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". Training and Development- Training is a part of incentives given to the wor!ersin order to develop and grow them within the concern. Training is generally givenaccording to the nature of activities and scope of e#pansion in it. $long with it, thewor!ers are developed by providing them e#tra benefits of indepth !nowledge oftheir functional areas. %evelopment also includes giving them !ey and important

jobsas a test or e#amination in order to analyse their performances.

&. Remuneration- 't is a !ind of compensation provided monetarily to theemployees for their wor! performances. This is given according to the nature of

job( s!illed or uns!illed, physical or mental, etc. )emuneration forms animportant monetary incentive for the employees.

*. Performance Evaluation- 'n order to !eep a trac! or record of the behaviour,attitudes as well as opinions of the wor!ers towards their jobs. +or this regularassessment is done to evaluate and supervise different wor! units in a concern.'t is basically concerning to !now the development cycle and growth patterns of

the employeesin a concern.. Promotion and transfer- -romotion is said to be a non( monetary incentive in

which the wor!er is shifted from a higher job demanding bigger responsibilities aswell as shifting the wor!ers and transferring them to different wor! units andbranches of the same organi ation.

How can you asses your current needs?

ppraise the e isting emplo/ees and make proper placement. 0ob anal/sis and jobdescription are essential for assessing staffing needs.

1/ comparing updated job descriptions with the 2ualifications and duties of the

individuals currentl/ holding those jobs, management can determine whether theorganization is appropriatel/ staffed. !verstaffing can run to wasteful e penses.

HR DEPARTMENTS AFETY AND

SECURITY M AINTANENCE

S HIPPING /RECEIVINGINVENTORY

CONTROL

Q.CQ UALITY CONTROL

P RODUCTION -1 P RODUCTION -2 P RODUCTION -3

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What is forecasting future needs?

The/ will take statistical data for last few /ears.

&rojected demand and projected suppl/ have to be compared for forecasting theorganization3s future staffing.

Write about the recruitment process.

Recruitment:

The process of identif/ing and hiring the best42ualified candidate (from within or outsideof an organization for a job vacanc/, in a most timel/ and cost effective manner.

Recruitment process:

5 'otif/ the bulletin board6 $mplo/ee referral7 Sticking bills on the walls or post or piller 8 &lacing advertisement in the newspaper 9 0ob agenc/:

a. -arments industr/ b. %ouse maid suppl/c. Tution master d. Securit/ servicee. )abor suppl/f. Temporar/ supporter suppl/ for political meeting

Recruitment for labor position:

5. +inimum 5 /ears of age6. <nowledge about sewing machine7. &unctual in timing8. Serious about dut/9. =irst and decisive>. %abituated to work in a group environment?. bilit/ to lift >@ lbs

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"hen recruitment process is over , then selection process begins. It starts with issuingappropriate letter, after joining the new emplo/ees should be placed for orientation.

What is training? Give briefly about that.

$ver/ compan/ needs emplo/ees to prepare themselves for effective performance. =or that reason training is provided to the new emplo/ees.

There are different t/pes of training:

i. On the job methods ii. Off the job methods

. On the job methods:

Training a new recruit b/ hisAher supervising officer.

! On the job training:$mplo/ee training at the place of work while he or she is doing the actual job .Bsuall/ a professional trainer (or sometimes an e perienced emplo/ee serves asthe course instructor using hands4on training often supported b/ formal classroomtraining. See also off the job training .

"! #pecial training

". Off the job methods:

Trainers are taken out of their work environment and e posed to new ideas ande periences.

$ross functional training:

The training which is provided in different trends to bost up knowledge about emplo/eese pertise.

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$ommunication:

Communication is the transfer of information from one person to another person. &eter little defines communication as follows: DCommunication is the process b/ whichinformation is transmitted between individuals and organizations so that anunderstanding response results.E

Give the flow of communication.

In an/ modern organization communication flows in various directions: (a downward,

(b upward and (c crosswise (horizontal and diagonal .

(a %ownward communication : It flows from e ecutives at higher levels to those at

lower levels in

the management structure. This t/pe of communication is preferred mostl/ b/

authoritarian

managers. Information is often distorted or lost as It comes down the chain of

command.

(b &pward communication : Bpward communication includes written, oral and

non4verbal

messages from subordinates to superiors. Bsuall/ this t/pe of communication

originates from a

subordinate to his or her direct superior, then to that personFs direct boss, and so

on up throughG

the hierarch/.(c $rosswise communication : This includes the horizontal flow of information,among people on

the same level in the organization, and the diagonal flow, among persons at

COMMUNICATION

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different levels, who have no direct reporting relationships with one another. This

kind of communication is used to speed up information flow, to co4ordinate

efforts for the achievement of organizational objectives and to improve

understanding

6. 'orm of communication :

Communication ma/ take in written, oral or non4verbal form.

(i Written communication : "ritten communication ma/ take several forms such asnotices, circulars, newsletters, bulletins, and so on.

(ii Oral communication : great deal of communication is done orall/. It can occur in

a managerFs presentation to a large number of subordinates, or in a lace4to4face meeting

of two persons; it can be planned or sudden, and it can be formal or informal.F

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Communication which is open for all is called open communication. Inany company crisis employees from all levels, like Chief Executive tolower level employees sit together for open communication. It enableseach and every employees of the organization to understand thesituation and behave accordingly with caution, as they are alreadyaware of the situation in advance. It is most e ective way to overcomecrisis period.

T+e T,$ ) &$''( i&)!i$ Pr$&e00

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he two!way communication process is the method by which a senderreaches a receiver with a message. he process always re"uires eightsteps are

♥ #evelop an idea♥ Encode♥ ransmit♥ $eceive♥ #ecode♥ %ccept♥ &se♥ 'eedback

De e $* ) i#e)

(tep ) is to develop an idea that the sender wishes to transmit. his isthe key step, because unless there is a worthwhile message, the otherentire step is somewhat useless.

1. E &$#e

(tep * is to encode +convert the idea into suitable words, charts, orother symbols for transmission.

2. Tr) 0'i!

-hen the message nally is developed, step / is to transmit it by themethod chosen, such as by memo, phone call, or personal visit.

3. Re&ei e

ransmission allows another person to receive a message.

4. De&$#e

(tep 0 is to decode the message so that it can be understood. hesender wants the receiver to understand the message exactly as it wassent.

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5articipation in organization is the mental and emotional involvementof employees in group situations that encourages them in makingcontribution to group goals and share responsibility for good or badboth out!comes.

he above de nition has three important thematic points to discuss!!!involvement, contribution and responsibility.

Give the definition of performance appraising.

(erformance appraising:

It is a polic/ through which emplo/ees are rewarded b/ appraising their performance.

Salar/ is not onl/ means to pa/ reward. it is comprise of man/ things4 likehousing,transport,medical treatment, pension plan ,profit sharing, gainsharing,insurance,famil/ welfare, etc.

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+$O O2)$ ) $+ *)0+ #1#*+2:

n economic incentive s/stem of some t/pe can be applied to an/ job. The basic ideaof this s/stem is to provide incentive to the highl/ skilled e isting emplo/ees for

output be/ond e pectations. Incentive linking pa/ with performance;There are several broad t/pes of incentives that link with performance.

Incentive +easures $ amplesmount of out ut &iece rate, sales commissionHualit/ output &iece rate for 2ualit/ products; commission

onl/ for sales that are without bad debts.Success in reaching goals 1onus for selling established number of items

during a predetermined time span.

mount of rofit &rofit sharinCost efficienc -ain sharin$mplo/ee skills Skill4based pa/

"age incentive:

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1asicall/, wage incentives provide more pa/ for more production. +ore productionwill reduce unit labor cost. To become successful in this method, reward must follow

performance.

&rofit sharing:

It is a s/stem that distributes a little portion of business profit among the emplo/ees. s aresult, the emplo/ees become enthusiastic and render e cellent services for thedevelopment, and growth of the compan/.

-ain sharing:

-ain sharing is a method through which the compan/ distributes a little portion of mone/, saved through une pected loss occurring from misuse or abuse of merchandise.=or e ample if an/ emplo/ee damage a high costl/ instrument while using; whichma/ cost the compan/ huge amount of mone/ to repair or replace.

2otivation:

+otivation involves a conscious decision to perform one or more activities with greater effort than other competing activities . in essence, motivation governs behavior selection,direction and level of effort.

G)0+ -R)+'31 ,-O&* *H+ ++% *H+OR)+# O' 2O*)0,*)O .

eed *heories of 2otivation

There are five theories of motivation that focus on needs. These need theories are

described below:

2aslow4s Hierarchy of eed *heory

MOTIVATION

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!lderfer"s ER# theory:

$laton !lderfer has developed another need based theor/, known as $#-theor/. $L e istence needs, #L related ness, -Lgrowth needs. 1ut this are almost like thatone of +aslow, ph/siological andsafet/ needs come under e istence needs. 1elongingness andself4esteem come under relatedness need, and self4actualization come un der growth needs.

Give the 2cGregor6s *heory 7 and *heory 1 in brief."hen an emplo/ee work enthusiasticall/ to accomplish his job without being motivated b/ hissupervisor is called intrinsic motivation or self8motivation . 1ut if an emplo/ee is motivated b/others to do the job is known as e9trinsic motivation . $. 2cGregor6s *heory 7 and *heory 1

*ouglas +c-regor, an merican social ps/chologist, proposed his famous M4N Theor/

in his 5J>@ book 'The Human Side Of Enterprise F. %e proposed two distinct views of

human beings: one basicall/ negative labeled Theor/ and the other basicall/ positive

labeled theor/ /.

%heory &:

5 . $mplo/ees inherentl/ dislike work and whenever possible will attempt to avoidit.

6. Since emplo/ees dislike work, the/ must be coerced, controlled or threatened with punishment to achieve goals.

7. $mplo/ees will avoid responsibilities and seek formal direction whenever possible.

8. +ost workers place securit/ above nil other factors associated with work and will

displa/ little mbition.

%heory ':

I. $mplo/ees can view work as being as natural as rest or pla/.

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It is the abilit/ to think in terms of models, frameworks, and broad relationships, such aslong term plans. It becomes increasingl/ important in higher managerial jobs.Conceptual skills deal with ,, ideas, human skills deal with people, and technical skillsdeal with materials and goods.

#ituational aspects<It is evident that leadership is situational. In one situation action P P ma/ the rightchoice; but in another situation action P1P will be the best. )eaders have to facedifferent comple situations and right decisions can be taken. So , it is ver/ difficult toanswer the 2uestion , "hat makes a good leaderO

SH*R% +*%E:

Self-)eadership:

nother emerging approach to leadership has been advocated b/ Charles +anz and%enr/ Sims. This team suggested that those leaders, who have weakness, can motivatethemselves to ac2uire the traits, and 2ualities of good leaders. These leaders are self4motivators, and the/ donFt care for reward. The/ care for improving behavioral4skills andcompetenc/.

Super-leadership,It is the matured and highest level of self4leadership, and represent PNP theor/. The/ areself4builders, and set their own goals. !nce the/ accomplish their objectives, and goalsare achieved; the/ become the P#ole4modelP for others, especiall/ peers.

$oaching,

The rapidl/ emerging leadership is coaching. =or e ample, a coach trains, prepares,guides, and directs the pla/ers; but he himself donFt pla/ in the game. Coaches consider themselves as cheerleaders, facilitators, and morale booster of the pla/ers. Inorganization, coaching followed b/ counseling are becoming important ever/ da/.

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8. O ((OR*& )*1 ,0,)3+% -1 2, ,G+R . 8. W ,)* 'OR *H+ O((OR*& )*1

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Definition of UPWARD MOBILITY

The state of being upwardly mobile : the capacity or facility for rising to a higher social oreconomic position

every manager is leader but every leader is not manager

/anagers often thin! in terms of production and 0eaders thin! in terms of the future .

/anagers may follow manuals and quotas while 0eaders follow their own vision andinnovation.

/anagers wor!, while 0eaders thin! and create.

/anagers are often a cog in the company wheel of production, while 0eaders are outside

production as stand out in their un(cog(li!e differences.

Performance appraisal

The process by which a manager or consultant (1) examines and evaluatesan employee's work behavior by comparing it with preset standards,

Performance appraisals are employed to determine who needs what training , andwho will be promoted, demoted, retained, or fired

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what is sabbatical leave

Sabbatical leave refers to a time period in which a person does not report tohis regular job but who remains employed with that company. (noun)

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An example of sabbatical leave is when an archeology professortakes a semester o to go on a dig.

what is brainstorming

Brainstorming is a creativity techni!ue designed to generate a large number of ideas for the solutionto a problem The method was first populari"ed in 1#$% by &lex aickney sborn, an advertisingexecutive, in a book called Applied Imagination

what is C#!SS =B'CTI!' ) Team

crossfunctional team is a team composed of at least three members from diverse functionalentities work ing together towards a common goal. This team will have members with differentfunctional e periences and abilities, and who will likel/ come from different departments withinthe organization.

what is corrective isci!"ine

iscipline may be appropriate and necessary for some continuing or serious performance problems *yapproaching discipline as a strategy of corrective instruction in which the supervisor and employeerespectfully work together to improve the employee's performance, discipline can become a problem+solving process

#MPOW#RM#$T

& management practice of sharing information , rewards ,and power with employees so that they can take initiative and make decisions tosolve problems and improve service and performance

PARTI%IPATIO$:

oint consultation in decision making , goal setting , profit sharing, teamwork , andother such measures through which a firm attempts to foster or increaseits employees ' commitment to collective ob-ectives

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