Dear Lavanya,
Greetings!
The FLSA applies to "any individual employed by an employer" but not to independent contractors or volunteers because they are not considered "employees" under the FLSA. Still, an employer cannot simply exempt workers from the FLSA by calling them independent contractors, and many employers have illegally misclassified their workers as independent contractors.
Rgds,
John N
From India, Madras
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59Greetings!
The FLSA applies to "any individual employed by an employer" but not to independent contractors or volunteers because they are not considered "employees" under the FLSA. Still, an employer cannot simply exempt workers from the FLSA by calling them independent contractors, and many employers have illegally misclassified their workers as independent contractors.
Rgds,
John N
From India, Madras
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Hi John, Thanks for enlightening me on it. :) My Question is what is job hopping? And what strategies companies use to deal with it? :?: Regards, Lavanya
From India, Madras
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From India, Madras
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Hi, Guys,
I was not able to access the CiteHR website. It always gives a technical error. I had also planned to share some comments on FLSA. Anyways, no problems. Good job, Lavanya, for your answer and follow-up question.
Great work, John and Lavanya.
Hi, others - Seema, Sandeep, what happened? Nowadays, you guys are not participating much. Come on, yaar, please do participate.
Preet
From India, Bangalore
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I was not able to access the CiteHR website. It always gives a technical error. I had also planned to share some comments on FLSA. Anyways, no problems. Good job, Lavanya, for your answer and follow-up question.
Great work, John and Lavanya.
Hi, others - Seema, Sandeep, what happened? Nowadays, you guys are not participating much. Come on, yaar, please do participate.
Preet
From India, Bangalore
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Dear All,
I have just seen the question and answer of John. I am supplementing the answer with a couple of facts. First, FLSA is not an Indian law; it is US law.
"The Fair Labor Standards Act of 1938 (FLSA, ch. 676, 52 Stat. 1060, June 25, 1938, 29 U.S.C. ch.8) is United States federal law that applies to employees engaged in interstate commerce or employed by an enterprise engaged in commerce or in the production of goods for commerce, unless the employer can claim an exemption from coverage. The FLSA established a national minimum wage, guaranteed time and a half for overtime in certain jobs, and prohibited most employment of minors in "oppressive child labor," a term defined in the statute."
Second, jury service is applicable in the US, not in India. It is not linked to industry but to the nation.
"Jury service is a public duty. Unless someone is disqualified, has the right to be excused, or has a valid reason for discretionary excusal, then they must serve.
"All jurors are selected at random by computer from the electoral register. Everyone on the electoral register from the ages of 18 to 70 may be selected even if they are not eligible to serve on a jury. Some people never get called; others get called more than once."
Third, the following are the legislative acts in India regarding compensation, wages, retirement benefits, and other financial benefits for industrial workers:
- Minimum Wages Act, 1948
- Workmen's Compensation Act, 1923
- Maternity Benefit Act, 1961
- Payment of Bonus Act, 1965
- Payment of Gratuity Act, 1972
- Employer's Provident Funds & Miscellaneous Provisions Act, 1952
Regarding components of the compensation system, it depends on many parameters. John's answer is too theoretical. He has described the basis of deciding compensation, not the components of compensation. Components might be considered based on two major factors:
1. Statutory Payments (such as PF, Gratuity, bonus, etc.)
2. Internal Policy (Basic Salary, Special Allowances, LTA, etc.)
Compensation strategy in all organizations is usually decided considering the following:
- One for Management Cadre employees and another for Unionized cadre or workmen.
- Flexi or static compensation
- Internal Batch Parity or market Trend
- It should be designed to get maximum relief from income tax.
Regards,
From India, Calcutta
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I have just seen the question and answer of John. I am supplementing the answer with a couple of facts. First, FLSA is not an Indian law; it is US law.
"The Fair Labor Standards Act of 1938 (FLSA, ch. 676, 52 Stat. 1060, June 25, 1938, 29 U.S.C. ch.8) is United States federal law that applies to employees engaged in interstate commerce or employed by an enterprise engaged in commerce or in the production of goods for commerce, unless the employer can claim an exemption from coverage. The FLSA established a national minimum wage, guaranteed time and a half for overtime in certain jobs, and prohibited most employment of minors in "oppressive child labor," a term defined in the statute."
Second, jury service is applicable in the US, not in India. It is not linked to industry but to the nation.
"Jury service is a public duty. Unless someone is disqualified, has the right to be excused, or has a valid reason for discretionary excusal, then they must serve.
"All jurors are selected at random by computer from the electoral register. Everyone on the electoral register from the ages of 18 to 70 may be selected even if they are not eligible to serve on a jury. Some people never get called; others get called more than once."
Third, the following are the legislative acts in India regarding compensation, wages, retirement benefits, and other financial benefits for industrial workers:
- Minimum Wages Act, 1948
- Workmen's Compensation Act, 1923
- Maternity Benefit Act, 1961
- Payment of Bonus Act, 1965
- Payment of Gratuity Act, 1972
- Employer's Provident Funds & Miscellaneous Provisions Act, 1952
Regarding components of the compensation system, it depends on many parameters. John's answer is too theoretical. He has described the basis of deciding compensation, not the components of compensation. Components might be considered based on two major factors:
1. Statutory Payments (such as PF, Gratuity, bonus, etc.)
2. Internal Policy (Basic Salary, Special Allowances, LTA, etc.)
Compensation strategy in all organizations is usually decided considering the following:
- One for Management Cadre employees and another for Unionized cadre or workmen.
- Flexi or static compensation
- Internal Batch Parity or market Trend
- It should be designed to get maximum relief from income tax.
Regards,
From India, Calcutta
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Hi John,
The same thing which Sameer mentioned, I thought to share with you guys. Due to a problem with the site, I was not able to post it. Actually, as Sameer and Lavanya mentioned, the FLSA is a US law and not applicable in India. If you are talking about a similar law in India, I think the Industrial Disputes Act 1947 is the most appropriate act, which addresses unfair labor practices.
Anyways, Sameer, thanks for your contribution. It is good that you have shared very useful information.
Preet
From India, Bangalore
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The same thing which Sameer mentioned, I thought to share with you guys. Due to a problem with the site, I was not able to post it. Actually, as Sameer and Lavanya mentioned, the FLSA is a US law and not applicable in India. If you are talking about a similar law in India, I think the Industrial Disputes Act 1947 is the most appropriate act, which addresses unfair labor practices.
Anyways, Sameer, thanks for your contribution. It is good that you have shared very useful information.
Preet
From India, Bangalore
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Dear Sameer: Greetings! Good appendage from urside. I too aware FLSA is applicable for US. The question is for knowldge sharing, thats y i asked the question. Rgds, John N
From India, Madras
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From India, Madras
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Dear All,
Peer has given the answer. I am just sending an article on it.
It's yet another day at the office. As I logged on to the marketing and advertising sites for the latest updates, as usual, I found the headlines dominated by "who's moving from one company to another after a short stint," and I wondered, why are so many people leaving one job for another? Is it past now to work with just one company for a sufficiently long period?
Whenever I ask this question to people who leave a company, the answers I get are: "Oh, I am getting a 200% hike in salary"; "Well, I am jumping three levels in my designation"; "Well, they are going to send me abroad in six months".
Then, I look around at all the people who are considered successful today and who have reached the top - be it a media agency, an advertising agency, or a company. I find that most of these people are the ones who have stuck to the company, grounded their heels, and worked their way to the top.
And, as I look around for people who changed their jobs constantly, I find they have stagnated at some level, in obscurity!
In this absolutely ruthless, dynamic, and competitive environment, there are still no shortcuts to success or to making money. The only thing that continues to pay, as earlier, is loyalty and hard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it does pay.
Does this mean that one should stick to an organization and wait for that golden moment? Of course not. After a long stint, there always comes a time for moving in most organizations, but it is important to move for the right reasons, rather than superficial ones, like money, designation, or an overseas trip. Remember, no company recruits for charity.
More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what that company offers its current employees, there is always unseen bait attached.
The result? You will, in the long-term, have reached exactly the same levels or maybe lower levels than what you would have in your current company.
A lot of people leave an organization because they are "unhappy". What is this so-called unhappiness? I have been working for donkey's years, and there has never been a day when I am not unhappy about something in my work environment - boss, rude colleague, fussy clients, etc.
Unhappiness in a workplace, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be "happy" in the truest sense? If I think hard, the answer is "No". Happiness is something you find with family, friends, maybe a close circle of colleagues who have become friends.
What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges, and get the job done.
So, the next time you are tempted to move, ask yourself why you are moving and what you are moving into?
Some questions are:
Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?
Who are the people who currently handle this responsibility in the current and new company? Am I as good as the best among them?
As the new job offer has a different profile, why have I not given the current company the option to offer me this profile?
Why is the new company offering me the job? Do they want me for my skills, or is there an ulterior motive?
An honest answer to these will eventually decide where you go in your career - to the top of the pile in the long term (at the cost of short-term blips) or to become another average employee who gets lost with time in the wilderness?
From India, Calcutta
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Peer has given the answer. I am just sending an article on it.
It's yet another day at the office. As I logged on to the marketing and advertising sites for the latest updates, as usual, I found the headlines dominated by "who's moving from one company to another after a short stint," and I wondered, why are so many people leaving one job for another? Is it past now to work with just one company for a sufficiently long period?
Whenever I ask this question to people who leave a company, the answers I get are: "Oh, I am getting a 200% hike in salary"; "Well, I am jumping three levels in my designation"; "Well, they are going to send me abroad in six months".
Then, I look around at all the people who are considered successful today and who have reached the top - be it a media agency, an advertising agency, or a company. I find that most of these people are the ones who have stuck to the company, grounded their heels, and worked their way to the top.
And, as I look around for people who changed their jobs constantly, I find they have stagnated at some level, in obscurity!
In this absolutely ruthless, dynamic, and competitive environment, there are still no shortcuts to success or to making money. The only thing that continues to pay, as earlier, is loyalty and hard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it does pay.
Does this mean that one should stick to an organization and wait for that golden moment? Of course not. After a long stint, there always comes a time for moving in most organizations, but it is important to move for the right reasons, rather than superficial ones, like money, designation, or an overseas trip. Remember, no company recruits for charity.
More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what that company offers its current employees, there is always unseen bait attached.
The result? You will, in the long-term, have reached exactly the same levels or maybe lower levels than what you would have in your current company.
A lot of people leave an organization because they are "unhappy". What is this so-called unhappiness? I have been working for donkey's years, and there has never been a day when I am not unhappy about something in my work environment - boss, rude colleague, fussy clients, etc.
Unhappiness in a workplace, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be "happy" in the truest sense? If I think hard, the answer is "No". Happiness is something you find with family, friends, maybe a close circle of colleagues who have become friends.
What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges, and get the job done.
So, the next time you are tempted to move, ask yourself why you are moving and what you are moving into?
Some questions are:
Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?
Who are the people who currently handle this responsibility in the current and new company? Am I as good as the best among them?
As the new job offer has a different profile, why have I not given the current company the option to offer me this profile?
Why is the new company offering me the job? Do they want me for my skills, or is there an ulterior motive?
An honest answer to these will eventually decide where you go in your career - to the top of the pile in the long term (at the cost of short-term blips) or to become another average employee who gets lost with time in the wilderness?
From India, Calcutta
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Hi Sameer,
I got some info on the topic. Quality circles are a work group of 8 to 10 employees and supervisors who have a shared area of responsibility. They meet regularly, typically once a week, on company time and on company premises to discuss their quality problems, investigate causes of the problems, recommend solutions, and take corrective actions. They take over the responsibility for solving quality problems and they generate and evaluate their own feedback, but management retains control over the final decisions regarding the implementation of recommended solutions.
The quality circles also include teaching the participants about group communication skills, various quality strategies, and measurement and problem analysis techniques. The important drawback is the very little time they spend discussing issues. They only spend approximately 1 hour a day or so.
Regards,
Lavanya
From India, Madras
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I got some info on the topic. Quality circles are a work group of 8 to 10 employees and supervisors who have a shared area of responsibility. They meet regularly, typically once a week, on company time and on company premises to discuss their quality problems, investigate causes of the problems, recommend solutions, and take corrective actions. They take over the responsibility for solving quality problems and they generate and evaluate their own feedback, but management retains control over the final decisions regarding the implementation of recommended solutions.
The quality circles also include teaching the participants about group communication skills, various quality strategies, and measurement and problem analysis techniques. The important drawback is the very little time they spend discussing issues. They only spend approximately 1 hour a day or so.
Regards,
Lavanya
From India, Madras
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Hi Sameer, It is great to know your active participation. Good question. Lavanya, I think you are too actively participating in answering the question. Good Keep it up. Preet
From India, Bangalore
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From India, Bangalore
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Dear Lavanya,
Good try. However, it requires a little more clarity on prevailing misconceptions related to QC.
- The job may not be shared; it should be a similar type of job (the assumption is that a similar type of job will have similar problems).
- The workers' participation remains voluntary.
- Workers meet to discuss the problems they face in doing their jobs, not to discuss quality-related issues of the product.
- They do not give their feedback; they provide solutions to the problems, not only as suggestions but also for implementation as a pilot project with tangible and intangible benefits.
- Management should not have control over the implementation of the pilot project; instead, it should be responsible (this is the area related to management control) to standardize and institutionalize across the company based on tangible/intangible benefits.
- The ideal time is 1 hour per week.
Thank you.
From India, Calcutta
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Good try. However, it requires a little more clarity on prevailing misconceptions related to QC.
- The job may not be shared; it should be a similar type of job (the assumption is that a similar type of job will have similar problems).
- The workers' participation remains voluntary.
- Workers meet to discuss the problems they face in doing their jobs, not to discuss quality-related issues of the product.
- They do not give their feedback; they provide solutions to the problems, not only as suggestions but also for implementation as a pilot project with tangible and intangible benefits.
- Management should not have control over the implementation of the pilot project; instead, it should be responsible (this is the area related to management control) to standardize and institutionalize across the company based on tangible/intangible benefits.
- The ideal time is 1 hour per week.
Thank you.
From India, Calcutta
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Dear Sameer,
Greetings!
In addition to Lavanya, here are my inputs on QC.
The quality circle is a small group of employees who voluntarily meet at regular times to identify, analyze, and solve quality and other problems in their work areas. Normally, members of a particular QC come from the same workshop, facing and sharing similar problems in their daily work life. Ideally, the group size should be seven or eight to allow enough time for each member to actively participate and contribute in each meeting.
The benefits gained through QC activities include:
- Increase in quality consciousness of employees
- Development of an attitude of problem prevention
- Promotion of employee motivation
- Improvement in human relations
- More effective company communication
- More active job involvement
- Utilization of employee problem-solving capabilities
- Contribution to the personal development of employees
- Encouragement of teamwork
- Improvement of the work environment
- Development of safety awareness
- Control and improvement of quality
- Productivity improvement
- Increased job security
QC activities are voluntarily carried out as part of company-wide quality control. The basic idea behind these activities is as follows:
I. Contribute to excellence in quality
II. Respect humanity and make work life more enjoyable
III. Sharpen human capabilities and utilize the available brainpower.
Regards,
John N
From India, Madras
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Greetings!
In addition to Lavanya, here are my inputs on QC.
The quality circle is a small group of employees who voluntarily meet at regular times to identify, analyze, and solve quality and other problems in their work areas. Normally, members of a particular QC come from the same workshop, facing and sharing similar problems in their daily work life. Ideally, the group size should be seven or eight to allow enough time for each member to actively participate and contribute in each meeting.
The benefits gained through QC activities include:
- Increase in quality consciousness of employees
- Development of an attitude of problem prevention
- Promotion of employee motivation
- Improvement in human relations
- More effective company communication
- More active job involvement
- Utilization of employee problem-solving capabilities
- Contribution to the personal development of employees
- Encouragement of teamwork
- Improvement of the work environment
- Development of safety awareness
- Control and improvement of quality
- Productivity improvement
- Increased job security
QC activities are voluntarily carried out as part of company-wide quality control. The basic idea behind these activities is as follows:
I. Contribute to excellence in quality
II. Respect humanity and make work life more enjoyable
III. Sharpen human capabilities and utilize the available brainpower.
Regards,
John N
From India, Madras
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Hi John, As declared by Sameer, you are the winner. Congratulations. Post your next question. Preet
From India, Bangalore
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From India, Bangalore
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Hi Everybody,
Good going!
Credit Unions:
A credit union is an employee benefit strategy. Credit unions are financial institutions that are owned by their members. They can be viewed as non-profit organizations charged with making a profit for the members. Savings in a credit union are usually known as shares, as they represent ownership. Through a credit union, employees can save at high dividend rates and borrow at low-interest rates. These rates are governed by the members of the Board (elected by the members). Credit unions also offer the convenience of payroll deductions for both savings and repayment of loans.
Please correct me if I'm wrong.
Regards,
Revathi
From India
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Good going!
Credit Unions:
A credit union is an employee benefit strategy. Credit unions are financial institutions that are owned by their members. They can be viewed as non-profit organizations charged with making a profit for the members. Savings in a credit union are usually known as shares, as they represent ownership. Through a credit union, employees can save at high dividend rates and borrow at low-interest rates. These rates are governed by the members of the Board (elected by the members). Credit unions also offer the convenience of payroll deductions for both savings and repayment of loans.
Please correct me if I'm wrong.
Regards,
Revathi
From India
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Hi John, Good question. Even for me it is new topic. Welcome Revathi to this thread. Welcome back Seema. Preet
From India, Bangalore
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From India, Bangalore
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Thanks Preet and John
I don't have deep understanding of this subject so posting whatever i know. i request other members to correct me at any point if i'm wrong.
Lie detector Test : Lie detector test is also known as polygraph and the use of this is governed by Employee Polygraph Protection Act.
In general, an employer cannot require or even suggest that an employee or prospective employee take a polygraph test. The only exception is for investigations involving economic loss or injury to the employer’s business. The employee has the right to terminate the test at any time.
This can be used in Pre employment Honesty test for right hiring.
Regards,
Revathi
From India
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I don't have deep understanding of this subject so posting whatever i know. i request other members to correct me at any point if i'm wrong.
Lie detector Test : Lie detector test is also known as polygraph and the use of this is governed by Employee Polygraph Protection Act.
In general, an employer cannot require or even suggest that an employee or prospective employee take a polygraph test. The only exception is for investigations involving economic loss or injury to the employer’s business. The employee has the right to terminate the test at any time.
This can be used in Pre employment Honesty test for right hiring.
Regards,
Revathi
From India
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Dear All,
Greetings!
The answers to my questions are:
1. Credit Union:
Credit union affiliation is an easy and inexpensive way for employers to assist their employees with financial problems without becoming directly involved. The stress caused by such problems results in absences, accidents, and poor performance. The financial services offered by credit unions can help solve these problems, often at better rates than other institutions.
2. Lie Detector Tests:
The law defines a "lie detector" as any mechanical or electrical device that is used to render a diagnostic opinion about the honesty or dishonesty of an individual. The definition includes polygraphs, deceptographs, voice stress analyzers, psychological stress evaluators, and similar devices. Although most employers are prohibited by federal law from requiring employees to submit to lie detector tests, there are certain exceptions for public employees, government contractors, certain security personnel, and drug company employees, as well as theft and industrial espionage investigations, if certain steps are taken.
The winner is REVATHY.
Regards,
John N
From India, Madras
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Greetings!
The answers to my questions are:
1. Credit Union:
Credit union affiliation is an easy and inexpensive way for employers to assist their employees with financial problems without becoming directly involved. The stress caused by such problems results in absences, accidents, and poor performance. The financial services offered by credit unions can help solve these problems, often at better rates than other institutions.
2. Lie Detector Tests:
The law defines a "lie detector" as any mechanical or electrical device that is used to render a diagnostic opinion about the honesty or dishonesty of an individual. The definition includes polygraphs, deceptographs, voice stress analyzers, psychological stress evaluators, and similar devices. Although most employers are prohibited by federal law from requiring employees to submit to lie detector tests, there are certain exceptions for public employees, government contractors, certain security personnel, and drug company employees, as well as theft and industrial espionage investigations, if certain steps are taken.
The winner is REVATHY.
Regards,
John N
From India, Madras
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Hi Revathi, You need to post the next question within 1PM to avoid wasting one day in updating our knowledge. Preet
From India, Bangalore
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From India, Bangalore
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Hi all,
Really wasted our one precious day without posting any question. I request John to continue with the next question. Till he posts the next question, just enjoy the wonderful article about the existence of God.
No God or Know God?
An atheist professor of philosophy speaks to his class on the problem Science has with God, The Almighty.
He asks one of his new students to stand and.....
Prof: So you believe in God?
Student: Absolutely, sir.
Prof: Is God good?
Student: Sure.
Prof: Is God all-powerful?
Student: Yes.
Prof: My brother died of cancer even though he prayed to God to heal him.
Most of us would attempt to help others who are ill. But God didn't. How is this God good then? Hmm? (Student is silent.)
Prof: You can't answer, can you? Let's start again, young fellow. Is God good?
Student: Yes.
Prof: Is Satan good?
Student: No.
Prof: Where does Satan come from?
Student: From...God...
Prof: That's right. Tell me son, is there evil in this world?
Student: Yes.
Prof: Evil is everywhere, isn't it? And God did make everything. Correct?
Student: Yes.
Prof: So who created evil?
(Student does not answer.)
Prof: Is there sickness? Immorality? Hatred? Ugliness? All these terrible things exist in the world, don't they?
Student: Yes, sir.
Prof: So, who created them?
(Student has no answer.)
Prof: Science says you have 5 senses you use to identify and observe the world around you. Tell me, son...Have you ever seen God?
Student: No, sir.
Prof: Tell us if you have ever heard your God?
Student: No, sir.
Prof: Have you ever felt your God, tasted your God, smelt your God? Have you ever had any sensory perception of God for that matter?
Student: No, sir. I'm afraid I haven't.
Prof: Yet you still believe in Him?
Student: Yes.
Prof: According to empirical, testable, demonstrable protocol, science says your GOD doesn't exist. What do you say to that, son?
Student: Nothing. I only have my faith.
Prof: Yes. Faith. And that is the problem science has.
Student: Professor, is there such a thing as heat?
Prof: Yes.
Student: And is there such a thing as cold?
Prof: Yes.
Student: No, sir. There isn't.
(The lecture theatre becomes very quiet with this turn of events.)
Student: Sir, you can have lots of heat, even more heat, superheat, mega heat, white heat, a little heat or no heat. But we don't have anything called cold. We can hit 458 degrees below zero which is no heat,
But we can't go any further after that. There is no such thing as cold. Cold is only a word we use to describe the absence of heat. We cannot measure cold.
Heat is energy. Cold is not the opposite of heat, sir, just the absence of it.
(There is pin-drop silence in the lecture theatre.)
Student: What about darkness, Professor? Is there such a thing as darkness?
Prof: Yes. What is night if there isn't darkness?
Student: You're wrong again, sir. Darkness is the absence of something. You can have low light, normal light, bright light, flashing light....But if you have no light constantly, you have nothing and it's called darkness, isn't it? In reality, darkness isn't.
If it were you would be able to make darkness darker, wouldn't you?
Prof: So what is the point you are making, young man?
Student: Sir, my point is your philosophical premise is flawed.
Prof: Flawed? Can you explain how?
Student: Sir, you are working on the premise of duality. You argue there is life and then there is death, a good God and a bad God. You are viewing the concept of God as something finite, something we can measure.
Sir, science can't even explain a thought. It uses electricity and magnetism, but has never seen, much less fully understood either one.
To view death as the opposite of life is to be ignorant of the fact that death cannot exist as a substantive thing. Death is not the opposite of life: just the absence of it. Now tell me, Professor. Do you teach your students that they evolved from a monkey?
Prof: If you are referring to the natural evolutionary process, yes, of course, I do.
Student: Have you ever observed evolution with your own eyes, sir?
(The Professor shakes his head with a smile, beginning to realize where the argument is going.)
Student: Since no one has ever observed the process of evolution at work and cannot even prove that this process is an ongoing endeavor, are you not teaching your opinion, sir? Are you not a scientist but a preacher?
(The class is in an uproar.)
Student: Is there anyone in the class who has ever seen the Professor's brain?
(The class breaks out into laughter.)
Student: Is there anyone here who has ever heard the Professor's brain, felt it, touched, or smelt it? No one appears to have done so. So, according to the established rules of empirical, stable, demonstrable protocol, science says that you have no brain, sir.
With all due respect, sir, how do we then trust your lectures, sir?
(The room is silent. The professor stares at the student, his face unfathomable.)
Prof: I guess you'll have to take them on faith, son.
Student: That is it, sir... The link between man & god is FAITH.
That is all that keeps things moving & alive..................
Source: internet
Preet
From India, Bangalore
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Really wasted our one precious day without posting any question. I request John to continue with the next question. Till he posts the next question, just enjoy the wonderful article about the existence of God.
No God or Know God?
An atheist professor of philosophy speaks to his class on the problem Science has with God, The Almighty.
He asks one of his new students to stand and.....
Prof: So you believe in God?
Student: Absolutely, sir.
Prof: Is God good?
Student: Sure.
Prof: Is God all-powerful?
Student: Yes.
Prof: My brother died of cancer even though he prayed to God to heal him.
Most of us would attempt to help others who are ill. But God didn't. How is this God good then? Hmm? (Student is silent.)
Prof: You can't answer, can you? Let's start again, young fellow. Is God good?
Student: Yes.
Prof: Is Satan good?
Student: No.
Prof: Where does Satan come from?
Student: From...God...
Prof: That's right. Tell me son, is there evil in this world?
Student: Yes.
Prof: Evil is everywhere, isn't it? And God did make everything. Correct?
Student: Yes.
Prof: So who created evil?
(Student does not answer.)
Prof: Is there sickness? Immorality? Hatred? Ugliness? All these terrible things exist in the world, don't they?
Student: Yes, sir.
Prof: So, who created them?
(Student has no answer.)
Prof: Science says you have 5 senses you use to identify and observe the world around you. Tell me, son...Have you ever seen God?
Student: No, sir.
Prof: Tell us if you have ever heard your God?
Student: No, sir.
Prof: Have you ever felt your God, tasted your God, smelt your God? Have you ever had any sensory perception of God for that matter?
Student: No, sir. I'm afraid I haven't.
Prof: Yet you still believe in Him?
Student: Yes.
Prof: According to empirical, testable, demonstrable protocol, science says your GOD doesn't exist. What do you say to that, son?
Student: Nothing. I only have my faith.
Prof: Yes. Faith. And that is the problem science has.
Student: Professor, is there such a thing as heat?
Prof: Yes.
Student: And is there such a thing as cold?
Prof: Yes.
Student: No, sir. There isn't.
(The lecture theatre becomes very quiet with this turn of events.)
Student: Sir, you can have lots of heat, even more heat, superheat, mega heat, white heat, a little heat or no heat. But we don't have anything called cold. We can hit 458 degrees below zero which is no heat,
But we can't go any further after that. There is no such thing as cold. Cold is only a word we use to describe the absence of heat. We cannot measure cold.
Heat is energy. Cold is not the opposite of heat, sir, just the absence of it.
(There is pin-drop silence in the lecture theatre.)
Student: What about darkness, Professor? Is there such a thing as darkness?
Prof: Yes. What is night if there isn't darkness?
Student: You're wrong again, sir. Darkness is the absence of something. You can have low light, normal light, bright light, flashing light....But if you have no light constantly, you have nothing and it's called darkness, isn't it? In reality, darkness isn't.
If it were you would be able to make darkness darker, wouldn't you?
Prof: So what is the point you are making, young man?
Student: Sir, my point is your philosophical premise is flawed.
Prof: Flawed? Can you explain how?
Student: Sir, you are working on the premise of duality. You argue there is life and then there is death, a good God and a bad God. You are viewing the concept of God as something finite, something we can measure.
Sir, science can't even explain a thought. It uses electricity and magnetism, but has never seen, much less fully understood either one.
To view death as the opposite of life is to be ignorant of the fact that death cannot exist as a substantive thing. Death is not the opposite of life: just the absence of it. Now tell me, Professor. Do you teach your students that they evolved from a monkey?
Prof: If you are referring to the natural evolutionary process, yes, of course, I do.
Student: Have you ever observed evolution with your own eyes, sir?
(The Professor shakes his head with a smile, beginning to realize where the argument is going.)
Student: Since no one has ever observed the process of evolution at work and cannot even prove that this process is an ongoing endeavor, are you not teaching your opinion, sir? Are you not a scientist but a preacher?
(The class is in an uproar.)
Student: Is there anyone in the class who has ever seen the Professor's brain?
(The class breaks out into laughter.)
Student: Is there anyone here who has ever heard the Professor's brain, felt it, touched, or smelt it? No one appears to have done so. So, according to the established rules of empirical, stable, demonstrable protocol, science says that you have no brain, sir.
With all due respect, sir, how do we then trust your lectures, sir?
(The room is silent. The professor stares at the student, his face unfathomable.)
Prof: I guess you'll have to take them on faith, son.
Student: That is it, sir... The link between man & god is FAITH.
That is all that keeps things moving & alive..................
Source: internet
Preet
From India, Bangalore
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Hi all,
Please put in your comments on the above article on the existence of God. I wonder how this topic has gained so much importance, with people enhancing their knowledge on HR. Within a period of 1.5 months from the date it started, the total views have exceeded 10,000, with 310+ replies. I believe no other topic has received such a good response in such a short time span. While only a few people are genuinely interested in playing the game, many are updating their knowledge. I am grateful to those who are posting questions on different HR aspects. I invite everyone to join us and participate in the game to enhance your knowledge.
Preet
From India, Bangalore
Acknowledge(0)Amend(0)
Please put in your comments on the above article on the existence of God. I wonder how this topic has gained so much importance, with people enhancing their knowledge on HR. Within a period of 1.5 months from the date it started, the total views have exceeded 10,000, with 310+ replies. I believe no other topic has received such a good response in such a short time span. While only a few people are genuinely interested in playing the game, many are updating their knowledge. I am grateful to those who are posting questions on different HR aspects. I invite everyone to join us and participate in the game to enhance your knowledge.
Preet
From India, Bangalore
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Dear All,
Sorry for not posting the next question on time. I request John to post the next question. If not, then I have a question to post, for which I need the consent of other members.
Regards,
Revathi
From India
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Sorry for not posting the next question on time. I request John to post the next question. If not, then I have a question to post, for which I need the consent of other members.
Regards,
Revathi
From India
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Thank you, John and Preet, for giving me the chance. I'm not very experienced in this field, so I request senior members to support and correct me if I'm wrong.
My question is: How is TQM used in HR? And could you please explain the machinery for settling disputes?
Regards,
Revathi
From India
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My question is: How is TQM used in HR? And could you please explain the machinery for settling disputes?
Regards,
Revathi
From India
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Hi Revathi,
It is a good question, which is nowadays becoming popular among the corporates. Even I am working on it to implement in HR with my TQM consultant. I prefer others to answer your question. If no one answers the question, then I will post my answer.
Preet
From India, Bangalore
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It is a good question, which is nowadays becoming popular among the corporates. Even I am working on it to implement in HR with my TQM consultant. I prefer others to answer your question. If no one answers the question, then I will post my answer.
Preet
From India, Bangalore
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Hi Preet I was having this Question from quiet a long time. Now through citehr i got the platform to learn about this topic. Thanks preet for supporting! Regards, Revathi
From India
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From India
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Hi All, I got some info on DISPUTES OF MACHINERY: Find the info attached. Correct me if i am wrong. Regards, Lavanya
From India, Madras
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From India, Madras
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Hi Preeth,
That article on God is really interesting. I read it somewhere already. :)
I could add an info about it. The student is none other than our former President Dr. APJ Abdul Kalam!!!! 8)
Regards,
Lavanya. :D
From India, Madras
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That article on God is really interesting. I read it somewhere already. :)
I could add an info about it. The student is none other than our former President Dr. APJ Abdul Kalam!!!! 8)
Regards,
Lavanya. :D
From India, Madras
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Hi Lavanya,
Good answer by you for the Dispute Redressing machinery. I think it is more appropriate answer.
Hi Revathi,
Pls find the answer for TQM
TQM is defined as a “Management approach of an organization, centered on quality, based on participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society."
The total part of TQM encompasses not only the external end user and purchaser of the product/services but also internal customers such as co-workers or other departments. In TQM, all work is seen as “Process" and TQM is a continuous process of improvement for individuals, groups of people and whole organization. It involves a set of four principles and eight concepts. The four guiding principles are:
Customer Satisfaction, Managed by Facts, People-based Management, Continuous improvement
TQM is primarily an organizational strategy to achieve excellence and therefore HR has an important role to play in designing the interventions to prepare the people and the organizations for the desired change.
HR has to undertake training of personnel in understanding the application of TQM methods & its tools. HR initiatives in this context have to address in training of personnel in becoming "data minded than opinion minded". The mindset of “What is wrong" than” Who is wrong" to be generated & built up. Though it is a formidable task, HR has to trigger this thinking in an organization to realize thought revolution of TQM dimension.
Further, HR has to initiate employee involvement in TQM. Ultimately, quality is physically produced by the operator on the shop floor. It is therefore very important that he understands the quality requirements of his job. This is possible provided his involvement in the job is very high and he is a very committed and empowered worker. It is in this context that Japanese have introduced Quality Circles which have generated high level of commitment of workers. Quality circles are based on the fundamental principles of collaboration, involvement & empowerment. HR has to facilitate the culture of team work either in the form of Quality Circles, Quality Teams, Task force, CFT, Suggestion schemes or any such others innovative employee involvement schemes for TQM activity.
Finally HR has to create TQM mindset by focusing following three main orientations:-
1) The customer orientation
2) The process orientation
3) The people orientation.
The concept of TQM is first evolved by Mr. W. Edward Deming of Japan. Principle of “Do things right, the first time and every time"
For your Info, the first Indian company which won the Deming Prize (Instituted in the name of Edwar Deming, who has conceptualized TQM) for TQM is Sundaram Clayton, Chennai, and it is one of the member of elite group of Deming Prize winners. Other members of the elite group are, Florida Power & Light, AT& T’s Power Systems, and Philips’s Taiwan Unit.
Even the great giants like Honda, Sony, and GE who has won Deming Award for TQM are not the members of the Deming Prize winners Elite group.
I will post one more small definition of TQM (which is in a common man understanding format) which I read in one of the website.
Preet
NS: Sorry! I was telling everyone to reduce the answer in short form, but sometimes we could not edit anything because, not to loose any important information.
From India, Bangalore
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Good answer by you for the Dispute Redressing machinery. I think it is more appropriate answer.
Hi Revathi,
Pls find the answer for TQM
TQM is defined as a “Management approach of an organization, centered on quality, based on participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society."
The total part of TQM encompasses not only the external end user and purchaser of the product/services but also internal customers such as co-workers or other departments. In TQM, all work is seen as “Process" and TQM is a continuous process of improvement for individuals, groups of people and whole organization. It involves a set of four principles and eight concepts. The four guiding principles are:
Customer Satisfaction, Managed by Facts, People-based Management, Continuous improvement
TQM is primarily an organizational strategy to achieve excellence and therefore HR has an important role to play in designing the interventions to prepare the people and the organizations for the desired change.
HR has to undertake training of personnel in understanding the application of TQM methods & its tools. HR initiatives in this context have to address in training of personnel in becoming "data minded than opinion minded". The mindset of “What is wrong" than” Who is wrong" to be generated & built up. Though it is a formidable task, HR has to trigger this thinking in an organization to realize thought revolution of TQM dimension.
Further, HR has to initiate employee involvement in TQM. Ultimately, quality is physically produced by the operator on the shop floor. It is therefore very important that he understands the quality requirements of his job. This is possible provided his involvement in the job is very high and he is a very committed and empowered worker. It is in this context that Japanese have introduced Quality Circles which have generated high level of commitment of workers. Quality circles are based on the fundamental principles of collaboration, involvement & empowerment. HR has to facilitate the culture of team work either in the form of Quality Circles, Quality Teams, Task force, CFT, Suggestion schemes or any such others innovative employee involvement schemes for TQM activity.
Finally HR has to create TQM mindset by focusing following three main orientations:-
1) The customer orientation
2) The process orientation
3) The people orientation.
The concept of TQM is first evolved by Mr. W. Edward Deming of Japan. Principle of “Do things right, the first time and every time"
For your Info, the first Indian company which won the Deming Prize (Instituted in the name of Edwar Deming, who has conceptualized TQM) for TQM is Sundaram Clayton, Chennai, and it is one of the member of elite group of Deming Prize winners. Other members of the elite group are, Florida Power & Light, AT& T’s Power Systems, and Philips’s Taiwan Unit.
Even the great giants like Honda, Sony, and GE who has won Deming Award for TQM are not the members of the Deming Prize winners Elite group.
I will post one more small definition of TQM (which is in a common man understanding format) which I read in one of the website.
Preet
NS: Sorry! I was telling everyone to reduce the answer in short form, but sometimes we could not edit anything because, not to loose any important information.
From India, Bangalore
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Hi Friends,
I am a new participant. I would also like to add my comments on TQM. TQM may be defined as creating an organizational culture committed to the continuous improvement of skills, teamwork, processes, product & service quality, and customer satisfaction. For achieving total quality, three things are essential:
1. Meeting customer's requirements
2. Continuous improvement through management processes
3. Involvement of all employees
Steps in TQM:
1. Plan
- Policies & objectives
- Methods to achieve objectives
2. Do
- Education & Training
- Implementation of change
3. Check
- Observe Results
- Analyze Results
4. Act
- Prevent Undesired Effects
- Measures for improvement
I tried to explain TQM in HR just to share my knowledge on this topic.
Sangeeta
From India, New Delhi
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I am a new participant. I would also like to add my comments on TQM. TQM may be defined as creating an organizational culture committed to the continuous improvement of skills, teamwork, processes, product & service quality, and customer satisfaction. For achieving total quality, three things are essential:
1. Meeting customer's requirements
2. Continuous improvement through management processes
3. Involvement of all employees
Steps in TQM:
1. Plan
- Policies & objectives
- Methods to achieve objectives
2. Do
- Education & Training
- Implementation of change
3. Check
- Observe Results
- Analyze Results
4. Act
- Prevent Undesired Effects
- Measures for improvement
I tried to explain TQM in HR just to share my knowledge on this topic.
Sangeeta
From India, New Delhi
Acknowledge(0)Amend(0)
Hi All,
As I mentioned pls find below the TQM concept, which I read in one website.
What is TQM?
The problem of quality management is not what people don’t know about it. The Problem is what they think they do know. . . . In this regard, quality has much in common with sex. Everyone is for it (under certain conditions of course). Everyone feels they understand it (Even though they wouldn’t want to explain it). Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow). And, of course, most people feel that all problems in these areas are caused by other people (if only they would take the time to do things right). (Crosby, 1979)
Hi Sangeetha,
Welcome to this thread. It is good contribution from you. Keep participating.
Preet
From India, Bangalore
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As I mentioned pls find below the TQM concept, which I read in one website.
What is TQM?
The problem of quality management is not what people don’t know about it. The Problem is what they think they do know. . . . In this regard, quality has much in common with sex. Everyone is for it (under certain conditions of course). Everyone feels they understand it (Even though they wouldn’t want to explain it). Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow). And, of course, most people feel that all problems in these areas are caused by other people (if only they would take the time to do things right). (Crosby, 1979)
Hi Sangeetha,
Welcome to this thread. It is good contribution from you. Keep participating.
Preet
From India, Bangalore
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Hi All, The TQM is conceptualized by Japaneese and is being used in the name of " KAIZEN" which involved of processes. Preet
From India, Bangalore
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From India, Bangalore
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Hi Preet,
Kaizen means constant improvement. Kaizen practitioners view quality as an endless journey, not a final destination. They are always experimenting, measuring, adjusting, and improving. Kaizen involves:
(i) Improved and more consistent product and service quality.
(ii) Faster cycle time.
(iii) Greater flexibility.
(iv) Lower costs and less waste.
Sangeeta
From India, New Delhi
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Kaizen means constant improvement. Kaizen practitioners view quality as an endless journey, not a final destination. They are always experimenting, measuring, adjusting, and improving. Kaizen involves:
(i) Improved and more consistent product and service quality.
(ii) Faster cycle time.
(iii) Greater flexibility.
(iv) Lower costs and less waste.
Sangeeta
From India, New Delhi
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Hi Sangeetha, Good point. Even TQM is also of same processes which is continuous and leads to improvement. Preet
From India, Bangalore
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From India, Bangalore
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Dear All
Greetings!
Well said by all. To add some more points on TQM in HR. Please read the following article on Manufacturing More Effective TQM: Implications for the Management of Human Resources "Adrian Wilkinson, Mick Marchington & Barrie Dale"
Human Resource Policies and Practices
In this section, we draw out a number of issues from the three case studies and discuss the implications of TQM for the management of human resources and in particular for the role of the Personnel Function.
The question of ‘fit’ between the ‘hard’ and ‘soft’ side of TQM requires a re-examination of existing human resources policies. (see Wilkinson, 1994). Clearly the HR policies must be consistent with and reflect the Quality Policy of the organisation, so that different and contradictory messages are not being disseminated by management.
There are a number of critical human resources issues arising from the three cases:
Education and communication Each of our case study companies had placed great emphasis on this; through a variety of vehicles — videos, briefing, magazines, newsletters and noticeboards, etc. so as to promulgate and reinforce the quality message. As Ishikawa (1985) says — “Quality begins and ends with education”.
However, the evidence suggests that it is inadequate for senior management to express their commitment solely through communicating vision and mission statements. The “levers” at the disposal of the Personnel Department may be more powerful in providing clear messages of change and taking this message beyond the talking stage. We find our companies supporting the quality message through the adaptation of personnel practices arid the development of new communications channels between management and non-managerial employees.
Selection In our cases there is some evidence that TQM has had an effect on selection procedures. At Carcom for example, more sophisticated recruitment and selection techniques were being introduced, including psychometric and aptitude tests and assessment centres in an attempt to identify teamworkers appropriate to a quality culture. The careful recruitment and selection of workers also characterises many Japanese companies which have established plants in the United Kingdom and want to facilitate the appropriate “culture”. Aptitude tests are also being used at Photochem when considering which of the current staff might be moved into “new” plants (that is, those with new and more sophisticated technology) within the major European manufacturing site.
Appraisal Deblieux (1991) argues that performance appraisal has a key role to play as a primary tool to communicate to managers whether quality standards are being met. Furthermore, under TQM the customer — internal or external — is regarded as supreme and it thus seems a logical step to include customer evaluation of managerial performance in their overall appraisal (Snape, Redman & Bamber, 1994). In our cases, companies were reassessing their appraisal systems to incorporate quality criteria so as to reinforce the critical importance of the “quality” message. This is a prime area in which the gap between the broad organisational philosophy (eg “quality is king”) and managerial practices/systems (eg people are not appraised on the basis of quality) can be most easily observed. Any contradiction between espoused policies and operational reality can easily lead to employee cynicism and frustration.
Training Technical training (tools and techniques) predominates in TQM texts but there is less emphasis on the necessary soft skills (eg teamwork) which may also be required. An increased emphasis on both types of training was apparent in each of our case studies. The case of Carcom, in particular, illustrates that training can be seen as a key litmus test of management commitment to developing employees. Training had increased in volume despite the business losses incurred and the appointment of a training officer was also seen as significant Similarly, at Photochem, the HR department had recently initiated training sessions which — at least in part — was geared up to improving interpersonal and teamworking skills. The recent Institute of Management survey found a strong relationship between an individual manager’s assessment of the adequacy of training and the degree of success of the quality management programme (Wilkinson et al, 1993).
Recognition It seems likely that companies will abandon pay policies which reward sheer volume of output. The evidence from Incomes Data Study Survey 492 suggested that, although many companies have tried to foster a quality culture, not many had tried to embody this in their payment systems. The quality management literature assumes employees are keen to participate in the pursuit of quality improvements with little concern for extrinsic reward. Of course, one reason for this could be that managements believe that the continuous improvement of quality is a part of employees’ routine work, and hence should not be rewarded. Furthermore, popular schemes such as performance-related pay may, at the individual level, militate against the ideas of cooperation and teamwork espoused by TQM. At the time of the research, management and unions, supervisors and their teams were involved in a wide-ranging exercise to consider a shift towards some kind of performance- related pay scheme. None of the three case study companies had as yet changed existing payment policies although none of them operated piece-rate systems. Other types of recognition such as prizes and awards were also being considered and had been introduced at Electron.
Other personnel policies like single status may be important in providing some underpinning for the “call to arms” in terms of introducing TQM for the corporate good. This would certainly be consistent with the ideas of Deming. Clearly visible senior management commitment is crucial. Thus at Electron, the interviewing of all staff on a one-to-one basis by the MD clearly marked off the quality initiative from past fads.
Employee Involvement can take a wide variety of forms, ranging from direct downward communication from managers to other employees or the seeking of employee opinions V via problem-solving groups through to high-level meetings between directors and trade union representatives on Works Councils or Company Boards. The subject matter equally can vary from the mundane to the strategic, focusing on social and sports items through to high-level financial and commercial information. The article by Wilkinson et al (1992) differentiates between employee involvement defined as:
education, communications, customer care, as in all the case organisations.
amended job responsibilities, hierarchically and at the same skill level, as at Photochem.
problem solving and the tapping of employee opinion, as at Electron.
Even though these are not radical in orientation, their successful operation depends to. a large extent on the climate within which they are introduced, the motives and abilities of managers to make them work, and their primacy in relation to other organisational goals and objectives. The most innovative approach in our case studies could be seen at Electron where the Error Identification Form proved a powerful tool for both involving staff and, because of the visible allocation of responsibility, for getting things done.
Industrial Relations TQM seems to require wholesale organisational changes and a re-examination of production/operations methods and working practices and this has implications for industrial relations. The literature suggests that persuading workers to take responsibility for quality assurance and improvement and adjusting traditional job roles requires little more than a dose of motivation and training. However, these are issues which (certainly in the manufacturing sector) involve questions of job control and working practices and possibly compensation as well. At Photochem, for example, a decision was made to ‘work with’ the stewards in introducing change rather than ignoring or passing them. Industrial relations considerations may also be important where TQM is associated with a programme of job losses and work intensification. Furthermore, trade unions may be concerned that TQM would marginalise the union as a communications channel, as at Electron and Carcom, at the same time strengthening the sense of commitment to what might be seen as ‘managerial’ objectives.
All this raises the question of the role of the Personnel Department. Recognition of the significance of HR issues in principle is by itself inadequate. In her classic work Legge (1978) pointed out that:
non-specialists, while formally recognising the importance of effectively utilising human resources, lacking as they did the expertise to develop a systematic view of what this entailed in terms of personnel strategies and actions, in practice tended to underestimate the importance of the human resource variable in decision making on issues that were not explicitly personnel management.
Hence, a personnel contribution is crucial to all full consideration of HR issues. Thus, Giles and Williams (1991) suggest that TQM could either be a heaven sent opportunity for the Personnel Functions (because of the human resource implications of TQM) or alternatively actually lead to a diminishment of the function since such issues are deemed to be too important to be left to Personnel! Yet as they rightly point out Personnel people have much to offer quality management. They are guardians of key processes such as selection, appraisal, training and reward systems, which get right to the heart of achieving strategic change. Given conflict and friction between different departments as at Electron, Personnel.also has the advantage of being seen as a ‘neutral’ function and has a better chance of driving change forward in a less divisive way with fewer political wranglings. The Personnel Function played a central role in all three case studies by helping to develop and shape TQM. At Electron and Photochem the Personnel Function held most responsibility for driving TQM, whilst at Carcom it played more of a facilitating role.
Rgds,
John N
From India, Madras
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Greetings!
Well said by all. To add some more points on TQM in HR. Please read the following article on Manufacturing More Effective TQM: Implications for the Management of Human Resources "Adrian Wilkinson, Mick Marchington & Barrie Dale"
Human Resource Policies and Practices
In this section, we draw out a number of issues from the three case studies and discuss the implications of TQM for the management of human resources and in particular for the role of the Personnel Function.
The question of ‘fit’ between the ‘hard’ and ‘soft’ side of TQM requires a re-examination of existing human resources policies. (see Wilkinson, 1994). Clearly the HR policies must be consistent with and reflect the Quality Policy of the organisation, so that different and contradictory messages are not being disseminated by management.
There are a number of critical human resources issues arising from the three cases:
Education and communication Each of our case study companies had placed great emphasis on this; through a variety of vehicles — videos, briefing, magazines, newsletters and noticeboards, etc. so as to promulgate and reinforce the quality message. As Ishikawa (1985) says — “Quality begins and ends with education”.
However, the evidence suggests that it is inadequate for senior management to express their commitment solely through communicating vision and mission statements. The “levers” at the disposal of the Personnel Department may be more powerful in providing clear messages of change and taking this message beyond the talking stage. We find our companies supporting the quality message through the adaptation of personnel practices arid the development of new communications channels between management and non-managerial employees.
Selection In our cases there is some evidence that TQM has had an effect on selection procedures. At Carcom for example, more sophisticated recruitment and selection techniques were being introduced, including psychometric and aptitude tests and assessment centres in an attempt to identify teamworkers appropriate to a quality culture. The careful recruitment and selection of workers also characterises many Japanese companies which have established plants in the United Kingdom and want to facilitate the appropriate “culture”. Aptitude tests are also being used at Photochem when considering which of the current staff might be moved into “new” plants (that is, those with new and more sophisticated technology) within the major European manufacturing site.
Appraisal Deblieux (1991) argues that performance appraisal has a key role to play as a primary tool to communicate to managers whether quality standards are being met. Furthermore, under TQM the customer — internal or external — is regarded as supreme and it thus seems a logical step to include customer evaluation of managerial performance in their overall appraisal (Snape, Redman & Bamber, 1994). In our cases, companies were reassessing their appraisal systems to incorporate quality criteria so as to reinforce the critical importance of the “quality” message. This is a prime area in which the gap between the broad organisational philosophy (eg “quality is king”) and managerial practices/systems (eg people are not appraised on the basis of quality) can be most easily observed. Any contradiction between espoused policies and operational reality can easily lead to employee cynicism and frustration.
Training Technical training (tools and techniques) predominates in TQM texts but there is less emphasis on the necessary soft skills (eg teamwork) which may also be required. An increased emphasis on both types of training was apparent in each of our case studies. The case of Carcom, in particular, illustrates that training can be seen as a key litmus test of management commitment to developing employees. Training had increased in volume despite the business losses incurred and the appointment of a training officer was also seen as significant Similarly, at Photochem, the HR department had recently initiated training sessions which — at least in part — was geared up to improving interpersonal and teamworking skills. The recent Institute of Management survey found a strong relationship between an individual manager’s assessment of the adequacy of training and the degree of success of the quality management programme (Wilkinson et al, 1993).
Recognition It seems likely that companies will abandon pay policies which reward sheer volume of output. The evidence from Incomes Data Study Survey 492 suggested that, although many companies have tried to foster a quality culture, not many had tried to embody this in their payment systems. The quality management literature assumes employees are keen to participate in the pursuit of quality improvements with little concern for extrinsic reward. Of course, one reason for this could be that managements believe that the continuous improvement of quality is a part of employees’ routine work, and hence should not be rewarded. Furthermore, popular schemes such as performance-related pay may, at the individual level, militate against the ideas of cooperation and teamwork espoused by TQM. At the time of the research, management and unions, supervisors and their teams were involved in a wide-ranging exercise to consider a shift towards some kind of performance- related pay scheme. None of the three case study companies had as yet changed existing payment policies although none of them operated piece-rate systems. Other types of recognition such as prizes and awards were also being considered and had been introduced at Electron.
Other personnel policies like single status may be important in providing some underpinning for the “call to arms” in terms of introducing TQM for the corporate good. This would certainly be consistent with the ideas of Deming. Clearly visible senior management commitment is crucial. Thus at Electron, the interviewing of all staff on a one-to-one basis by the MD clearly marked off the quality initiative from past fads.
Employee Involvement can take a wide variety of forms, ranging from direct downward communication from managers to other employees or the seeking of employee opinions V via problem-solving groups through to high-level meetings between directors and trade union representatives on Works Councils or Company Boards. The subject matter equally can vary from the mundane to the strategic, focusing on social and sports items through to high-level financial and commercial information. The article by Wilkinson et al (1992) differentiates between employee involvement defined as:
education, communications, customer care, as in all the case organisations.
amended job responsibilities, hierarchically and at the same skill level, as at Photochem.
problem solving and the tapping of employee opinion, as at Electron.
Even though these are not radical in orientation, their successful operation depends to. a large extent on the climate within which they are introduced, the motives and abilities of managers to make them work, and their primacy in relation to other organisational goals and objectives. The most innovative approach in our case studies could be seen at Electron where the Error Identification Form proved a powerful tool for both involving staff and, because of the visible allocation of responsibility, for getting things done.
Industrial Relations TQM seems to require wholesale organisational changes and a re-examination of production/operations methods and working practices and this has implications for industrial relations. The literature suggests that persuading workers to take responsibility for quality assurance and improvement and adjusting traditional job roles requires little more than a dose of motivation and training. However, these are issues which (certainly in the manufacturing sector) involve questions of job control and working practices and possibly compensation as well. At Photochem, for example, a decision was made to ‘work with’ the stewards in introducing change rather than ignoring or passing them. Industrial relations considerations may also be important where TQM is associated with a programme of job losses and work intensification. Furthermore, trade unions may be concerned that TQM would marginalise the union as a communications channel, as at Electron and Carcom, at the same time strengthening the sense of commitment to what might be seen as ‘managerial’ objectives.
All this raises the question of the role of the Personnel Department. Recognition of the significance of HR issues in principle is by itself inadequate. In her classic work Legge (1978) pointed out that:
non-specialists, while formally recognising the importance of effectively utilising human resources, lacking as they did the expertise to develop a systematic view of what this entailed in terms of personnel strategies and actions, in practice tended to underestimate the importance of the human resource variable in decision making on issues that were not explicitly personnel management.
Hence, a personnel contribution is crucial to all full consideration of HR issues. Thus, Giles and Williams (1991) suggest that TQM could either be a heaven sent opportunity for the Personnel Functions (because of the human resource implications of TQM) or alternatively actually lead to a diminishment of the function since such issues are deemed to be too important to be left to Personnel! Yet as they rightly point out Personnel people have much to offer quality management. They are guardians of key processes such as selection, appraisal, training and reward systems, which get right to the heart of achieving strategic change. Given conflict and friction between different departments as at Electron, Personnel.also has the advantage of being seen as a ‘neutral’ function and has a better chance of driving change forward in a less divisive way with fewer political wranglings. The Personnel Function played a central role in all three case studies by helping to develop and shape TQM. At Electron and Photochem the Personnel Function held most responsibility for driving TQM, whilst at Carcom it played more of a facilitating role.
Rgds,
John N
From India, Madras
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Hi John,
Great contribution from your side. (Please edit and post it in a nutshell.) Even though my answer was lengthy, I have now edited it to focus on the main content.
Revathi, I hope you have found the answer to your question. Please announce the winner based on the most suitable answer you have received.
Preet
From India, Bangalore
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Great contribution from your side. (Please edit and post it in a nutshell.) Even though my answer was lengthy, I have now edited it to focus on the main content.
Revathi, I hope you have found the answer to your question. Please announce the winner based on the most suitable answer you have received.
Preet
From India, Bangalore
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Good morning all,
The contribution made by Preet, Lavanya, John, and Sangeeta is really commendable.
Sangeeta,
You made a good effort.
Lavanya,
You gave a short and up to the mark answer for machinery for settling disputes.
Preet,
Really contributing in terms of quality.
I declare Lavanya and Preet as the winners.
CONGRATS!
Preet & Lavanya
Regards,
Revathi
From India
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The contribution made by Preet, Lavanya, John, and Sangeeta is really commendable.
Sangeeta,
You made a good effort.
Lavanya,
You gave a short and up to the mark answer for machinery for settling disputes.
Preet,
Really contributing in terms of quality.
I declare Lavanya and Preet as the winners.
CONGRATS!
Preet & Lavanya
Regards,
Revathi
From India
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Hi Revathi,
Thank you for announcing the winner. Lavanya and I have been posting questions consistently. Our main goal with this thread is to encourage more people to participate, so we would like to provide opportunities to newcomers. I kindly request Sangeeta to post the next question. Congratulations, Sangeeta! Please post your question as soon as possible.
Best regards,
Preet
From India, Bangalore
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Thank you for announcing the winner. Lavanya and I have been posting questions consistently. Our main goal with this thread is to encourage more people to participate, so we would like to provide opportunities to newcomers. I kindly request Sangeeta to post the next question. Congratulations, Sangeeta! Please post your question as soon as possible.
Best regards,
Preet
From India, Bangalore
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Hey Preet,
You have started a good job. This is the right thing for which we should surf CiteHR regularly. Good initiative taken. Thanks for that.
I have just checked it. I think I missed a lot. Anyways, I will read all the posts posted here.
Now, Sangeetha, it's your turn to ask a question. Here we all are ready to reply.
Viral Shah
From India, Mumbai
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You have started a good job. This is the right thing for which we should surf CiteHR regularly. Good initiative taken. Thanks for that.
I have just checked it. I think I missed a lot. Anyways, I will read all the posts posted here.
Now, Sangeetha, it's your turn to ask a question. Here we all are ready to reply.
Viral Shah
From India, Mumbai
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I do not know whether Maslow's theory is any longer applicable. In the West, they did apply this kind of theory. Only Indians continue to do so because one is taught in business schools, but in real life, communists continue to dominate the trade union organizations whether you want it or not. Maslow's theory is totally different in today's world. Communist leaders want all the benefits that executives enjoy. Communism is only there to keep them alive. Many communist leaders today only fly by air and get frequent flier coupons. Ask them what their children are doing; it is a secret.
From India, Mumbai
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From India, Mumbai
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Maslow's theory is totally misunderstood in today's context, and it can never be applicable in the Indian context, at least in my opinion.
If you feel that it is applicable in any organization, please let me know.
From India, Mumbai
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If you feel that it is applicable in any organization, please let me know.
From India, Mumbai
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Hi Newcomers, Welcome to this thread. :D Expecting your active participation. :) Regards, Lavanya. :wink:
From India, Madras
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From India, Madras
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Hi all
Its great to me to get the opportunity to post question.
My question is a case study
In one public sector undertaking with a chequered past, a line manager was appointed as the Chief of personnel. Within a year after taking up the assignment, he had to sign a wage agreement with the worker’s union. The union at that time was dominated by non technical staff. The union’s charter of demands favoured in the interests of its dominant member groups. Its asked for a significant revision in gardener’s pay, but was not equally vocal in pressing for the increase in the pay scales of workers in certain technical grades. The management conceded these demands because the union cooperated with them keeping the burden of the pay revision well within the guidelines of the Bureau of Public Enterprises (BPE).
Once the agreement was signed and communicated to employee / members by the management and the union respectively, there was commotion among the technical staff. They walked out of the union, formed a separate technical staff union and marched round the company premises holding placards, which read, “Here grass cutters get more than the gas cutters”. In the engineering assembly unit, till the pay revision occurred, welding was a highly rated job. But not any longer. Now gardeners get more than welders.
Questions:
1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident?
3. List the lesion learnt. Suggest a way out of the problem on hand?
Sangeeta
From India, New Delhi
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Its great to me to get the opportunity to post question.
My question is a case study
In one public sector undertaking with a chequered past, a line manager was appointed as the Chief of personnel. Within a year after taking up the assignment, he had to sign a wage agreement with the worker’s union. The union at that time was dominated by non technical staff. The union’s charter of demands favoured in the interests of its dominant member groups. Its asked for a significant revision in gardener’s pay, but was not equally vocal in pressing for the increase in the pay scales of workers in certain technical grades. The management conceded these demands because the union cooperated with them keeping the burden of the pay revision well within the guidelines of the Bureau of Public Enterprises (BPE).
Once the agreement was signed and communicated to employee / members by the management and the union respectively, there was commotion among the technical staff. They walked out of the union, formed a separate technical staff union and marched round the company premises holding placards, which read, “Here grass cutters get more than the gas cutters”. In the engineering assembly unit, till the pay revision occurred, welding was a highly rated job. But not any longer. Now gardeners get more than welders.
Questions:
1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident?
3. List the lesion learnt. Suggest a way out of the problem on hand?
Sangeeta
From India, New Delhi
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Questions:
1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident.
3. List the lessons learned. Suggest a way out of the problem at hand.
1) The pay has to be related to productivity, i.e., the contribution that an employee makes to the value added for the organization. Now, if this present situation is allowed to carry on, the technical staff will revert to methods like a slow-down to vent out their feelings. Ultimately, it may happen that management has to increase their salary as well. Hence, no gain is happening in the end for management - what they gained from grass cutters' promise is lost to gas cutters under pressure.
2) Due to this ignorance on the management's part, unions are now divided. Managing one union is easier than two.
3) Lesson learned: keep the economics of labor relations in mind while negotiating - how should we divide the pie depends not only on the strength of members but also on how their contribution is and how their competencies are valued. The supply and demand factors would come into play.
These are common-sense implications. I am not an expert in IR though. 😄
From India, Lucknow
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1. What happens if grass-cutters get more than gas cutters?
2. Evaluate the pros and cons of the approach of both the management and union in this incident.
3. List the lessons learned. Suggest a way out of the problem at hand.
1) The pay has to be related to productivity, i.e., the contribution that an employee makes to the value added for the organization. Now, if this present situation is allowed to carry on, the technical staff will revert to methods like a slow-down to vent out their feelings. Ultimately, it may happen that management has to increase their salary as well. Hence, no gain is happening in the end for management - what they gained from grass cutters' promise is lost to gas cutters under pressure.
2) Due to this ignorance on the management's part, unions are now divided. Managing one union is easier than two.
3) Lesson learned: keep the economics of labor relations in mind while negotiating - how should we divide the pie depends not only on the strength of members but also on how their contribution is and how their competencies are valued. The supply and demand factors would come into play.
These are common-sense implications. I am not an expert in IR though. 😄
From India, Lucknow
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Hi Seema, Good Try. If you could be lil bit more precise, it would have been better. Preet
From India, Bangalore
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From India, Bangalore
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Hi Preet, I am more of an "overview" person. Specifics cannot be given as I am not experienced in this area. Maybe other senior persons/ experts can enlighten us. thanks seema
From India, Lucknow
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From India, Lucknow
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Hi Seema, Don’t get disheartened. We also don’t know many things. We should try our best to answer, and it will give more knowledge to enhance. Nothing wrong in your answer. Preet
From India, Bangalore
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From India, Bangalore
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Dear Sangeetha,
Greetings!
Go for Collective bargaining: Where trade unions are able to operate openly and are recognized by employers, they may negotiate with employers over wages and working conditions....
Rgds,
John N
From India, Madras
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Greetings!
Go for Collective bargaining: Where trade unions are able to operate openly and are recognized by employers, they may negotiate with employers over wages and working conditions....
Rgds,
John N
From India, Madras
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Hi John,
Yes, this is a good option. CB can put trust back in both sides. Also, one can look at performance appraisal based on productivity and competency. That should make the process more transparent and fair to all involved.
Thanks
From India, Lucknow
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Yes, this is a good option. CB can put trust back in both sides. Also, one can look at performance appraisal based on productivity and competency. That should make the process more transparent and fair to all involved.
Thanks
From India, Lucknow
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Hi all, Anymore answers? Sangeetha you can announce the answer and the winner by 12 PM today. Preet
From India, Bangalore
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From India, Bangalore
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Hi Revathi, You can’t vote as it was fixed on time bound, and the time limit was closed long back. Preet
From India, Bangalore
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From India, Bangalore
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Hi all,
Only Seema has given a reply to all of the questions, and John has just provided a reference. Therefore, I believe Seema should be the winner. What is the viewpoint of Lavanya & Preet?
If Seema is the winner, then she can post a question.
Sangeeta
From India, New Delhi
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Only Seema has given a reply to all of the questions, and John has just provided a reference. Therefore, I believe Seema should be the winner. What is the viewpoint of Lavanya & Preet?
If Seema is the winner, then she can post a question.
Sangeeta
From India, New Delhi
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Hi Sangeeta,
Thank you for announcing me as the winner. However, I would like to know your perspective on the problem given.
My question is:
How does an HR manager decide on the expatriate compensation? What factors would she take into consideration while designing a good pay package for this category of employees?
Thanks,
Seema
From India, Lucknow
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Thank you for announcing me as the winner. However, I would like to know your perspective on the problem given.
My question is:
How does an HR manager decide on the expatriate compensation? What factors would she take into consideration while designing a good pay package for this category of employees?
Thanks,
Seema
From India, Lucknow
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Hi Seema,
Firstly, I want to mention that I am not an HR person but have an interest in HRM. I am working as a Project Secretary and collaborating with an Expatriate Team.
1. As per my knowledge, they are receiving double of their salaries compared to what they were getting in the UK.
2. Income Tax in India is paid by the Indian company on their behalf.
3. They are provided with a fully furnished house in a posh location in Delhi, a full-time driver with a saloon car, a gardener, a 24-hour cook, and one maid.
4. They are entitled to travel with family once every three months, and that too in business class if the travel journey from home to home is more than 9 hours.
5. In mobilization and demobilization, expenses in shifting their household goods (like clothing, kitchen items, etc.) are to be borne by the company.
I believe that with the above-mentioned five points, I have addressed both of your questions.
Regards,
Sangeeta
From India, New Delhi
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Firstly, I want to mention that I am not an HR person but have an interest in HRM. I am working as a Project Secretary and collaborating with an Expatriate Team.
1. As per my knowledge, they are receiving double of their salaries compared to what they were getting in the UK.
2. Income Tax in India is paid by the Indian company on their behalf.
3. They are provided with a fully furnished house in a posh location in Delhi, a full-time driver with a saloon car, a gardener, a 24-hour cook, and one maid.
4. They are entitled to travel with family once every three months, and that too in business class if the travel journey from home to home is more than 9 hours.
5. In mobilization and demobilization, expenses in shifting their household goods (like clothing, kitchen items, etc.) are to be borne by the company.
I believe that with the above-mentioned five points, I have addressed both of your questions.
Regards,
Sangeeta
From India, New Delhi
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Answer for Expat Compensation Design
Expanding global operation in more than one country requires a need to design cost effective, attractive and flexible system of global compensation. While Corporate HQ generally want to use a global compensation approach, separate operating units want increasing autonomy.
The complex issue of making choices in designing a good compensation plan has to be dealt in with careful considerations about specific needs and business strategy of the organization. An HR manager would have to first understand the following:
• Economic reality (rate of inflation, cost of living etc. )
• Business environment
• Strategic environment
• Tax and legal issues
• Cultural issues
• Timing and Value of the compensation design process
• Perception of employees about the compensation package
Over all we can say that 3 options are available to a Global employer.
• Support local practices where essential issue is to obtain buy-in of local operations.
• Commonality of compensation plans among different units: can be called as Blanket approach.
• Balancing commonality and locality
Many US firms use Balance – Sheet Approach. This is designed to provide equivalent buying power overseas so that expats can maintain their lifestyles. Some companies use Home-country –based balance sheet, where international assignees are linked to their respective home countries.
Splitting pay between the home and host currencies allow employees to take care of financial obligations at home and make purchases locally.
Some international organizations believe its necessary to offer stock options globally to maintain consistent policies. Other experts believe that compensation practices should differ from country to country. Some firms are emphasizing Assignment-based-allowances (this includes danger pay, Foreign services premiums –FSP, mobility premiums, and relocation allowances) and\d others are reducing incentives to promote equity compensation.
Hence, there are no one-size-fits-all solutions for designing global pay structures. Employers need programs tailored to fit their particular needs.
Experts advise to examine policies on a country to country basis.
Sangeeta has talked about the benefits part of the pay system. Since her answer was close to what I asked and since no one else has answered, should a chance be given to her for posting next question?Regards
Seema
From India, Lucknow
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Expanding global operation in more than one country requires a need to design cost effective, attractive and flexible system of global compensation. While Corporate HQ generally want to use a global compensation approach, separate operating units want increasing autonomy.
The complex issue of making choices in designing a good compensation plan has to be dealt in with careful considerations about specific needs and business strategy of the organization. An HR manager would have to first understand the following:
• Economic reality (rate of inflation, cost of living etc. )
• Business environment
• Strategic environment
• Tax and legal issues
• Cultural issues
• Timing and Value of the compensation design process
• Perception of employees about the compensation package
Over all we can say that 3 options are available to a Global employer.
• Support local practices where essential issue is to obtain buy-in of local operations.
• Commonality of compensation plans among different units: can be called as Blanket approach.
• Balancing commonality and locality
Many US firms use Balance – Sheet Approach. This is designed to provide equivalent buying power overseas so that expats can maintain their lifestyles. Some companies use Home-country –based balance sheet, where international assignees are linked to their respective home countries.
Splitting pay between the home and host currencies allow employees to take care of financial obligations at home and make purchases locally.
Some international organizations believe its necessary to offer stock options globally to maintain consistent policies. Other experts believe that compensation practices should differ from country to country. Some firms are emphasizing Assignment-based-allowances (this includes danger pay, Foreign services premiums –FSP, mobility premiums, and relocation allowances) and\d others are reducing incentives to promote equity compensation.
Hence, there are no one-size-fits-all solutions for designing global pay structures. Employers need programs tailored to fit their particular needs.
Experts advise to examine policies on a country to country basis.
Sangeeta has talked about the benefits part of the pay system. Since her answer was close to what I asked and since no one else has answered, should a chance be given to her for posting next question?Regards
Seema
From India, Lucknow
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Hi People, I guess i missed a lot. Waiting to eagerly participate n the next question. Regards, Lavanya.
From India, Madras
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From India, Madras
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Hi,
Thank you for announcing me as the winner. I am currently seeking a change and going through the phase of interviews. I have a question regarding the current scenario of interviews. I am sharing this question for others to learn from, especially for those who feel they perform well during interviews but still face rejection.
What is a psychometric test, and how can one respond to satisfy the HR personnel?
If anyone can provide insights into the standard questions asked during interviews along with appropriate answers, it would be highly advantageous.
Regards,
Sangeeta Suri
From India, New Delhi
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Thank you for announcing me as the winner. I am currently seeking a change and going through the phase of interviews. I have a question regarding the current scenario of interviews. I am sharing this question for others to learn from, especially for those who feel they perform well during interviews but still face rejection.
What is a psychometric test, and how can one respond to satisfy the HR personnel?
If anyone can provide insights into the standard questions asked during interviews along with appropriate answers, it would be highly advantageous.
Regards,
Sangeeta Suri
From India, New Delhi
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Hi Sangeetha,
Find below some info on the topic.
Psychometric tests
These tests aim to measure attributes like intelligence, aptitude and personality, providing a potential employer with an insight into how well the applicant work with other people, how well he/she handle stress, and whether he/she will be able to cope with the intellectual demands of the job.
Types:
1. Ability Tests – Measure the ability to perform or carry out different tasks.
2. Personality Questionnaires - Measure his/her way of doing things, and specifically the way he/she interact with his/her environment and other people.
Aptitude Tests
Aptitude and ability tests are designed to assess his/her logical reasoning or thinking performance. They consist of multiple choice questions and are administered under exam conditions. They are strictly timed and a typical test might allow 30 minutes for 30 or so questions.
Verbal Ability - These include questions which test his/her ability to spell words correctly, use correct grammar, understand analogies and follow detailed written instructions.
Numeric Ability - These include questions on basic arithmetic, number sequences and simple mathematics. In more complex numerical critical reasoning questions, blocks of information are provided that require interpretation.
Abstract Reasoning - These tests are usually based on diagrams and measure his/her ability to identify the underlying logic of a pattern and then determine the solution.
Spatial Reasoning - These tests measure his/her ability to manipulate shapes in two dimensions or to visualize three-dimensional objects presented as two-dimensional pictures.
Mechanical Reasoning - These tests are designed to assess his/her knowledge of physical and mechanical principles.
Aptitude tests produce raw scores which are compared to a benchmark which may be either average scores for a particular norm group or which may be a specific criterion of performance. In other words, his/her score may indicate that certain ability is better than say 70% of graduates, or is at a level which shows sufficient competence to carry out certain tasks required by the job.
Aptitude tests are designed so that very few people will be able to complete all of the questions, and the problems usually become more complex as the test progresses.
Personality Questionnaires
The principle behind personality questionnaires is that it is possible to quantify his/her personality by asking he/she about his/her feelings, thoughts and behavior. He/she will be presented with statements describing various ways of feeling or acting and asked to answer each one on a scale. For example;
1. I enjoy taking risks?
A) True B) False
2. I like to be the center of attention?
A) Strongly disagree B) disagree C) neutral D) agree E) strongly agree
The number of questions he/she are expected to answer varies from about 50 to 500 depending on the particular questionnaire used by the employer.
Personality has a significant role to play in providing answers to questions the employer may have regarding his/her enthusiasm and motivation as well as providing an insight into whether he/she are going to fit in, in terms of his/her personality, attitude and general work style.
http://www.psychometric-success.com/faq/faq-what-are-psychometric-tests.htm (CHECK THIS SITE FOR MODEL QUESTIONS AND MORE INFO.)
From India, Madras
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Find below some info on the topic.
Psychometric tests
These tests aim to measure attributes like intelligence, aptitude and personality, providing a potential employer with an insight into how well the applicant work with other people, how well he/she handle stress, and whether he/she will be able to cope with the intellectual demands of the job.
Types:
1. Ability Tests – Measure the ability to perform or carry out different tasks.
2. Personality Questionnaires - Measure his/her way of doing things, and specifically the way he/she interact with his/her environment and other people.
Aptitude Tests
Aptitude and ability tests are designed to assess his/her logical reasoning or thinking performance. They consist of multiple choice questions and are administered under exam conditions. They are strictly timed and a typical test might allow 30 minutes for 30 or so questions.
Verbal Ability - These include questions which test his/her ability to spell words correctly, use correct grammar, understand analogies and follow detailed written instructions.
Numeric Ability - These include questions on basic arithmetic, number sequences and simple mathematics. In more complex numerical critical reasoning questions, blocks of information are provided that require interpretation.
Abstract Reasoning - These tests are usually based on diagrams and measure his/her ability to identify the underlying logic of a pattern and then determine the solution.
Spatial Reasoning - These tests measure his/her ability to manipulate shapes in two dimensions or to visualize three-dimensional objects presented as two-dimensional pictures.
Mechanical Reasoning - These tests are designed to assess his/her knowledge of physical and mechanical principles.
Aptitude tests produce raw scores which are compared to a benchmark which may be either average scores for a particular norm group or which may be a specific criterion of performance. In other words, his/her score may indicate that certain ability is better than say 70% of graduates, or is at a level which shows sufficient competence to carry out certain tasks required by the job.
Aptitude tests are designed so that very few people will be able to complete all of the questions, and the problems usually become more complex as the test progresses.
Personality Questionnaires
The principle behind personality questionnaires is that it is possible to quantify his/her personality by asking he/she about his/her feelings, thoughts and behavior. He/she will be presented with statements describing various ways of feeling or acting and asked to answer each one on a scale. For example;
1. I enjoy taking risks?
A) True B) False
2. I like to be the center of attention?
A) Strongly disagree B) disagree C) neutral D) agree E) strongly agree
The number of questions he/she are expected to answer varies from about 50 to 500 depending on the particular questionnaire used by the employer.
Personality has a significant role to play in providing answers to questions the employer may have regarding his/her enthusiasm and motivation as well as providing an insight into whether he/she are going to fit in, in terms of his/her personality, attitude and general work style.
http://www.psychometric-success.com/faq/faq-what-are-psychometric-tests.htm (CHECK THIS SITE FOR MODEL QUESTIONS AND MORE INFO.)
From India, Madras
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Hi Guys, Good going. Sangeetha next time try to ask the question which should have a precise answer. The question is which you asked is more descriptive and varies according to the individuals. Preet
From India, Bangalore
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From India, Bangalore
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Hi all,
I want to add to what Lavanya has said in the above post. The first point is that psychometric tests have an advantage over interviews and CVs in the sense that they are not subjective and are designed and executed in a standardized way. Many employees who undergo selection processes feel that the interview, as a selection tool, is inherently not objective compared to a verbal ability test or a personality test. The interviewee might have personal biases or lack experience, among other factors.
Secondly, psychometric tests are of two types:
1. Measuring maximum performance, i.e., how well you perform.
2. Measuring typical performance, i.e., what you do in day-to-day situations.
The first kind is applied in most ability tests, while the second kind is used in personality tests.
The third and final point is that psychometric tests are reliable, providing consistent results over time, and valid, measuring what they are designed to measure. Validity is a more fundamental aspect.
Thanks,
Seema
From India, Lucknow
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I want to add to what Lavanya has said in the above post. The first point is that psychometric tests have an advantage over interviews and CVs in the sense that they are not subjective and are designed and executed in a standardized way. Many employees who undergo selection processes feel that the interview, as a selection tool, is inherently not objective compared to a verbal ability test or a personality test. The interviewee might have personal biases or lack experience, among other factors.
Secondly, psychometric tests are of two types:
1. Measuring maximum performance, i.e., how well you perform.
2. Measuring typical performance, i.e., what you do in day-to-day situations.
The first kind is applied in most ability tests, while the second kind is used in personality tests.
The third and final point is that psychometric tests are reliable, providing consistent results over time, and valid, measuring what they are designed to measure. Validity is a more fundamental aspect.
Thanks,
Seema
From India, Lucknow
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Hi Preet,
This is a discussion forum, so I believe precise or lengthy constraints should not be there. The motive should be to gain knowledge.
Lavanya and Seema, both of you tried well. If anyone can attach a sheet of a personality test, it would be more advantageous for any company or industry, used for Managers. I am also trying to search, and if I'll get it, I will post.
Is there anyone who wants to answer? If not, as per my observation, Lavanya would be the next to post a question because she has not only briefed the answer but also provided examples.
My name is Sangeeta, not Sangeetha. Please make it correct.
Regards,
Sangeeta
From India, New Delhi
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This is a discussion forum, so I believe precise or lengthy constraints should not be there. The motive should be to gain knowledge.
Lavanya and Seema, both of you tried well. If anyone can attach a sheet of a personality test, it would be more advantageous for any company or industry, used for Managers. I am also trying to search, and if I'll get it, I will post.
Is there anyone who wants to answer? If not, as per my observation, Lavanya would be the next to post a question because she has not only briefed the answer but also provided examples.
My name is Sangeeta, not Sangeetha. Please make it correct.
Regards,
Sangeeta
From India, New Delhi
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Dear Sangeeta,
Greetings!
Psychometric tests are assessment techniques designed to measure a range of human characteristics, including intellectual ability/aptitude, personality, motivation, interests, and values. Of these, only tests of ability, and to a lesser extent, personality, are likely to feature in graduate selection.
Psychometric tests are structured, written, or computer-based exercises. They should have been carefully designed to measure whether you have the specific abilities or personal qualities in relation to the job specification. Your score (or profile) is compared with the scores of previous successful applicants and/or successful employees to predict your potential for performing effectively in the job.
Psychometric tests may be used as an initial filter to determine whether you will proceed to the next stage of selection (usually an interview). In this case, there is a fixed cut-off score (pass/fail). Alternatively, psychometric tests may be used at the final stage of selection as part of an assessment center. In this case, the tests may not carry any more weight than the other elements of the selection procedure.
Books:
The following books are useful guides - those marked with * are available on reference at CaSE, those marked with ◊ have been ordered and will be available soon:
* Practice Psychometric Tests - How To Books Ltd.
* All About Psychological Tests and Assessment Centres Management books 2000
* How to Pass Numerical Reasoning Tests
* How to Pass Professional Level Psychometric Tests
* How to Pass the Civil Service Qualifying Tests
* How to Pass Graduate Psychometric Tests
◊ The Graduate Psychometric Test Workbook Kogan Page
◊ How to Master Psychometric Tests Kogan Page
◊ How to Pass Professional Level Psychometric Tests: Over 500 Practice Questions Kogan Page
◊ Passing Psychometric Tests How To Books Ltd.
Types:
Ability (Aptitude) Tests
These measure your logical reasoning ability.
There are a number of different reasoning abilities, but the ones most commonly assessed in graduate selection are:
- Verbal reasoning
- Numerical reasoning
- Diagrammatic reasoning
Ability tests are strictly timed and taken under examination conditions. They are usually multiple-choice, and there is always a right answer.
These tests are usually designed to be too long for most people to complete in the time allocated: don't worry if you don't finish; it is the number of correct answers that counts.
The tests are meant to be challenging but will not depend on you having prior knowledge of the job.
Before each test begins, you will have the opportunity to work through some examples that will not be marked but will help you understand the nature of the test questions.
Personality Questionnaires (Inventories)
These are self-report questionnaires that explore the way you tend to react to or deal with different situations.
Unlike ability tests, there are no right or wrong answers, and questionnaires are not strictly timed. A personality profile is usually compiled from your answers, but there is no one right profile: selectors will be looking for a good fit for the particular job and organizational culture.
The best way to tackle these questionnaires is to answer them as straightforwardly as you can: record your immediate response and don't agonize at length over your choice of answer. Trying to guess what a specific employer is looking for may well be counter-productive.
After all, you do not want to be recruited into a job that doesn't suit you.
Tips on How to Prepare
- Improve your verbal reasoning skills by regularly playing word games such as Scrabble, crosswords, anagrams, etc., and reading complex literature, e.g., instruction manuals, textbooks, quality newspapers.
- Brush up on your basic math: addition, subtraction, multiplication, division, fractions, and percentages are commonly required. Most jobs do not require mathematical genius, but the selectors will be looking for numerical reasoning ability, i.e., the ability to extract information from charts, tables, and graphs. This ability is not reliant on having studied a numerate degree.
- If English is not your first language, or you are dyslexic, or you have some disability that necessitates special provision, let the selectors know well in advance so that appropriate adjustments or adaptations can be made to suit your needs and ensure equality of opportunity.
- Pay careful attention to instructions, and ask for clarification if you don't understand them.
Regards,
John N
From India, Madras
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Greetings!
Psychometric tests are assessment techniques designed to measure a range of human characteristics, including intellectual ability/aptitude, personality, motivation, interests, and values. Of these, only tests of ability, and to a lesser extent, personality, are likely to feature in graduate selection.
Psychometric tests are structured, written, or computer-based exercises. They should have been carefully designed to measure whether you have the specific abilities or personal qualities in relation to the job specification. Your score (or profile) is compared with the scores of previous successful applicants and/or successful employees to predict your potential for performing effectively in the job.
Psychometric tests may be used as an initial filter to determine whether you will proceed to the next stage of selection (usually an interview). In this case, there is a fixed cut-off score (pass/fail). Alternatively, psychometric tests may be used at the final stage of selection as part of an assessment center. In this case, the tests may not carry any more weight than the other elements of the selection procedure.
Books:
The following books are useful guides - those marked with * are available on reference at CaSE, those marked with ◊ have been ordered and will be available soon:
* Practice Psychometric Tests - How To Books Ltd.
* All About Psychological Tests and Assessment Centres Management books 2000
* How to Pass Numerical Reasoning Tests
* How to Pass Professional Level Psychometric Tests
* How to Pass the Civil Service Qualifying Tests
* How to Pass Graduate Psychometric Tests
◊ The Graduate Psychometric Test Workbook Kogan Page
◊ How to Master Psychometric Tests Kogan Page
◊ How to Pass Professional Level Psychometric Tests: Over 500 Practice Questions Kogan Page
◊ Passing Psychometric Tests How To Books Ltd.
Types:
Ability (Aptitude) Tests
These measure your logical reasoning ability.
There are a number of different reasoning abilities, but the ones most commonly assessed in graduate selection are:
- Verbal reasoning
- Numerical reasoning
- Diagrammatic reasoning
Ability tests are strictly timed and taken under examination conditions. They are usually multiple-choice, and there is always a right answer.
These tests are usually designed to be too long for most people to complete in the time allocated: don't worry if you don't finish; it is the number of correct answers that counts.
The tests are meant to be challenging but will not depend on you having prior knowledge of the job.
Before each test begins, you will have the opportunity to work through some examples that will not be marked but will help you understand the nature of the test questions.
Personality Questionnaires (Inventories)
These are self-report questionnaires that explore the way you tend to react to or deal with different situations.
Unlike ability tests, there are no right or wrong answers, and questionnaires are not strictly timed. A personality profile is usually compiled from your answers, but there is no one right profile: selectors will be looking for a good fit for the particular job and organizational culture.
The best way to tackle these questionnaires is to answer them as straightforwardly as you can: record your immediate response and don't agonize at length over your choice of answer. Trying to guess what a specific employer is looking for may well be counter-productive.
After all, you do not want to be recruited into a job that doesn't suit you.
Tips on How to Prepare
- Improve your verbal reasoning skills by regularly playing word games such as Scrabble, crosswords, anagrams, etc., and reading complex literature, e.g., instruction manuals, textbooks, quality newspapers.
- Brush up on your basic math: addition, subtraction, multiplication, division, fractions, and percentages are commonly required. Most jobs do not require mathematical genius, but the selectors will be looking for numerical reasoning ability, i.e., the ability to extract information from charts, tables, and graphs. This ability is not reliant on having studied a numerate degree.
- If English is not your first language, or you are dyslexic, or you have some disability that necessitates special provision, let the selectors know well in advance so that appropriate adjustments or adaptations can be made to suit your needs and ensure equality of opportunity.
- Pay careful attention to instructions, and ask for clarification if you don't understand them.
Regards,
John N
From India, Madras
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Hi,
I am finding difficulty in opening this site or even sometimes face interruptions while replying. Are you also facing the same problem?
Now, come to the point. John, thanks for sharing your knowledge. You are a bit late. I have already advised Lavanya to pose the next question.
Lavanya / Seema, what is your suggestion? Should we give the next chance to John? If yes, John, you may go ahead.
Regards,
Sangeeta
From India, New Delhi
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I am finding difficulty in opening this site or even sometimes face interruptions while replying. Are you also facing the same problem?
Now, come to the point. John, thanks for sharing your knowledge. You are a bit late. I have already advised Lavanya to pose the next question.
Lavanya / Seema, what is your suggestion? Should we give the next chance to John? If yes, John, you may go ahead.
Regards,
Sangeeta
From India, New Delhi
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Hi Sangeeta,
Yes, definitely, John's answer is more comprehensive and well-worded. However, we are not doing a project here; we are participating in a quiz. So, to-the-point answers are preferred. Therefore, Lavanya would probably stand a better chance of being a winner. This is my personal view.
:wink:
Thanks,
Seema
From India, Lucknow
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Yes, definitely, John's answer is more comprehensive and well-worded. However, we are not doing a project here; we are participating in a quiz. So, to-the-point answers are preferred. Therefore, Lavanya would probably stand a better chance of being a winner. This is my personal view.
:wink:
Thanks,
Seema
From India, Lucknow
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Hi Seema,
Thanks for your comments! :) So, I take the privilege of posting the next question. :wink: My questions are:
1. What is the hot stove rule? Where do we use it?
2. What are similarity errors and inflationary pressures that are common in performance appraisals? :icon14:
Regards,
Lavanya. 8)
From India, Madras
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Thanks for your comments! :) So, I take the privilege of posting the next question. :wink: My questions are:
1. What is the hot stove rule? Where do we use it?
2. What are similarity errors and inflationary pressures that are common in performance appraisals? :icon14:
Regards,
Lavanya. 8)
From India, Madras
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Hi Friends,
I know this is in response to the previous question, but I promised to send you the Psychometric Test. Therefore, I am sending it to you along with a questionnaire containing expected and most appropriate answers.
So, if you are in the process of change, this document will be very helpful to you.
Regards,
Sangeeta
From India, New Delhi
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I know this is in response to the previous question, but I promised to send you the Psychometric Test. Therefore, I am sending it to you along with a questionnaire containing expected and most appropriate answers.
So, if you are in the process of change, this document will be very helpful to you.
Regards,
Sangeeta
From India, New Delhi
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Hi All, Good to know that so many new things are discussed. I appreciate, Seema, Sangeeta, John, & Lavanya for their active participation. Preet
From India, Bangalore
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From India, Bangalore
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Hi Seema, I guess that ANS E is for the very first question that preeth posted abt motivation, i guess. Hi ppl, Any answers for my question? Regards, Lavanya. :)
From India, Madras
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From India, Madras
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Dear All,
Greetings! For the new year!
I have answers for Lavanya's second question regarding factors that can distort the appraisal process.
Similarity Errors: Evaluator rates others in the same way that the evaluator perceives him or herself.
Inflationary Pressures: Pressures for equality and fear of retribution for low ratings lead to less differentiation among rated employees.
Citehr was not accessible or hardly accessible - Should we wait for another day for more answers to pour in?
From India, Lucknow
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Greetings! For the new year!
I have answers for Lavanya's second question regarding factors that can distort the appraisal process.
Similarity Errors: Evaluator rates others in the same way that the evaluator perceives him or herself.
Inflationary Pressures: Pressures for equality and fear of retribution for low ratings lead to less differentiation among rated employees.
Citehr was not accessible or hardly accessible - Should we wait for another day for more answers to pour in?
From India, Lucknow
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Hi All,
Can I give my answers now or should I wait for the weekend to end and submit them on Monday? I understand that accessing the site can be challenging. Is there anyone who can assist with this issue?
Regards,
Lavanya.
From India, Madras
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Can I give my answers now or should I wait for the weekend to end and submit them on Monday? I understand that accessing the site can be challenging. Is there anyone who can assist with this issue?
Regards,
Lavanya.
From India, Madras
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The Hot Stove Rule is one such principle and relates to disciplinary measures in the workplace. When you touch a hot stove marked "Don’t Touch" the discipline is immediate, with warning, consistent and impersonal.
From India, Varkkallai
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From India, Varkkallai
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Hi All, Welcome back. Let us start again. We lost the control on who’s turn now to post the next question. John, you please post the next question. Preet
From India, Bangalore
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From India, Bangalore
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I too agree answer E is not correct. At the most it can be linked with d as it forms once of the ingredients of Maslow’s hierarchy
From India, Mumbai
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From India, Mumbai
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Hi people, Guess i missed a lot. Willing to participate actively. John ur question plz? Regards, Lavanya.
From India, Madras
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From India, Madras
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Hi People,
To start, or rather, to restart the thread, let me post the next question. My questions are:
1. How many years should be completed by an employee to avail gratuity?
2. How should a trainee be treated for gratuity concerning the number of years completed? Which date will be considered to calculate the completion of years?
Regards,
Lavanya.
From India, Madras
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To start, or rather, to restart the thread, let me post the next question. My questions are:
1. How many years should be completed by an employee to avail gratuity?
2. How should a trainee be treated for gratuity concerning the number of years completed? Which date will be considered to calculate the completion of years?
Regards,
Lavanya.
From India, Madras
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Dear Lavanya,
Greetings!
The answer to your query is that all employees, irrespective of status or salary, are entitled to the payment of gratuity on completion of 5 years of service. In case of death or disablement, there is no minimum eligibility period. The amount of gratuity payable shall be at the rate of 17 days' wages based on the rate of wages last drawn, for every completed year of service. The maximum amount of gratuity payable is Rs. 3,50,000/-
Regards,
John N
From India, Madras
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Greetings!
The answer to your query is that all employees, irrespective of status or salary, are entitled to the payment of gratuity on completion of 5 years of service. In case of death or disablement, there is no minimum eligibility period. The amount of gratuity payable shall be at the rate of 17 days' wages based on the rate of wages last drawn, for every completed year of service. The maximum amount of gratuity payable is Rs. 3,50,000/-
Regards,
John N
From India, Madras
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Dear Ms. Lavanya,
I would like to add my comments on the question placed.
Gratuity shall be payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years. Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.
However, in the case of an employee who is not in uninterrupted service for one year, he shall be deemed to be in continuous service if he has been actually employed by an employer during the twelve months immediately preceding the year for not less than:
(i) 190 days, if employed below the ground in a mine, or
(ii) 240 days, in any other case, except when he is employed in a seasonal establishment.
For every completed year of service or part thereof in excess of six months, the employer shall pay gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned. The maximum amount of gratuity payable is Rs. 3,50,000.
Example: Gratuity Calculation Formula: Last Drawn Wages * Year of Service Rendered * 15/26
The trainees are entitled to the same, from the very first day of joining as trainees in an establishment, not after completion of training/probation.
Regards,
Atul
From Indonesia
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I would like to add my comments on the question placed.
Gratuity shall be payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years. Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.
However, in the case of an employee who is not in uninterrupted service for one year, he shall be deemed to be in continuous service if he has been actually employed by an employer during the twelve months immediately preceding the year for not less than:
(i) 190 days, if employed below the ground in a mine, or
(ii) 240 days, in any other case, except when he is employed in a seasonal establishment.
For every completed year of service or part thereof in excess of six months, the employer shall pay gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned. The maximum amount of gratuity payable is Rs. 3,50,000.
Example: Gratuity Calculation Formula: Last Drawn Wages * Year of Service Rendered * 15/26
The trainees are entitled to the same, from the very first day of joining as trainees in an establishment, not after completion of training/probation.
Regards,
Atul
From Indonesia
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Hello Pls Give a Project in MBA HR Job Satisfaction Topics me. Thanks to Citehr website. Because this website is used to share more informations from all persons to all persons. Ani
From India, Madras
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From India, Madras
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Severance pay is the Amount that an employer pay to the employee who is terminated,lay off.It is the amount paid for the service that the employee has served.
From India, Varkkallai
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From India, Varkkallai
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Hi Atul,
That was very informative and welcome to the thread.
Expecting more participation from U. :)
Hi John,
I got some info on the topic:
Severance pay is money that an employer might want to provide for an employee who is leaving their employ. Normal circumstances that can warrant severance pay include layoffs, job elimination, and mutual agreement to part ways, for whatever reason.
Severance pay usually amounts to a week or two of pay for each year the employee supplied service to the company. For executives, the severance pay may even constitute up to a month’s pay for each year of service. In some instances, a severance package might also include extended benefits and outplacement assistance.
Regards,
Lavanya. :)
From India, Madras
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That was very informative and welcome to the thread.
Expecting more participation from U. :)
Hi John,
I got some info on the topic:
Severance pay is money that an employer might want to provide for an employee who is leaving their employ. Normal circumstances that can warrant severance pay include layoffs, job elimination, and mutual agreement to part ways, for whatever reason.
Severance pay usually amounts to a week or two of pay for each year the employee supplied service to the company. For executives, the severance pay may even constitute up to a month’s pay for each year of service. In some instances, a severance package might also include extended benefits and outplacement assistance.
Regards,
Lavanya. :)
From India, Madras
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That's correct.
Whatever Seema has mentioned is very much right. As per our convenience, we can connect it to motivation, appraisal, or recruitment as per the time. It acts just as a base to do so. But for training, how can one relate the same to training.
With regards,
Swarali
From China, Beijing
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Whatever Seema has mentioned is very much right. As per our convenience, we can connect it to motivation, appraisal, or recruitment as per the time. It acts just as a base to do so. But for training, how can one relate the same to training.
With regards,
Swarali
From China, Beijing
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Hi Swarali,
Welcome to the thread. 😊 Thank you for your input on the topic of motivation. However, I believe you are responding to the very first question in this thread. Please consider looking at the last question.
I am looking forward to your enthusiastic replies in the upcoming questions.
Regards,
Lavanya
From India, Madras
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Welcome to the thread. 😊 Thank you for your input on the topic of motivation. However, I believe you are responding to the very first question in this thread. Please consider looking at the last question.
I am looking forward to your enthusiastic replies in the upcoming questions.
Regards,
Lavanya
From India, Madras
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Dear Sangeetha and Lavanya,
Greetings! Congratulations on your reply.
The answer to my question is: "Severance benefits are payments made to employees upon the termination of employment. Employers may choose to pay severance benefits under a number of circumstances, including workforce reductions, plant closings, mergers and acquisitions, incentives for early retirement programs, or in exchange for a general release of claims to discourage terminated employees from suing the company. Severance benefits may include salary and health benefit continuation, outplacement counseling, accelerated vesting of stock options or rights to purchase stock, bonus payments, and forgiveness of loans."
The winner is SANGEETHA.
From India, Madras
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Greetings! Congratulations on your reply.
The answer to my question is: "Severance benefits are payments made to employees upon the termination of employment. Employers may choose to pay severance benefits under a number of circumstances, including workforce reductions, plant closings, mergers and acquisitions, incentives for early retirement programs, or in exchange for a general release of claims to discourage terminated employees from suing the company. Severance benefits may include salary and health benefit continuation, outplacement counseling, accelerated vesting of stock options or rights to purchase stock, bonus payments, and forgiveness of loans."
The winner is SANGEETHA.
From India, Madras
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Dear Sangeetha,
Greetings! According to Crainer (2000), Henry Fayol (1841-1925) was a French mining engineer who recognized management as a legitimate discipline. Fayol is perhaps the first author to define the functions and objectives of management. Managers, according to Fayol, plan, organize, command, coordinate, and control. Fayol extended these basic concepts by defining fourteen principles of management as follows:
1. Division of Work.
2. Authority & responsibility.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of individual interest to general interest.
7. Remuneration of employees.
8. Centralization.
9. The scalar chain.
10. Order.
11. Equity.
12. Stability of personnel.
13. Initiative.
14. Esprit de corps.
From India, Madras
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Greetings! According to Crainer (2000), Henry Fayol (1841-1925) was a French mining engineer who recognized management as a legitimate discipline. Fayol is perhaps the first author to define the functions and objectives of management. Managers, according to Fayol, plan, organize, command, coordinate, and control. Fayol extended these basic concepts by defining fourteen principles of management as follows:
1. Division of Work.
2. Authority & responsibility.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of individual interest to general interest.
7. Remuneration of employees.
8. Centralization.
9. The scalar chain.
10. Order.
11. Equity.
12. Stability of personnel.
13. Initiative.
14. Esprit de corps.
From India, Madras
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Dear All Greetings! Except few members, all other members are not participating in this quiz. I request all to participate and go in full swing. My next question is Solicitation ??? Rgds, John N
From India, Madras
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From India, Madras
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Solicitation
Meaning: Request for a sum of money
Solicitation in HR: Solicitation includes requesting money from employees either as charitable donations or to purchase goods or services. Many companies have policies regarding sending solicitation mail and meeting people during working hours.
From India, Varkkallai
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Meaning: Request for a sum of money
Solicitation in HR: Solicitation includes requesting money from employees either as charitable donations or to purchase goods or services. Many companies have policies regarding sending solicitation mail and meeting people during working hours.
From India, Varkkallai
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Solicitation Policy
Solicitation is usually defined as oral persuasion to join in some endeavor or buy some product or service. Distribution refers to the dissemination of written information. Many employers limit these activities to minimize operational disruptions and provide security for their employees and property.
From India, Hyderabad
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Solicitation is usually defined as oral persuasion to join in some endeavor or buy some product or service. Distribution refers to the dissemination of written information. Many employers limit these activities to minimize operational disruptions and provide security for their employees and property.
From India, Hyderabad
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Seema,
It is true Maslow's theory was not directly related to any management or HR function. But if you clearly analyze all functions of HR, be it any of the above listed, it satisfies self-respect, recognition, and self-actualization of the person. Recruitment, for instance, when you get recruited, your self-actualization need is met, you are recognized, and it is the same with training, etc. All HR functions fall in the fourth and fifth stages of needs.
So, I guess Krishna was right, at least logically.
From India, Bangalore
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It is true Maslow's theory was not directly related to any management or HR function. But if you clearly analyze all functions of HR, be it any of the above listed, it satisfies self-respect, recognition, and self-actualization of the person. Recruitment, for instance, when you get recruited, your self-actualization need is met, you are recognized, and it is the same with training, etc. All HR functions fall in the fourth and fifth stages of needs.
So, I guess Krishna was right, at least logically.
From India, Bangalore
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Dear Sangeetha & Banu Greetings! Sangeetha answer is some what more relevant to the question. So sangeetha you can post the next question. Rgds, John N
From India, Madras
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From India, Madras
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Yellow dog contarct is a kind of agreement between employeer and the employee. and the employee accepts that he will not be a part of unions / labor groups etc.. Thanks Sarah
From India, Mumbai
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From India, Mumbai
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Hi Everybody,
An agreement between an employer and an employee in which the employee agrees, as a condition of employment, not to join a union during the course of his employment. Such contracts, used most widely in the United States in the 1920s, enabled employers to take legal action against union organizers for encouraging workers to break these contracts.
Yellow-dog contracts are not legally enforceable.
Thanks & Regards,
Suresh
From India, Bangalore
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An agreement between an employer and an employee in which the employee agrees, as a condition of employment, not to join a union during the course of his employment. Such contracts, used most widely in the United States in the 1920s, enabled employers to take legal action against union organizers for encouraging workers to break these contracts.
Yellow-dog contracts are not legally enforceable.
Thanks & Regards,
Suresh
From India, Bangalore
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Congrats Sarah and Suresh, Both have come out with answers. But suresh have given a bit brief ans so Suresh is Winner. Suresh Post your Question.
From India, Varkkallai
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From India, Varkkallai
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Hi ppl, Guess i have missed a lot. Good to see new respondents. :) By the way, where is Preet? Suresh, Waiting for ur question eagerly!!! Regards, Lavanya
From India, Madras
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From India, Madras
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Hi Everybody, wht happened no replys yet. I will wait till tomorrow or other wise i will post the answer. Whr is Preet, Lavanya, Seema , John........etc Regards, Suresh
From India, Bangalore
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From India, Bangalore
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Succession planning is a process of determining critical roles within the company, identifying and assessing possible successors, and providing them with the appropriate skills and experience for present and future opportunities.
Career Progression is a process where the possible next career level chart for an employee is given. Here, the employee himself has to perform well to grow in their career.
Types of Succession planning:
1. Short term
2. Long term
3. Combination of Above
From India, Varkkallai
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Career Progression is a process where the possible next career level chart for an employee is given. Here, the employee himself has to perform well to grow in their career.
Types of Succession planning:
1. Short term
2. Long term
3. Combination of Above
From India, Varkkallai
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Models of Succession Planning
There are three main models that companies use to implement succession planning:
- Short-term planning or emergency replacements
- Long-term planning or managing talent
- Combination of the above plans
Organizations should take a close look at their goals and levels of commitment before choosing a model that best suits their needs.
From India, Hyderabad
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There are three main models that companies use to implement succession planning:
- Short-term planning or emergency replacements
- Long-term planning or managing talent
- Combination of the above plans
Organizations should take a close look at their goals and levels of commitment before choosing a model that best suits their needs.
From India, Hyderabad
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Congrats Sangetha, You have come out with answers. Sangatheea Post your Question. Regards, Suresh
From India, Bangalore
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From India, Bangalore
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Dear Sangeetha Greetings Retention bonuses have proven to be a useful tool in persuading employees to stay. Hope again CITE HR is problem to log in.
From India, Madras
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From India, Madras
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Retention bonus can be defined as a bonus that is promised for payment on a fixed future date, provided only that the employee stays with the company until that date. These bonuses are not intended to reward performance - only "loyalty".
From India, Hyderabad
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From India, Hyderabad
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Retention bonus is one of the important tools that are being used to retain employees. A retention bonus is an incentive paid to an employee to retain them through a critical business cycle.
Thanks & Regards,
Suresh
From India, Bangalore
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Thanks & Regards,
Suresh
From India, Bangalore
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Hi John,Banu and Suresh, All of them were correct with the answers. I feel that what Banu has posted is more relevent. So Banu Congrats, you are the WINNER and now shot out your question.
From India, Varkkallai
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From India, Varkkallai
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Hi, Banu has not posted the Question ,so the turn goes to Suresh. Suresh you can post the question
From India, Varkkallai
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From India, Varkkallai
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Hi all,
Although it is not directly related to recruitment, it is somehow connected. When conducting recruitment, you need to assess the candidate's level to determine their stability and eagerness to secure a job. Understanding the candidate's perspective provides insight into their level.
Thanks! 😊
From India, Gurgaon
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Although it is not directly related to recruitment, it is somehow connected. When conducting recruitment, you need to assess the candidate's level to determine their stability and eagerness to secure a job. Understanding the candidate's perspective provides insight into their level.
Thanks! 😊
From India, Gurgaon
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