human resource development & training

section a

part one1. hrd is the process of helping people to acquire________

b competencies2. techniques of human resource development are also called_______

c hrd methods 3. in india hrd began only in______

a 1970s4. bars stand for______

a behaviorally anchored rating scale5. levels of evaluations of training programme are:

c 56. performance appraisal in a _________process of identifying, planning, developing

employee performance.d all of the above

7. halo effect is the tendency to the judge all aspects of a________a persons behavior

8. qwl stand for_______a quality of work life

9. 360- degree feedback can be used s a tool for performance_______a appraisal

10. career planning is a _______that constitute what a person does for a living.A sequence of career

b a sequence of jobs

part two

1. discuss the various methods of appraisal?

Appraisal is the way that a writer or speaker or a concern management or a group lead express the approval and disapproval for things or ideas of an individual or group.

Here in hrd management performance appraisal is necessary to measure the performance of employees and the organization to check the progress towards the desired goals and aims. people differ in their abilities and their aptitudes. there is always some difference between the quality and quantity of the same work on the same job being done by two different people . performance appraisals of employees are necessary to understand each employees abilities, competencies and relative merit and worth for the organization. performance appraisal rates the employees in terms of their performance.

performance appraisals are widely used in the society. the history performance appraisals are widely used in the society. the history of performance appraisal can be dated back to the 20th century and then to the second world war when the merit rating was used for the first time. an employer evaluating their employees is a very old concept. performance appraisals are an indispensable part of performance measurement.

The latest mantra being followed by organizations across the world being – "get paid according to what you contribute" – the focus of the organizations is turning to performance management and specifically to individual performance. performance appraisal helps to rate the performance of the employees and evaluate their contribution towards the organizational goals. if the process of performance appraisals is formal and properly structured, it helps the employees to clearly understand their roles and responsibilities and give direction to the individual’s performance. it helps to align the individual performances with the organizational goals and also review their performance.

performance appraisal takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees. here at naukrihub, we attempt to provide an insight into the concept of performance appraisal, the methods and approaches of performance appraisal, sample performance appraisal forms and the appraisal softwares available etc. an attempt has been made to study the current global trends in performance appraisal.

once a year overview every company give the appraisal and hr need to give self appraisal form to employees ,hr need to conduct meeting to review performance.

performance appraisal methods :

CRITICAL INCIDENT METHOD

The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period.

WEIGHTED CHECKLIST

This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs

PAIRED COMPARISON ANALYSIS

Paired comparison analysis is a good way of weighing up the relative importance of options. a range of plausible options is listed. each option is compared against each of the

other options. the results are tallied and the option with the highest score is the preferred option.

GRAPHIC RATING SCALES

The rating scale is a form on which the manager simply checks off the employee’s level of performance. this is the oldest and most widely method used for performance appraisal.

ESSAY EVALUATION

This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior. essay evaluation is a non-quantitative technique. this method usually use with the graphic rating scale method.

BEHAVIORALLY ANCHORED RATING SCALES

This method used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance. it is a combination of the rating scale and critical incident techniques of employee performance evaluation.

PERFORMANCE RANKING METHOD

Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. manager will compare an employee to another employee, rather than comparing each one to a standard measurement.

MANAGEMENT BY OBJECTIVES (MBO)

Mbo is a process in which managers / employees set objectives for the employee, periodically evaluate the performance, and reward according to the result.

Mbo focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)

360 DEGREE PERFORMANCE APPRAISAL

360 degree feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them.

FORCED RANKING (FORCED DISTRIBUTION)

Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. for example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.

BEHAVIORAL OBSERVATION SCALES

Behavioral observation scales is frequency rating of critical incidents that worker has performed. most of the companies or organisations follow 360 degree performance appraisal.

2. briefly explain ‘on the job and off the job’ methods of training and development

on the job training involves imparting training in the real work environment i.e. it believes in learning by doing

On the job training the training and performance goes simultaneously so production is not hindered at the time of training

On the job training aims at developing the best practices for a specific job and getting the job done

On the job training is usually imparted by experienced workers and first line supervisors at the workplace

On the job’ training methods are suitable when the trainees are limited in numbers and the job is not hazardous in nature

On the job’ training methods are simple and less-expensive because they utilize the actual workplace and firm’s supervisors for imparting training most popular on the job training methods include job rotation and apprenticeship training

On the job training is generally imparted in case of manufacturing firms for production-related jobs

Off the job training involves imparting training outside the real work environment i.e. the principle of learning by acquiring knowledge is adopted.

Off the job training methods first training is imparted and then the real performance follows and therefore does not add anything to actual production during training.

Off the job training methods aim at learning basic facts and skills and is more general in nature.

Off the job training is imparted usually by the academicians and professionals at any place other than the real workplace.

Off the job training methods can be utilized to train any numbers of employees and for jobs that involve risks.

Off the job training methods are quite expensive as they need a complete different set-up. training here is imparted in an artificial set-up and outside experts are hired for the purpose.

Off the job training methods include classroom lectures and simulation exercises.

Off-the-job training is mostly imparted for managerial and non-production related jobs.

However, the kind of training methodology to be adopted depends on several factors that includes:

The purpose of training

The budget of training.

The number of trainees.

The level of trainees in organizational hierarchy.

The time available and

The nature of job for which the training has to be imparted.

3. explain the objectives of ‘performance appraisal’.

The evaluation is the starting point of the appraisal process. after this comes the reward and encouragement of effort and ability. this may also involve telling someone that they are doing badly. the systematic evaluation of training and development needs allows the measurement of the requirements of the job against the skills of the jobholder. this enables the organisation to determine its training needs, both in the case of the employee in question and the organisation overall. this process allows the organisation to gather data about staff capabilities, which is essential to human resource planning. finally, the appraise and their line manager agree the future agenda, specifically for the next appraisal period. this will include key objectives for their post along with addressing training needs in terms of the needs of the specific post, the individual's professional development needs and any other training needs, if relevant.

The information provided by performance appraisal is useful in the following major areas as explained below :

COMPENSATION:

The first and the most common use of appraisal is basis for pay raises. managers need performance appraisal to identify employees who are expected levels. this approach

to compensation is at the heart of the idea that raises should be given for merit rather than seniority. under merit systems, employees receive raises based on performance.

PLACEMENT :

Appraisal decision is also used for placement decisions. when merit is the basis of reward, the person doing the best job receives the promotion. an individual doing a poor job may subject to discharge or demotion. either placement decision requires an appraisal of the employees performance.

TRAINING AND DEVELOPMENT :

Performance appraisal program also has a training use. it identifies the weakness and potentials of subordinates, and can identify training needs. performance appraisal can inform employees about their progress and tell them what skills they need to become eligible for pay raises, promotions or both.

DIAGNOSE ORGANIZATIONAL PROBLEMS :

Appraisal can help diagnose organizational problems as a result of the proper specifications of performance levels. they do so by identifying the needs and the knowledge, skills, abilities and other characteristics to consider in hiring, and they also provide a basis for distinguishing between effective and ineffective performers. appraisal therefore represents the beginning of a process, rather than an end product.

LEGAL AND FORMAL ORGANIZATIONAL JUSTIFICATIONS :

Appraisals provide legal and formal organizational justification for employment decisions to promote outstanding performers, to weed out marginal or low performers, to train, transfer, or discipline others, to justify merit increases, and as one basis for reducing the size of the workforce. in short, appraisal serves as a key input for administering a formal organizational reward and punishment system.

TEST VALIDATIONS :

Appraisal are used as criteria, in test validations. that is test results are correlated with appraisal results to evaluate the hypothesis that test scores predict job performance. however, if appraisals are not done carefully, or if considerations other than performance influence appraisal cannot be used legitimately for any purpose.

4. differentiate between hrm and hrd concept.

HRM VS HRD

Hrm stands for human resources management, which refers to the art of managing all aspects of the human work force at a company or organization. hrm aims at providing an optimal working environment for employees to fully and freely utilize their skills to their best to achieve the company’s intended output. as human resources management usually applies to big companies and organizations, it has sub categories, among which is hrd, which stands for human resources development. this is a component of hrm that focuses on ‘nurturing’ employee’s skills. because the process of hiring new employees can be long, expensive and cumbersome, most companies employ the strategy of hrd to promote longevity of employees within the company because through this an employee is likely to progressively scale up the managerial ladder.

Human resources management of a company is often an independent department of its own composed of various sections including recruitment and retention, performance and appraisal management, hrd and compensation sections. but hrd does not only focus on development of skills but also focuses on the personal development of employees. because peoples’ needs and expectations are ever growing and changing this section of hrm is specifically there to help employees cope with such and prepare them for future uncertainties.

Generally speaking, professionals working within the hrm department must have excellent people skills although this is more so with those particularly working in the hrd section. the hrd section needs to have professionals with impeccable people management skills as they need to be able to realize talent within people from a cross section of backgrounds. the hrd section is concerned with identifying strengths and weaknesses among different employees and devising training means that aim at making those skills complement the other.

Hrd aims at developing a superior workforce so that the company and individual employees may achieve their work goals in the customers’ service. it can take on a formal approach as in a classroom or laboratory training in a case where it may apply. it may also take the informal route where an employee receives coaching or simple mentorship from his superior, usually a manager.

Section B:

Caselet 1

1. What in your view are the central human resource issues involved in this case?

1. It should select proper skilled labours for work2. The labour should be trained properly to have better output3. CHR should find the reason for repeated problems in the factory, whether the

problem is because of labours or the machinery4. CHR should link the labours and management properly so as to reach the goal5. CHR should have make a Good team work and quality practices to make labours

enthusiastic in their work6. CHR should make aware of wastage from the factory to the labour and make them

realize their mistakes7. The payroll to the labour should be maintained properly, and to encourage them by

getting a share in profit to ,make increase production.8. The labour should have to know the process and the role in the factory and their

involvement to the company9. The labour should be co-ordinate by the HR to have an efficient work in the factory10. After all the factory department should be rewarded properly

To conclude this there should be proper frequent meeting between the company and the factory head so that their views can be properly shared and cleared on both sides to make the company a great success.

2. What Strategy should Mr. Tanmoy Deb develop and implement for improving the present system?

Mr. tanmoy definition :

1. Mr.Tanmoy first analyze the workers capacity in the factory and to know whether they can be trained properly and make them skilled.

2. He should also find the reasons for wastage from the factory .3. What were the regulations to be implemented so as to change the attitude between

head office and factory personnel’s.4. In the production system, a proper standard should be laid down, to that the factory

personnel can involve in work properly.5. If there is any need for standard to be changed, should be analyzed properly and

discuss the factory head before implementation.6. The quality and quantity of raw materials should be known properly before starting

the production.7. The job description, should be teamed result for the favour on both sides, head

office personal.8. The factory personal’s should be m0otivated to denote that they are playing vital

role in company’s success and growth.

Caselet 2:

1. Why a high performer like Mr. Mohan decided to leave the organization he has been long part of?

Mr. mohan who is training manager who is leading a group of personnals is a part of big job as far as the organization concerned.

Mr. mohan ho has made growth in the revenue ofor the organization seems that he had made a great difference in the organizations reputation.

As mr. mohan who is a manager for the past 8 years, and he is well experienced and well known about the working and regulations of the company

Mr. mohan who is notv at all involving in y internal politics, here we say he’s genuine in his work, is a very big gain for the organization

In case, if any one appointed instead of mr. mohan will not be same as him, and the concern should neec to pay a higher scale as wage for his job, is a loss to the organization.

So, if a job personnel leave the orgainisation is a big loss by all means.

2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What would youhave done if you were in his shoes?

Yes, Mr. Mohan has took a right decision to leave the company, as an efficient employee of the company, he did his work properly . Mr. Mohan who has played an important role in increasing the profit of the company.

If a Peron’s self respect and his intelligence is being insulted, he will not bare it, as Mr. Mohan who is well experienced and qualified doing job according to the rules of the company, he’s not well treated and honored should not continue his job by any means. He may use his knowledge and skills to the company which will honor him with better reward and respect.

Section C :

1. what do you mean by quality of work life? discuss the various techniques for improving the quality of work life with the principles of qwl?

Quality of work life (qwl) refers to the favorableness or unfavourableness of a job environment for the people working in an organisation. the period of scientific

management which focused solely on specialisation and efficiency, has undergone a revolutionary change.

The traditional management (like scientific management) gave inadequate attention to human values. in the present scenario, needs and aspirations of the employees are changing. employers are now redesigning jobs for better qwl.

DEFINITION:

The qwl as strategy of human resource management has assumed increasing interest and importance. many other terms have come to be used interchangeably with qwl such as ‘humanizations of work’ ‘quality of working life, ‘industrial democracy’ and ‘participative work’.

QUALITY OF WORKING LIFE AND WORK SCHEDULE

In recent past the term "quality of work life" qwl has appeared in research journals and the press with remarkable regularity. the increasing concern for qwl has been due to several factors: (a) increase in education level and consequently job aspirations of employees, (b) association of workers, (c) significance of human resource management, (d) widespread industrial unrest, (e) growing of knowledge in human behavior, etc. the success of any organization is highly dependent on how it attracts recruits, motivates, and retains its workforce. today's organizations need to be more flexible so that they are equipped to develop their workforce and enjoy their commitment. therefore, organizations are required to adopt a strategy to improve the employees 'quality of work life' (qwl) to satisfy both the organizational objectives and employee needs. this article reviews the meaning of qwl, models and components of qwl, criteria of measuring qwl, issues, dimensions, principles of qwl and various work schedule alternatives.

KEY WORDS

quality, quality of work life, human relations, flexi-time, compressed workweek, telecommuting, job sharing.

WHAT IS QUALITY OF WORK LIFE?

The term quality of working life (qwl) has an assortment of meanings for different persons. according to j. richard and j. loy, qwl means, "the degree to which members of a work organization are able to satisfy important personnel needs through their experience in the organization." some regard it as industrial democracy, that is, more of employee participation in the management process. for managers and administrators, the term denotes improvement in the working conditions and respect of psychological needs. trade unions and blue collar workers construe it as more job security, equitable profit sharing

and healthy working conditions. for rest, the term takes a broad view of changing the organizational climate, structure and managerial system.

Qwl refers to the favorableness or un-favorableness of a total job environment of the people. "qwl is the degree of which work in the organization contributes to material and psychological well being of its members." - harrison.

One expert defines qwl as "a process of joint decision making, collaborating and building mutual respect between management and employees.

During 1979, the american society of training and development created a 'task force' on the quality of working life, defines qwl as, "qwl is a process of work organizations which enables its members at all levels to participate actively and efficiently in shaping the organizations environment, goals of enhanced effectiveness of the organization and improved quality of life at work for the employees."

The basic purpose of qwl is to develop jobs and working conditions that are excellent for people as well as for the economic health of the organization. qwl provides a more humanized work environment. it attempts to serve the higher - order needs of workers as well as their more basic needs. it seeks to employ the higher skills of workers and to provide an environment that encourages improving their skills.

q - quest for excellence

u - understanding

a - action

l - leadership

i - involvement of the people

t - team spirit

y - yardstick to measure progress

Quality of work life is concerned with the following types of questions: j.r. hackman and j.ll suttle: improving life at work, goodyear pub.co.inc.,california,1977.

How to develop careers that allow employees to realize their full capabilities and interests?

How to design jobs to provide meaningful, interesting and challenging work experience?

How to utilize group dynamics and participative management to improve the quality of life at the workplace?

What supervisory strategies help to improve the quality of work life?

How can the desired organizational changes be carried out?

Quality of working life has been differentiated from the broader concept of quality of life. to some degree, this may be overly simplistic, as elizur and shye, (1990) concluded that quality of work performance is affected by quality of life as well as quality of working life. however, it will be argued here that the specific attention to work-related aspects of quality of life is valid.

Whilst quality of life has been more widely studied, quality of working life remains relatively unexplored and unexplained. a review of the literature reveals relatively little on quality of working life. where quality of working life has been explored, writers differ in their views on its' core constituents.

It is argued that the whole is greater than the sum of the parts as regards quality of working life, and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions which tackle only one aspect. a clearer understanding of the inter-relationship of the various facets of quality of working life offers the opportunity for improved analysis of cause and effect in the workplace.

This consideration of quality of working life as the greater context for various factors in the workplace, such as job satisfaction and stress, may offer opportunity for more cost-effective interventions in the workplace. the effective targeting of stress reduction, for example, may otherwise prove a hopeless task for employers pressured to take action to meet governmental requirements.

MODELS AND COMPONENTS OF QUALITY OF WORKING LIFE

Various authors and researchers have suggested models of quality of working life which are as follows:

Hackman and oldham (1976) in their research "the job diagnostic survey. new haven: yale university" drew attention to what they described as psychological growth needs as relevant to the consideration of quality of working life. several such needs were identified:

Skill variety,

Task identity,

Task significance,

Autonomy and

Feedback.

They suggested that such needs have to be addressed if employees are to experience high quality of working life.

In contrast to such theory based models, taylor (1979) in "the quality of working life in western and eastern europe. abp" more pragmatically identified the essential components of quality of working life as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. he suggested that a number of other aspects could be added, including:

Individual power,

Employee participation in the management,

Fairness and equity,

Social support,

Use of one's present skills,

Self development,

A meaningful future at work,

Social relevance of the work or product,

Effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary according to organisation and employee group.

warr, p, cook, j and wall, t (1979) scales for the measurement of some work attitudes and aspects of psychological well being. journal of occupational psychology. 52, 129-148., in an investigation of quality of working life, considered a range of apparently relevant factors, includingâ :

Work involvement,

Intrinsic job motivation,

Higher order need strength,

Perceived intrinsic job characteristics,

Job satisfaction,

Life satisfaction,

Happiness, and

Self-rated anxiety.

They discussed a range of correlations derived from their work, such as those between work involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction. in particular, warr et al. found evidence for a moderate association between total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with self-rated anxiety.

Thus, whilst some authors have emphasized the workplace aspects in quality of working life, others have identified the relevance of personality factors, psychological well being, and broader concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work has, however, served as the main focus of attention, as researchers have tried to tease out the important influences on quality of working life in the workplace.

Mirvis and lawler (1984) suggested that quality of working life was associated with satisfaction with wages, hours and working conditions, describing the "basic elements of a good quality of work life" as:

Safe work environment,

Equitable wages,

Equal employment opportunities and

Opportunities for advancement.

Baba and jamal (1991) listed what they described as typical indicators of quality of working life, including:

Job satisfaction,

Job involvement,

Work role ambiguity,

Work role conflict,

Role overload,

Job stress,

organizational commitment and

Turn-over intentions.

Baba and jamal also explored routinisation of job content, suggesting that this facet should be investigated as part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of workers. for example, ellis and pompli (2002) identified a number of factors contributing to job dissatisfaction and quality of working life in nurses, including:

Poor working environments,

Resident aggression,

Workload, innability to deliver quality of care preferred,

Balance of work and family,

Shift work,

Lack of involvement in decision making,

Professional isolation,

Lack of recognition,

Poor relationships with supervisor/peers,

Role conflict,

Lack of opportunity to learn new skills.

sirgy et al. (2001) suggested that the key factors in quality of working life are:

Need satisfaction based on job requirements,

Need satisfaction based on work environment,

Need satisfaction based on supervisory behaviour,

Need satisfaction based on ancillary programmes,

ORGANIZATIONAL COMMITMENT.

They defined quality of working life as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the workplace. needs as defined by the psychologist, abraham maslow, were seen as relevant in underpinning this model, covering health & safety, economic and family, social, esteem, actualization, knowledge and aesthetics, although the relevance of non-work aspects is play down as attention is focused on quality of work life rather than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists of identified factors, correlation analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting.

bear field,(2003) used 16 questions to examine quality of working life, and distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers, indicating that different concerns might have to be addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of working life reflects the influence of job satisfaction theories. herzberg at al., (1959) used "hygiene factors" and "motivator factors" to distinguish between the separate causes of job satisfaction and job dissatisfaction. it has been suggested that motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. the hygiene factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working conditions and security. of these latter, the most common cause of job dissatisfaction can be company policy and administration, whilst achievement can be the greatest source of extreme satisfaction.

An individual's experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their "real world". further, an individual's perception can be affected by relative comparison - am i paid as much as that person - and comparisons of internalized ideals, aspirations, and expectations, for example, with the individual's current state (lawler and porter, 1966).

In summary, where it has been considered, authors differ in their views on the core constituents of quality of working life (e.g. sirgy, efraty, siegel & lee, 2001 and warr, cook & wall, 1979).

It has generally been agreed however that quality of working life is conceptually similar to well-being of employees but differs from job satisfaction which solely represents the workplace domain (lawler, 1982)

Quality of working life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being (danna & griffin, 1999). more recently, work-related stress and the relationship between work and non-work life domains (loscocco & roschelle, 1991) have also been identified as factors that should conceptually be included in quality of working life.

CRITERIA FOR MEASURING QWL

Richard e. walton explains qwl in terms of eight broad conditions of employment that constitute desirable qwl. the proposed the same criteria for measuring qwl. these criteria/ conditions include:

ADEQUATE AND FAIR COMPENSATION

SAFE AND HEALTH WORKING CONDITIONS

OPPORTUNITY TO USE AND DEVELOP HUMAN CAPACITIES

contrary to the traditional assumptions, qwl is improved…" to the extent that the worker can exercise more control over his or her work, and the degree to which the job embraces an entire meaningful task "but not a part of it. further, qwl provides for opportunities like autonomy in work and participation in planning in order to use human capabilities.

OPPORTUNITY FOR CAREER GROWTH

Opportunities for promotion are limited in case of all categories of employees either gibe to educational barriers or limited openings at higher level. qwl provides opportunities for continue growth and security by expanding one's capabilities, knowledge and qualification.

SOCIAL INTEGRATION IN THE WORKFORCE

This can be established by creating freedom from prejudice, supporting primary work groups, a sense of community inter-personnel openness, egalitarianism and upward mobility.

CONSTITUTIONALISM IN WORK ORGANIZATION

Qwl provides constitutional protection to the employees only to the level of desirability on such matters as privacy, free speech, equity and due process.

WORK AND QWL

Qwl provide for balanced relationship among work, non-work, and family aspects of life. in other words, family life and social life should be strain by working hours including over time work, work during inconvenient hours, business travel, transfers, vacations etc…..

SOCIAL RELEVANCE OF WORK

Qwl is concerned about the establishment of social relevance to work in a socially beneficial manner. the worker's self-esteem would be high if this work is useful to the society and vice versa is also true.

It is worth nothing that often the condition that contribute to motivation like equitable salaries, financial incentives, effective employee selection etc….will also contribute indirectly to qwl. some of these activities like job enrichment might contribute indirectly to qwl by tapping the workers high-order need, and motivating them. still other activities may contribute directly to qwl providing for a safer work place, less discrimination on the job, and so forth.

SPECIFIC ISSUES IN QWL

Trade unions claim that they are responsible for the improvements in various facilities to the workers where as management takes credit fro improved salaries, benefits and facilities. however, hr manger has specific issues in providing them so as to maintain a higher order qwl. klott, mundick and schusterd suggested 11 major qwl issues, they are as follows:

PAY AND STABILITY OF EMPLOYMENT

Good pay still dominates most of the other factors in employee satisfaction. various alternative means for providing wages should be developed in view of increase in cost of living index, increase in levels and rates of income tax and profession tax . enhancing the facilities for human resource development can provide stability to a greater extent.

OCCUPATIONAL STRESS

Stress is a condition of strain on one's emotions, thought process and physical condition. it is determined by the nature or work, working conditions, working hours, pause in the work schedule, worker's abilities and nature and match with the job requirements. stress is caused due to irritability, hyper excitation or depression, unstable behavior, fatigue stuttering, trembling, psychosomatic pains, heavy smoking and drug abuse. stress adversely affects employee's productivity. the hr manager, in order to minimize the stress, has to identify, prevent, and tackle the problem. he may arrange for the treatment of the problem with the health unit of the company.

ORGANIZATIONAL HEALTH PROGRAMS

Effective implementation of health programs result in reduction in absenteeism, hospitalization, disability, excessive job turnover and premature death. they should also cover relaxation, physical exercise, diet control etc..,

ALTERNATIVE WORK SCHEDULES

Alternative work schedules including work at home, flexible working hours, staggered hours, reduced work week, part time employment that may be introduced for the convenience and comfort of the workers.

PARTICIPATIVE MANAGEMENT CONTROL

Workers feel that they have control and over their work, use their skills and make a real contribution to the job if they are allowed to participate in creative and decision making process.

RECOGNITION

Recognizing employee as a human being rather than as a laborer increases the qwl. participative management award and reward system, congratulating the employees for their achievement, job enrichment, offering prestigious to the jobs, providing well furnished and decent work place offering membership in clubs or associations, providing vehicles or some of the means to recognize the employees.

CONGENIAL SUPERIOR SUB-ORDINATE RELATIONSHIPS

Harmonious supervisor workers relations give the worker a sense of social association, a sense of belongingness; we should not ignore the impact of social relations at the work place the productivity resulting from this.

GRIEVANCE PROCEDURE

Proper grievance procedure that is quick and justified gives employees an opportunity to vent their feelings and represent their case.

ADEQUACY OF RESOURCES

Resources should match with the stated objectives, otherwise, employees will not able to attain them resulting in employee dissatisfaction and lower qwl.

SENIOR MERIT IN PROMOTIONS

Companies either take seniority or merit as basis for promoting the employees, each of these methods have their relative disadvantages and hence it is advisable to take both of them together in promotion policy there by resulting in higher qwl.

EMPLOYMENT ON PERMANENT BASIS

Job security adds a lot not to qwl, for employees working on temporary basis or on probation are constantly worried about this. employing them on permanent basis reduces their sense of insecurity and enhances the qwl.

DIMENSIONS OF QWL

According to richard walton, the main aspects of qwl are as follows:

PRINCIPLES OF QWL

n.q. herrick and m. maccoby: "humanizing work: a priority goal of the 1970s' in l.e. davis and a.b cherns: the qwl, free press, new york, 1975, has stated 4 basic principles to improve the qwl:

THE PRINCIPLE OF SECURITY

Quality of work life cannot be improved until employees are relieved of the anxiety, fear and loss of future employment. the working condition must be safe and economic want should be eliminated. job security and safety against occupational hazards is an essential precondition of humanization of work.

THE PRINCIPLE OF EQUITY

There should be direct and positive relation between effort and reward. all types of discrimination between people doing similar work and with same level of performance must be eliminated.

THE PRINCIPLE OF INDIVIDUALISM

Employees differ in terms of their attitudes, skill, potential, etc. therefore, every individual should be provided the opportunity for development of his personality and potential.

PRINCIPLE OF DEMOCRACY

This means greater authority and responsibility to employees.

Stop cribbing! our work culture's the best

It might surprise many. but indian inc has emerged top in a recent survey on high performance work culture in asia pacific region. indian companies which accounted for over one-third of the respondents consistently outperformed their counterparts from singapore, south korea, china and australia on parameters like strategic goals, leaders as role models, employee communication, talent attraction and attention, effective processes, etc.

HOW TO IMPROVE QUALITY OF WORKING LIFE

1. Fair and equitable remuneration.

2. Reasonable stability of employment.

3. Employee health and safety programmes.

4. Alternative work schedules.

5. Participative management.

6. Recognition of employees as human beings.

7. Grievance procedure and effective leadership.

8. Management of employee stress.

9. Job redesign and enrichment.

WORK SCHEDULES

One of the most important techniques of improving the quality of work life is to improve the work schedule. various alternative work schedules are:

COMPRESSED WORKWEEK

Some organizations have introduced short work week, that is, instead of coming 6 or 5 days a week, the employees only have to work for 4 days. but the no. of working hour per day is increased say, 10 hours per day which makes to 40 hours per week.

Advantages

More leisure time

Decreased commuting time

Decreased request for time for personal matters

Disadvantages

Decreased employee productivity due to longer day

Underutilization of equipment

Increased fatigue

FLEXITIME

Is a system whereby employees are required to work a specific no of hours a week but are free to vary the hours of work within certain limits. each day consists of a common ore, usually of 4 hours, excluding lunch hour.

For example, the core may be 10 am to 3 pm with the office actual opening at 7 am and closing at 6 pm. all employees should be at their jobs during the common core period but they are free to fashion their personal schedules they prefer.

Flexible hour

Common core

Lunch

Common core

Flexible hour

7 p.m

3 p.m

10 a.m

7 a.m

"the effect of flexitime on absenteeism and turnover for male and female employees", journal of vocational behaviour, april 1985,pp 206-17.

Advantages

Higher morale

Lower absenteeism

Longer length of service

Disadvantages

It cannot be implemented at all when the work requires al employees to be present at the same time.

It may produce problem to the manger in directing subordinates outside the core time period.

Cause confusion where there is shift or interdependent work.

TELECOMMUTING

Working from home with the help of internet technology is one of the ways of being a part of an organization. instead of visiting the office daily, the employee is given the option to work from home for some specific duration. it is mainly suitable for research based works, data entry, etc.

Advantages

Saves time and effort

Cost effective

No commuting problem

JOB SHARING

It may also be stated as shift working, wherein, 2 persons share same job, say one works in the morning and the other in the afternoon or at night.

CONCLUSION

Quality of work life covers various aspects under the general umbrella of supportive organizational behavior. qwl has gained deserved prominence in the organizational behavior as an indicator of the overall of human experience in the work place. it expresses a special way of thinking about people, their work and the organizational in which careers are fulfilled.

2. discuss the basic concepts of management development. what is the important of management development in the changing business?

Most management development does not involve outside classes or professional trainers. management development is the overall concept that describes the many ways that organizations help employees develop their personal and organizational skills, either as managers in a management job or with an eventual management job in mind.

Building the skills of managers through management development options is critical to the effective functioning of your organization.

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This is because of the power of a managerto impact the organization through his or her oversight of the work of other employees.

Especially middle managers, are expected to communicate the company direction, goals, and vision to their reporting employees. only comfortable business communicators are likely to perform their needed communication tasks effectively. yet senior company leaders depend on their communication  because they can't easily communicate with every employee themselves.

It is not surprising that  the managers in your workplace are the single most important factor in employee engagement, employee motivation, and building a productive workplace. managers are the key to employee retention and the main reason employees cite when they leave their current employer.

So, the need for management development is significant and can provide a significant payback.

INTERNAL MANAGEMENT DEVELOPMENT ADVANTAGES

Internal management development has advantages over external seminars and classes.

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It presents and reinforces needed skills and management techniques. i

Internal management development reinforces the organization's culture and addresses the norms and expectations of the manager's workplace. it incorporates familiar workplace examples and reinforces desired organization direction, values, and goals.

Done with care, internal management development also reinforces the application of the skills learned back in the workplace. it can require weekly assignments, reading, and on-the-job training.

TIPS FOR WEEKLY TRAINING

TRAIN MANAGERS TO TRAIN

TRAIN EMPLOYEES TO TRAIN COWORKERS

MANAGEMENT DEVELOPMENT OPTIONS

An employer's training options are widespread and encompass many possibilities.

Management development can include such external opportunities as university classes, seminars, workshops, courses, conferences, and field trips. employers can assist employees to pursue these options by paying for classes and seminars. they can also offer tuition assistance for employees attending college or university classes and earning a degree.

Internal management development options abound and can include the following opportunities for employees' growth and ongoing development.

EMPLOYEE TRAINING

EMPLOYEE CAREER PATHS

COACHING

MENTORING

JOB ROTATION

PROMOTIONS

PERFORMANCE MANAGEMENT AND DEVELOPMENT

SUCCESSION PLANNING

MANAGEMENT DEVELOPMENT CONTENT

These are the areas of content that management development training, either internal or external, should contain for your organization to function effectively. your

managers will benefit as will their reporting staff members, and Powerful management training.

In addition to skill development, management development is also an opportunity to teach your organization culture. the norms, rules, and expectations in your workplace are uniquely yours. even experienced managers will benefit from training in the expectations of your workplace culture and policies.

The focus of all aspects of management development is to enable managers to more effectively accomplish their job as managers. don’t miss your opportunity to have an impact on one of your most critical resources.

IMPORTANCE OF MANAGEMENT DEVELOPMENT:

All organizations depend upon group efforts. group action and joint efforts have become necessary in every walk of life. management is required wherever two or more people work together to achieve common objectives.

The success in group efforts depends upon mutual cooperation among the members of the group. management creates teamwork and coordination among specialized efforts.

Management is indispensable in all organizations whether a business firm, a govern-ment, a hospital, a college, a club, etc. management is a creative force which helps in the optimum utilization of resources.

Competent managerial leadership alone can convert the disorganized resources of men, money, materials and machinery into a productive enterprise. in the absence of management, an organization is merely a collection of men, money, materials and machinery.

According to trucker, "management is the dynamic life-giving element in every business. without it the resources of production remain resources and never become production". management is the catalyst without which no organization can survive and grow.

Management is required to plan, organize, direct and control group efforts. management provides leadership and motivation to individuals. there is continuous need for management in an organization.

As an innovative force, management performs the same role in an organization which brain does in the human body. it is the fundamental coordinating mechanism that underlies organized endeavor.

The importance of management has increased tremendously in recent years due to increase in the size and complexity of organizations, turbulent environment and growing responsibilities of business.

Sound management helps in maximizing output and minimizing costs. it maintains a dynamic equilibrium between an organization and its ever changing environment. management is responsible for the creation, survival and growth of organizations.

The significance of management in the modern business world has increased tremendously due to the following challenges.

Growing size and complexity of business. Increasing specialization of work, Cut throat competition in the market, Growing unionization of labor. Sophisticated and capital intensive technology, Increasing complexity of business decisions, Growing regulation of business by the government, Need for research and development, Turbulent environment of business. Need for reconciling the interests of various groups, e.g., owners, workers,

customers and the public, Need for optimum utilization of scarce resources.

Management is equally important at the national level. it is an agent of change and economic growth. the prosperity, power and prestige of a nation depend upon the competence and dedication of its managers and administrators.

President roosevelt of u.s.a. once said: "a government without good management is a house built on sand." management makes a significant social contribution by supplying goods and services, employment, tax revenue, etc.

According to ureic and breach, "no ideology, no 'ism', no political theory can win a greater output with less effort from a given complex of human and material resources except sound management. and it is on such greater output that a higher standard of life, more leisure, more amenities for all must necessarily be founded." management is an important organ of an industrial society.

In a developing country like india, the significance of management can hardly be over emphasized. higher efficiency and higher productivity is the only hope of the people, more than 60 per cent of whom are living below the poverty line.

A welfare state cannot realize its twin objectives of economic growth and social justice without a well-organized management system. the root cause of india's backwardness lies in the underutilization and mystification of the country's resources.

The most important reason for the poor performance of our development plans has been inadequate and inefficient administrative machinery. we have sunk cores of rupees in the public sector. in the absence of competent and devoted management the investment is not being utilized properly.

Poor management is the main cause of sickness in private sector. we are underdeveloped because we are undermanaged and mismanaged. dedicated and professional managers can convert the tremendous latent energy of people into wealth.

The achievement of business management enables us today to promise the abolition of the grinding poverty that has been mankind's lot through the ages". management is the key for unlocking the forces of economic growth. it is the crucial factor in economic and social development.

Managers are the custodians of the hopes and aspirations of the masses. in fact, "management is one and at the same time the determiner of our economic progress, the employer of our educated, the amasser of our resources, the guide for effective government, the strength of our national defense, and the molder of our society".

Developed and underdeveloped countries are infect veil managed' and 'poorly managed" countries. management aims at the optimum utilization of available resources to secure productive performance. "the managers of an organization are concerned with the maximization of output obtainable from a given amount of input or similarly the minimization of kaput for a given level of output.

Fulfillment of such a purpose is the only justification for the existence of a managerial function". managers are the true leaders of the economic machinery of a nation. they enrich the economic life of the country by purposeful administration of resources.

They also develop human talent. what we lack most is not skill or capital but management. therefore, the development of managerial talent must receive top priority under our development plans. without an adequate supply of talented general and specialized managers, economic development is retarded.

According to the late president john f. kennedy, the role of management in our society is critical in human progress. it serves to improve standards of living of all people through effective utilization of human and material resources.

By designing job structures that provide opportunities for self-expression, and initiative, management provides human satisfaction. management makes all the difference in the quality of life between nations. thus, management is an essential instrument of human progress and keystone of modern society.