pardeep project 2
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PROJECTON
IMPACT OF TRAINING AND OTHER RELATED ACTIVITIES ON EMPLOYEES
APROJECT REPORT
SUBMITTED TO
IN PARTIAL FULFILLMENT OF THE REQUIREMENTSFOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATIONIN FINAL ENTRY SCHEME WITH
HUMAN RESOURCE MANAGEMENT
SUBMITTED BY UNDER THE ABLE GUIDANCE OFPardeep Mahajan Mrs. Reena SharmaMBA IV SEM HOD, MGT FACULTY,SESSION: 2008-2010 S.M.D.R.S.D COLLEGE OF
COMPUTER SCIENCE ANDTECHNOLOGY
Pathankot (145001)Punjab
Maharishi Dayanand University, Rohtak
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IMPACT OF TRAINING AND
RELATED ACTIVITIES
INTRODUCTION
Especially, in a rapidly changing society,employee
training and development is not only anactivity that is
desirable but also one that an organizationmust commit
its resources to if it is to maintain a viable and
knowledgeable workforce.
TRAINING
Training is a process of learning a sequence of
programmed behavior. It is application of knowledge. It
gives people an awareness of the rules and procedures to
guide their behavior. It attempts to improve their
performance on the current job or prepare them for an
intended job. The purpose of training is to achieve a
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change in the behavior of those trained and to enable them
to perform better. In order to achieve this objective, any
training programme should try to bring positive changes
in;
Knowledge. It helps a trainee to know facts, policies,
procedures and rules pertaining to his job.
Skills . It helps him to increase his technical and
manual efficiency necessary to do the job.
Attitude. It moulds his behavior towards his co-workers
and supervisors and creates and sense of responsibility in
the trainee.
IMPORTANCE OF TRAINING.
It equips the management to face pressure of changing
environment.
It usually results in the increase of quantity and quality of
output.
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and equipment resulting in reduction of wastage and
spoilage.
Training instructs the workers towards better jobadjustment,
and reduces the tare of labour turnover and absenteeism.
Benefits of Training: - Benefits are of two types
Benefits to Organization
Higher Productivity. Training can help employees toincrease their level of performance on their presentassignment. It enhances skills. Increased performance and
productivity are most evident on the part of new employeeswho are not yet fully aware of the most efficient andeffective ways of performing their jobs.
Better Organizational Climate. An endless chain of positive reactions results from a well planned training programme. Increased morale, less supervisory pressures,improved product quality, increased financial incentives,internal promotions etc., result in better organizationalclimate.
Less Supervision. Training does not eliminate the needfor supervision; it reduces the need for constant
supervision.
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Prevents Manpower Obsolescence. Manpower obsolescence is prevented by training as it fosters theinitiative and creativity of employees. An employee is able
to adapt himself to technological changes.Economical Operations. Trained personnel will makeeconomical use of materials and equipment. This reduceswastage in materials and damage to machinery andequipment.
Prevents industrial Accidents. Proper tainting canhelp to prevent industrial accidents.
Improves Quality. Trained employees are less likely tomake operational mistakes thereby increasing the quality of the companys products.
Greater Loyalty. A common objective of training programme will mould employees attitudes to achievesupport for organizational activities and to obtain better co-operation and greater loyalty. Thus, training helps in
building and efficient and loyal workforce.
To Fulfill Organizations Future Personnel Needs.When the need arises, organizational vacancies can
be staffed from internal sources, if an organization initiatesand maintains an adequate tainting programme.
Standardization Of Procedures. Trinied employees willwork intelligently and make fewer mistakes when they
possess the required know-how and understand their jobs.
BENEFITS TO EMPLOYEES
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Personal Growth. Employees on a personal basis gainindividually from training. They secure wider awareness,enlarged skill and enhanced personal growth.
Development of New Skills. Training improves the performance of the employees and makes them more usefuland productive. The skill developed through training servesas a valuable personal assets to the employee. It remains
permanently with the employee.
Higher Earning Capacity. By imparting skills, trainingfacilitates higher remuneration and other monetary benefitsto the employee. Thus, training helps each employee toutilize and develop his full potential.
Increased Safety. Proper training can help in preventingindustrial accidents. Trained workers handle the machinessafely. Thus, they are less prone to industrial accidents.
Types of Training Programmes
Induction or Orientation Training
It is a training programme used to induct a new employeeinto the new social setting of his work. The new employee
is introduced to his job situation and to his co-employees.He is also informed about the rules, working conditions,
privileges and activities of the company. The inductiontraining not only helps personal adjustment of the newemployee to his job but also promotes good morale in theorganization.
Objectives.
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To build up the new employees confidence in theorganization.
To ensure that the new employee may not form falseimpressions regarding their place of work.
To promote a feeling of belonging and loyalty.
To give information to the new employee about canteen,leave rules and other facilities etc.
Job Training
The object of job training is to increase the
knowledge of workers about the job so that their efficiencyand performance are improved. In job training,
workers are enable to learn correct methods of handlingmachines and equipment avoiding accidents, minimizing
wastes etc.
Under this technique an employee is placed in a new
job and is told how it may be performed. The employees
learn the job by personal observation and practice as well
as occasionally handling it. It is learning by doing, and it
is most useful for jobs. The actual training follows a four-
step process:
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Preparation of the trainee for instruction.
Presentation of the instructions in a clear manner.
Having the trainee try out the job to show that he hasunderstood the instructions.
Encouraging the question and allowing the trainee to work along and the trainer follow up regularly
Promotional Training
Many concerns follow a policy of filling some to thevacancies at higher levels by promoting existingemployees. This policy increases the morale of
workers. When the existing employees are promoted
to superior position in the organization, they are
required to shoulder new responsibilities. For this
training has to be given.
Refresher Training
With the passage if time, employees may forger
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some of the methods, which were taught to them, or
they may have become outdated because of
technological development and improved techniques
of management and production. Hence, refresher
training is arranged for existing employees in order
to provide them an opportunity of revive and also
improve their knowledge.
Employees require training to bring them up-to-date
with the knowledge and skills and to relearn what
they have forgotten.
Rapid technological changes make even the most
qualified workers obsolete in course of time.
Refresher training becomes necessary because many
new jobs are created and are to be manned by the
existing employees.
Apprenticeship Training
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Apprenticeship training system is widely in vogue
today in many industries. It is the source of providingthe required personnel for the industry. The
apprenticeship programmes combine on-the-job
training and experience with classroom instructions
in particular subjects. Apprenticeship training is
desirable in industries, which require a constant flow
of new employees expected to become all-round
craftsmen.
Internship Training
Internship training is usually meant for such
vocations where advance theoretical knowledge is to
be backed up by practical experience on the job. For
example, Engineering students are sent to industrial
enterprise and Medical students are sent to hospitals
for practical knowledge.
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Vestibule Training .
In this method, actual work conditions are simulatedin a class room. In vestibule training. Theory can be
related to practice. This type of training is commonly
used for training employees for electrical and semi-
skilled jobs.
The lecture method, which focuses on theoretical
framework and the principles involved in the job
performance and
The practical exercises based on the theoretical
aspects in a workshop which is similar to the shop
floor in the production department.
Steps in Training Programme
Training Programme is a costly and time-consuming
process. The following steps are usually considered
necessary.
Identifying Training needs.
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Preparing the instruction or getting ready for the job.
Preparing the trainee.
Presenting the operation.
Try out the trainees performance.
Follow-up or Rewards and feedback.
Discovering Or Identifying The Training Needs
A training programme should be established only
when it is felt that it would assist in the solution of
specific problems. Identification of training needs must
contain three types of analysis.
Organizational Analysis. Determine the
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organizations goals, its resources and the allocation
of the resources as they related to the organizational
goals.
Operations Analysis. Focus on the task or job
regardless of the employee doing the job.
Man Analysis. Reviews the knowledge, attitudes
and skills a person must acquire to contribute
satisfactorily to the attainment of organizational
objectives.
Preparing the Instructor
The instructor is the key figure in the entire
programme. He must know both the job to be taught
and how to teach it. The job must be divided into
logical parts so that each can be taught at a proper
time without the trainee losing perspective of the
whole. This becomes a lesson plan. For Each part
one should have in mind the desired technique of
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instruction.
Preparing the Trainee
Putting the learner at ease.
Stating the importance and ingredients of the
job and its relationship to work flow.
Explaining why he is being taught.
Creating interest and encouraging questions.
Explaining the why of the whole job and
relating it to some job the worker already
knows.
Placing the learner as close to his normal
position as possible, and
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Familiarizing him with the equipment,
materials, tools and trade terms.
Presenting The Operations
There are many ways of presenting the operation
namely, explanation, and demonstration etc. an
instructor mostly uses the method of explanation. In
addition one may illustrate various points through the
use of pictures, charts, diagrams and other training
aids. Demonstration is an excellent device when the
job is essentially physical in nature.
Explain the course of the job.
Do the job step by step according to the procedure.
Explain each step that he is performing.
Have the trainee explain the entire job.
Try Out The Trainees Performance
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Under this, the trainee is asked to go through the job
several times slowly, explaining him each step.Mistakes are corrected and if necessary, some
complicated steps are done for the trainee the first
time. Then the trainee is asked to do the job,
gradually building up skill and speed. As soon as the
trainee demonstrates that he can do the job in the
right way.
Follow-Up
The final step in most training procedures is that of
follow up. This step is undertaken with a view to
testing the effectiveness of training efforts. It is
worth remembering that if the learner hasnt learnt,
the teacher hasnt taught.
Selection of a Training Method
Nature of Problem Area
The choice of training method depends upon the task
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to be done or the manner in which people interact
with each other.
Level of Trainees in the Organizations Hierarchy
Methods Ability To Hold And Arouse The Interest Of Trainees During The Training Period
Availability Of Competent Trainers
A training method is as effective as the ability of the
trainers. He is the most important figure in the entire
training programme. Therefore before venturing into
a training programme we have to first find a good
trainer.
Availability of Finance
Availability of finance is crucial for any training
programme. To make a training programme effective
adequate finance is necessary.
Availability of Time
Training cannot be done in a hurry. Adequate time is
necessary to make the training programme as
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success.
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EXECUTIVE OR MANAGEMENT DEVELOPMENT
Executive or management development is a long-termeducational process utilizing a systematic and organized
procedure by which managerial personnel learn
conceptual and theoretical knowledge. Executive or
Management Development implies that there will be a
change in knowledge and behavior of the individuals
undergoing development programme. Self-development is
an important concept in the whole programme of
management development.
Method of Executive Development
On-the-Job Methods
Coaching . This is learning through on-the-job
experience. Coaching involvers direct personal
instructions and guidance usually with demonstration and
continuous critical evaluation and correction. Coaching is
given by a superior as he teaches job knowledge and skills
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Committee assignments .Under this method, an
adhoc committee is constituted and assigned a subject todiscuss and make recommendations. The committee will
make a study of the problem and present its suggestions to
the departmental head. The trainees have to work together
and offer solutions to the problem. This method helps
trainees to solve an actual organizational problem.
Off-the-Job-Methods
Role Playing. Here various individuals are given the roles
of different managers who are required to solve a problem
or to arrive at a decision. Role playing helps the trainees
to develop better perspective in performing their jobs
because they may see the jobs from different angles.
Case Study.
It produces realism into formal instruction.
It develops the decision-making ability in the trainee.
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It develops a cooperative approach and independent
thinking in work-related situations.
It demonstrates various types of goals, facts and
conditions obtained from real organizational settings.
The trainee is expected to study the information
given in the case and make decisions based on the
situation. The case method is used in the classroom
with an instructor who serves as a facilitator.
The trainees may be given a problem to discuss
which is more or less related to the principles already
taught.
Conference Training. In this method, the trainer
delivers a lecture and involves the trainees in a discussion
so that doubts, if any, are clarified. The conference
method is a group-centered approach where there is a
clarification of ideas, communication of procedures and
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standards. The trainee as a member can learn from others.
Management Games. A management game is aclassroom exercise in which teams of students compete
against each other to achieve common objectives. Two or
more teams participate depending on the situation, with
each team having 4 to 7 participants. Each competing
team is given a company to operate in the light of the
situation provided in the game.
The participants develop skills particularly
diagnostic decision-making skills and group
interactions skills.
Participants learn to operate in a competitive environment.
Sensitivity Training, or T Group Training. In
sensitivity training, a small group of ten to twelve people
is assisted by a professional behavioural scientist who acts
as a catalyst and trainer fo the group. Leaderless group
discussion takes place where group members express their
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ideas and feelings freely. They can discuss anything they
like.
In-Basket Exercise. Also called In-tray method
of training, in this method, the participants are given a
number of business papers such as memoranda, reportsand telephone messages that would typically come to a
managers desk. Present the exercise to the trainee and to
note his reaction. Papers are given to the participant and
he is required to act on the information contained in these
papers.
Syndicate Method. Groups of trainees consisting of
8-10 members in each group are involved in the analysis
of a problem. Each group is given a brief about the
problem. Each group independently discusses the issues
involved and presents its ideas. These are then evaluated
by group members with the help of the trainer.
Multi-management. Also known as Junior-Board of
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executives, it is a system in which permanent advisory
committees as constituted to study problems of theorganizations and make recommendations to top level
management.
Special Courses. The executives may be required to
attend special courses, which are formally organized by
the enterprise with the help of experts from educational
institutions.
PERFORMANCE APPRAISAL
Since organizations exist to achieve goals, the degree of
success that individual employees have in reaching their
individual goals is important in determining organizational
effectiveness. The assessment of how successful employees
have been at meeting their individual goals, therefore,
becomes a critical part of HRM. This leads us to the topic
of performance appraisal.
People differ in their abilities and aptitudes. These
differences are natural to a great extent and cannot be
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eliminated even by giving the same basic education and
training to them. There will be some differences in the
quality and quantity of work done by different employeeseven on the same job. Therefore, it is necessary for
management to know these differences so that the
employees having better abilities may be rewarded and the
wrong placements of employees may be rectified through
transfers. The individual employee may also like to knowthe level of his performance in comparison to his fellow
employees so that he may improve on it. Thus, there is a
great need to have suitable performance appraisal system to
measure the relative merit of each employee.
The basic purpose of performance appraisal is to
facilitate orderly determination of an employees worth to
the organization of which he is a part. However, a fair
determination of the worth of an employee can take place
only by appraising numerous factors some of which are
highly subjective, as for instant, attendance, while others
are highly subjective, as for instant, attitude and
personality. The objective factor can be assessed accurately
on the basis of records maintained by the Human resource
or personnel Department, but there is no device to measure
the subjective factor precisely. Notwithstanding this,
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appraisal of these factors must be done to achieve the full
appreciation of every employee merit.
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Definitions. According to Wendell French, performance
appraisal is, the formal, systematic assessment of howwell employees are performing their jobs in relation to
established standards, and the communication of that
assessment to employees.
According to Flippo Performance appraisal is the
systematic, periodic and an impartial rating of an
employees excellence in matters pertaining to his present
job and his potential for a better job.
USES OF PERFORMANCE APPRAISAL
Provide valuable information for personnel decisions such
as pay increases, promotions, demotions, transfers and
terminations. The information provided forms the basis
for suitable personnel policies.
Provide feedback about the level of achievement and
behaviour of subordinates. It also identifies individuals
with high potential who can be groomed up for higher
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positions.
Tell a subordinate how he is doing and suggestingnecessary changes in his knowledge, behaviour and
attitudes. It provides information, which helps to counsel
the subordinate. It also serves to stimulate and guide
employees development.
Analyze training and development needs. These needs can
be assessed because performance appraisal shows people
who require further training how to remove their
weaknesses. By indentifying the weaknesses of an
employee, it serves as guide for formulating a suitable
training and development programme to improve his
performance in his present work.
Performance appraisal facilitates human resource planning
and carrier planning permanent performance appraisal.
Performance appraisal promotes a positive work
environment, which contributes to productivity.
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Purpose of Performance Appraisal
The objective of performance appraisal fall in two
categories:
JOB ANALYSISJOB DESCRIPTION AND JOB SPECIFICATION
ESTABLISHING STANDARDS OF PERFORMANCE
COMMUNICATING PERFORMANCE STANDARDS TOEMPLOYEES
MEASURING ACTUAL PERFORMANCE
INITIATING CORRECTIVE ACTION, IF NECESSARY
COMPARING ACTUAL PERFORMANCE WITHSTANDARDS AND DISCUSS WITH EMPLOYEES
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Administrative; and
2) Self-improvement
Administrative Objectives.
Promotions :
This is the most important administrative
use of performance appraisal. It is to the common interest
of both the management and employees to promote
employees onto position where they can most effectively
utilize their abilities. It is mismanagement to promote
employees into position where they cannot perform
effectively at the time in question. A properly developed
and administered performance appraisal system can aid in
determining whether individuals should be considered for
promotions. The system must rate the ratee for the present
job and his potentialities for the higher job. A person
performing the job well does not necessarily mean that he
is fit for promotion.
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Transfers :
In an organization, it may be necessary to
consider various types of personnel actions such as transfer,
layoffs, demotions and discharges. In some cases, such
actions are called for because of unsatisfactory
performance while in other cases it may be called for due to
economic conditions over which the organization has no
control because of changes in production process. Such
actions can be justified if they are based on performance
appraisal.
c) Wage and Salary Administration :
In some cases, the wage increases are based
on the performance appraisal reports. In some cases,
appraisals and seniority are used in combination.
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d) Training and Development :
An appropriate system
of performance appraisal can be helpful in identifying the
areas of skills or knowledge in which certain employees are
not up to par, thus pointing out general training deficiencies
which presumably should be corrected by additional
training, discussions, or counseling. Performance appraisal
can also help in spotting the talented employees so as to
train and develop them to create an inventory of executive
skills. It can also provide the areas where the
employees/executives could be further trained and
positioned to meet retirement and expansion situations.
e) Personnel Research :
Performance appraisal helps inresearch in the field of personnel management. Various
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theories in human relationship are outcome of efforts to
find out the cause and effect relationship between the
personnel and their performance
Self Improvement.
The performance appraisals bring
out the deficiencies and shortcomings of the employees.
Performance appraisal helps human resource development
in a way. A promotion minded individual could ask for the
target programmes of a position he seeks and use the
information given by performance appraisal to prepare him
for the job and enhance his candidacy.
Performance appraisal also helps to
spot out a persons ability to see an organization problem,
devise ways of attracting it, translate his ideas into action,incorporate new information as it arises and carry his plans
through the results. It highlights a sort of total managerial
action in contrast to things they customarily factor out as
conceptual entities-things such as planning function,
leadership ability, or financial knowledge. The managers
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selection will often be improved by this emphasis on the
whole managerial job.
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Difference between Performance Appraisal andJob Evaluation:
Performance Appraisal Job Evaluation1. Performance appraisal is concerned with the
differences among the employees in termsof their performance. It is also termed asmerit as it is concerned with thecomparative merit of individuals.
Job evaluation is the analysis of various jobs to know the demands,which the normal performance of
particular jobs make on averageemployees. It does not take into
account the individual abilities of the job-holder.
2. It considers the abilities and performance of individuals.
It considers the requirement of various jobs in terms of jobsdescription and job specifications.
3. The purpose of merit rating is to appraisethe performance of individuals to takedecisions like increase in pay, transfer,
promotion, etc. It also serves as guidelinesfor the management to consider the type of training, which should be imparted to theemployees.
The purpose of job evaluation islimited, i.e. to determine the worth of the job on the basis of demands made
by a particular job on the averageworker. This facilitates fixation of wages for various jobs.
4. Performance appraisal rates the man and notthe job as it is concerned with assessing of the abilities of the individuals. As a matter
of fact, it measures the worth of differentemployees to the organization.
Job evaluation analyses the job todetermine their relative worth and fixtheir wage levels that are fair and
equitable.
5. Performance appraisal is used as a basis of personnel policies as regards transfer and promotion
Job evaluation is used to shape thewage policy of the organization.
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Methods of Appraisal
There are various methods of merit rating may be
classified into:
Traditional Methods and
2) Modern Methods.
Traditional Methods
Traditional methods are very old
technique of performance appraisal. They are based on
trait-oriented appraisal. Evaluation of employees is done on
the basis of standards of personal traits or qualities such as
attitudes, judgment, versatility, initiative, dependability,
leadership, loyalty, punctuality, knowledge of job, etc.
There are seven traditional methods of appraisal. Theyare:
Unstructured appraisal.Employee ranking.Forced distribution.Graphic rating scales.Check lists.Critical incidents.
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Field review.
Unstructured Appraisal.
Under this, the appraiser is required to write
down his impression about the person being appraised in an
unstructured way. However, in some organizations,
comments are required to be grouped under specific
headings such as quality of job performance, reasons for specific job behaviors, personality traits, and development
needs. This system is highly subjective and has its merit in
its simplicity and is still in use especially in the small firms.
Ranking Method :
Ranking is a simple process of placing
in a rank according to their job performance. It permits
comparison of all employees in any single rating group
regardless of type of work. All workers are judged on the
same factors and they are rated on the overall basis with
reference to their job performance instead of individual
assessment of traits. In this way, the best in placed first in
the rank and the poorest occupies the last rank. The
difficulty of this system is that the rater is ranked to
consider a whole person. Subjectively of the appraiser may
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enter into his judgments. Asking the appraiser to rank
employees on certain desirable traits can reduce the
subjectiveness in this method. The other difficulty with thismethod is that it does not indicate the degree of difference
between the first man and the second man, and so on.
Paired comparison is an improvement over
simple ranking. Under this, every employee in a job family
is compared with every other employee to determine which
is the better worker. The rater is provided with a little
booklet containing two names on each page. Obviously the
number of rank order would be n(n 1)/2 , where n is the
total number of persons to be compared. In this way, every
employee is compared with every other employee in the
same job family. The paired comparison gives a more
reliable rating than the order of ranks although this system
is more tedious to construct and use. It cannot be used for
periodic employees ratings, as it does not make evaluation
of any improvement in the employees that might have been
over a period of time.
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Forced Distribution Method:
Some appraisers suffer from a
constant error, i.e., they either rate all workers as excellent,
average or poor. They fail to evaluate the poor, average or
excellent employees clearly. The forced distribution system
is devised to force the appraiser to fit the employees being
appraised into predetermined ranges of scales. It has an
advantage over the paired comparison system in that two or
more employees can be given equal ratings. This system is
based on the presumption that employees can be divided
into five points scale of outstanding, above average,average below average and poor. In this system, the
appraiser is asked to distribute the employees into these
categories in such a way that about 10% of the men are in
group outstanding, 20% above average, 40% average,
and 10% poor.
This method obviously eliminates the room
for subjective judgment on the part of supervisors. This
system is easy to understand and administer. The objective
of this technique is to spread out ratings in the form of a
normal distribution, which is open to criticism. Many
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times, this group is comparatively smaller. As a matter of
fact, forced distribution of rankings is feasible for a large
group.
Graphic Rating Scales:
Under this method, scales are established for a
number of specific factors and qualities. Five degree areestablished for each factor and general definitions appear at
points along the scale. Generally, the rater is supplied with
a printed form, one for each person to be rated. The
selection of factors to be measured on the graphic rating
scale is an important point under this system.
There are two types:
Characteristics, such as initiative and dependability, and
Contributions, such as quantity and quality of work.
Since certain area of job performance cannot be
objective measured, it is likely that graphic scales will
continue to use a mixture of both characteristics and
contributions.
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Graphic scales impose a heavy
burden upon the supervisor. He must report and evaluate
the performance of his subordinate on scales involving asmany as five degree on perhaps ten different factors. The
main drawback of this system is that the rater may be
biased. However, one means of ensuring that the rater has
based his scoring upon substantial evidence is to leave
space on the form after each factor and require him toexplain the reason for his rating. In effect, he is asked to
give example of the ratees behavior that justifies the
assigned rating. A supervisor may tend to rate him men
high to avoid criticism from them.
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The graphic rating method is easy to understand and easy
to use. It permits the statistical tabulation of scores in terms
of measures of central tendency, skew ness and dispersion.It permits a ready comparison of scores among employees.
The scores presumably reveal the merit or value of every
individual. However, this method has certain serious
drawbacks. There is an implication that a high score of one
factor can compensate for a low score on another. If a manscores for attendance, attitude, cooperativeness, etc.
Frequently, the rating tends to cluster on the high side
under this system. A supervisor may tend to rate his men
high so that they may receive high share of pay raises in
some cases.
Check Lists :
It also consists of two techniques:
Weighted check list, and
b) Forced choice.
Weighted Check List:
Under this method, various statements are
prepared in such a manner that they describe various types
and levels of behavior for a particular job. Each statement
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is attached with a scale value. At the time of rating the
employees, the supervisor just collects and checks all the
statements. After the weights and values are attached to theindividual traits, the rating up to this level is gathered on
the rating sheet. Then the weights are averaged and
employee is evaluated. The weighted check the persons
thoroughly acquainted with job and perfect at preparing
and weighing statements should prepare list. When this process is over, rating is placed on separate cards. Then
raters who actually observed the accomplishment of the
work sort these cards. They rank the employee from poor to
excellent. Weights are then assigned to the statements in
accordance with the way they are ranked by the raters.
Under this method, the supervisor is
not allowed to accumulate vague impressions as a basis for
rating. Because of this, it compels the supervisor to think in
terms of very specific kinds of behavior. This method
involves a lengthy procedure of evaluating employees. It
requires certain qualifications to be met on the part of the
supervisor regarding the job he is assigned to look after.
Moreover, this method is a relatively costlier affair. It puts
more strain on the financial resources of the organization
particularly in terms of personnel development time.
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Financial burden is further increased when diverse jobs are
evaluated, as a separate procedure must be established for
each job.
Forced Choice:
This method is used particularly
with the objective of avoiding scope for personal
prejudices. Under this method, the rater is forced to choose
between descriptive statements of seemingly equal worth
describing the person in question. Statements are chosen of
both the sides (favorable as well as unfavorable). For
example, the following two pairs of statement from each
pair that is represented by supervisor.
Gives clear instructions to his subordinate.
Can be dependent upon to complete any job assigned.
Makes promises that he knows he cannot keep.Shows favoritism to some employees.
The rater may feel that neither of the two statements in a
pair is applicable, but he must select the one that is more
descriptive. Only one of the statements in each pair is
correct in identifying the better performances and this
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scoring key must be kept secret from raters. In this way,
bias removed from the appraisal process. The main
advantage of establishing this system of performanceappraisal is that it has greater objectivity than most other
methods.
Forced choice method is also not free from drawbacks.
They are as follows:
Firstly , it is very expensive to install this system.
Secondly , this procedure involved is very lengthy and
hence more time consuming.
Thirdly , it is difficult for a supervisor to discuss rating
switch subordinates because the personnel department
scores the items.
Critical Incident Method :
A critical incident means a
significant act by an employee exceeding or failing any of
the requirements of his job. It represents an exceptional
behavior of an employee at work, as for instance, Resisted
the implementation of change; Became upset over work;
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Refused to help a fellow worker; Suggested an
improvement in the work method Tried to get a fellow
worker to accept the management decision; Welcome newideas.
This method requires every supervisor to record all such
significant incidents in each employees behavior, which
indicate effective or successful action and those, which
indicate ineffective or poor behavior. These are recorded in
a specially designed notebook, which contains categories or
characteristics under which various behaviors can be
recorded. Examples of such type of job requirements of
worker a are judgment, learning ability, productivity,
dependability, accuracy of work, responsibility and
initiative. Daily recording of these items seems to be
essential because, otherwise, the supervisor may forget the
incidents with his subordinates.
Under the critical incident
method, the supervisor is supposed to refrain from passing
overall judgments and concentrate upon discussing facts as
he sees them. Theoretically, this should provide a sound
and an objective basis for appraisal of performance of an
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employee. The critical incident method is not a rating
method, as it requires the supervisor to pay close attention
to what an employee is doing.
This method suffers from the defect that
outstanding incident happens so frequently that individuals
appraisal may not vary markedly between any two time
periods. It has been observed that most of the time the
employees have neither positive nor negative incidents. If
the critical event does not happens it will be difficult to
rate an employee. Moreover, it may be difficult for a
supervisor to decide what is the critical or exceptional
incident. Her against the human bias may appear in
recording the critical incident. To rectify this defect, Gerald
Whitlock designed a specimen checklist, which consists of
a number of behavior incidents, which are considered to be
an example of uncommonly, ineffective, or effective job behavior. The usual procedure in constructing the specimen
checklist is to collect behavior incidents from certain
experts in this area. The number of such performance
behaviors ranges from 80 to 150 incidents, equally divided
between effective and ineffective specimens.
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Field Review Method:
Under this method, an expert from
the personnel department interviews the supervisors. The
expert questions the supervisor to obtain all the pertinent
information on each employee and takes notes his
notebook. Thus, there is no rating form with factors or
degrees, but overall ratings are obtained. The workers are
usually classified into three categories as outstanding,
satisfactory and unsatisfactory. The interviewer questions
the supervisor about the requirements of each job in his
unit and about the performance of each man in his job. He
probes to find out only how a man is doing but also why he
does that way and what can be done to improve or develop
him. The supervisor is required to give his opinion about
the progress of his subordinates, the level of performance
of each subordinates, his weaknesses, good points,
outstanding ability, promotion ability, and the possible plans of action in cases requiring further consideration. The
questions are asked and answered verbally.
The success of field review method depends upon the
competence of the interviewer. If he knows his job, he can
contribute significantly to accurate appraisal. Field review
method relieves the supervisors of the tedious writing work
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of filling in appraisal forms. It also ensures a greater
likelihood that the supervisors will give adequate attention
to the appraisals because the personnel department largelycontrols the process. Superficial judgment can be
eliminated if the appraiser probes deeply.
Criticism of Traditional Methods:
The general criticism of traditional
performance appraisal systems is that they are two
subjective in nature because all of them are on personal
judgment of the rater. The personal judgment is always
subjected to personal bias or prejudice as well as pressurefrom certain other areas. The appraiser may not be able to
judge the competence of the employees because of lack of
training.
Because of the judgment role of the supervisors
under the traditional system, performance ratings are
frequently subject to a number of errors and weaknesses,
which are discussed below:
Halo Error: This type of error occurs when the rater
allows one aspect of a mans character or performance to
influence his entire evaluation. It is the tendencies of many
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raters to let the rating they rating to one characteristic
excessively influence their rating on all subsequent
characteristics. Many supervisors tend to give an employeeapproximately the same rating on all factors. The error can
be recognized quite easily on factors scales. The rating
scale technique of performance appraisal is particularly
susceptible to the halo supervisor judge all of his
subordinates on a single factor or trait before going to thenext. In this manner, he can consider all of the men relative
to a standard or to each other on each trait.
Central Tendency: This error occurs when the rater is in
doubt about the subordinates or has inadequate informationabout them or is giving less attention and effort to the
rating process. Because of these reasons, generally the
raters are reluctant to rate people at the outer ends of the
scale. The rater knows that he has to appraise his
subordinates at periodic intervals but if he is unfamiliar
with some of the subordinates or does not have sufficient
time to devote to the rating process, he may play it safe by
neither condemning nor praising. So he may rate them
average. It is possible for this type of rating i.e., all
average to be a true rating, but its probability is less than its
frequency.
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Leniency or Strictness: Some supervisors have a tendency
to be easy raters and others have a tendency to be harsh intheir ratings. Lenient or easy raters assign consistently high
values or scores to their subordinates and strict or harsh
raters give consistently low ratings. Both the trends can
arise from varying standards of performance among
supervisors and form different interpretations of what they
observe in employee performance.
Recent Behavior Bias: Often some raters evaluate persons
on the basis pf their performance in recent few weeks;
average behavior is not checked. Some employees being
aware of this tendency show better results when they feel
that they are being observed and the report of their
performance is to be compiled soon.
Miscellaneous Biases: In many cases, the rater may give
higher ratings because he thinks that it would look bad for
him if employees in the other department received higher
pay increases than his pay. Supervisors will tend to rate
their subordinates near the middle of the spectrum if their
bosses put pressure on them to correct the workers average
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rates or to get rid of the subordinates. Some supervisors
show bias against members of the opposite sex or of
another caste, religion or nationality. They also give higher ratings to senior employees because they are too ready to
admit that they have not improved under their leadership.
Many a times, a rater is influenced by organizational
positions and may give higher ratings to those holdings the
higher positions.
Many people have attacked the reliability and
validity of traditional systems on different grounds, but the
fundamental criticism has been founded upon the judgment
role of the supervisor and the antagonistic response of the
subordinates. In a study of appraisal systems in General
Electric Co. USA, the investigator found that traditional
approach of performance appraisal resulted in the following
responses:
Criticism arises from the very nature of the system.
Criticism has a negative effect upon achievement of goals.
Criticism increases antagonism and defensiveness, which
lead to
interior performance.
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Praise has little effect, one way or other.
In this study, ninety-two appraisal interviews basedon traditional measurements were analyzed. Those
subordinates receiving above average criticism showed less
improvement in ensuring ten to twelve weeks than those
receiving less criticism. When the alternative behavioral
approach was introduced by one half of the supervisors,
differences in subordinates response pattern remained
unchanged. For the appraiser of behavioral supervisor, all
reported more favorable attitudes on such items as amount
of help received, respectability of their supervisors, ability
of the supervisors to plan, the extent to which their abilities
were utilized, acceptance of organization goals and value of
the appraisal interviews. That is why it was observed:
Coaching should be a day to day, not a once - a year activity.
Mutual goal setting not criticism improves performance.
Participation by the employee in the goals setting
procedure helps favorable results.
2) Modern methods
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There are two important methods of
performance appraisal, which are used by the modern
concerns. The first is management by objectives, whichrepresents result-oriented appraisal. The second is
behaviorally anchored rating scale, which is based on the
behaviour of the subordinates.
Essentials of a Good Appraisal System.
RELIABILITY AND VALIDITY
PRACTICAL VIABILITY
TRAINING TO APPAISERS
OPEN COMMUNICATION
EMPLOYEE ACCESS TO RESULTS
JOB RELATEDNESS
STANDARDIZATION
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Limitations of Performance Appraisal:
Performance appraisal may not yield the
desired results because of the following deficiencies:
If the factor included in the assessment is irrelevant, the
result of merit rating will not be accurate.
Different qualities to be rated may not be given proper
weightage certain in cases.
CLEAR OBJECTIVES
PERIODIC REVIEW
NOT VINDICTIVE IN NATURE
POST APPRAISAL INTERVIEW
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Some of the factors are highly subjective like initiative and
personality of the employees; so the actual rating may not
be on scientific lines.
Lack 360 degree performance appraisal
resist the employee to work with zeal and anthusiasm
personal emotions and likes. So the ratings are likely to be
biased in the same.
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SALARY ADMINISTRATION
Services rendered by individuals to organizationshave to be equitably paid for. This compensation
generally comprises cash payments which include wages,
bonus and shared profits. Good compensation plans have
a salutary effect on the employees.
Methods of Wage Payment
Compensation paid to the labour for the service
offered is called as wages or salary. Giving satisfactory
and fair amount of compensation, can probably eliminate
most of the labour disputes.
Time Wage.Piece Wage.
Time Wage
It is based on the amount of time spent. Wage is
measured on the basis of unit of time e.g.:- per day, per
month etc. Wages do not depend on the performance of
the employee.
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Features of Time Wage:
It is widely used as it is very simple to compute theearnings.
It provides guaranteed and secured income, therebyremoving the fear of irregularity of income.
It facilitates payroll fuction.
Advantages of Time Wage System:
Sence of security of income. The worker knows exactly theamount he is to get.
Conducive climate is provided for better labour-management relations as dispures are minimized.
The worker will give greater care and attention on qualityand therefore workmanship can be assured.
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Disadvantages of Time Wage System:
Time Wage System offers no incentive for employees to put forth their best efforts.
There is no encouragement for better performance.
Ambitions workers receive no monetary reward for their talents.
It demands intensive and strick supervision.
Piece Wage
It is based on the amount of work performed or
productivity. The earnings of the employee are directly
proportional to his output or performance.
It can offer direct connection between effort and reward.Best method to ensure higher productivity.
Advantages of Piece Wage System
Direct connection between effort and reward.
It is simple and easy to understand.
The worker is interested in higher efficiency.
Cost accounting and control by management is made easy.
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Disadvantages of Piece Wage System
Danger of overlook. This leads to risk of accident and
excessive fatigue.We require a lot of supervision to maintain the quality andstandard of work.
It is an ineffective method, if quality is to be given top preference.
Incentive Wage Plans
A system of wage payment which would maintain
both quality and quantity is called Incentive wage plan
and it is naturally a judicious combination of both basic
systems of wage payments i.e., Time and Piece wages.
Under the incentive plans of wage payment, both Time
Wage and Piece Wage systems are blended together in
such a manner that the workers are induced to increase
their productivity.
Measurement of the amount of work done.
Establishment of standard output on the basis of which theincentive has to be worked out.
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Setting up a suitable rate of incentive.
Halsey Plan. The standard time required for a job isdetermined beforehand on the basis of time and motion
studies. Workers who perform the job in less than the
standard time and thus save time are rewarded with a
bonus but the worker who takes longer than the standard
time is not punished, and is paid wages according to time
wage system.
Rowan Plan. Wages, according to time basis, are
guaranteed and the slow worker is not made to suffer. A
standard time is determinded before and a bonus is paid
according to time saved. The only difference between
Halsey Plan and Rowan Plan relates to the calculation of
bonus. Under this plan bonus is based on that proportion
of the time saved which the time taken bears to the
standard time.
Taylors Differential Piece Wage Plan . Under
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this plan, there is no guarantee of bonus. The standard of
output is fixed per hour or per day and two piece wage
rates are laid. Those exceeding the standard or even just
attaining it, are entitled to the higher rate and those, whose
output is less than the standard output are paid at a lower
rate.
The Emerson Efficiency System . In this system, the
worker is allowed a certain time within which he is
required to complete his job. If he completes the job
within the required time, he is paid bonus. If he takes
longer then the required time, he receives a lower bonus.
The Gantt System . This system is similar to the
Emerson efficiency system. The worker receives the
bonus only if he attains the required standard of
efficiency. No bonus is paid to a worker where his
efficiency is less than 100 %. The foreman is also given a
bonus if the worker under his care attains the required
standard of efficiency.
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Fringe Benefits
Fringe benefits are the additional benefits andservices that are provided by a company to its employees
in addition to their direct salary. Therefore, fringe can be
defined as the additional benefits and services that a
company provides to its employees on the basis of their
performance.
Today, mostly every company provides additional
benefits to its employees along with the scheduled salary.
Employees are attracted and get encouraged with these
additional benefits and services. There are a lot of
advantages of fringe benefits that attract the employees.
Firstly, as most of the fringe benefits are not taxed
benefits, they are not included in the taxable income.
Another advantage of fringe benefits is that the employees
can avail the fringe benefits, such as health and insurance
with less expenditure. Companies also use these benefits
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to attract and maintain the existing employees by
providing them additional benefits. Along with attractingthe employees, fringe benefits such as vacations along
with holidays and rest break also help the employees to
get fresh and perform their duty with more
encouragement.
Lessen fatigue.Oppose labour unrest.Satisfy employee objectives.Promote recruitment.Minimize turnover.Reduce overtime costs.
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PROMOTION
Definitions of Promotion
A promotion is the transfer of an employee to a job
which pays more money or one that carries some
preferred status.
Types of Promotion
Limited Promotion
Limited promotion is also known as upgrading. It is
the movement of an employee to a more responsible
job within the same occupational unit and with a
corresponding increase in pay.
Dry Promotion
Dry promotion is a promotion is a promotion as a
result of which there is no increase in the employees
pay. Dry promotions are those which are given in
lieu of increases in compensation. It is usually made
decorative by giving a new and longer title to the
employee.
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Multiple Chain Promotion
Multiple chain promotion provide for a systematic
linking of each position to several other positions.
Such promotions identify multi promotional
opportunities through clearly defined avenues of
approach to and exist from each position in the
organization.
Up and Out Promotion
Up and Out promotion often leads to termination of
services. In this type of promotion, a person must
either earn a promotion or seek employment
elsewhere.
Basis of Promotion
Different promotion systems are used in different
organizations.
Promotion Based on Seniority.Promotion Based on Merit.Merit Cum Seniority Promotion.
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Promotion By selection.Time Bound Promotion.Temporary Promotion.
Promotion Based on Seniority
Seniority based promotion systems are based on the
length of service of an employee in an organization.
Seniority systems put a premium on length of service
and job experience. In the case of promotion based
on seniority, the employees are promoted to higher
positions purely based on their length of service
irrespective of their qualifications, experience
performance and track record.
Promotion Based on Merit
Under promotion based on merit, employees are
promoted to higher positions purely on their
performance and work record. Here, the management
will look into the qualifications, experience, previous
work record.
Merit cum Seniority promotion
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Promotion based on Merit cum Seniority would
have a blend of the advantages of both the systemsdiscussed above. Both the service seniority and work
efficiency will be taken into account in promoting an
employee. An employee who has service seniority
with desired level of merit and efficiency would be
given priority in promotion to the next cadre as
compared to others having only one of them.
Promotion by Selection
Promotion by selection is a process through which
employees are promoted after undergoing rigorous
test and screening. Under this system employees with
service seniority or better qualifications and
experience need not be promoted automatically. The
employees are normally temporary promotions are
automatically made permanent. Put to various tests
and interviews before a inal selection is made and
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some employees are promoted.
Time Bound Promotion Scheme
Under this method, employees would be promoted
according to standards of time set for promotions
higher cadre subject to the condition that they
possess the minimum qualifications required for
entry into a higher position.
Temporary Promotion Scheme
Also known as officiating promotion scheme, under
the temporary promotion scheme, officials are prom
oted temporarily to higher positions in case there are
vacancies and it they are due for promotion. Such
temporary promotion is no guarantee for a permanent
promotion though.
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LABOUR TURNOVER
Labour turnover, is the rate of change in the number of employees of a concern during a definite period. It is a
measure of the extent to which old employees leave and
new employees enter the service of the concern. Labour
turnover is the cause and effect of instability of
employment.
Cause of Labour Turnover
Resignations . Resignations may be due to such causes as
dissatisfaction with working conditions, insufficient
wages, bad health, sickness, old age etc. The village nexus
is still very strong in many industries. The workers do to
get long leave to go to the villages and hence they resign
and go home at the time of harvesting of sowing of the
crops. When workers return form their villages after
having finished their agricultural operations, they do not
find old jobs and have to seek employment elsewhere.
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Dismissal . Dismissal of employees are the second
important cause o labour turnover. Dismissal may occur
due to participation in strikes or union activities,
misconduct, insubordination and inefficiency. Labour
turnover amount the temporary workers is due to the fact
that as soon as a particular piece of work is completed for
which workers had been employed, they are discharged
and again when new work stars, new workers are
recruited.
Measures to Reduce Labour Turnover
Increase pay levels to meet competition.Introduce procedures for relating rewards to performance.Provide better career opportunities.Workers organizations should be encouraged to maintaincontact with the workers and redress their grievances.
Improve working conditions.Improve recruitment and selection procedures to ensurethat job requirements are specified accurately and theselected employees fit the specifications.Provide adequate training.
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SYNOPSIS
Training is the very essential part for the employees
as well as for the organization. Training stimulates and
stipulates the employee in order to increase the
performance and output level of the organization. The
related activities of the training include the performance
appraisal, wages and salary, incentives and promotions
which keep the employees morally active and fit. This
survey emphasizes the interest level of the company on
giving training and outcome of the training. At the end we
can imagine how long this company can keep its
performance and market share high.
Objective of Study
Objective of this study is to know how much training
and its related activities show impact daily performance of
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employees and for the better future of the company.
Corrective steps can be taken if the activities are notshowing desired results.
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I have done my project in the NEW DOOARS TEA
ESTATE under the guidance of Mr. Manmohan Singh,located in the West Bengal at Banarhat in New JalpaiguriDistrict.
PROFILE OF THE COMPANY
First of all I would like to explain the process of the Tealeaves in the machines in order to make the consumabletea.
PLUCKING TEA LEAVES
SORTING
CTC
ROLLING
CFM
DRYER
DISTRIBUTION
WEATHERING
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PLUCKING . It is done by the labourers from the teagarden. Here was given to the workers are on the basis of
piece wages method. Plucked leaves are weighed andaccording to the weight wages are given.
WEATHERING . IT IS THE FIRST STEP IN THEORGANIZATION. All the leaves are dumped in the largetubs and created suitable weather. If required hot or cool air
blown.
CTC . It means Cutting Teac Centre. Here leaves arechopped as per the needed sizes.
ROLLING . Here chopped leaves are processed for rolling. Here leaves are rolled by the giant wheels. It makesthe green leaves in the round shape. While rolling water isseparated from the leaves.
CFM (COLOUR FORMATING MACHINE) . Onceleaves are rolled them they aree forwarded to CFM to givethe desired and public acceptable colour.
DRYER . After colouring the leaves, the wet leaves aredried under the machines. It makes the leaves fungus free.
SORTING . Here dried leaves are sorted according tothe size, quality etc.
DISTRIBUTION . Sorted products are distributed amongthe region wise, quality wise, quantity wise and cost wisecenters.
It is noted that all the green leaves are taken from the singlegarden as input material, but the output products are not a
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single quality. On this basis only the selling price of the teain the market are not alike.
In this organization from the weathering to distributionlevel different machines are used and many technicians,supervisors, Foremen, Engineers and workers work on themachines. In addition to these technicians so many non-technicians also work in the organization.
It is situated in the ecological friendly atmosphere.Also the cares are taken to maintain the security andsafety of the employees. A big hospital is also being rununder this organization. Specialist doctors, laboratories arealso equipped.
DATA PROCESS :-
I tried to collect the data from the following two ways :-
Primary Data Collection.Secondary Data Collection.
Primary Data Collection
Primary data is collected from the employees through the
direct interaction.
Secondary Data Collection
This data is collected from the companys manuals, recordsand website.
RESEARCH INSTRUMENT
The research instrument of this project is to find the
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impact of training and related activities on employs. It
determines how well training helps the employees inachieving the set standards through increasing their
performance.
SAMPLE SIZE
My sample size of this project is 50. The total strength of
this company is 457.
STRUCTURED QUESTIONAARIES
The structured questionnaire is consisting of the
following 25 questions.
METHODOLOGY
Methodology can be divided into two parts.
Sample Method.Contact Method.
Simple Method. Under the method questionnaire isdistributed among the sample size.
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IMPACT OF TRAINING AND OTHER RELATEDACTIVITIES ON THE EMPLOYEES
QUESTIONNAIRE
Answer the following questions:-
1. Did you get training at the time of joining the job?
2. How do you feel that the training you got is helpful
in doing the job?
3. Was the training consisting of technical matter?
4. Where did you get training , on the model or real
equipment?
5. What is the shape of training i.e. physical,
psychological or combination of both?
6. What is the degree of toughness of your physical
training?
7. Did you pay for training?
8. Have you been paid during the training?
9. How much money approximately your organization
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has spent on your training (little or a lot)?
10. Did you realized any hike in your pay after training?11. Have you ever thought after training that this
organization is not paying as per your capability and
better to leave this organization?
12. Is it happened that you got training on one type of
equipment and in real you are employed on other type of
equipment?
13. Is it happened that you got training on technical
matter and you are doing administrational job?
14. Have you ever been paid incentives if you stood first
in your training?
15. Do you feel that due to the training your work
performance has increased?
16. If yes, which type of increase i.e. quantitative or
qualitative?
17. If you are performing for better that earlier, are you
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getting additional incentives for your good performance?
18. Which type of job i.e. performance based appraisal
or fixed wages you are doing?
19. Are you interested to undergo any further training?
Give Reasons.
20. Is there any system of getting promotion after
undergone training and excellent performance?
21. Which type of promotion system your organization
has i.e. performance based or experience/ service based?
22. Are you satisfied with the promotion and payment
system in comparison with your performance?
23. After getting the training how much percentage could
you succeed in changing the environment of your section
or organization?
24. You got the training on the expenses of the
organization. Have you ever tried to give the same
training to your subordinates voluntarily?
25. Do you think that to perform the job efficiently, you
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need some more training and toughness level of training
should be increased?
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EVALUATION OF QUESTIONNAIRE
1. Employment procedure starts with publication of
notification and recruitment. Once selection is done on the
basis of their capabilities and desired standards training is
must in connection with soldiers and where as employees
of civil organizations not necessary. In the civil
organization, training in technical matter is the essential
required qualification for the job.
2. Absolutely the training we get either if may be at the
beginning or middle, helpful in doing the job candidate
whose qualification is ITI in machinist undergone
training, he can handle not only the traditional equipment
but also the new generation equipment efficiently. In the
army even the same tradesman like cook, barber etc also
get the soldier training so that if the situation occurs he
can also fire with the arms.3. All the jobs are not alike some are technical,
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administrational etc. the main aim of training is to
increase the working capability of an employee. The men
who are doing or enrolled for technical jobs surely get the
technical training. No org wastes its financial resurces
unnecessarily.
4. Training on technical matters aims at the increasing
the technical performance of a worker. If the worker is
new to the technical machine, he cant be allowed to learn
or practice on real machine because of the danger of life.
In that case training is given on model which is not in
functional condition. Once he learnt about the function of
the equipment as well as the movement of the parts of
machine he can be allowed to work on real equipment
under the supervision of the supervisors.
5. Physical fitness is the identification of healthiness.
Physical training is the essential part of military training
and not for the civil employees. Psychological training is
essential for both. Psychological training helps the
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employees to tackle the problem within the fraction of
seconds.6. Toughness of physical training is not a matter for
worry ness. It is the symbol of good training. High degree
of toughness results in making strong soldiers who can
protects the country.
7. Training is the responsibility of the organization;
hence all the expenses for training should be born by the
org not by the individual employee.
8. Once a man enrolled in any organization he gets pay
for the entire duration. His pay is restricted in these
conditions in which he is absent from working place for
more than the applicable period. The training period also
considered as working period. He is entitled for the
applicable payment plus some additional allowances like
dearness allowances, traveling allowances etc.
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9. The money spent on the training by organization
depends upon the type of the training. The expenses
incurred by defence in making a young guy as a pilot is
very high. In defence there is a provision that if the
aircraft got fire and going to be collapsed then leaving the
air craft the pilot can jump out with the help of parachute.
Reason behind it is the money and time spent on making a
pilot is costlier than the cost of a new aircraft.
10. When employees are recruited in any org and their
job starts with training for e.g. in the Defence forces,
Bank managers, Railway technicians etc, the duration of
training is called probationary period only styfund is
given. After completion of training they will get full
payment. If the training is in the middle of their
employment they will not be paid any extra payment.
11. Same of the employees in both defence as well as
civil cases also may feel that if I leave this job I can get
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more payment, in other organizations. The reason behind
it is earlier he doesnt know much about his technical job,due to the training he learnt keeping in view this type of
circumstances government as well as civil org make
documentary proof that after getting the training that
individual worker is not allowed to quit the job up to some
mined period.
12. In corporate sector a welder does his welding work
only and sometimes he can be given some additional task
which he can do easily by giving overtime allowances.
But it never be happened giving in corporate sector that an
electrician is doing the machinist work and machinist is
doing turner work. But in rubric sector organization this
type of works are generally happened.
13. Technical work can only be done by the technician
but a qualified computer operator or typist who got
training in technical job can also does the administrational
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job.
14. Performance appraisal is emery where in the form of
reward either it may be a monetary benefit, promotion or
service benefit. It any one stood first or best student
during the training he must be appraised. In general a
certificate of merit is given along with some monetary
prize.
15. It is obvious that who undergo training their work
performance generally increases and organizations also
willing to give training those employees who are on the
line to get the promotion. Generally they try hard to learn
to achieve promotion which increases his power as well as
financial benefits.
16. Once performance development occurs that may be
in the quantization as well as qualitative. Quantization in
the service means training helps to produce more units in
lesser time and qualitative means production is according
to the set standards without making any damages to the
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products which increases the cost of production.
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17. If the performance of any person is tremendously
increased that helps the org in producing the more no of
units in the same time and with the same material, it is
beneficial for the entrepreneur. If the entrepreneur is
getting more benefit with eh same material, he also
distributes the share of profit among those employees.
Which will be the motivation factor for others to follow?
This type of incentives will not be found in government
sector organizations.
18. Appraisal system is everywhere that may be
corporate or public sector organization. In the public
sector organization appraisal generally takes in the form
of word of mouth or in the form of merit certificate.
Whereas in the corporate sector appraisal may lead
performance based wages system. But in the public sector
there is fixed wages system.
19. Organizations generally interested to provide training
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to the staff so that they can get good results in work place.
Employees who are willing to get promotion who wanttheir payment be increased generally keep interest in
getting training. In public sector organizations sometimes
training will not be followed by any appraisal like
promotion or financial benefit that situations employees
generally dont show interest for training.
20. Performance increases with the help of training if a
person undergone training and performing well them the
others, he should get appraisal like promotion with or
without power them only he keeps interest in performing
well. This type of system is also prevailing in the Defence
forces also. Each and every one no needs to be promoted
to next rank. Promotion will generally be given to these
who got good record of performing well without any
adverse report. This system needed to be stricter so that
who wants to remain in job, works hard which leads to
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best performance.
21. Most of the organizations of corporate sector and
defence forces follow the performance based promotion
system. But in the government service sector
organizations follow service based promotions system.
Service based promotion system sometimes gives adverse
results. It the boss is promoted on the basis of service but
he doesnt know about the work which leads disgust
among the employees.
22. Indian corporate sector is mixture of Japanese and
American style. Indian satisfaction level never ends.
Employees want more payment more promotion and
interested in less working. Whereas entrepreneurs are
interested in giving less wages and getting more work
from employees. It is the general tendency of employees
and owners. Here is a need to come both at a middle point
so that employees work honestly and owners give
remuneration and promotion according to their work so
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that both can satisfy at a level.
23. Training helps in performance increase. Anemployee who got training can change the prevailing
output standards of his unit by applying the knowledge he
got. Due to this approach other employees also follow him
create a lot of change in positive way.
24. It is the critical factor that in the corporate sector if
any employee possesses high technique of knowledge henever shares it with others. This is because of the fear of
lacking advantages by others. Some times that knowledge
technician shares his knowledge when he is in the
supervisory staff or managerial staff. It is the
responsibility of him that gets the work done efficiently.
Whoever sharing the knowledge with his subordinates
voluntarily and in his own time it is applaudable by all
managerial staff. This type of attitudes of technicians
should be supported in order to get good performance
from others.
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25. Generally training is given according to the level of
employee. It an employee is in initial stage obviouslyhe will be given initial training. It that technical become
to a supervisor. Then supervisor should also be given
training so that he can lead his team well. Toughness of
training to be increased or not is not a matter. The
matter is that the toughness should be according to the
level of employee and according to the set standards of
all the employees are reaching the set standards them
no need to toughness the training. This toughness
should be like an elastic power of a rubber. Rubber can
be stretched up to a limit. It we stretch the rubber more
them its limit it will be broken into pieces.
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Contact Method
Under the contact method information is gathered by personal interviews.
FINDINGS
10%
20%
70%
Interest Level of the Employee
From the sample size (50 members) 35 members are
interested to undergo the training and 10 are not interested
to get training voluntarily and they expressed their
willingness if the company offers. The remaining 5 aredenied to get training voluntarily and forcibly.
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ANALYSIS .
People willing to get training seek their better future by performing well. They need promotion and
financial benefits. Their attitude is to achieve the new
heights in their life.
The people who are not volunteers and express their
willingness, to get training if the company forcibly detail
them for training are good in their present stage, status
and financial position. If the company sends them on
training they are willing to accept the further more
responsibilities.
10% of the sample size who deny for promotion and
transfer are either facing demotic problems like age,
family problems or settled well in their life. Due to these
problems they dont want to undergo training and
transfers on promotion.
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ANALYSIS OF THE RESPONES
QuestionNo Yes No NotKnown Remarks
1. 20 30* -- *Are not technicians2. 40 10* -- *Experience gives
the knowledge3. 45 05* -- *Administration side4. On the model as well as real equipment5. Combination of both6. -- 50 -- --7. -- 50 -- --8. 50 -- -- --9. A lot 35 Little
15-- --
10. 25 25 -- --11. 30 20 -- --12. 50 -- -- --13. 48 02* -- *Physically not fit
for technical job.14. 45 05 -- --15. 45 05* -- *Knowledge can be
gain throughexperience
16. 45 both -- 05 --17. 50 -- -- --18. 50 Fixed -- -- --19. 35 10 05 --20. 32 18 -- --21. 32 both 18
Service-- --
22. 45 05 -- --23. 45 05 -- --24. 28 22 -- --
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25. 33 17 -- --
This analysis shows that the company tied to fulfill theneeds of the employees. However exceptions are
everywhere. To understand the exceptional cases we
should know the individual differences.
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SUGGESTIONS
1. Employees are needed to motivate in achieving
further promotions which enable them to perform well
and increase their financial condition.
2. Organization has to maintain strictness in case of
volunteers for training; otherwise they may leave the
company after getting experience and knowledge.
3. Company has to tighten the rules and policies in
order to maintain the discipline.
4. Company has to follow the correct appraisal system
which reduces the employee turnover.
5. Outstanding performing employees should be given
rewards and if possible out of turn promotion by
announcing in the emp