/involvement Misunderstood/unrealistic expectations Lack of trust Lack of self-confidence Lack of attention to employee's needs Differences in values, personality type, style (with manager, peers, customers, etc.) Workload level (too much, too little?) Current responsibilities unconnected with career ambitions Conflict Personal problems Commitment cannot be taught - however, it can be inspired or supported. Actions to Raise Commitment and Competence Talk with the employee - Consider: Opportunities to learn, practice, perform Revised, realistic expectations Delegation of challenging assignments Special projects

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Job change (additional scope, responsibilities) Coaching and feedback on specific skills Mentoring Sharing of knowledge, experience (from you or others) Observing/ Apprenticing with competent associates Motivated self-study Training on essential skills and competences 6.8 Responsibility for Human Resource Management HR Team Effectiveness for HR efficiency: Frame a clear and easily implementable HR Policies Nurture and develop a motivated HR Team to meet business requirement Develop the collective knowledge of the HR team to handle complex and crisis situation arising due to dynamic and changing business environment Create a complementing skills based team such that various HR aspects can be addressed and there are varied competencies and skills the team has to be handle the entire gamut of HR responsibilities ranging from HR design t0o HR delivery. E.g. recruitment specialist, L&D experts, Business HR Plan and implement an effective HR Plan that is aligned to Business Plan and overall organization people agenda Deliver Business Expectations to attain HR credibility Execute manpower planning and budgeting to have a road-map for recruitment assignments Manpower hiring as per the recruitment plan agreed along with the Business heads/department heads Keep ears to the ground and reach out to all employees through communication with employees at regular intervals to gather insights @

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workplace and feed them back appropriately to the leadership team of the organization Plan and execute suitable interventions to keep the employees motivated Act as a business partner and provide dashboards/analytics to business heads/department heads to help them have a pulse of their team Provide employee development and counseling assistance to employees /team members to enhance employee performance and productivity Take adequate measures to retain good employees, ring fence high potential employees HR Delivery Agenda to executive effective HR practices Ensure Statutory Compliant status at all times In case of a widespread organization, HR visit calendar to all locations is made and followed Executing Employee Engagement initiatives to keep people together and make the workplace exciting, rewarding and engaging Drive an effective Learning and development agenda that impacts the employees and the businesses Evaluate and improvise the current HR Practices to keep with time and external benchmarks Update HR policies in line with the business and organization requirement Keeping and updated Employee Handbook with all relevant details and information Design, update and share SOPs of all HR processes Conduct periodical employee surveys to collate insights @ workplace and in turn design employee interventions accordingly to address concern areas Support and counsel business managers to effectively manage teams to ensure higher employee productivity

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Have an updated repository of Job descriptions for all roles in the organization along with measurable performance indicators for each role Maintain employee records and files in order for ease of reference (both Online and physical copies of the records) Communicate with employees and business heads for better alignment Be astute to handle dynamics at the workplace and help employees to overcome crisis situation 6.9 Motivation to employees by way of some energetic mechanism.

Level 1: Survival motivation The first level of human motivation is concerned with physiological survival. We need clean air, food and water to keep our bodies alive and healthy. We also need to keep ourselves safe from harm and injury. The motivation or our ego at this level of consciousness is self-preservation. Whenever we feel threatened or insecure physically or economically, we shift into survival consciousness. Level 2: Relationship motivation The second level of human motivation is concerned with relationships that engender a sense of emotional belonging. We learn very quickly as young children that if we dont belong we cannot survive. We also learn that in order to belong we need to be loved. When we are loved unconditionally, we develop a healthy sense of relationship consciousness. We like ourselves because we grew up feeling loved for who we are. Level 3: Self-esteem motivation The third level of human motivation is concerned with self-esteem and selfworth. We need to feel good about ourselves and respected by others; not just our immediate family, but also by our peers. We build a healthy sense of self-esteem when we are young by spending quality time with our parents,

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and receiving praise and acknowledgement from thempraise for trying, not just for winning. People with a healthy sense of self-esteem take pride in them and in their performance.

Level 4: Transformation motivation The fourth level of human motivation is concerned with managing, mastering or releasing the subconscious fears that keep you focused on the first three levels of consciousness, and the search for your true authentic self. It is about understanding who you are as a separate unique individual without your parental and cultural conditioning. It is a time for expressing yourself without fear, and it is a time to start the process of uncovering your soul.

Level 5: Internal cohesion motivation The fifth level of human motivation is concerned with finding your meaning in existence by uncovering your soul purpose. What we focus on at this level of conscious is finding an answer to the question, Why am I herein this life, in this body and in this situation? For some, this may appear to be a daunting inquiry. For others, those who were gifted with a particular talent, it may be obvious. If you are not sure or dont know your soul purpose, simply focus on what you love to do, follow your joy, develop your talents and pursue your passion. This will eventually lead you to where you need to be to fulfill your destiny.

Level 6: Making a difference motivation The sixth level of human motivation is to make a difference in the world that surrounds you. It is pointless having a purpose that gives your life meaning if you dont do anything about it. You quickly learn that the difference you

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can make is much bigger if you collaborate with others who share a similar purpose or are aligned with your cause. This is where all the work you have done in learning how to manage, master or release the emotions associated with your subconscious fear-based beliefs pays off. The more easily you are able to connect and empathize with others, the easier it is to collaborate.

Level 7: Service motivation The seventh level of human motivation is selfless service to the cause that is the object of our sole purpose. This occurs when making a difference becomes a way of life. We are now fully imbued with our sole purpose and are living as a soul-infused personality. We are at ease with uncertainty. We will need time for quiet and reflection. We embrace humility and compassion, and we live and breathe your purpose every moment of your day. We know that there is nothing else for you to do with your life. Our ego and our soul are completely merged. Good employees are the bedrock of any organization and there is a constant effort to motivate employees and push the group of good employees to become the best employees. To keep raising the bar and collectively pushing the organization performance to reach at the next level, most organizations introduce structured interventions during the year to push the performance levels of the good employees to become better and reach the higher scale. One of the indicators organizations use to measure this movement is through the Performance Appraisal Exercise. The endeavor is to observe if the employees who qualified as good during the last appraisals have moved to qualify as better or Best in the current year. While the percentage cap of employees rated for each rating scale remaining the same if the individual employee has moved to the higher scale. While the ownership of becoming better employees rests with the employee, organization plays an important role in facilitating such interests

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of employees by motivating them to realize their aspiration. The respective HR Manager plays a crucial role in driving this organization key agenda. 1. Recognition and Attention: This is the most sought after gratification employees want for their work/performance. Also, timely and adequate rewards are one of the greatest motivators for employees to perform better. 2. Learning and Development: Employees who are engaged to their job and are good performers often seek for more learning and development of their skills in order to stay motivated and perform better. Adequate training to help employees perform better is a key support employees seek from the organization. 3. Individual Attention: Every employee needs individual attention from his/her manager or supervisor. a structured session organized by HR such that every employee has a one on one meeting with the manager to coach the employee contributes immensely towards raising employees performance 4. Defined Career Path: Every employee wants to know the career path that is possible for him/her in the organization. While it may not be possible to design career path for each and every employee but a road map of career development within the organization enables an employee to envisage his growth in the organization and he can set a goal for him accordingly. This in turn urges him to perform better. 5. Designation/Job Title: Designations are equivalent to work status for any employee. An employees work esteem is often associated with what he/she is called in the organization in terms of job title. it is also a matter of social prestige for an employee. Organizations that identify this need in employees, often explore innovative designation options that satisfy the employees esteem. 6. Work Culture: Organization culture is the foundation for any employee to thrive in the environment and give his best. Good employees thrive in a

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good work culture and are more likely to contribute and perform better. This is a pre- requisite for any high performing organization. 7. Spot Recognition: Employees today need instant gratification for their work and a spot recognition of a job well done works a long way to motivate the employees to do even better. Immediately after completion of an assignment, any recognition is the most powerful communication that is registered by an employee and that echoes while he performs his next assignment and acts a motivator for him/her to do even better. 8. Project Based Assignments: It is an effective motivating tool to nominate good employees in different organization projects. Some of the employees may also be entrusted with project leadership roles to explore readiness for leadership roles. This helps employees challenge their skills and knowledge often enhancing their overall performance. This also motivates employees to push themselves to be in the cohort from which such nominations are chosen. 9. Role Enrichment/Enhancement: Good employees seek role enhancement /enrichment and such opportunities provided by organizations are often great motivators. Keeping the grade/level/designation same, organizations may explore how to enrich the current role of the employee. Regular and out of turn role enhancements are strong motivators. 10. Team Composition and Spirit: Good team spirit is a very strong motivator for employees to do well. Managers/supervisors should ensure that the team composition and spirit is taken care of at all times to keep employees motivated and help them concentrate in their job at hand and interpersonal relations are taken care of. Organizations may adopt all or some of the above tips to help Good Employees Become Better Employees or motivate employees and demand of their HR Managers interventions that drive each of the agenda.

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As an outcome of a brief survey conducted on what organization do to Motivate Good Employees to Become Better over twenty Indian companies, HR Crest recommends the following ten levels that organizations and HR Managers may use to motivate good employees to become best employees. As HR Business Partner, it gets quite challenging to keep the employees motivated in the dynamic business environment. Even best of interventions at times are not as effective post execution as they may seem on the design table. We also look at the best interventions to create impact often missing the very basic points that may actually help employees to enjoy the workplace and not feel the pressure of much demanding targets. At HR Crest, we interviewed a sample of employees across a few organizations and tried to understand what acts as a motivator for them to be continuously engage with the work place and achieve stretched targets. What are those much desired workplace attributes that make them thrive in a performance oriented organizations and yet look forward to face a new day at work place with energy and enthusiasm. The observations are listed below: Stress Management: Employees constantly seek organizations to provide some support to manage work related stress at workplace. Sustained initiatives in this direction from respective HR manager can go a long way to keep employees agile and prevent the fatigue that demanding work place create. Break the Monotony: Well, we all know that work place does create monotony at times as most of us required to do similar

jobs/assignments/work on a regular basis. Most of the employees visit the same work desk switch on the same laptop/computer/use the same pantry and meet the same people over and over again at least five times a week! It can act as a refresher to break this monotony once in a while. HR may

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facilitate some changes every now and then to change some of these that may be changed. Celebrating Occasions: A lot of organizations have the practice of celebrating occasions in office in the form of employees birthdays, special days, festivals etc. While such initiatives do not have a long term impact on employee motivation but they surely work very well on a short term basis. This brings employees together and out of their work desk. It also creates excitement at the work place and breaks the routine. Participation in Seminars/ Conventions: Employees feel sufficiently energized if they are sent to external seminars/conventions and conferences. It not only boosts their learning but also helps them build perspectives due to the exposure. This in turn helps them to connect with their jobs better and also implement best practices in their own area of work. Off Sites/Social Events: Ever had an opportunity where you discovered a completely different personality of an employee during an offsite program or out bound training that surprised one and many? Yes, often employees flower while on outdoors as they are more relaxed and happy in such programs. Such programs are excellent way to help employees discover themselves and more often than not, there is a positive impact of such discoveries at work place. Surprise Time Offs: Try giving an employee a surprise time off after completion of a critical assignment especially if that has involved long work hours for some time. This works wonders! If an important job is well done by an employee, it is a good idea to give half a day or a day off to spend with family or on his/her own. Try it! Recognition from the Board of Directors/CEO: Employees feel immensely gratified if a job well done is being appreciated by the senior most member of the organization hierarchy (Member of Board/Board of

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Directors/CEO/HR Head). Even a simple verbal appreciation acts a strong motivator for the deserving employee. Nomination for a Inspirational Training program: Deserving employees may be nominated for some inspirational training programs or even forums which appeal to their professional ethics or personal interests and values. Employees appreciate such gestures by an organization. Special Interest Groups: Most employees have special interests/hobbies and at times they like to nurture that even while at work place. There are simple and cost effective ways of creating platforms/opportunities and events for employees to nurture the same. In the on-line era, it is an easy task for the HR Manager to appeal to such interests of employees through sporadic and continuous programs. Create Your Own Unique Program: HR Managers may work on creating simple programs unique to the organization and employees that identify with the prevailing work ethics and environment of the organization.

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BETTER QUALITY OF GUIDELINES TO ENHANCE THE POTENTIALITY

CHAPTER 7

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7. Better quality of guidelines to enhance the potentiality. Guidelines Be job specific, covering a broad range of jobs in the organization Align with your organizations strategic direction and culture Be practical and easy to understand and use Provide an accurate picture of each employees performance Include a collaborative process for setting goals and reviewing performance based on two-way communication between the employee and manager Monitor and measure results (what) and behaviors (how) Include both positive feedback for a job well done and constructive feedback when improvement is needed Provide training performance and development opportunities for improving

Ensure that employee work plans support the strategic direction of the organization Establish clear communication between managers and employees about what they are expected to accomplish Provide constructive and continuous feedback on performance Identify and recognize employee accomplishments Identify areas of poor performance and establish plans for improving performance Support staff in achieving their work and career goals by identifying training needs and development opportunities Support administrative decision-making about promotions, terminations, compensation and rewards

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Provide legal documentation to demonstrate due diligence for legal challenges related to dismissal or vicarious liability (an employer can be held liable for the acts or omissions by its employees during the course of employment) The establishment of an effective performance management system requires time and resources and therefore, the support of the board, the executive director and other senior managers. When developing a new performance management process, an organization can strike up a committee made up of employees, managers and board members to increase buy-in, understanding and support for the process. Management support to act upon the outcomes of the performance management process is also necessary to ensure that good performance is recognized, inadequate performance results in the necessary support and/or training to improve performance and consistently poor performance results in a change of responsibilities or termination, as appropriate. Whether you are introducing a new performance management system or if you are modifying an existing process, it is critical that you communicate the purpose and the steps in the performance management process to employees before it is implemented. Also remember to review your new performance management system after the first year and make adjustments as necessary. 7.1 Phases of Performance Management

Phase 1: Plan Phase 2: Monitor Phase 3: Designing an performance assessment form Performance management for executive directors 360-degree feedback

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Phase 1 Plan The planning phase is a collaborative effort involving both managers and employees during which they will: Review the employees job description to determine if it reflects the work that the employee is currently doing. If the employee has taken on new responsibilities or the job has changed significantly, the job description should be updated. Identify and review the links between the employees job description, his or her work plan and the organizations goals, objectives and strategic plan. Develop a work plan that outlines the tasks or deliverables to be completed, expected results and measures or standards that will be used to evaluate performance. Identify three to five areas that will be key performance objectives for the year. The choice of areas may be determined by the organization's strategic plan, by the employee's desire to improve outcomes in a certain part of their job, or by a need to emphasize a particular aspect of the job at this time. These are objectives that are critical to the overall success of the position. If the employee does not meet his/her critical objectives then overall performance will be evaluated as unsatisfactory. Identify training objectives that will help the employee grow his or her skills, knowledge, and competencies related to their work. Identify career development objectives that can be part of longer-term career planning. Both the employee and manager need to sign off on the proposed work assessment plan. A copy of the plan should be given to the employee and another should be kept in his or her confidential personnel folder.

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Setting objectives and measurements Often the most difficult part of the planning phase is finding appropriate and clear language to describe the performance objectives and measures or indicators of success. Managers need to ensure that the objectives are a good representation of the full range of duties carried out by the employee, especially those everyday tasks that can take time but are often overlooked as significant accomplishments. Objectives and indicators need to be SMART Specific Specify clearly what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished. Measurable Ask questions such as: How much? How many? How will I know when it is accomplished? Multiple measures should be used if possible, for example, quantity, quality, time frame and cost. Attainable Assure there is reasonable path to achievement and feasible odds that you will get there. Realistic The objective needs should match the level of complexity with the employee's experience and capability and no insurmountable forces outside the control of the employee should hinder its accomplishment. Time-bound Be clear about the time frame in which performance objectives are to be achieved. In most cases, objectives are to be completed by the end of the performance review period.

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Phase 2 Monitor For a performance management system to be effective, employee progress and performance must be continuously monitored. Monitoring day-to-day performance does not mean watching over every aspect of how employees carry out assigned activities and tasks. Managers should not micro-manage employees, but rather focus their attention on results achieved, as well as individual behaviors and team dynamics affecting the work environment. During this phase, the employee and manager should meet regularly to: Assess progress towards meeting performance objectives Identify any barriers that may prevent the employee from accomplishing performance objectives and what needs to be done to overcome them Share feedback on progress relative to the goals Identify any changes that may be required to the work plan as a result of a shift in organization priorities or if the employee is required to take on new responsibilities Determine if any extra support is required from the manager or others to assist the employee in achieving his or her objectives Continuous coaching Performance management includes coaching employees to address concerns and issues related to performance so that there is a positive contribution to the organization. Coaching means providing direction, guidance, and support as required on assigned activities and tasks. As a coach, managers need to recognize strengths and weaknesses of employees and work with employees to identify opportunities and methods to maximize strengths and improve weak areas. The role of the coach is to demonstrate skills and to give the employee feedback, and reassurance while he or she practices new skills.

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Good listening skills on the part of the coach, together with the ability to deliver honest feedback, are crucial. In a coaching role, you are not expected to have all the answers. The strategic power of any coaching dialogue lies primarily in the coach's ability to ask the right questions.

Providing feedback Positive feedback involves telling someone about good performance. Make this feedback timely, specific and frequent. Recognition for effective performance is a powerful motivator. Constructive feedback alerts an individual to an area in which performance could improve. It is descriptive and should always be directed to the action, not the person. The main purpose of constructive feedback is to help people understand where they stand in relation to expected and/or productive job and workplace behavior. Often, it is the positive and supportive feedback that is most readily and easily shared, while finding the right way to provide constructive feedback to address a particular performance issue can be more daunting. If an employee is not meeting performance expectations, managers need to provide constructive and honest feedback. It's important to do this when an issue first arises - before it escalates into a significant problem. Here are a few points to consider when giving constructive feedback: Think through what you want to address in the meeting, confirm the facts of the performance issue and make sure you know and can describe what happened or is happening Be clear about what the issue is and about the consequences if the employee's performance does not improve

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Plan to meet in a location where there will be privacy and minimal interruptions (note that in a unionized environment, you may have to invite a union representative to be with the employee during the discussion) Be calm, so that you can approach the discussion objectively and with clarity State the facts Using a non-threatening tone, describe the performance issue in an objective, factual, nonjudgmental way, providing specific examples Identify the negative impact on people in the workplace or on the organization Phase 3: Designing a performance assessment form Keep your staff productive and motivated by conducting regular performance evaluations. Performance evaluations, which provide employers with an opportunity to assess their employees contributions to the organization, are essential to developing a powerful work team. Yet in some practices, physicians and practice managers put performance evaluations on the back burner, often because of the time involved and the difficulties of critiquing employees with whom they work closely. The benefits of performance evaluations outweigh these challenges, though. When done as part of a performance evaluation system that includes a standard evaluation form, standard performance measures, guidelines for delivering feedback, and disciplinary procedures, performance evaluations can enforce the acceptable boundaries of performance, promote staff recognition and effective communication and motivate individuals to do their best for themselves and the practice. The primary goals of a performance evaluation system are to provide an equitable measurement of an employees contribution to the workforce,

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produce accurate appraisal documentation to protect both the employee and employer, and obtain a high level of quality and quantity in the work produced. To create a performance evaluation system in your practice, follow these five steps:

1. Develop an evaluation form. 2. Identify performance measures. 3. Set guidelines for feedback. 4. Create disciplinary and termination procedures. 5. Set an evaluation schedule. It is also advisable to run the finished system by your attorney to identify any potential legal problems that should be fixed. A performance evaluation system can motivate staff to do their best for themselves and the practice by promoting staff recognition and improving communication. Evaluations should be conducted fairly, consistently and objectively to protect your employees and your practice. An effective performance evaluation system has standardized evaluation forms, performance measures, feedback guidelines and disciplinary procedures. 1. Develop an evaluation form. Performance evaluations should be conducted fairly, consistently and objectively to protect your employees interests and to protect your practice from legal liability. One way to ensure consistency is to use a standard

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evaluation form for each evaluation. The form you use should focus only on the essential job performance areas. Limiting these areas of focus makes the assessment more meaningful and relevant and allows you and the employee to address the issues that matter most. You dont need to cover every detail of an employees performance in an evaluation. For most staff positions, the job performance areas that should be included on a performance evaluation form are job knowledge and skills, quality of work, quantity of work, work habits and attitude. In each area, the appraiser should have a range of descriptors to choose from (e.g., far below requirements, below requirements, meets requirements, exceeds requirements, far exceeds requirements). Depending on how specific the descriptors are, its often important that the appraiser also have space on the form to provide the reasoning behind his or her rating. PERFORMANCE EVALUATION REPORT Employees name ____________________________________________ Position ________________________________________ Type of review ______________________________________________ Review date _____________________________________ QUALITY OF WORK HOW WELL DOES THE EMPLOYEES OUTPUT MEET THE QUALITY STANDARDS FOR THIS JOB? Consider accuracy, thoroughness and neatness. If a major part of this job is of a service nature, consider how acceptable the service is. Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements Reasoning: --------------------------------------------------------------------------

QUANTITY OF WORK Consider the amount of work accomplished and the employees ability to meet deadlines.

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Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements Reasoning: --------------------------------------------------------------------------WORK HABITS Consider the employees planning skills, time management, safety, housekeeping, attendance, dependability and compliance with office practices. Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements Reasoning: --------------------------------------------------------------------------ATTITUDE Consider how well this employee works with others and his or her willingness to take instructions and cooperate. Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements Reasoning: --------------------------------------------------------------------------JOB KNOWLEDGE AND SKILLS To what extent does this employee possess and use required knowledge and skills? Consider the use of experience, judgment, skills and knowledge to perform assigned tasks. Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements Reasoning: ----------------------------------------------------------------------------

HOW DO YOU RATE THIS EMPLOYEES OVERALL PERFORMANCE? Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements

HOW DO YOU RATE THIS EMPLOYEES PROGRESS SINCE THE LAST APPRAISAL? Far below requirements Below requirements Meets requirements Exceeds requirements Far exceeds requirements

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Employees _____________Date______________________________ Appraisers _____________Date______________________________

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Performance evaluations for those in management positions should assess more than just the essential job performance areas mentioned above. They should also assess the employees people skills, ability to motivate and provide direction, overall communication skills and ability to build teams and solve problems. You should have either a separate evaluation form for managers or a special managerial section added to your standard evaluation form Identify performance measures. Standard performance measures, which allow you to evaluate an employees job performance objectively, can cut down on the amount of time and stress involved in filling out the evaluation form. Although developing these measures can be one of the more time-consuming parts of creating a performance evaluation system, its also one of the most powerful. If you have current job descriptions for each position in your practice, youve already taken the first step toward creating standard performance measures, which are essentially specific quantity and quality goals attached to the tasks listed in a job description. A job description alone can serve as a measurement tool during an evaluation if, for example, youre assessing whether an employees skills match the requirements of the position. But standard performance measures take the job description one step further. For example, one task listed in a receptionists job description might be entering new and updated patient registrations into the computer. The standard performance measure for that task might be to enter 6 to 12 registrations per day (quantity) with an error rate of less than 2 percent (quality).

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7.2 STANDARD PERFORMANCE MEASURES: RECEPTIONIST

Quantity Description of task Answer calls Triage calls Document messages phone 2030 incoming 5075 incoming (daily) 90120 Quality Answer in fewer than three rings Transfer to appropriate

department within 45 seconds Document detailed message with an error rate of less than 2%

Greet arriving

patients for

2030

Greet within 45 seconds of arrival by smiling and using patients name

appointments Prepare arriving 2030

Route existing patient charts within 3 minutes of arrival and new patient charts within 7 minutes of arrival 90% of the time

patient charts and route to nurse

Enter updated

new

and patient into

612

Enter registrations with an error rate of less than 2%

registrations computer

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Standard performance measures can even objectively measure some of the more subjective job performance areas, such as work habits. For example, you can establish an objective measure for attendance by defining the acceptable number of times an employee can be tardy or absent during a specific time frame. However, standard performance measures dont always work for other subjective areas, such as attitude. In these cases, its still important to be as objective as possible in your evaluation. Dont attempt to describe attitude, for instance; instead, describe the employees behavior, which is what conveys the attitude, and the consequences of that behavior for the practice. For example: This employee has failed to support her co-workers. When another member of her department is absent, she refuses to take on the additional tasks required to process patients in a timely manner. This behavior causes patient backlog, places a burden on staff and compromises effective teamwork. To begin developing standard performance measures in your practice, review the job descriptions for each position and select the key components of the job that can be specifically measured. Then, work with the employees in each position to gather quantitative data, examine historical patterns of volume and determine qualitative measurements that reflect the practices mission and goals. Depending on how large your practice is and how many positions need standard performance measures; you may want to select a committee to develop them. Then, with help from the employees in each position, the supervisors should maintain them. Its important to keep job descriptions and standard performance measures as current as possible. Otherwise, when an employee doesnt measure up to the standards youve set, you cant be sure whether he or she has a performance problem or

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whether your expectations of the position have become unrealistic based on increased volume or a change in circumstances. 7.3 REWARDING PERFORMANCE WITH PAY If your practices pay increases are based on merit, it may be appropriate and efficient to review an employees salary at the time of the performance evaluation. Such a direct link between performance and pay could make you and your employees take the performance evaluations even more seriously than you might have otherwise. However, if your pay increases are based only partially on merit and partially on annual changes in the Consumer Price Index, it may not be quite as easy to review and change individual salaries at various times during the year. Whether you plan to include a review of the employees salary during each performance evaluation should be communicated to all employees verbally and in writing when they are hired. It is important that employees understand this so that their expectations are realistic and they are not disappointed. Set guidelines for feedback. Feedback is what performance evaluations are all about. So before you implement your performance evaluation system, make sure that everyone who will be conducting evaluations knows what kind of feedback to give, how to give it and how to get it from the employee in return. Give balanced feedback. Dont make the common error of glossing over an employees deficiencies and focusing only on his or her strengths. It is by understanding their weaknesses that employees can take ownership of their performance and role in the practice. And when given the support they need to make improvements in these areas, employees learn to take pride in their work and are willing to take on new challenges with confidence.

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Outline expectations for improvement. When you address areas where improvement is needed, outline your expectations for improvement and how you intend to help the employee meet them. For example, if an employee is speaking harshly with other employees and does not seem tolerant with patients, give the employee some examples of his or her behavior and offer some suggestions to resolve the problem, such as role-playing sessions or a communication skills/customer-service workshop or seminar. Define the boundaries by letting the employee know what is acceptable and what will not be tolerated, and then establish a plan for monitoring performance and re-evaluating the employee. Encourage feedback from the employee. After youve discussed the results of the evaluation with the employee, encourage him or her to give you some non-defensive feedback. Ask the employee whether he or she agrees with your assessment, and/or invite suggestions for improvement. For example: You seem to become impatient and short with patients when the physician is running late. Since there are times when running late cannot be avoided, how do you suggest we handle this to avoid such a reaction? This should lead to an open exchange of information that will allow you and the employee to better understand each others perspective. Create disciplinary and termination procedures. In some cases, even after a thorough performance evaluation and a discussion of expected improvements, an employee will continue to perform poorly. You need to be prepared to handle such a situation by having welldefined, written disciplinary and termination procedures in place. These procedures should outline the actions that will be taken when performance deteriorates a verbal warning, a written warning if there is no improvement or a recurrence, and termination if the situation is not ultimately resolved.

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Verbal warning. This should be given in private, with the behavior or reason for the discipline clearly stated. For example: I observed you talking disrespectfully to another employee at the front desk. You said she was brain-dead and tossed a chart at her. We will not tolerate disrespect in the work-place. Furthermore, this outburst could be overheard from the reception room. If this occurs again, a report will be written up and placed in your file. Do you understand the importance of this? After the verbal warning is given, allow the employee to respond, but keep the exchange brief. Written warning. How you handle the written warning plays a critical role in the success of your disciplinary and termination procedures. This is the time to make it clear to the employee just how serious his or her performance problem is. Unfortunately, many practices fail to do this and/or to follow through with termination if necessary. Once the written warning is mishandled in this way, it no longer has any merit. A standard, written, warning form should include the following: A description of the behavior or problem that includes objective findings, The measurable actions and changes expected of the employee, The support the employer will provide for improvement, A description of what will occur (e.g., unpaid time off or termination) and when (e.g., after one more occurrence or two) if the warning is not heeded, The signature of the employee and appraiser and the date of the warning

Termination: Explain the reason for the termination but do so briefly and objectively to avoid getting into an elaborate discussion that puts you in a defensive position. Validate the employee as a person, perhaps by giving a

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positive slant to the employees potential in the job market. For example, although an employee might have been a poor file clerk for you because he or she didnt pay attention to detail, the employee may have a friendly personality that would make him or her a good telephone operator. Also, let the employee know what will become of any accrued vacation or sick leave, pension benefits, etc. Know your states laws on these issues. Finally, ask if the employee has any further questions and then assist the employee in retrieving all of his or her belongings and leaving with as much dignity as possible. If you handle termination well, you are less likely to have an employee who wants to get even by badmouthing you in the community or seeking legal revenge. Set an evaluation schedule. Once youve built your performance evaluation system the evaluation form, the performance measures, the feedback guidelines and the disciplinary procedures you just need to decide when to conduct the performance evaluations. Some practices do all employee evaluations at the same time of year, while others conduct them within 30 days of each employees anniversary of employment (the latter may work better since it spreads the work of the evaluations out for employer and employee). However you decide to schedule the evaluations, ensure that each appraiser consistently meets the deadline. Ignoring employees overdue evaluations will make them feel devalued and may hurt morale and performance. The last analysis A performance evaluation system should be a key component of your practice structure. When implemented effectively, it ensures fairness and accountability, promotes growth and development and encourages a sense of pride in your employees contributions to the practice.

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CHAPTER 8
UNDERSTAND THE NATURE OF EMPLOYEES TO MINIMIZE THE ERRORS

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8. Understand the nature of employees to minimize the errors The quality of employee relations is difficult to determine and the criteria by which it may be assessed are influenced by perspective. In everyday language, the term error is used in a very broad sense. For a more detailed discussion of the topic, more precise definitions are needed. Errors can only be associated with actions with a clear intention to achieve a specific intended outcome. Therefore, uncontrolled movements, e.g. reflexes are not considered errors. The error itself by definition is not intentional, but the original planned action has to be intentional. Furthermore, it is assumed in the above definition that the outcome is not determined by factors outside the control of the actor. The fundamental difference between errors and violations is that violations are deliberate, whereas errors are not. In other words, committing a violation is a conscious decision, whereas errors occur irrespective of ones will to avoid them. Cases of intentional sabotage and theoretical cases of unintentional violation, therefore, it is important to realize that within the scope of our discussion a person committing a violation does not intend the dramatic negative consequences which sometimes follow a violation usually it is believed bona fide that the situation remains under control despite the violation. So far we have examined different interpretations and meanings attached to the term employee relations and in so doing have touched upon differences between employee and industrial relations. We have learned that the employment relationship does not occur in a vacuum and indeed that there are various different contexts together comprising the overall environment. You have also been introduced to the notion of a psychological contract between employee and employer and the range of different interests and expectations of the parties.

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The employment relationship is characterized by a range of potential and different forms of attachment, some of which may imply employee commitment to the values of the organization and some of which acknowledge more instrumental or calculative motives. There are also differing perspectives upon this relationship and, in particular, we have examined three, each of which has implications for the way in which the issues of conflict and/or cooperation between labour and capital are perceived. Integral to this is the question of whether these two sets of interests can coincide. It is worth noting that many sources, even in the domain of aviation safety, use the term error in a wider sense, covering both errors (as defined here) and violations. Errors can further be divided into the two following categories: Slips and lapses are failures in the execution of the intended action. Slips are actions that do not go as planned, while lapses are memory failures. For example, operating the flap lever instead of the (intended) gear lever is a slip. Forgetting a checklist item is a lapse. Mistakes are failures in the plan of action. Even if execution of the plan was correct, it would not be possible to achieve the intended outcome. Plans that lead to mistakes can be deficient (not good for anything), in appropriate good plans (good for another situation), clumsy (with side-effects) or dangerous (with increased risks). Trade unions are one of the major actors in the employee relations system. We have examined a number of definitions, why they emerge, why people tend to join and also what appear to be the factors that facilitate membership. We explained the different objectives that unions may have and, in particular, the difference between, and relevance of, the distinction between political and business unionism. In examining structures, we identified the relevance of membership base and also discussed the issue of internal

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government and democracy, paying particular attention to the range of factors that may be used as criteria for assessing the extent to which unions are or are not democratic. We examined the question of levels of trade union membership and how it varies from one country to another and over time and what the various explanatory variables may be; particular attention was paid to the issue of decline and also to the relevance and importance of the question of trade union recognition. Finally, in the context of the challenges confronting the trade union movements in many developed countries, we examined some of the debates that have been ongoing about how best to secure the survival and future of trade unionism. It became apparent when examining these debates that central to them are differing perceptions concerning:

Appropriate and legitimate objectives; The reasons why people join and their expectations from membership; The need to identify and enter new markets; and The nature of an appropriate relationship with employers.

The world of business management is not all about cash flow, spreadsheets, and marketing, there is the tricky business of human behavior that must be attended to. Most business managers who studied management in school spent a lot more time in accounting and economics class than they did in psychology class and sometimes human behavior can be quite a mystery.

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Here are a couple of tips to help you understand the behavior of your employees. Employees are "trainable"-at one level, humans are just animals and our behaviors can be understood as a series of stimulus and response patterns. At a very basic level, we repeat behaviors that have worked for us in the past and fail to repeat behaviors that have not worked for us. This concept is called behaviorism and it says that when employees are rewarded for good behavior, they will repeat the behavior. In a bad job, the only reward an employee gets is a paycheck and he or she will do as little as possible to keep getting that reward. In a good job, there are constant rewards; even praise can be considered a motivating reward that encourages good behavior. An interesting thing to note about behaviorism is that punishment is only used to reduce behavior. If you want any sort of behavior to increase, you need to reward the behavior, not punish a person for lack of it. For example, if you want an employee to clean up their area at the end of the shift, punishment for not cleaning will not instill the behavior (although it might work for a while). If you truly want to change behavior, you need to give a reward for cleaning the area. This doesn't mean you need to follow your employee's around throwing treats all day long. The reward can be, "as soon as your area is cleaned, you can go home". If going home is rewarding, that will soon become associated with cleaning the area. You don't want to get in the habit of treating employees like pets, but it is good to understand the basic nature of human behavior and how reinforcement works. Employees need to feel empowered-big behavior problems can result from employees feeling powerless in their roles. Feeling powerless can manifest itself in different ways with different employees; some will take a passive aggressive stance, gaining power by what they don't do rather than what they do do. Other employees might respond to feelings of powerlessness by more

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aggressive means, like gossiping and badmouthing the company. Still others might take out the feelings on subordinates or even on their customers. To help your employees feel empowered, they should have a say in setting their own goals and they should always be treated with dignity and respect. Another way to empower your employee is to support the employee in a public situation. If they make a decision, do not usurp their power by correcting them in public (of course, there are exceptions to this rule) instead, support the decision and then discuss other options later, in private. Empowered employees make great employees; underpowered employees make bitter enemies that are hard to deal with. Understand cultural differences-human behavior is largely influenced by culture. If you find that you don't understand the behavior of an employee, you might want to consider the cultural background of the employee. As a manager, you should educate yourself, learning what you can about the person's cultural heritage. In some Asian cultures, people are encouraged never to offer an opinion unless they are asked. If you have an employee with a similar background, you might need to ask for feedback more than you would from an American who values individual opinion and freedom of speech. Employees need to focus on learning negotiation skills because we engage in the negotiations practically every day through our interactions with our colleagues, our clients or suppliers. Interpersonal interactions can be simple or complex. Mostly, negotiation is about problem solving or finding creative solutions. By elevating our negotiation skills, either through negotiation skills learning from training or from the tough teacher of on the job hard knocks school, we can increase our ability to communicate, listen and negotiate more effectively. There are many empowering reasons why an

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employee should proactively seek to raise the level of their negotiation skills. 8.1 Five Negotiation Skills Learning Incentives: 1. Professional Development and Career Advancement By learning negotiation skills we will develop and evolve into better employees. As employees we will become more effective in whatever employment capacity we find ourselves in, due to our learning invaluable negotiation skills. We will become better problem solvers and learn how to navigate our way through conflict and disputes with greater ease and accomplish better business results along the way. Negotiation skills will enable us to achieve a more powerful rapport with our co-workers, managers and especially with our clients or suppliers. Increasing our negotiation skills will help us to elevate our own career paths because we will have a better understanding of the needs of both management and our clients.

2. Conflict resolution One of the most vital areas where negotiation skills offer us a considerable advantage is in learning to resolve conflicts. Negotiation can resolve conflicts more smoothly because the process revolves around our ability to proactively communicate and listen. We learn to understand not just the positions being adopted in a conflict; we learn to uncover the reasons behind the positions. The ability to resolve a conflict by striving to find a creative solution can only elevate our value as a member of the team. 3. Problem Solving Negotiation is about solving problems. Every day we are challenged by a variety of problems ranging from mundane disagreements to major interpersonal or professional disputes. Each situation is unique, but by the learning and practicing negotiation skills we can more readily adapt to the

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vast array of challenges we face. As negotiation skills include problem solving, we can learn an assortment of effective strategies which we can adapt to almost any problem we encounter. 4. Communication A successful negotiation is made possible by learning to communicate proficiently. Negotiation skills require that we learn about exchanging and sharing information. We learn to not only see the world through our own eyes more clearly, but more importantly, we learn to see through the eyes of the people we need to persuade and influence. By gaining a broader and more complete perspective of the situation we can engage with our peers and clients with a greater level of both confidence and ability. Likewise, by learning to listen we will be able to relate and to fully appreciate their interests with a more productive understanding. Few would argue against an employee benefitting through learning to improve their communications skills.

5. Persuasion One of the most positive results which can emerge from developing good negotiation skills is the ability to persuade. Becoming persuasive can only occur when we learn to understand the nature of the problem and through our ability to effectively connect communicating. The ability to persuade is one of the most powerful negotiation skills an employee can have in their skills repertoire. Negotiation is a dynamic process encompassing all of the above motivational rewards for learning the varied negotiation skills that business negotiation demands. Employees can only benefit by learning and developing their negotiation skills. Benefits are enjoyed by both the career enhancement of the individual and the bottom line of the organisation.

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Employees make natural brand ambassadors because theyre already informed on the ins and outs of your company. If you allow them to share in your social media goals and reward them for becoming a part of your voice, youll be leveraging an untapped potential thats right under your nose. This is a chance to hone in on your employees individual strengths and use them to your shared advantage, so get people excited by taking a personal interest and giving them the opportunity to participate in something outside of their normal job duties. Do you have any photo enthusiasts in the office? Give these people the responsibility of being the designated photo takers (If someone always has a camera, all of those great behind-the-scenes moments will be captured and shared). If someone on your team has great writing skills, give him or her task of writing industry-related blog posts on behalf of your company. The key is to have a clear picture of your goals and an understanding of your team so that you can position yourself for success. In addition to gauging your employees individual strengths, you should survey them in terms of how social media savvy they are. Then, you can group the people with similar levels of knowledge together in order to train them more effectively. Its a fine idea to start the web-gurus off with more advanced specifics, but you should teach the newbie group the basics of platform use before moving into what your companys specific social media goals are.

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CHAPTER 9
DEVELOP THE POTENTIAL OF EMPLOYEES BY USING THEIR POSITIVE POWER.

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9. DEVELOP THE POTENTIAL OF EMPLOYEES BY USING THEIR POSITIVE POWER. There are several things a leader/manager can do to make your work environment a positive one and to facilitate a feeling of cooperation, teamwork and joy among your staff. Some of these are: 1. Build Trust Trust is the basic tenant for all relationships, so building an environment of trust is one of the most important things you can do to create a positive work environment. It's a philosophy that must be demonstrated in everything you and your staff does. Trust is about doing what you say you are going to do and being who you say you are. It's about showing your staff in everything you do that you are reliable, responsible and accountable, and that they can rely on you for consistency. Also letting them know you expect the same from them. When your words and behavior are congruent you foster trust. It will take some time for your staff members to learn that you are a person of your word. If they see that you are consistent you will build trust, but if they see your words don't match your behaviors their trust in you will be destroyed. The unfortunate thing about trust is that it takes a long time to build, but it's very fragile and will break easily. Once broken, it takes an even longer time to regain, and it may never be fully rebuilt. Therefore, it is of primary importance that you are aware of all your words and behaviors and insure that they are worthy of your employees' trust. Even when dealing with uncomfortable situations, if you are honest and up front it will make things easier for everyone. What you say and what you do represent who you are. Even if they don't like what you are saying, if you say it honestly, compassionately and tactfully they will respect and trust you.

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Your employees' level of trust will also be determined by how well you keep confidences and don't disclose discussions that have been held in private. They have to know they can talk with you about sensitive subjects and that the information they share with you will be kept in strict confidence. Confidentiality is critical in all aspects of your job. This also applies to never discussing one employee with another, except in positive terms. Any problems you are having with a team member must be kept between you and that employee, and your supervisor, if applicable. A good manager never talks negatively about his/her team. 2. Communicate positively and openly. In order to create a positive work environment each employee needs to feel valued. This is best accomplished through your listening to each person and honoring each one for what s/he has to say. By doing this you will show that you value and respect every individual. One important aspect of communicating openly is to meet with your staff and discuss your organization's philosophy, values, mission and goals. Ask for their ideas and thoughts on how they individually and as a team can help your unit to exemplify these. Then lead a discussion on the ways they all see these being fulfilled within your work group. After your staff has shared their ideas, take time to share your own vision of how you see everyone working together. Share how you see everyone working together as a circle in which everyone is equal and on the same level, rather than a pyramid where supervisors and administrators are at the top, and the staff is at the bottom. Everyone is equal because every job is equally important in fulfilling the mission of the organization. Also share your work ethic, commitment to the job and facility, and your values. Talking about and modeling your own work ethic will set an example of what your expectations are for your staff and their behavior.

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This includes: Being accountable to the job. Showing up on time and with a positive attitude. Being willingly taking on tasks and assignments. Being proud of your facility and that you are a part of it. Treating everyone with respect and in a friendly manner. Focusing on work and leaving personal issues outside the workplace. Seeing your work as an opportunity for continuous personal growth and lifelong learning. Sometimes it helps with a discussion like this to use a board or flip chart and colored pens so you can write thoughts, goals and ideas as your team comes up with them. If they are having a hard time getting started, you can write three of your own goals and then ask the group to add to the list. This exercise will help all of your team members focus on where they would like to see the unit be in the next six months. These goals can then be reviewed at staff meetings to see how they are being met. It's through these means of open communication that each member of the work group understands how they fit into the unit and how they impact where it is going. 3. Expect The Best from Your Staff There is a concept called 'The Self-Fulfilling Prophecy' which states that people generally will perform in the way others expect them to perform. So, if you have high expectations for your staff, treat them as if they are capable, competent people and expect them to function as such, they will rise to the occasion and be the excellent employees you see them to be. However, if you micromanage them, expect them to be mediocre and treat them as if they can't function well on their own, that is the behavior they will give you. A good supervisor always has high expectations for his/her staff and treats them accordingly.

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4. Create Team Spirit One of our basic human needs is to feel we belong to something bigger than ourselves, and for many people that need is met by being part of a supportive work group. As a supervisor, part of your job is to create a feeling of unity among your staff. This unity will help your team members feel valued and that they belong. As a result they will want to be at work, tardiness and absenteeism will be minimal, your team will function smoothly and your unit will be better able to carry out the missions and goals of your organization. To foster this team feeling you must convey to the entire staff that every person plays an important role. Encourage an attitude of cooperation rather than competition. When you create team spirit and identity, staff members will see themselves as a group of people all working for a common goal, rather than a bunch of individuals competing with each other. By letting each member know they are a valued part of the team you will teach your staff members to respect each other for their unique contributions. There are many group exercises designed to foster this kind of unity. One easy exercise is to begin staff meetings by going around the table and having each person say one nice thing about the person on their right or left. Especially things they've noticed about how they care for the residents. Acknowledging behaviors such as the way Madison approaches residents with a gentle touch and always says their name, or how Joe inquires if a resident is warm enough and offers to bring a blanket. The way Ben shows he values the residents by taking the time to listen and ask questions as they reflect on their life and the important job they did in valuing and caring for their family, or the way Mary can always be counted on to step in and help

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when extra hands are needed. Be sure to acknowledge the little things that mean so much to the residents, their families and coworkers that are the mark of an excellent caregiver. An important aspect of creating team spirit is demonstrating that you are open to communication from everyone, including residents, families and staff. When you walk through the unit be sure you smile, are friendly, and acknowledge people you pass. You should always show that you are aware of and care about each person. This will demonstrate to them that you are aware of them as people, and are also aware of what's happening on the unit. By doing this you will also demonstrate that you are willing to listen and are responsive to their needs. Another exercise you can do with your staff to increase their appreciation of each other and feeling of team spirit is called Skill Appreciation. In this exercise team members recognize and appreciate each other for the unique skills each brings to the unit. Take time at one of your staff meetings to focus on this aspect. Give each person a 3 x 5 card and ask them to write their name at the top. Have each person place their card on the table in front of them, and then move one place to the right so they're sitting in front of their neighbor's card. Then ask them to write words of appreciation on the card of the co-worker, including positive personal characteristics, attitudes and skills they bring to the team. Examples may be things like: Ability to relate well with residents and families. Accuracy with med distribution. Ability to detect skin changes on bedridden residents. Having a positive attitude and kind word for everyone, etc. Have team members continue moving around the table and writing on cards until they are back at their original place.

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There are many other ways a supervisor can foster team spirit. Some of these are: Give verbal and written communication to individuals and the group for jobs well done. Make sure team members know a bit about each other's personal life by setting aside 5 minutes at each staff meeting to have one person tell about something positive that's happened in their life in the past month. Find reasons to celebrate together, such as birthdays, birth of a baby or grandchild, moving into a new house, etc., and have small parties to celebrate these events. It's especially good to share your celebration with all the shifts on your unit by asking food services to provide a cake, and putting up a sign or banner in the break room saying "Today We Are Celebrating". By celebrating together you will be connecting the entire staff. Let them know that you are also part of the team by asking your staff what they need from you to make their job more satisfactory, and doing your best to provide it. Schedule stretch exercises that you do together before report. Have different staff members lead the exercises each day. Ensure that humor is part of the daily work environment. Put a humor section on the bulletin board and invite team members to post things they find funny (keeping good taste in mind, of course). Also, encourage them to respectfully find the humor in situations at work. It's important for you as the supervisor to learn to laugh at yourself, and model this for your staff. Let

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them know that since we all are human we make mistakes. It's much better to find the lesson and humor in mistakes than to become upset over them. Do problem solving and awareness exercise at staff meetings. For example: Have your staff members each write a list of 10 things that are important to them, and then have the person next to them cross off one thing. Then talk about what it feels like for them to lose this thing from their life, and relate it to what the residents may be feeling about all they have lost as they age.

5. Give Recognition and Appreciation Whenever you can, 'catch people being good' and make sure they and others know about it. Give recognition and appreciation to everyone at every opportunity. For example: "Susan, I appreciate your organizational skills and the way you organized your team today to deliver quality care." "James, thank you for staying overtime yesterday. I really appreciate your positive, can-do attitude." When verbalizing appreciation try to make it as personal as possible. Rather than just saying something vague like "good job", be specific about the personal quality or skill your team member brought to the task. Recognizing excellent job performance and attitude, and showing appreciation for these things will go a long way towards making your staff members feel that they are a valued and respected part of the team. 6. Give Credit and Take Responsibility Always give credit for success to your staff, and take responsibility when things don't go well. As the boss it's your job to make sure your staff is well trained, capable and competent. If for some reason they fail to perform their job in the expected manner, it's your responsibility to insure that they receive further direction and training so they will perform up to standards.

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7. Be Approachable Always present an attitude of approachability to your staff and customers. Indicate by your manner that you are available and happy to speak with people from all levels and positions. Also, always be prepared to listen to whatever they want to share with you, and validate what you've heard. If they have concerns, tell them you will look into it and get back to them by a certain time. Then be sure you do! It's important that every day you go out and walk about your business in order to connect with people. Be sure that as you walk through the business you smile and make eye contact with everyone you pass. Act in a friendly manner, call people by name, be approachable, and show interest in what's going on. Also, have an open door policy, where anyone at any level is welcome to come talk with you if they feel the need. When they do come talk with you, be aware of your body language. Come around to the front of your desk and sit facing them while you talk so that there is no physical barrier between you. Indicate in everything you do that you respect and care about them and what they are saying. 8. Provide A Positive Physical Environment If at all possible insure that the physical environment on your workplace is clean, bright, attractive and cheerful. Make sure it has as much natural light as possible, and that each staff member has room for their own personal space. 9. Make Staff Evaluations a Positive Experience One of the important duties of a boss is to give staff evaluations. This should be a positive experience for your staff members, and is a great opportunity for you to praise them for their cooperative spirit and all their efforts in doing an excellent job. It's also a good time to thank them for participating by bringing their special characteristics and talents to the unit. Even if you

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need to discuss some areas in which the employee may need improvement, you can still make it a positive meeting by focusing on the good and all that they are doing right. Insure that the staff evaluation is two-way. It's an opportunity for the employee to rate him/herself and also to rate you and your business. It's also the time to mutually create their career goals. Prior to the meeting, ask the employee to write out their evaluation of how they think they are doing in their job. Also ask them to write how they view you as a supervisor, and how they feel about working in your business. You will fill out the organization's standard evaluation form and write your thoughts on the employee's performance. Remember to keep it as positive as possible, and make suggestions in a constructive, encouraging manner. Once you are in the meeting, ask the employee to share what they have written, and then discuss it with them. Then share your thoughts and what you have written. Some things to cover are:

What skills would you like to develop in the next six months? What new knowledge would you like to gain in the next six months? What would you like to do differently with your peers? What can I do to assist you in the process of your development? This is also an opportunity for you to revisit any difficult situations this staff member has experienced in the past six months and insure that they are feeling OK about it and are moving forward. You do this by asking:

How are you feeling now about the conflict two months ago? What else needs to be done to resolve it? Is there anything I can do to help?

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One of the most difficult aspects of a manager's job is counseling an employee who is not performing up to standards. Always put a positive spin on whatever you say, even if it's offering constructive suggestions. When dealing with negatives, separate all emotions from the issues, and deal only with the facts. Ask the worker what s/he can do differently next time. Ask how s/he would like to change his/her behavior in order to perform up to standards. Then create a written work plan to outline what the new behaviors will be and by when they will be implemented. If there has been a problem it should not be a surprise to the employee when it's brought up at the evaluation. It's probably been discussed at the time of the incident, and several follow-up meetings will have been held regarding the progress or lack of progress with this issue. If appropriate, evaluation time is the opportunity for you to voice your appreciation for how the employee has changed his or her behavior to improve the quality of their work. Your role and responsibility as the manager is to support the employee through this process. The outcome may be that the employee will choose to continue working in your business or may choose to leave. At the end of the evaluation process your staff member needs to be able to leave the meeting feeling that he/she has some control and personal power over their work life. This is a basic human need, and it's your job to support them by focusing on their strengths rather than their weaknesses. This doesn't mean you don't address their areas for growth, it just means that you focus on your belief in their ability to perform according to the needs of your business. The bottom line for all of this is to remember that as the manager it's your job to make your work environment one in which people can feel

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comfortable, have fun and can thrive. With a little thought and creativity you can make it happen. 10. Make It Fun Everyone wants to be where people are having fun, so make your workplace feel happy and festive. Find reasons to celebrate together, such as birthdays, birth of a baby or grandchild, moving into a new house, etc., and having small parties to celebrate these events. If possible provide a cake, and put up a sign or banner in the break room saying "Today We Are Celebrating". Ask your employees what would be fun for them and then implement what is feasible. You can tell your colleagues, co-workers and employees how much you value them and their contribution any day of the year. Trust me. No occasion is necessary. In fact, small surprises and tokens of your appreciation spread throughout the year help the people in your work life feel valued all year long. Looking for ideas about how to praise and thank coworkers and employees? The opportunities are endless and limited only by your imagination. You can thank employees in these 40 different ways in your workplace. Here are some more ways to show our appreciation to employees and coworkers. Praise something your coworker has done well. Identify the specific actions that you found admirable. Say thank you Show your appreciation for their hard work and contributions. And, don't forget to say please often as well. Social niceties do belong at work. A more gracious, polite workplace is appreciated by all.

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Ask your coworkers about their family, their hobby, their weekend or a special event they attended. Your genuine interest - as opposed to being nosey causes people to feel valued and cared about. Offer staff members flexible scheduling for the holidays, if feasible. If work coverage is critical, post a calendar so people can balance their time off with that of their coworkers. Know your coworkers interests well enough to present a small gift occasionally. An appreciated gift, and the gesture of providing it, will light up your coworkers day. If you can afford to, give staff money. End of the year bonuses, attendance bonuses, quarterly bonuses and gift certificates say "thank you" quite nicely. Tech Smith staff receive a percentage of their annual salary for their end of year bonus. Almost everyone appreciates food. Take coworkers or staff to lunch for a birthday, a special occasion or for no reason at all. Let your guest pick the restaurant. Bring in bagels, doughnuts or another treat for staff and coworkers. Offerings such as cookies or cupcakes, that you've baked personally, are a huge hit. (Have you tried baking cupcakes in ice cream cones? People love them.) Another hit? Bring chocolate - chocolate anything. Last, but not least, provide opportunity. People want chances for training and cross-training. They want to participate on a special committee where their talents are noticed. They like to attend professional association meetings and represent your organization at civic and philanthropic events.

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These are the ways to show appreciation to employees and coworkers. Stretch your imagination. There are hundreds of other employee and coworker appreciation ideas just waiting to be found. They'll bring you success in employee motivation, employee recognition and in building a positive, productive workplace. Employee appreciation is never out-of-place. In fact, in many organizations, it's often a scarce commodity. Make your workplace the exception. Use every opportunity to demonstrate your gratitude to employees.

9.1 EMPLOYEE ENGAGEMENT A TOOL TO IMPROVE PRODUCTIVITY In a highly competitive market for both customers and talented staff, employee engagement is the current Holy Grail. Many companies realize that maximum productivity doesn't come from just a "satisfied" or "happy" employee. They know that the most productive and loyal employee is known as an engaged employee. Employees are engaged when many different levels of employees are feeling fully involved and enthusiastic about their jobs and their organizations. Engagement is the willingness and ability to contribute to company success the extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy" As the harnessing of organizational members' selves to their work roles, In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions. An organization's productivity is not only measured in terms of profit, new products, customer satisfaction, and employee satisfaction, but also in terms

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of employee engagement. Employees are said to be engaged, when there is a positive attitude towards the work and also a high degree of commitment. An organization's capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.' Thus Employee engagement is a barometer that determines the association of a person with the organization. Engagement is most closely associated with the existing construction of job involvement and flow. Job involvement is defined as the degree to which the job situation is central to the person and his or her identity maintained that job involvement is a Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one's self image. Engagement differs from job in as it is concerned more with how the individual employees his/her self during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. When talked about employee engagement it has given important to all three aspects physically, cognitively and emotionally. Whereas in job satisfaction,

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importance has been given to cognitive side, HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. "But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant".

Explanative statements about:

Employee Engagement "The state of

emotional and intellectual commitment of a person, Group or organization to the entity with whom they are employed." "Engagement is not about "WHAT" our people do. It is the driver of "HOW" they do it and "WHO" they do it for." A positive attitude held by the employee towards the organization and its values. An engaged employee works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.

Why Employee engagement? Conditions that prevent employee engagement seldom alleviate themselves. They should be assessed and addressed as soon as possible. Left to multiply, negative employee satisfaction issues can result in: Higher employee turnover - Employees leave, taking their reservoir of knowledge and experience to another workplace.

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Diminished performance - Competency of the workforce is reduced, at least for short term, until new employees are trained. Lost training investment - Time and money invested in training and development programs for departing workers is wasted. Lower morale - Remaining employees can be overburdened with new duties, in addition the unresolved issues that already prevent their full engagement. To counter the above problems, the firm must take relevant steps to engage their employees in the work.

Four dimensions of employees engagement: What do we get? When employee's needs are met, the positive emotions that result encourage employees to look beyond the work in front of them and to care about the overall welfare of the business. More importantly, it's hard to create passionate, engaged customers without passionate, engaged employees. What do we give? Managers can influence employees' most basic needs by setting clear expectations and providing needed resources. Personally, managers can create meaningful relationships within workgroups and position employees so that they can do what they do best. Professionally, managers can provide challenging work and opportunities to learn, grow, and make significant contributions. What do we belong for? Primarily it is important that the employees have to recognize their contribution towards the growth of the organization which leads to the

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growth of the employees in the organization. They must know about the objectives, vision and mission of the enterprise. How can we grow? Work units that follow these dimensions of engagement perform at a much higher level than work units that fail to meet them. Everyone in the organization should ready to accept the opportunities and challenge the threats faced by the organization. And it is important to know about the strength and weakness of the organization. Some Engagement Drivers should be focus on: Organizations that believe in increasing employee engagement levels should stress and focus on the following Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and HR policies that are focused on the employee. Continuous Reinforcement of People-Focused Policies: Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work, and empowers them. Meaningful Metrics: They measure the factors that are essential to the organization's performance. Because so much of the organization's performance is dependent on people, such metrics will naturally drive the people-focus of the organization and lead to beneficial change. Organizational Performance: It ultimately leads to high levels of trust, pride, satisfaction, success, and believe it or not, fun. 9.2 Measuring the Impact of Employee Engagement: Career Development- Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential. When companies plan for the career

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paths of their employees and invest in them in this way their people invest in them. Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. Immediate management: Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. Performance appraisal: Fair evaluation of an employee's performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Communication: The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Equal Opportunities and Fair Treatment: The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees.

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Pay and Benefits: The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. Health and Safety: Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Co-operation: If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged. Family Friendliness: A person's family life influences his wok life. When an employee realizes that the organization is considering his family's benefits also, he will have an emotional attachment with the organization which leads to engagement Job Satisfaction: Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. 9.3 Benefits of Engaged employees to the organization: Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success.

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They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability and productivity. They form an emotional connection with the company. This impacts their attitude towards the company's clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organization's strategies and goals. Increases employees' trust in the organization. Increases productivity and improves morale. Improve overall organizational effectiveness. Lower attrition rate. Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company.

9.4 Strategies to improve Employee engagement Managers may take up following steps for creating and sustaining employee engagement: 1) Let go off any negative opinions you may have about your employees Approach each of them as a source of unique knowledge with something

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valuable to contribute to the company. Remember that you are co-creating the achievement of a vision with them. 2) Make sure employees have everything they need to do their jobs. Why not build just such an opportunity into your department simply by asking each staff member, or the team as a whole, "Do you have everything you need to be as competent as you can be?" Remember, just as marketplace and customer needs change at daily, so do your employees' needs change.

3) Clearly communicate what's expected of employees - What the company values and vision are, and how the company defines success. Employees can't perform well or be productive if they don't clearly know what it is they're there to do and the part they play in the overall success of the company. Be sure to communicate your expectations - and to do it often. 4) Get to know your employees - Especially their goals, their stressors, what excites them and how they each define 'success. Show an interest in their well being and that, when appropriate, you do what it takes to enable them to feel more fulfilled. 5) make sure they are trained - and retrained - in problem solving and conflict resolution skills. These critical skills will help them interact better with you, their teammates, customers and suppliers. Its common sense - better communication reduces stress and increase positive outcomes. 6) Constantly ask how you are doing in your employees' eyes. Although it can be difficult for managers to request employee feedback - and it can be equally if not more challenging for an employee to give the person who evaluates them an honest response. To get strong at this skill and to model it for employees, begin dialogues with employees using conversation starters such as, "It's one of my goals to constantly improve myself as a

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manager. What would you like to see me do differently? What could I be doing to make your job easier?" Be sure to accept feedback graciously and to express appreciation. 7) Reward and recognize employees in ways that are meaningful to them That's why getting to know your employees is so important. And remember to celebrate both accomplishments and efforts to give employees working on long-term goals a boost. 8) Be consistent for the long haul. If you start an 'engagement initiative' and then drop it, your efforts will backfire, creating employee estrangement. People are exhausted and exasperated from 'program du jour' initiatives that engage their passion and then fizzle out when the manager gets bored, fired or moved to another department. There's a connection between an employee's commitment to an initiative and a manager's commitment to supporting it. A manager's ongoing commitment to keeping people engaged, involved in and excited about the work they do and the challenges they face must be a daily priority

9.5 SPECIAL BENEFITS (3S BENEFITS) THROUGH EMPLOYEE ENGAGEMENT TO IMPROVE PRODUCTIVITY Organizations are facing hard times towards employees retention and it is tough to get things from them and moreover the word "loyal employees" get degrading in this current scenario. To be excel in this competitive environment organization are in need of the above said, these things can be achieved only through employee engagement. If the employees are engaged the organization will get special benefits (3S Benefits) which definitely improve productivity and profitability of the organization. 3S BENEFITS PYRAMID OF EMPLOYEE ENGAGEMENT

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SPIRIT TO SAY: As if the employee gets engaged they have the positive attitude towards the organization. 'Spirit to Say' is evidently achieved if the employee consistently speaks positively about the organization to co-workers and refers potential employees and customers. The spirit of employees lies mainly on the speech. The business activity needs an employee with effective speaking skill. Employee symbolizes the power of confidences. They provide a best capsule of changing negative attitude to positive attitude. And they also refer to other to join in the organization.

SPIRIT TO STAY: It is not enough to say that your symbol confidence but it must also be revealed in action. The spirit to say is not full filed unless it is combined with spirit to stay. 'Spirit to Stay' refers to the employee's intensive desire to be a member of the organization, despite opportunities to work elsewhere.

SPIRIT TO STRIVE: After 2's strategy, the employee has to strive for the opportunities. True employee has to strive to tab the potential business opportunities. When opportunities area tab it is necessary to utilize the resource effectively. 'Spirit to Strive' indicates an extra effort and behaviors that contribute to business success, which in turn improve productivity and profitability of the organization. As if the employee get engaged the organization enjoy the 3S Benefits and also confident enough to face the competitors with competitive advantage.

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9.6 CONCLUSION Employee Engagement resolves around what it takes to get employees to give their best, emotionally and physically, and go that extra mile for the organization. Over a period of time, striking similarities have been found in the factors that drive engagement and the personal investment that employees make to the organization. People are a key component of any company's ability to execute its strategies and achieve its goals. Companies who are better able to engage their people also deliver better business performance and return to shareholders. Thus, employee engagement at all levels must not only be encouraged but also rewarded. One must keep in mind that employees are a company's greatest assets. Their collective ideas, feedback and enthusiasm for what they do can help the business grow and succeed. Some people are naturally wired to give their all and do their best no matter where they work. But the majority of people require the guidance of skilled managers who welcome their ideas, ask for feedback and generate enthusiasm in order to have a sense of purpose and energy about what they do. The productivity seems to be in the direct proportion to the Employee engagement. With all the positive measures offered to the workers with quality and quantity production as the chief aim, it may be of much more good factor for increasing the productivity and performing the organization in a better manner by improving Employee engagement. "Right or smart talent" is a necessity for every organization to thrive and grow. The war for talent is seeing organization going full length to woo, engage and nurture the "right talent". It starts with the attraction stage. While the initial impact is important, how well we manage all the life stages of the employee is critical too. Good work culture makes commitment towards the organization.

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Hence we conclude that organization should raise and maintain Employee Engagement towards employees who require a perfect blend of time, effort, commitment and investment to craft a successful endeavor.

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CHAPTER 10
SYSTEM TO CROP THE POSITIVE ENERGY

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10. System to crop the positive energy Given the choice of dealing with a positive, upbeat employee with a "cando" attitude or dealing with a disgruntled, distracted, uninterested one, which would you choose? No contest. Customers always want the best experience possible; they want it to be easy and pleasant to do business with your company. Enter the real challenge of "Relationship Management," the relationships. Until all of our business is done electronically, and much of it might be, managers, in addition to making sure the work gets done, still need to be concerned with the performance of the most important link in the customer connection - people. Whether answering the phone, fixing equipment, selling a product or reconciling an unpaid invoice, the quality of the interaction between one human being and another is what will be judged by the customer to determine how much you care about them and their business. If the state of your relationship skills does not equal or exceed your sales and marketing skills, your "lifetime" relationship is in danger. As a manager you should know that survey after survey reports that people prefer to do business with a positive, upbeat person. As a customer, you instinctively know that people want to do business with people who enjoy what they are doing, are having a good time doing it and genuinely care about being able to help you solve your problem, or achieve your goals. So, here are some tips on creating a more positive, up-beat, can-do work force

1. Remember, the best teacher is a good example. First examine your own behavior. Are you walking the positive talk or are you mumbling beneath your breath, "3 more days 'til Friday." Take great care to listen to your own language. Do you frame things in the positive, or do you often start your

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sentences with "No." Do you say "Yes, but... a lot, negating the first half of your sentence with your last? If so, purchase a copy of "Learned Optimism" by Martin Seligman for your corporate library and inhale it. Then pass it on. Optimistic people adapt easier to change, are more creative, have more fun and are healthier then pessimistic ones. They live longer too. Think about it, looking for innovation? Think optimism, that's one way to get there.

2. Learn (and teach) the power of positive self-talk. Often our internal chatter is negative. Reprogram your own chatter and then listen carefully for signs of it in others. When you hear someone saying, "Boy am I stupid," gently coach them away from that attitude by replying with "Don't be so hard on yourself, you're not stupid. You may have made a bad decision, we all do, from time to time, let's talk about that, what you've learned, and how to avoid it in the future." Our bodies respond to our self-talk, if we tell ourselves we are disorganized, we behave just that way. Tell yourself, with conviction, you are an organized person, and the behavior will begin to change. Our brain responds literally, like our computers. Learn to replace negative programming with positive.

3. Ban Whining. One whiner in the group can bring everyone down. A whiner is like an infection - it spreads. Put one strong whiner in a room and they can turn it into a pity party. Stop it at the source. Learn to spot them during the interview process. Don't hire them in the first place, unless you are prepared to keep vigilance over their behavior and attempt to change it. Good luck. Whiners love whining. Put a "No whining" sign on your door. 4. Teach people the art of "win/win." In our competitive society we have a win/lose mentality. This may be a good strategy to fill a sports stadium, not

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a good way to run a company. Help people to understand that thinking "Win/Win" opens up the possibility for new solutions. Remember, in the 21st century, its innovation and creativity that will give us the edge, innovation comes from open minds and "possibility thinking." 5. Dump the drama. Melodrama. It sells tabloids, and gets people to watch "Hard Copy" on TV, but it's something you don't need in your company. It saps valuable creative energy. If you've been using "Crisis Management" as your modus operandi, get out of the office, read a few good books, (like Steven Covey's), benchmark with "new thinkers", and learn a new style. Crisis management is pass, wasteful and destructive.

6. Learn, teach and reward "Time-out" stress management techniques. A recent poll says that 90% of all Americans live in a state of chronic stress. YIKES!!!! No wonder customers get treated so poorly. Make sure people understand the role they play in controlling their own stress. We don't have control over circumstances; we do have control of how we perceive them. Take a deep breath, count to ten, walk away (physically or mentally) when you have to and call a "Time-out." Short circuit stress on the way in. Learn good stress management skills and teach them. Reinforce them. "Bob, I noticed how well you reacted with that angry customer yesterday, I was glad to see you take a deep breath and not react defensively good job - you saved a valuable customer and your own health as well. I'm proud to have you on the team."

7. Encourage people to live in the "now." Dwell on the past only long enough to figure out what you want to learn from it, and then move on. Stop talking about "the good old days." What is important is what is going on right now. Give your fullest attention to exactly what you are doing now. Do

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it well, do it right and enjoy it. Customers can always tell if you are giving them your undivided attention, and they really appreciate it.

8. Start a list called "The 10 Best Things about Working Here" Let people add to it and watch it grow. It's fun, positive and a great way to focus people on what's right with your business. After the list is finished start one called "Ten More... Remember you get more of what you focus on.

9. Get psyched! Recognize that almost 80% of what the average person takes in is negative. You've got a job to do. Create a positive sanctuary in your workplace. Develop a corporate library that includes all kinds of motivational literature, audio and videotapes. Play audiotapes and videotapes in lunchrooms; keep inspirational books around, start discussion groups. Create positive energy, people inside and outside the company will feel it and want to come back for more.

10. Don't worry, be happy. Playing upbeat music helps lift your spirits. Challenge the staff to develop the "Happiest" of happy music tapes, a collection of tunes that will keep people smiling and whistling while they work. (They make great coming to and going home from tapes too.)

11. Smile. When you activate the smiling muscles in your face, you activate the "happy" brain chemicals that help you feel good. You can't be depressed when you are smiling, and smiles are contagious. So, smile. As a manager, it's your responsibility to help to create an experience for your customer that has the word "value" all over it. Customers respond better to a company that provides them with a quality product at a fair price served up

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by positive, upbeat, can-do people. Aw come on, who wants to do business with a grump?

10.1 Barriers to success and to creating an accountability culture The energy work started in 1996, and we have evolved the process since that time. The research teams learning is that the process of ongoing pulse dialogues with accountability, alignment and action can work anywhere. Success has been experienced in large, global firms and in smaller, start-up organizations as well as in manufacturing organizations, unionized firms, and in organizations in Brazil, Russia, Japan, Spain, the Czech Republic, and 50 other countries. People around the world, in all jobs want voice; employees want to be challenged; positive energy is a universal construct. What gets in the way of success is not the culture or the employees. The research shows that the biggest barriers to success often are the companys leadership team and/or the human resource department. Fear of the unknown and lack of faith in employees from these two groups (one or the other) leads organizations to limit transparency and visibility, and that kills an accountability initiative. Accountability requires employees having a deep understanding of cause and effect, but if an organization is unwilling to share information with employees, then a climate of accountability cannot be built. Making employees accountable means that first; leaders must be accountable to employees. They must share information, opportunities, and problems and allow everyone to engage in ongoing dialogue about the business and the changing business conditions. As we all begin the New Year and roll out goals and objectives, there is a lot of talk about how to create a climate of accountability.

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This goes beyond the subject of alignment. Leaders can provide clearly established goals to executives, managers and employees, but they also must assure that those objectives are accepted and that employees are accountable.

What we know doesnt work For years, organizations have been trying to create climates of accountability through rigid employee performance management systems. There is an interesting debate being waged on whether we should even keep doing performance appraisals because managers and employees claim its not useful and in fact it may cause more harm than good. On the other end of the spectrum are companies using performance management systems to formally roll out their business goals to everyone in the organization, cascading messages and metrics from the most senior levels of the organization all the way down to entry-level employees. Much of the research that the energy team has done shows that despite the complex efforts to roll out alignment strategies, employees remain confused about direction and how business strategy affects them. This, in many cases, is because the business environment changes quickly, and as a result, the organization alters activities, disorienting employees. About 70 percent of the open-ended comments received from clients and in leadership work focus on direction, with employees and leaders saying that alignment and accountability efforts are not working. 10.2 Lessons from marketing and social networking What does work, in terms of accountability, is positive peer pressure. If one looks to the world of marketing, advertising campaigns designed to create positive peer pressure to buy gadgets and clothes are quite effective. People are accountable to their peers and will pay money to purchase items to fit into peer groups, either at work or at school.

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Face book and other social media are other examples of positive peer pressure. Users are very accountable to their friends and does what it takes to keep up their profile, add pictures, communication, and be part of the ongoing network. Being accountable because you WANT to be accountable appears to work well. The challenge then is how to create an environment where employees and managers WANT to participate in a system that holds them accountable for doing work.

Learning from the Energy Files Energy research and client work proves that accountability increases through positive peer pressure, driven through high visibility. Here is a summary of how the process works:

The core of the energizing process is a pulse dialogue engine that asks employees to provide information on their energy at work and respond to other inquiries about the business. The energy pulsing happens frequently. The Pulse Dialogues (this term is used for the process) match the rhythm of the business. If the organization reviews business data weekly, fortnightly, monthly or quarterly, then the Pulse Dialogues are on the same schedule. Pulse Dialogues are not an event. They are not the annual or every other year survey. Data from pulse dialogues and the associated action-taking process are blended with other business metrics and processes. This puts human and relational capital metrics right into the middle of the business discussions, which means they are taken seriously. Managers are immediately held accountable in the same way they are accountable for other business outcomes (e.g. sales, costs, quality, production goals, etc.).

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The energy metric is coupled with other custom questions that meet the needs of the business on the day the data is being collected. Every organization using the energy system has a unique, customized metrics strategy that can be adjusted on a moments notice to fit changing business conditions. That means managers are accountable not for something set in stone, or a set of questions being used by the competition, but for todays issues that are important to the organization. During implementation, managers and sometimes all employees are involved in helping shape question ideas.

The overall metric strategy is a horizontal (questions spread out over time) versus a vertical process (all questions loaded into a once-a-year big project survey). Pulse dialogues are short and easy to do; trend data are collected. Trust is built over time because employees have experience in submitting data, engaging in dialogues, being part of an action taking process, and learning as recipients of results or news about outcomes.

Reporting is frequent and provided to everyone. If pulse dialogues are done weekly, then reports are delivered weekly; if they are conducted monthly then reports also are provided monthly. The pulsing process is used with all employees, not a random sample. This is because all employees and all managers receive reports. This is what builds accountability. Random sampling results in the HR department or leadership team owning the data because sampling does not provide a sample adequate enough for delivering reports to all managers (not enough people per department for confidential reporting as you drill down into the lower levels of the organization). If a company wants to increase accountability at the line level,

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then the line needs its own data. Thus, the energy pulsing process keeps the pulse dialogues short, and it provides trend data and regular fast reporting to everyone.

Everyone translates to mean ALL employees. At some time in an implementation, when trust is built, all employees get reports. The energy pulsing process is built to give employees personal reports. Every single employee can see his/her own data compared to the trends for the company overall and for other views of the data (e.g. department, location, occupation). This moves accountability from leadership and HR to the manager and to every single employee. Employees own their personal data because ultimately employees are responsible for their work experience. By sharing the data to everyone, visibility to problems and opportunities improves. Transparency increases accountability and alignment.

All employees use the event log (to track their own experience) and the action-taking module. The words action taking are used vs. action planning to remove the passive language that is customarily used in employee-driven survey processes. The action-taking module is attached to reports, providing employees with a tool for reviewing actions taken by others and recording their own actions. The system tracks opportunities, actions against opportunities, return on investment (ROI) when an action is closed and/or an ROI story. The stories are powerful, and we find that the stories travel from one person to another very quickly. Story telling about successful actions is where the positive peer pressure starts to develop. The ROI stories range from very small actions that may have a $300 benefit, to large, organization-wide changes that result in millions of dollars in savings.

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Everyone can nominate actions as best practices. The process builds heroes, and by this competition for doing your best, accountability takes hold in a positive, results-focused way. Accountability for taking action is not the result of threats; its not the outcome of a new compensation or performance management system. Accountability grows out of active, highenergy participation in a process designed to make the workplace better.

Accountability and alignment are outcomes of employees networking and taking action to meet business priorities. The organizational objectives are the focus of all this activity because they are at the core of the metric strategy used to power the pulse dialogues, which kick off the interactive dialogue driving action and results. Creating a positive atmosphere is a leadership quality you can develop. You can be a one-person positive energy creator at your workplace, organization, or school. Anyone can do this. It doesnt matter whether you are in

management or an employee. When you do things to create a positive atmosphere, you are displaying leadership skills that upper management will notice. No matter how negative the people are at your workplace, you still have control over the most important thing - your own attitude. A positive attitude creates positive energy for both the giver and receiver. Just like you cannot see the wind, but you can see the results, you cannot see the positive energy, but you can see the results in yourself and in the people you work with. The following are 5 things you can do -today- to create a positive attitude in your workplace. 1. Greet everyone today with an enthusiastic Hello and a smile and good eye contact. You will get some smiles back creating a positive connection, and positive energy.

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2. End every phone call and email with, Have a great day. Your positive energy will come across, and both of you will feel energized. 3. Give everyone a compliment. Its easiest to say something nice about what they are wearing. Even better, think of a personality quality that you can compliment someone for, such as: You are so creative, detail oriented, dependable, etc that it makes my day so much more pleasant, exciting, enjoyable, etc. 4. Bake some chocolate chip cookies and pass them out. Homemade cookies say, I cared enough to take the time to make them. However, they are easy to bake because you can get the pre-mixed ones in squares at the grocery store, pop them in the oven, and in a few minutes you have a delicious cookie. 5. Good news energizes. Download the Good News Form on our web. It is our gift to you. Write some good news about something at work on it, and post it for all to see, or give it to your supervisor, CEO, school principal etc. Progress and success is compelling. People love to see results, but we often set the goal posts so far out of reach that we never feel we are achieving anything. By the time we get near the objective, the environment has changed and the goals re-defined. Create a winning team by widening the goal posts and bringing them nearer so you can achieve a record score. Break down annual objectives into a series of milestones... baby steps: Assign people responsibility for outcomes and hold them personally accountable for results Paint a picture, tell a story, and create a compelling vision. Use a mix of symbols, metaphors as well as words and numbers to appeal to all thinking and learning style preferences in your team

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Celebrate achievement of each step. "One small step for man ." Encourage people to share their successes and learning's at team meetings, and praises them for doing so. Push for daily progress. And always keep the score! Publicize /communicate results as regularly as possible And last but not least enjoy the journey! Your enjoyment is infectious

To build a strong sustainable shared services team which can keep the pace and continue to deliver over time, I have learnt from tough personal experience that we need to recognize work/life balance to help build resilience into our team members. Flexibility and support for work/life balance have been shown to be key drivers of employee commitment and we as leaders have a really important role to play to avoid burn-out of our high performing/work hard teams. It is often the hard working conscientious members in your team who are positive, willing and volunteer for projects; that are the prime candidates for burn-out and stress related illness. And yet we can influence and change that, and must do so. So as Shared Services Directors and Team Managers how good are we at role- modeling work-life balance, and creating an environment where burnout never happens? Unfortunately, many of us spend much of our time viewing, and/or portraying, ourselves as being either greater or lesser than we really are. 'Bullies', 'push-overs', 'blow-hard', 'milk-toasts', 'know-it-alls' and 'wallflowers', heard them before?? Known people who fit these terms?? Most of us have. Either way the pendulum swings, those who try to act either greater

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or lesser than others have a way of wreaking havoc when they bring their 'wrong-size' into work. They create allies and cliques, spread interpersonal conflict and tension wherever they go, and generally make it a lot more difficult to work effectively. If they do manage to be productive, or to motivate others to produce, it usually comes with a surcharge of low morale and/or resentment by others. These people produce and expend "low energy". A major step toward finding, keeping and sharing positive energy at work is to establish and maintain, to the best of your ability, your proper cognitive, emotional and spiritual 'size'. Ironically, both grandiosity and selfdeprecation frequently stem from feelings of low self esteem or insecurity. The best way to maintain healthy self esteem, avoiding personal and interpersonal ruts on both sides of the road, is to adopt assertiveness principles and practices in your life. As assertiveness principles revolve around equality and respect for one's own, and others', thoughts, feelings, needs, strengths and growing edges. A great way to begin to better respect yourself in the workplace is to regularly give yourself healthy, true reminders, through what are known as 'self-talk statements' that are both realistic and affirming. "I know something." "My ideas have value." "I do some things well." "My contribution makes a difference."

Balancing that healthy effort, you can create a measure of positive energy by simply adding a single phrase to every positive self-talk statement to give yourself: "... and so do others." Another practice - that you may adopt in your work area or team - also promotes assertiveness and positive energy. Known as the "Spectrum Policy", it suggests that before criticizing an idea or statement brought up in a meeting, one must provide at least two positive comments about the idea, and avoid using the word "But...". This simple practice reinforces the notions that even the best ideas have flaws, and even the worst ideas have some merit, or nugget of truth.

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CHAPTER 11
MOTIVATION TECHNIQUES

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11. Motivation techniques Motivation can be induced by the employer or reside within the employee. The manager must identify what actually motivates associates. People tend to do their best work when they are in an environment that makes them feel valued, where they get a pat on the back or a thank you for a job well done. These courtesies may seem simple, but managers sometimes forget to utilize them. Managers can do simple things that can have a great impact on organizational morale to motivate associates to go the extra mile. How is a welcoming environment created to develop motivated associates? Managers sometimes forget the power of the simple courtesies that go a long way in improving the work environment. Importance of motivation in organizations:The success of an organization ultimately depends on how effectively managers are able to motivate their subordinates. In the words of Allen, poorly motivated people can nullify the soundest organization. The following points bring out the importance of motivation 1. Motivated employees always look for better ways of doing a job. 2. Motivated employee is quality oriented. 3. Motivated employees are more productive. 4. Motivated employees remain in the organizations for a longer period of time. 5. To stimulate employee to accomplish desired goals. 6. To boost the employee morale. 7. To develop sound human relations. 8. To develop sound team spirit. 9. To inspire employee for responsible and challenging jobs. 10. To promote healthy competition among employees

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There are several factors managers should keep in mind when thinking about how to recognize and reward associates. Managers should not assume that people feel valued just because they continue to be productive, nor that what works for them, in terms of recognition and reward, will work for others. The "platinum rule" is that you should do unto others as they would have you do unto them. This rule should help create a better motivational environment because associates may feel more appreciated if managers are effectively meeting associates' needs. Employees have higher levels of motivation when they perceive that management cares about their welfare, when they are involved in the management process, and when the management-labor environment is positive. Control stifles motivation while involvement creates a more productive environment. If the workers feel they are being treated fairly and with respect, this attitude will develop and guide their behavior in a positive direction. To be motivated, they must be excited about and interested in their jobs. Activities that can gain interest on the part of workers include employee participation committees, task force efforts, and training programs, opportunities for outside education, newsletters, contests, and congratulatory messages from management The key to motivating employees is remembering that not all employees are the same. Something different makes each employee tick. In order to achieve motivation, managers must know each employee. Managers must have a wide range of motivational techniques available. Each employee has a different set of values and personal experiences that brought them to where they are today. Employees are motivated by learning and should likewise be motivated to learn. Workers should be offered regular opportunities to attend conferences in their field, seminars, or in-housetraining programs. A supervisor can provide the environment in which employees are willing to motivate themselves. The purpose of a motivating environment is to

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encourage every member of an organization to motivate himself to contribute his best effort to the job at all times. A motivating environment is not a permissive environment, but one where the expectations of each employee are for their best work within their capability. A motivating environment is not necessarily one in which all employees are happy all of the time. A motivating environment may produce satisfied employees, which in turn may make many employees happy. A motivating environment exists with conditions of high standards, clear objectives, adequate training, effective leadership, rewards that employees value, and adequate working conditions. The standards to which people are expected to produce should be high, but not so high that they can never reach them. People will produce to the level of expectation as long as it is not excessively high. When a manager delegates work to an employee, he or she should be sure the employee understands all of the standards of the assignment. Every employee wants and needs to know what is expected. This goes along with the standards that have been set. They must have adequate training to be able to do the tasks that they are assigned. Employees may get angry and frustrated if they do not know how to do the job. They want and need to be able to trust their leaders and know that what the leader tells them is true. It is important for supervisors to have integrity and to earn the trust of their employees. When an employee does a good job, the supervisor can reward that employee with something that is valuable to them. If it is expected for the employees to do a good job, then they must have adequate working conditions. Poor lighting, too much noise, or uncomfortable temperatures make it difficult for employees to produce both quality and quantity.

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11.1 Employee Motivation Techniques Motivating employees is an important skill for supervisors, managers, and business owners to have. When developing motivation plans, it is important to recognize the individual differences among employees and realize that not all motivation techniques will work for everyone. Each employee must be evaluated to determine what motivates them the most. Below are several ideas for motivating employees and preventing job boredom or job overload.

REWARDS: People join organization expecting rewards. Firms give rewards in the form of moneyand other benefits in exchange of employees availability, competencies and behaviors. Types of Rewards: 1. Membership and Seniority Based Rewards: In this system a senior employee receives more benefits than his junior. Advancement, pay rises, Retirement benefits and perquisites depends on seniority of employees. 2. Job Status Based Rewards: In this system the firm rewards employees on the status of the job they are holding. Jobs that require more skill and effort, have more responsibility and have difficult working conditions consequently these type of employees would be placed in higher pay grades. 3. Competency based Rewards: In this system, organization links to competencies of employees. Competencies are reflected through skills, knowledge and traits that to desirable behavior. 4. Performance Based Rewards: In this type of system pay is linked to performance Profit sharing

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team rewards Individual rewards

Employee Motivation Through Job Rotation Job rotation, also known as cross-training, can be very effective for employees that perform repetitive tasks in their job. Job rotation allows the employees to learn new skills by shifting them from one task to another. Employee Motivation Through Employee Involvement People want to feel like they are a part of something. Letting the employees be more active in the decision-making related to their job makes them feel valued and important to the company and increases job motivation. Recession can lead to de-motivated staff - just when their input is vital. Here are some motivations techniques that will help to get staff re-energized and engaged at work. To begin with, make sure you have the right conditions in place so that your work culture supports motivation. Make sure you offer: Fair pay and conditions A comfortable, safe, working environment Opportunities for employees to socialize and make friends Clearly defined work responsibilities and goals Education and training opportunities Career opportunities As a manager, you play a key role in building on a solid foundation and motivating employees. Remember that 70% of people leave their boss, not the company. So what can you do to make sure that employees are switched on at work?

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Here are some practical motivation techniques that you can use to improve motivation in your workplace:

1. Treat Employees as Individuals Do you make assumptions about what motivates your employees? Some are likely to be career focused, but others may see their work as a place to make friends and earn money. Find out what motivates employees outside of work. Some enjoy a challenge such as a sporting activity; others may like to be on committees so they can use their organizational skills. Use their innate talents in the workplace where possible to keep them motivated. Set goals which stretch their abilities. Make goals SPECIFIC MEASURABLE ACHIEVABLE RELEVANT TIME FRAMED 2. Treat Employees with Respect Get to know your employees on a personal level, and offer support when needed, even if it is only to listen to their concerns. Ask your employees for their opinions where possible, for example if you are changing systems or introducing new equipment. Being involved in decision making is one of the best motivation techniques. Catch your employees doing something well and praise them - and if you do this in front of others, it makes the employee feel even better. Giving SMART S.M.A.R.T

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employees recognition for their efforts will motivate them to repeat the process. 3. Provide Opportunities for Employee Learning and Development Encourage a learning climate, through structured on-the-job training programmes, job transfers, inter-disciplinary projects and support for further education. Aim to have your employees constantly learning new skills and gaining new knowledge. This will reduce the level of stagnation that can easily occur in a business. Promote from within where feasible - and invest the time and support in developing employees so they can take on new opportunities. Some managers worry that by offering a high level of training to employees, they may leave the business for better opportunities elsewhere. Remember this allows other employees to rise up and take their place! Also the word will spread that you are a good employer - which may encourage a higher caliber of external job applicants.

4. Make the Workplace a Fun Place Having fun is one of the best motivation techniques. And small things can make all the difference... Bringing sweets to team meetings Sharing non-business news through e.g. newsletters Arranging activities such as lunchtime yoga sessions Surprising employees with a birthday cake Asking the employees for their opinion on what would make the workplace a fun place! Job Rotation: Shifting employee from one job to another when a job is no more changeling in order to reduce boredom.

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Empowerment: Empowerment is what young aspirants are looking for in organization. More than monetary rewards it is the feeling that employee owns the job that motivates him. Empowered employees are energetic and passionate.

Goal Setting: Goal setting is one of the most effective and widely practiced techniques of motivation. It is the process motivating employees by establishing performance goals so that it will guide their behavior which is accepted by them and others. True Motivators When considering motivators, longevity and effectiveness are important. Motivators such as fear or incentives have effects that can be counterproductive or short-lived. Thus, the use of internal motivational factors needs to be considered made man to go by motives, and he will not go without them any more than a boat without steam, or a balloon without gas. Find out what motivates man, touch that button to turn the key that makes men achieve. This idea leads to the debate over where change should occur in terms of employee motivation. Simply changing the individual usually takes too much time and effort and does not reap the benefit of helping other employees as much as a company-wide change. However, managers are primarily interested in how to motivate individuals on the job. Their main focus should be designing jobs that meet the demands of the organization as well as the skills and abilities of their employees. Employees are empowered and motivated when they assume additional planning and evaluating responsibilities through job enrichment. In turn, this enrichment will benefit the company because they have employees who are better

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prepared to deal with everyday situations. Managers can increase employee motivation by seeking employees' input on daily decisions. The ability to make good decisions should not be the sole responsibility of the managers, but a concerted effort by individuals with the best knowledge of the situation. When employees are encouraged to make their own decisions, managers should not micromanage, but allow employees to learn from their mistakes and learn to tolerate some learning errors. Other motivators that can be implemented by management include providing social interaction and teamwork, implementing goals and challenges, and instituting employee appreciation programs. At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a motivator; however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate. According to Maslow, people are motivated by unsatisfied needs. The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed. We can relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager is trying to motivate his employees by satisfying their needs; according to Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees will not be motivated. Also he has to remember that not everyone will be satisfied by the same needs. A good manager will try to figure out which levels of needs are active for a certain individual or employee.

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Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money. Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented. Motivated workers are more productive. The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staffs are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production. Nonetheless, Steinmetz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent that all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently. The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors' UK manufacturing plant. This introduced the concept of orientation to work and distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidarity (which prioritizes group loyalty). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy theory. These tend to stress cultural differences

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and the fact that individuals tend to be motivated by different factors at different times. According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. In contrast, David McClelland believed that workers could not be motivated by the mere need for moneyin fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction lay in aligning a person's life with their fundamental motivations. Elton Mayo found that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees. William Ouchi introduced Theory Z, a hybrid management approach consisting of both Japanese and American philosophies and cultures. Its Japanese segment is much like the clan culture where organizations focus on a standardized structure with heavy emphasis on socialization of its members. All underlying goals are consistent across the organization. Its

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American segment retains formality and authority amongst members and the organization. Ultimately, Theory Z promotes common structure and commitment to the organization, as well as constant improvement of work efficacy. In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program: Recognition of employees' individual differences, and clear identification of behavior deemed worthy of recognition Allowing employees to participate Linking rewards to performance Rewarding of nominators Visibility of the recognition process Theory X and Theory Y pertain to employee motivation and have been used in human resource management, organizational behavior analysis, and organizational development. 11.2 Theory X and Theory Y: Theories of employee Motivation Theory X and Theory Y created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s, pertain to employee motivation and have been used in human resource management, organizational behavior analysis, and organizational development. They describe two very different attitudes towards workforce motivation. McGregor felt that companies followed either one of these approaches.

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Description of Theory X In this theory management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of control put in place. A hierarchical structure is needed, with narrow span of control at each level, for effective management. According to this theory employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. The managers influenced by Theory X believe that everything must end in blaming someone. They think most employees are only out for themselves and their sole interest in the job is to earn money. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures. Managers that subscribe to Theory X tend to take a rather pessimistic view of their employees. A Theory X manager believes that it is the manager's job to structure the work and energize the employee. The result of this line of thought is that Theory X managers naturally adopt a more authoritarian style based on the threat of punishment. Critics believe that a Theory X manager could be an impediment to employee morale & productivity. Description of Theory Y Management influenced by this theory assumes that employees are ambitious, self-motivated, and anxious to accept greater responsibility and exercise self-control, self-direction, autonomy and empowerment.

Management believes that employees enjoy their work. They also believe that, given a chance, employees have the desire to be creative at their work

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place and become forward looking. There is a chance for greater productivity by giving employees the freedom to perform to the best of their abilities, without being bogged down by rules. A Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. They believe that the satisfaction of doing a good job is a strong motivation in itself. A Theory Y manager will try to remove the barriers that prevent workers from fully actualizing themselves. Many people interpret Theory Y as a positive set of assumptions about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that create enthusiasm. 11.3 CONCLUSION Though these theories are very basic in nature, they provide a platform for future generations of management theorists and practitioners to understand the changing dynamics of human behavior. Taken too literally, Theories X and Y seem to represent unrealistic extremes. Most employees (including managers) fall somewhere in between these poles. Recent studies have questioned the rigidity of the model, yet McGregor's X-Y Theories remain guiding principles to the management to evolve processes which help in organizational development. A mix of practices which ensure a healthy blend of systems and the freedom to perform at the work place is likely to motivate the employees more. This mix of practices calls for induction of technology into HR. How we can practice Talent Management in all types of organizations will indicate how well we have understood & deployed these theories X and Y in our real time environment.

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11.4 Theory Z Theory Z is not a Mcgregor idea and as such is not Mcgregor's extension of his XY theory. Theory Z was developed by not by Mcgregor, but by William Ouchi, in his book 1981 'Theory Z: How American management can Meet the Japanese Challenge'. William Ouchi is professor of management at UCLA, Los Angeles, and a board member of several large US organisations. Theory Z is a name applied to three distinctly different psychological theories. One was developed by Abraham H. Maslow in his paper Theory Z and the other is Dr. William Ouchi's so-called "Japanese Management" style popularized during the Asian economic boom of the 1980s. The third was developed by W. J. Reddin in Managerial Effectiveness (19 Situation guides) man: Reason motivates him. Interdependence is man's primary mode of discourse. Interaction is man's social unit of importance. "Objective" best and succinctly describes man's concept of man. McGregor's Theory Y in contrast to Theory X, which stated that workers inherently dislike and avoid work and must be driven to it, and Theory Y, which stated that work is natural and can be a source of satisfaction when aimed at higher order human psychological needs. For Ouchi, Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. According to Ouchi, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction.

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Ironically, "Japanese Management" and Theory Z itself were based on Dr. W. Edwards Deming's famous "14 points". Deming, an American scholar whose management and motivation theories were rejected in the United States, went on to help lay the foundation of Japanese organizational development during their expansion in the world economy in the 1980s. Deming's theories are summarized in his two books, Out of the Crisis and The New Economics, in which he spells out his "System of Profound Knowledge". He was a frequent advisor to Japanese business and government leaders, and eventually became a revered counselor. Deming was awarded the Second Order of the Sacred Treasures by the former Emperor Hirohito, and American businesses ultimately tried unsuccessfully to use his "Japanese" approach to improve their competitive position. Abraham Maslow, a psychologist and the first theorist to develop a theory of motivation based upon human needs produced a theory that had three assumptions. First, human needs are never completely satisfied. Second, human behavior is purposeful and is motivated by need for satisfaction. Third, these needs can be classified according to a hierarchical structure of importance from the lowest to highest (Maslow, 1970). 1. Physiological need 2. Safety needs 3. Belongingness and love needs 4. The esteem needs self-confidence 5. The need for self-actualization the need to reach your full potential Maslow's hierarchy of needs theory helps the manager to understand what motivates an employee. By understanding what needs must be met in order for an employee to achieve the highest-level of motivation, managers are

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then able to get the most out of production. Theory X, Y and Z all play a role in how a company should manage successfully. Theory X and Theory Y were both written by Douglas McGregor, a social psychologist who is believed to be a key element in the area of management theory. In McGregors book The Human Side of Enterprise (1960), McGregor describes Theory X and Theory Y based upon Maslows hierarchy of needs, where McGregor grouped the hierarchy into a lower order (Theory X) needs and a higher order (Theory Y) needs. McGregor suggested that management could use either set of needs to motivate employees, but better results could be gained by the use of Theory Y, rather than Theory X (Heil, Bennis, & Stephens, 2000). Professor Ouchi spent years researching Japanese companies and examining American companies using the Theory Z management styles. By the 1980s, Japan was known for the highest productivity anywhere in the world, while America had fallen drastically. The word "Wa" in Japanese can be applied to Theory Z because they both deal with promoting partnerships and group work. The word "Wa" means a perfect circle or harmony, which influences Japanese society to always be in teams and to come to a solution together. Promoting Theory Z and the Japanese word "Wa" is how the Japanese economy became so powerful. And also because the Japanese show a high level enthusiasm to work,some of the researchers claim that 'Z' in the theory Z stands for 'Zeal'. Ouchi wrote a book called Theory Z How American Business Can Meet the Japanese Challenge (1981), in this book; Ouchi shows how American corporations can meet the Japanese challenges with a highly effective management style that promises to transform business in the 1980s. The secret to Japanese success, according to Ouchi, is not technology, but a

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special way of managing people. This is a managing style that focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making(Ouchi, 1981). Ouchi shows that the results show lower turn-over, increased job commitment, and dramatically higher productivity. William Ouchi doesnt say that the Japanese culture for business is necessarily the best strategy for the American companies but he takes Japanese business techniques and adapts them to the American corporate environment. Much like McGregor's theories, Ouchi's Theory Z makes certain assumptions about workers. Some of the assumptions about workers under this theory include the idea that workers tend to want to build happy and intimate working relationships with those that they work for and with, as well as the people that work for them. Also, Theory Z workers have a high need to be supported by the company, and highly value a working environment in which such things as family, cultures and traditions, and social institutions are regarded as equally important as the work itself. These types of workers have a very well developed sense of order, discipline, a moral obligation to work hard, and a sense of cohesion with their fellow workers. Finally, Theory Z workers, it is assumed, can be trusted to do their jobs to their utmost ability, so long as management can be trusted to support them and look out for their well being (Massie & Douglas, 1992). One of the most important pieces of this theory is that management must have a high degree of confidence in its workers in order for this type of participative management to work. This theory assumes that workers will be participating in the decisions of the company to a great degree. Ouchi explains that the employees must be very knowledgeable about the various issues of the company, as well as possessing the competence to make those

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decisions. He also points out; however, that management sometimes has a tendency to underestimate the ability of the workers to effectively contribute to the decision making process. But for this reason, Theory Z stresses the need for the workers to become generalists, rather than specialists, and to increase their knowledge of the company and its processes through job rotations and constant training. Actually, promotions tend to be slower in this type of setting, as workers are given a much longer opportunity to receive training and more time to learn the ins and outs of the company's operations. The desire, under this theory, is to develop a work force, which has more of a loyalty towards staying with the company for an entire career, and be more permanent than in other types of settings. It is expected that once an employee does rise to a position of high level management, they will know a great deal more about the company and how it operates, and will be able to use Theory Z management theories effectively on the newer employees. Theory Z is often referred to as the 'Japanese' management style, which is essentially what it is. It's interesting that Ouchi chose to name his model 'Theory Z', which apart from anything else tends to give the impression that it's a McGregor idea. One wonders if the idea was not considered strong enough to stand alone with a completely new name... Nevertheless, Theory Z essentially advocates a combination of all that's best about theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organization. Theory Z also places more reliance on the attitude and responsibilities of the workers, whereas McGregors XY theory is mainly focused on management and motivation from the manager's and organizations perspective. There is no doubt that

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Ouchi's Theory Z model offers excellent ideas, albeit it lacking the simple elegance of McGregors model, which let's face it, thousands of organizations and managers around the world have still yet to embrace. For this reason, Theory Z may for some be like trying to manage the kitchen at the Ritz before mastering the ability to cook a decent fried breakfast. Ouchi's Theory Z makes certain assumptions about workers. These include the assumption that workers tend to want to build cooperative and intimate working relationships with those that they work for and with, as well as the people that work for them. Also, Theory Z workers have a high need to be supported by the company, and highly value a working environment in which such things as family, cultures and traditions, and social institutions are regarded as equally important as the work itself. These types of workers have a very well developed sense of order, discipline, and moral obligation to work hard, and a sense of cohesion with their fellow workers. Finally, Theory Z workers, it is assumed, can be trusted to do their jobs to their utmost ability, so long as management can be trusted to support them and look out for their well being. One of the most important tenets of this theory is that management must have a high degree of confidence in its workers in order for this type of participative management to work. For this to work, employees must be very knowledgeable about the various issues of the company, as well as possessing the competence to make informed decisions. Theory Z stresses the need for enabling workers to become generalists, rather than specialists, and to increase their knowledge of the company and its processes through job rotations and continual training. In fact, promotions tend to be slower in this type of setting, as workers are given a much longer opportunity to receive training, and more time to learn the intricacies of the company's operations. The desire, under this theory, is to develop a work force that has more of a loyalty towards staying with the company for an

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entire career, and be more permanent than in other types of settings. It is expected that once an employee does rise to a position of high level management, they will know a great deal more about the company and how it operates, and will be able to use Theory Z management theories effectively on the newer employees. While several similarities and differences surround the ideas of McGregor and Ouchi, the most obvious comparison is that they both deal with perceptions and assumptions about people. These perceptions tend to take the form of how management views employees, while Ouchi's Theory Z takes this notion of perceptions a bit farther and talks about how the workers might perceive management. Many assumptions are made in the work place, based on observations of the workers, and their relationship with management. The types of tasks being performed, as well as the types of employees which make up a particular organization can set the stage for the types of leadership roles which will be assumed by managers (McGregor, 1960). Douglas McGregors Theory X and Y, and William Ouchis Theory Z have all proven to be useful in the management field. Many companies have successfully integrated similar economic and human principles in a management style from theories Y and Z. Theories Y and Z have both shown to be quite successful framework for American companies. Theory X is not obsolete. Actually, Theory X is still very prominent in the business world. Most managers however do not see themselves as using this type of management style until given the opportunity to see how their employees actually feel about the management style that is being used. Then an effort will be made to look further into a different, possibly more successful style of managing. Workers in any organization need something to keep them working. Most of the time, the salary of the employee is enough to keep him or her working

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for an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employees quality of work or all work in general will deteriorate. When motivating an audience, you can use general motivational strategies or specific motivational appeals. General motivational strategies include soft sell versus hard sell and personality type. Soft sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell strategies have barter, outnumbering, pressure and rank. Also, you can consider basing your strategy on your audience personality. Specific motivational appeals focus on provable facts, feelings, right and wrong, audience rewards and audience threats. 11.5 Job Characteristics Model The Job Characteristics Model (JCM), as designed by Hackman and Oldham attempts to use job design to improve employee motivation. They have identified that any job can be described in terms of five key job characteristics; 1. Skill Variety - the degree to which a job requires different skills and talents to complete a number of different activities 2. Task Identity - this dimension refers to the completion of a whole and identifiable piece of work versus a partial task as part of a larger piece of work 3. Task Significance - is the impact of the task upon the lives or work of others

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4. Autonomy - is the degree of independence or freedom allowed to complete a job 5. Task Feedback - individually obtaining direct and clear feedback about the effectiveness of the individual carrying out the work activities The JCM links these core job dimensions listed above to critical psychological states which results in desired personal and work outcomes. This forms the basis of this 'employee growth-need strength." The core dimensions listed above can be combined into a single predictive index, called the Motivating Potential Score. Motivating Potential Score The motivating potential score (MPS) can be calculated, using the core dimensions discussed above, as follows;

Jobs that are high in motivating potential must be high on at least one of the three factors that lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If a job has a high MPS, the job

characteristics model predicts that motivation, performance and job satisfaction will be positively affected and the likelihood of negative outcomes, such as absenteeism and turnover, will be reduced. A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect is greater, and

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decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Rein forcers and reinforcement principles of behavior differ from the hypothetical construct of reward. A reinforcer is any stimulus change following a response that increases the future frequency or magnitude of that response, therefore the cognitive approach is certainly the way forward as in 1973 Maslow described it as being the golden pineapple. Positive reinforcement is demonstrated by an increase in the future frequency or magnitude of a response due to in the past being followed contingently by a reinforcing stimulus. Negative reinforcement involves stimulus change consisting of the removal of an aversive stimulus following a response. Positive reinforcement involves a stimulus change consisting of the presentation or magnification of an appetitive stimulus following a response. From this perspective, motivation is mediated by environmental events, and the concept of distinguishing between intrinsic and extrinsic forces is irrelevant. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals. Incentive theory in psychology treats motivation and behavior of the individual as they are influenced by beliefs, such as engaging in activities that are expected to be profitable. Incentive theory is promoted by behavioral psychologists, such as B.F. Skinner and literalized by behaviorists, especially by Skinner in his philosophy of Radical behaviorism, to mean that a person's actions always have social

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ramifications: and if actions are positively received people are more likely to act in this manner, or if negatively received people are less likely to act in this manner. Incentive theory distinguishes itself from other motivation theories, such as drive theory, in the direction of the motivation. In incentive theory, stimuli "attract", to use the term above, a person towards them. As opposed to the body seeking to reestablish homeostasis pushing it towards the stimulus. In terms of behaviorism, incentive theory involves positive reinforcement: the stimulus has been conditioned to make the person happier. For instance, a person knows that eating food, drinking water, or gaining social capital will make them happier. As opposed to in drive theory, which involves negative reinforcement a stimulus has been associated with the removal of the

punishment- the lack of homeostasis in the body. For example, a person has come to know that if they eat when hungry, it will eliminate that negative feeling of hunger, or if they drink when thirsty, it will eliminate that negative feeling of thirst.

11.6 INTRODUCTION OF THE CASE STUDY COMPANY Marriott International, Inc. was founded in 1927 in Washington D.C by J. Willard Marriott. The small catering family business was called Hot shoppe, Mr. Marriott and his wife started by selling root beers. In 1957, the first hotel of Marriott International, Inc. Twin Bridges motor hotel was opened in Arlington, Virginia. Marriott hotels now have 18 different brands, JW Marriott, Marriott, Renaissance, Ritz-Carlton, Courtyard etc. in over 68 countries, in total about 3,150 lodging properties. The first international hotel of Marriott International, Inc. was 1969 in a capulco, Mexico, and its first international hotel in Europe was 1975 in Amsterdam, Holland.

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(Marriott 2009.)Renaissance Shanghai Yuyuan Hotel was opened on 27th, September, 2007. This hotel is mainly for business customers, but the designs and business idea still concern about the people with young thoughts. Renaissance Shanghai Yuyuan Hotel has its central location in Shanghai. It is about 15 minutes walking from the main business avenue Huai hai Road and Nan jing Road. It is 6Km from the railway station and 16Km from the nearest airport -- Hongqiao Airport. Renaissance Shanghai Yuyuan Hotel is located closely to a lot of famous sightseeing of Shanghai, Yu Garden, Chenghuang Temple, Peoples Square, Huai hai Road, Nan jing Road etc. (Marriott 2009.) Hotel services and facilities There are 22 floors in the hotel, in total 323 rooms and in which 13 are suites. Various kinds of services and facilities are available in the hotel, on the 1st floor; there are Yu gourmet in which sells exquisite cakes, chocolates, hotel special champagnes, different wines and daily used products--shampoo, lotion, under wears etc. and Easy reception and Concierge are also located there to provide guests simple guidance and suggestions. China Bistro, business center, banquet rooms and conference rooms can be found on the 3rd floor. In China Bistro, you can taste all kinds of Chinese food. Chinese food has different styles due to different food regions, and at here you can have them all. Business Center provides on-line services such as checking and booking flights or train, bus tickets. Also you can have private phone call and faxing, copying here. There are several banquet rooms on this floor; the main one can hold more than 350 people, some guests have their wedding and birthday party here, companies would set their celebrate parties and cocktail parties here as well, and East and West Garden are small-scale banquet rooms, they can be conference rooms as well. The hotel also has some other private conference rooms on the

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rooms floors. The 4th floor is a main floor in Renaissance Shanghai Yuyuan Hotel. There are the main reception, lobby lobby bar, and Yu Garden Caf the western restaurant. Lobby is in the middle of Reception and Yu Bar, you can have a rest in the bar whenever from 10 a.m to 1 a.m, and various drinks can be chosen from the beverage list. Yu Garden Caf sells many kinds of western food both by buffet and a la carte menu. Here every guest can have their breakfast from 6.30 a.m to 11 a.m, breakfast is on buffet, a la carte menu is also available for special desires. Lunchis from 11.30 a.m to 5 p.m, normally just sell a la carte food, buffets and group dinners can also be arranged according to reservations. From 5-20th floors are where the rooms located, 17-20th floor are club floors. The top two floors are for the well designed spa, gym and the special window swimming pool in conditions of good views as well as relaxations.(Marriott 2009.) Hotel specialties The hotel offers pretty welcome sweets on the front desk, when every guest comes to the reception; the front office staff let him/her take the sweets, which brings customers great first impressions and good moods when leaving the hotel. DTS Delighted To Service, which is the reservation center of Renaissance Shanghai Yuyuan Hotel, the specialty of DTS is that when staff delivers things to room, they use a special basket. The morning call in this hotel is also different from normal ones, normal morning calls ask a guest to wake up, the morning call here is demonstrated by telling about the local weather, local news, but not one word about get up. When you get bored with the news and weather, you will be awake. In the bar, guests can use special gambling tool him/herself to decide which cocktail he/she will get. It is a small cube with six sides, each side represent one kind of cocktail, his/her

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drink will be chosen when he/she throw the little cube. Large banquets or conferences holders are given a small golden pineapple medal to put on their shirts by the hotel, so that every staff knows their identity, they will be taken good care. The Training System In Renaissance Shanghai Yuyuan Hotel there are various kinds of trainings, 15minutes training in each department, which is about discussing different topics each day, like cleaning table procedure, beverage knowledge, and greeting customers etc. English training is organized once a week, speaking, reading and listening are trained and practiced there, and mostly the topics are about hotel work, at the same time, role play is part of English training. And there are some department trainings and organizational trainings for leaders, supervisors and managers. Marriott Hotel Group has its own training program, called passport to success, in total 8 levels, from the first level Level 1 which is about getting to know the fundamentals of Hospitality and Services, understanding Marriott history, culture and service spirit. From Level 2 on, employees will be tested about their knowledge of hotel services and safety issues. With the length of work grows, the tests will be more detailed and knowledge about other departments will be covered. For example, level 2 tests about hotel general knowledge and safety concerns; it is a review of the first level training and it helps to know the training results from level 1. Level 5 is about the basics and standards for food and beverage services in rooms. The longer you stayed in the hotel, the higher level you have to complete. And the passport of accomplished trainings is recognized in all Marriott hotels.

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The training program helps to improve employees abilities and quality in a continuous way, bring them professional knowledge and prepare them for future challenges.

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RESEARCH METHODOLOGY
In this chapter, research methods will be introduced, the research methods of this thesis will be discussed, how the data is collected, the contents of the research will also be talked about in this chapter. In the final part there will be a validity and reliability analysis.

Research Methods There are two kinds of research methods, qualitative research and quantitative research, in the empirical part of this thesis; both of the research methods are used. Quantitative research was done by sending questionnaires to the employees to the Food & Beverage department employees; and qualitative research Personal interviews with the Assistant Human Resource Manager, Training Manager and supervisor of the western restaurant.

Quantitative Research Quantitative research allows the researcher to familiarize him/herself with the problem or concept to be studied, and perhaps generate hypotheses to be tested. (Golafshani 2003, 597) Quantitative research seeks to quantify the collected data for analyzing, and find a final course of the action. It is based on statistics, the objects are large number of respondents and it is structured. In this thesis quantitative method is used to gather the information from the employees of F&Bdepartment about their attitudes towards the hotels staff training. With the help of quantitative research method, it is easy to have a clear and scientific view on the opinions by having them on questionnaires and analyze with SPSS, and to interview one or some of the employees

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about their thoughts does not present all employees opinions; moreover, it is not possible to interview every employee individually. Qualitative Research Qualitative research forms a major role in supporting marketing decision making, primarily as an exploratory design but also as a descriptive design. Meaning that by using qualitative research, why instead of how will be found out. Qualitative Research focuses on developing an initial understanding out of the research, and it is not based on statistics. Qualitative can be used alone or to support quantitative research. For this thesis, in order to get a better understanding of the training system, the trainings general information and their effects etc. the author used the depth interview to support the quantitative research.

Data Collection The data of this study is the primary data coming from the survey and the interviews (appendix 3).All the employees in Food & Beverage department are the sample group of this study, the questionnaire designed is about the staff training system in the chosen hotel. The questions on the questionnaire can be divided into two parts, the first part is about the respondents basic information, their gender, age, previous hospitality education, previous hotel working experience etc. and the second part is about the training they had in the hotel, how they felt about the training, and

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What opinions they have about the training system, how do they realize the importance of the organized training? The total collecting time was two weeks from 10.08.2009 till 25.08.2009, because questionnaires were handed and returned to the author through e-mail, it took more time than expected to get all answers. There are 76 questionnaires sent out to the Food and Beverage department including Chinese restaurant, western restaurant, kitchens, banquet, bar and pastry, 53 were answered. The response rate is 69.7%.The interview questions were designed before the interviews took place, can be grouped into three sections, the first section is about interviewees background information, positions, work experience and work tasks etc.; the second section is about purposes and goals of the training programs in the case hotel; the third section focuses on the improvements of the training programs. The interviews were done through telephone, individually with the Assistant Manager from Human Resource department, Training Manager and the original supervisor of the western restaurant. They are specialists of staff training, and their opinions represent different views from different positions. The inter views were done on different dates, which are 16 Aug, 2009 with Assistant Human Resource Manager and Training

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Manager, 29 Aug, 2009 with the supervisor. Interviews were originally done in Chinese.

Validity and Reliability analysis Reliability is the consistency of the measurement; the results will not change every time when testing in the same way with the same subject. A measure is considered reliable if a person's score on the same test given twice is similar. Reliability cannot be measured only can be estimated. Validity suggests that if the measure measures what it supposed to analyze. In short, validity is about the accuracy of the measurement. It is vital for a test to be valid in order for the results to be accurately applied and interpreted. Validity isnt determined by a single statistic, but by a body of research that demonstrates the Relationship between the test and the behavior it is intended to measure. In this thesis, the questions are designed generalized and suitable for the employees from F&B department, with the support of the personal interviews, all the interviewees are experienced and skillful, makes the results reliable. The sample group is narrowed down to the F&B department before the research which helps the author to analyze, because if the respondent group as designed originally all the staff of the hotel, the author will not get the same response rate as now. And SPSS program is used to analyze the results, frequency and percentages tables are used to show direct and understandable analysis which increases there liability of the results. The results of the thesis will be sent to the HR department of the hotel, they will keep it as a reference in their future Human Resource Development activities.

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Human Resource Management has been enormously important in the hotel business, when dealing with people; the basic requirement for the enterprise is to have good internal relationships between management and employees. Favorable Human Resource Management ensures business growth, and staff training is the most effective way to develop employees in order to have a good HRM. Therefore, staff training is concerned a lot in nowadays businesses. Staff training is an essential management tool, it has many benefits, such as shortens the study time, increases work effectiveness, helps employees and the company itself to compete in the fast changing environment, reduces damages and wastage. Staff training is a way of motivating employees, upgrading their skills, expanding their knowledge, preparing employees for self-development. From both quantitative research and qualitative research we know that the trainings are very important and should be carefully considered, but in Renaissance Shanghai Yuyuan Hotel there is some existing problems with trainings. The outcomes of training are not as expected; because some employees are not aware of the importance of training and what they will benefit from staff training so that trainings are regarded as normal courses to participate. There is a lack of good communication between management and employees, when employees have complaints about trainings for instance the trainings are time consuming, but management team does not know, so that the trainings would never be improved until they communicate. About one thirds of the employees felt they did not get self-development and build self-confidence after the training, which did not match the purpose of the trainings. Possible suggestions Help employees to know staff training and understand the importance of it. Human resource department could explain to the employees about the objectives of the trainings, and what employees will benefit from the training, meanwhile, the employees should

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be told that how can they use what they learnt from the trainings in the future. As human resource department planned to invite employees and trainers from sister hotels to introduce their experiences is a good way to remind employees of the importance of staff training. Increase the communication between management and employees by getting feedback from employees in order to know what they like and what can be improved in the trainings to get better outcomes. And trainers can observe while conducting trainings, some employees would not express themselves even though they do not feel satisfied with the trainings. Moreover, employees from human resource department could attend the trainings themselves to find the problems and how does it feel when they are trainees. To understand each other better will bring better results for the trainings. Guide employees to realize that improving themselves is the main aim of training. The main purpose of staff training in the case hotel is to improve Employees qualities in order to provide better customer service, but Employees did not consider self development as the most important reason for trainings, therefore, they should be led to the right direction, which is to improve themselves and customer service but not for competition or promotion etc. other reasons. Finally, from this study, the importance of staff training is discovered, in order to help human resource department of the case hotel to solve current problems in staff training as above discussed, possible suggestions are provided. To improve the recent situation needs time and it requires the co-operation of both management team and employees. I do hope this study have some value in helping the hotels Human Resource Development.

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CONCLUSION

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Human resource management department responsibilities can be broadly classified by individual, organizational, and career areas. Individual management entails helping employees identify their strengths and weaknesses; correct their shortcomings; and make their best contribution to the enterprise. These duties are carried out through a variety of activities such as performance reviews, training, and testing. Organizational development, meanwhile, focuses on fostering a successful system that maximizes human (and other) resources as part of larger business strategies. This important duty also includes the creation and maintenance of a change program, which allows the organization to respond to evolving outside and internal influences. The third responsibility, career development, entails matching individuals with the most suitable jobs and career paths within the organization. Human resource management functions are ideally positioned near the theoretic center of the organization, with access to all areas of the business. Since the HRM department or manager is charged with managing the productivity and development of workers at all levels, human resource personnel should have access to and the support of key decision makers. In addition, the HRM department should be situated in such a way that it is able to effectively communicate with all areas of the company. HRM structures vary widely from business to business, shaped by the type, size, and governing philosophies of the organization that they serve. But most organizations organize HRM functions around the clusters of people to be helpedthey conduct recruiting, administrative, and other duties in a central location. Different employee development groups for each department are necessary to train and develop employees in specialized areas, such as sales, engineering, marketing, or executive education. In contrast, some HRM departments are completely independent and are organized purely by function. The same training department, for example, serves all divisions of

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the organization. In recent years, however, observers have cited a decided trend toward fundamental reassessments of human resources structures and positions. "A cascade of changing business conditions, changing organizational structures, and changing leadership has been forcing human resource departments to alter their perspectives on their role and function almost over-night," wrote John Johnston in Business Quarterly. "Previously, companies structured themselves on a centralized and compartmentalized basishead office, marketing, manufacturing, shipping, etc. They now seek to decentralize and to integrate their operations, developing cross-functional teams. Today, senior management expects HR to move beyond its traditional, compartmentalized 'bunker' approach to a more integrated, decentralized support function." Given this change in expectations, Johnston noted that "an increasingly common trend in human resources is to decentralize the HR function and make it accountable to specific line management. This increases the likelihood that HR is viewed and included as an integral part of the business process, similar to its marketing, finance, and operations counterparts. However, HR will retain a centralized functional relationship in areas where specialized expertise is truly required," such as compensation and recruitment responsibilities. Human resource management is concerned with the development of both individuals and the organization in which they operate. HRM, then, is engaged not only in securing and developing the talents of individual workers, but also in implementing programs that enhance communication and cooperation between those individual workers in order to nurture organizational development. The primary responsibilities associated with human resource management include: job analysis and staffing, organization and utilization of work force, measurement and appraisal of work force performance, implementation of reward systems for employees, professional development

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of workers, and maintenance of work force. In recent years, several business trends have had a significant impact on the broad field of HRM. Chief among them were new technologies. These new technologies, particularly in the areas of electronic communication and information dissemination and retrieval, have dramatically altered the business landscape. Satellite communications, computers and networking systems, fax machines, and other devices have all facilitated change in the ways in which businesses interact with each other and their workers. Telecommuting, for instance, has become a very popular option for many workers, and HRM professionals have had to develop new guidelines for this emerging subset of employees. Changes in organizational structure have also influenced the changing face of human resource management. Continued erosion in manufacturing industries in the United States and other nations, coupled with the rise in service industries in those countries, have changed the workplace, as has the decline in union representation in many industries (these two trends, in fact, are commonly viewed as interrelated). In addition, organizational philosophies have undergone change. Many companies have scrapped or adjusted their traditional, hierarchical organizations structures in favor of flatter management structures. HRM experts note that this shift in responsibility brought with it a need to reassess job descriptions, appraisal systems, and other elements of personnel management. A third change factor has been accelerating market globalization. This phenomenon has served to increase competition for both customers and jobs. The latter development enabled some businesses to demand higher performances from their employees while holding the line on compensation. Other factors that have changed the nature of HRM in recent years include new management and operational theories like Total Quality Management (TQM); rapidly

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changing demographics; and changes in health insurance and federal and state employment legislation. A small business's human resource management needs are not of the same size or complexity of those of a large firm. Nonetheless, even a business that carries only two or three employees faces important personnel management issues. Indeed, the stakes are very high in the world of small business when it comes to employee recruitment and management. No business wants an employee who is lazy or incompetent or dishonest. But a small business with a work force of half a dozen people will be hurt far more badly by such an employee than will a company with a work force that numbers in the hundreds (or thousands). Nonetheless, "most small business employers have no formal training in how to make hiring decisions," noted Jill A. Rossiter in Human Resources: Mastering Your Small Business. "Most have no real sense of the time it takes nor the costs involved. All they know is that they need help in the form of a 'good' sales manager, a 'good' secretary, a 'good' welder, or whatever. And they know they need some-one they can work with, who's willing to put in the time to learn the business and do the job. It sounds simple, but it isn't." Before hiring a new employee, the small business owner should weigh several considerations. The first step the small business owner should take when pondering an expansion of employee payroll is to honestly assess the status of the organization itself. Are current employees being utilized appropriately? Are current production methods effective? Can the needs of the business be met through an arrangement with an outside contractor or some other means? Are you, as the owner, spending your time appropriately? As Rossiter noted, "any personnel change should be considered an opportunity for rethinking your organizational structure."

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Small businesses also need to match the talents of prospective employees with the company's needs. Efforts to manage this can be accomplished in a much more effective fashion if the small business owner devotes energy to defining the job and actively taking part in the recruitment process. But the human resource management task does not end with the creation of a detailed job description and the selection of a suitable employee. Indeed, the hiring process marks the beginning of HRM for the small business owner. Small business consultants strongly urge even the most modest of business enterprises to implement and document policies regarding human resource issues. "Few small enterprises can afford even a fledgling personnel department during the first few years of business operation," acknowledged Burstiner. "Nevertheless, a large mass of personnel forms and data generally accumulates rather rapidly from the very beginning. To hold problems to a minimum, specific personnel policies should be established as early as possible. These become useful guides in all areas: recruitment and selection, compensation plan and employee benefits, training, promotions and terminations, and the like." Depending on the nature of the business enterprise (and the owner's own comfort zone), the owner can even involve his employees in this endeavor. In any case, a carefully considered employee handbook or personnel manual can be an invaluable tool in ensuring that the small business owner and his or her employees are on the same page. Moreover, a written record can lend a small business some protection in the event that its management or operating procedures are questioned in the legal arena. Some small business owners also need to consider training and other development needs in managing their enterprise's employees. The need for such educational supplements can range dramatically. A bakery owner, for

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instance, may not need to devote much of his resources to employee training, but a firm that provides electrical wiring services to commercial clients may need to implement a system of continuing education for its workers in order to remain viable. Finally, whether the organization is small or big, closely held or globally spread everywhere enriching and exploring human potential has its own importance .The techniques and dimensions may differ from one situation to another but the basic concept remains unaltered that every seed has great potential to grow into a tree and produce large number of fruits.

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INTERNET SOURCES Htpp://www.getcustoms.com www.europa.eu.int www.t-bird.edu http://www.google.co.in

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