oe Staffing and Directing GPT OF STAFFING |) ain the concept of staffii i 1. (a) EXP! affing, stat ; a 1 (0 gs staffing a8 a part of Nama en od eg ae and importance. wely explain the process of staffing. igement. a) Concept (Meaning) of Staffing: taffing is concerned with ensuri ne @s ple the right kind epee {thatthe organisation has the right number of , at the right pla ipht ti ee doing the right things. ‘ight places, at the right time and that they affing includ i a age) aes Pen = planning, recruitment, selection, placement, train- ce apprai i i and separation of employees. ppraisal, compensation, transfer, promotion (ii) Staffing is that part of the management process; which: is concerned with obtaining, utilising and maintaining a satisfactory and satisfied work force. ‘according to Koontz-and O'Donnell, “The managerial function of staffing involves rmaming the organisational structure through proper and effective selection, appraisal and ccelopment of personnel to fill the roles’ designed into the'structure.” ‘Nature of Staffing: — . (@ Staffing is an integral part of management function. (i It is a continuous function. (ii) It is related to human resources. (jo) It is a pervasive function. © (@) It has a wide scope. Suffing is both a function of management just like planning, organising, directing and controlling a8 well as a distinct functional area of-management just as marketing and fooneial management. Staffing is therefore referred to as both a line as well as 4 staff activity. Importance of Staffing: * It helps in obtaining competent personnel. : + Ithelps in better performance by putting right person on the right job- + It ensures continuous growth and survival. Ithelps in optimum utilisation of human resources. It improves job satisfaction and morale of employees. (0 Staffing as a part of Human Resource Management (HRM). Staffing is a function which all managers need to perform. It is a separate and specialised function and there Jations to be considered. ‘ are many aspects of human rel Human Resource Management involves procuring, developing, 1 competent and satisfied workforce to achieve the goals of the organisatic Us purpose is to enable every Inuman being working in the organ contribution.” anne Resource Management i uman resources of the enterprise j Management. It is also a function of managemen! 135 a distinct functional area of management dealing ust as marketing management and financial ‘t which has to plan, organise, direct and136 SHIV DAS DELHI UNIVERSITY SERIES control various operative functions for procuring, developing, maintaining, and utiis,. human resources. % HRM includes many sonnel must perform. (i) Human resource planning —to determine number and type of personnel Fequireg specialised activities and duties which the human resourc, in an organisation. (i) Selection—choosing the most suitable candidates and their placement. (ii) Developing compensation and incentive plans. (iv) Training and development of employees for efficient performance and carcer growth. (0) Maintaining labour relations and Management relations. (i) Handling grievances and complaints of employees. (vii) Providing for social security and welfare of employees. .; (viii) Defending the company in legal battles, if required and trying to avoid legal complications. This shows that Human Resource Management is a much broader concept and includes a wider gamut of activities, Thus staffing is an inherent part of human resource management as it is the practice of finding, evaluating and establishing a working relationship with people; for a common purpose. (¢) Staffing Process. The process of staffing consists of several interrelated activities, such as estimating manpower requirements, recruitment, selection, training, development etc. All these activities make the staffing process, therefore these are called steps of staffing. (i) Estimating Manpower Requirements (Manpower Planning). Manpower Planning may be-regarded as the process of determining quantitative and qualitative needs in relation to. the existing manpower in the organisation. Workload Analysis. For manpower planning there arises a need for workload analysis as well as workforce analysis. It is the assessment of the number and type of employees available, which tells us whether we are understaffed, overstaffed or optimally-staffed. (i) Recruitment. Recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organisation. Sources of recruitment are classified into two categories— Internal and External. (iii) Selection. It is the process of selecting and appointing the right candidates for various job positions in the organisation. (2) Placement and Orientation. Placement refers to placing the selected person on the job for which he has been selected. It is the process of matching the candidates with the jobs in the organisation. Orientation or Induction process is used for introducing the selected employees to other employees and familiarising them with the rules and policies of the organisation. (2) Training and Development. Training is the organised procedure by which employees gain knowledge and special skills to accomplish a particular job efficiently. The purpose of training is to impart knowledge and help in improving the thinking, behaviour and attitude of people so that they can perform in a better way. »mployee Development refers to the learning opportunities developed to help an e grow. It is a continuous process of building competencies in employees and facilitating growth in them in all respects in order to increase their capabilities for handling higher/bigger jobs in future. : : (vi) Performance appraisal. Performance appraisal is a systematic evaluation of theine neelopment, * nee on the devimotion and Career plannin job and this potential for '8: Ptomotion involve (ei) higher position, carrying hi a higher position, carrying higher res; 7 for the organisation to address career relett ice situs and pay. It is nec ensation. Compensation includes all ta aaa. oe i for s shifting of an employee to “its. , : geen Recruitment is the process of searching a ily for jobs i the organisation.” ® mes of recruitment::"" ; 1 sources of recruitm ‘a) Internal ‘itment, Such s A) Jaion. There are two ways of internal Se eae orgtanafer and (i) Promotion ces of recruitment: {) Transfers. Tt involves shifting of an empl - 0 ployee from on cepa oe or one shift to another. There is eee 2 in e si employee. It may lead to changes in duties, r bilities put not necessarily salary. ee oe (i) Promotions. Promotion leads to moving an empl i iti carrying higher responsibilities, facilitige, status ahdpey. ee Merits of internal sources of recruitment: : () Source of-notivation: Opportunities of promotion in th isati i employees for better performance. 2 Se (i Simplified process: The process of recruiting from internal sources is rather simple. The candidates already working in the organisation can be evaluated more accurately and economically. (ii) Transfer is a tool of training and developing the employees. (jo) Problem of overstaffing in a department managed by transfer. (0) Cheaper than the external sources of recruitment. Demerits of internal sources of recruitment: () No scope for fresh talent. (i) It is not a proper solution, because all vacancies cannot be filled from within the organisation. 7 (i) Chances of favouritism and.nepotism. (jo) Guaranteed time-bound promotions may make the employees lethargic. (@) Frequent transfers reduce the productivity of the organisation. (B) External sources of recruitment. When fresh candidates from outside the organisation are invited to fill the vacant job positions, it is known as external recruitment. () Direct recruitment by (i) Casual callers for whicl (ii) Advertisement (iv) Employment Exchange (@) Employment agencies and’Management consultants. (vi) Educational institutions/Campus visits (vii) Recommendation of existing employees and Trade Unions Labour contractors for unskilled and semi-skilled workers (&) Web publishing. Sor prospective employees and stimulating them —Flippo putting a notice at the factory gate. .d by the organisation. ‘h a database is maintaine~*~ a8 ANIV DAS DELI UNIVERSITY SEIS Merits of external sources of reernitinentt (0) Better qualified personnel Vider choice dp Mision of now old and talent ») Competitive spit Dénorite of vternal nources of feeealtnted (i) Dissatisfaction Sate ant gthy time consuming procens, i Na suas are not familiar with the organtnation ; (ie) Uncertainty: The candidates from outside may not be suitable for the Q. 8. Define Selection. Discuss the nteps Involved In the process of wele Or, Distinguish between recruitment and selection, Ans, Selection is the process of chooulng from among, the candidates developed at the stage of recruitment, The following steps are used in the selection of employees: . 1. Preliminary screening or short-listing. After receiving, the applicatio, screened to eliminate the candidates who do not possess the requisite and experience. The two methods that can be used for preliminary ser * Preliminary interview * Screening test , The purpose of a preliminary interview is {o see whether a candidate is appar suitable physically and mentally for the job. rently 2. Employment tests. The main types of employment tests are as follows; () Intelligence test: This is one of the psychological tests used to measure intelligence quotient of a candidate. It is an indicator of the ability. or the ability to make the decisions and judgements, (ii) Aptitude test: It is a: measure of individual's potenti indicates the person’s capacity to develop. (ii) Personality test: Personality test probes the overall person ity of the candidate. Provides clues to a person’s emotions, reactions, maturity and value system ete () Trade tests: These tests measure the existing skills of the individual. They measure the level of knowledge and proficiency in the arca of Professional and technical training. The difference between the aptitude test and the trad measures the potential to acquire skills and the latt possessed, (©) Interest test: It secks to measure a person’s interest in a Particular kind of work It is helpful in finding out the work for which the candidate has the greatest liking. All these tasks are conducted to make the selection of the most competent, intelligent and suitable candidates, They help in discovering the hidden talent of a candidate. Those candidates who clear the tests are called to a ppcar for an interview. 3. Selection interview or employment interview. An interview is a phase of testing on the basis of face-to-face interaction between the interviewer(s) and the applicant witha oc Tnleraiats the suitability of a person, keeping in view th job requirements. sop ierview is the technique to measure the applicant against the specific requirements of te job. The objectives of the interview are: [0 se @ candidate physically and & 2 {© cross-check the information obte eo Bive an accurate picture of the 4. Reference and background che Kk. TI the candidate from indirect area er clio, Pe POO! OF Prospect ° jo NS, the 7 "8 ate ualificatign. eening are,” 8 the level of Person's learning al for learning new skills It le test is that the former ler tests the actual skills auge his overall suitability for the job. ined through the application form. Organisation and the job to the candidate ¢ Next step is to gather moré information 4 Personal sources such as Previous employer.UNIT IV: STATTING AND pinucrin iG 1 the basis of the tests, interview and lo Oo at he hurdles s consiered fo tie sally Popysieal examination, After the sete ahh oO ery storg a edict paicate is pee ae a ae (isa eae Ae : exampation, a fob offer I for Is given to the candidate ment. It contains the t i 8 the terms and ¢ rotatce must report on duty and conditions of service and also a 139 férenco checks, a cat t final selection, ee ‘ctlon dectata a hale pI ugh pich the AP ey wait ‘of employment, After the acceptance of Job offer nts need to be executed by the employer and wet of employment containing terms and conditions te mt by the selected candidate, 8 en 0 a and the employee, Including a lating to employment. pf ; en what 18 Testing in selection process? Explain the various types of tests done at pe of eC lcd, b js a standardised, objective ¢ A Mans tee Objective Tate ae pit ure ofa Person's behaviour, performance ‘tude: eet tle room rat ties tO mensure individual differences in a Sentife oe ees ig very m for individual bias and interpretation. There are se wt atlligence tests. These are mental ability tts, The basic objective of an irligence tet Ts to pickup empleyece who are alet and quick a learning things so that thé in be offered adequate traini i the ‘Fenefit of the organisation. lequate training to. improve thelr skills for {i Aptitude tests. Aptitude tests measure an individual's potential to learn certain skills: clerical, mechanical, mathematical, etc, Clerical tests, e.g., may measure the incumbent's ability to take notes, perceive things correctly and quickly locate things, ensure proper movement of files etc. (a) Personality tests. Personality tests are used to measure basic aspects of an applicant's personality such as motivation, emotional balance, self-confidence, interpersonal ‘behaviour, etc. Personality tests can be of various types: (a) Projective tests. A picture is shown to the person taking the test who is then asked to interpret or react to it. As a result, the person projects his or her own’ emotional attitudes, motives, frustrations, aspirations and ideas about life through the picture. (0) Interest tests, These are meant to find out how a candidate's interests compare with the interests of successful people in a specific job. (0) Preference tests: These tests try to compare the employee's preferences with the job and organisational requirements. This test shows how people perceive in their preferences for achievement, meaningfulness, discretion etc, in a certain job. : ete (iv) Achievement tests. Work sampling is a selection test wherein the job applicant's * ability to do a small portion of the job is tested. The test offers conerete evidence of the proficiency of an applicant as against his ability to do the job. (0) Simuldtion testa. Simulation exercise is a test which duplicates many of the activities and problems an employee faces while at work, Such an exercise is commonly used for hiring managers at various levels in an organisation. (X) Assessment centre. It uses procedures that incorporate group and individual exercises. These exercises are designed to simulate the type of work which the candidate is expected to do. It is generally used for managerial level jobs, Exercises like—In basket, Leadership group discussion, Business B°t individu __ presentation and structured interviews ete. are cone at the Assessment centre. (vii) Graphology tests. Graphology involves using a trained evalurior (0 canis . lines, loops, hooks, strokes, curves ‘and.flourishes in a person's handw 8 assess the person's personality and emotional makeutSHIV DAS DELHI UNIVERSITY SERIES 140 peral luates aj - tector) tests. The polygraph operator evaluates a juq ee ken: ee responses were truthful or deceptive by ex. nn ates corded. = biological movers teste are designed to measure an employee's ob ia tegrity tests. ‘ (@) ad predict those who are more likely to steal from the employ otherwise act in a manner unacceptable to the organisation. : Q. 5. “Induction is needed for attaching new employees to their seniors informa, Discuss the above statement in the light of the objectives of induction Programme’: ‘Ans. Orientation or induction is the task of introducing the new employees ey organisation and its policies, procedures and rules. All these activities are dong in highly informal way keeping ‘a friendly atmosphere so that the new employees "2 intermingle with their seniors and associate themselves with the company’s objectiy, The basic purpose of induction is to communicate specific job requirements to the = employee, put him at ease and make him feel confident about his abilities, Objectives. Induction serves the following purposes: (i) Removes fears. A newcomer steps into an organisation as a stranger the people, workplace and work environment. Induction helps a new employee jg overcome such fears and helps him settle down in the job. Induction assists jin, in % on T. He i new ty knowing more about ~ * the job, its content, policies, rules and regulations of the organisation, * the people with whom he is supposed to interact. * the terms and conditions of employment. (i) Creates a good impression. Another purpose of induction is to make the newcomer feel at home and develop a sense of pride in the organisation, Induction helps him to * adjust and adapt to the demands of the job. * get along with people. * get off to a good start. Act as a valuable source of information. Induction serves as a valuable source of information to the new recruits. It classifies many things through employee manuals/handbook, Informal discussions with colleagues may also clear the fog surrounding certain issu Q. 6 Define the terms Ti between the two. Ans. Training is an act of increasing thé knowledge and skills of an employee for performing a particular job. —_ Development. Executive or management development is a planned, systematic and continuous process of learning and growth by which managers develop their conceptual (iii) ing and Development. Also state the differences and analytical abilities to manage. Difference between Training and Development Ttem= 1& Training Development 1. Focus Learn specific behaviours and | Understand and __ interpret actions; demonstrate | knowledge; Develop judge- techniques and processes. ment; Expand capacities for varied assignments. 2. Time frame Short-term Long-term 3. Process Tries to improve a specific skill relating to a particular job (mostly technical and mechanical). ‘Aims at improving the overall Personality of an individual (analytical and conceptual abilities).UNIT IV: STAFFING AND br RECTING Meets. current re a quirement 608! of jl: ast improving bee {tute challenges of the } thecusrene je orMaNCE On | Tenenin Mt Providing the current jab, arin, opportunities designed to help in’ the - Browth of employes ie Performance appraisals Qualified ee "Ping (iz) Job Rotation, It is a kind of training that involves the movement of a t from one job to another. ‘This helps him to have a general understand functioning of the organisation. Job rotation is good for supervisory jobs. "® (2) Apprenticeship Training. It is generally used to train craft workers such plumbers, carpenters etc, In.this the trainees have to spend a prescribed amour of time working with an experienced guide, coach or trainer. . (vi) Committee Assignments.-In this method, the trainees are asked to provide solutions to actual workplace problems... Off-the-Job Training. Under this method of training, the trainee is separated from the job situation and his attention is focussed upon learning the material related to his future job performance. Off-the-job training methods are as follows: ( Vestibule training. In this method, actual working conditions are simulated ina class room. Material, files and equipment—those.are to be used in actual job performance ‘are also provided. This. type of training is commonly used for training personnel for clerical and semi-skilled jobs. “ (ii) Role playing. It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. The participants play the role of certain characters, such as the Production Manager, Mechanical Engine Superintendents, Maintenance Engineers, Quality Control Inspectors, Foren and Workers etc. (iif) Lecture method. The instructor organises the material trainees as reference alongwith a lecture to impart training. To be e lecture must motivate and create interest among the trainees. 142 SIV DAS DALIT UNIVERSITY SERIES, ‘aught elevay , 1 and gives it to a group of ffective, the : es a fecture (iv) Conference/discussion approach, In this method, the trainer delivers 4 ie i and involves the trainees in a discussion so that their doubts negaring ee here thet get clarified, The conference is a group-centred approach w!UNIT Iv: IV: STAFFING AND DIRECTING 143 rariication of ideas, d the communicatio: aMon of“ proced : ; : ‘ures and ‘standa mmmed instructions, The subject-m, pe of carefully planned sequertigh et Wo bi fe to more complex levels of in, ogre 0 es simpl al “units. Those eee le prestnied In.a : i ey se Units are arranged ine by answering questions or filling (oh: The trainee goes through these ul using is an unnecessary expense, 8 he blanks, igh these 9, rainite tement? Why or why noty 2 Petter to hire trained people” Q-”” th the 'y not? people”. Do you gee pis statement does not hold true in today’ ine Taras technology if a corporate Y's working scenario as in this cra of use wing new people would be incredi eo people then the ing the existing attached to th sation i ure taken care of, thereby, reducii red to the organisation if their needs of sot wth are €2) 'Y, reducing attrition rates and turnover rates, wth or mployees can act as a costly affai : i in ear? reeritment, selection, iL Jaca Becduse it requires the whole process of HR its of Training to the Business. Trained workers ean tech ve ick its ae machines, looks. andl manera ners can Work more efficiently. They abMfed or minimised. Training helps in reducing the numba: of ee gn ene elimina knowledge of empl ducing the number of accidents. Trainin, ¢ roves at — pe oa ri ae a regarding the use of machines and equipment Pred W' 0 ler close supervision, as they know ho’ e ; ne ey ek rakes give belie Performance, They can tut sae tater sity 60 , tools and equipment ini ay res atin el or eupen proper te. aig nisation. onefits of Training to the employees. Training makes an employee miore useful to a fon. Hence, he will find employment more easily, Training makes employees more efficient and effective. By combining and using the materials, tools and equipment in the ght way, they can produce more with least effort, Training enables employees to secure PEymotions easily. They can realise their career goals comfortably. Training helps an ployee to switch over from one organisation to another easily. He can be more-mobile sd pursue career goals actively. Trained employees tend to avoid mistakes and accidents awe job. They can handle jobs with confidence. They will be more satisfied on their jobs. Their morale would be high. : ‘Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labour turnover. Also, training can enable employees to cope with cwanisational, social and technological changes. Effective training is an invaluable investment in the human resources of an organisation. (Q.10. Write short notes on the followin, are abl (@ Job Instruction Training (IT) () Apprenticeship (0 Understudy (@ Job Rotation (¢) Vestibule Training (f) Coaching (g) Mentoring, Ans. (a) Job Instruction Training (JIT). The JIT method (developed during World War ) is a four-step instructional process involving preparation, presentation, performance (tty out) and follow-up. It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as the coach. The four steps followed in the JIT Process are: ( Present overview. The trainee receives an overview of the job, its desired outcomes with a clear focus on the relevance of training. its purpose anda awa SHIV DAS DELHI UNIVERSITY SERIES (@ Demonstrate and show the way, The trainer demonstrates the w, be handled and completed. (@ Copy and handle the job independently, The employce/ trainee is ey copy the trainer's way. Demonstrations by the trainer and practice by the ta by are repeated until the trainee masters the right way to handle the job, {é) Follow-up. In this step, the trainer checks the trainee's job a fev times aft training programme is over to check and prevent bad work habits, the Merits of Job Instruction Truining: . ; (@ The trainees learn fast through practice and observation, (@) Itis economical as it does not require any special settings. Also, mistakes cn ty rectified immediately. (i) The trainee gains confidence quickly as he does the work |himsel, setting with the help and supervision of the supervisor. _ cs (&) It is most suitable for unskilled and semi-skilled work where the are simple; easy to explain and demonstrate. Demerits of Job Instruction Training: e @ The trainees should be as good as the trainer. If the trainee is not good, transfer of knowledge and skills will be quite poor. @) While learning, a trainee may damage costly equipment, waste material ang cause accidents. (8) Experienced workers may have to wait to use the machinery while it is being used for training. : ©) Apprenticeship Training. Most craft workers such as plumbers and carpenters are Eained through formal apprenticeship, programmes. Apprentices are trainees who spend ~ 2 specific amount of time-as required, working with an experienced worker, coach or frainer. Assistantship and internship are. similar to apprenticeship because they alse demand high level of participation from the trainee. One important disadvantage of the apprenticeship method is the uniform period of training offered to different trainees People have different abilities and learn at varied rates. Those who lear fast may quit the programme in frustration. Slow learners may need additional training time. It is alse likely that in these days of rapid changes in technology, old skills may get outdated quickly. Trainees who spend years learning specific skills may find, upon completion of their programme, that the job skills they acquired are no longer appropriate. This problem can always be taken care of by the master craftsman who has to keep updating Ay the job 5, : f in actuy job operation, (9 Understudy. An understudy is a person who is in training to assume, at a future time, the responsibility of the position currently held by his superior/trainer. This method supplies the organisation a person with as much competence as the superior to fill his post which may fall vacant because of his promotion, retirement or transfer. An understudy. is usually chosen by the head of a particular department. The head will then teach him what all his job involves. The superior involves the trainer in the decision- making process by discussing the daily operating problems _as well. Understudy assignments help the superior to lighten his workload by delegating some Portion of his work to a designated person. The understudy, in turn, gets an opportunity to learn the superior’s job and get ready for the challenging role at a later date. It is beneficial from the organisation's point of view also as it will not be at the receiv ‘ing end when an executive suddenly leaves his job. On the negative side, the designation of Person as an Understudy may spark off jealousy and rivalry among competing subordinates. Since the Understudy has been specially picked up, others who.are left out in the race, may get a feeling that competition for promotions is over. This would affect the motivation level of both— the one who is designated (who tends to breathe easy, takeranted and even relax i ent seer feelings for a long ae STrile) and the oth oe wife PE ota real Opportunity to dear oe exeran (preannel who tends to i . y it ' ici iron ir erforming Paper shuffling chores). “HAllenging or interestie ial only tion. This kind of training involy, re eetermaents s5P thei 01 ge of eh a wide range of individuals 4p? on among various departments, e isati a ot organisation, facilitating future non boils © cross-trai pent of fiexability for the organisation when Yeues Personnel offer a great 0urt Oitable. * Promotions or replacements amrotation ™ay Pose several problems, especially wh . ‘ Job reps at frequent intervals. In such a case era en the trainees are rolled on jingle phase of the operation to develo confused “today’s manager's commands ma Sod be contrasting styles of a Lier mANABET. Further, job rotation ca be ae pet set of commands om arageial Me is Jost when trainees change positions Beshiselaeen arte Siquninted with different people and techniques in each department Deven oan gee an ge U and Pro uct ivity is teduced by moving a trainee into a new position wh a Bis efficiency levels b eg a prove at the: prior job..Inexperienced trainees may fail to fandle new tasks in an of icient. way. Intelligent and aggressive trainees, on ef other jess similar jobs. F ‘Merits of Job Rotation: \ (i) Improves the participant's job skills and job satisfaction. (ii) Provides valuable opportunities to network within the organisation. (ii) Offers quicker promotions and higher salaries to quick learners. (iv) Lateral ear may be beneficial in rekindling enthusiasm and developing new . Demerits of Job Rotation: ( Increased workload for participants. (i) Constant job changes may produce stress and anxiety. (ii) Mere multiplication of duties does not necessarily enrich the life of a trainee, (io) Development costs may shoot up when trainees commit mistakes, handle tasks less optimally. (@ Vestibule Training. Vestibule training attempts to duplicate on-the-job situation in acompany classroom. It is a classroom training that is often imparted with thie help of the equipment and machines which are identical to those in use at the work place. This type of training helps the trainee to concentrate on learning new skills rather than on performing on an actual job. It is often used to train clerks, typists and nurses etc. _Advantages. Real life set up of machines helps the trainee to experience the real life situation of the job thus making learning most efficient. _ Disadvantages. Since cost of machines and instructors adds up to the organisation imparting the vestibule training, it may prove to be a costly affair. _ 0) Coaching. Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. It may be fined as an informal, unplanned on the job training and development activity provided vy the supervisors and peers. In coaching, the supervisor explains things and answerssuv DAS DELLE UNIVERSITY SEAIES = ton why things are done the vay they ,, ny ducts many decision making 9” b, tating nea, He throws High 1 the trainee Is given enough, ating? and Ue angie, on ns of the traine 2 otters a model for. trainecs '° copys othe procedures are agreed! UPON Preven commit mistakes: 7 1 to good se questiot done. He with trainee to take decisions af Coaching could be pi Sins omployee demonstrates 0" * An employee expreases Interen . Mloyee seeks feedback, . in oreleyee se uffering from low morale, violating, decorum and the con, ji r having performance problems Png policies of practices 0 1 new skill following a format 4, Waitin, ency. new compe t job within the organisation, 1. tina differe! « Racmployee needs help with a rogramme. : Characteristics of a good coach. A good coach should be able to explain appropriate ways of doing things. «jake clear why certain actions were taken. * state observations accurately. . * offer possible alternatives/ suggestions. + follow up. ‘ Fe 7 ; (g) Mentoring. Mentoring is a relationship in which a senior manager jn organisation’ assumes the responsibility for grooming a junior executive, Technic, interpersonal and political skills are generally conveyed in ‘such a relationship from 1, tore experienced person. A mentor is a teacher, spouse Counsellor, developer of oy.” sot Gntellect, host, guide, exemplar and most importantly supporter and facilitator ina? realisation of the vision the young person (protégé) has about the kind of life he want: = a grown-up. The main objective of mentoring is to help an employee attain Psycholog. maturity and effectiveness and get integrated with the organisation. "eal Functions of a Mentor: (@) Career functions. Career functions are those aspects of the relationship thee enhance career advancement. These include < Sponsorship. Where mentors actively nominate a junior persoy ‘Mentee’) for promotion or desirable Position. M mn (called + Exposure and visibility. Where mentors offer opportunities for mentees interact with senior executives, demonstrate their abilities and exploit thes potential. + Coaching. Mentors help mentees to'analyse how they are i _ and to define or redefine their sspirations. Tater mentors Ohiet rots are eet to accomplish objectives and gain recognition from Cae = Protection. Mentors shield the juni nf reteset es e junior person (mentees) from harmful + Challenging assignments. Mentors help _ mentees 4 competencies through challenging job. iapicecttbege tA approprial : feedback. Mentors create opportunities for mentees, clients to pro ve thet nan worth to demonstrate clearly what they have to offer. ie ii) Psychological functions. Psychological functions are those aspects the Mentee’s sense of eon petenice and identify Secrte cies Serene role. These include: ; a ead Aaa ‘models. Mentors offer mentees a pattern of values and behaviour to © Acceptance and confirmation. Mentors o} a Si pe a ee Pe diner auy and gait confidence in due course of time. Mentors also help the trainees '©UNIT IV: STAFFING ann DIRECT; sation’ ING the organisati : Jean 8% '0n’s culture and Understang h 147 ain OW thi te 7 ing + Cette wat dana NO pene hem about! & VAAt Not to Personal = wa dots rath de te sae PB pare them for greater Fesponsibility. © improved perp sand pruship. Mentors offer practicat hel ormance and can’ indulge in mutually” satisfio"4 SYPPort to th oe dinates, bosses and customer)” ‘ving ‘socal interactions (wath ost ‘ fentoring: : wi af js an excellent opportuni fie ipa : pemeents ay create feelings of jealousy among work, eB 0 Fvouritism towards a Mente can pores cen (0 Tffecting their work performance ins v igement develo, is ofl )p-ment is tone, sg growth by which Managers es to acquire latest KSAs requi; : Fequired to grapple SOB 204 processes quite succes Bet ahead of others in the race ina conide, trmplex changes in environment technol ‘fvea better grip over market forces and omer and aspirations in a planned way. ~ Executives can show superior performance on the job. By handli j inreasing difculty and scope, they become mend ling sed jos of productive. The rich experience that they gain over Period of time would help them step into the shoes of their superiors easily. ~ Executive Development programmes help managers * to widen their outlook, + to look into various problems dispassionately, + to examine the consequences carefully, * to appreciate how others would react to a particular situation and “to discharge. their, responsibilities taking a holistic view of the entire organisation. Te special courses, projects, committee assignments, job rotation and other such ‘earises help managers to have a feel of how to discharge their duties without rubbing rape (subordinates, peers, superiors, competitors, customers, etc) the wrong way. Q.12 Write short notes on the following: (@) In Basket Executive (0) Sensitivity Training 5 (9 Behaviour Modelling (d@)_ Committee Assignments.” Ans. (a) In Basket Executive. This is a mode of Executive Development which is used ‘enhance the decision making skills of the managers. This method focuses on the ability ig anager to work under constraints like limited resources, time and constant stress. In s method, the participant is given a number of business papers such as memoranda, pets and telephone’ messages that would typically cross a manager's desk. The papers handing 2” RO particular sequence call for actions ranging from urgent to routine ining a peherticipant is required to act on the information contained in these popes. “Sing Priority to each particular matter is initially required. If the trainees are aske148 SHIV DAS DELHI UNIVERSITY SERIES decide issues within a time-frame, it creates a healthy competition amon; F fo deci eis simple and ensy to follow. Trainees learn quickly as they ‘rpg, Tie Mes make assumptions, assign work to others andl get things done Within a! ly Pee, On the negative side, the method is somewhat academic and removed fy tine Frame none The participants, knowing fully well that they are handling. an imay' al situation, may not be too excited and serious about the whole exercise and may ne july ly commit themselves to the task. (6) Sensitivity Training, This is a method of changing behaviour through unstry, group interaction. Sensitivity training. is sought to help individuals in forming jut felations with others. The primary focus is on reducing interpersonal fricth, bet ceuaitvity training, the actual technique employed is T-group (T stands for training)” 3 small group of ten to twelve people assisted by a professional behavioural scienticy wt acts as a catalyst and trainer for the group. There is no specified agenda. He oe greates the opportunity for group members to express their ideas and. feelings freq) S26 the trainer has no leadership role to play, the group must work out its own methey: of proceedings. A leaderless and agenda-free group session is conducted where oe employees can discuss anything they like. Individuals are allowed to focus on behavi the rather than on duties. As members engage in the dialogue, they are encouraged to eee about themselves as they interact with others. oa Features of T-group Training: () T-group consists of 10-12 persons. (i) A leader acts as a catalyst and provides a free-and open environment for discussion. There is no specified agenda. (iii) Members express their ideas, feelings and'thoughts freely and openly. (i@) The focus is on behaviour rather than‘on duties. (0) The aim. is to/achieve behaviour effectiveness in’ transactions with one's environment. 7 Merits of Sensitivity Training: () A majority of the trainees feel that the experience gained during training is uniquely valuable, as it helps in developing the personality. (i) Practically speaking, there is no real hazard, for the emotionally healthy participants; and sick participants are not admitted to the training. (i Even hard-headed business managers have a soft-hearted appeal for sen-sitivity training because they acknowledge the positive .values of the training. Many isations have started paying huge amounts for such training. (iv) Researeh on sensitivity training also strongly attests to the benefits of training to the employees in an organisation. () Research on sensitivity training realism and honesty in their rel significant changes in attitude and personal growth. Demerits of Sensitivity Trainin, () The programme of sensitivity training is considered to be a waste of time. Even participants who are themselves favourably impressed cannot point out the specific benefits and neither can their associates. (i) Tegroup leaders are considered to” be amateur headshrinkers; children playing, with fire. : (iii) The T-group experience is an immoral and false assumption about the nature of human relationships at work. (iv) ‘Sessions of sensitivity training may the interests in the organisation. It maj damage caused by sensitivity training. also reveals that participants develop added Jationships. Before-and-after tests indicate behaviour of candidates as it helps in their they are like in suicide of —as happens quite often—result to repair the y take months, if not years,UNIT IV: STAFFING AND DirEcT ECTING os ining has a tend saivity training ha ndency to result j gensiti¥l Yor the trainee (who is immature) end @ ere feeling guilty during eS immature) will wicable behaviour of the we cause of T-eouptacing, & The teamwork also pera ey eostle af delling. This: is ee ot ovr Monee to practice and role cach that demonst es e le-play those behaviours angen behaviour, and receive feedback. modelling i Brame a ioe ing eae the following steps: “a amng Fe are stated. In some — The nt B88 and object probe rs that are to be taught the Teaming points a's sagesee i Protein Trainees watch films or, videota aa (a Mefayed dealing with an employee in an Po model shows specifically how to deal wi eee deal with the situation and demonstrat es ¢ learn : a __ tne Mouaying. Trainees participate in extens : «i ee ay odels. *xtensive rehearsal of the behaviours show! a it cement. The i o A ¢e social ee feedback Beet er offers reinforcement in the f Sonstruc ed on how the trainee. perfe oe a of Praise and e role-playing 149 Transfer of learning. Finally, trainees ar . oT 9 ao thf fe encouraged to apply their new skills viour modelling can be effective. Several controlled studi ete gee rail capes saan ae and increase productivity. This method of learning in isolatic Sete be La Se HAGE See ae ee ve to cha nges ipadequater vf . : (a) Committee Assignments. In this method trainees are asked to solve an actual anisation problem. ‘The trainees have to work together and ee at al ca aap a meas a wide experience and can help them to understand the personality issues ses governing the organisation. It helps them to develop team spirit oa work sarrited way towards common goals. Pit end woe Q.13. ‘What are the different EDPs (Executive Development Pros inorder to improve the skills of executives? Discuss hein in ees ian ‘An EDPs help in acquiring and developing different types of m ial ski I : re yanagerial skills and snouledge. Different techniques are used to focus on different f ial ski tng. Dif types of managerial skills ee z skills EDP () Decision-making skills (@) In-basket (b) Business game (0) Case study (@) Role play (&) Sensitivity training (0) Behaviour Modelling (a) Oncthe-job experience (®) Coaching (0) Understudy (a) Job rotation (b) Multiple management (i) Interpersonal skills (i Job knowledge (®) Organisational knowledge150 SHIV DAS DELHI UNIVERSITY SERIES: cones sledge (@) Special courses 2 ata @) Special meetings (0) Specific reading Scific individual neods (@ Special projects ie See (®) Committee assignments @ In-Basket, In this method the participant is given a number of Busines pr such as memos, reports, emails ete that constitute the routine task of a meth in daily routine, With few constraints like manpower, time, resources en participant has to deal with all the tasks. “+ the (@ Case study. In this method stimulated business problems are given tp trainees to solve. The individual is expected to study the information given the case and takes decisions based on the situation. : in (Gi) Business. games. It involves two or more hypothetical organisations competin in a given product market. The participants are assigned with roles sey"S Marketing Manager, MD, GM, etc. They take decisions about the strategies, pm’ levels, advertising etc. i) Role play. Focus is on developing interpersonal skills. In this technique som problems, real or imaginary, are presented and then spontaneously acted ups: (©) Sensitivity training, In this method, a small group (10-12 people) is made t react on situations assisted by a professional behavioural scientist who acts ae catalyst and trainer for the group. The trainer creates opportunities for the grey members to express their ideas and feelings freely. . _ (7?) Behaviour Modelling. This involves the following steps: + Learning points. Objectives, goals and learnings from the program are stated, + Modelling. The trainees watch films or video tapes showing a model manager . dealing with a situation and demonstrating the learning points. * Role playing. Extensive rehearsal of the behaviour shown by the models is done. * Social reinforcement, Social praise and constructive feedback is given to the trainee for role playing. + Transfer of learning. Application of learned skills is done on the job. (it) On the job experience. Immediate supervisor shares his experience, knowledge and wisdom with the trainees and helps them develop gradually while performing the job. (viii) Understudy. Under this spstem, a senior and experienced manager is assigned a job of teaching a new employee as his understudy. Understudy is used/utilised at the time of resignation, retirement, promotion, transfer etc, (é) Coaching. In coaching, the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee. He tells the trainee what he wants him to do, how it can be done and follows up while the given job is being done and helps the trainee by correcting the errors. (3) Job rotation. The transferring of executives from job to job and from department to department in a systematic manner is called job rotation. The idea behind this is to give them the required diversified skills and a broader outlook, which is very important at upper management levels. Job rotation increases the inter- departmental cooperation and reduces the monotony of the work. (x) Multiple management. Multiple management is a system in which permanent advisory committees of managers study problems of the company and make recommendations to the higher management. It is also called a junior-board of executives. These committees discuss the actual problems and different alternative solutions after which the decisions are taken.} UNIT IV: STAFFING AND DIRECTIN IG urses. Special courses, like the 151 7 ae es are organised in the institutes sonOPs oF executive developmer (7 proBks to acquire general knowledge, *sHies and colleges bal the 1 meetings. Special meetings organised in Cy on SPO ations, etc help the trainees develop their pet Forums, Voluntary oi? Orson readings. Specific articles published by" Senet knowledge, a ; sp2cie of important books are provided to the oan OUs iournals and specific (6) portions mees to improve their ge edt , cir general now! projects. In this method, a trainee is put o ; ae Spee jectives of his department. Na project closely related to (@) the ob) signment. In thi tee assigm ‘is method, an | jo) COM, evaluate and offer suggestions relat {ge Sommitice is appointed to ¢ dee mess. For extmple’ @ SFOUP Of experts may by bustgveloping a Software Technology Park in an ures of ae rent Authority pcoming area by the Delhi Devers like hectares Programmed In tet end Seminars are also there which are self exp coite™inat do you mean by performance appraisal Where the objact (0. 38 YS orformance appraisal in an organisation? foie eee on formance appraisal is a process of d . he or she is performing on the job a structions, Group Discussions, termining and communicating to an are how ind establishing a plan of improvement, if we oes of conducting Performance Appraisals: Otfi\To incxéase motivation and productivity. Performance appraisal helps employees to set a plan for work and identify skills in order to achieve Employees are motivated as there is clarity s there is 'y of what they are required to do in a ven period. Increased clarity, brings greater focus on job-rlated activities which in turn facilitates better perf d tes formance, efficiency and commitment. This increases the-productivity of the individual employees and the organisation stands benefitted out of improved performance of the employees, (i) To enhance transparency. Setting of performance targets/objectives, agreement on measurement criteria and organisation's expectations of desired performance level brings transparency to the appraisal process. . (i) To retain top talent. Performance appraisal helps the organisation in. taking people-related decisions such as career planning, career development, promotions, training and development opportunities and succession planning. Meritorious employees are rewarded better with increased compensation, promotions, leadership grooming opportunities, job rotation, etc. that helps to retain top talent in the organisation as their growth and development needs are satisfied. (ie) To increase ‘commitment. Employees” involvement in planning of work and identification of skills helps to bring greater self-awareness and increases their commitment to the objectives of performance appraisal activities. Performance appraisal provides an opportunity to communicate performance feedback, review the job description, plan upcoming goals and objectives and develop individual development plans. () To develop employees. Performance appraisal grants an opportunity to develop an employee through the identification of gaps in skill and competencies. Once deficiencies in skill and competencies have been identified, suitable training and development programmes can be established for rectifying such gaps/ deficiencies. This results in personal and professional development of the employees. them,152 SHIV DAS DELHI UNIVERSITY SERIES Q. 15. Why is performance appraisal one of the most important functions of Hume, Resource Manager aparaical je an important function of HRM because it helps jy, V compensation decision. It can serve a8 0 basis for pay raises. Managers. ng, formance appraisals to identify employees who are performing at or above expected levels : e : econ Yecision. It can serve as a useful basis . Pre employee doing the best job receives Prone en feelings of frustration of those who are not promoted. % + training and development programme, It can serve as'a guide for formulatin suitable training and development programme. Performance appraisal ca Suitzni employees about their progress and tell them what skills they need 19 Savelop to become eligible for pay raises or promotion o* bothonn = fedberk Performance appraisal enables an employee 0 know how well he is doing on the job. It tells him what he can do to improve his present performance personal development. Performance appraisal can help to reveal the causes of and poor employee performance. Through: discussions with individual Employees, a Line Manager can find out why they perform as they do and what steps can be initiated to enhance their performance. Other benefits of Performance Appraisal are: From the employer’s perspective (administrative uses) > Despite imperfect measurement “techniques; individual differences in performance can make a difference to company performanc®. « Dodementation of performance appraisal and feedback may be required for legal defence. ae + Appraisal ‘offers a rational basis for constructing a bonus or merit system. 2 Appraisal dimensions and standards can help to implement strategic goals and baing clarity in performance expectations. : Frem employees’ perspective (development purposes) _ 7 Sndividual feedback helps people to rectify their mistakes and get ahead, focusing more on their unique strengths. + Asscestnent and reorganisation of performance levels can motivate employees to improve théir performance. tean by Potential Appraisal? How is it conducted in Q. 16. What do you organisations? Ks. Potential appraisal is a kind of appraisal system which identifies the potential of a given employee to occupy higher positions in the organisational hierarchy and undertake higher responsibilities. () Low potential—low performance. Employees with low potential and low performance levels are asked to improve their performance initially. If that effort fails, Philips model works towards a planned separation. (i) Low potential—high performance. Defined as solid citizens—high skills but limited capability to grow beyond their current job profile—they constitute 70 to 75 per cent of the company’s employees. The company has to constantly remember their limitations and look after their needs. (iii) Low performance—high potential. These are the problem children. In most cases, they do well in their jobs—if a location, boss or job profile is changed. To tap their potential, such employees are given a new scenario to work in and are closely observed. If they continue to show low performance, another separation for job change or promoy jotion. It helps in minim __ process is initiated. (iv), High performance—high potential. These are the star performers and ought to iting them on challenging tasks constantly. be pampered like race horses— pula five-point scale to Measure “STING ios v e quadrants, The © Pote if the ea effectivenc’, Porat appraina tof an empta 133 0G) Conor reurial orientation, scene teluding isle Include A puts WO cotter reronal effectiveness (netivon Salty), “lon ag’ teflon | Mtrgence, verbal behaviour), dhrttedggg rentaien, infational effectiveness (resin ort » MeBOtiating ower, @ king control). entation, indivig + Personal a henfevement- motivation (hig, Pei SMA effcctiveneng tee ility)- essional bit . : stabil y). you understand by po, eit Ambition, innovativenes, ir ne Appraisal executed? SMe Appraisat 4 rd nition of Performance Appraisal, p I the process “u Aas ingand communicating © an empier P&tformancg ce ying a plan of improvement. Yee how he OF she ig pent |S @ process of cabling ce Appraisal Process: Performan Performing the job ant PeforMred through a series of steps, *° APPFalsal is plany see ingle gstablish performance standard : | developed and (0 Ferformance standards whic serve as bop RTA syste Tequires cert F erta ismeasure. To be useful, standards shoe's aa eg nt ih p oman (g Communicate the standards, Performanc “ eos parties: the appraiser who does “¢ 4Ppraisal the appraisal 1, k involves at least two is being evaluated. Both are.éxpecteq to, deen a Ve aPPraisce whose performance prepare job descriptions,clearly, help ‘the appraise. e,T* appraiser shoul analyse results ‘objectively; of RE APPraisee set his required and reward good ‘re. what is happening? For this P that are based on personal ‘ose doing the evaluation, and are not verifiable by others. and evaluate the appraisal. ‘al performance may be better than expected and sometimes it may go off the track. Whatever be the consequences, there is a way to communicate and discuss the final outcome. The assessment of another person’s contribution and ability is not an easy task. It has serious emotional overtones as it affects the self- | Gleem of the appraisee. Any appraisal based on subjective criteria is likely tobe Aiestioned by the appraisee and leaves him quite dejected and unhappy when « cPPraisal turns out to be negative. % Taking corrective eae if pectiay, Training and development ws : i tive a ining goals, transfers, separation etc. are few of the correc san be taken, sssions, ns thatITY SERIES 154 SHIV DAS DELHI UNIVERS! 0, 18, What are the different methods of performance appraisal? Explain any ty Lari ¢ isal is the systematic evaluati oon nance Appraisal. Performance Appr core ae Tenpect to his performance on the job ana his oF er potent pe Idina formal sruetired system of measuring and C¥elsng an employee, development our and outcomes to discover how and why We omProY eis presen, otrelated oats job and how the employee can perform more orcchv ly in futur, Perform organisation and society may Benefit All the approaches 0 apprai) Fan ey ito () Pastoriented methods, and (i) Fulureoventes methods, 1 a metho These include~ (2) Rating, scales, (2) Checilsts, 0) Foreg cee ortied "Gp) Forced distribution method, (@) Critical incident “method, cree moet inahored scales, (@) Field review method, (i) Performance tests ang observations, (i) Annual ‘confidential ‘reports, (j) Essay’method, (k) Cost Accounting ceproach and (1) Comparative evaluation approach. ne wi ture-orle methods. ‘These include—(a) Management by Objectives, (b) 360-Degrop Puture-orient Appraisal, {c) Psychological Appraisal and (d) Assessment centres, {) Confidential report. It is mostly used in government organisations. It is 4 descriptive report prepared generally at the end of every year by the employee’, immediate Superior. The report highlights the strengths and weaknesses of the subordinate. The report is not databased. The impressions of the Superior about the subordinate are recorded in the report. It does not offer any feedback to the appraise, The appraisee is not very sure about why his ratings have fallen despite his best efforts; why others are rated: high when compared to him; how fo rectify his mistakes, if any; on what basis’ he is: going to be evaluated next ic and therefore no feedback year, etc, Since the report is generally not made publi The subjective analysis of the Superior is likely to be hotly contested, is available. In recent years, due to pressures from courts and trade unions, the details of a negative confidential report are given to the appraisee. (ii) Essay evaluation. Under this method, the rater is asked to express the strong as well as weak points of the employee’s behaviour. While preparing the essay on the employee, the rater considers the following factors: (@) Job knowledge and potential of the employee; () Employee's understanding of the company’s programmes, policies, objectives, etc.; (c) Employee's relations with co-workers and Superiors; (4) Employee's general planning, organising and controlling abilities; (c) Attitude and perceptions of the employee in general. Essay evaluation is’a non-quantitative technique. This method is ‘advantageous in at least one sense, ie, the essay provides a good deal of information about the employee and also reveals about the evaluator. The essay evaluation method, however, suffers from the following limitations: (i) It is highly subjective, the Supervisor may write a biased’ essay. The employees who are sycophants will be evaluated more favourably than simple employees. (i) Some evaluators may be poor in expressing and writing essays on employees’ performance. Others may be superficial in explanation and might use flowery language which may not reflect the actual performance of the employee. It is very difficult to find effective writers for essay evaluations. (iii) The appraiser is required to find time to prepare the essay. A busy appraiser may write the essay, in a hurry, without properly assessing the actual performance of the worker. On the other hand, appraiser takes a long time and the process becomes uneconomical from the viewpoint of the firm.Fr + UNIT IV: STATFING AND Ding ote on 360 Degree Apprais, ECTING waite short aisal systen al ay, ite “ae Appraise Nn was first develon c™ 155, 9. roe APE ' St developed by ¢: 940 ee AIOE organisations. In India, i 1 ed by Genera $ ce Industries, etc, WALI being tisedt Hectric (Gry. dl by Crom foday et (oss Re the to; 20° (os ade by the top manageme 18 igal ae nt, imme: is rs 8 called 360 Degree Appraisal, aaa Superior, peer custom aluated by Si parties, including, hi © the performa from everyone around him. This mee So, he get any different parties. These parties are int Fo Poe manaBy because they are continuously inters best position to ® ioe is ‘mostly used to. evaluate the performance ferac evaluate the oe ato evaluate other qualities such as talent, bely of te NY oi f ' va ts parties involved in 360 Degree Appraisal are; est Management, The top management normall Tanager However, in a small organisation, they + of the | Npton Greaves, 5, subordinat ince of the employee very rate ts 8 feedback of his le because evaluation ly evaluates the middle level over level managers and senior Mon the ls evaluate the performance Sate Superior. The immedi , . jmmedia i iiate Superior is i i : is (7 Hate te performance of his subordinates, "in a very good postion to vajusturate information about the work performance of ee _. peers/co-workers. Peers or colleagues also evaluate each sihers perfor performance. They work continuously with each other. and \th with ey know . Peer: evaluation: is’ used ‘mostly in’ oo where ee 2 Y - ‘ates. ‘The subordinates also evaluate the performance of their (ja) Subordin ow-a-days students are being asked to evaluate the performance of superiors. Ni their teachers: «) Self Appraisal. In self appraisal, a person evaluates hi () Sel id be honest while evaluating himself, This naa deedeoment a fo Customers, Customers can igo eealuate the performance of the employee who jnteracts with them. This evaluation is best because it is objective. It is also given mot of importance because the customer ig the most important person for the business. Organisations use customer appraisals to improve the strengths and base the weaknesses, if any, of their employers, Inaddition to these six parties, appraisal can also Yione by an Appraisal Panel. This panel consists of 5 to 6 different tyes of embers, Outside Consultants are also used for rating appraisals. Ini some cases, Personnel Department also conducts an appraisal of employees and managers. its features and importance. Q. 20, Define motivation. Stat Or, What is meant by motivation? Discuss its importance. ‘ ‘Ans. Motivation. Motivation refers to jnternal as well as ‘external desire and energy in role or subject. ‘d in a particular job, function of managem ges, drives, desires, 7 beings. Motivation d and intereste ent. i individual to remain erigage tivation is one of the most important element OF directing fun According to Me Farland, “motivation refers to the rony iM ‘which, ‘iatons, striving or needs direct arto or expla He beau of In Srandered ad an_itinportant factor cr infences Ia DeIOH ary of % raed important for a manager t0 ‘understand the concept 7 Be y of malt istihed ake able to influence the behaviour ‘of his subordinates