human resource management_iiebm

Prof. DEBASISH DUTTA

Human Resource Management

HRM/Prof. DEBASISH DUTTA2

HRM/Prof. DEBASISH DUTTA

IntroductionThe practice of human resource

management (HRM) is concerned with all aspects of how people are employed and managed in the organization.

3


IntroductionIt covers activities such as:

Strategic HRMHuman capital managementCorporate social responsibilityKnowledge managementResourcing (HRP, recruiting, selection, and talent

managementPerformance managementLearning and developmentReward managementEmployee relations Employee well being, health and safety and provision

of employee services

4


Definition Human Resource Management is

concerned with the people dimension in management. Since every organisation is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organisation are essential to achieving organisational objectives. This is true regardless of the type of organisation – government, business, education, health, recreation or social action.

- David A. Decenzo and Stephen P. Robbins

5


Definition Human Resource Management is a

series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employees to achieve their objectives.

- Milkovich and Boudreau

6


Definition “Human Resource Management is

the planning, organizing, directing and controlling of the procurement, development, compensation integration, maintenance and separation of human resources to the end that individual, organisational, and social objectives are accomplished.”

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Evolution of HRM1800 years BC Babylonia400 years BC Kautilya’s Arthashastra –

India1932 Royal commission on labour1948 Indian Factories ActNIPMPersonnel managementHuman Resource managementConcept of Human assets and Human

capital8


Evolution of HRM in IndiaPeriod Developm

ent Status

Outlook Emphasis Status

1920s – 1930s

Beginning Pragmatism of capitalists

Statutory, welfare, paternalism

Clerical

1940s -1960s

Struggling for recognition

Technical, legalistic

Introduction to techniques

Administrative

1970s – 1980s

Achieving sophistication

Professional, legalistic, impersonal (unfriendly)

Regulatory, conforming, imposition of standard on other functions

Managerial

1990s Promising Philosophical

Human values, productivity through people

Executive

9


Difference Between PM and HRM

S.No Dimension PM HRM

1 Employment contract

Careful dimension of written contract

Aim to go beyond contract

2 Rules Importance of devising clear rules

Impatience with rules

3 Guide to management action

Procedures Business need

4 Behaviour referent Norms/ customs & practices

Values/mission

5 Managerial task vis-à-vis labour

Monitoring Nurturing

6 Key relations Labour Customer

7 Initiatives Piecemeal Integrated

8 Speed of decision Slow Fast10




9 Management role Transactional Transformational

10 Communication Indirect Direct

11 Management skill Negotiation Facilitation

12 Selection Separate Integrated

13 Pay Job evaluation Performance related

14 Conditions Separately negotiated

Harmonisation

15 Labour management Collective bargaining contracts

Individual contracts

16 Job categories and grades

Many Few

17 Job design Division of labour

Team work11




18 Conflict handling Temporary Climate & culture

19 Training & Development

Controlled courses

Learning Organization

20 Focus for attention for interventions

Personnel procedures

Cultural & structural strategies

21 Respect for employees

Labour – a tool – expendable & replaceable

People are assets & to be used for benefit of organization

22 Shared interests Organization interest is uppermost

Mutuality of interests

23 Evolution Precedes HRM Latest12


Strategic HRM and Role of a HR Manager

13


Strategy

“strategy”

-derived from a Greek word-

“strategos”

-meaning-

“general”

14


Oxford Dictionary Meaning

STRATEGY

-The art of war

-The management of an army or armies in campaign

-Plan of action in policy of business or

politics15


Strategy – DefinedStrategy refers to determination of

the purpose (or mission) and basic long term objectives of an enterprise, and the adoption of course of action and allocation of resources necessary to achieve the aims.

Objectives are part of strategy formulation.

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Levels of Strategy

Corporate Strategy

Business Strategy Business Strategy Business Strategy

Functional Strategy

17


Corporate Level StrategyIt identifies the mix of businesses the firm will engage in.

Accordingly Corporate level strategies are basically about decisions related to: allocating resources among the different businesses of a

firm, transferring resources from one set of business to others and managing and nurturing a portfolio of business in such a way

that the overall corporate objectives are achieved.

An analysis based on business definition provides a set of strategic alternatives that an organisation can consider.

18


Business Level StrategyEach business of a corporate is guided by business

level/competitive strategy.

It identifies how to build and strengthen the business’s long term competitive position in the marketplace.

Business Level Strategies are the courses of action adopted by a firm for each of its businesses separately to serve identified customer groups and provide value to customer by satisfaction of their needs

In the process the firm uses its competencies to gain, sustain, and enhance its strategic or competitive advantage.

19


Functional Level Strategy It identifies how the unit’s manufacturing, sales, HR,

and other functions will contribute to the business.

Functional Level Strategies deals with a relatively restricted plan which provides the objectives for a specific function, for the allocation of resources among different operations within that functional area and for enabling a coordination between them for an optimal contribution to the achievement of the business and corporate level objectives.

Functional strategies are implemented through functional and operational implementation.

20


Relationship among StrategiesThe Manager’s strategic plan will

ideally seek to balance two sets of force: the firms external opportunities and threats on the other hand internal strength and weaknesses.

The three levels of decision making should be interrelated and mutually supportive

21


Building Competitive AdvantageCompetitive Advantage can be defined

as any factors that allow an organisation to differentiate its product or services from those of its competitors to increase market share.

Competitive Strategy aims to establish a profitable and sustainable position against the forces that determine industry competition.

22


HR as Competitive AdvantageCompetitive Advantage lies not just in

differentiating a product or service or in becoming the low cost leader but also in able to tap the company’s special skills or core competencies and rapidly respond to customer’s need and competitors moves.

It is management’s ability to consolidate corporate-wide technologies and production skills into competencies that empower individual business to adapt quickly to changing opportunities.

23


Traditional HR vs Strategic HR

Traditional HR Strategic HR

Responsibility of HRFocus

Role of HR

InitiativeTime horizonControl

Job design Key investmentsAccountability

Staff SpecialistEmployee relation

Transactional, change follower and respondentSlow, reactive, fragmentedShort-termBureaucratic – roles, policies, proceduresTight division of labor, independence, specializationCapital and productsCost centre

Line ManagerPartnership with internal and external customersTransformational, change leader and initiatorFast, proactive, integratedShort, med., long (as reqd)Organic, flexible-whatever necessary to succeedBroad, flexible, cross training, teamsPeople KnowledgeInvestment centre

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Barriers to Strategic HR• Short term mentality/focus on

current performance• Inability to think strategically• Lack of appreciation what HR can

contribute• Failure to understand Top Managers

role as HR Manager• Difficulty in quantify many HR

outcomes• Perception of human assets as high

risk investments

25


Outcome of Strategic HRIncreased

PerformanceCustomer and

Employee SatisfactionEnhanced

Shareholder value

THROUGH

• Effective management of staffing , retention, and turnover through selection of employees that fit with both strategy and culture

• Cost effective utilization of employees through investment in identified human capital with potential for high retention

• Integrated HR program and policies that clarify follow from corporate strategy

• Facilitation of change and adaptation through a flexible, more dynamic organization

• Tighter focus on customer needs, key and emerging markets & quality

26


Role Assumed by HR Function

1. Administrative Expert2. Employee Advocate3. Change Agent4. Strategic Partner5. Value Proposer

27


Role Assumed by HR Function

Operational Focus

Strategic Focus

System People

2. Employee Advocate1. Administrative Expert

3. Change Agent4. Strategic Partner

5. Value Proposer

28


Role of HRHR PlanningRecruitment &

SelectionInductionTraining &

DevelopmentEmployee AppraisalPromotion & TransferEmployee WelfareRetentionCompensation

management

MotivationIndustrial RelationsEmployee RelationsEmployer BrandingEmployee BrandingOrganizational

CultureChange ManagementHRISEmployee

Separataion

29


HUMAN RESOURCE PLANNING

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Definition - HRPHuman Resource planning includes

the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future.

31


Definition - HRPSpecifically, human resource planning is

the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation achieve its overall objectives. Human resource planning translates the organisation’s objectives and plans into the number of worker needed to meet those objectives. Without a clear cut planning, estimation of an organisation’s human resource need is reduced to mere guesswork.

- David A. Decenzo and Stephen P. Robbins

32


Human Resource PlanningHuman Resource Planning (HRP)

may be defined as strategy for acquisition, utilization, improvement and preservation of the human resources of an enterprise.

The objective is to provide right personnel for the right work and optimum utilization of the existing human resources.

33


Objectives of HRPThe objectives of HRP are mainly to:

Ensure optimum utilization of human resources currently employed

Assess or forecast future requirementsCope up with the changing scenarioAttaching with business plans of

organization Anticipate redundanciesProvide basis for human resource

development (HRD) Assist in productivity bargaining.

34


Importance of HRPFuture personnel needsPart of strategic planningCreating highly talented personnelInternational strategiesFoundation for personnel functionIncreasing investment in human

resourcesResistance to change and move

35


Benefits of HRPProper HRP results into a number of benefits. Some of them are:Create reservoir of talent.Preparation for future HR needs.Promote employees in a systematic manner.

Provide basis for HRD.Help in career and succession planning.36

HRP Process


EnvironmentOrganizational Objectives &

Policies HR Needs Forecast

HR Supply ForecastHR

ProgrammingHRP

ImplementationControl and

Evaluation of ProgrammeSurplus

Restricted HiringReduced Hours

VRS, Lay off, etc.

ShortageRecruitment and

Selection

37


Human Resource Planning

Assessing FutureHuman Resource

Needs

Assessing Current Human Resources

Developing aProgram to Meet

Needs

38


Types of PlanningPlanning is generally done on two different levels:Aggregate PlanningSuccession planning

39


Aggregate PlanningAggregate planning anticipates needs

for groups of employees in specific usually lower level jobs and the general skills employees need to ensure sustained high performance.

Example: The number of customer service representative needed

for a call center.40


Steps in Aggregate PlanningAggregate planning involves following steps:Demand forecastSupply forecastAnticipate surplus of employees in a job category

Anticipate shortage of employees in a job category

41


Demand ForecastIt is the process of estimating the

quantity and quality of people required to meet future needs of the organization.

42


Forecasting TechniquesRatio Trend Anal

ysisRegression Anal

ysisWork Study Tech

niqueDelphi Techniqu

eManagerial Judg

ment43


Supply ForecastSupply forecast determines

whether the HR department will be able to procure the required number of personnel. Specifically, supply forecast measures the number of people likely to be available from within and outside an organisation.

44


Supply ForecastThe supply analysis covers:Existing human resourcesInternal source of supplyExternal source of supply

45


Job AnalysisJob Analysis is a process to identify

and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job.

Job Analysis is a process where judgments are made about data collected on a job.

46


The Job; Not the Person An important concept of Job Analysis

is that the analysis is conducted of the Job, not the person.

While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

47


Job AnalysisThe process of job analysis results in two sets of data:

Job descriptionJob specification

It indicates what all a job involves – tasks and responsibilities, job title, duties, machines, tools and equipment, working conditions and hazards.

It is the capability of the jobholder. It states the education, training, experience, judgment, skill, communication skills etc.

48


JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

• Job Title• Location• Job summary• Duties• Machine tools etc• Material etc• Supervision• Working condition• Hazards

• Education• Experience• Training• Initiative• Physical effort• Responsibilities• Communication skills• Emotional characteristics• Sensory system

49


Purpose of Job Analysis

Human Resource Planning

RecruitmentSelectionOrientationTrainingCareer PlanningCompensation

CounselingEmployee safetyPerformance

AppraisalJob Design and

RedesignJob EvaluationEmployee

DisciplineEmployee Health50


Job Analysis Matrix

What the Worker DoesDutiesTasks

Responsibilities

How the Worker Does itMethods

Tools Techniques

Worker’s Qual;ification

Skills, KnowledgeAbilities

Physical Demands

s

Why the Worker Does itProductsServices

51


What Aspects of a Job Are Analyzed?Job Analysis should collect

information on the following areas: Duties and TasksEnvironment Tools and EquipmentRelationships Requirements

The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.

• Supervision given and received.

• Relationships with internal or external people.

• Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing.

• These items need to be specified in a Job Analysis.

• This may have a significant impact on the physical requirements to be able to perform a job.

• The work environment may include unpleasant conditions such as offensive odors and temperature extremes.

• There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

• The knowledge, skills, and abilities (KSA's) required to perform the job.

• While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

52


Recruitment and Selection

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Recruitment It is the process of finding and

attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is pool of applicants from which new employees are selected.

54


Initiating the Recruitment ProcessPrior to initiating a recruitment procedure,

the following matters should be considered:Clarification of the scope and skill sets required

to successfully perform the duties of the positionReview of the Job Fact Sheet or Position

Description to ensure that the skills and abilities required coincide with the current expectations of the position. If they do not, then a position evaluation should be undertaken.

Review of the compensation available to the position (i.e. salary and benefit plans, etc.)

Analysis of the impact that the hiring will have on the budget

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Factors Governing Recruitment

Recruitment

External Factors

Supply and DemandUnemployed RateLabor MarketPoliticalSocial Sons of SoilImage

Internal Factors

Recruitment PolicyHRPSize of the firmCost GrowthExpansion

56


Recruitment

Building Pool of Candidates

Internal External

57

Recruitment


Sources of Recruitment

Internal External

AdvertisingEmployment AgenciesTemporary HelpExecutive RecruitersReferrals and Walk inCollege RecruitingCompany’s WebsitePay and Free Websites

Current EmployeeReference From Present Employee

Databank of Former Applicants

Retired EmployeeFormer Employee

58


Recruiting Yield PyramidIt is the historical arithmetic relationships between-Recruitment leads and invitees

Invitees and interviewsInterviews and offers madeOffers made and offers accepted

59


Recruitment Yield Pyramid

1200200150

100

50

Leads generated 6:1

Candidates Invited 4:3

Candidates Interviewed 3:2

Offers Made 2:1

New Hires

60


Internal versus

External Recruitment

Advantages & Disadvantages

61


Internal Recruitment

Advantages Disadvantages1. It is less costly 1. It perpetuates the old

concept of doing things

2. Candidates are already oriented toward organisation

2. It abets raiding (make a person provide something)

3. Organisation have better knowledge about the internal candidates

3. Candidate’s current work may be affected

4. Enhancement of employee morale and motivation

4. Politics play greater role

5. Good performance is rewarded

5. Morale problem for those not promoted

62


External Recruitment

Advantages Disadvantages1. Benefits of new skill, new

talent and experiences to organisation

1. Better morale and motivation associated with internal recruiting is denied to the organisation

2. Compliance with reservation policy becomes easy

2. It is costly

3. Scope of resentment, jealousies and heartburn are avoided

3. Chances of creeping in false positive or false negative error

63


SelectionSelection is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job.

64


Factors affecting selectionExternal environment

Supply and demand of specific skill

Unemployment rate Legal and political considerations

Company’s Image

65


Factors affecting selectionInternal environment

Company’s policyHRPCost of hiring

66


Preliminary Interview

Selection tests

Employment Interview

Reference & background

Selection Decision

Medical Examination

Job Offer

Employment Contract

Evaluation

REJCTED

Selection Process

67


Basic Testing ConceptsGenerally these tests are administered to determine the applicant’s –AbilityAptitudePersonality Interest

68


Basic Testing ConceptsAbility tests

Helps to determine how well one can perform his task

Aptitude tests Helps to determine a persons potential to

learn in a given areaPersonality tests

To measure a prospective employee’s motivation to function in a particular working environment

Interest tests To measure an individual’s activity

preferences. (For career change or when there is multiple career option available)

69


Selection Tests

Tests Description

Thomas Profiling

Identifying behavioural requirement for the job

MBTI Understanding personality type

PAPI Behaviour in work place

16 PF Measuring personality factors

ASUFA Locus of control

70


InterviewsFormal, in depth conversation conducted

to evaluate the applicant’s acceptability.

Adapted to unskilled, skilled, managerial and professional employees.

Two-way exchange of information, the interviewers learn about the applicant, and the applicant learns about the organization

71


Objectives of Interview

Helps obtain additional information from applicant

Facilitates giving general information to applicant

Help build image of the organization

72


Shortcomings of Interviews

Absence of reliability

Lack of validity

Biases

73


Types of InterviewOne to one interview:

It consists only two participants – candidate and interviewer.

Sequential interview:Involves series of interviews,

candidates move from room to room.Panel Interview:

Two or more interviewer – these are very formal interview

74


PlacementPlacement is a process of assigning a

specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate.

75


PlacementThe significances of placement are

as follows: -It improves employee morale.It helps in reducing employee

turnover.It helps in reducing absenteeism.It helps in reducing accident rates.It avoids misfit between the candidate

and the job.It helps the candidate to work as per

the predetermined objectives of the organization.

76


InductionOnce an employee is selected and

placed on an appropriate job, the process of familiarizing him with the job and the organization is known as induction.

Induction is the process of receiving and welcoming an employee when he first joins the company and giving him basic information he needs to settle down quickly and happily and stars work.

77


Induction - ObjectivesInduction is designed to achieve following

objectives: -To help the new comer to overcome his shyness

and overcome his shyness nervousness in meeting new people in a new environment.

To give new comer necessary information such as location of a café, rest period etc.

To build new employee confidence in the organization.

It helps in reducing labour turnover and absenteeism.

It reduces confusion and develops healthy relations in the organization.

To ensure that the new comer do not form false impression and negative attitude towards the organization.

To develop among the new comer a sense of belonging and loyalty to the organization.

78


Induction - AdvantagesThe advantages of formal induction are: -

Induction helps to build up a two-way channel of communication between management and workers.

Proper induction facilitates informal relation and team work among employee.

Effective induction helps to integrate the new employee into the organization and to develop a sense of belonging.

Induction helps to develop good relation.A formal induction programme proves that the company

is taking interest in getting him off to good start.Proper induction reduces employee grievances,

absenteeism and labor turnover.Induction is helpful in supplying information concerning

the organization, the job and employee welfare facilities.79


Induction - ContentsA formal induction programme should provide

following information: -Brief history and operations of the company.The company’s organization structure.Policies and procedure of the company.Products and services of the company.Location of department and employee facilities.Safety measures.Grievances procedures.Benefits and services of employee.Standing orders and disciplinary procedures.Opportunities for training, promotions, transfer etc.Suggestion schemes.Rules and regulations.

80


Employee RetentionEmployee Retention involves taking measures to

encourage employees to remain in the organization for the maximum period of time.

Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring.

There is no dearth of opportunities for a talented person. There are many organizations which are looking for such

employees. If a person is not satisfied by the job he’s doing, he may

switch over to some other more suitable job. In today’s environment it becomes very important for

organizations to retain their employees.

81


Measures for Employee Retention Proper HRP avoids redundancies.Good HR policy related to

promotion, placement and training.Good compensation plan.Providing reasonable welfare

measures.Machinery for redressal of

grievances.

Continued……./82


Measures for Employee Retention Provision for retirement benefits.Providing proper channel of

communications in order to improve morale of employee.

Improved working conditions and work environment.

Employer’s positive attitude towards the employees.

Employees participation in management.

83


Training and Development

84


TrainingTraining can be described as “the acquisition of

skills, concepts or attitudes that result in improved performance within the job environment”.

Training refers to the methods used to give new or present employees the skill they need to perform their jobs.

Training and development refers to the imparting of specific skills, abilities and knowledge to an employee.

Represents an ongoing investment in employees and realizes that employees are assets with value.

85


Process of Training

86

Identifying training needsOrganising training programmeConduct of training programmePresentation of operation and knowledge

Evaluation of training programme

Follow up


Distinctions between T&DLearning

DimensionTraining Development

Meant for Operators Executives

Focus Current jobs Current and future jobs

Scope Individual employee Work group

Goal Fixed, current skill deficit Prepare for future work demands

Initiated by Management Individual

Content Specific job related General knowledge

Time frame Immediate Long term

87


Training and Education

Training Education

Application Theoretical orientation

Job experience Classroom learning

Specific tasks General concepts

Narrow perspective Broad perspective

88


Objectives of TrainingTo impart the new entrants the basic knowledge and skills

they need for intelligent performance of definite tasks. To assist employees to function more effectively in their

present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields.

To broaden the minds of senior managers by providing them with opportunities for an inter-change of experiences within and outside with a view to correct the narrowness of the outlook that may arise from over specialisation.

To build up a second line of competent officers and prepare them to occupy more responsible positions.

To impart customer education for the purpose of meeting the training needs of corporations which mainly deal with the customer at large.

89


Importance of Training and Development

Rapid technological changes cause skill obsolescence.

Redesign of work brings about the need for new skills.

Mergers and acquisitions have increased the need for integrating employees into different corporate cultures.

Employees are moving between employers more often, necessitating the training of more new hires.

Globalization of business requires new knowledge and skills.

90


Need for TrainingA tool utilized to identify what

educational courses or activities should be provided to employees to improve their work productivity. Focus should be placed on needs as opposed to desires.

A training need exists when there is a gap between what is required of a person to perform their work competently and what they actual know.

91


Training need Assessment

REQUIRED PERFORMANCE

ACTUAL PERFORMANCE

A “training needs assessment”, or “training needs analysis”, is the method of determining if a training need exists and if it does, what training is required to fill the gap.

Need

92


Need for Training Need AssessmentTo determine whether training is needed

To determine causes of poor performance

To determine content and scope of training

To determine desired training outcomes

To provide a basis of measurementTo gain management support

93


Methods of Training

94


On the Job Training

95

This type of training is usually adopted where jobs are too varied to permit the establishment of group instruction. It is also used where machinery to be provide to trainees is too costly.

Generally the training is imparted to the new employee by the older and experienced employee.

This type of training is reasonable alternative for a company where there are almost as many jobs as there are employees.


On the Job Training

96

On-the-job training is applicable to all level of job operatives, supervisor and executive trainees.

It is primarily concerned with developing an employee skills and habits consistent with the existing practices of an organisation and orienting him to his immediate problems.


Advantages of On the Job Training

97

The trainee learns on the actual equipment in use and in true environment of the job. He gets a feel of actual production conditions and requirements.

Since the training is given by immediate supervisor it is highly economical as additional resources are not required.

Learning of rules, regulations and procedures is done by observation of the day to day applications thereby it is easy for the management to size up them in the organisation.

Since practical training is provided on the shop floor, the periodicity of training is short.


Disadvantages of On the Job Training

98

This type of training is often carried out in a haphazard manner and not properly supervised.

At times inexperienced trainer are given this job who are unable to impart skills to the trainee.

Lack of motivation on the part of trainer to impart skills as well lack of motivation on the part of the trainee to receive training.

Learners are often distracted to the noisy shop floor.

As the employee is unable to develop the skills fully there could be low productivity.


Apprentice Training

99

Apprenticeship training is the oldest and most commonly used methods. It is a training in crafts, trades and in technical areas. For example: they could be draughtsman, machinist, printer, mechanic, jeweler, electrician etc.

Major part of training time is spent on the production work. Each apprentice is given a programme of assignments according to a predetermined schedule, which provides for efficient training in trade skills.


Advantages of Apprentice Training

100

A skilled work force is maintained.Immediate returns can be expected from

training.A good workmanship can be anticipated

hence enhancement in quality.Hiring cost is low because of reduced

turnover and lower production cost.Increased loyalty of employee and

opportunity for growth are frequent.Higher production can be expected.Satisfied customer.Opportunity for youth.National interest.


Apprentice Training in India

101

Considerable fillip has been given to the apprenticeship training in India by the Apprenticeship (Amendment) Act 1973 and also the recent public policy.

The provision of the act emphasizes mainly on the following points:

Eligibility criterion for the training. Stipend to paid to various trainees. Period of training is also prescribed. Penalty in case of default on the part of

establishment or on the part of trainee. A final trade test to establish the standard of

trainee. Award for best apprentice or best

establishment.


Vestibule Training

102

It refers to job skill training which is shorter than the apprenticeship training. It is designed to equip the learner to only one phase of training, to operate one machine or to perform a single operation. The training is imparted at the miniature situation of the real plant so that trainee can practice those skill which he will later use on the job. Sometime practical training is imparted on the shop floor when no shift is working.

This training is carried out in a well controlled situation unlike the on-job-training


Advantages of Vestibule Training

103

Since the training programme is given in a separate room, distractions are minimized.

Effective use of trained trainer is generally done

The correct method can be taught without interrupting production.

It permits trainee to practice without fear of supervisor as well co-worker's observation & their possible ridicule.


Disadvantages of Vestibule Training

104

Splitting of responsibility may lead to organisational problem.

Additional investment in equipment may cause extra financial burden.

The training situation is artificial.


Simulation

105

Simulation method is a technique which duplicates the actual conditions encountered on a job. This method is essential in case in which actual on the job practice might result in a serious injury or a costly error.

The technique is very expensive one. Trainees interest and motivation are high in this kind of training because the action of trainee closely duplicate the ‘real job’ conditions.


Classroom Method - Lecture

106

Classroom instructions, which is simplest way of imparting knowledge to trainees.

Concepts, principles, attitudes, theories and problem solving abilities are taught.

Method is useful for large group for training in short time which in turn reduces the cost per trainee.

Lectures can be enlivened with discussions, interactions, film shows, case studies, role playing and demonstrations.

Audio visual aids add to the value. It is simple and efficient and more material can be presented.


Advantages of Lecture

107

The most important uses of lecture in training:

Reducing anxiety about upcoming training programme by explaining its purpose.

Introduction and presentation of the overview of a subject.

Presenting basic material as background for subsequent activities.

Illustrating the application of rules and principles.


Limitations of Lecture

108

The limitations are The learners are passive not

active. The method requires a long

preparation time. The listeners attention span is

short lived and drifts. It emphasises of memorisation of

facts and figures with no stress or application of knowledge.


Essential Prerequisites of a Lecture

109

A group interest should be motivated and adapted to the needs

A lecture should be well planned as to purpose.

It should be presented by an enthusiastic speaker who has his listeners needs and interest in mind at all times.

A time span of lecture can be decided. But should not be less than 30 min or more than an hour and half at a stretch.

Active participation of the learners must be enlisted by posing questions to which listeners should answer.

Monotony need to avoided. Participation of the group can be ensured

by interactive session.


Class Room Method – Conference and Seminar

110

In this method the participating individual confers to discuss points of common interest to each other.

A conference is basic to most participative group centered method of development.

Conference is a formal meeting conducted with a organised plan in which the leader seeks to develop knowledge and understanding by obtaining a considerable amount of oral participation from the trainees.

It stresses upon small group discussions, on organised subject matter and on active participation of members involved.

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