BPCS 187 Full Textbook

BPCS-187
MANAGING HUMAN RESOURCES
School of Social Sciences

Indira Gandhi National Open University
EXPERT COMMITTEE
Prof. Swaraj Basu, Dr. Kanika Khandelwal Prof. Preetam Khandelwal,
Former Director, Associate Professor, Professor (Rtd.) ,Faculty of
School of Social Sciences, Department Of Psychology, Management studies,
IGNOU, New Delhi Lady Shri Ram College for University of Delhi, Delhi
Women, University of Delhi,
Delhi
Prof. Suhas Shetgovekar Prof. Swati Patra Dr. Monika Misra

Faculty, Discipline of Psychology, Faculty, Discipline of Faculty, Discipline of
School of Social Sciences, IGNOU, Psychology, Psychology,
New Delhi School of Social Sciences, School of Social Sciences,
IGNOU, New Delhi IGNOU, New Delhi
Dr. Smita Gupta (Convenor)

Faculty, Discipline of Psychology,
School of Social Sciences, IGNOU,
New Delhi
COURSE COORDINATOR
Prof. Suhas Shetgovekar
Faculty, Discipline of Psychology,
School of Social Sciences, IGNOU, New Delhi
GENERAL EDITOR
Prof. Suhas Shetgovekar and Dr. Monika Misra
Discipline of Psychology, SOSS, IGNOU
COURSE PREPARATION TEAM

Unit Writer Editor (Content, format
Language)
Introduction to Human
Block 1
Resource Management
Unit 1 Human Resource Management Prof. Suhas Shetgovekar Dr. Mohsin Uddin
(HRM)
Unit 2 Human Resource Development Prof. Suhas Shetgovekar Dr. Mohsin Uddin
(HRD)
Unit 3 Diversity at Workplace Dr. Smita Gupta Prof. Suhas Shetgovekar
Unit 4 Contemporary Issues and Dr. Smita Gupta Prof. Suhas Shetgovekar
Challenges
Block 2 Human Resource Practices
Unit 5 Job Analysis Dr. Mohsin Uddin Prof. Suhas Shetgovekar
Unit 6 Selection Dr. Mohsin Uddin Prof. Suhas Shetgovekar
Unit 7 Training and Development Dr. Renuka Regani, adapted by Prof. Suhas Shetgovekar
Unit 8 Performance Appraisal Prof. Suhas Shetgovekar Dr. Mohsin Uddin
Block 3 Human Resource

Management Functions
Unit 9 Employee Retention and Dr. Tapati Roy Yadav Prof. Suhas Shetgovekar
Engagement
Unit 10 Career Management and Prof. Suhas Shetgovekar Dr. Mohsin Uddin
Development
Unit 11 Employee Safety and Health Prof. Suhas Shetgovekar Dr. Mohsin Uddin
Unit 12 Employee Counselling and Dr. Tapati Roy Yadav Prof. Suhas Shetgovekar
Wellness Services
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© Indira Gandhi National Open University, 2021
ISBN: 978-93-5568-054-9
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BPCC 187: MANAGING HUMAN RESOURCES
The course on Managing Human Resources (BPCS187) is a skill based
course offered in sisth semester of BA Programme of IGNOU.
The main objectives of this course are to introduce key concepts of Human
Resource Management (HRM) to the learners, to develop an awareness
towards contemporary HR issues and challenges and to familiarise the
learners with the techniques of managing human resources at the work place.
The course is of 04 Credits and is divided into four blocks. Each of these
blocks represents a specific theme which is discussed in terms of units. The
units are arranged in a logical sequence so as to cover the main aspects of
each theme.
Before proceeding to read the units, you are advised to go through
instructions about how to read the course material. Given below is the
explanation of the organization and sequencing of the unit.
Organization and Sequencing of a Unit

The following is the structure of each unit:
1.0 Objectives
1.1 Introduction
1.2 Section (Theme of the section)
1.2.1 Subsection of 1
……………….
Check Your Progress I
1.3 Section (Theme of the section)
1.3.1 Subsection of 2
……………….
Check Your Progress II
Let Us Sum Up
References
Key Words
Answers to Check Your Progress
Unit End Questions
As the scheme suggests, each unit is divided into sections for easy reading
and better comprehension. The numbering and length of each section and
subsection may vary from one unit to the other, depending upon the depth of
information in each unit. Each section is indicated by BOLD CAPITALS
and each sub.section by a relatively smaller but bold typeface. Divisions
within the sub.sections are in relatively smaller bold typeface so as to make
it easy for you to understand.
Let us now discuss each section of a unit.
Objectives
We begin each unit with the section ObjectivesIt tells you briefly about the
objectives of the unit what you will learn after you study the unit.
Introduction
The section Introduction will mainly focus on introducing the theme of the
present unit.
Illustration
There are several illustrations in each unit in the form of figures and
diagrams. The main purpose of these illustrations is to make the study
comprehensive and interesting.
Check Your Progress

We have given self.check exercises under the caption Check Your Progress at
the end of main sections. You can provide your answers in the space give
below each question/ exercise.
You will be tempted to have a glance of the main text as soon as you come
across an exercise. But we do hope that you will resist this temptation and
turn to the main text only after completing the answers.
You should read each unit and note the important points in the margin
provided in the course material. This will help in your studyIt will also help
you to answer the self.check exercises and the assignment questions, as well
as help in revising your course before appearing for your Term End
Examination (TEE).
Let Us Sum Up
This section of each unit under the heading Let Us Sum Up summarises the
whole unit for the purpose of ready reference and recapitulation.
References
We have given a list of references in each unit. This is a list of books and
articles used by the course writers to prepare the units. This reflects that your
course material is based on a wide spectrum of literature available on a
particular theme, related to your course. This also informs you of the wide
literature available in the particular area of studyIf interested in widening
your knowledge, you may look for the mentioned references. Each reference
mentions the name of the author, year of publication, title of the book/article,
name of publisher and place of publication.
Suggested readings help you to increase your level of understanding of a
particular theme in each unit.
Key Words
Thekey words at the end of the unit explain the basic ideas, technical terms
and difficult words.
Answers to Check Your Progress
Answers to Check Your Progress are given in this section.
Unit End Questions
Besides Check Your Progress, we have given Unit End Questions in each
unit. Practicing these questions will help you in answering assignments and
Term End Examination Question Paper, though the pattern and style of
questions asked may not be similar.
Audio and Video Aids

Some Units have been selected for the audio and video programmes to
supplement the printed material. This will help you to understand the units
with greater clarity.
Apart from this, you may also access IGNOU’s FM radio channel, Gyanvani
(105.6 FM), which is available across many cities in India, for regular
programmes, related to themes on Psychology. You can listen to the live
discussions by faculty and experts on the topic of the day and interact with
them through telephone, email, and through chat mode.
You may also watch Gyandarshan TV channel (free to air educational
channel), for programmes related to topics on Psychology. The schedule of
Gyanvani and Gyandarshan is displayed on www.ignou.ac.in. The radio and
TV channels may also be accessed on Gyandhara, webcast facility for
Gyanvani and Gyandarshan, provided by the University.
Assignment
You will receive a set of assignments for the whole programme. These are
Tutor Marked Assignments, which are to be submitted to the respective
Study Centre after completion. These assignments will be evaluated by
academic counsellor from your Study Centre. Ensure that you complete all
your assignments because the grades that you get in each of these
assignments are included in the final evaluation of your degree. Before
answering the assignments, read all the units and additional material (if
available).
Guidelines for Assignments

While working on the assignment, kindly ensure the following points,
1) Clearly write your Enrollment number
2) Answer them in your handwriting and in your own words (do not copy
the sentences from the course material or any other source).
3) Write clearly and neatly so that it is easy to read your answers
4) Leave margins on one side of your answer sheets so that evaluator may
write his/ her comments on your performance.
5) Organise your answers well based on the question asked.
6) You will submit the assignments at your Study Centre on or before the
date mentioned as per the admission cycle. Kindly check the dates from
www.ignou.ac.in or your Regional Centre website.
Term End Examination (TEE)
Consider the following points while answering TEE.
1) Questions need to be answered in one’s own words and they need to be
focused based on the question asked.
2) Answer the questions keeping in mind the word limit.
3) Organise answers well based on the question asked and also keep in
mind any bifurcation given in the marks.
4) Ensure that you mention correct question numbers for respective
answers.
Preparation of Course Material
The syllabus of course material BPCS187 is designed by an Expert
Committee (see page 2 of this course) and prepared by Course Preparation
Team which comprises the author(s) of units, content editor(s), language
editor, and the course coordinator. The expert committee selected the themes
and sub.themes of the blocks and units, keeping in view the prescribed syllabi
of UGC (CBCS model).The authors of units have provided their expertise in
elaborating them in the form of the main text of each unit. The content editor
has carefully examined the course contents and has made an attempt to make
the material clear and comprehendible.
For any query or feedback related to the course, you may kindly contact
the course coordinator at,
Room No. 121, Block.F,
School of Social Sciences
IGNOU, New Delhi
Email: sshetgovekar@ignou.ac.in
COURSE STRUCTURE
BLOCK 1 INTRODUCTION TO HRM
Unit 1: Human Resource Management (HRM)
Nature, Scope and Objectives of Human Resource Management
Functions of Human Resource Manager
Strategic Human Resource Management
Unit 2 Human Resource Development (HRD)
Nature of Human Resource Development (HRD)
Functions of Human Resource development
Roles of Human Resource Development Professionals
Unit 3 Diversity at Workplace
Meaning of Workplace Diversity
Gender issues
Cross- Cultural Issues
Unit 4 Contemporary Issues and Challenges
Concept of Corporate Social Responsibility (CSR)
Globalisation
Role of Technology
BLOCK 2 HUMAN RESOURCEPRACTICES
Unit 5 Job Analysis
Definition and Nature of Job Analysis
Uses of Job Analysis
Methods for Collecting Job Analysis Information
Unit 6 Selection
Meaning of Selection
Techniques of Selection
Barriers to Effective Selection
Unit 7 Training and Development
Meaning and Nature of Training and Development
Process of Training and Development
Methods of Training and Development
Unit 8 Performance Appraisal
Meaning and Nature of Performance Appraisal
Process of Performance Appraisal
Methods of Performance Appraisals
BLOCK 3: HUMAN RESOURCE MANAGEMENT FUNCTIONS
Unit 9: Employee Retention and Engagement
Concepts and Management of Employee Turnover and Employee
Retention
Misconceptions related to Employee Turnover and Retention
Strategies to Reduce Employee Turnover and Enhance Employee
Retention
Concept of Employee Engagement
Ways to promote Employee Engagement
Unit 10 Career Management and Development
Concepts of Career Management and Development
Stages and Process of Career Development
Psychological Contract
Employee and Employer Role in Career Management
Unit 11: Employee Safety and Health
Employee Safety and Health
Causes and Prevention of Accidents
Workplace Hazards and their Prevention
Promoting Occupational Safety
Unit 12 Employee Counselling and Wellness Services
Nature and Scope of Employee Counselling
Approaches in Employee Counselling
Process of Employee Counselling
Stress and Stress Management
Employee Wellness and Health Promotion Programmes
BPCS187 MANAGING HUMAN RESOURCES
COURSE INTRODUCTION
Dear Learner,
The course on Managing Human Resources (BPCS187) is a skill based

course offered in VI Semester of BA Programme of IGNOU. To provide an
overview of this course, the course structure is divided in to four blocks.
Block 1: The title of the very first block of this course is Introduction to
HRM. This block has four units. Unit 1 is titled Human Resource
Management (HRM)and this unit will mainly focus on the nature, scope and
objectives of HRM. Strategic HRM will also be covered in the unit. Unit 2
focuses on Human Resource Development (HRD) and will highlight the
nature, role and functions of HRD. Unit 3 is titled ‘Diversity at the
workplace’and will coverthe concept of diversity, gender issues, including
stereotypes and sexual harassment. Cross- cultural issues with a focus on
Hofstede’s model will also be highlighted in the unit. Unit 4 will focus on the
contemporary Issues and challenges and will include sub topics, namely,
corporate social responsibility, globalisation , role of technology and its
impact.
Block 2: Block 2 is titled Human Resource Practices and includes 4 units.

Unit 5 will discuss about job analysis and will include nature and uses of job
analysis. Methods for collecting job analysis information will also be covered
in this unit. Unit 6 is about selection and will include the meaning and
techniques of selection besides the barriers to effective selection. Unit 7 deals
with training and development and will cover nature process and methods of
training and development. Unit 7 is about performance appraisal and will
focus on the nature, process and methods of performance appraisal.
Block 3: Block 3is titled ‘Human Resources Management Functions’ and

four units will be covered under this block. Unit 9 deals with employee
retention and engagement and will focus on management of employee
turnover and retention; significance and ways to promote employee
engagement. Unit 10 relates to career management and development and will
cover stages and process of career development; psychological contract;
Employee and employers role in career management). Unit 11 is regarding
employee safety and health and will include causes and prevention of
accidents; workplace hazards and ways to prevent them, promoting
occupational safety) and the last unit is about employee counselling and
wellness services and will cover nature and scope; stress management;
employee wellness and health promotion programmes.
BLOCK 1
INTRODUCTION TO HRM
Human Resource
UNIT 1 HUMAN RESOURCE Management (HRM)
MANAGEMENT (HRM)*
Structure
1.0 Objectives
1.1 Introduction
1.2 Nature, Scope and Objectives of Human Resource Management
1.3 Functions of Human Resource Manager
1.4 Strategic Human Resource Management
1.5 Let Us Sum Up
1.6 References
1.7 Key Words
1.8 Answers to Check Your Progress
1.9 Unit End Questions
1.10 Activity
1.0 OBJECTIVES
After reading this unit you will be able to,
 discuss the nature, scope and objectives of human resource management;
 explain the functions of human resource management; and
 explain strategic human resource management.
1.1 INTRODUCTION
Yamini was MA Psychology, IGNOU second year learner and was selected
as an intern in A2Z company that was in to manufacturing of clothes. She
wanted to understand how a human resource department works and for that
she was interacting with the human resource manager of the company Ms.
Sheela. The following is the conversation between Ms. Sheela and Yamini.
Ms. Sheela: Welcome Yamin to the human resource department of A2Z.
Yamini: Thanks a lot Maam. I am very happy to be selected as an intern and

am very eager to learn.
Ms. Sheela: Yes Yamini. Let me help you to get initiated in the field of human
resource management. So what do you think an industry does?
Yamini: Industries are of different types. They could be services industry or

manufacturing industry or construction industry.
*
Prof. Suhas Shetgovekar, Faculty, Discipline of Psychology, IGNOU, Delhi
13
Introduction to
HRM
Ms. Sheela: You are right. And what is the most important resource in these
industries?
Yamini (with a smile): I could have said it is finance or raw material Maam.
But based on what I have learnt in my MA Programme, I would say it is the
human resource.
Ms. Sheela: You are absolutely right Yamini. And the human resource
department is mainly to focus on this most important resource in any industry
or organisation, that is human resource.
From the above conversation, I hope, it must be clear (and also from the
course title) that human resource management mainly focuses on human
resource. And this resource is especially important because they are unique
and different, they come from varied and diverse backgrounds, belonging to
different genders, age, having different educational qualifications and work
experience and bring along with them their unique personality, set of
attitudes and beliefs and experiences.
It is very important to focus on this human resource in an organisational set

up in order to ensure that the organisational goals are achieved.
In the present unit, we will mainly focus on the nature and scope of human
resource managent. We will also explain the objectives of human resource
management and highlight strategic human resource management.
1.2 NATURE, SCOPE AND OBJECTIVES OF

HUMAN RESOURCE MANAGEMENT (HRM)
In an organisation, there is human resources that is involved in different
kinds of work related activities. They could be managers, workers and so on.
Human resource management, in simple terms, can be explained as an
approach to manage the individuals in an organisational set up. It is mainly
based on the following principles:
 Human resources is the most important resource to achieve

organisational objectives and goals.
 The policies and procedures related to the human resources are to be in

accordance with the larger goals and strategic plans of the organisation.
 Organisational culture and the values that can determine the

organisations achievement of its goals and objectives and thus they need
to be focused on and changed is required.
 Human resource management needs to work in direction of integrating

the employees to work together in coordination with each other to
achieve the common goal.
Thus, human resource management focuses on acquiring (recruitment and

selection), motivating (with suitable reinforcements and rewards),
14
Human Resource
development (training and development programmes) and management of the Management (HRM)
human resources. And the function of the human resource department starts
right from the point where a job or position is created in an organisation.
A human resource department in an organisation also acts as a bridge

between the management and the employees and the department needs to
focus not only on the development of the employees but also need to
integrate the objectives of the human resource department with that of the
organisation.
Human resource management can be differentiated from personnel

management. Personnel management is comparatively a narrower concept
that can be clubbed under human resource management along with human
resource development (Aswathappa, 2015). The scope of HRM is much
broader and the focus is on treating the human resource as an important
resource in the organisation, nurturing them, facilitating team work and so
on.
Human Resource Management (HRM) can be broken in to three main terms:
Human: In an organisational set up these are the employees or the workforce.
Resources: can be explained in terms of asset, finance, people and so on that

are available in a scarce or limited manner.
Management: Denotes optimal and adequate use of the resources so as to

achieve the organisational goals and objectives.
The five main activities that can be included in management (Dessler, 2013)
are as follows:
 Planning: Planning includes establishment of standards and goals,

development of rules, processes and procedures. It also includes
forecasting and development of plans.
 Organising: Organising includes, distribution of tasks, establishment of

departments, delegation of authority, establishment of communication
channels and so on.
 Staffing: Staffing includes recruitment, selection, organising training

programmes, performance evaluation, providing counselling facilities to
the employees and so on.
 Leading: This involves maintenance of morale and motivation amongst

the employees, ensuring that the tasks are carried out in time as required
and so on.
 Controlling: Setting standards for quality, sales etc.; comparing the

actual performance with standards and taking suitable measures for
correction if required.
15
Introduction to
HRM
Thus, HRM can be described as adequate and appropriate utilisation of the
workforce in the organisation to achieve the organisational goals and
objectives.
HRM can be explained as the process that involves employing individuals,

providing them with training, providing them with compensation, developing
policies and strategies for these individuals. It can also be described as a
formal system that mainly focuses on management of the individuals in the
organisation. The main purpose of HRM is to enhance production and
profitability of the organisation by effectively managing the human resource.
The basic mission of HRM is acquiring, developing and retaining the talent
in the organisation. to facilitate the alignment of the human resources in the
organisation with the organisational objectives and contribute to the
production and profitability of the organisation in terms of achieving the
organisational goals.
Dessler (2013, page 658) defined HRM as the policies and practices involved
in carrying out the ‘people’ or human resource aspects of a management
position, including recruitment, screening, training, rewarding and
appraising”. He also described HRM (page 4) as “the process of acquiring,
training, appraising, and compensating employees and of attending to their
labour relations, health and safety and fairness concerns”.
DeNisi et. al. (2014, page) defined human resource management as

competitive set of managerial activities and tasks concerned with developing
and maintaining a qualified workforce- human resources- in ways that
contribute to organisational effectiveness”.
Werner and DeSimone (2012, page 8) define HRM as “as the effective
selection and utilisation of employees to best achieve the goals and strategies
of an organization, as well as the goals and needs of employees”.
Thus human resource management mainly involves managerial activities that

are directed towards effective management of human resources in order to
enhance organisational effectiveness and achieve the organisational goals.
Human resource management thus, includes relevant activities related to job

analysis, recruitment, selection, training and other employee welfare
activities. These activities are important not only to ensure that right
employees who are fit for the job are selected. But also to ensure that there is
no high turnover, employees are being productive and are able to work in a
safe and conducive environment. Organisational productivity and
profitability can be increased with the help of an effective human resource
department.
The scope of human resource management is vast and covers various

activities from job analysis, recruitment, selection, placement, training and
16
Human Resource
development, performance appraisal and so on. It also covers human resource Management (HRM)
planning and human resource development.
The status of a human resource department and the scope of its activities in
an organisation will depend on nature and size of the organisation as well as
the management- philosophy followed and whether the organisation has a
global presence. The activities of human resource department will be much
complex when compared to a human resource department in a smaller
organisation. The size of the human resource department will also depend on
the size and nature of the organisation. An organisation that has global
presence will have a much larger human resource department that is involve
din complex activities related to diversity management and also needs to be
updated with the laws and policies of the land or country in which the
organisation is based. Further, the functioning of human resource department
will also be determined by the senior management philosophy and the way
they perceive the role of human resource department in the organisation.
Further, it is also possible that an organisation outsources its human resource
activities.
The main objectives of HRM (Aswathappa, 2015) are as follows:

 Societal objectives: We need to remember that any organisation is a part
and parcel of society. Thus, the organisation needs to be sensitive
towards the needs and challenges of the society. But at the same time it
needs to ensure that this does not have a negative impact on the
organisation. The human resource department can play an important role
here in order to ensure that the needs of the society are met in ethical and
socially responsible manner and that in doing so there is no detrimental
effect on the organisation. For example, the human resource departments
will play a role in ensuring legal compliances as per the rules and
regulations.
 Organisational objectives: The focus of this objective is on enhancing
organisational effectiveness. Thus, varied functions of HRM are to be
carried out keeping in mind the organisational goals and objectives. For
example, various functions like selection, training, performance appraisal
will be carried out base don the goals and objectives of the organisation.
An human resource department is one of the departments in the
organisation and needs to function in accordance with the organisational
goal.
 Functional objectives: The human resource department needs to
function in accordance with the needs of the organisation. For example,
functions of HRM will be carried out based on the organisational needs.
 Personal objectives: This objective mainly focuses on the employees
where they are facilitate din order to achieve their personal goals and
objective keeping in mind that these also enhance the employees
contribution to the organisation leading to increased productivity and
profitability. For example, training programmes and career development
programmes can be organised for the employees.
17
Introduction to
HRM
1) What is HRM?
……………………………………………………….……………………
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……………………………………………………….……………………
……………………………………………………….……………………
1.3 FUNCTIONS OF HUMAN RESOURCE

MANAGEMENT
As the nature, scope and objectives of HRM are clear, let us highlight some
of the functions of HRM.
The major areas with regard to functions of HRM include planning, staffing,
development and maintenance of employees. We already discussed about
planning and staffing in previous sub section. We also touched upon
employee development and maintenance, where various strategies are
planned in order to enhance the development of the employees like training
and career development programme and various welfare activities, rewards
and reinforcements to maintain the employees in the organisation.
Let us look at some of the specific functions of HRM:
1) Human Resource Planning: Planning is an important component of

managerial activity. And human resource planning includes determining
the number of employees that would be required to achieve the
organisational goal. Planning necessarily depends on research and needs
to be carried out keeping in mind the larger goals of the organisation.
Planning is to be carried out various functions of the HRM as well which
are again in coordination with the objectives and goals of the
organisation. For example, if the organisation is planning to launch a
new product, then the human resource department will work in that
direction based on the staff required, training requirement and so on.
2) Job analysis: Job analysis can be explained as a process through which

we collect information about a job. It is carried out in terms of job
description and job specification. Job description mainly denotes the
work activities that need to be carried out and job specification specifies
the skills and experience required.
3) Recruitment, selection and placement: These are three important

functions of HRM. Based on the job vacancies in the organisation, the
human resource department needs to carry out recruitment activities like
advertising, campus recruitment and so on. The main purpose is to have
18
Human Resource
a large pool of applicants from which the employees can be selected. Management (HRM)
Selection mainly involves the process where the employee is selected
based on his/ her performance. For the purpose various selection
methods like interview, group discussions and so on can be used. Once
the employee is selected then he/ she can be placed in s suitable
department. All these functions are very relevant for the smooth
functioning of the organisation.
4) Induction and orientation: When a new employees joins an

organisation, they need to be provided information about the
organisations, its mission and vision and its policies. One of the main
functions of HRM is thus organising induction and orientation
programmes that now only help employees acquaint with the
organisation and the work activities but also helps in impressing upon
them the expectations of the organisation.
5) Training and development: As we know that the only constant thing is

change. And with changing situations, technology, globalisation and so
on, the human resource department in an organisation needs to ensure
that the employees are provided with training on technical skills,
behavioural skills and so on regular basis. Various development
programmes also need to be organised for the employees to enhance their
career development. Training and development not only helps upgrade
the human resource but they also play an important role in boosting the
morale and motivation of the employees. In fact in the context of training
and development, we can also mention about Human Resource
Development (HRD), that mainly focuses on the development of the
human resources. In the next unit, we will discuss about HRD in detail.
6) Performance appraisal: Performance appraisal needs to be carried out

by human resource department on regular basis. The appraisal can be
carried out using various methods of appraisal. Such appraisal are
important in determining, promotions, demotions, training needs etc.
7) Labour relation: An important function of HRM is labour relations. In

organisation there are trade unions and the human resource department is
required to interact and negotiate with these trade unions on various
issues like employee benefits, pay. grievances, disputes etc.
8) Compensation and benefits: The human resource departments also

need to determine the compensations and reward that are to be given to
the employees. A lot of planning may be required in this activity. And
this is also important as it is related to the morale and motivation of the
employees.
9) Record keeping: Yet another function of HRM is record keeping that is

maintaining all the information related to all the employees in the
organisation. This necessarily may not involve paper work as many
human resource department make use of Human Resource Information 19
Introduction to
HRM
System (HRIS), a software, to maintain the details and record of the
employees.
1) Explain job analysis.
…………………………………………………………………………….
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1.4 STRATEGIC HRM

When we mention the word strategy, we mean a plan that is future oriented in
order to achieve the organisational goal. Organisations frame strategies in
order to make a place of themselves in the challenging and competitive
environment. Thus, when we refer to strategic HRM, we mean human
resource management that is strategy oriented.
Strategic HRM has been defined by Aswathappa (2015, page 76) as process
of developing practices, programmes and policies that help achieve
organisational goals”. Thus, the programmes and policies need to be in
accordance with the strategies of the organisation.
Dessler (2013, page 80), defines strategic HRM as “formulating and

executing human resource policies and practices that produce the employee
competencies and behaviours the company needs to achieve its strategic
aims”.
Thus, from the above definitions it is clear that all the human resource
activities are to be linked to the organisational strategies and organisational
goals and activities. The organisational strategic plans are formulated and
goals are determined. On the basis of these strategies plans and goals, the
required employee behaviour and skills can be outlined. And based on these
requirements. The HRM strategies can be formulated.
Strategic HRM can be differentiated from the traditional HRM. When

compared with traditional HRM strategic HRM focuses on the internal and
external customers partnership as against employee relations that is the focus
of traditional HRM. Strategic HRM also promotes a transformational
leadership rather than transactional leadership. It focuses on the employees
and the knowledge rather than the products and the finance and the initiatives
taken are fast and proactive as against reactive and fragmented initiatives
taken in traditional HM (Aswathappa, 2015).
20
Human Resource
Strategic HRM has many benefits. The status of human resource department Management (HRM)
improves in the organisation as there are relevant activities to be carried in
accordance with the organisational goals and these activities can lead to
increase in organisational productivity and profitability. Thus, the functioning
of human resource department becomes much more complex than mere
record keeping. Human resource department will play an important role in
merger and acquisition processes. When an organisation carries out merger or
acquisition, various aspects need to be taken care of ranging from cultural
fusion dealing with the anxieties of the employees. In this as well, the
strategic HRM will function in accordance with the strategies and goals of
the organisation. Thus, strategic HRM enhances the involvement of human
resource department in the functioning of the organisation.
Let us now discuss the process of strategic HRM (Aswathappa, 2015):
Scanning of the environment: First of all the environment in which the

organisation exists is scanned. In this context, environment can be the forces
both internal and external that can have an impact on the organisation. Some
of the external forces include legal system, economic conditions,
technological developments and cultural aspects. Internal forces on the other
hand include organisational culture and structure, SWOT (Strength,
Weaknesses, Opportunities and Threats) analysis in the organisation,
employee morale and motivation, labour relations and so on. Human resource
department of an organisation may play an important role during this phase.
Identification of sources of competitive advantage: Competitive advantage

can be due to the quality, rates, customer service and so on. The core
capabilities of an organisation are based on these competitive advantages and
the core capabilities are based on the competencies of the employee.Thus, the
HR strategy in this regard can focus on how the employee competencies can
be developed in order to achieve organisational goals.
Identification of HRM strategies: Employee competencies can be built with

the help of following HRM strategies:
 Learning as socialisation: The employees can be provided with training

and educational programmes to enhance their competencies. Such
programmes not only focus on developing the competencies of the
employees but to ensure that employees follow the values and beliefs of
the organisation.
 Devolved informal learning: These can be termed as indirect

interventions that could be carried out by line managers. They focus on
creating awareness about learning opportunities and career development
for the employees.
 Engineering: Organisational development techniques are used in order

to enhance social capital. Social capital can be explained as “knowledge
that is derived from networks of relationships within and outside the
organisation” (Aswathappa, 2015 page 80).
21
Introduction to  Empowered informal learning: This strategy can also help in
HRM
development of social capital. This is also delegated to the line
managers. The focus of the human resource manager sis on building
learning based infrastructure.
Learning as socialisation and engineering can be termed as direct investments

where the human resource manager plays the primary role. Whereas,
devolved informal learning and empowered informal learning can be termed
as indirect investment, where the human resource manager plays a secondary
role.
Implementation of HR strategies: Here, the policies, practices and plans

and HR strategies are implemented. This phase is quite complex and due care
needs to be taken during implementation of the strategy. Effective
implementation of strategy requires efficiency, motivation skills, leadership
skills and effective coordination.
Monitor and evaluation: This is the last phase where the strategy that was
implemented is monitored and evaluated for its efficacy. This main involves
activities like setting performance goals and standards, measurement of
performance based on the goals, analysis of any deviation from thr accepted
tolerance limits and carrying out modifications as and if required.
Some of the strategic HRM tools that can be used are:
 Strategy map: Strategy maps can be used in order to obtain an overview

of how various departments in an organisation contribute to the
attainment of organisational goals and objectives.
 HR scorecard: This is a process in which the financial and non-financial

goals or metrics are assigned to the HRM activities that are essential for
achievement of the organisational objectives.
 Digital dashboards: With the help of graphs/ charts, the progress of the
organisation on various metrics in the HR scorecard can be displayed.
Some of the barriers to strategic HRM are as follows:
 The tendency of the organisation to focus on the present performance of

the organisation rather than the future or long term orientation.
 Lack of ability of the human resource manager to think strategically.
 Lack of value or importance by senior managers to the role of human

resource department in the organisation or in the achievement of
organisational strategic goals.
 Though the functional managers may perceive themselves as human

resource managers, but they do not focus on the human aspect.
 Problems related to quantification of outcomes and benefits of human
resource activities and programmes can serve as a barrier to operation of
strategic HRM.
22
 Investment may not be made by the organisation in human resources as it Human Resource
Management (HRM)
is seen as not being owned by the organisation and thus viewed as a risky
investment.
 Resistance to strategic HRM as it could lead to drastic changes in the

organisational structure and functioning.
 The requirements of the human resource department may not be fulfilled

as the human resource manager is focusing on the strategic management.
 Lack of understanding about the strategic needs, inadequate analysis of

the environment, lack of focus on cultural factors, inadequate
implementation of strategy can also serve as a barrier to strategic HRM.
 Lack of connection between the human resource department and the

employees in the organisation can also serve as a barrier to strategic
HRM.
Check Your Progress III
1) What is strategic HRM?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
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1.5 LET US SUM UP

To sum up, in the present unit we mainly discussed the nature, scope and
objectives of human resource management. Human resource management, in
simple terms, can be explained as an approach to mange the individuals in an
organisational set up.. HRM can be explained as the process that involves
employing individuals, providing them with training, providing them with
compensation, developing policies and strategies for these individuals. It can
also be described as a formal system that mainly focuses on management of
the individuals in the organisation. Further in the unit we also explained the
objectives of human resource management including human resource
planning, job analysis, recruitment, selection and placement, induction and
orientation, training and development, performance appraisal, labour
relations, compensation and benefits and record keeping. Lastly, we
discussed about strategic HRM. Strategic HRM has been defined by
Aswathappa (2015, page 76) as process of developing practices, programmes
and policies that help achieve organisational goals”. Thus, the programmes
and policies need to be in accordance with the strategies of the organisation.
The process of strategic HRM was also highlighted in the unit.
23
Introduction to
HRM 1.6 REFERENCES
Armstrong M.(2006); A Handbook of Human Resource Management,
Practices 10th Edition; Kogan Page, London.
Aswathappa, A. (2002) Human Resource and Personnel Management: New

Delhi: Tata McGraw.
Beaumont, P.B., Human Resource Management: Key Concepts and Skills,

Sage
Publications, London, 1993.
Birdwell,I. and Holden,L. (1994) Human Resource Management, A

Contemporary Perspective, New Delhi, Macmillan.
Bohlander, G. W. and Snell, S. A. (2013). Principles of Human Resoirce

Management. New Delhi: Cengage.
Cascio, W.F., Managing Human Resources: Productivity, Quality of Work

Life, Profits, McGraw-Hill Book Company, New York, 1992.
DeNise, A. S; Griffin, R. W and Sarkar, A. (2014). HR: A South-Asian

Perspective. New Delhi: Cengage.
Fisher, Cynthia. D, Schoenfeldt , Lyle .F and Shaw .J, B., (2004) Human
Resource Management. 5th Edition, Indian Adaptation, New Delhi, Biztantra
Purcell J., Boxall P., Strategy and Human Resource Management, Palgrave,
Macmillan, New York, 2003.
Rao, T.V. and Others, HRD in the New Economic Environment, Tata
McGraw-Hill Book Company, New Delhi, 1994.
Werner, J. M and DeSimone, R. L. (2012). Human Resource Development.

New Delhi: Cengage.
1.7 KEY WORDS

Human Resource Management: HRM can be explained as the process that
involves employing individuals, providing them with training, providing
them with compensation, developing policies and strategies for these
individuals. It can also be described as a formal system that mainly focuses
on management of the individuals in the organisation.
Strategic HRM: Strategic HRM has been defined by Aswathappa (2015,

page 76) as process of developing practices, programmes and policies that
help achieve organisational goals”. Thus, the programmes and policies need
to be in accordance with the strategies of the organisation.
24
Human Resource
1.8 ANSWERS TO CHECK YOUR PROGRESS Management (HRM)
1) What i s HRM?
DeNisi et. al. (2014, page) defined human resource management as

competitive set of managerial activities and tasks concerned with
developing and maintaining a qualified workforce- human resources- in
ways that contribute to organisational effectiveness”.
1) Explain job analysis.
Job analysis can be explained as a process through which we collect

information about a job. It is carried out in terms of job description and
job specification. Job description mainly denotes the work activities that
need to be carried out and job specification specifies the skills and
experience required.
1) What is strategic HRM?
Dessler (2013, page 80), defines strategic HRM as “formulating and

executing human resource policies and practices that produce the
employee competencies and behaviours the company needs to achieve its
strategic aims”.
1.9 UNIT END QUESTIONS

1) Explain the nature and scope of HRM.
2) Describe the objectives of HRM.
3) Highlight various function of HRM
4) Describe strategic HRM.
1.10 ACTIVITY
Contact an HR manager in an industry/ organisation and interact with him/
her to get a better idea about the functions of a Human Resource Manager as
carried out by him/ her in the his/ her industry organisation. Before you
contact the Human Resource Manager, visit the website of the organisation
and understand the nature of the industry/ organisation (For example, is it a
manufacturing industry, or a service industry and so on). This will give you a
perspective in which you can understand the functions of the Human
Resource Manager in that industry.
25
Introduction to
HRM UNIT 2 HUMAN RESOURCE
DEVELOPMENT*
Structure
2.0 Objectives
2.1 Introduction
2.2 Nature of Human Resource Development (HRD)
2.2.1 Features of Human Resource Development
2.2.2 Development of Human Resource Development
2.2.3 Significance and benefits of Human Resource Development

2.3 Functions of Human Resource Development
2.4 Roles of Human Resource Development Professionals
2.5 Let Us Sum Up
2.6 References
2.7 Key Words
2.10 Activity
2.0 OBJECTIVES
After reading this unit, you will be able to,
 discuss the nature of human resource development;
 describe the function of human resource development; and
 explain the roles of human resource development professional.
2.1 INTRODUCTION
In the very first unit, we mentioned about Yamini, who was doing her MA
Psychology from IGNOU and was interning at A2Z company. During her
interaction with her academic counsellor Ms. Rita and fellow classmates, she
wanted to understand what was Human Resource Development and how it
was different from Human Resource Management. Their conversation was as
follows:
Maam Rita (academic counsellor):So Yamini, how is your internship at

A2Z going on?
Yamini: Maam, it is really good. I am learning a lot about HRM.
*
Prof. Suhas Shetgovekar, Faculty, Discipline of Psychology, SOSS, IGNOU, Delhi
26
Human Resource
Maam Rita: That is good Yamini. Development
Yamini:But Maam, I had a doubt, that I wanted to ask.
Maam Rita:Please go ahead.
Yamini:We can explain HRM as management of human resources, where the

workforce in an organisation is utilised in an adequate and appropriate
manner so as to achieve the organisational goals and objectives.
Maam Rita: Thats right Yamini
Yamini: But then Maam what is HRD and how it is different from HRM?
Maam Rita: Well, that is a very important question and in a way the answer
lies in the term. HRM focuses on management and is a broader term.
Whereas, HRD has its focus on the development of human resources and is
one of the main functions under HRM.
Yamini: That makes it quite clear Maam. But is HRD an important aspect of
HRM?
Maam Rita: Absolutely Yamini, HRD is an important aspect of HRM as

when the employees are developed, they will adequately contribute to the
achievement of organisational objectives and goals. And next time you visit
A2Z, do speak to Ms. Sheela (Human Resource Manager at A2Z) regarding
the activities carried out by them with regard to HRD.
Yamini: Yes Maam, I will surely do that. Thanks a lot Maam.
From the above excerpts, it must be little clear what HRD is. In the vert first
unit of this course, we discussed about HRM and in the present unit, we will
focus on HRD.
2.2 NATURE OF HUMAN RESOURCE

DEVELOPMENT (HRD)
In the previous unit, we discussed about various functions of HRM and one
such function is HRD (mentioned under training and development). The
focus of HRD is on the development of human resources and mainly focuses
on how the human resources can acquire competencies and skills that can
help the organisations achieve its objectives and goals effectively. Thus,
HRD will mainly deal with helping the employees achieve their potential and
enhance their skills and capabilities so as to help them perform their present
and future roles in the organisation effectively. HRD mainly focuses on the
competencies and skills of the employees that need to be accordance with the
present and furture job related demands in an organisation.
HRD can be explained as process that includes development and realisation

of employee potential so as to enhance his/ her performance at work. This
can be done with the help of training programmes, developmental courses
27
Introduction to
HRM
and so on. Werner and DeSimone (2012, page 4 ) defines HRD as “a set of
systematic and planned activities designed by an organization to provide its
members with the opportunities to learn necessary skills to meet current and
future job demands” . Thus, the employees are given opportunities to develop
their skills and knowledge, which in turn will not only enhance the overall
performance, work motivation and job satisfaction of the employees but will
also contribute to the achievement of organisational objectives and goals.
2.3.1 Features of Human Resource Development

Some of the features of HRD are as follows:
 It is systematic and continuous process in an organisation.
 The focus of HRD is on both individual and organisational development.
 The focus of HRD is on the development of human resource, that is

viewed as one of the most important resources in the organisation.
 HRD activities aim at enhancing the capabilities and potentialities of the

employees so that they are able to perform their jobs adequately and
efficiently.
 HRD highlights the maximum utilisation of the employe potentialities so

that the employee is able to achieve his/ her individual goals as well as
the organisational goal.
 HRD can promote positive inter personal relationship amongst the

employees.
 It creates a positive climate in an organisation that promotes

development of employe competencies.
 HRD activities aim at developing a positive organisational culture that

focuses on learning, positive interpersonal relationship between seniors
and subordinates, promoting sense of belongingness amongst teh
employees, enhancing employee motivation and quality of work life of
an employee.
2.3.2 Development of Human Resource Development

HRD can find its origins in apprenticeship training that would take place in
18th century, though the term HRD has been used since 1980s (Werner and
DeSimone, 2012). During the 18th century, most of the household items were
made by skilled artisans, who would have their small shops. These artisans
were involved in making furniture, clothing and various other household
items. These artisans often employees workers, who needed to be trained and
these workers would receive meagre or no wages as they received the
training. These workers, often continued working in these shops under the
artisans with almost no or very little wage till they became proficient in the
art or trade. Once these workers mastered the trade or art and acquired the
necessary skills, they were termed as “Yeomen” and could then leave the
28
Human Resource
artisans and set up their own shops. Though, often these skilled apprentices Development
would continue to work under the artisans, as they would not be able to
afford the tools and other equipment required to set up their own business.
Thus, the number of yeomen was growing and in order to deal with that
situation, the master artisans, created a network of franchise (private) that
could regulate the wages quality of products working hours and so on with
regard to the apprentices. Over the years, the craftsmen guilds became more
and more powerful and “Yeomenaries” were thus created by Yeomen in
order to counter these craftsmen guild that would control various aspects of
the apprenticeship. It can be said that Yeomenaries were earlier form of
labour unions that we have today.
Development of HRD can also be traced to the vocational schools (also

known as manual schools) like the one established by DeWitt Clinton in
1809. These vocational schools focused on providing the unskilled
individuals who were either unemployed or had some kind of criminal
record with occupational training. Such vocational schools laid the
foundation to the development of vocational education and were also
perceived as a solution to significant social problem of unemployment and
employment of individuals with criminal records.
Industrial revolution in 1800 further lead to development of factory schools.

Industrial revolution lead to replacement of hand tools with machines that
lead to development of a production system that was much better. Thus, even
semiskilled worker could produce more using machines when compared to
the skilled workers or artisans in small shops. Though, as machinery was
involved, the demand for engineers and skilled mechanics did increase.
Factory schools were thus created in order to train the employee to use the
machinery. One such factory school was at Hoe and Company in New York
in 1872, that was also first to be documented. These factory schools were
different from the apprenticeship programmes not only in terms of duration
(that was shorter) but also in terms of skills needed.
The Model T was launched by Henry Ford in 1913 and this was the first car
to be produced at large scale on an assembly line. This and the World War I
that raised the demand for military equipments that were required to be
manufactured in industries that produced non military goods lead to an
increased need for training semiskilled and unskilled workers. This as well in
a way contributed to the overall development of HRD.
Yet another major contribution to the growth of HRD as a relevant aspect in

industries and organisations was the human relations movement. Human
relations movement was asa result of campaign that was led by Mary Parker
Follett and Lilian Gilbreth. The was campaign was against the unhealthy
working conditions, lower wages, maltreatment and abuse that was received
by the unskilled workers in the factor, many of whom were also children. The
movement brought in to focus the human part of human resources and
recognised a need for better and humane working conditions for the workers. 29
Introduction to
HRM
The human relations also focused on human behaviour. Abraham Maslow’s
hierarchy of needs can also be discussed in this context, where he stated
various needs including, physiological needs, safety needs, need for love and
belongingness, need for self respect and self actualisation. The theory stated
that human resource can be motivated at teh workplace by focusing on these
hierarchy of needs.
World War II further contributed to establishment and enhancement of

training programmes. The industries, especially the once related to defence
established their own training departments. American Society for Training
Directors (ASTD) was formed in 1942 in order to standardise training as a
profession.
1960s and 1970s played a crucial role in the development of HRD as the need
to encourage employee involvement and need to coach and counsel
employees was recognised. ATSD thus was renamed as American Society for
Training and Development (ASTD). Later the term HRD was approved by
ASTD based on numerous conferences that were organised by them. The
term HRD was defined and further clarified as a result of publications of
books on the topic by authors like Leonard and Zeace Nadler in late 1980s
and early 1990s. By 2010 HRD was well recognised and ASTD emerged as a
significant organisation that had members across the world
2.2.3 Significance and Benefits of Human Resource

Development
It is important to understand that developmental activities are significant and
need to be carried out for employees at all levels, from workers at the shop-
floors of industries to lower and even senior management. And these
developmental activities could focus on technical knowledge or even
behavioural skills are are relevant for the employees to work in coordination
with each other. Thus, the focus of HRD is on enhancing the knowledge,
skills, expertise of the employees in order to make them more productive,
satisfied and motivated.
HRD is needed in every organisation that wants to strive in an environment

that is not only fast changing but that pose various challenges to the
organisation in terms of globalisation, increased competition and so on. HRD
can help organisations become dynamic and grow in such a way that they are
able to counter the varied challenges that the organisation may fcae given the
rapidly changing situations. HRD can play a significant role in growth and
dveelopment of the organistaion
There are various benefits of HRD, that are discussed as follows:
 HRD activities can make employee competent and help therm relaise
their potentialities.
 It will help create a positive work climate in the organisation, where the
30 employee will feel valued.
 It promotes work motivation and job satisfaction amongst the employees Human Resource
Development
and could also enhance overall quality of work life of the employees.
 It also promotes acceptability towards change amongst the employees.
 There is a climate of trust, respect and team spirit amongst the

employees.
 It plays a role in enhancing the individual and organisational

effectiveness.
 HRD activities can play an important role in systems and service

improvements of an organisation.
 It will also enhance diversification in an organisation which can also

enhance the overall effectiveness of the organisation.
Thus, it can be seen from the above benefits that HRD is relevant for any
organisation. Thus, it is important that organisation recognises the role and
significance of HRD and promotes necessary activities in the direction of
developing the human resources.
Also it is important that the organisation values human resource development

and make necessary efforts in direction of facilitating HRD. In fact, it is
important that HRD related activities start right from the time when the
employee joins the organisation and need to continue as he./ she progresses
in his/ her career at the organisation. And this needs to be carried out for all
levels of employees.
HRD programmes and activities also need to be synchronisation with the

vision and mission of the organisation as well as that of the HRM department
of the organisation. Thus, the activities related to HRD are planned in a
manner that are in accordance with the organisational goals and objectives.
HRD includes various activities like training and development, career
development, coaching, mentoring and so on that focus on enhancing the
overall all potentialities, skills and knowledge of the employees.
In an organisation, HRD can be carried in formal or informal manner. An

example of a formal HRD activity would be a training programme on some
technical aspect of using a new machinery. Whereas, an example of informal
HRD activity would be mentoring that normally takes place when a senior
employee helps a new joinee in understanding the work related activity.
HRD professionals are also faced with various challenges to which they need
to deal with effectively. Some of the challenges include globalisation and
facing the competition in global economy. The human resources need to be
adequately trained and prepared to compete in global economy and the
managers and superiors also need to device strategies to deal with the
workers given such a challenge. HRD professionals also need to focus on
effective management of workforce diversity. They also need to promote a
learning culture in the organisation, which can be a challenge in itself. While
31
Introduction to
HRM
carrying out HRD activities, the HRD professional may also come across
ethical dilemas and they need to deal with them effectively.
1) What is HRD?
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2.3 FUNCTIONS OF HUMAN RESOURCE

DEVELOPMENT
As the nature of HRD is now clear, let us look at the functions of HRD. First
we have to remember that HRD as such is a primary function under HRM
and there are various functions that can be categorised under HRD. These
functions are explained as follows:
1) Training and development: The main focus of any training and

development is modifying or enhancing the knowledge, attitude and
skills of the employees, There are two significant terms here, training
and development. Training mainly focuses on helping employees
enhance their knowledge and skills so that they are able to do their jobs
well. For example, training programme can be provided to employees
say to use a new machinery in an organisation. Training can also be
given to enhance behavioural skills of the employees. Training can also
be given to modify of change attitude. For example, there can be training
programmes on gender sensitisation. Development on the other hand has
a long term focus. The developmental activities cater to enhancing the
competencies of the employees keeping in mind the present and future
job related responsibilities. Activities related to training and
development can take varied forms in an organisation. There can be
orientation and induction programmes, that focus on providing a new
employee with information about the organisation, its values, norms, job
related activities and so on. There can also be training programme son
technical aspects of the job or even skills. Training and development
activities also involves coaching, mentoring and counselling that can
hael enhance overall development of the employees. Further, training
and development programmes can be for employees at all the levels and
thus there could be such programmes for workers as well as senior
managers in the organisation.
32
Human Resource
2) Organisational development: Organisational development can be Development
explained as a process that involves enhancement of the organisational
effectiveness and increasing the wellbeing of the members of the
organisation. And this is done with the help of varied intervention
strategies that are based on the concepts of behavioural science. The
emphasis of organisational development is on both macro and micro
organisational changes. Macro organisational changes mainly focus on
the organisation. Whereas micro organisational changes focus on the
individuals, teams and groups in the organisation. HRD professional can
play an important role in not only bringing about the change but also in
developing suitable intervention strategies.
3) Career development: Yet another significant function of HRD is

promoting career development of the employees. As we have been
stressing again and again in this unit, that the focus of HRD is on
enhancing the competencies of the individuals so that they are able to do
their present and future job responsibilities adequately. And career
management and development can be termed as being in accordance
with this aspect of HRD. Career development can be explained as a
continuous process that involves progression of the employees through
various stages that can be characterised by unique set of issues, tasks and
themes. Career development can be categorised in to two main processes
namely, career planning and career management. Career planning
involves establishing career plans keeping in mind the skills and abilities
of the employees. Such planning is often carried out by the employees
with the help of counsellors and others like superiors and so on. Career
management involves implementation of the plans that were chalked
under career planning. Thus, career management includes steps that can
be taken to achieve the career plans. It also focuses on the role of the
organisation in the career development of teh employees.
4) Strategic management: Strategic management can be explained as

decisions and actions taken at managerial levels in order to bring about
an alignment between the organisation and the external environment.
The main focus of strategic management is to enhance the organisational
performance. Strategic management involves various processess like
formulation and implementation of strategy and control. In strategic
management, it is important that senior managers revisit and reassess the
organisational mission, goals and objectives, strategies, programmes and
policies, varied resources technology and so on. Further they also need to
assess the external environment that provide opportunities or pose as
threats to the organisation. And based on the internal and external
assessments then the organisational aspects that need to be changed or
modified are identified. In this context, we can discuss about external
and internal alignment. External alignment is an alignment between
organisational strategic plans and the external environment. Whereas,
internal alignment denotes the alignment between the organisational
33
Introduction to
HRM
strategic plan with the mission, objectives and goals, beliefs and values
and so on of the organisation. An alignment is also required amongst
various subsystems of the organisation like management practices
(treatment meted to the employees and how the employees are managed)
, organisational structure (hierarchy and structure in the organisation),
human resource system (various HRM activities like selection,
performance appraisal and so on) and other work related practices and
systems (technological aspects, information system used and so on).
Thus, for an organisation to function effectively and achieve its goals, all
the subsystems need to be aligned and need to function in tandem with
each other.
HRD professional can play a significant role in strategic management.

they need to not only participate in the strategic management process of
the organisation, but also provide training and education to the line
managers regarding the concept of strategic management and methods of
strategic management and planning. HRD professional also need to play
an important role in providing training to the employees and these
training programmes need to aligned with the organisational golas and
strategies. The HRD strategy of the prganistaion also need sto be
alligned with the organisational goal and strategy.
When we discus about the functions of HRD, it is important to note that

HRD functions are not limited to HRD professionals and supervisors and
immediate superiors of the employees do play a role in HRD. Often, the
organisations may rely completely on the supervisors and line manager
sto carry out training and development activities for the employees. Or
an organisation may as such not have a separate training and
development department or even an HRM department. In which case
involvement of supervisors and line managers would be required.
1) What is strategic management?
…………………………………………………………………………….
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2.4 ROLES OF HUMAN RESOURCE

DEVELOPMENT PROFESSIONAL
There are various roles that an HRD professional (Weiner and DeSimone,
2012) is expected to play. These are discussed as follows:
34
Human Resource
1) Learning strategist: In this role the HRD professional will focus on Development
how HRD activities van be carried out in such a way that they support
the organisational strategies and lead to achievement of organisational
goals.
2) Business partner: In the role of business partner, the HRD professional

will collaborate and work with other managers and personnel in the
organisation in order to determine the implementation and evaluation of
the HRD activities.
3) Project manager: In this role, the HRD professional in involve din

carrying out planning and implementation of HRD activities. they also
need to focus on the financial aspects of the HRD activities.
4) Professional specialist: In this role, the HRD professional will focus on

application of his/ her expertise to certain areas. For example, it could be
development and evaluation of a training programme.
HRD professionals need to possess three main competencies to carry out the
roles effectively. They are personal, interpersonal and business/ management.
These can be termed as foundational competencies as suggested by Bernthal
and coleagues (Werner and DeSimone, 2012).
Besides the above main roles there are various other roles as well.
 HR strategic advisor: Consultations with personnel who make strategic

decisions regarding HRD issues that could be relevant in setting forth the
organisational strategies and goals.
 HR systems designer and developer: Provide the HRD management

with help in designing and developing HR systems that can have an
impact of the organisational performance.
 Organisation change agent: Provide assistance and advice to the

management regarding chnage related strategies in an organisation.
 Organisation design consultant: provide assistance and advice to

management on designing work systems and promote effective use of
human resources.
 Learning programme specialist or instructional designer:Assessing

the needs of the learners, designing and developing learning programmes
and preparing learning materials and aids for the learners.
 Instructor or facilitator: Facilitating learning by presenting learning

material and facilitating structured learning experience for the learners.
 Individual development and career counsellor: Helping employees in

assessment of their competencies, set goals and develop career plans that
are realistic.
 Performance consultants: provide support and advice to line managers

regarding interventions to improve group and individual performance.
35
Introduction to  Researcher: Using research methodology and statistical techniques to
HRM
study HRD activities and practices and determine their effectiveness.
1) Explain the role of an HRD professional as a business partner.
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
2.5 LET US SUM UP

To sum up, in the present unit we discussed about the nature of Human
Resource Development (HRD). The focus of HRD is on the development of
human resources and mainly focuses on hoe the human resources can
acquire competencies and skills that can help the organisations achieve its
objectives and goals effectively. The features of HRD were also discussed.
The unit also focused on the development of HRD and also highlighted the
significance and benefits of HRD. The functions of HRD were also covered
in the unit with main focus on training and development, organisational
development, career development and strategic management. Lastly, the unit
deals with various roles that an HRD professional needs to play.
2.6 REFERENCES

Delhi: Tata McGraw.

Sage



36
Human Resource
DeNise, A. S; Griffin, R. W and Sarkar, A. (2014). HR: A South-Asian Development

New Delhi: Cengage.
2.7 KEY WORDS

Human Resource Development: Werner and DeSimone (2012, page 4 )
defines HRD as “a set of systematic and planned activities designed by an
organization to provide its members with the opportunities to learn necessary
skills to meet current and future job demands”.
Organisational development: Organisational development can be explained

as a process that involves enhancement of the organisational effectiveness
and increasing the wellbeing of the members of the organisation.
Strategic management: Strategic management can be explained as decisions

and actions taken at managerial levels in order to bring about an alignment
between the organisation and the external environment.
2.8 ANSWERS TO CHECK YOUR PROGRESS

1) What is HRD?
Werner and DeSimone (2012, page 4 ) defines HRD as “a set of

systematic and planned activities designed by an organization to provide
its members with the opportunities to learn necessary skills to meet
current and future job demands”.
1) What is strategic management?
Strategic management can be explained as decisions and actions taken at

managerial levels in order to bring about an alignment between the
organisation and the external environment.
37
Introduction to
HRM
1) Explain the role of an HRD professional as a business partner.
2) In the role of business partner, the HRD professional will collaborate and
work with other managers and personnel in the organisation in order to
determine the implementation and evaluation of the HRD activities.

1) Describe the nature of HRD.
2) Explain the features and significance and benefits of HRD.
3) Explain the functions of HRD.
4) Describe the roles played by HRD professionals.
2.10 ACTIVITY
Identify any two studies carried on HRD or related aspects. Read the studies
carefully and write a note (around 1000 words) on the main findings of these
studies.
38
Diversity at Work Place
UNIT 3 DIVERSITY AT WORK PLACE*
Structure
3.0 Objectives
3.1 Introduction
3.2 Meaning of Workplace Diversity
3.2.1 Benefits of Workplace Diversity
3.2.2 Benefits of Diverse Workforce to the Employees

3.2.3 Challenges of Diversity in the Workplace
3.3 Gender Issues
3.3.1 Conceptual Difference between ‘Sex’ and ‘Gender’
3.3.2 Gender Differences
3.3.3 Gender Stereotype
3.3.4 Sexual Harassment
3.3.4.1 Sexual Harassment Behavior
3.3.4.2 Steps to Prevent Sexual Harassment
3.3.4.3 Laws Against Sexual Harassment

3.4 Cross- Cultural Issues
3.4.1 Types of Cross-Cultural Issues
3.4.2 Hofstede's Model of Cultural Dimensions

3.5 Let Us Sum Up
3.6 Reference
3.7 Key Words
3.0 OBJECTIVES
After reading this unit, you will be able to:
 discuss the meaning of workplace diversity;
 explainvaried gender issues;
 explainvarious cross- cultural issues; and
 describe the Hofstede’s cross cultural model.
*
Dr. Smita Gupta, Faculty, Discipline pf Psychology, IGNOU, Delhi
39
Introduction to D
HRM 3.1 INTRODUCTION
In the previous unit, you were introduced to the nature, role, functions and
relevance of human resource development. In the present unit, you will be
introduced about the concept of diversity. The way an organization needs to
have diverse technologies for its growth advancement, similarly, an
organization needs to promote a diverse work force belonging to different
gender, culture, expertise and educational backgrounds. Diverse workforce
provides a more vivid and rich expertise. However, it is a challenge for the
organization to manage its diverse work force.. There are various gender
related issues, which will also be discussed in the present unit. The
organization especially multinational companies involve employees from
different countries who might not be acquainted with the culture of their
colleagues belonging to other countries. The present unit will try to discuss
about these related aspects in the further sections.
3.2 MEANING OF WORKPLACE DIVERSITY

Work place diversity refers to the tendency of the organisations to recruit and
maintain employees belonging to different gender, sexual orientation, religion,
age, ethnicity, education, and other related attributes. Giving a priority to
diversity and inclusion initiatives has provided a scope of more diverse team
work which ultimately provides a set up for success. The workforce diversity
is not only a good initiative for organizational growth; it is also a step
towards growth of humanity.Having a diverse workforce, that is, employees
belonging to different genders, nations or culture is the relevant characteristic
of a diverse workplace. The diverse workforce is not only relevant as well as
beneficial for the organization/employers; it is beneficial for employees too.
Let us discuss the benefits of work force diversity for the employers as well
as employees.
3.2.1 Benefits of Diverse Workforce to the Employers

The following are some of the benefits of workforce diversity:
 Increased talent pool: The inclusion setup of work force diversity

attracts a wider range of candidates who are looking for a progressive
place to work. As a result, it provides an opportunity for the organization
to recruit the best talent. The diverse workforce contributes differently
due to their vivid background, thought, ethnicity, and other factors.
 Increased innovation: A heterogeneous group of employees contribute

towards uniqueness, variety, thinking beyond, creativity, unique
perspective and differential thought towards planning and decision
making, which is a hardly possible if the group of employees, are
homogenous. Therefore, including a diverse workforce leads to more
innovation. Diversity in workforce and work environment contributes
toward more ideas.
40
 Increased work performance: The diverse workforce creates a work Diversity at Work Place
environment which includes a representation of different cultures,

backgrounds, and ways of thinking which provides an opportunity for
employees to learn experience and enhance their expertise. Such
opportunity in turn, provides an increase efficiency and performance of
employees.
 Increased output: Diverse workforces not only contribute towards the

talent pool of the organization, they also contribute towards better
problem solving, decision making, enhanced output and productivity of
the organisations.
 Increase employee commitment: In an environment where the

organization promotes diversity, all the employees feel accepted and
valued. This is return will definitely increase commitment of the
employees as well as employee retention.
3.2.2 Benefits of Diverse Workforce to the Employees

The above points discussed the benefits of workforce diversity among the
employers. Now, let us discuss what exactly the benefits of the work force
diversity are for the employees:
 Reduced conflicts: The workplace which promotes diversity, there are

more chances that employees can better understand each other's
differences. This reduces the chance of conflict and often unites people
with a common purpose rather than divide them.
 Increased confidence: The employees feel valued and are likely to also
be more confident due to their unique qualities in a multifaceted
organization. Therefore, diversity generates more confidence and
increases the efficiency of individual as well as team members. It creates
an environment where the ideas of each employee is given due
importance and enhances the proximity among peer group as well.
 Increased commitment: If the employers provide a diverse and

inclusion set up, the employees feel more committed towards the
organization, as it values the relevance and capability of everyone. This
ultimately enhances their morale and employee engagement.
3.2.3 Challenges of Diversity in the Workplace

 Aligning diversity practices, individual goals and organizational
goals: It becomes a challenge for employers. Though each organization
has its own unique features but aligning them to the diversity practices is
a challenge for them. Employees from diverse back ground differ in their
values and beliefs due to differences in culture and it is very difficult to
keep in to account of them culture of each employees, so that their
commitment is not affected.
41
Introduction to D
HRM
 Plan of Action and its implementation: When an organization decides
to include a diverse workforce, it needs to plan the strategies for the
same, well in advance. The organization might fall in to trouble if it is
unable to get a supportive workforce, team as well as resources in place,
for implementing the plan of action smoothly.
 Managing Training and Awareness Programs: It is the responsibility

of the organization to make each employee realise the importance of the
culture, sex and other diverse backgrounds of other employees. Diversity
can serve to be a boon for productivity of an organization, if it can train
its employees to understand, cooperate and be sensitive towards other
employees as well as the relevance of diversity.
 Prejudices and biases:It is a challenge for the organization to overcome

the cultural prejudices and individual biases towards each other. This
leads to a situation where, even with the best intentions, people have the
tendency to bring bias into their everyday interactions, including in the
workplace.
 Rigidity and resistance: The tendency of mental fixedness leads to

rigidity in thoughts and behavior among individuals and that is why
many people are not comfortable with unfamiliar people and changes
brought in organization. It is difficult for the organization to overcome
such internal resistances.
Though the above challenges are faced by organisations but proper training
and awareness may help the organisations to minimise their effect.
1) What is workplace diversity?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
3.3 GENDER ISSUES

Gender is also one of the crucial aspects that the employees need to be
sensitised for, while the organization recruits a diverse workforce. The
expected or assumed gender roles many a times lead to several expectations
and issues. In the upcoming sub-section we will discuss about two such
issues, namely- gender stereotype and sexual harassment.
Before we start discussing about the gender related issues in an organization,

it is important for you to understand the conceptual differences between the
terms ‘sex’ and ‘gender’ as well as ‘gender differences’.
42
3.3.1 Conceptual Difference between ‘Sex’ and ‘Gender’
The terms sex and gender are frequently used interchangeably. Though, both
the terms have different meanings. The term sex highlights the biological
category of male or female, as defined by physical differences in genetic
composition and in reproductive anatomy and function. On the other
hand, gender refers to the cultural, social, and psychological meanings that
are associated with masculinity and femininity (Wood & Eagly, 2002). It is
therefore clear that sex is associated with a person being biologically
different (male/female), while gender is associated with the degree of
masculine or feminine traits and related qualities. There are different terms
related to gender which distinguish them from the term sex such as:
 Gender Roles: Each culture has categorised certain behaviours, attitudes,

and personality traits that are expected to belong to the categories of
masculinity or femininity and these refers to their gender roles.
 Gender Identity: An individual’s gender identity refers to their

psychological sense of being male or female. It is important to
understand at this juncture that may be a person is biologically a female
but has a male gender identity while being attracted to women, or any
other combination of identities and orientations.
In contrast, sexual orientation refers to the direction of an individual’s

emotional and erotic attraction toward members of the opposite sex, the same
sex, or both sexes.
3.3.2 Gender Differences

Differences in gender among individuals can be based upon their biological
differences (male/female) with reference to their work capabilities; the
gender roles and the various gender stereotypes. Basically, gender differences
refer to differences in nature, behavior, capabilities and actions among
individuals. For example, in context of temperament, boys are slightly less
able to suppress inappropriate responses and slightly more likely to blurt
things out than girls (Else-Quest, Hyde, Goldsmith, & Van Hulle, 2006).
Further, researches also reflect that many of these gender differences do not
show innate differences, instead they reflect the differences in personal
experiences and the way they have been socialized. Researches reflect that
several gender differences are not actual differences, but they are the
differences due the various gender stereotypes. For example, Hyde in 2005
found that girls are not more fearful, shy, or scared of new things than boys;
boys are not angrier than girls and girls are not more emotional than boys;
boys do not perform better in the math subject than girls; and girls are not
more talkative than boys.
3.3.3 Gender Stereotype

It refers to the beliefs and expectations people hold about the typical
characteristics, preferences, and behaviours of men and women. Based on the 43
Introduction to D
HRM
gender, the characters and behaviours of males and females are categorised in
societies. Due to such categories, males and females are differentially treated
(a concept called, gender discrimination) and therefore gender discrimination
is one of the unavoidable consequence of gender stereotype. Since childhood
we experience and come to know about several such discriminations and by
the time we reach to the stage of adulthood, we ourselves tend to hold many
such gender stereotypes. Bigler and Liben (2006) postulated the
Developmental Intergroup theory which is a theoretical model of social
stereotyping and prejudices. The theory explains several factors like,
environmental control, social and legal policies as well as education
significantly contributes toward development of gender stereotypes. Further,
the theory also explains that the children start paying more attention to
gender as a source of information about self and others because of their
parents or related adults continuous focus on gender. The theory further
mentions that the tendency to group people on basis of their gender and other
aspects increases because adults use such labels or categories in daily routine
activities, like, greeting people as- “ Good morning boys and girls!” or
assigning of different desks and notice boards to males and females.
3.3.4 Sexual Harassment

The gender stereotypes leads to differential treatment towards males and
females. When such treatment is reflected through sexual behaviors ( e.g.-
unwanted touch, sexual comments, jokes or eve teasing). Such a treatment is
called as sexual harassment and it may be in form of physical behavior (e.g.
unwanted touch) or mental (for example a person/victim may feel threatened
if someone shares sexual jokes with someone). It is basically a result of
gender discrimination and is a kind of work place harassment. It can take
place at any social setting including- family, workplace, and school and so
on. It should also be understood that the victims of such harassment can be of
any gender that is, male, female or transgender.
Sexual harassment is a kind of threat, pressure, coercion or bullying and is

totally on basis of the sex of the victim employee or employees. It can also be
in form of a promise of rewards in exchange for sexual favors. The act of
sexual harassment may also be in form of an unwelcome sexual gesture or
behaviour whether directly or indirectly as sexual remarks; physical contact
and advances; showing pornography; a demand or request for sexual favours;
any other unwelcome physical, verbal/non-verbal conduct being sexual in
nature. According to India’s constitution, sexual harassment invades the
fundamental right of a woman to gender equality under Article 14 of the
Constitution of India and her right to life and live with dignity under Article
21 of the Constitution. Although there is no specific law against sexual
harassment at workplace in India but many provisions in other legislations
protect against sexual harassment at workplace, such as Section 354, Indian
Penal Code (IPC) deals with “assault or criminal force to a woman with the
44
intent to outrage her modesty, and Section 509, IPC deals with “word,
gesture or act intended to insult the modesty of a woman”.
Work Place Harassment
An action towards targeted employee or employees, which makes them

uncomfortable at their work place. Such kind of unwanted actions hampers the
work performance of employees, and also make the employees feel their work
place as a hostile environment. The harassment may be based on such factors
as race, gender, culture, age, sexual orientation, or religious preference. It can
be manifested in three ways:
Work Place Bullying Work Place Discrimination Sexual Harassment
The behaviour of the boss/ Any kind of conduct, action, behaviour A kind of threat, pressure,
supervisor or peer which is or decision which is taken against an coercion or bullying and is
employee on basis of some prejudice or
harmful for the subordinate or the totally on basis of the sex of the
filthy beliefs. The employees may be
colleague. Bullying behaviours victim employee or employees.
discriminated on the basis of age, sex,
may differ from humiliation to race, culture. Discrimination occurs It can also be in form of a
several other tactics which would when an employee suffers promise of rewards in exchange
in a way try to embarrass or unfavourable or unfair treatment due to for sexual favors.
dishonour the target employee or their race, religion, national origin,
subordinate at the work place. disabled or veteran status, or other
legally protected characteristics.E.g.
E.g. cyber bullying, group
Assault, defamation, interference
bullying, coercive bullying.
Fig. 3.1: Types of Work Place Discrimination
3.3.4.1 Sexual Harassment Behaviour

There is a varied range of behaviours that falls under the category of sexual
harassment. It may be related to a situation or an experience felt by the
victims or the recipient. The motive or act of the perpretrator might vary from
case to case or individuals to individuals.
Martha Langelan (1993) has categorized perpetrators in to four types of

harassers. They can be mentioned as follows:
 Predatory harasser: A predatory harasser refers to an individual who

experiences some kind of sexual thrills by humiliating others. They may
coercively try to gain sexual favors and may harass their targets just to
see their responses. The targets become their victims, if they are unable
to resist or oppose such harassers.
 Dominance harasser: A dominant harasser is an individual who uses

sexual extortion upon targets in order to dominate or boost their ego.
 Strategic or territorial harasser: These harassers apply strategies to

harass their targets with an aim to seek privilege in jobs or physical
locations, for example a male employee might harass a female employee
in a predominantly male occupation.
45
Introduction to  A street harasser: These are those harassers who are completely D
HRM
strangers and perform sexual harassment usually at roads and streets or at
public places. Their behavior includes physical, verbal or non verbal
actions and remarks which are sexual in nature.
3.3.4.2 Steps to Prevent Sexual Harassment

No doubts there are certain articles and amendments done in order to protect
the act of sexual harassment at work place. But as said, ‘prevention is always
better than cure’. Then instead of waiting for the incidents to happen, the
organisation as well as employees can take care of several factors in advance.
Some of the steps which can be followed in order to avoid such unwanted
actions can be as follows:
i) The management may place notices, publish articles as well as circulate

notifications against the prohibition of sexual harassment;
ii) As regards private employers, steps should be taken to include the

aforesaid prohibitions in the standing orders under the Industrial
Employment (Standing Orders) Act, 1946;
iii) The work environment as well as the work conditions should be as such
that there is no hostile environment towards women at work places and
no employee woman should have reasonable grounds to believe that she
is disadvantaged in connection with her employment;
iv) The organisations should formulate certain policies norms as well as

disciplinary actions against such misconducts;
v) The organisation should form certain committee which can facilitate

victim employees to complain and deal with such kind of harassment.
3.3.4.3 Laws Against Sexual Harassment

The constitution of India has enacted several laws in order to protect the
employees against exploitation, violence and harassment at work place. Some
of them can be pointed out as follows.
Though, no laws have been amended against sexual harassment at work

place, yet certain sections of IPC have regulated certain rules and guidelines
against it. They can be mentioned as follows:
1) Section 294: This section mentions that a person or a group of person

will be punished with imprisonment of either description for a term that
may extend to three months, or with fine, or with both to the annoyance
of others, if the person (a) does any obscene act in any public place, or
(b) sings, recites and utters any obscene songs, ballads or words, in or
near any public space’.
2) Section 354: The section mentions that an individual or group of

individuals shall be punished with imprisonment for a term which may
46
extend to two years, or with fine, or with both if they assault or use
criminal force on any woman, intending to outrage her modesty or
knowing it likely that he will thereby outrage her modesty.
3) Section 509: The section holds that whoever intends to insult the
modesty of a woman, utters any word, makes any sound or gesture, or
exhibits any object, intending that such word or sound shall be heard, or
that such gesture is seen by such woman, or intrudes upon the privacy of
such woman, shall be punished with simple imprisonment for a term
which may extend to one year, or with fine, or with both.’
4) Indecent Representation of Women (Prohibition) Act (1987): According

to this act, if an individual harasses another with books, photographs,
paintings, films, pamphlets, packages, etc. containing the “indecent
representation of women”, they are liable for a minimum sentence of two
years. Section 7 (Offenses by Companies) further holds companies
where there has been “indecent representation of women” (such as the
display of pornography) on the premises, guilty of offenses under this
act, with a minimum sentence of two years.
Check Your Progress Ii
1) State whether the following are ‘True’ or ‘False’:
Sr. No. Statement True/

False
1 Gender refers to the cultural, social, and psychological
meanings that are associated with masculinity and
femininity.
2 The employees feel less confident due to their unique
qualities in a multifaceted organization.
3 Having a diverse workforce is not only relevant as well
as beneficial for the organization/employers; it is
beneficial for employees too.
4 An individual’s gender identity refers to their
physiological sense of being male or female.
3.4 CROSS- CULTURAL ISSUES

It is important for you to understand that the culture of any society has a
significant influence upon gender roles. It is the culture that eminently shapes
the gender. The ethnicity, norms and ethics acts as an organising principle for
the society and therefore, attempts to give meaning and roles to the males and
females. They have also given roles and values to the third gender or the
gender fluid identities. Different cultures of the various societies assign
varied roles to the different genders which influences their work behavior at
47
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HRM
organisations. Therefore, the different roles of the gender cannot be separated
or analysed without their cultural as well as historical contexts. It should also
be mentioned here that there still exists certain gender inequities in the field
of workplace as well as home life. Therefore, culture is also a relevant aspect
as it needs to be dealt in a more sensitive way. In fact, employers as well as
employees should be sensitised towards gender and cultural issues.
3.4.1 Types of Cross-Cultural Issues

As mentioned earlier, a diverse workforce involves individuals belonging to
different genders and society. In such a case, they might have differences in
their way of dealing with life as well as work. Few of the cross cultural
differences might occur in the following ways:
 Differences in Behavior: The individuals might behave differently while

performing the same or similar tasks.
 Differences in Decision Making: Their priorities and ways of decision

making might be influenced by their learnt gender roles and societal
ethics. This also leads to differences in opinions, viewpoints and
outlooks of individuals.
 Differences in Communication Styles: Based on their experiential

learning, individuals might have differences not only in their ways of
dealing with targets/goals; they might also have differences in ways of
communication. In fact, there are certain non verbal communication
styles which are similar but have completely different meaning and
interpretations among various cultures. That is why, the differences in
communication style across the genders and culture is a very sensitive
aspect.
 Differences in ways of handling conflict: Due to the differences in

approaches, opinions and thoughts, the individuals have differences in
strategies towards handling grievances and conflict.
Therefore, the culture significantly influences the performance and

behavior of individuals belonging to different genders.
3.4.2 Hofstede's Model of Cultural Dimensions

In the way back 1970’s, a prominent psychologist Geert Hofstede gave a
model which mentions certain dimensions on basis of which the various
cultures can be distinguished. The model is also known as model of national
culture. These dimensions can be the basis of comparing the similarities and
differences between the culture of various societies. These dimensions can be
categorised as follows:
 Power Distance Index (PDI) (high versus low): According to Hofstede,

the PDI is a an index which focuses mainly on the level or the degree of
48
equality or inequality among the people belonging to a particular society
of a country.
 Individualism versus Collectivism: It is the individualism or collectivism

which determines the extent to which a society reinforces individual
(being independent of others decisions) or collective (being dependent on
others for making choices and decisions). It also refers to the degree to
which the culture of a society gives importance to individual
achievement or to the interpersonal relationships.
 Masculinity versus Femininity: A society that gives preference to

Masculinity (MAS) focuses more upon the traditional masculine work
role model of achievement, control and power. It focuses more towards
heroism, assertiveness, outward and materialistic awards. On the
contrary, a society which is more oriented towards femininity, gives
preference to modesty, caring, cooperation and towards the quality of
life. In the context of an organization, it is referred to as ‘tough Vs tender
culture’.
 Uncertainty Avoidance Index (high versus low): It refers to the extent to

which a society tolerates or accepts the level of uncertainty and
ambiguity. The scores of these dimensions are determined by “high” or
“low” rankings within each category.
 Long- versus Short-Term Orientation (Originally named as Pragmatic

versus Normative."): This is with reference to the time horizon of a
particular society. The societies of countries which prefer long term
orientation prefer to be more realistic or pragmatic, naturalistic, modest,
and economical. Whereas, those societies which emphasize upon short-
term orientation, tend to emphasize more upon the principles, uniformity
and truth, and are typically more religious and nationalistic.
 Indulgence versus Restraint: This is a dimension which was recently

added by Michael Minkov and Hofstede. The dimension is scored as
high or low for any society of a country. Those societies which score
high on IVR score, promote people to gratify their personal needs, drives
and emotions, such as enjoying life and having fun. While, a society
which sc ores low on the dimension, suppresses individuals’
gratification. They society tries to control and regulate the behavior and
conduct of people. Their norms tend to be stricter.
According to Hofstede, the organisations should consider these

dimensions in order to understand the local culture of the employees
belonging to different societies (1996).
1) Fill in the following Blanks:

49
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HRM
a) The _______________ harassers apply strategies to harass their
targets with an aim to seek privilege in jobs or physical locations.
b) _______________ refers to an action towards targeted employee or
employees, which makes them uncomfortable at their work place.
c) The _____________________leads to differential treatment towards
males and females.
d) _______________________________postulated the Developmental
Intergroup theory.
3.5 LET US SUM UP

It can be summed up that the diversity of workforce provides a way of
dealing different aspects from various view points. It is the varied work force
which significantly contributes towards dealing with goals and targets of the
organization. The unit discussed about the various benefits and challenges of
the workforce diversity for both the employers as well as the employees. The
unit also discussed the relevance of gender differences at work place. It
further discussed about the various gender issues. At the end of the unit, you
were explained about the various cultural dimensions which distinguish the
cultures from each other, with the help of the Hofstede’s cultural model.
3.6 REFERENCES
AlAnezi & Alansari. (2016). Gender differences in Hofstede's cultural
dimensions among a Kuwaiti sample, European Psychiatry, Volume 33,
Supplement, 2016, Pages S503-S504, ISSN 0924-9338
Best, D. L. (2001). Gender concepts: Convergence in cross-cultural research

and methodologies. Cross-Cultural Research: The Journal of Comparative
Social Science, 35(1), 23–43. doi: 10.1177/106939710103500102
Bigler R.S., Liben L.S. (2006). A developmental intergroup theory of social

stereotypes and prejudice. In Kail R.V. (Ed.), Advances in child development
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Bigler, R. S., & Liben, L. S. (2007). Developmental intergroup theory:

Explaining and reducing children’s social stereotyping and
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Bowman, Cynthia Grant (Jan 1993). "Street Harassment and the Informal
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benevolent sexism as complementary justifications for gender
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Hyde, J. S. (2005). The gender similarities hypothesis. American

Psychologist, 60(6), 581–592. doi: 10.1037/0003-066X.60.6.581
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variations in children’s language use: Talkativeness, affiliative speech, and
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Websites:
https://www.cultureamp.com/blog/diversity-in-the-workplace-benefits-and-
challenges/#:~:text=Diversity%20in%20the%20workplace%20refers,%2C%
20education%2C%20and%20other%20attributes. Accessed on 18/9/2020
https://www.giveagradago.com/news/2019/08/what-is-diversity-in-the-
workplace/424. Accessed on 18/9/2020
https://en.wikipedia.org/wiki/Gender_psychology. Accessed on 19/10/2020

51
Introduction to D
HRM
https://openpress.usask.ca/introductiontopsychology/chapter/gender/
http://definitions.uslegal.com/w/workplace-violence/. Accessed on
19/10/2020
http://www.indiatogether.org/combatlaw/vol2/issue3/harass.htm
http://ezinearticles.com/?Law-on-Sexual-Harassment-in-India&id=1669634
http://definitions.uslegal.com/w/workplace-violence/ . Accessed on
19/10/2020
http://www.ilo.org/public/english/protection/safework/violence/costof.htm.
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https://www.mindtools.com/pages/article/newLDR_66.htm. Accessed on
07/01/2021
https://hi.hofstede-insights.com/national-culture. Accessed on 8/01/2021
3.7 KEY WORDS

Work place diversity: The tendency of the organisations to recruit and
maintain employees belonging to different gender, sexual
orientation, religion, age, ethnicity, education, and other related attributes.
Gender Roles:The assigned/ expected behaviours, attitudes, and personality

traits in the categories of masculinity or femininity by the culture.
Gender Identity: An individual’s gender identity refers to their

psychological sense of being male or female.
Gender Differences: Differences in nature, behavior, capabilities and actions

among individuals.
Gender Stereotype: It refers to the beliefs and expectations people hold

about the typical characteristics, preferences, and behaviours of men and
women.
Workplace Bullying: The behaviour of the boss/ supervisor or peer which is

harmful for the subordinate or the colleague. Bullying behaviours may differ
from humiliation to several other tactics which would in a way try to
embarrass or dishonour the target employee or subordinate at the work place.
52
Workplace Discrimination: Any kind of conduct, action, behaviour or
decision which is taken against an employee on basis of some prejudice or
filthy beliefs. The employees may be discriminated on the basis of age, sex,
race, culture.
Sexual Harassment: A kind of threat, pressure, coercion or bullying and is

totally on basis of the sex of the victim employee or employees. It can also be
in form of a promise of rewards in exchange for sexual favours.
Workplace Harassment: An action towards targeted employee or

employees, which makes them uncomfortable at their work place. Such kind
of unwanted actions hampers the work performance of employees, and also
make the employees feel their work place as a hostile environment.

1) What is workplace diversity?
Work place diversity refers to the tendency of the organisations to recruit

and maintain employees belonging to different gender, sexual
orientation, religion, age, ethnicity, education, and other related
attributes.
1) State whether the following are ‘True’ or ‘False’:
Sr. Statement True/ False

No.
1 Gender refers to the cultural, social, and psychological True
meanings that are associated with masculinity and
femininity.
2 The employees feel less confident due to their unique False
qualities in a multifaceted organization.
3 Having a diverse workforce is not only relevant as well True
as beneficial for the organization/employers; it is
beneficial for employees too.
4 An individual’s gender identity refers to their False
physiological sense of being male or female.
1) Fill in the following Blanks:
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Introduction to D
HRM
a) The strategic/territorial harassers apply strategies to harass their
targets with an aim to seek privilege in jobs or physical locations.
b) Workplace harassment refers to an action towards targeted employee

or employees, which makes them uncomfortable at their work place.
c) The gender stereotypes leads to differential treatment towards males

and females.
d) Bigler and Liben (2006) postulated the Developmental Intergroup

theory.

1) Explain the benefits of diverse workforce to the employers.
2) Explain the benefits of diverse workforce to the employees.
3) Discuss the challenges of workforce diversity.
4) Describe the steps to prevent sexual harassment.
5) Elaborate the Hofstedes’ model of cultural dimension.
54
Contemporary Issues
UNIT 4 CONTEMPORARY ISSUES AND and Challenges
CHALLENGES *
Structure
4.0 Objectives
4.1 Introduction
4.2 Concept of Corporate Social Responsibility (CSR)
4.2.1 Definition of Corporate Social Responsibility
4.2.2 Types of Corporate Social Responsibility
4.2.3 Significance of Corporate Social Responsibility

4.3 Globalisation
4.3.1 Meaning and Definition of Globalisation
4.3.2 Relevance and Impact of Globalisation

4.3.3 Types of Globalisation
4.4 Role of Technology
4.4.1 Role and Impact of Technology in the context of Globalisation
4.4.2 Role and Impact of Technology in the context of Human Resource

Management
4.5 Let Us Sum Up
4.6 References
4.7 Key Words
4.0 OBJECTIVES
After reading this unit, you will be able to:
 define the concept of corporate social responsibility;
 explain the various types of corporate social responsibility;
 describe the significance of corporate social responsibility;
 discuss the meaning, relevance and types of globalisation; and
 elaborate the role and impact of technology.
4.1 INTRODUCTION
In the present unit, you will be introduced to the concepts of corporate social
responsibility and globalisation. The unit will also focus on the impact of
technology. With regard to corporate social responsibility, the meaning and
*
Dr. Smita Gupta, Faculty, Discipline of Psychology, SOSS, IGNOU, Delhi
55
Introduction to
HRM
types of corporate social responsibility will also be explained. Corporate
social responsibility is a method with the help of which the corporate
companies contribute towards the development of society. It can be carried
out in many ways like sponsorships, donations and so on. Globalisation refers
to exchange of human resource, skills, technologies, goods as well as cultural
practices which helps in enhancing interactions and relationships between
people and countries throughout the globe. Lastly the unit will also focus on
the role and impact of technology towards development.
4.2 CONCEPT OF CORPORATE SOCIAL

RESPONSIBILITY (CSR)
You must have come across various organisations and industries carry out
activities carried out by the organisations for the development of society
(which can be in form of imparting education, developing schools, helping
out NGO’s, building hospitals, investing money for betterment of women,
children, old ones as well as disabled persons and many other related social
activities) are known as ‘Corporate Social Responsibility’. The corporate
social responsibility has turned out to be a magic stick not only to the society
but also for the corporate itself. With help of such social work, the
organisations are gaining customers, employees, and stake holders as well as
making out more consumers for their product by giving a good impact or
impression. In short corporate social responsibility is one of the approaches
of the organization towards the development of society and in turn getting
their own brand name. This in a way also helps them to follow the standards
of taxation policies (as with the help of such investments, they can also
prevent themselves from paying excess tax to the government).
4.2.1 Definition of Corporate Social Responsibility

Corporate social responsibility has been relevant for the welfare and growth
of the society. Organisations perform such responsibilities as their obligation
towards the society as well as to fulfil certain self motives or purpose.
Anyhow, the act of corporate social responsibility has been defined in various
manners. On similar grounds, different organisations have framed different
policies and strategies of CSR. Some of the definitions of the process of
corporate social responsibility are as follows:
According to the World Business Council for Sustainable Development,

Corporate Social Responsibility can be defined as “a commitment by
business to behave ethically and contribute to economic development while
improving the quality of life of the workforce and their families as well as of
the local community and society at large” (Published in “Making Good
Business Sense” authored by Lord Holme and Richard Watts, 2000).
In terms of business standards, the process of corporate social responsibility

is: “Operating a business in a manner that meets or exceeds the ethical, legal,
56 commercial and public expectations that society has of business”.
Contemporary Issues
Different nations have also come up to explore the meaning of the corporate and Challenges
social responsibility on basis of their work culture and economical
conditions. In the United States, CSR has been defined as “a social service
being done on humanitarian grounds. It is an act which is done by the
organisations to share of the profits with the society to charitable causes. It is
seen as tainting the act for the company to receive any benefit from the
giving”.
Wherein, the perspective of the European model is slightly different. They

define the process of corporate social responsibility as “a process of
operating the core business in a socially responsible way, complemented by
investment in communities for solid business case reasons.”
Therefore, it is difficult to come up with a single definition which can be

generalized throughout the global world market. But the ground of
performing the act of corporate social responsibility remains the same
throughout the world. It basically focuses on managing business, gaining
customers, recognition and societal benefits.
4.2.2 Types of Corporate Social Responsibility

With an urge to have financial transparency as well as helping the society to
develop, the organisations throughout the global market are adapting and
implementing several corporate social responsibilities. As discussed earlier,
these responsibilities ranges from child care to arrangements for care of the
old aged people of the society. These different types of corporate social
responsibilities can be broadly categorised as the following:
 Responsibility towards the human beings of the society: Organization

is dependent upon human beings. As it runs within a society, gets its man
power, customers as well as the consumers (the ones who will actually
consume the product which may be bought by any customer) from the
society. Therefore, many companies target the development of the
human beings of the society which can be in form of running schools,
colleges, hospitals, charitable organisations . Targeting the people of the
society not only helps them to save their tax, it also helps them in getting
more educated employees as well as recognition within the society.
 Responsibility towards the external environment: An organization is

an open system and is dependent on the external environment for
meeting the demand of raw materials and supply of its finished goods
and services. The excess use of natural wealth and resources leads to
several environmental hazards like global warming, sustainable
resources and pollution. These environmental issues ultimately have an
adverse effect on the business. Due to these reasons, organisations have
also started providing a helping hand in making the environment
pollution free. Businesses are being urged by environmental groups and
57
Introduction to
HRM
governments to reduce the pollutions that they provide to the external
environment and make the society a better place to live in.
 Responsibility towards nonprofit organisations: Many organisations

provide financial assistance to the charitable organisations like NGOs
that run with an aim of providing social service to the organisations. In
this way they try to indirectly aid the society.
 Responsibility towards business environment: Sometimes, an industry

group can give awards to companies to promote a cause within a field of
business. Corporate social responsibility awards can be given by industry
leaders to draw attention to or raise standards in a certain area of social
responsibility. For example, an award given by a public relations news
organization that is promoting environmentally friendly causes might
highlight the best public relations campaign promoting environmentally
friendly or green behavior. Dairy organisations might use awards to
promote humane practices in corporate dairy operations. These awards
motivate the activities which helps the society to grow ultimately.
With the change in time and requirements of the society, the

organisations are trying out several other modes which can benefit and
help the society.
4.2.3 Significance of Corporate Social Responsibility

As discussed earlier, with the help of corporate social responsibility, an
organization tries to maintain its moral and ethical standards. It is not only
helpful for the corporate world; it is also beneficial to the society. Some of
the significance of the corporate social responsibility can be pointed out as
follows:
 It helps in enhancing relationships with existing and potential customers,

clients, partners, vendors, stakeholders and society as a whole.
 It also contributes towards the development of nation with the help of the
activities like imparting good education, health care facilities, enhancing
vocational skills and so on.
 The initiatives further helps the society to have a comfort living.
 It helps in motivating the members of the society by providing training

towards vocational and professional skills.
 The social activities performed through corporate social responsibilities

helps in managing financial risks.
 By trying out various social activities, organisations also provide a

ground for healthy competition for others. It enforces other organisations
to impart social responsibilities in order to maintain their relationships
with stakeholders and clients.
58
Contemporary Issues
 CSR helps the organization in differentiating itself from the other and Challenges
similar or related companies. The unique activity adopted by an
organization leads to more recognition and identification. Therefore,
corporate social responsibilities help in creating a brand name for the
organization.
1) What is corporate social responsibility?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
4.3 GLOBALISATION
As the concept of corporate social responsibility is now clear. Let us now
focus on the term globalisation
4.3.1 Meaning and Definition of Globalisation

Globalisation is a process which leads to an integration of the cultural,
economical, social, political and religious system throughout the world. It
provides an opportunity for the whole world becomes a single market
(process called as economic globalisation) and the raw materials, services and
capitals are traded between countries and also provides a flow of researches
and information between countries at worldwide level. In fact, it is the
globalisation that encourages the requisition of diverse workforce.
According to WHO, globalisation can be defined as “the increased

interconnectedness and interdependence of people and countries, is generally
understood to include two inter-related elements: the opening of international
borders to increasingly fast flows of goods, services, finance, people and
ideas; and the changes in institutions and policies at national and
international levels that facilitate or promote such flows. Globalisation has
the potential for both positive and negative effects on development and
health” (source- https://www.who.int/topics/globalisation /en/).
4.3.2 Relevance and Impact of Globalisation

Globalisation is very relevant for sustainability or organisations in
international markets. Few of the significance and impact of globalisation
can be mentioned as follows:
 It encourages exchange of technology, training and skill development,

organizational development as well as nation development. 59
Introduction to
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 Though, managing a diverse workforce and imparting them the updated
technical knowhow is a big challenge for the organisations (as discussed
in the previous chapter also).
 It is a process which promotes adoption of new technologies, adapting

the other existing technologies, cultural differences, foreign policies and
managing change.
 It provides an opportunity for organization to recruit, retain as well as

train its workforce to adjust to different cultures of various countries.
 It provides an opportunity to employees to work at overseas level and

gain experience.
 It encourages individuals to overcome cultural differences and cultural

identities.
 It helps the HR managers and related employees to gain an expertise on

legal policies, tax laws as well as labor laws of other countries (since
they need to deal with employee grievances).
 It also promotes development of linguistic skills for in house and foreign

staff for the smooth flow of communication.
 It is a process which helps in development of trades and financial

exchanges.
 It helps the world to unite as a global entity.
4.3.3 Types of Globalisation

Globalisation is taking place in several ways. It is not only the exchange of
human resources, goods or trade but also the exchange of ideas and
information is also being actively taking place through the process of
globalisation. In this section, you will be introduced about the different type
or ways of globalisation :
 Economic globalisation: The international trade of commodities and

services, the spread of technologies and the flow of capital across
borders has led to interdependence among the different economies of the
world and this interdependence across countries is termed as economic
globalisation . It has lead to expansion and integration of international
markets.
 Cultural globalisation: The cultural globalisation refers to a process

through which the different countries try to adopt the values, beliefs,
principles, costumes and tradition of each other. This unification of
culture helps the nations to understand the thoughts and feelings of
people belonging to other cultures also and thereby they turn out to be
sensitive about others’ values too.
60
 Financial globalisation: The unification of international trade market Contemporary Issues
and Challenges
has given out ways for financial and monetary exchanges. This is known
as global financial system or financial globalisation which has an
influence on all related countries. A depreciation or appreciation of
financial value of a nation influences the financial system of other
nations too.
 Technological globalisation: The technology has also integrated the

world as a single unit. Social media for example, has interconnected
individuals through a common platform of digital world. Internet has
made communication through various modes easier and approachable.
 Political globalisation: Several international bodies or committees are

trying out ways to maintain relations and security across borders.
International organisations such as United Nations, World Health
Organisations as well as NGO’s at global level have been actively
contributing towards maintaining peace, progress, employment, security,
justice and so on within international boundaries. These contributions
have led to political unity among nations, and are known as political
globalisation .
 Sociological globalisation: Due to the globalisation process, people
belonging to different societies are also connected together. This process
of sociological globalisation has made people remain connected, share
information instantly and interdependent. This has also led to integration
of various societies.
 Geographic globalisation: The process of exchange of goods and

services has given an opportunity to the people to travel across various
countries for gaining experience, education, travel purpose and finding
out better opportunities. This has ultimately led to the fluidity of
geographical boundaries.
 Ecological globalisation: There are several organisations who are

working out ways to save our ecology and environment at global level.
The changes in weather, atmosphere and disasters influence people in
similar manner across the different countries. Such precautions and steps
of prevention to handle our environment globally have unified the
ecology of the world at an international level.
1) Explain economic globalisation.
…………………………………………………………………………….
…………………………………………………………………………….
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…………………………………………………………………………….
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61
Introduction to
HRM 4.4 ROLE OF TECHNOLOGY
Technology refers to amalgamation of techniques with an aim to combine
resources to solve problems, to advance, to update and to progress at different
areas. Technology has a significant role in the process of globalisation as
well as in managing human resources. In fact the need of technology
advancement has now led to an emergence of a new discipline called,
‘Technology Management’. It is a field that helps organization towards
integrated planning, optimal utilisation of resources, effective designing,
managing and controlling operational aspects with an aim to benefit
employees as well as employers. In this section, we will discuss about the
role and impact of technology towards globalization as well as human
resource management.
4.4.1 Role and Impact of Technology in the context of

Globalisation
As mentioned earlier, globalisation is a process of exchange of ideas,
information, goods and services across the world. It significantly contributes
and makes the world a single international level market. Such unification is
possible only with the help of development, gain in expertise, skills and
technologies. Few of the roles and relevance of technology in the context of
globalisation can be pointed out as follows:
 Managing business and markets: Technology has a relevant role

towards managing trade and business at an international level. It helps in
overcoming trade barriers, cost of transport, and exchange of information
at an international level.
 Managing ethical standards: It significantly helps in updating the

ethical values of the societies of different countries across the world.
This contributes towards sensitization and development of understanding
between countries and helps in overcoming ethical issues within
international boundaries.
 Managing global network: Globalisation has let different companies to

have their outlets and branches in different countries. Technology helps
these companies to manage tasks at global level.
 Managing communication:Technology has been helpful in managing

communication across the world. It significantly contributes towards
exchange of ideas, values and information throughout the world and thus
helps the world to develop in unified way.
 Managing employee engagement:Technology provides an opportunity

to the employees to work differently. They are now more connected,
their participation has been increased, have developed international
relations and share values of others. This in a way motivates them and
62
Contemporary Issues
keeps them engaged. Further, the development of several platforms has and Challenges
also contributed towards community engagement.
 Manages Collaboration: It is the technology which has helped different

companies to merge together at international level.
4.4.2 Role and Impact of Technology in the context of

Human Resource Management
Technology has helped in managing almost every aspect of human resources,
be it automatic attendance, checkout registrations, instant tweets and
messages. Few of the other roles and impact of technology in human resource
management can be pointed out as follows:
 The human resource (HR) technology helps in recruitment and selection

of employees. It helps in advertising, attracting potential candidates and
retaining existing employees.
 It helps active participation and administration of support workforce.
 It enhances the communication skills of employees and also helps in

receiving and sending of information.
 Automated processes save time and energy of working professionals.
 It helps in collecting information from all employees at a time (e.g.

through digital voting) and smoothens decision making strategies.
 It helps towards strategic alignment with the business objectives of the

firms.
 It leads to enhancement of effectiveness and efficiency by reducing time,

costs and energy of the employees.
1) What is technology management?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
4.5 LET US SUM UP

Thus, it can be summed up that corporate social responsibility is a method
with the help of which the companies of the corporate world significantly
contribute towards the development of society. It can be done in many ways
like sponsorships, donations and so on. Further, globalisation refers to 63
Introduction to
HRM
exchange of human resource, skills, technologies, goods as well as cultural
practices which helps in enhancing interactions and relationships between
people and countries throughout the globe. Lastly, it can also be summed up
that the technology has a significant role as well as impact towards
development.
4.6 REFERENCES
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and impact on the public sector. The International Journal of Public Sector
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business sense. Publishers: Conches- Geneva, Switzerland : World Business
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https://blog.synerion.com/the-importance-of-technology-in-human-resource-
management#:~:text=For%20the%20human%20resources%20industry,admi
nistration%2C%20and%20optimize%20workforce%20management.&text=H
R%20technology%20also%20provides%20managers,more%20effective%20
HR%2Drelated%20decisions. Accessed on 8/01/2021
https://youmatter.world/en/definition/definitions-globalisation -definition-
benefits-effects-examples/#:~:text=Globalisation
%20means%20the%20speedup%20of,and%20populations%20around%20the
%20globe. Accessed on 14/01/2021
https://www.who.int/topics/globalisation /en/. Accessed on 15/01/2021
4.7 KEY WORDS

Corporate Social Responsibility: Activities which are being done by the
organisations for the development of society (which can be in form of
imparting education, developing schools, helping out NGO’s, building
hospitals, investing money for betterment of women, children, old ones as 65
Introduction to
HRM
well as disabled persons and many other related social activities) are known
as ‘Corporate Social Responsibility’.
Globalisation : Globalisation is a process which leads to an integration of

the cultural, economical, social, political and religious system throughout the
world.

1) What is corporate social responsibility?
According to the World Business Council for Sustainable Development:

Corporate Social Responsibility can be defined as “a commitment by
business to behave ethically and contribute to economic development
while improving the quality of life of the workforce and their families as
well as of the local community and society at large”
1) Explain economic globalisation.
The international trade of commodities and services, the spread of

technologies and the flow of capital across borders has led to
interdependence among the different economies of the world and this
interdependence across countries is termed as economic globalisation . It
has lead to expansion and integration of international markets.
1) What is technology management?
It is a field that helps organization towards integrated planning, optimal

utilisation of resources, effective designing, managing and controlling
operational aspects with an aim to benefit employees as well as
employers.

1) Discuss the concept and types of corporate social responsibility.
2) Describe the significance of corporate social responsibility.
3) Elaborate upon the meaning and relevance of globalisation .
4) Describe the various types of technology.
5) Explain the role of technology towards globalisation .
6) Discuss the impact of technology towards managing human resources.
66
Contemporary Issues
and Challenges
BLOCK 2
HUMAN RESOURCE PRACTICES
67
Introduction to
HRM
68
Job Analysis
UNIT 5 JOB ANALYSIS*
Structure
5.0 Objectives
5.1 Introduction
5.2 Definition and Nature of Job Analysis
5.3 Uses of Job Analysis
5.4 Methods for Collecting Job Analysis Information
5.4.1 Using other Job Analysis Methods
5.5 Let Us Sum Up
5.6 References
5.7 Key Words
5.0 OBJECTIVES
After reading this unit you should be able to :
 discuss the importance of undertaking job analysis;
 explain the nature and use of Job Analysis; and
 describe various method for collecting Job analysis information.
5.1 INTRODUCTION
JoJo Soya Products Ltd.is a small manufacturing company that manufactures
and markets soya products available at local market. The Executive Director
notices that most staff appeared to be uncertain about their roles and those
relevant goals were never achieved. She hired an industrial psychologist in
order to fix this problem. This Industrial psychologist finds many areas of
improvement. She found that the role of production and planning was not for
everyone in the company.
Sales representatives were doing some purchases of raw materials although

there was a purchasing section under the Operations Department. Two
different departments maintain inventory control. The person in charge of
marketing and sales did not have the salesmanship skills to perform that task.
Based on the analysis, several jobs were redesigned and job descriptions
were written down for all positions. The Executive director then implemented
all the changes with the purpose of changing nature of jobs.
*
Dr. Mohsin Uddin, Academic Consultant, Discipline of Psychology,
IGNOU, Delhi
69
Human Resource
Practices
One lacuna clearly observed in the above examples is lack of job analysis and
clarity of duties and responsibilities. A clear view of one’s roles should be a
basis for self-appraisal. It should make it simpler for Executive Director to
assign responsibilities. For instance, suppose youare the proprietor of the
startup company or organization, as a director you need to understand that
director duties. Understanding what creates a director job should help you to
perform your role and responsibilities more effectively.
Thus, before recruitment and selection techniques are used, it is necessary to

analyses the appropriate jobs. The objectives of this unit is to describe the
Nature and uses of Job Analysis, Methods for Collecting Job Analysis
Information.
5.2 DEFINITION AND NATURE OF JOB

ANALYSIS
As we know that, employees are the important pillars of an organization. As
matter of fact, the profit and loss of an organization is determined largely by
how well employees do their duties. Selecting the right person for right place
and job, capacity building and paying proper salary and benefits are therefore
of extreme importance. If someone ask you what makes an effective clinical
counsellor or what content might cover a capacity building for grassroots
worker. What is your reply? How could a director of the organization find out
what employee do at workplace? The answer to the above questions is, by
carrying out job analysis. Thus job analysis mainly helps us understand about
the job, the activities to be carried out as well as the skills required to carry
out the activities. For instance, as time goes by vegetable chef of the small
restaurant might assume additional duties like prepare pastries and desserts
that did not assigned before. If the restaurant needs to replace this chef but
does not have an up-to-date job analysis report for the position, it is unlikely
that the restaurant will be able to recruit a person with all the experience,
skills, talents and other features required to perform the job as it currently
exists.
It can be said that job analysis is a systematic and thorough examination of

job. It refers to a scientific and systematic study of a work in order to collect
all relevant information about the job. It is difficult to understand precisely
what the role of an employee requires before an employee can be selected or
trained and before employee, performance can be measured. Such an analysis
should also be carried out on a regular basis to ensure that employment
information is up to date. In other words, the process for determining the
duties, responsibilities and skill requirements of a job and the category of
employee who should be selected for it.
According to Mondy and Noe (1996), job analysis is the systematic process
of determining the skills, duties and knowledge recurred for performing job
in an organization. It is an essential and pervasive human resource technique.
70
Job Analysis
Brannick, Levine and Morgeson (2007) defined job analysis as a systematic
method of discovering the purpose of a job by dividing it into smaller units,
where one or more written products arise from the process in order to explain
what is achieved on the job or what skills are required to perform the job
effectively.
Dessler (2013, page 105) explained job analysis as “the the procedure
through which you determine the duties of the positions and the
characteristics of the people to hire for them”. Job analysis can be explained
as a process through which we collect information about a job. It is carried
out in terms of job description and job specification. Job description mainly
denotes the work activities that need to be carried out and job specification
specifies the skills and experience required. Thus, job description provides
information what constitutes the job and job specification provides details
about the kind of individuals that need to be hired for the job. Dessler (2013,
page 105) defined job description as “ a list of a job’s duties, responsibilities,
reporting, relationships, working conditions, and supervisory responsibilities”
and job specification as “a list of a job’s ‘human requirements’, that is the
requisite education, skills, personality, and so on”
Job analysis can be carried out by collection information about work related
activities, human behaviours, machines, tools, equipment etc required to
carry out the job, standards of performance, context of the job and human
requirements.
 Work related activities denote the actual activity that needs to be carried
out like marketing a product, counselling employees and so on.
 Human behaviours denote the behaviour that is required to perform the
job. For example communication, negotiation and so on.
 Machines, tools , equipment etc can also provide information about the
nature of job.
 Performance standards denotes the levels of quality and quantity related
to the job activities.
 Context of job denotes the working conditions, schedule, incentives and
so on.
 Human requirements mainly focus on the skills, expertise, knowledge,
experience, training etc. required to perform the job.
In order to monitor the production or service, that is, get the job done
successfully, the job analysis process requires in-depth investigation. The
mechanism helps to figure out what a specific department or section needs
and what a future employee or worker needs to offer. It also helps to decide
job specifics, including job description, job position, job overview, tasks
involved, working conditions, possiblerisk, resources, equipment and
supplies to be used by the existing/ potential employees or worker. The
process, however, is not merely confined to the determination of these
factors. It also applies to figuring out the professional or technical
71
Human Resource
Practices
qualifications required to do the work. These include education, experience,
assessment, training, commitment, leadership skills, physical abilities,
communication skills, accountability, emotional and social quotient and
unusual sensory demand levels.These factors change depending on the type,
level of seniority, industry and risk involved in a specific job.jAs we learned
that, Job analysis provide information used for writing job details (a list of
what the job entails) and job specifications (what kind of employee to hire for
the particular job). The human resource manager or industrial psychologist
normally collects one or more of the following types of information via the
job analysis:
 Job context: Information on factors such as physical working

conditions, hazard, risk factor, job schedule, job rotation, and the
organizational and social background is included here, such as the
number of individuals with which the employee will usually associate.
Incentive and rewards information can also be included here.
 Human requirement: This includes information on the human

requirements of the job, such as work-related expertise or skills
(technical or professional education, training, work experience) and
essential personal characteristics (aptitudes, attitude, physical
characteristics, personality, interests, emotional and intelligence
quotient).
 Human behavior: The human resource management may collect

information about behaviours like communicating, problem solving and
decision-making.
 Job action: Collect information about job actual work, duties and
activities such as counselling, guidance, training, teaching and writing.
This list must include how, why and when the employee performs each
assignment.
 Equipment, machines, tools and working aid: This section contains

information on methods used, technical or professional skills dealt with
or applied (for-instance finance, accountancy, legislation, language
programming), and services provided (similarly counselling, guidance
and repairing).
 Performance criteria: The human resource manager (HRM) must need

data about performance level of the job in term of quality and quantity.
HRM will use these data to review the employee.
Check Your progress I
1) What is job analysis?
…………………………………………………………………………….
…………………………………………………………………………….
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Job Analysis
5.3 USES OF JOB ANALYSIS
The uses of job analysis are discussed as follows:
 Employee selection:How an employee will be selected is difficult to

imagine unless there is a specific work understanding of the duties and
responsibilities to be performed and the skills necessary to perform those
duties. It is necessary to select assessments or design interview questions
by defining those criteria, which will decide if a specific candidate has
the requisite expertise and skills to carry out the job requirements. For
instance height and good physical fitness requirement for Indian Army
and Physical attractiveness for frontline sales team.
 Training and development: Job analysis is useful for human resource

manager as far as it allows employee to understand what the mandatory
needs from a given job in terms of experience, aptitude and skills.
Depending on the work requirements, capacity building programmes and
skill upgradation strategies may be planned. Participant’s selection and
skill development content are also supported by job analysis reports.
 Job Description: Short report of duties and responsibilities contained in

the job description is one of the written products of job analysis. In
simple words, the job analysis is the written report and it is the method
of deciding the duties and job description. Job analysis acts as the basis
for many practices in the area of managing human resources planning,
including the selection of employee, capacity building, job design and
appraisal.
 Job Classification: Job analysis enables a human resource manager to

classify jobs into groups, sub groups and teams based on similarities in
duties and responsibilities. Job analysis is useful for determining salary,
incentives, benefits, transfer and promotions.
 Job evaluation: Job analysis information can be used to determine the

worth of a job. It is also help to human resource manager for fixing
salary whose jobs are similar in value to the company must have similar
pay if they do their task well.
 Performance appraisal: A performance appraisal compares every

employee real performance with her/his performance criteria. In order to
address job duties and performance criteria, human resource managers
use job analysis reports.
 Discovering unassigned duties and responsibilities: Job analysis can

help reveal unassigned duties and responsibilities. For instance, your
organizational head assigned so many task i.e. collection of raw material,
monitor production process and recruitment of new staff members. On
further discussion, you might have learned that none of the production
manager are responsible for recruitment drive.
73
Human Resource
Practices
 Organisational analysis: During the time of their duties, job analyst
often become aware of uncertain problems within the organization. For
instance, during a job analysis process discussion cum interview, sales
team members may inform that they does not know how they are being
evaluated and to whom they are supposed to discuss about daily issues
faced in the market. The finding of, such gap in the internal
communication can be used to fix the communication gap and help the
company for smooth functioning.
 Job design: The job analysis information can be used to define the best
way to do a job. Job design is the division of job tasks allocated to an
employee in an organization that determines what the employee is doing,
how, and why.
 Human resource planning: Job analysis provides a basis for human

resource planning and for suitable selection and recruitment of
employee. It reveals the personality and skills of employee required for a
job.
 Working condition: Job analysis provides information about unhealthy,

risk and hazardous working environmental condition in various jobs.
Check your Progress II
1) State any one use of job analysis.
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
5.4 METHODS FOR COLLECTING JOB

ANALYSIS INFORMATION
The method used to collect job details differs greatly in terms of
comprehensiveness and systematic rigour. In the following discussion, an
attempt is made to clarify some of the methods used more frequently, such as
Observation, interview and questionnaires have historically been the most

common methods. Emphasis is placed on the advantages and disadvantages
or drawback of each method.
74
Job Analysis
Existing data Interviews
Job
Participation Information Surveys
Job Diaries Observation
Fig. 5.1 Methods for Collecting Job Analysis Information
 Observation: In this method, a job analyst observe employees directly,

video or review report of employee performance report. Observation
provides firsthand information. Usually, the observer makes extensive
notes on the exact activities and duties conducted in the observational
process. To make detailed observations, however, the job analyst must
know what to look for. With the observation method, it is crucial that the
times chosen for observation are reflective of the routine of the
employee, especially if the job requires that during various times of the
hours, day, week or year, the employee can be engaged in different tasks.
For instance, a medical sales representative may deal with sales and
doctor visit report on Fridays, may spend most of Saturday updating
medicine stock figure and weekly report and may be almost entirely
occupied with finding newest stockiest for new products. This method
has both positive and negative aspect. On the positive side, the primary
data collected are accurate because of direct observation. On the other
side, sometimes observer bias can creep in. Further observer cannot
observe cognitive task such as problem solving and thinking skills. This
method requires that the entire range of activities be observable, which is
not possible for many jobs for instance, managerial job.
75
Human Resource
Practices
Fig. 5.2 The job analyst uses observational techniques
 Interviews: Another form of job analysis is interviews. They can be

open ended such as could you tell us about what you do on the job.
Alternatively, they can use structured or standardised questions. Because
any one source of information can be biased, the job analyst may want to
get more than one perspective by interviewing the employee. The
employee’s immediate supervisor and employee subordinates. The job
analyst may also interview several employees within a section or unit or
organisation to get more information of the job and to see whether
various individual holding the same job title in organisation actually
perform similar work. The advantages of this method is job analyst
might ask follow up questions/comments, flexible and it is applicable to
all job tittle. One of the drawback of interviews, Job analyst miss
information out, especially when a task become automatic and difficult
to pull all information tighter.
Fig. 5.3 Interview is a common job analysis method.
 Surveys: In this method of job analysis usually associate the

administration of paper pencil questionnaire that the employee completes
and returns to job analyst. Such questionnaires consist of lists of job a
76
Job Analysis
task or other factor such as working condition. Survey consist of open-
ended question such as what technical skills required to operate this
automatic machine? Close ended question such as which of the job title
suite you?
i) Workshop Manager
ii) Machine operator
iii) Workshop supervisor
iv) Administrative assistant
The survey method has three advantages over the interview method:
1) Allows for a large collection of data
2) Cost effective
3) Time saving
One of the drawbacks of this method is that the information collected is
limited by the questions of the questionnaire or schedule.
 Job Diaries: Another method for job analysis is to have employee record
their daily activates in diary. It is known as the process of self-recording.
An advantage of the job diary is that it provides a detailed minute-to-
minute, hours- to – hours and day – today account of employee’s work
and it is good when jobs are difficult to observe such as Loco pilot( Train
Driver). Difficulties of job diary are:
i) Extra time to write diary
ii) Clarity of information/data provided
iii) Differing literacy levels of employees
iv) Analysing large amount of information/data
 Participation: In this method, a job analyst may want to conduct a
specific job or job activity to get a better understanding of how the job is
done. The advantages of this method is hands-on knowledge of the job
and how work or an operation relates to each other? The disadvantage to
this method is not for jobs that require a high degree of proficiency or
professional and technical skills.
 Existing data : Mostly large, well-established organization or Startup
Company usually have some data or report and records can be used in
the job analysis process i.e. previous job analysis report, employee
performance and task sheet for the post or an analysis. Sometime data
can be arranged from another organization, startup company,
Government database and Human Resource consultancy firm that has
conducted analysis from similar post. Always, existing data must be
reviewed to ensure that it conforms to the job as it is actually being
carried out and to assess if the existing data allows for the introduction of
new technology or process into the job.
77
Human Resource
Practices
5.4.1 Using other Job Analysis Methods
In the previous section, the most common method for Collecting Job
Analysis Information was discussed. In addition to these methods for
performing job analysis, there are number of unique standardized analysis
techniques. These technique have not only widely used but have also
provided a substantial amount of research on their effectiveness. We will
consider four of these specific techniques: the job element, the critical
incident technique, the Position Analysis Questionnaire and functional job
analysis.
a) Job Element Method: The Job Element Method (Primoff & Eyde,
1988) focuses mainly on industrial or unskilled jobs. In this method, a
job analysis method that analyze jobs in terms of the knowledge, skills,
abilities, and other characteristics ( KSAOs) required to perform the job.
This method is “person oriented” or personality based in that it focuses
on the characteristics of the individual who is performing the job(Foster,
Gaddis & Hogon, 2012).
b) Critical Incident Technique (CIT): The critical incident concept

developed by Flanagan (1954) includes the recall and analysis of specific
instances of employee behavior on the job, either good or bad. The
method includes gathering factual stories about job behaviors that are
crucial in performing the job effectively (Zemke & Karmlinger, 1982).
Three pieces of information needed from each critical incident are

presented by Flanagan:
 The context of behavior and details of the lead-up to the behavior
exhibited.
 The employee behavior
 The consequences of the behavior.
This tool is powerful because it gives a multi-dimensional view of the

activities, including acts that have taken place, interactions with other
staff members, verbal and non-verbal behaviour.
c) Position Analysis Questionnaire (PAQ): The Position Analysis

Questionnaire (McCormick, Jenneret & Mecham, 1972) is a
questionnaire based on employees that measures job characteristics and
relates them to the behaviour of employees. 194 job elements are part of
the questionnaire. Six main areas are grouped into the items on the
questionnaire.
• Information input: Considers how the employee obtains the

relevant information to perform the job.
• Mental process: It is involves the thinking and decision-making
required in the job.
78
Job Analysis
• Physical activities: The employee has to perform, and the equipment
they will use as part of their role.
• Relationship with other persons: It is including reporting lines as
well as colleagues.
• Job context: Such as physical or social contexts, including working
in noisy environments.
• Other characteristics: Such as other activities required as part of
the job. The advantage of this method is that it can be used for a
limited number of employees, since the questionnaire is structured, it
is affordable and simple to use, allowing easy quantification.
Disadvantages - involve individuals misinterpreting their job and the
amount of time the questionnaire is administered.
Check your Progress III
1) Explain participation as a method of collecting job analysis information.
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
5.5 LET US SUM UP

In this unit, you learned about the nature of job analysis and uses of job
analysis. Gathering data for job analysis having multiple methods, which we
need to be aware of so that suitable method can be taken accordingly. It was
also discussed that using other job analysis methods. Finally, you learned
about how to do job analysis in the organization. Specially, use of job
analysis in the organization was discussed.
5.6 REFERENCES
Aamodt, M.G. (2013). Industrial Psychology, New Delhi: Cengage Learning
India Private ltd.

Delhi: Tata McGraw.
Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job and Work
Analysis: Methods, research, and applications for human resources
management. 2nd ed., Thousand Oaks, CA: Sage.
Dessler, G(2016) Fundamentals of Human Resource Management, London:

Pearson Education Limited. 79
Human Resource
Practices
Flangan, J. C.(1954)the critical incident technique, Psychological Bulletin,
51, 327-358.
Foster, J, Gaddis, B & Hogan, J. (2012). Personality based job analysis . In

M.A. Wilson, W. Bennett G. G.
Gary, D & Biju, V.(2009) Human Resource Management, Pearson

Education, Dorling Kindersley(India) Pvt. Ltd, New Delhi
McCormick , E. J. Jenneret, P. R. & Mecham, R. C.(1972) A study of job

characteristics and job dimensions as based on the position analysis
qustionnare(PAQ), Journal of Applied Psychology, 56, 647-368.
McCormick, J. E & Daniel , I(1983) Industrial Psychology, London: George

Allen and Unwin.
Mckenna, E(2012) Business Psychology and Organsational Behaviour, 5 Ed.,

New York: Taylor & Francis.
Miner, J. B. (1992) Industrial Organisational Psychology, Singapore:

McGraw-Hill International Editions.
Mondy, RW & Noe, RM. (1996) Human Resource Management, 6 Ed., New
Jersey: Prentice –Hall
Primoff, E. S & Eyde, L. D(1988). Job element method . In S. Gael(Ed.), The

job analysis handbook for business, industry and government(pp. 807-824)
New York: John Wiley.
Riggio, R. E (2018) Introduction to Industrial/ Organizational Psychology,

New York: Routledge
Robbins, SP & De Cenzo, DA(1995). Fundamental of Management:

Essential concept and Applications. New Jersey: Prntice –Hall
Shanan, & G.M. Alliger(Eds.) The handbook of work analysis methods,

system, applications and science of work measurement in organisations ,
Steptoe, G, W.(2014). Occupational Psychology, An applied Approach,

Pearson Education, Dorling Kindersley(India) Pvt. Ltd, New Delhi
Zemke, R & Kralinger, T(1982). Figuring things out: A trainer’s guide to

needs and task analysis. Reading, MA: Addison-Wesley.
5.7 KEY WORDS

Job Analysis: The process for determining the duties, responsibilities and
skill requirements of a job and the category of employee who should be
selected for it.
Job analyst: The person conducting the job analysis in the organization.
80
Job Analysis
Check Your progress I
1) What is job analysis?
Brannick, Levine and Morgeson (2007) defined job analysis as a systematic

method of discovering the purpose of a job by dividing it into smaller
units, where one or more written products arise from the process in order
to explain what is achieved on the job or what skills are required to
perform the job effectively.
Check your Progress II
1) State any one use of job analysis.
Job analysis enables a human resource manager to classify jobs into

groups, sub groups and teams based on similarities in duties and
responsibilities. Job analysis is useful for determining salary, incentives,
benefits, transfer and promotions.
Check your Progress III
1) Explain participation as method of collecting job analysis information.
In participation, a job analyst may want to conduct a specific job or job

activity to get a better understanding of how the job is done. The
advantages of this method is hands-on knowledge of the job and how
work or an operation relates to each other? The disadvantage to this
method is not for jobs that require a high degree of proficiency or
professional and technical skills.

1) Define Job analysis. Explain the nature of job analysis
1) Critically examine the uses of job analysis in Organisation.
2) Discuss various methods of job analysis by mentioning illustrations from
surrounding organization.
3) Write short note on:
 Interviews
 Job Element Method
 Position Analysis Questionnaire
81
Human Resource
Practices UNIT 6 SELECTION *
Structure
6.0 Objectives
6.1 Introduction
6.2 Meaning of Selection
6.3 Techniques of Selection
6.4 Barriers to Effective Selection
6.5 Let Us Sum Up
6.6 References
6.7 Key Words
6.0 OBJECTIVES
After studying this unit, you should be able to:
 describe the meaning of selection in organization;
 explain the effectiveness of various selection methods; and
 identify the barriers in effective selection process.
6.1 INTRODUCTION
The 2017 investigation into the accident of injured people caused by a
Radiant Private Limited Company staff bus in Hyderabad, Telangana, heard
that the driver had no reference check document to his official file and was
suspended from his former job.
Mr. Malla Reddy, who was suspended from the Jabbar Tour and Travel
Company, Khammam in October 2016, was driving the truck when three
pedestrians were injured in Andhra Pradesh's Khammam district. During a
cross-examination, it was revealed that there were no references to the
employment history of Mr. Reddy. This led to the sub-inspector alleging that
anyone at Radiant Private Limited Company conducting an incomplete
employment procedure.
The HR manager informed in the serious accident inquiry that records are
misfiled sometimes. Following the investigation, the HR manager and sub
inspector reviewed the selection process. The selection of "skilled candidate"
is discussed in much of the popular human resource literature, but this
accident highlights the significance of effective selection processes.
*
Dr. Mohsin Uddin, Academic Consultant, Discipline of Psychology, IGNOU, Delhi
82
Selection
Let’s look at another example, In Mall Road, Shimla, Himachal Pradesh, Smt
Hardeep manages a small restaurant. Hardeep is expected to employ the
waiting staff, among other tasks. She employed a Youngman last week who
looked decent but continued to shout at a customer who complained that her
order was incorrect. Hardeep decided she required to interview prospective
waiters in a more organized way.
What do you understand about the method of selection in the above

examples? Are they following effective selection method for their employee?
As we know that selection is commonly used term in organizational setup.
Now we have some ideas about it, let us see in this unit in detail.
6.2 MEANING OF SELECTION

Selection is mainly used to determine who will join the organization.
Selection is the first step of the overall recruitment process and is concerned
with selecting the candidates best qualified for the job available from a list of
job applicants. A previous phase is recruiting activity, which includes the
recruitment of a pool of applicants for a vacancy, as well as the development
of a shortlist of candidates whose experience and potential are compatible
with the profile found in the work specification. At each step, the aim
remains the same: to find the job candidate who will develop into a valuable
employee and a good representative of your organisation. A person is an
advantage only if employee performs his/her job effectively and in
compliance with work standards. For example, A vivid case in point is
football clubs like the Bengaluru FC, Mohun Bagan, East Bengal, Kerala
Blasters who win or loose on their ability to select coaches, players, sports
psychologist and other supporting staff to win trophy.
Good selection decisions are an integral component of effective management

of Human Resource Management. Some would say that the most critical
aspect is these decisions. An employer's productivity increase can come from
improvements in incentive compensation programmes, better training or
better job design, but such changes may not have much effect unless the
employer has the required employee with the right KSAs(Knowledge, Skills
and Abilities) in place.
Conventional human resource principles clearly define the meaning of

successful job selection offer the best perspective on selection:
 Good capacity building is not going to compensate for poor

selection: The implication here is that if the right employee with the
appropriate KSAs are not selected for work, it is very difficult for the
organisation to recover later by attempting to capacity building that
employee without the right ability, interest or other KSA deficiencies.
 Selecting the best employee: If the right employee is not selected, there
is an opportunity cost and that cost is that the "right employee" has gone
somewhere else. 83
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As we know that, there are no two employee alike; intelligence, interest,
physical features, and personality characteristics vary. The selection process
leads to the hiring of individuals with the skills and qualifications to perform
the job that has fallen vacant in the organisation.
The selection is supported by two key principles:
• Individual differences: Attracting a wide choice of candidates will be of

little use unless there is a way of measuring how people differ. People
can vary in many ways, Such as attitude, experience, intelligence,
psychological, physical characteristics, social skills, and so on.
• Prediction: Recognition of the way people differ must be extended to a

projection of workplace performance.
Let us now look at various definitions of selection.
Thomas S. Stone (1989 ) define selection as a process of differentiation

between candidates to identify (and employ) those who have a greater
probability of success in a job.The selection process involves dividing all
candidates into two groups, viz. those selected and those rejected(Dale
Yoder, 1967). According to Robbins and Decenzo (2002), selection is the
process of screening job candidates to ensure that the most suitable
candidates hired.
BOX 6.1 RECRUITMENT
As we discuss about selection, we also need to know about another term that
is recruitment. Recruitment can be explained as process that involves
developing a pool of applicants who possess necessary qualification as per
the requirement of the job position and these applicants are interested in
working for the organisation and the organisation may select certain
individuals from this pool of applicants. Thus, recruitment is a process that
precedes selection.
Recruitment can be internal or external.
In internal recruitment, the organisation looks within the organisation for

suitable candidates for certain job positions. Internal recruitment can be
carried out through job postings, recommendations by immediate supervisor
and so on.
In external recruitment, the organisations looks outside the organisation for

suitable candidates. Some of the methods for external recruitment include
advertisements, employment agencies, college, university or institute
placements, electronic recruitment, recruitment with the use of social media.
Aswathappa (2015, page 221) defined selection as “ the process of

differentiating between applicants in order to identify and hire those with a
greater likelihood of success in a job”.
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Selection
Bohlander and Snell (2013) defined selection as a process that involves
choosing individuals who possess relevant and necessary qualification so that
the present or projected job openings can be filled.
DeNisi et al (2014, page 107) stated that selection “is concerned with identifying the
best candidate or candidates for a job from among the pool of qualified qpplicants
developed during the recruiting process.
It is evident from the above definitions that selection is the process of

selecting the most appropriate candidates for the current position or for the
future position from a pool of candidates. For example, the skills and
abilities expected of a receptionist are different from those required of a
restaurant manager. In terms of their knowledge, skills, abilities, experience,
age and education, candidates often vary. Therefore, the purpose of the
assessment is to determine which candidate is ideally suited for a particular
position.
1) What is selection?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
6.3 TECHNIQUES OF SELECTION

Let us start with question, how organisations select employee for jobs? We
will look at the different techniques and assessment processes of employees
to select employee decisions in suitable jobs. Throughout the debate, bear in
mind that the purpose is straight forward to try to collect information that will
predict who will be the best employee from the pool of candidates. You need
to ensure that your selection decision is the right one for your organisation
before we look at the following techniques.
1) Resume: The resume is one of the most popular tools candidates use to
provide background information. Resume, also called Curriculum Vitae
(CV) by some, vary in style and length. Curriculum Vitae is generally
used for senior positions. Candidates will be asked to have a Resume or
CV for positions, which helps them to set out their experience,
qualifications and achievements. Importantly, it also provides the
organisation with an early opportunity to screen the candidates before
heading to the next selection point. The resume or CV approach enables
the candidate to design her or his own format and to submit the details
they deem necessary in the manner they think is appropriate. One of the 85
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benefits of the resume or CV technique is that it is quicker and less
expensive because there is no delay in sending out via email or social
media an application form and avoiding the cost of the postage. Some
employers prefer to use the CV because it demonstrates the candidate's
ability to gather thoughts and communicate clearly. The disadvantage of
a CV is that it enables the candidate to build the application to inflate
their strengths and obscure or omit any weaknesses or concerns.
It is also the case that several copies may be printed out by some
professional candidates and submitted to organisations indiscriminately,
while the work involved in completing the application form will test
their resolve and hence their seriousness.
2) Interview: The interview involves interaction between individuals and

has been referred to as a "purposeful conversation." In simple word, an
interview seeks information about a candidate and clarifies information
from other sources. In-depth interview is intended to combine all the
information from resume, psychometric or eligibility tests and reference
checks in order to make a decision. The interview is the most serious
stage of the selection process in many conditions due to the requisite
investigation and the sensor capacity to face-to-face communication. The
purpose or objectives of the interview consist of three components:
a) The interviewer seeks sufficient information to assess the suitability

of the candidate for the available position.
b) The candidate obtains the necessary information to make an

intelligent decision about accepting employment if offered; and
c) The interviewer tries to perform the interview in such a way that the
candidate can continue to have respect and goodwill towards the
organisation, regardless of the outcome of the interview.
As you may know from your own experience, there are several ways to
conduct interviews.
 Structured interview: The structured interview needs more

preparation time since questions that answer the particular work
requirements must be formulated in advance, information must be
given about the skills and qualifications being sought, examples of
the experience of the candidate must be gathered and the ability or
motivation of the candidate to do the job must be determined. An
interviewer in a structured format would ask the same essential
questions to all candidates.
 Unstructured interview: The unstructured interview requires little

preparation because the goals for selection may be unclear or vague,
questions are not prepared in advance and often the interviewer does
more talking than the candidates does.
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Selection
 Telephone interviews: The interview takes place over the telephone
or cell phone. These, particularly for screening purposes, are
relatively common.
 One to one interviews: Only one person (usually from HR manager

or owner of the startup) interviews the candidate in a face-to-face
setting. For several years, this has been the traditional format for
interviews, but the objectivity of one person making the selection
decision has been called into questions and the panel interview has
been initiated.
 Panel interviews: A panel interviews a candidate. A delegate from

HR and the future manager are usually included in panel interviews.
However, depending on the industry and the place in question, there
can be as many as seven or eight panel members. More senior
positions with usually have more panel members.
 Virtual interviews : Virtual interviews are very popular nowadays.

It is a type of interview in which the interview is conducted using
technology. This can be in real time, where the interview takes place
just like a regular interview at a preferred date and time, except the
interviewer and interviewee can be in two different places, different
countries or in different continent. This is seen as a cost-effective
way to perform an interview.
Web-based "in-person" interview use is rising with tablet video

functionality and Skype; in recent years, an estimated number of
candidates have taken such interviews. Of course, such interviews
decrease travel and recruitment expenses. In response to
computerized oral, visual or written questions and/or circumstances,
a computerized selection interview is one in which the oral or keyed
replies of a job candidate are collected. Most of these interviews
present a variety of multiple-choice questions relating to
background, experience, education, expertise, skills and attitudes to
work.
For example, It might be feasible to hold a virtual interview if you

are applying for a job in Bengaluru. Instead of having an interview,
you fly to Bengaluru from your place. This helps the Bengaluru
interviewer to see you, and you can see the interviewer. Finally, a
two-way system that allows you to interact with the other person as
though you were in the same room is a virtual interview.
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Fig. 6.1: Virtual Interview
Let us now look into some of the strengths and weakness of the interview
technique
Strengths of interview: Strengths of interview are

 They are useful in evaluating the candidate's ability to communicate
and interact with other people.
 There is a possibility of collecting additional information from the
candidates.
 The interviewer can judge the candidate’s knowledge of the job.
 Interviewers allow candidates to ask organizational and job-related
questions.
Weaknesses of interview: Weaknesses of interview are

 The information obtained through the interview is not reliable.
 An interview is subjective.
 An interview can be influenced by bias or stereotypes.
 An interview procedure is not standardised.
3) Psychometric testing: One of the oldest, and perhaps most challenging,

selection methods is psychological testing. The concept most commonly
used to encompass all aspects of psychological assessment is
psychometric testing.
Literally,' psychometric' means mental measurement. The psychometric

test is a standardized test, administered in examination like settings,
aimed at objectively assessing the skill or aspects of a employ’s
personality. For selection and other human resource purposes, online
testing is also often used nowadays.
This is known as e-evaluation. Online testing is claimed to give

organisations the freedom to test at any time and any location in the
world, with the added advantage of being able to easily process the
application. The following distinctions can be made between various
forms of test.
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Selection
 Ability and aptitude measures: Ability and aptitude tests assess
overall reasoning or particular ability/aptitude components, such as
abstract or mechanical, numerical and verbal skills. Various tests are
also developed to address various groups, such as technician,
professionals or administrative levels.For example, a numerical skill
test would be suitable for a statistician position that involves dealing
with numerical data. A diagrammatic reasoning test that looks at the
ability to understand logical processes might be suitable for a
software engineer.
 Personality assessment: In the past decade, there has been a

growing interest and study in using personality assessment in the
sense of selection (Morgeson et al., 2007). Personality assessment
attempts to measure the traits of personality in which a person lies.
Inferences can then be made about the possible behaviours and
responses of a person to specific situations. To match the right
candidate with the right jobs, it is important to understand how
personality affects behaviour and performance at workplace.
Various advantages may be provided through the use of personality

assessment in selection. The use of personality assessment in
selection can offer various benefits. Allowing an applicant to
provide his or her own perspective may reveal potential areas to
explore during an interview.
Let us now look into some of the strengths and weakness of the
Psychometric Testing techniques
Strengths of psychometric testing: The strengths of psychometric

testing are
 It is specific and relevant.
 At any point of selection, psychometric testing may be used.
 Highly cost and time saving
Weakness of psychometric testing: The weaknesses of psychometric
testing are
 May make a candidate nervous.
 Cultural barriers exist.
 Tests for personality can be time consuming and costly to
administer.
1) List the advantages of psychometric testing.
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
89
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Practices 6.4 BARRIERS TO EFFECTIVE SELECTION
This section is about barriers to effective selection process. We have
discussed so far about the main objective of the selection is to select the most
suitable candidate for the position from a pool of candidates. In the selection
highlighted next, some common barriers were identified.
 Horns or Hallow effect: The interviewer must attempt to avoid the hallo
effect, which occurs when interviewer allows a prominent characteristic
to overshadow other evidence. The hallo effect is present if an
interviewer lets a candidate’s accomplishments in athletics overshadow
other characteristics, which leads the interviewer to hire the candidate
because “ athletes make good medical sales representative ” Devil’s
horns( reverse halo effect ) for instance improper dress or a poor grade
point average, can also affect an interviewer.
 Stereotypes: Stereotypes are prejudices or beliefs regarding the

characteristics of individuals in a particular group of people, who are
considered to share the same attributes. When HR manager stereotypes
the applicant, this can negative affect the outcome of the decision for the
candidate. For example, People who are obese can be referred to as idle
or Illiterates can be perceived to be less intelligent than literates.
Alternatively, the interviewer can keep a stereotyped image of the correct
candidate and judge all candidates against that image.
 Projection error: The HR manager ranks candidates more favourably

with characteristics, expertise or preferences similar to the other
candidates themselves. Also, the reverse is true.
 Biases: They must be able to understand their personal prejudices by the

human resource manager. Interviewers tend to prefer or select candidates
that they consider to be equal to themselves. Age, race, religion, gender,
socio economic status, previous job experience, personal history or other
variables may be identical. As the demographics of the workforce
change, interviewers will need to be even more conscious of the
similarity bias.
The selection of a candidate who falls below the requirements and the
rejection of a candidate who meets the standards suggest that a selection
decision may have been affected by personal bias. The reasons for choosing a
particular candidate should be regarded honestly by an interviewer. The
solution to the problem of partiality lies not in the affirmation that a person
does not have partiality, but in the demonstration that she/he can be
controlled.
Problem relating to test: Psychometric tests and questionnaires, most of

which are not valid, overwhelm the field of psychometric assessments. An
organisation must ensure that it has qualified psychologist who are able to
90 differentiate between valid assessments and incompetent ones. As we know
Selection
that, Standard psychometric test is readily accessible, and before appearing
for the assessment, there's a great likelihood that a candidate who wants the
job will do their homework. To carry out the outcomes desired by the
organisation, they will change their answers, misleading the whole
experience for those concerned.
Problem related to recruitment process: Owing to inadequate recruiting

initiatives, selection procedures are often affected. If the employer does not
attract eligible candidates (in the recruiting process), it is clear that the right
candidates will not be chosen (in selection process). Therefore, inadequate
recruiting would certainly affect selection.
1) What are stereotypes?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
BOX 6.2 PLACEMENT
Earlier in box 6.1, we discussed about recruitment that precedes selection.

Placement is a process that follows selection. After selection of the
candidates take place, the candidates are then places in job positions.
Aswathappa) 2015, page 244) defined placement as allocation of people to
jobs”. He further stated that placement includes “initial assignment of new
employees, promotion, transfer or demotion of present employees”.
6.5 LET US SUM UP

In the present Unit, we learned about the meaning of selection, the term
selection defined and explained in detail. Techniques (Resume, Interview and
Testing) of selection also discussed in detail. Barriers to effective selection
process were also discussed in detail.
6.6 REFERENCES
Aamodt, M.G. (2013). Industrial Psychology, New Delhi: Cengage Learning
India Private ltd.

Delhi: Tata McGraw.

Delhi: McGraw Hill Publication.
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Bohlander, G. W and Snell, S. A. (2013). Principles of Human Resource
Management. New Delhi: Cengage Learning.
Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job and Work
Analysis: Methods, research, and applications for human resources
management. 2nd ed., Thousand Oaks, CA: Sage
Bratton, J and Gold, J(2017) Human Resource Management, Theory and

Practice, 6ed, London: PALGRAVE, Macmillan Publishers Limited.
Dale Yoder (1967) Personnel Management and Industrial Relations, Prentice

Hall of India, New Delhi.
DeNisi, A. S; Griffin, R. W and Sarkar, A. (2014). HR: A South- Asian

Perspective. New Delhi: Cengage Learning.
Dessler, G(2016) Fundamentals of Human Resource Management, London:

Pearson Education Limited.
Flangan, J. C.(1954)the critical incident technique, Psychological Bulletin,

51, 327-358.
Foster, J, Gaddis, B & Hogan, J. (2012). Personality based job analysis . In

M.A. Wilson, W. Bennett G. G.
Gary, D & Biju, V.(2009) Human Resource Management, Pearson

Education, Dorling Kindersley(India) Pvt. Ltd, New Delhi
H. Koontz and C.O’Donnell (1972)-Principles of Management, McGraw

Hill, New Delhi, P418.
Mathis, R. L and Jackson, J. H(2000) Human Resource Management, 9ed.,

Ohio: south –Western college Publishing
McCormick , E. J. Jenneret, P. R. & Mecham, R. C.(1972) A study of job

characteristics and job dimensions as based on the position analysis
qustionnare(PAQ), Journal of Applied Psychology, 56, 647-368.
McCormick, J. E & Daniel , I(1983) Industrial Psychology, London: George

Allen and Unwin.
Mckenna, E(2012) Business Psychology and Organsational Behaviour, 5 Ed.,

Miner, J. B. (1992) Industrial Organisational Psychology, Singapore:

McGraw-Hill International Editions.
Mondy, RW & Noe, RM. (1996) Human Resource Management, 6 Ed., New
Jersey: Prentice –Hall
Morgeson, F.P.Campion, M.A., Dipboye, R.L. Hollenbeck, J. R., Murphy, K

and Schmitt, N(2007). Are we getting fooledagain? Coming to terms with
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limitations in the use of personality test for personnel selection, personnel
psychology, 60:1029-49.
Primoff, E. S & Eyde, L. D(1988). Job element method . In S. Gael(Ed.), The

job analysis handbook for business, industry and government(pp. 807-824)
New York: John Wiley.
Riggio, R. E (2018) Introduction to Industrial/ Organizational Psychology,

New York: Routledge
Robbins, S.P. and Decenzo, D.A. (2002)Fundamental of Management,

Pearson education, Delhi.
Robbins, SP & De Cenzo, DA(1995). Fundamental of Management:

Essential concept and Applications. New Jersey: Prntice –Hall
Shanan, & G.M. Alliger(Eds.) The handbook of work analysis methods,

system, applications and science of work measurement in organisations ,
Steptoe, G, W.(2014). Occupational Psychology, An applied Approach,

Pearson Education, Dorling Kindersley(India) Pvt. Ltd, New Delhi
Thomas, S. Stone(1989), Understanding Personnel Management, CBS

collage Publishing.
Zemke, R & Kralinger, T(1982). Figuring things out: A trainer’s guide to

needs and task analysis. Reading, MA: Addison-Wesley.
6.7 KEY WORDS

Selection: Selection is the process of selecting the most appropriate
candidates for the current position or for the future position from a pool of
candidates.
Interview: It involves interaction between individuals and has been referred

to as a "purposeful conversation."
Resume: It is one of the most popular tools candidates use to provide

background information.
Stereotypes: Stereotypes are prejudices or beliefs regarding the

characteristics of individuals in a particular group of people.
93
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Practices 6.8 ANSWERS TO CHECK YOUR PROGRESS
1) What is selection?
Selection can be explained as a process of differentiation between

candidates to identify (and employ) those who have a greater probability
of success in a job. (Thomas S. Stone, 1989).
1) State the strengths of psychometric testing.

The strengths of psychometric testing are:
 It is specific and relevant.
 At any point of selection, psychometric testing may be used.
 Highly cost and time saving
1) What are stereotypes?
 Stereotypes are prejudices or beliefs regarding the characteristics of

individuals in a particular group of people, who are considered to
share the same attributes.

1) Discuss in brief what you understand by selection.
2) Describe various techniques of selection.
3) Distinguish between structure and unstructured interview.
4) Explain the various barriers of selection.
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Training and
UNIT 7 TRAINING AND DEVELOPMENT* Development
Structure
7.0 Introduction
7.1 Objectives
7.2 Meaning and Nature of Training and Development
7.2.1 Concepts of Training and Development
7.2.2 Importance of Training and Development
7.2.3 Need for Training and Development

7.3 Process of Training and Development
7.4 Methods of Training and Development
7.4.1 Cognitive Methods
7.4.2 Behavioural Methods
7.4.3 On-The-Job and Off-The-Job Training

7.4.4 Computer Based Training
7.4.5 Training and Development Techniques

7.5 Let Us Sum Up
7.6 References
7.7 Key Words
7.0 OBJECTIVES
After reading the unit, you should be able to:
 discuss themeaning and nature of training and development;
 explain the process of training and development; and
 discuss various methods of training.
7.1 INTRODUCTION
Human resource and manpower is thought of as the total knowledge, skills,
creative abilities, talents and aptitudes of an organisation’s workforce, as well
as the values, attitudes and benefits of an individual involved. An
organisation’s performance and productivity are directly related to the quality
and quantity of its human resources.
To maintain the quality of human resource i.e. to perform its activities well,
every organisation needs to have well trained and experienced people. As the
*
Dr. Renuka Regani, Faculty, Department of Psychology, Osmania University, Hyderabad.
95
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employment in the fast growing present society becomes more complex the
importance of training and development also increases. In this unit we will be
dealing with training and development which are to enhance the skills and
knowledge of the human resources in an organisation. In fact training and
development will cover a large number of areas in terms of definitions, need
for training and development and functions of such training and
development. It also deals with types of training and techniques of training.
7.2 MEANING AND NATURE OF TRAINING AND

DEVELOPMENT
In the present sub section of the unit, we will discuss about the concepts of
training and development and will also focus on the importance and need for
training and development.
7.2.1 Concepts of Training and Development

Training is the act of increasing the knowledge and skills of an employee for
performing the job assigned to him. It is a short-term process. After an
employee is selected, placed and introduced in an organisation he must be
provided with training facilities so that he can perform his job efficiently and
effectively.
Development is a long-term educational process utilising an organised and

systematic procedure by which managerial personnel learn conceptual and
theoretical knowledge for general purpose. It covers not only those activities
which improve job performance but also those activities which improves the
personality of an employee.
Training is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules or changing of attitudes and behaviours
to enhance the performance of employees.
Training knows how to reach what you want in life. It knows how to get
where you want to go. Training is having the knowledge to do what you are
dream of doing. It is a vision which one wants to achieve. Training is about
knowing where you stand at present and where you will be after some point
of time. Training is about the acquisition of knowledge, skills and abilities
through professional development.
Training is a process of learning a sequence of programmed behaviour. It is

the short term process which refers to instructions in technical and
mechanical operations.
Development is a related process which covers not only those activities

which improve job performance but also those which bring about personality
development, progress and actualisation of their potential capacities. It is a
long term educational process through which managerial personnel learn
conceptual and theoretical knowledge for general purpose.
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Training and
Training and development aids in organisational development, that is, Development
organisation gets more effective decision making and problem solving. It
helps in understanding and carrying out organisational policies. Training and
development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually
display. Training and development demonstrates a commitment to keeping
employees on the cutting edge of knowledge and practice.
Understanding the phenomenon of employee training and development

requires understanding of all the changes that take place as a result of
learning. As the generator of new knowledge, employee training and
development is placed within a broader strategic context of human resources
management, that is, global organisational management, as a planned staff
education and development, both individual and group, with the goal to
benefit both the organisation and employees. Employee training and
development and the learning organisation increase competitive advantage,
the organisation needs to be able to create new knowledge, and not only to
rely solely on utilisation of the existing. Thus, the continuous employee
training and development has a significant role in the development of
individual and organisational performance. The strategic procedure of
employee training and development needs to encourage creativity, ensure
inventiveness and shape the entire organisational knowledge that provides the
organisation with uniqueness and differentiates it from the others.
Education is no longer the duty and privilege of those in higher positions and
skilled labour, but it is becoming the duty and need of everyone. The larger
the organisations, the more funds they spend on education and provide their
employees with greater and diverse possibilities of education and
development. Understanding the tremendous significance of education for the
modern organisation and confident that it represents a good and remunerative
investment, present day organisations set aside more and more resources for
this activity. Most of the organisations invest 3 to 5% of their revenue into
adult education. It is estimated that the organisations that desire to keep the
pace with changes need to provide their employees with 2% of total annual
fund of working hours for training and education. Thus, it is necessary to
accept the model of permanent, continuous learning. That truth has been
known for more than two centuries. Denis Diderot, a French philosopher and
literate of the Age of Enlightenment, wrote the following:
‘Education shouldn’t be finished when an individual leaves school, it should

encompass all the ages of life...to provide people in every moment of their
life with a possibility to maintain their knowledge or to obtain new
knowledge”.
The only way for present day organisations to survive is the imperative to
innovate or perish. Since this depends on the knowledge the organisation
possesses, this imperative could be read as: learn faster than competition. The
logical sequence is: knowledge creation – innovation – competitive 97
Human Resource
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advantage. If knowledge is good, is it not true that the more knowledge we
have, the better we are? Many organisations which consider knowledge as a
good thing are trapped into the pitfall of gathering as much knowledge as
possible.
Knowledge that is not necessary is exactly what it is: unnecessary. And the
efforts to obtain it are wasted efforts. The only important knowledge is the
knowledge with strategic importance to the company, knowledge that helps
to increase the value of the company, knowledge with significance to the
strategy of the company.
It is not about knowledge for the sake of knowledge, but rather knowledge
according to the needs, applicable knowledge, knowledge to create
innovation and competitive advantage.
Obtaining knowledge, learning, education, all could have a real effect on the
quality of labour only if they are harmonised with the needs of a particular
organisation, its goals and the goals of its employees. The further choice of
educational contents and educational methods, and the efficiency of
educational effectiveness control depend on clearly defined educational goals
and needs, answers to the questions of which knowledge is necessary to
realise the strategy and the survival of the organisation in general, which
employees need to possess this knowledge and will this knowledge solve
certain problems.
Employee training and development does not imply only obtaining new
knowledge, abilities and skills, but also the possibility to promote
entrepreneurship, introduce employees to changes, encourage the changes of
their attitude, introduce the employees to important business decisions and
involve them actively in the process of decision making. To precisely define
expectations and attract skilled workforce, more and more employment
advertisings offer a certain number of annual hours or days for education.
The most wanted resources are the people with particular knowledge, skills
and abilities. Managers must learn to manage them, and the organisations to
employ and retain them. Knowledge based organisations must preserve their
competitive advantage by retaining skilled workforce, workers of knowledge,
strengthening their motivation and improving the reward and compensation
systems according to the workers’ performances.
Within the context of learning organisation, it is not sufficient for the worker
only to add value to the organisation based on his knowledge, but he also has
to receive knowledge. He gives as much knowledge as he receives. For the
present day employees the wage by itself is not a sufficient incentive, but
they also need investment into themselves in a sense of investing in their
knowledge. Employees no longer do not work for money alone, nor can they
be influenced by traditional attractive financial packages.
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Training and
7.2.2 Importance of Training and Development Development
let us now look at the importance of training and development with the help
of the following points:
1) It optimises human resource utilisation: Training and development

helps in optimising the utilisation of human resource that further helps
the employee to achieve the organisational goals as well as their
individual goals. It also helps to provide an opportunity and broad
structure for thedevelopment of human resources technical and
behavioural skills in an organisation. It also helps employees attain their
personal growth. It also helps in increasing the job knowledge and skills
of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees.
2) Productivity: Training and development helps in increasing the

productivity of the employees that helps the organisation further to
achieve its long-term goal.
3) Team spirit: Training and development helps in inculcating the sense of

team work, team spirit, and inter-team collaborations. It helps in
inculcating the zeal to learn within the employees.
4) Organisation culture: Training and development helps to develop and

improve the organisational health culture and effectiveness. It helps in
creating the learning culture within the organisation.
5) Organisation climate: Training and development helps building the

positive perception and feeling about the organisation. The employees
get these feelings from leaders, subordinates, and peers.
6) Quality: Training and development helps in improving upon the quality

of work and work-life.
7) Healthy work environment: Training and development helps in

creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with organisational
goal.
8) Health and safety: Training and development helps in improving the

health and safety of the organisation thus preventing obsolescence.
9) Morale: Training and development helps in improving the morale of the

work force.
10) Image: Training and development helps in creating a better corporate

image.
11) Profitability: Training and development leads to improved profitability

and more positive attitudes towards profit orientation.
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7.2.3 Need for Training and Development
The need for training and development is because of the following reasons:
1) An increased use of new technology: in the present modern

organisations advanced technology has come into use such as computers
and equipment which need technological knowledge. To be familiar with
this kind of advanced technology employees need to be trained.
1) To give refresher training for old employees: Employees are given

refresher course which consists of issues of current scenario. By updating
old employees about latest technology or present situations helps the
organisations a great deal.
2) To make the employees work in an effective way: An employee can

work effectively if his/her skills are matching with the requirements of
the organisations. When a gap is found between employee skills and
organisational needs training can help to remove it.
3) Organisational viability and transformation process: The capability

of the organisation is influenced by the external pressures and the
external environment is continuously changing. Therefore the
organisation should train its employees to adapt to the changing external
environment.
4) To increase productivity and quality: The productivity and quality of

the organisation is increased when employees are up to date and skilful.
5) To improve health and safety: Most of the accidents in an organisation

occur because of the deficient skills of the employee. When proper
training is given to the employee to handle the equipment and machine in
organisation accidents are reduced.
1) State any one need of training and development.
…………………………………………………………………………….
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7.3 PROCESS OF TRAINING AND

DEVELOPMENT
As the concept of training is clear, let us look at the process if training and
development. The main components of the process if training and
development include the following:
 Assessment of training and development needs
 Designing training and development programmes.
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 Implementation of the training and development programmes. Training and
Development
 Evaluation of the training and development programmes
We have discussed these in the following sub-sections:
 Assessment of Training and Development Needs
The success of training depends on the systematic needs assessment

programme. Needs assessment finds out which employee needs to be trained
and for what purpose they are trained. Therefore assessment phase sets the
objectives for the purpose of training and the competencies required in
trainees after completion of the training program.
The basis for needs assessment and source for gathering information and
depend mainly on purpose of training. And the need for training and
development can be identified based on the following:
1) Performance deficiency: When the purpose of training is to develop

employees’ performance in their present job, then the trainer looks at the
present performance and identifies the performance deficiency or the
areas where there can be a development. Sources of information here are
supervisors, client’s complaints, performance appraisal data objective
measures of output or quality and special tests given to find out the
present knowledge and skill of the employee.
2) Individual or group interviews: These interviews are used to

understand performance discrepancies and perceived training needs.
They are helpful for anticipating future training needs, for prioritising
training demands, or for ambiguous situations. The sources to gather
information here includes supervisors, the trainees themselves and
clients.
3) Assessment centres: This method is used when training is planned for

current employees who are going for a promotion or transfer. The trainer
will measure the demands of the future job and also assess if the ability
of the employees to meet those demands. This is done by tests or
supervisory ratings of relevant abilities.
4) Trainings for new employees: For new entrées training is designed

based on analysis of job content and assumed characteristics of
employees. The sources of collecting information here is scores on a job
knowledge selection test given to applicants for the job.
The success of training depends on the systematic needs assessment

programme. Needs assessment finds out which employee needs to be
trained and for what purpose they are trained. Therefore assessment
phase sets the objectives for the purpose of training and the competencies
required in trainees after completion of the training program.
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5) Individual analysis: The individual analysis attempts to determine
which employees should receive training and what their current levels of
skills and knowledge are. This can be done on an individual basis or on
the entire work group with a specific job title. The trainer should keep in
mind that that training should not be too simple or too complex.
Attention must be focused on the prerequisites of basic skills as well as
on existing job related skills and knowledge. Further, if individual
analysis indicates a wide range of trainee skills and knowledge, the
trainer can group employees into remedial groups and advanced groups
and choose a training method that allows for self paced training or
individualised instruction. This kind of variance should be recognised
and planned before the training begins so that all trainees can have an
appropriate and satisfying learning experience.
Once the need for training and development is assessed, it is time to design
the training and development programmes. In this context, the following
needs to be decided
- The participants of the programme: The participants of the training

programme can be identified based on recommendations by various
departments in the organisation or by immediate supervisors of the
employees, by self nomination or they can also be determined by the
Human Resource Management (HRM) department of the organisation.
- Who will carry out or implement thr programme: The trainers who
will be involved in providing the training programme, also need to be
identified. These could be the experts from within or outside the
organisation, members of HRM department immediate supervisors, other
employees in the organisation and so on.
- The methods and techniques that will be used: This is again an

important component of process of designing training and development
and will mainly depend on the objectives of the training. This will be
discussed in separate section in this unit.
- The level of training to be decided: The level of the training also needs
to be determined. Training programs can be at three different levels
(Aswathappa , 2015):
1) The first level is the lowest level and includes proving fundamental
knowledge or skills.
2) The next level mainly focuses on acquisition of ability to perform certain

work related activities and development of skills.
3) The last level can be termed as highest level, which focuses on

increasing operational proficiency.
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- Learning principles to be employed: The training and
Training and
Development
development programmes need to focus in learning principles like
motivation of the employees, recognition of individual differences.
opportunities to practice, reinforcement, feedback, goals, schedules
of learning, meaning of material and transfer of learning
(Aswathappa , 2015, page 284, 285).
- Where the programme is to be conducted: Where the training

programme will be conducted also needs to be determined. The
training programme can be on the job, at the workplace but in
training room or off the site in some institution, university or
organisation.
 Implementation of the training and development programmes
Once the training programme is designed, it needs to be implemented. In this

regard there could be a number of issues that may arise. It could be difficult
to organise the training programmes during work hours as significant amount
of work hours could be lost that can affect the production and performance of
the organisation. Employees may also show resistance towards training and
development programmes or they may have negative attitude towards the
training and development programmes. Finding suitable trainers could also
become an issue. These aspects need to be dealt with effectively to ensure
smooth implementation if a training programme. While implementing the
training and development programme, it is important to focus on the location
and other facilities required for successful conduction of the programme. the
schedule of the training programme needs to be adequately prepared. The
action conduction the programme needs to be monitored and supervised
besides, the focus also needs to be on the trainees and their participation in
the programme.
The basis of evaluation and the mode of collection of information necessary

for evaluation should be determined at the planning stage. The process o
training evaluation has been defined as “any attempt to obtain information on
the effects of training performance and to assess the value of training in the
light of that information.
There are four reasons to evaluate training

 To make decisions about the future use of a training program or
technique (for example,: continue, modify, eliminate)
 To make decisions about individual trainees(e.g.: certify as competent,
provide additional training)
 To contribute to a scientific understanding of the training process, and
 To further political or public relations purposes (e.g.: to increase the

credibility and visibility of the training function by documenting success)
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The above reasons may be summarised as decision making, feedback and
marketing, the need for evaluation is also important to know the efficiency or
cost effectiveness of the training method.
The training and development programmes can be evaluated based on the

following:
 Validity of the training and development programme: This denotes

whether the trainees learn during the programme or not. Thus, denoting,
whether the objectives of the training and development programmes
were achieved or not.
 Transfer validity: Whether there was transfer of what was learned

during the training to on the job. Thus, the focus is on whether the
performance of the employee has improved or not.
 Intra- organisational validity: This is denoted by comparing the

performance of new group of employees who received the training with
that of the original training group.
 Inter-organisaional validity: Whether a training and development

programme that was validated in one organisation can be implemented
successfully in another organisation or not.
To carry out evaluation of training and development programmes, various

techniques can also be used like using a questionnaire to collect feedback
from the trainees, employee experimental group and control group, where the
experimental group will receive the training and control group will not and
then the two groups can be compared, longitudinal and time series analysis
can also be carried out where the measurements related to performance are
taken from the trainees before, during and after the training and development
programme.
There are four main levels of evaluation (Aswathappa , 2015) , that we need
to focus on.
1) Reaction: Denoting the reaction of the trainee towards the programme,

whether proactive or negative and so on. Reaction can be measured with
the help of questionnaires.
2) Learning: Whether learning has taken place and there is increase the
knowledge and skills level of the trainee. Learning can be measured with
the help of performance tests, written tests and so on.
3) Behaviour: This denotes whether modification in behaviour has taken

place or not. Whether the knowledge and skills learned during the
training and development programmes are used and implemented by the
trainee on the job or not. this can be measured with the help of
performance appraisal.
4) Results: Where there is an overall improvement in performance. The

104 focus here is on the outcome of the programme and its implications on
Training and
the organisation or the unit. This can be measured by focusing the Development
productivity, quality, accidents, turnover, morale and so on.
1) List the main components of the process of training and development
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
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7.4 METHODS OF TRAINING AND

DEVELOPMENT
There are various methods of training, which can be divided in to cognitive
and behavioural methods. Trainers need to understand the pros and cons of
each method, also its impact on trainees keeping their background and skills
in mind before giving training.
7.4.1 Cognitive Methods

Cognitive methods are more of giving theoretical training to the trainees. The
various methods under Cognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among
concepts, etc. These methods are associated with changes in knowledge and
attitude by stimulating learning.
The various methods that come under cognitive approach are:
1) Lectures: A lecture can be in printed or oral form. Lecture is telling

someone about something. Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a topic. Training is
basically incomplete without lecture. When the trainer begins the
training session by telling the aim, goal, agenda, processes, or methods
that will be used in training that means the trainer is using the lecture
method. It is difficult to imagine training without lecture format. There
are some variations in Lecture method. The variation here means that
some forms of lectures are interactive while some are not. In this context,
we can also discuss about straight lecture. Straight lecture method
consists of presenting information, which the trainee attempts to absorb.
In this method, the trainer speaks to a group about a topic. However, it
does not involve any kind of interaction between the trainer and the
trainees. A lecture may also take the form of printed text, such as books,
notes, etc. The difference between the straight lecture and the printed
material is the trainer’s intonation, control of speed, body language, and
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visual image of the trainer. The trainer in case of straight lecture can
decide to vary from the training script, based on the signals from the
trainees, whereas same material in print is restricted to what is printed.A
good lecture consists of introduction of the topic, purpose of the lecture,
and priorities and preferences of the order in which the topic will be
covered.
2) Demonstration: This method is a visual display of how something

works or how to do something. As an example, trainer shows the trainees
how to perform or how to do the tasks of the job. In order to be more
effective, demonstration method should be should be accompanied by
the discussion or lecture method. To carry out an effective
demonstration, a trainer first prepares the lesson plan by breaking the
task to be performed into smaller modules, easily learned parts. Then, the
trainer sequentially organises those modules and prepares an explanation
for why that part is required. While performing the demonstration,
trainer:
 Demonstrates the task by describing how to do, while doing

 Helps the focusing their attention on critical aspects of the task
 Tells the trainees what you will be doing so they understand what
you will be showing them
 Explains why it should be carried out in that way
 The difference between the lecture method and the demonstration
method is the level of involvement of the trainee. In the lecture
method, the more the trainee is involved, the more learning will
occur.
The financial costs that occur in the demonstration method are as

follows:
 Cost of training facility for the program
 Cost of materials that facilitate training
 Food, travel, lodging for the trainees and the trainers
 Compensation of time spent in training to trainers and trainees
 Cost related to creating content, material
 Cost related to the organisation of the training.
After completing the demonstration the trainer provide feedback, both

positive and or negative, give the trainee the opportunity to do the task
and describe what he is doing.
3) Discussions: This method uses a lecturer to provide the learners with

context that is supported, elaborated, explains, or expanded on through
interactions both among the trainees and between the trainer and the
trainees. The interaction and the communication between these two make
106 it much more effective and powerful than the lecture method. If the
Training and
Discussion method is used with proper sequence i.e. lectures, followed Development
by discussion and questioning, can achieve higher level knowledge
objectives, such as problem solving and principle learning.
The Discussion method consists a two-way flow of communication i.e.

knowledge in the form of lecture is communicated to trainees, and then
understanding is conveyed back by trainees to trainer.
Understanding is conveyed in the form of verbal and non-verbal

feedback that enables the trainer to determine whether the material is
understood. If yes, then definitely it would help out the trainees to
implement it at their workplaces and if not, the trainer may need to spend
more time on that particular area by presenting the information again in a
different manner.
Questioning can be done by both ways i.e. the trainees and the trainer.
When the trainees ask questions, they explain their thinking about the
content of the lecture. A trainer who asks questions stimulates thinking
about the content of the lecture. Asking and responding questions are
beneficial to trainees because it enhance understanding and keep the
trainees focused on the content. Besides that, discussions, and
interactions allow the trainee to be actively engaged in the material of the
trainer. This activity helps in improving recall.
4) Computer Based Training (CBT): With the worldwide expansion of

companies and changing technologies, the demands for knowledge and
skilled employees have increased more than ever, which in turn, is
putting pressure on HR department to provide training at lower costs.
Many organisations are now implementing CBT as an alternative to
classroom based training to accomplish those goals.
Some of the benefits of computer based training are:
 Provides instructional consistency

 Reduces trainee learning time
 Increases access to training
 Affords privacy of learning
 Allows learning at individual pace
 Allows the trainee to master the learning
 Reduces the cost of training
5) Intelligent Tutorial System: This Intelligent Tutorial system uses

artificial intelligence to assist in training or tutoring the participants. This
system learns through trainee responses.
Features of Intelligent Tutorial Systems (ITS)
 It selects the appropriate level of instructions for the participants

 It guides the trainees
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 It also evaluates the training program
 It also improves the methodology for teaching the trainee based on
the information
 It is an interactive system
 It determines the trainee’s level of understanding
Intelligent Tutorial System (ITS) comprises of five components:
i) A domain expert also called the expert knowledge base

ii) A trainee model – stores the information on how the trainee is
performing during the training program
iii) A scenario generator
iv) A training session manager – interprets trainees responses and
responds either with tutoring, more content or information
v) A user interface – allows the trainee to communicate with the
Intelligent tutorial System
6) Programmed Instruction (PI): Programmed instruction is a Computer-

based training that comprises of graphics, multimedia, text that is
connected to one another and is stored in memory.
Programmed instruction is the procedure of guiding the participants

strategically through the information in a way that facilitates the most
effective and efficient learning. It provides the participant with content,
information, asks questions, and based on the answer goes to the next
level of information i.e. if the trainee gives the correct answer; one
branch moves the trainee forward to the new information. And if the
trainee gives the wrong answer then different branch is activated, taking
the trainee back to the review relevant information in more elaborate
manner.
This method allows the trainees to go through the content according to

the individual speed, and capability. Those trainees, who respond better,
move through the content rapidly.
Programmed Instruction also comes in
 Printed form i.e. books

 Tape
 Interactive Video
 Other formats
In programmed instruction, trainees receive information in substantial

amount and then tested on their retention of information. If the trainees
are not able to retain the information, they are referred back to the
original information. If the trainees retain the information, they are
108 referred to the next log of information.
Training and
Some of the features of programmed instructions are: Development
 It provides immediate feedback to trainee response

 It frequently reviews the content
 It programs small learning steps that results in fewer response errors
 It allows trainees to move through the content at their own speed, or
capability
 It requires frequent active responses by the trainees
7) Virtual Reality: Virtual Reality is a training method that puts the

participant in 3-D environment. The three dimensional environment
stimulates situations and events that are experienced in the job. The
participant interacts with 3-D images to accomplish the training
objectives. This type of environment is created to give trainee the
impression of physical involvement in an environment. To experience
virtual reality, the trainee wears devices, like headset, gloves, treadmills,
etc.
Virtual Reality provides trainees with an understanding of the

consequences of their actions in the work environment by interpreting
and responding to the trainees’ actions through its accessories:
Headset: provides audio and visual information
Gloves: provides tactile information
Treadmills: is used for creating the sense of movement
Sensory devices: transmits how the trainees are responding in the virtual
workplace to the computer
This allows the virtual reality (VR) system to respond by changing the
environment appropriately.
Some of the features of Virtual Reality System are:
 It is poorly understood – requires technical understanding

 It is expensive
 It is time consuming
 It is flexible in nature
 It does not incur traveling, lodging, or food cost
 It requires excellent infrastructure
7.4.2 Behavioural Methods

Behavioural methods are more of giving practical training to the trainees. The
various methods under behavioural methods allow the trainee to behaviour in
a real fashion. These methods are best used for skill development.
The various methods that come under behavioural methods are:

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1) Games and simulations: Games and Simulations are structured and
sometimes unstructured, that are usually played for enjoyment
sometimes are used for training purposes as an educational tool. Training
games and simulations are different from work as they are designed to
reproduce or simulate events, circumstances, processes that take place in
trainees’ job.A training game is defined as spirited activity or exercise in
which trainees compete with each other according to the defined set of
rules.
Simulation is creating computer versions of real-life games. Simulation

is about imitating or making judgment or opining how events might
occur in a real situation.
It can entail intricate numerical modeming, role playing without the

support of technology, or combinations.
Training games and simulations are now seen as an effective tool for
training because its key components are challenge, rules and nteractivity.
These three components are quite essential when it comes to learning.
Some of the examples of this technique include business games, role
plays, in basket technique, equipment stimulators and case studies.
Trainees can therefore experience these events, processes, games in a

controlled setting where they can develop knowledge, skills, and
attitudes or can find out concepts that will improve their performance.
2) Behaviour modelling: Behaviour Modelling uses the innate inclination

for people to observe others to discover how to do something new. It is
more often used in combination with some other techniques.In this
method, some kind of process or behaviour is videotaped and then is
watched by the trainees. Games and simulation section is also included
because once the trainees see the videotape, they practice the behaviour
through role plays or other kind of simulation techniques. The trainee
firstobserves the behaviour modelled in the video and then reproduces
the behaviour on the job.The skills that are required to build up are
defined. A brief overview of the theory is then provided to the trainers.
Then, trainees are given instructions that what specific learning points or
critical behaviour they have to watch. Then the expert is used to model
the suitable behaviours. Then, the trainees are encouraged to practice the
suitable behaviour in a role play or through any other method of
simulation. Trainees are then provided with some opportunities to give
reinforcement for appropriate imitation of the model’s behaviour. In the
end, trainer ensures that trainees appropriately reinforces the behaviour
on the work place
Behaviour modeming focuses on developing behavioural and

interpersonal skills. This type of method can be used for training in
 Sales training
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 Interviewee training Training and
Development
 Interviewer training
 Safety training
 Interpersonal skills training
3) Business games: With the increase in globalisation and changing

technologies, many organisations are now moving from board games to
computer based simulations, using interactive multimedia (IM) and
virtual reality (VR).
Business games are the type of simulators that try to present the way an
industry, company, organisation, consultancy, or subunit of a company
functions. Basically, they are based on the set of rules, procedures, plans,
relationships, principles derived from the research. In the business
games, trainees are given some information that describes a particular
situation and are then asked to make decisions that will best suit in the
favour of the company. And then the system provides the feedback about
the impact of their decisions.
Again, on the basis of the feedback they are asked to make the decisions
again. This process continues until some meaningful results do not came
out or some predefined state of the organisation exists or a specified
number of trails are completed.
As an example, if the focus is on organisation’s financial state, the game

may end when the organisation reach at desirable or defined profitability
level.
Some of the benefits of the business games are:
 It develops leadership skills

 It improves application of total quality principles
 It develops skills in using quality tools
 It strengthen management skills
 It demonstrates principles and concepts
 It explores and solves complex problem Benefits of business games
 Leadership skills
 Management skills
 Quality tools
 Principles and concepts
 Total quality principles
 Solves complex problems
Many games and simulations examine the total organisation but only
some focus on the functional responsibilities of specific positions in an
organisation. Business games simulate whole organisation and provide
much better perspective than any other training methods. They allow
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trainees to see how their decisions and actions impact on the related
areas.
4) Case Studies: Case studies try to simulate decision making situation that
trainees may find at their work place. It reflects the situations and
complex problems faced by managers, staff, HR, CEO, etc. The
objective of the case study method is to get trainees to apply known
concepts and ideologies and ascertain new ones. The case study method
emphasise on approach to see a particular problem rather than a solution.
Their solutions are not as important as the understanding of advantages
and disadvantages.
The trainee is given with some written material, and the some complex
situations of a real or imaginary organisation. A case study may range
from 50 to 200 pages depending upon the problem of the organisation.
Case Study method focuses on:
 Building decision making skills

 Assessing and developing Knowledge, Skills and Attitudes (KSAs)
 Developing communication and interpersonal skills
 Developing management skills
 Developing procedural and strategic knowledge
5) In Basket Technique: It provides trainees with a log of written text or

information and requests, such as memos, messages, and reports, which
would be handled by manger, engineer, reporting officer, or
administrator. In this technique, trainee is given some information about
the role to be played such as, description, responsibilities, general
context about the role.
The trainee is then given the log of materials that make up the in-basket
and asked to respond to materials within a particular time period.
After all the trainees complete in-basket, a discussion with the trainer
takes place.
In this discussion the trainee describes the justification for the decisions.
The trainer then provides feedback, reinforcing decisions made suitably

or encouraging the trainee to increase alternatives for those made
unsuitably.
A variation on the technique is to run multiple, simultaneous in baskets

in which each trainee receives a different but organised set of
information. It is important that trainees must communicate with each
other to accumulate the entire information required to make a suitable
decision.
This technique focuses on:

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 Building decision making skills Training and
Development
 Assess and develops Knowledge, Skills and Attitudes (KSAs)
 Develops of communication and interpersonal skills
 Develops procedural knowledge
 Develops strategic knowledge
Benefits of this In Basket Technique
 Decision making skills

 Knowledge, skills and Attitudes
 Communication and interpersonal
 Strategic knowledge
 Procedural knowledge
6) Role Plays: Role play is a simulation in which each participant is given

a role to play. Trainees are given with some information related to
description of the role, concerns, objectives, responsibilities, emotions,
etc. Then, a general description of the situation, and the problem that
each one of them faces, is given. For instance, situation could be strike in
factory, managing conflict, two parties in conflict, scheduling vacation
days, etc. Once the participants read their role descriptions, they act out
their roles by interacting with one another. Role Plays helps in
 Developing interpersonal skills and communication skills

 Conflict resolution
 Group decision making
 Developing insight into one’s own behaviour and its impact on
others
 Developing interpersonal skills
 Conflict resolution
 Developing insights
 Group decision making
There are various types of role plays, such as:
a) Multiple role play: In this type of role play, all trainees are in groups,
with each group acting out the role play simultaneously. After the
role play, each group analyses the interactions and identifies the
learning points.
b) Single role play: One group of participants plays the role for the rest,
providing demonstrations of situation. Other participants observe the
role play, analyse their interactions with one another and learn from
the play.
c) Role rotation: It starts as a single role play. After the interaction of

participants, the trainer will stop the role play and discuss what
happened so far. Then the participants are asked to exchange
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characters. This method allows a variety of ways to approach the
roles.
d) Spontaneous role play: In this kind of role play, one of the trainees
plays herself while the other trainees play people with whom the
first participant interacted before.
Besides the methods of training and development programme, we also

need to focus on whether the programme is carried out on the job or off
the job.
7.4.3 On-The-Job and Off-The-Job Training

Another simple classification of training method is into two categories:
 On-the-job training methods
 Off-the-job training methods
Let us now discuss these
On-the-job training: These methods are more popular and most commonly
used method used both in basic skills training and in management training
and development. Under this method, the individual is placed on a regular job
and taught the skills necessary for that job. The trainee learns under the
supervision and guidance of a qualified worker or instructor. The
development of a employees abilities can take place on the job. The benefit
of on the job training is that the employee learns as he/ she is working on the
job, thus the work hours are not lost and the employee learns form his
immediate superiors or colleagues in a natural work setup. As such on the job
training does not involve much of a preparation and it is also cost effective.
Though, the disadvantage can be that there could be error and even accidents
(especially if machinery is involved) and this needs sto be taken care of.
On-the-job training can be systematically organised by
 Preparing the learner for the training, by explaining him/ her the
relevance of the training, putting him/ her at ease, cultivating interest
and so on.
 Presenting the operation, that is, by explaining quality and quantity

improvements, explaining each step to the employees, encouraging him/
her to work at slow pace, focusing on difficult parts of the work activity
and so on.
 Trying out can also be encouraged by helping the employee carry out the
job at a slow pace, leading to gradual increase in his/ her skills and
speed, providing feedback and so on.
 Following up with the employees after he/ she seems to have gained the
skills to carry out the job, gradually decreasing supervision but providing
help in case of any difficulty, provide positive feedback and
reinforcement when job is well done.
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Training and
This method includes the following: Development
 Job Rotation: In this type of training the trainees will shift from one job
to another. It enables the employees to gain knowledge and experience
from the trainers of the different job assignments. This method is
common for training managers for general management positions. It
facilitates the trainee to understand the problems of employees on the
other jobs.
 Coaching: The trainee employee will undergo training under a particular

coach or supervisor. This coach provides feedback for the trainees on
their performance and also gives suggestion for improvement. A
majordisadvantage of this method is the trainee may not have the
freedom or opportunity to express his own ideas.
 Job Instruction Technique (JIT): This is also known as step by step

training. Here the trainer explains the trainee the way of doing the jobs
and provides feedback to improve the performance of the trainee.
 Team assignments: In this method a group of trainees are given and

asked to solve an actual organisational problem. The problem is solved
jointly by the team of trainees. This method helps to develop team work.
Other techniques of on the job training include orientation, internship,

apprenticeship, mentoring, and so on.
Off-the-Job Training: In this method trainee is separated from the job and is
made to learn the information that is related to the job. Here the trainees are
not disturbed by the job requirements as in on the job training methods.
Therefore they can concentrate on the learning and get trained before starting
the job. The development of a employees abilities can take place off the job
or away from the actual work place of the employee. Off the job training is
effective when it may not be possible to provide on the job training to the
employees as the machinery and raw material involve is costly and there
cannot be any wastage and also the possibilities of any error or accidents
need to be nullified. When the training is held away from the workplace, the
employee is in better position to focus and can also receive exposure to
theoretical information and innovative ideas. Though, when training
programme is carried out off the job, extensive preparations need to be
carried out that involves investment of various resources including financial
investment. There is also loss of work hours during the period that the
employees are participating in the training. Though is effectively and
systematically planned, the benefits of an off the job training are long term.
The following methods are part of off-the-job training:
 Vestibule training: In this method the real work setting is simulated. The
files and equipment used in actual work situation are also used here.
Later the skills learned in the simulated setup are used in actual job.
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 The case method: Here the job situation is presented on the paper, and
the group of trainees identifies the problems and offer solutions. Here
trainees learn from each other and receive feedback on one another’s
performances.
 The incident method: This is similar to the case method. In this method
trainees only get know the outline of a particular incident. The trainees
have an interaction with the trainer and seek information on the incident
by asking questions. After seeking adequate information trainees attempt
to solve the problem. Later at the end of the session the trainer gives all
the information and trainees compare their solution based on the
complete information.
 Role playing: This method is the human interaction that involves

realistic behaviour in imaginary situations. The members play a role of
certain characters such as manager, supervisor, workers etc. this method
is mostly used for developing inter-personal interactions and relations.
 Experiential exercises: This technique incorporates elements of both

case study and role playing. Trainees examine their responses first as
individuals, then with the members of their own groups or teams, and
finally with larger group and with the trainer.
 Conference or discussions: This involves a group of people who give

ideas, examine and share information which help the trainee to improve
his job performance.
 Programmed Instruction: This is a popular method of recent times. In

this the subject matter which has to be learned is presented in a series of
carefully planned sequential units. These units are arranged from simple
to complex levels of instruction. The trainee goes through these units by
answering questions or filling the blanks.
The other techniques of off the job development aresensitivity training,

straight lectures/ lectures and so on.
7.4.4 Computer Based Training

In the present advanced technological society the medium of training is
shifting from classroom training towards learner centered, technology
mediated training that is Computer Based Training.
Computer Based Training is presentation of text, graphics, video, audio via

computer for the purpose of building job relevant knowledge and skill.
Common forms of CBT includes multimedia learning environments, intranet
and web- based instruction, e-learning, virtual reality training etc.
This method consists of two features: 1) Customisation: in which programs

can be adapted based on characteristics of the learners, and 2) learner control:
116
Training and
in which learners may modify the learning environment to suit their own Development
purposes.
Therefore CBT represents adaptive learning, its flexibility, and its potential
cost savings is making this method of training more popular.
7.4.5 Training and Development Techniques

Training and development techniques fall into three categories
1) Content techniques: to provide knowledge or information at cognitive

level i.e. information processing techniques
2) Process techniques: to change attitudes, develop self-awareness and

improve interpersonal skills. These are based on theoretical models of
learning and behaviour change. e.g.; roles play behavioural modification
and transactional analysis.
3) Mixed techniques: to provide both information-transmitting function

and an attitude change function, for example, conference, discussion,
simulation and on the job training.
1) Explain in-basket training?
…………………………………………………………………………….
…………………………………………………………………………….
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…………………………………………………………………………….
7.5 LET US SUM UP

In the present unit, we discussed about the meaning and nature of training
and development. Training is the act of increasing the knowledge and skills
of an employee for performing the job assigned to him. It is a short-term
process. After an employee is selected, placed and introduced in an
organisation he must be provided with training facilities so that he can
perform his job efficiently and effectively. Development is a long-term
educational process utilising an organised and systematic procedure by which
managerial personnel learn conceptual and theoretical knowledge for general
purpose. It covers not only those activities which improve job performance
but also those activities which improves the personality of an employee.
Importance and need for training and development were also covered. The
unit further covered the main components of the process if training and
development including assessment of training and development needs,
designing training and development programmes, implementation of the
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Practices
training and development programmes and evaluation of the training and
development programmes. Cognitive and behavioural methods of training
and development were also covered. The unit lastly focused on on-the-job
and off-the-job training, computer based training and training and techniques.
7.6 REFERENCES
Aswathappa, K. (2015). Human resource management. New Delhi: McGraw

Hill Education.

Sage




Holiday, Marc. (2021). Employee Retention vs. Turober: Key Differences &
Why It Matters retrieved from
https://www.netsuite.com/portal/resource/articles/human-
resources/employee-retention-turnover.shtml.

New Delhi: Cengage.
7.7 KEY WORDS

Training: Training is the act of increasing the knowledge and skills of an
employee for performing the job assigned to him. It is a short-term process.
After an employee is selected, placed and introduced in an organisation he
118
Training and
must be provided with training facilities so that he can perform his job Development
efficiently and effectively.
Development: Development is a long-term educational process utilising an

organised and systematic procedure by which managerial personnel learn
conceptual and theoretical knowledge for general purpose. It covers not only
those activities which improve job performance but also those activities
which improves the personality of an employee.
7.8 ANSWERS TO CHESK YOUR PROGRESS

1) State any one need of training and development.
Training and development optimises human resource utilisation
1) List the main components of the process if training and development
The main components of the process if training and development include

the following:
 Assessment of training and development needs
 Implementation of the training and development programmes.
1) Explain in-basket training?
In-basket training provides trainees with a log of written text or

information and requests, such as memos, messages, and reports, which
would be handled by manger, engineer, reporting officer, or
administrator.

1) Explain the meaning and nature of training and development.
2) Describe the process of training and development.
3) Discuss the cognitive methods of training and development.
4) Explain the behavioural methods of training and development.
5) Describe on-the-job and off-the-job training.
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Human Resource
Practices UNIT 8 PERFORMANCE APPRAISAL *
Structure
8.0 Objectives
8.1 Introduction
8.2 Meaning and Nature of Performance Appraisal
8.2.1 Benefits of Performance Appraisal
8.2.2 Constraints Experienced During Performance Appraisal

8.3 Process of Performance Appraisal
8.4 Methods of Performance Appraisals
8.4.1 Traditional Methods
8.4.2 Modern Methods

8.5 Let Us Sum Up
8.6 References
8.7 Key Words
8.8 Answers to Check your Progress
8.10 Activity
8.0 OBJECTIVES
 describe the nature of performance appraisal;
 explain the process of performance appraisal; and
 describe the methods of performance appraisal.
8.1 INTRODUCTION
Ms. Sheela was a Human Resource Manager in A2Z company and had an
intern named Yamini. Yamini was progressing well in her internship and had
some relevant questions to ask Sheela. Let us look at the questions that Yamin
had for Sheela.
Yamini: Maam, you have so far explained to me various functions of human

resource management. You also told me how important is human resource
development. I would like to know more about performance appraisal.
Ms. Sheela: Well Yamini, performance appraisal is one of the significant

function of a human resource management.
*
Prof. Suhas Shetgovekar, Faculty, SOSS, IGNOU, Delhi
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Performance Appraisal
Yamini: Yes maam, I think in performance appraisal, we assess or evaluate
the performance of the employees.
Ms. Sheela: Absolutely right Yamini.
Yamini: But Maam, why is it required?
Ms. Sheela: Well, many significant aspects like promotion, training and
development programmes, salary etc. could be decides based on performance
appraisal and therefore it is very important. Also the employee needs to know
or get a feedback about his/ her own performance so that it can be improved.
Yamini: Maam, performance appraisal seems relevant not only for the
employee, as he gets a feedback about his performance but it can also help
organisation in developing training and development programmes to
enhance the skills and knowledge of the employees.
Ms. Sheela: Absolutely right Yamini.
From the above conversation between Sheela and Yamini, you must have got
a little idea about what performance appraisal is. In the present unit, you will
get further idea about the nature of performance appraisal, its process and
methods.
8.2 MEANING AND NATURE OF PERFORMANCE

APPRAISAL
Performance appraisal refers to various procedures and methods that may be
used in order to evaluate the performance of an employee in an organization.
Aswathappa (2015, page 322) explained performance appraisal as “an
objective assessment of an individual’s performance against well defined
benchmark”. Denisi et al (2014) described performance appraisal as an
evaluation of an employees performance that is specific and formal in nature
and it is carried out in order to ascertain whether the job allotted to the
employee is being carried out by him/ her effectively.
Bohlander and Snell, 2013, page 322) defined performance appraisal as “the
result of an annual or biannual process in which a manger evaluates an
employee’s performance relative to the requirements of his/ her job and uses
the information to show the person where improvements are needed and
why”. Dessler (2013, page 284) stated that “performance appraisal means
evaluating an employees current and/or past performance relative to his or
her performance standards”.
We discussed some of the definitions of performance appraisal and it is clear

that performance appraisal involves evaluation or assessment of employees
performance. And in order to do so various methods could be used. The
process of performance appraisal is also objective in nature and is a formal
process. Based on the performance appraisal, the employees can be given
feedback about their performance. 121
Human Resource
Practices
Performance appraisal is relevant as it gives Human Resource (HR) manager
and the organisation about the effectiveness of the recruitment and selection
processes carried out by them. If the performance of employee is good, it can
be said that right candidate was selected. Further, significant decisions that
are taken by HR department like promotion, demotion, transfers, termination
and so on can be based on performance appraisal carried out in the
organisation. Performance appraisal also provides feedback to the employees
about his/ her performance and thus the employees and the organisation can
then work on the deficiencies displayed by the employees and based on the
strengths displayed by the employees, the employees can be assigned
significant roles and responsibilities.
Some of the objectives of performance appraisal can be listed as follows:
 To make decisions regarding promotions, demotions, termination etc.
 To ascertain and identify training and development needs.
 To make decisions regarding confirmation of employees after their

probation period.
 To make decisions regarding pay raise and incentives etc.
 To provide performance related feedback to the employees.
 To provide a channel of communication between the employee and

immediate superior(s), so that there can be discussions on organisational
as well as employees personal goals.
 To determine if the human resource management functions such as

recruitment, selection and placement have been effectively carried out.
Thus, performance appraisal can be used for developmental purpose,

administrative purpose (in decision making), organisational purpose and
documentation purpose (Aswathappa, 2015).
Performance management is a relevant term in the context of performance

appraisal. It can be explained as set of activities that an organisation carries
out in order to bring about a change or improvement in employee
performance. It can be said that one of the main goals of performance
appraisal is performance management.
Performance appraisal may be informal or formal. An informal performance

appraisal is one that is carried out on regular basis by the immediate
supervisor. This can be very effective as the immediate supervisor can keep
track of the performance of the employee on the regular basis and can report
any shortcomings. Also such an appraisal is cost effective and the feedback is
instantly received by the employee with regard to his performance. On the
other hand formal performance appraisal is carried out the organization once
in six months or in a year depending on the policy, size and nature of the
organization. An elaborate procedure may be involved in this along with
122
participant of a number of employees. A considerable financial investment is
also required. This kind of appraisal may be conducted by the human
resource department in the organization or by an external consultant or an
assessment centre.
8.2.1 Benefits of Performance Appraisal

The benefits of performance appraisal are as follows:
1) The employee becomes better aware about his/her own self, about his/
her performance, strengths and weaknesses. Necessary steps or measure
can then be taken by him/ her in order to enhance the strengths and deal
with weaknesses.
2) The employee also develops a better understanding of his/ her role in the
organization and the expectations from him/ her. Thus he/ she can plan
about the ways these expectations may be met.
3) Performance appraisal can lead to high motivation, better job satisfaction

and self concept.
4) It also provides the employees and their immediate supervisors an

opportunity to discuss the work related problems and ways to overcome
them.
5) It also provides a platform for the employees to express and discuss their
aspiration and career goals.
6) The organisations benefit from performance appraisal as they can

identify the strengths and weaknesses of their employees. And on the
basis of performance appraisal results decision may be taken with regard
to promotions, demotions and transfers in the organization.
7) Suitable training and career development programmes can be organized

by the human resource department based on the results of the
8) With suitable feedback conveyed to the employees, the result of

performance appraisal can be improved performance in the organization.
8.2.3 Constraints Experienced during Performance

Appraisal
We discussed about the benefits of performance appraisal and realise how its
is an important aspect of any organization. One of the most important
functions of training and development may be based on the results of the
performance appraisal. However care has to be taken with regard to
implementation of performance appraisal as certain constraints may be faced
while doing so. The constraints face may be discussed as follows:
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Human Resource
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1) Negative organizational culture that does not value performance
appraisal and does not suitable promote giving and receiving of
feedback. A negative attitude towards performance appraisals may be as
a result of unfair performance appraisal in the past or due to lack of
seriousness about the process on the part of the management.
2) Lack of willingness on the part of the employees may also lead to failure
of the performance appraisal process. An employee may worry about
negative feedback and criticisms that he/ she may receive as a result of
performance appraisal and hence will resist the whole process or will not
commit to it thoroughly.
3) Apprehensions about the use of performance appraisal outcomes. Many

employees may resist performance appraisal because they are worried
about the outcome. They may feel that on the basis of the appraisal they
may be demoted or may loose the job.
4) Lack of proper procedure in implementation of performance appraisal

will also interfere with whole process. Adequate planning is required at
the same time fair means are to be adopted while the appraisal is
conducted.
5) Role and goal ambiguity are other aspects that may lead to failure of
performance appraisal. In order for an employee to perform, he/she
should have clear idea about the role they have to play and about the
goals they have to achieve. Only then can the performance appraisal will
effectively measure the performance of theemployee.
6) Lack of linkage between performance appraisal and the reward system

can also lead to failure of performance appraisal. It is important that
there is a link between the performance appraisal and reward system. As
per the level of performance of the employee he/ she should be
adequately rewarded. In absence of such a link, performance appraisal is
meaning less and will fail to motivate employees to achieve their set
goals.
7) Low motivation to perform at the same to participate in the performance

appraisal process is another reason that contributes to an unsuccessful
1) What is performance appraisal?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
124
8.3 PROCESS OF PERFORMANCE APPRAISAL
The process of performance appraisal can be described as follows:
Stage 1 Selection of performance factors and setting of the standards to

be achieved: In order for an employee to perform he/ she should first have
clear idea about the goals and objectives that he/ she has to achieve. Thus the
employees should not only be aware about the goals he/ she has to achieved
but should also be informed about the necessary performance factors and
standards to be achieved by them.
Stage 2 Setting the period for performance appraisal: The period during
which the whole process of performance appraisal shall take place has to be
notified. This will not only help the appraiser plan ahead of time. But the
employees will be prepared for the process of appraisal.
Stage 3 Selecting the method for performance appraisal setting the stage
for performance appraisal to be carried out: we will discuss various
methods of performance appraisal later in this unit. One or more of these
methods have to be selected based on the size and nature of the
organizational and also the financial budget available for carrying out the
appraisal.
Stage 4 Measuring the performance of the employees: With all the above
preparation in place, the actual performance of the employee is then assessed
and recorded. Suitable instructions and training is also provided to the
appraisers
Stage 5 Communication of the results of performance appraisal or giving

feedback: The results obtained are then communicated to the employees in a
systematic manner.
Stage 6 Application of the results of performance appraisal: The results

are also further utilised to develop suitable intervention strategies.
1) List the first stage in the process of performance appraisal.
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
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125
Human Resource
Practices 8.4 METHODS OF PERFORMANCE APPRAISALS
Varied method of performance appraisal can be utilized in an organizational
setup depending on the nature, financial status and size of the organization.
Mamoria, Gankar and Pareek (2004) various traditional and modern methods
of performance appraisal. These can be discussed as follows:
8.4.1 Traditional Methods

Let us discuss some of the traditional methods of performance appraisal.
1) Straight ranking method: This is one of the oldest and simplest

methods of performance appraisal. Under this method, all the employees
are compared with each other and ranked. The performance of an
employee is not considered, but the employee is perceived as a whole
and is compared to other employees. Numerical ranks are assigned to
each employee.
2) Paired comparison technique: Under this technique each employee is

compared to another employee in pairs on each trait. Rank is then
assigned to each employee. Though the judgement in this case is easier
than that in the previous method. It is a tedious job when a large number
of employees are involved.
3) Man to Man comparison method: Under this method, a scale of a man

is created for various factors like leadership, communication, honesty,
hardworking etc. and then each employee is compared with this scale.
Thus the employees are not compared to each other but are compared to
a key man with regard to one factor at a time. However designing of such
a scale is a challenging job.
4) Grading: In this method, certain categories are first established and

defined, like dependability, hardworking, cooperativeness etc. and then
employees are graded on the basis of these categories as per his/ her
performance. Grades in terms of A- Excellent, B- Good, C- Average, D-
Poor, E- Very poor may be provided to the employees.
1) Forced choice description method: In this method certain phrases in

sets and then the immediate superior has to choose one of the phases that
closely describes the employee. For example:
Under pressure:
a) The person is able to manage pressure and function at his/ her best
b) Seeks help and support of others
c) Performance reduces drastically
d) Experiences stress and tries to avoid work
The supervisor is then to select from the above phrases that optimally
126 describes the employee. However a lot of personal bias can interfere with
this method. Also trained technicians are required to develop the
statements for each occupational group.
6) Check lists: Under this method, a series of questions or statements are

created and the appraiser has to answer either yes or no.
2) Free form essay method: This can be termed as an open ended

appraisal as the immediate supervisor is free to write about the
subordinate in an essay form or in a descriptive manner. This is more of
a qualitative approach than quantitative. However a lot of subjectivity
may be involved in this method and there is no single criteria for
evaluation.
These were some of the traditional methods. There are various disadvantages
of using the traditional methods. Firstly, the manager or the immediate
supervisor needs to be provided with adequate training as to appraise the
employees. Rater’s bias may also interfere with the overall process of the
appraisal. The appraiser’s personality may also interfere as some appraisers
are lenient and some are overly strict in their appraisal. Also most of the
traditional methods require a lot of preparation in terms of creating scales and
statements that might be time consuming. Further they may not actually give
a complete idea about the overall performance of the employee as they focus
more on the task of the personality of the employee.
We will now discuss certain modern methods of performance appraisal that

better suited for most of the organisations and can be aptly implemented.
8.4.2 Modern Methods

Some of the modern methods of performance appraisal are discussed as
follows:
1) Assessment centres: Assessment centres utilise multiple methods of

appraisal and multiple appraisers. It may involve an interview, a written
test, a group discussion or situational exercises. The appraisers may be
the higher level managers in the organization. They evaluate each
employee and then a summary report is submitted. Assessment centres
may be a part of the organization or may be an external agency that is
hired for the purpose. Besides performance appraisal the assessment
centres can be used to conduct recruitment and selection, develop
training programmes and plan human resource activities.
Assessment centres are effective as they provide complete idea about a

particular employee as multiple appraisers and multiple methods are
used. However it is time consuming especially when managers and
superiors from the organization are involved, their work in the
organization may suffer. Also they will need some training with regard
to how the appraisal is to be carried out. In case an external agency is
appointed, it might become a very costly affair.
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Human Resource
Practices
In order to successfully use assessment centres for performance
appraisal, it is necessary to mainly focus on the goals that are clearly
communicated to each employee, ensure commitment of not only top
management but employees at all level.
2) 360 Degree Performance Appraisal: In this method the appraisal of a

single person is created by his/ her superiors, subordinates and peers and
employee himself/ herself hence the name 360 degree. The data is then
collected from all the parties and suitable feedback is provided to the
employee. Self assessment also helps employee understand his/ her own
strengths and weaknesses in a better manner. However personal bias and
rivalry needs to be avoided during such an appraisal. The employees
however may not easily accept implementation of suach a method in the
organization as they might be worried about the negative feedback
especially from their subordinates and peers. Suitable communication,
clarification and training with regard to the process of this method may
help its smooth and effective implementation.
3) Management By Objectives (MBO): The method was introduced by

Peter Drucker and is one of the most effective methods of performance
appraisal. In this method based on the organizational goal, goals are
created for each department in the organization and based on the
departmental goals and the potentiality of individual employee in the
department; individual goals are created for each employee after a
discussion between the employee and the superior. These employees are
then supervised for their progress towards the goal and suitable help and
support is provided in case any problem or obstacle is faced by the
employee so as to help him/ her achieve the goal assigned to him/ her.
Suitable feedback is also provided to the employee from time to time. A
lot of interaction and discussion is promoted by this method between the
employee and the superior that enhances the overall functioning of the
department and in turn of the organization. The superior plays role of a
coach, mentor and counsellor . The main focus of this method is goal
setting besides participant and feedback. The method is termed effective
because it motivates the employees to perform better, conflicts are
reduced and participation increases, role and goal ambiguity is also
reduced considerably. A lot of planning is encouraged. Problems are
solved faster and in time that enhances achievement of goals. The
performance deficiencies of the employee are identified and measures
can be taken to rectify them during the process of goal achievement.
However, the method is time consuming and requires a great deal of

involvement and positive attitude on the part of the employees and the
superiors. However in long term the effects of this method are positive
and long lasting that influences that overall organizational culture and
enhances it for smooth functioning of the organization.
128
4) Behaviourally Anchored Rating Scales (BARS): This again is one of
the most effective methods of performance appraisal that involves five
stages.
 Firstly it is important to generate critical incidents. The employees
working on a particular job are asked to describe specific critical
incidents that can take place on the job and that call for effective
performance on the part of the employee.
 These incidences are then categorised in to smaller sets of
performance dimensions. Each category is then defined.
 Then a group of employees are given certain critical incidents and
asked to locate them as per the categories.
 The group is then asked to rate the behavior described in the incident
as to how effectively or ineffectively it represents performance on
the performance dimension.
 The subsets of incidents are then used as behavior anchors.
Though the method is time consuming and expensive it is more accurate

as it is done by experts. Clear standards are utilised and suitable feedback
is provided.
1) Explain Management By Objectives.
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8.5 LET US SUM UP

To sum up, in the present unit, we discussed about meaning and nature of
performance appraisal, its process and traditional and modern methods of
performance appraisal. Denisi et al (2014) described performance appraisal
as an evaluation of an employees performance that is specific and formal in
nature and it is carried out in order to ascertain whether the job allotted to the
employee is being carried out by him/ her effectively. Performance appraisal
plays an important role in an organisation and various aspects like
promotions, demotions, terminations, training and development, pay raise
etc. will be based on performance appraisal. the unit also discussed the
objectives of performance appraisal. The process of performance appraisal
was also discussed. Lastly, the traditional and modern methods of
performance appraisal were highlighted.
129
Human Resource
Practices 8.6 REFERENCES
Practices 10th Edition; London: Kogan Page.
Aswathappa, K. (2015). Human Resource Management. New Delhi: McGraw

Hill Education (India) Private Limited.
Beaumont, P.B. (1993). Human Resource Management: Key Concepts and

Skills. London: Sage.

Bhatia, S.K. (1999). Principles and Techniques of Personnel Management/

Human ResourceManagement. New Delhi: Deep and Deep Publications Pvt.
Ltd.
Bohlander, G. W. and Snell, S. A. (2013). Principles of Human Resource

Bratton, J and Gold, J. (2003). Human Resource Management Theory and

Practice. New York. Plagrave Macmillan, 3rd Edition
Cascio, W.F. (1992). Managing Human Resources: Productivity, Quality of

Work Life, Profits. New York: McGraw-Hill Book Company.

Fisher, Cynthia. D, Schoenfeldt , Lyle .F and Shaw .J, B.(2004) Human

Resource Management. 5th Edition, Indian Adaptation, New Delhi: Biztantra
Gankar, S.V; Mamoria, C. B and Pareek, U (2004). Personnel Management.

Delhi: Himalaya Publishing House.
Pattanayak, B. (2004). Human Resource Management. New Delhi. Prentice-

hall of India.
Purcell J., Boxall P. (2003). Strategy and Human Resource Management.

New York: Palgrave, Macmillan
Rao P.S. (2009). Personnel and Human Resource Management and Industrial
Relations. New Delhi: Himalaya Publishing House.
Rao P.S. (2010). Essentials of Human Resource Management and Industrial

Relations. New Delhi: Himalaya Publishing House.

New Delhi: Cengage.
130
8.7 KEY WORDS
Performance appraisal: Aswathappa (2015, page 322) explained
performance appraisal as “an objective assessment of an individual’s
performance against well defined benchmark”.
Performance management: Performance management is a relevant term in

the context of performance appraisal. It can be explained as set of activities
that an organisation carries out in order to bring about a change or
improvement in employee performance.

1) What is performance appraisal?
Dessler (2013, page 284) stated that “performance appraisal means

evaluating an employees current and/or past performance relative to his
or her performance standards”.
1) List the first stage in the process of performance appraisal.
Selection of performance factors and setting of the standards to be

achieved is the first stage in the process of performance appraisal.
1) Explain Management By Objectives.
The method was introduced by Peter Drucker and is one of the most
effective methods of performance appraisal. In this method based on the
organizational goal, goals are created for each department in the
organization and based on the departmental goals and the potentiality of
individual employee in the department; individual goals are created for
each employee after a discussion between the employee and the superior.

1) Explain the meaning and nature of performance appraisal.
2) Describe the process of performance appraisal.
3) Explain the traditional methods of performance appraisal.
4) Discuss the modern methods of performance appraisal.
8.10 ACTIVITY
Write a review of this unit in around 1000 words in your own words.
Highlight the main points that you learnt about performance appraisal.
131
Human Resource
Practices
132
BLOCK 3
HUMAN RESOURCE MANAGEMENT
FUNCTIONS
133
Human Resource
Practices
134
Employee Retention
UNIT 9 EMPLOYEE RETENTION AND and Engagement
ENGAGEMENT*
Structure
9.0 Objectives
9.1 Introduction
9.2 Concepts and Management of Employee Turnover and Employee
Retention
9.2.1 Employee Turnover
9.2.2 Employee Retention
9.2.2.1 Parameters to Assess Pros and Cons of Employee Retention
9.2.2.2 Factors Affecting Employee Retention
9.2.2.3 Role of Motivation in Employee Retention
9.2.3 Misconceptions related to Employee Turnover and Retention

9.3 Strategies to Reduce Employee Turnover and Enhance Employee
Retention
9.4 Concept of Employee Engagement
9.4.1 Categories of Employee Engagement
9.4.2 Models of Employee Engagement

9.5 Ways to promote Employee Engagement
9.6 Lets Us Sum Up
9.7 References
9.8 Key Words
9.9 Answers to check your progress
9.11 Activity
9.0 OBJECTIVES
After reading this unit you should be able to
 discuss the management of employee turnover and retention;
 explain strategies ti reduce employee turnover and enhance employee
retention;
 describe the concept of employee engagement; and
 explain ways to promote employee engagement.
*
Dr. Tapati Roy Yadav
135
Human Resource
Management 9.1 INTRODUCTION
Functions
Yamini (the intern from IGNOU placed ay A2Z company was looking for Ms.
Sheela (HR manager of A2Z company). When she was Ms. Sheela, she
seemed seemed to be in a hurry. Yamini needed some signatures from Ms.
Sheela so she approached her.
Yamini: Maam, Good morning, I needed some signatures from you on some
of my forma.
Ms. Sheela: Oh sure Yamini but I am a bit busy today as Mr. Batra will be
here any time.
Yamini: Ok maam. But why is Mr. Batra coming here today. He left the
organisation right.
Ms. Sheela: Yes Yamini, he is coming for his Exit Interview.
Yamini (confused): But maam interview is taken when before the job. Is Mr.
Batra joining again.
Ms. Sheela (with a smile): No dear, exit interviews are carried out to
understand why an employee has left the job. It is crucial to understand these
aspects so that measures can be taken to retain the employees.
Yamini: Oh ok. Thanks maam. I will wait till you finish with the exit
interview.
Understanding why employees leave an organisation is crucial as if the

reasons are related to the organisational dimension then suitable measures
need to be taken as otherwise there could be high turnover which can have an
impact on the organisation, its functioning and its production and
profitability.
An organization invests heavily on time and finances to train its employees to

make the best of available resources and attain success. In long term
employee grows with growth of organization and consistency in performance
of employees lead the organization towards success. On the contrary when
employee quits everything goes for toss. Organisations invest a lot of money,
time and productive hours of senior executive on employee’s training.
Employees quit because of misperception of role and structure,
misinterpretation of messages and instruction, non acceptance of norm or
somebody’s misbehaviour, or cultural difference. When an employee unduly
leaves organization it is termed as employee turnover. By clearly defining the
role and investing in employee, giving them ample space to grow,
minimising rude behavior or conflict and creating a positive ambience
organization can retain their precious human resources.
In past two decades employable individuals enjoyed variety of job options

and organisations faced high frequency of employee turnover because of
136 expansion in industries and entrepreneurial initiative. It is very important for
Employee Retention
an organization to ensure longer tenure of productive employees with high and Engagement
performance rate to maintain stability and enhance growth rate in competitive
scenario. Employee engagement has evolved as key to such barrier.
Employee engagement provides margin and scope to such employees. It is
the psychological contract an employee commits to the organization. An
engaged employee understands the purpose and fitment with organization.
Engaged workforce leads to success with experience and beat the competitors
with passion. Employee engagement is instrumental to make successful
retention plan. Both employee engagement and retention are significant
aspect of employee management.
In this unit, there are three significant terms that we are focusing on,
employee turnover, employee retention and employee engagement. All these
three terms are related to each other. In the subsections that will follow, we
will discuss these three concepts and also look at the ways in which
employee engagement can be promoted so as to reduce employee turnover
and increase employee retention.
9.2 CONCEPTS AND MANAGEMENT OF

EMPLOYEE TURNOVER AND RETENTION
Two significant terms in that we need to discuss in the context of managing
human resources are turnover and retention. In the present section of this
unit, we will focus on the meaning of these terms and how these can be
managed. The focus of this subsection as you will notice is on employee
retention as when measures are taken to retain employees, the turnover in
terms of voluntary turnover (employee leaving the organisation for personal
reasons) will decrease.
9.2.1 Employee Turnover

Employee turnover is defined as ratio of employees who leaves the
organization, either by choice or as norms, within a time frame.It is irrelevant
if the employee has resigned or retired; in either case a vacuum is created in
the organization and it slows down productivity. To be able to frame a
strategy to retain such employees it is necessary to understand reasons and
proportion of turnover.
Employee turnover can be segmented in four categories voluntary,

involuntary, desirable and undesirable.
 Voluntary turnover: Employee resigns from the post on various

grounds of illness, relocation, or taking up new job elsewhere.
 Involuntary turnover: Employee gets retired on completion of term or
is terminated on different grounds of indiscipline or very high
absenteeism.
 Desirable turnover: Replacing underproductive employees with new
talent and skill.
137
Human Resource  Undesirable turnover: Losing skilled and productive employees.
Management
Functions
Before taking steps to employee retention, organization should ascertain the
rate, cause, and effect of employee turnover on productivity, and cost to
sustaining employee. In such case it becomes important to calculate
employee turnover rate. It can be calculated implying the formula
Employee who left
1) Employee turnover rate = ————————————— × 100
Average number of employee
number of employees + number of employees

in the beginning in the end of period
of period
2) Average number of employee = ——————————————————
2
Employee turnover can be attributed to several causes, both personal and

professional. At personal level low remuneration, less scope to growth, work
life imbalance, and work overload contributes majorly. At organizational
level ambiguity of role, bullying, mismatch of goals, feeling of undervalued,
and frequent restructuring are major contributor to employee turnover.
According to
Some of the reasons why employees leave can be lack of satisfaction at work,
better prospects or alternatives, negative experiences at workplace,
inadequate relationship with immediate supervisor and colleagues, lack of
role clarity, inadequate job design, lack of teak cohesiveness and so on.
Philips (1990), employee turnover has more hidden effects than visible one.
Invisible effects count for attachment or detachment of existing employees
with employees who left or the one who joined as replacement. Time and
energy invested in the process of acquisition and training accounts for
intangible loss. Evident effect employee turnover is seen on productivity, lost
sales and profitability. Although employee turnover accounts more for loss
and very less for anything positive, it is not bad always.
Keeping in mind the negative effect of employee turnover on the

organisation, it is important to understand why the employees are leaving the
organisation. This is also the reason why an exit interview is often conducted
by human resource managers with the employees who are leaving the
organisation. Such interviews mainly look at the reasons why the employee
has left the organisation. Whether it is for better prospects, or due to
organisational aspects like inadequate communication, structure, high work
pressure and so on. Employee turnover in an organisation can be understood
by carrying out an analysis of human resource administration data related to
resignations, requests for references as well as the date related to retirements
and superannuations, dismissals, redundancies and so on. Measuring job
satisfaction and work motivation of the employees can also help in predicting
employee turnover and measures can be taken to enhance these. Once the
138
Employee Retention
reasons for employee turnover are identified, then suitable measures to retain and Engagement
employees can be taken.
9.2.2 Employee Retention

Employee retention is typically the number of employees any organization
keeps within the same specified time frame. Employee retention is to
strategically ensure that employees do not leave. The first step in the process
is to figure out why the employee would leave. Some reason could be:
 Remuneration: When employee perceives the remuneration as unfair,

and lower than expectation, or lower in comparison to competitors, they
quit.
 Recruitment errors: When employer fails to attract the right candidate
and positions are filled in hurry, employee quit to find a better fitting
profession.
 Personal attributes: Employee quit for personal reasons, they get bored,
they relocate, they do not fit in the culture, and sometimes they quit
because they distrust the leadership and lack confidence in management.
 Mismatched expectations: Employees quit when they differ in goals
and orientation with organization. Sometimes conflict is with the job
assigned and not organizational goal, other times it is just a mismatch of
expectation related to compensation and benefits.
 Scope to grow: Employees in small organization majorly quit because of
narrower scope to grow. Such employees are ambitious and high on
achievement orientation. Depending on type of organization 80% – 90 %
of employee retention rate is considered good, implying that employee
turnover can be good too.
9.2.2.1 Parameters to Assess Pros and Cons of Employee

Retention
Following are the parameters to assess pros and cons of employee retention.
 Cost and benefits: it is true that retention scheme is beneficial to avoid

costs involved in recruitment of new employee. It would prove to be
more expensive if vested in retaining underperformers.
 Longevity: Retention scheme is preferred tool to have experienced
employees for longer time, but it would cause lot of harm if longer
association results in groupism or social loafing.
 Culture: Retention is good to transpire organizational values through
generations. It would be dangerous to retain bad employee because
unethical practice is propagated through same means of communication.
 Loyalty: Retention is good when employee is constructive, positive and
loyal. They work in favour of organizational growth. Retaining a
destructive employee would result in losing business, data, harmony and
positivity in organization. 139
Human Resource  Productivity and performance: Retention of interested employee
Management
Functions would make them perform better where as disinterested employee would
promote gossiping and underperformance affecting organizational goals.
 Workflow and quality: Employees holding key positions should be
tried to retain for longest possible tenure to ensure swift workflow of
good quality. Peripheral employees can be relieved if the cost of
retaining is more than return to organization. Such employees create
hurdle in workflow.
 Boundaries: When an employee reaches the optimum performance in
organization and deserves more in turn, it is preferable to allow him
leave and not burdening the organizational in financial terms. It is
advisable to verify all the options and counter verify the performance to
avoid losing an efficient employee or retaining someone at higher price
who deserved less.
9.2.2.2 Factors Affecting Employee Retention
Employee retention is of paramount importance to the organization in terms
of intellectual property. According to Zineldin (2000) retention is an
obligation to continue to do business or exchange with a particular company
on ongoing basis. Human resource is storage of all possible ideas and data to
individual capacity which contributes in growth of the organisations;
Leakage of information and absquatulation would cause constant threat to
organizational secrets. Quoting Logan (2000) six factors primarily
responsible for success or failure of employee retention scheme are:
1) Organizational culture: It is found that some organisations put high

value on team work and security, individual respect, and loyalty. Such
organisations retain their employees for long term. On the other hand
some organisations put more emphasize on personal initiative and job
performance. Such organisations witness high rate of employee
turnover.
2) Communication: Practicing open communications in organization keep

the employees informed on policy matters. Two way communications
serves better in employee retention by assuring them that their opinion is
valued. Autocratic organization with closed communication channel stir
up distrust and fails in employee retention.
3) Strategy: Those organisations which strategically place itself high in

the market succeeds in retaining employees better than organization with
no strategic plan and growth. Success of organization, employee, and
employee retention program are interdependent. A well planned strategy
ensures growth of organization and longevity of employees.
4) Pay and benefits: Fair pay and competitive benefits strongly influences
employee retention in any organization. Subsidized meal, paid company
holidays and covered health plan are some of the preferred benefit
package that promises greater success of employee retention plan.
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Employee Retention
5) Flexible work schedule: It is all about how much control an employee and Engagement
exercises over his time. It reduces the time and role conflict and undue
stress of work. It has positive impact on employee retention as it reduces
employee withdrawal syndrome and urge to look for other job openings.
Flexible work schedules allows employee to adjust their work schedule
and thus motivate them to stay longer by improving their happiness
quotient.
6) Career development system: Existing workforce looks forward to

career progression irrespective of their current role and status.
Organizational structure with well defined career path is a definite
promise to retain its workforce for long time ahead. Learning
organisations keep adding to organizational goals and train their
employees accordingly to fit in new role. Career progression is must for
employees to remain associated with the organization in long run.
9.2.2.3 Role of Motivation in Employee Retention

Regardless of size and type, in past three decades all organisations are
struggling to keep their employees for longer duration. Although each of
them design a retention plan suiting to their requirement and available
resource, nevertheless a plan based on identifying, analyzing and
implementing scientific principles of a sound theory would bear more fruitful
results. Five major aspects of motivation to be considered in any employee
retention program are compensation, growth, support, relationship and
environment. Motivational theorists agree unanimously on fact that
motivation is desire and ability to act towards attainment of certain goal. It is
most often based upon need theory, expectancy theory, and equity theory of
motivation. A brief description of each theory follows:
 The need theories of motivation propose that human needs differ in

kind and strength depending on time and situation. Maslow’s hierarchy
need theory believed in five levels of need, namely physiological,
physical, and social, esteem and self actualization. It states that retention
and motivation schemes should be designed with purpose to meet
unsatisfied desire of employee. McClelland’s need theory believes that
human are driven by sense of achievement than any other rewards. It
advocates designing retention plan based on three needs achievement,
power and affiliation.
 Expectancy theory of motivation argues that human behaves in certain

manner, with expectancy of certain event/reward to follow. Incorporation
of positive outcomes in lieu of association and loyalty in retention plan
would result in longer tenure.
 Equity theory of motivation holds it important that return on

contribution should be proportionate to input and, comparable and fair
with others. While designing retention plan it should reflect fair and
equitable means of reward. 141
Human Resource
Management
9.2.3 Misconceptions related to Employee Turnover and
Functions Retention
While it is believed that voluntary turnover of employees is bad or negative
occurrences; it is not true for all the organization in every situation. On
several occasions organization need not panic over resignations rather
retention of certain employees beyond an extent proves to be harmful than
any benefit to the organization. David G Allen (2010) argues that some level
of employee turnover is probably necessary to keep the organization vibrant
and gives an opportunity to restructure the workplace. Five most pervasive
misconception regarding employee turnover and retention are:
1) All retentions are good and all turnovers are bad: human resource has
its own strength and flaws; everyone can not fit the same size. At some
places retention is bad where an underperformer occupies a post and
some youth with more talent remains unemployed. Employee turnover is
good when the vacant space is filled by someone more qualified.
2) Increase in pay can buy loyalty: All employees do not leave for
money, similarly those who remains associated with organization in
name of salary hike may not be giving their hundred percent towards
organizational goal. Spending more than what they deserve in effort to
keep the employee will increase financial burden and induce
discontentment in others.
3) Success of retention plan is decided by number: No two organisations

can be compared on their success rate of retention scheme by counting
numbers or ratio of employees who stayed back. In Some organisations
human resources keep shrinking when they move towards automation.
4) Confident performers cannot be retained: This is believed by majority

that is someone who has knowledge and skill to perform better decides to
call quit and join others for better compensation they cannot be stopped.
It is found that most of the employee turnover occurs because of cultural
misfit or poor interpersonal relationship and communication. It is not
impossible to retain such hardworking achiever provided retention plan
suits his requirement and resolves the disagreement.
5) Human resource manager is responsible to retain people: Employee

retention is game of influence and involvement. Human resource
manager can design schemes to keep the employee engaged and involved
in his profile; but it is the immediate superior who exercises maximum
influence on the employee to make him stay longer.
The most unattended myth regarding employee turnover and retention is

the belief that it is not related to recruitment. It can never be the case that
somebody who is total misfit gets selected; similarly whosoever gets
selected cannot be a perfect fit from the beginning. Thus employee
retention is largely about making adjustments, training, and continuous
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Employee Retention
assessment of employee’s performance and organisation’s reward and Engagement
system.
Box 9.1 Difference between Employee Turnover and Employee

Retention
Employee turnover and employee retention are both related to each other. To
differentiate between employee turnover and employee retention, that we will
discuss in the next sub-section. Employee turnover can be explained as a
leaving of the organisation by an employee on voluntary or involuntary basis
(Holiday, 2021). Employee retention on the other hand can be explained as
the rate at which employees remain with the organisation as well as the
measures and strategies used by the organisation to retain the employees.
Employee turnover mainly focuses on the movement of the employee, where
as the employee retention includes measurement of the stability of the
employees. Employee turnover includes both voluntary and involuntary
turnover. employee retention often excludes involuntary turnover.
The two terms are very much related and the human resource manager need
to focus on both and develop suitable strategies to reduce employee turnover
and increase employee retention.
1) What is employee turnover?
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
9.3 STRATEGIES TO REDUCE EMPLOYEE

TURNOVER AND ENSURE EMPLOYEE
RETENTION
When an organization makes effort to retain employees, they feel valued. A
simple strategy is to recognise the tiniest effort an employee has put in
organizational growth other than routine task, it does not matter if the output
is very small. Most often strategies for developing employee retention plan
are of expanding benefits. Adopt the following “As” to make a generic
retention plan applicable to all employees.
1) Acquire right candidate: The right hire proves beneficial for the
organization at multiple levels. Better fit promises better inclination
towards learning and work load sharing. They are better trained and
prove to be long term investment. Recruitment, selection and
placement are three key functions of human resource management
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Human Resource
Management
that can help in ensuring employee retention as adequate pool of
Functions suitable applicants need to be generated with effective recruitment,
right candidates need to be selected based on the selection process
and the selected employees need to be adequately placed in order to
ensure that employees are retained.
2) Accommodate diverse workforce: Employ individual from diverse

background and characteristics as age, gender, nationality, race,
religion, political views, culture etc. Workplace diversity also reaps
tangible benefits as increased creativity and innovation, other than
creating a vibrant culture of its own.
3) Affirm teamwork: Assign work in groups. Allow team to brainstorm

and come up with new methodologies. It is easy and cheaper means to
reward a team, without threatening equality. When a team performs
under supervision, it minimises the occurrence of conflict and results
can be astonishingly effective.
4) Assist in financial stability: Employees who lack financial acumen

are relieved to great extent when aided by expert in organization.
They get more space to be creative and committed in their field of
expertise.
5) Adequate training and development opportunities: The employees

need to be provided with adequate training and development
opportunities so that they are able to enhance their skills and
knowledge. This will not only help employees feel valued but the
organisation will also benefit from upgradation of skills and
knowledge of its employees.
6) Aided mentorship: Mentoring programs are meant to identify

opportunities and train employees accordingly. Corporate mentoring
promotes cohesiveness amongst employees, encourages knowledge
sharing, and develops leadership quality. It prepares employee for
future role and also induces optimism in them.
7) Appraise change: It is advisable that organization allows space and

autonomy to employees in inevitable process of transformation from
the beginning phase of planning. Inviting feedback and suggestions
from employee boosts their morale and reduces resistance.
8) Appreciate work life balance: It is very important for an individual

employee to maintain balance between professional commitment and
personal affairs. It is equally important to understand that work life
balance does not mean equal time given to both aspects; rather it
signifies the presence of individual at right place at the time of need.
9) Attentive concern: When organization acquire diverse workforce,

essential services provided to them also gets diversified. A child care
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Employee Retention
centre and a gymnasium become equally important as subsidised and Engagement
cafeteria when number of females and youth increases in workforce.
10) Appealing wellness programs: Sponsored wellness program

addressing employees’ health hazards and life style management earn
loyal and committed employees.
11) Agreeable assessment: Assess employees across all parameters

without lacking empathy before considering in retention plan. An
individual employee may fail to meet performance standards owing to
many temporary and emotional constraints, which eventually fades
and individual performance rise up to expected level after sometime.
An effective employee retention plan undergoes a process of thorough

reflection. It is observed that opportunities to use skills and ideas,
compensation for effort, transparent communication, interpersonal
relationship, job security and job stress are major contributor and largely
follow the same order in proportion to make contribution in employee’s job
satisfaction. To begin with retention, an organization should first
categorically identify dissatisfied employees and reason behind their
dissatisfaction. Those identified employees and their job profile should be
audited on terms of required skill, productivity and profitability to ascertain if
retaining those employees will prove to be beneficial to the organization. A
smaller chunk of identified employees should be allowed to leave, who
would prove to burden either for their high package or low performance.
Rests of the employees are assigned to specific group based on their specific
need. Implement the best suited segment of generic retention plan on
specified group with specific needs. Satiated needs of employee are
promising factor in retaining them for longer term. Further orient employees
towards retention scheme which is designed and executed for their benefit. It
is important that the employee acknowledge the gap which existed before
retention scheme was proposed and the benefits reaped after completion of
retention process. Retention program intending to prepare employee for
higher risk and responsibility or diversified role ensures they receive training
before being put on actual role. Once the employee gets acceptance in new
role and prolongs commitment to organization for certain period of time,
retention plans are considered successful. It does not stop there instead it
moves on to next phase and efforts are put to retain employee in new role.
The retention cycle, to visualise it as cyclic process.
Since organizational goals and employee’s needs are dynamic in nature,

employee turnover and retention will remain cyclic process. Annual appraisal
will be followed by annual employee turnover and implementation of
retention scheme. Retention like acquisition is an annual process; with an
implication of reducing acquisition expenditure and improving longevity,
where employees remain engaged with their individual role, tasks and
organizational goal.
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Human Resource
Management
Functions
1) List any two strategies to reduce employee turnover and ensure
employee retention.
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
9.4 CONCEPT OF EMPLOYEE ENGAGEMENT

The term “employee engagement” was coined and defined by William Kahn
(1990) as “the harnessing of organization members’ selves to their work
roles; in engagement people employ and express themselves physically,
cognitively, and emotionally during role performances. According to him
employee feel psychological meaningfulness when they feel worthwhile,
useful and valuable for the organization. According to Kahn (1990)
Employee engagement is heightened physical, cognitive and emotional
involvement with organization. Relationships and organizational
environment plays key role in determining employee engagement that assists
in holding workforce longer, and develop facilitating leaders.
Bohlander and Snell (2013, page 151), described employee engagement as “

a situation in which workers are enthusiastic and immersed in their work to
the degree that it improves the performance of their companies”.
Employee engagement is all about delighting employees to keep them

involved in their roles and business with positivity. According to Aswathappa
(2015, page 371), “the employee is engaged if he/ she is willing to go above
and beyond what would typically be expected in his/ her role”. The four main
elements of employee engagement include pride, commitment, praise and
satisfaction.
The attributes related to an engaged employee (Aswathappa, 2015) are

discussed as follows:
1) Employee attachment: This denotes the bond that the employee

develops with the organisation and the extent to which the employee is
able to relate and identify with the job and the goals.
2) Passion: This denotes the commitment towards the job and organisation
that is displayed by the employee.
3) Personal belief: This denotes the belief that the employee has about how
important the employee is for the organisation.
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Employee Retention
4) Strong willingness: Employee will display a strong willingness to and Engagement
recommend and portray the organisation as a positive place to work.
5) Employee Commitment: The amount and degree of time and effort that
the employee spends on the job or work related activities.
6) Work relationship: The positive relationship that exists within the

organisation. An engaged employee will have positive relationship with
other employees in the organisation.
Employee engagement decreases employee turnover and fosters employee

retention by ensuring recognition and rewards. When an employee is assured
of being recognised and rewarded by empowered status, longevity is seldom
compromised. It aids in success of employee retention plan in following
ways:
 It reminds employee why they are here. Emotional association with the
organization strengthens solidarity amongst members; hence retention
gives better results in challenging times.
 Employees prefer to stay where they are heard. As association with the
organization grows chronologically mutual understanding and
communication goes better, hence making the bond stronger.
 Engaged employee relates to organization empathetically. Empathy plays

role in both orders. An empathetic organization will have empathetic
employees who tend to consider each others’ challenge and hence
contributes largely in retention.
 Engaged employee builds trust in new joinee that this is a good place to
work and hence contribute in retention of new workforce as well. Senior
employees play influential role in retention of fresher proving themselves
a committed role model.
 High employee engagement leads to high optimism, high satisfaction and

longer tenure with high scope of innovation and commitment. Since
higher degree of involvement presents an opportunity to reinvent the
organization at many levels, it buys time from the employee and ensures
longer stay.
9.4.1 Categories of Employee Engagement

All of us are well aware of the fact that individual employee differ in their
need, understanding and expectation from the organization. Employee
engagement is proven strategy to increase employee retention but it is equally
important to have a fair assessment of employee’s stake on engagement.
There are four categories of employee engagement:
 Engaged employee: They take initiative. They have the talent and skill
to lead, influence and motivate. They stay longer and can retain others.
147
Human Resource
Management
 Not engaged employee: They perform at average level and remain
Functions inconsistent. They are reluctant to put anything extra beyond their
routine role.
 Actively disengaged employee: They are disruptive, may not be doing
so in open, but create unrest by spreading gossips, delaying tasks, and
social loafing.
 Neither engaged nor disengaged employee: Such employees are often
bitter and exhausted. They withdraw from the results of their behavior or
ignorance.
9.4.2 Models of Employee Engagement
Further various engagement models are mentioned in brief to help you design
a successful employee retention plan and reap better benefit of employee
engagement
1) Schmidt’s model: The model was proposed by Harter, Schmidt, and
Hayes, presented in workplace research report published in academic
journal of applied psychology year 2002. It concludes that clear
indication of important issues by employees, managers influence to
provide employees with increased opportunity, and employees
satisfaction, will determine employee engagement.
2) IES model: The model was proposed by Robinson, Perryman, and

Hayday, presented in survey report conducted for Institute of
employment studies in UK, in year 2004. It insists that an individual
employee’s perception of their own involvement and their value to the
organization will determine levels of engagement.
3) Penna’s model: The “Hierarchy of Engagement” model was proposed

by Penna during workplace research, published online in year 2007. The
model draws comparison and similarity with Maslow’s “ Need hierarchy
theory of motivation” It denotes engagement in five levels starting from
pay and benefits leading to learning and development at second stage,
promotion opportunities being at third level, followed by leadership and
trust at fourth level, finally reaching to meaningfulness at final stage of
engagement.
4) Hewitt’s model: The model was proposed by Aon Hewitt and published
in Global Employee Engagement Report in year 2013. It has three
elements Say, Stay and Strive, where engagement is determined by
positive talk by employees, their desire to stay back and grow in the
organization.
5) Zinger’s model: The model was proposed by David Zinger based on his
extensive experience of consultation and published in year 2009. It
highlights twelve key factors to attain employee engagement namely
achieving results, crafting strategies, enliven roles, excel at work, get
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Employee Retention
connected, be authentic, live recognition, fully engage, identify with and Engagement
organization, serve customer, develop personally, and attain happiness.
1) What is employee engagement?
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
9.5 WAYS TO PROMOTE EMPLOYEE

ENGAGEMENT
As the concept of employee engagement is clear, let us focus on the ways to
promote employee engagement. While discussing the ways to promote
employee engagement, we also need to remember that the strategies that we
discussed reducing employee turnover and enhancing employee engagement
can also be applied in this context. Various ways to promote employee
engagement are discussed as follows:
 Positive and high performance organisational culture: High

performance organizational cultures are positive and supportive. It
promotes proactive instinct and competitiveness in employees. They feel
connected and involved where organizational culture has healthy norms,
defined and documented to be followed. Organizational culture has to be
tested and verified from time to time to ensure involvement of employee
engagement and retention. It is advisable that organization conduct
survey amongst employees from time to time to ensure adherence and
invite feedback. It takes time to cultivate supportive and innovative
organizational culture. To keep pace with the outer world and also
employees’ need organization requires changing policies periodically,
introducing technology and organising training programmes. It is very
important that employees are prepared mentally for the change and
efforts are made to help them become skilled and compete. Culture that
radically changes without prior ultimatum collapses soon. Such
organisations are also hard hit by employee turnover. Positive culture
values employees and their efforts. Where workplace culture shows high
concern for employees’ difficulty, it teaches employees to stand together
with firmness against any challenges. Like all other things organizational
culture is also complex in nature and bad influences will drive away
good employees. Work culture can never go stagnant, but it is to be
drawn in smooth pattern than allowing dynamic shift. An erratic change
in culture makes it difficult for employees to engage in depth and
promotes frequent change in behavior and surroundings. It would send
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Human Resource indirect messages of instability to Employee and cause threat to
Management
Functions retention.
 Organisational communication and channel and process: Employee

engagement is mutually affected by organizational communication
channel and process. A low degree of engagement negatively affects
employee satisfaction and creates interpersonal conflicts and hurdles.
Organisations offering developmental opportunities to employees will
have aspiring and achieving employees with high quality involvement.
Such organization propagate positive environment with high happiness
score. Thus ensuring effective organisational communication would be
key in promoting employee engagement.
 Empowering managers and employees: Employee engagement can

also be increased by empowering managers by giving them more
autonomy and empowering workers by training them in new skills. It is
important that senior level management is given scope to participate in
policy making or a sponsored vacation to erase burnout effect, to remain
engaged. Practicing employee engagement strategy is far better than
commitment theories of work which primarily insists upon compulsion
and goals. It is more than offering handsome salary, making them work
or retaining productive employees. It is about keeping the employee
emotionally committed to organization and its goal. Three major factors
defining degree of employee engagement is meaningful association,
safety, and availability of the employee.
 Effective leadership: Leaders, the immediate supervisors and superiors,

can play an important role in engaging employees. They can not only
play a role in mentoring and coaching the employees but they also
provide performance related feedback that can guide the employees and
promote employee engagement.
 Cultivating a sense of meaningfulness amongst the employees:

Meaningfulness is created in terms of their work; how much are they
able to contribute and being asked for the same. Achievers, relationship
oriented, challenged employees feel more connected with team and
absorbed in their work. Positive regard and mutual belongingness,
compassion towards peers and others, restores sense of meaningfulness
in employees.
 Cultivating a sense of psychological safety:Psychological safety

involves group dynamics marked by unconscious alliance and collusion
of members. An employee in organization is expected to remain alert of
their mannerism, public image and relationship to maintain a respectable
cordial environment. However disclosing one’s self should not threaten
the employee to suffer dent in self image, status or career. Affirming
identity and trust allow employees to look at other from their
perspective, and empathetically acknowledge the same creates the sense
of safety and sustain integrity of organizational environment.
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 Promoting availability amongst the employees:Availability in terms of Employee Retention
and Engagement
employee engagement means the availability of emotional energy in an
employee to engage personally with organizational goals and
environment. Emotionally overwhelmed employee tends to depersonalise
self and cut off from surroundings to protect self from further exposure
to emotional hurt. Employees holding key positions such group leader or
manager stand prone to burnout in process of constant dealing of
emotional stress of self and others. Such employees are driven by
compassion satisfaction orientation at workplace.
 Opportunities for career development: It is also important to provide

the employees with opportunities for career development. This can also
be done by providing adequate opportunities related to training and
development that can help employees develop and enhance their
knowledge and skills.
 Dealing effectively with employee grievances: Often employees could

be unhappy with certain aspects in an organisation. It could be related to
the facilities available or certain people in the organisation. Whatever be
the issue, it is important that any grievances of the employees are
addressed and dealt with effectively.
 Promoting positive health and mental health amongst the employees:

This again could be an important strategy in promoting employee
engagement as a health employee would be in abetter position to
contribute to the organisation as well as work effectively. Programmes in
order to enhance health and mental health of the employees can be
regular organised. Services like employee counselling can also be
provided to help employees deal with their issues and problems.
 Family involvement programmes: Programmes that promote

involvement of the family members of the employees can also be
organised. There could be get-togethers, picnics and other family
oriented welfare programmes. This will again have a positive impact on
the employees as well as his./ her family members. It is to be
remembered that any employee has personal life and work life that are
equally important and an organisation also needs to focus on these
dimensions.
Thus, as was discussed in the present sub-section, there are various

strategies that can be implemented to ensure enhance employee
engagement. And many of these strategies also focus on making the
employee feel valued, important to the organisation and that the
organisation cares for him/ her. Thus based on this and keeping in mind
that a happy, satisfied and effective employee will contribute multifold to
the organisation, employee engagement strategies can be developed and
implemented.
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Check Your Progress IV
Functions
1) State any one strategy for promoting employee engagement.
…………………………………………………………………………
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9.6 LET US SUM UP

In the present unit, we mainly focused on three significant terms, employee
turnover, employee retention and employee engagement. Firstly we discussed
about the concept and management of employee turnover and employee
retention. Employee turnover is defined as ratio of employees who leaves the
organization, either by choice or as norms, within a time frame.Employee
retention is typically the number of employees any organization keeps within
the same specified time frame.Parameters to assess pros and cons of
employee retention were also discussed besides factors affecting employee
retention and role of motivation in employee retention. Misconceptions
related to employee turnover and retention were also discussed. The unit
further descried the strategies to reduce employee turnover and enhance
employee retention. The concept of employee engagement was also focused
on in the present unit. Bohlander and Snell (2013, page 151), described
employee engagement as “ a situation in which workers are enthusiastic and
immersed in their work to the degree that it improves the performance of
their companies”. Lastly, the unit covered, ways to promote employee
engagement.
9.7 REFERENCES

Sage



152 Life, Profits, McGraw-Hill Book Company, New York, 1992.
Employee Retention
DeNise, A. S; Griffin, R. W and Sarkar, A. (2014). HR: A South-Asian and Engagement

New Delhi: Cengage.
9.8 KEY WORDS

Employee engagement: Bohlander and Snell (2013, page 151), described
employee engagement as “ a situation in which workers are enthusiastic and
immersed in their work to the degree that it improves the performance of
their companies”.
Employee retention: Employee retention is typically the number of

employees any organization keeps within the same specified time frame.
Employee turnover: Employee turnover is defined as ratio of employees

who leaves the organization, either by choice or as norms, within a time
frame.

1) What is employee turnover?
Employee turnover is defined as ratio of employees who leaves the
organization, either by choice or as norms, within a time frame.
1) List any two strategies to reduce employee turnover and ensure
employee retention.
Two strategies to reduce employee turnover and ensure employee
retention are:
 Accomodate diverse workforce
 Affirm teamwork
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Functions
1) What is employee engagement?
According to Aswathappa (2015, page 371), “the employee is engaged if

he/ she is willing to go above and beyond what would typically be
expected in his/ her role”. The four main elements of employee
engagement include pride, commitment, praise and satisfaction.
1) State any one strategy for promoting employee engagement.
Employee engagement can be promoted by having positive and high

performance organisational culture

1) Describe the concept of employee turnover.
2) Explain employee retention with a focus on parameters to assess pros
and cons of employee retention.
3) Describe factors affecting employee retention.
4) Explain the misconceptions related to employee turnover and retention.
5) Explain the strategies to reduce employee turnover and enhance
employee retention.
6) Explain the concept of employee engagement.
7) Describe ways to promote employee engagement.
9.11 ACTIVITY
Identify an individual who has voluntarily left his/ her job recently and find
out the reasons why he/ she left the job. Some of the questions that could help
you collect the information are as follows:
1) Since when are you working with the organisation that you recently left?
1) What was your job position in this organisation?
2) What is your overall work experience (in years/ months) and what was
your work experience (in years/ months) in this organisation?
3) Why did you initially take up the job in this organisation?
4) What were the reason(s) that you left the job?
You can ask other related questions in this context as well. Do ensure that
you take informed consent of the individual and maintain confidentiality.
To understand more about interview method and thematic analysis of

interview responses, you can refer to unit 3 of course BPCC110: Applied
Social Psychology that will be available on egyankosh.
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UNIT 10 CAREER MANAGEMENT AND and Development
DEVELOPMENT *
Structure
10.0 Objectives
10.1 Introduction
10.2 Concepts of Career Management and Development
10.3 Stages and Process of Career Development
10.4 Psychological Contract
10.5 Employee and Employer Role in Career Management
10.6 Lets us Sum Up
10.7 References
10.8 Key Words
10.10 Unit end Questions
10.0 OBJECTIVES
 discuss the concepts of career management and development;
 explain the stages and process of career development;
 describe psychological contract; and
 explain the employee and employers role in career management
10.1 INTRODUCTION
In A2Z company, it was a time for the interns from various institutions to
interact with some of the senior employees in the company. All the interns
including Yamini were very excited. They were going to interact with the
employees who had a long relationship with A2Z company, some having
worked for as long as 20 years. Yamini wondered what motivated them to
stay in this organisation for so long and this was the point on which her
questions to the senior employees would be based she thought. As the
programme started, all the interns started interacting with the senior
employees. Yamini also approached Mr. Dattaram. Mr. Dattaram had
worked with A2Z since its inception and was one of the senior most
employees having completed 25 years of services. He was recently felicitated
by the CEO of A2Z for his services and contribution to the development of the
company. Mr. Duttaram joined as a shop floor worker and was now a
manager. Let us look at the conversation between Yamini and Mr. Duttaram.
*
Prof. Suhas Shetgovekar, faculty, Discipline of Psychology, IGNOU, Delhi
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Yamini: Hello Sir, it is really nice to have interacting with you.
Functions
Mr. Duttaram (with smile): Hello Yamini. Hope your internship is
proceeding well.
Yamini: Yes Sir, I am learning a lot.
Yamini: Sir, I wanted to knwow about your journey in the organisation.
Mr. Duttaram: Well, it has been an interesting journey. I joined this

company as a worker in the manufacturing unit and now as I am going to
retire in a few months, I will do as a manager of the manufacturing unit. It is
quite a progress right.
Yamini: It is commendable Sir. But how did you achieve this?
Mr. Duttaram: I would say it was partly due to my zeal to lear and also due
to the encouragement and opportunity provided me to learn by the
organisation. I still remember the day when our supervisor informed us that
we could work and pursue our studies and I took the opportunity. With the
help of the HR department, some of us were able to enrol for graduation
programme from IGNOU and later I also completed by MBA through
distance mode from IGNOU
Yamini: Wow Sir, I am also a learner of IGNOU.
Mr. Duttaram (was very pleased): Wow that great. I worked hard and also
studies hard and was promoted to this position. Post retirement I want to
pursue my Ph. D as well and may be help and guide other workers to do
better in their careers.
Yamini: Thanks a lot Sir for sharing your experience.
Ms. Duttaram: All the best Yamini.
Yamini then interacted with Ms. Sheela.
Ms. Sheela: So Yamini, how was your interaction.
Yamini: It was great maam. Duttaram sir has worked so hard.
Ms. Sheela: Absolutely and also at A2Z, we have a very good focus on
employee career management and development programmes in our
organisation that not only help teh employees grow but it also contributes to
the overall development of the organisation. And as the employees feel
valued, they also high have organisational citizenship and high work
motivation and job satisfaction.
Yamini: Yes maam. I now fully understand how this aspect of Human
Resource development is important in any organisation.
Form thr above, I hope the relevance of career management and development
is clear. In the present unit, we will focus on this concepts of career
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management and development and explain the stages and process of Career and Development
Development. The term psychological contract will also be discussed and
lastly we will focus in the employee and employers role in career
management.
10.2 CONCEPTS OF CAREER MANAGEMENT

AND DEVELOPMENT
Two important aspects of human resource development are career
management and career development. But before we discuss the terms, we
also need to understand what a career is.
10.2.1 Career
Career as a term can be explained as an job or occupational position that an
employee hold over a period of time. Dessler, (2015, page 327) described
career as “the occupational position that a person holds over the years”.
DeNisi et al (2014, page 197) defined career as “the set of experience and
activities in which a person engages related to his/ her job and livelihood
over the course of a working life”. The definition by Denisi et. al. point at
various aspects of career including:
 Certain jobs carried out by the individual.
 Work activities and job related responsibilities in these varied jobs
carried out by the individual.
 Between the jobs movements and transitions.
 Assessment of the various career components of the employees
 Satisfaction experienced by the individual while performing the jobs.
Aswathappa (2015) explained career as an individuals course of action or

progress in an organisation or a profession. According to him, a career will
go through the following five stages:
1) The individual enters in an organisation and the process of career

planning that is self directed will start.
2) The individual will move forwards in the work area.
3) The next stage can be termed as mid career stage, where some employees
secure higher position while others are hoping to secure higher positions
in the organisation.
4) Individuals are now well settled in their work area and plan from life
post retirement.
5) The carer ends in the organisation. The individuals could also be rehired
at this stage or could lead the retired life.
Over the period of time, how people perceive career has changed. Earlier, it
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organisation or a very few organisations. The employees were more job or
Functions employer oriented.
Earlier the stages in career included exploration, establishment, maintenance

and disengagement. Exploration is denoted by attempts by an individual to
identify jobs based his. her interest. During the stage of establishment, the
individual is able to create a role for himself/ herself that is meaningful and
significant. And during maintenance stage, the individuals is able to achieve
a level in an organisation and his/ her talents and capabilities are optimised.
During the last stage that is disengagement, the individual’s priorities will
change as he/ she pulls away from his/ her work in the organisation.
But with increased competition, globalisation, recession, mergers and

acquisitions, outsourcings etc, a lot has changed and thought employee seek
to move upwards from one jot to another, they are also reinventing them
selves (Dessler, 2015). Further, the individuals now entering the job market
are not necessarily job and employer oriented but look for work-life balance.
Thus, what they seek from their careers has changed to a greater extent. And
though, the stages of career discussed earlier still hold true to some extent, it
is also felt that the focus on needs to be on career age (the duration that the
individual has been on a job) rather than career stage (DeNisi, 2014). Also as
the individual is involved in multiple careers there could be multiple
explorations Thus, there is exploration, trial, establishment and again
exploration.
The human resource managers in any organisation need to be sensitive to

these changes and they need to accordingly plan their career management and
development programme.
10.2.2 Career Management

Career management can be explained as involving steps that are required in
order to achieve the career plans of the employees and the focus in this
context is on what the organisation can do to encourage career development
of the employee. In this context we also need to discuss about career planning
involves various activities that are planned by employee with help and
guidance from a counsellors and others. An assessment is also carried out of
the skills and abilities of the employees so as to help him/ her to chalk a
career plan that is realistic. Aswathappa (2015, page 298) defined career
management as “the process of enabling employees to better understand and
develop their skills and interests and use them for the benefit of the
organisation and self”. Dessler (2015) described career management as a
process that involves helping the employee to understand their career related
skills and interests in a better ways and develop these skills and interests in
an effective manner.
Thus, as can be seen in the above definitions, the focus in on helping the
employees develop an understanding about their skills ans potentialities so as
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to help them develop them further for the benefit of themselves and the and Development
organisation.
10.2.2.1 The Models of Career Management

In this context we can also discuss about the models of career development
(Aswathappa, 2015):
 Supported self development: The primary responsibility related to the

career lies with teh employee.
 Corporate career management: The employees’ career related aspects

and responsibilities are taken by organisation.
 Career partnership: This denotes an equal responsibility regarding the

employee career taken by the employee and the organisation.
10.2.2.2 The Process of Career Management

Let us also discuss the process of career management
Step 1 Strategy for career management: In this a strategy to manage the

career are finalised. This will also depend on which model of career
management is followed. Policies in the organisation also need to be focused
on whether lateral entries are permitted, policies relate dto promotion and so
on. The opportunities for talented individuals in the organisation also need to
be considered. It is also important to look at the systems and processes in
organisation related to knowledge sharing and development. The focus also
needs to be on whether the career management initiate is flexible or fixed.
The nature of career progression whether long term or short term also need to
be focued on.
Step 2 Assessment: Assessment denotes assessment carried out by the

organisation as well as the self assessment carried out by the employee.
Assessments are carried out in order to identify the strengths and weaknesses
of the employee.
Step 3 Planning: Based on the above steps, the planning now needs to be
carried out about type of career, career path sought by the employee. The
career goals also need to be identified.
Step 4 Development: This involves enhancement of skills and potentialities

so as to prepare for future job related activities and opportunities.
Step 5 Evaluation: The career management interventions are now to be

evaluated. Though there could be issues about from whose perspective
(employee or organisation) it needs to be evaluated.
10.2.3 Career Development

Career development can be explained as a continuous process that is denoted
by progression of an employee though various stages, that are unique in
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terms of themes, activities and issues. Dessler (2015, page 327) explained
Functions career development as “ the lifelong series of activities that contribute to a
person’s career exploration, establishment, success and fulfilment”.
According to Aswathappa,(2015), career development can be termed as an
approach of an organisation that is formal in nature and that includes that
based on the need emerging in the organisation, qualified and experienced
employees are available.
The spectrum of career development can range from the career planning that i
employee centered to career development that is mutually managed by the
employee and the employer to career management that is organisation
centered. Thus, the career development activities can range from workbooks
that are self directed, workshops on career planing by the organistaion,
seminars on careers in the organisation, career discussions between the
immediate superior and the employee, developmental assessment centres,
maintaining talent inventory in the organisation to succession planning in the
organisation (Werner and DeSimone, 2012).
10.2.3.1 Career Development Initiatives

Various initiatives can be taken by the organisation in order to promote
career development amongst the employees. Some of these initiatives are
 Workshops on career planning: Planning is an important aspect in any

activity and in order to promote career development career planning is
prerequisite. Though, employee need to provided with help about how
they can plan their career. Workshops thus can be organised on career
planing to help employees with assessment of their skills and
potentialities and identify career objectives and goals.
 Career related counselling: Counselling services also need to be

provided to the employees so as to help them make correct decisions. A
conducive environment can be created for the employees in order take
suitable decisions.
 Mentoring: Providing suitable mentoring will also goa long way in

helping employees develop their careers. New joinees or junior
employees can receive guidance, support and help from senior
employees.
 Provision for sabbaticals: Sabbaticals are pain leaves provided to the

employees so that they can upgrade their knowledge or rejuvenate
themselves (Aswathappa, 2015).
 Personal development plans: In this the employees will note their

personal development plans in which development needs and action
plans are included.
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 Career workbook: These workbooks include exercises and questions and Development
that help employees identify their strengths and weaknesses, identify
career related opportunities and identify steps in achieving the career
goals. These workbooks could be tailor made and mostly includes the
career related policy of the organisation, career options available and so
on.
 Career networking: Career networking has been defined by Bohlander

and Snell (2013) as the process denoted by establishment of networks or
relationships, that are mutually beneficial, with other business-
individuals that could include customers and clients. The networking can
be with family members and family friends, teachers, friends and alumni
of your educational institution, former colleagues and superiors and so
on.
Career development is often based on performance appraisal and training and

development which is also a significant function of human resource
development also plays a significant role in career development of the
employee.
Career management and development are significant for both the employees
and the organisation. As on one the employee will feel valued, will be able to
achieve his/ her potential and thus is satisfied with his/ her job and is also
motivated. A satisfied and motivated employee will be in better positive to
contribute effectively to the organisation thus leading to increase in
organisational productivity and profitability.
1) Define career.
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…………………………………………………………………………
10.3 STAGES AND PROCESS OF CAREER

DEVELOPMENT
The stages of career development (Werner and DeSimone, 2012) are
Stage 1 Exploration: The very first stage of career development, that is

exploration is denoted by identification of skills and interest. During this
stage the individual seeks a fit between his/ her own self and a job. The
employee will be involved in activities like learning, following guidelines
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and so on. The age of the employee during this stage could be less than 30
Functions and the work experience on the job could be around two years. He/ she would
be engaged in playing a role of an apprentice in the context of relationship
with other employees, During this stage the individual also engages in self
exploration.
Stage 2 Establishment: The second stage in career development is that of

establishment. This stage is characterised by advancement and growth in the
career. The job realated challenges are faced by the employee and he/ she
also develops competence or expertise in certain areas of work. The
employee may also have a feeling of security. His. her lifestyle may also
improve, The employee may now engage in decision making. The age of the
employee during this stage could be between 30-45 and the years of
experience could range between two to 10 years. In the context of
relationship with other employees, the employee could be seen as a colleague
rather than an apprentice.
Stage 3 Maintenance: the next stage is that of maintenance and during this
stage the employee will be accomplished and may involve in enhancing and
upgrading his/ her skills. he/ she could be involve din policy making
activities sin the organisation as well as in training the employees, especially,
the new joinees. The role here that the employee will play would be that of a
mentor. the age of the employee during this stage could be between 45 to 60
and the employee could have work experience of more than 10 years.
Stage 4 Disengagement: The last stage of career development is

disengagement and as the name suggests, here the employee could engage in
planning his/ her retirement. He/ she will gradually disengage with the work
and the focus could be on his/ her personal life. The role played by the
employee in relation to other employees would be that of a sponsor. the age
of the employee at this stage could be above 61 years and the work
experience would be more than ten years.
1) List the stages in career development.
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10.4 PSYCHOLOGICAL CONTRACT and Development
The term psychological contract was proposed by Dennis Rousseau in a1989

(Stevenson, M, 2018). Psychological contracts can be explained as agreement
between the employee and employer, that is unwritten (Dessler, 2015). This
mainly includes the mutual expectations that the employee and employer has
from each other. It can also be described as the beliefs that the employee and
employer hold about the mutual obligations that they have towards each
other. Bohlander and Snell (2013, page 532) described psychological contract
as “expectations of fair exchange of employment obligations between an
employee and employer”. Thus, if the employer expects the employee to
work with dedication and sincerity, the employee would expect the employer
to provide suitable incentives and necessary facilities.
Psychological contract can also be explained as the set of expectations that

the employee and employer have from each other. In the context of the
employee, the expectations are regarding what will be his/ her contribution to
the organisation and on part of the organisation, it is about expectations held
by the organisation about what it will provide to the employee in return
(DeNisi et al, 2013).
To understand psychological contracts better, let us consider the following

point (Towler, 2020)s:
 Psychological contract is unwritten.
 Psychological contracts are a part and parcel of dynamics at workplace.
 They are mainly based expectations and are reciprocal in nature.
 The psychological contract forms during the pre- employment stage

when the candidate develops expectations as he/ she appears for the job
interview. Though, as the candidate is selected and becomes part of the
organisation, the employer will have clear idea about the organisation.
 Immediate superiors of the employee play an important role in this

regard and have a significant impact on psychological contract.
 Performance appraisal carried out in an organisation could lead to

modification of psychological contract.
 The fairness with which an organisation and leaders in the organisation

deal with varied issues can also have an impact on psychological
contract.
 Breaches sin psychological contract can have detrimental effects.
Psychological contract relies to a great extent on communication and a lack

of communication between the employer and the employee can have a
negative impact in this regard. Also it is important that the expectations that
the employee and employer have awards each other area managed well and
no wrong perceptions are displayed. For example, if the employer is not
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considering an employee for promotion, wrong indication that the employee
Functions could be considered for that particular promotion should be avoided. Similar
if an employee is not able to achieve a performance target due certain
personal reasons, the same is not perceived by the employer as a weakness of
the employee.
Psychological contracts are mainly based on social exchange and the norms
related to reciprocity. Social exchange denotes that when one party or person
does something for the other, the other part or person will return the favour
and this is seen as an obligation. And norms of reciprocity denotes that when
one party or person behaves in such a way that it is beneficial for the other
party, the other party also needs to reciprocate. Though, the psychological
contracting is unwritten and as such the nature and time of benefits and
favours may not be specified. But, there is some kind of bond of trust where
it is expected that the favour will be returned in future.
Psychological contracts can be of two types:
 Transactional contracts: In this the exchange is extrinsic and economic

and it is static and observable for certain period of time. For example, an
employee could be hired for a certain period of time. The contract in this
regard is tangible and is for a specific period of time.
 Relational contracts: In this type of contract, the the employer hires the
employee with a perspective that the employee will remain with the
organisation for a considerable period of time. The content of exchange
better the employer and the employee is dynamic in nature and could be
tangible or intangible. The resources are ambiguous and are not
specified.
There can be an issue when there is a breach in the contract and that can have
an impact on the relationship between the employer and the employee. if the
contract is breached by the employer, the employee will experience emotions
such as anger and sadness and also dimply feeling of betrayal and his/ her
work commitment may also decrease. Breach of psychological contract by
the employer can also lead to low work motivation and decreased job
satisfaction. To avoid any breach of psychological contract on part of the
employee, the immediate supervisors can have regular and open
communication with the employee and make the employee aware about the
psychological contract and need to respect the same.
Psychological contracting is relevant in the context of career management

development as there could a psychological contract between the employee
and the organisation regarding the expectations related to career management
and career development. On one hand the employees will have expectations
regarding the opportunities for career growth in the organisation and in turn
the organisation is aware that when an employee find his/ her job meaningful
and feels valued, he/ she will contribute greatly to the overall development of
the organisation.
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Career Management
Check Your Progress III and Development
1) What is psychological contract?
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10.5 EMPLOYEE AND EMPLOYER ROLE IN

CAREER MANAGEMENT
As has been discussed above, both employee and employer will play an
important role in career management of the employee.
The basic responsibility of his/ her career management lies with the
employee. Thus, the employee not only needs to be aware os his/ her
strengths and weaknesses abut also needs to be aware of the opportunities
and threats. Self awareness is crucial in in this context and measures need to
be taken by the employee in this direction. The employee needs to work on
identifying his/ her strengths, weaknesses, skills, abilities, potentialities,
values, interests and so on. Further, the employee also needs to focus on the
following:
 The career opportunities available.
 Enhancing one’s skills and potentialities.
 Making use of the developmental opportunities in the organisation.
 Take charge and responsibility of one’s own career development.
 Work on establishing one’s own career goal and plans and create realistic
career plans.
 Seek help and support as and when required in this regard.
 Harness and upgrade one’s skills and knowledge.
 Keep track of the growth trends and future developments in the
organisation that could open opportunities for career development.
For the employers to play a crucial role in employee’s career management,

the employee has to be on the job for a while so that the organisation knows
that the right candidate was selected for the job. Once the employee seems to
have settled in the job then his/ her career management process can start.
The organisation, the human resource management department and the

managers, all play an important role in the career management of the
employees. This is also relevant because an employee who recognises his her
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potentialities and is able to realise them will serve as an asset to the
Functions organisation.
Some of the ways in which the employer can contribute to the career
management of the employee is discussed as follows:
 The immediate superiors can play a role in carrying on appraisals that are
career oriented in which the employees can be appraised for his/ her
performance but also matched with a career path based on his/ her
strengths.
 Regular job rotations can also help the employees develop a better
understanding about which job he/ she is best suited for and find
interesting.
 Career ladder or career path that provides information about possible

career opportunities in the organisation can be published. This also needs
to specify the required educational qualification and experience.
 The basic responsibility of his/ her career management lies with the
employee. Thus, the employee not only needs to be aware os his/ her
strengths and weaknesses abut also need sto be aware of the
opportunities and threats.
 The employers also need to encourage and facilitate employees in

direction of career development.
 Immediate superiors and managers can act as career advocates and

provide relevant career related information to the employees. The
resources available and the future growth of the organisation can also be
discussed with employees. They need to engage in career discussions
with the employees.
 The human resource management department in the organisation will

also play a crucial role in organising various workshops related to career
planning, career management and career development. they can also
organise various orientation, training and development programmes so as
to provide a conducive environment for the employee to develop.
1) State one way in which the employer can contribute to the career
management of the employee.
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Career Management
10. 6 LETS US SUM UP and Development
To sum up, in the present unit we focused on career management and career
development. In the very first section of the unit we discussed about the
concept of career, career management and career development. The models
and process of career management was also discussed. Under career
development various career development initiatives were highlighted. The
unit also discussed about various stages of career development including
exploration, establishment, maintenance and disengagement. The term
psychological contracting was also explained. Lastly the unit discussed the
role of employee and employer in career development of the employee.
10.7 REFERENCES
Armstrong M.(2006). A Handbook of Human Resource Management,

Hill Education.

Sage




Dessler, G. (2013). Human resource management. Upper Saddle River

(N.J.): Prentice Hall.
Psychological Contact retrieved from https://career.iresearchnet.com/career-

development/psychological-contract.
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Management
Functions Macmillan, New York, 2003.
Stevenson, M. (2018) The Importance of Psychological Contract retrieved

from https://www.hrexchangenetwork.com/employee-
engagement/articles/the-importance-of-the-psychological-contract.
Towler, A. (2020). Psychological contracts: Effectiveness, implementation

and consequences of breaching them retrieved from
https://www.ckju.net/en/dossier/psychological-contracts-effectiveness-
implementation-consequences-breaching-them

New Delhi: Cengage.
10.8 KEY WORDS

Career: Dessler, (2015, page 327) described career as “the occupational
position that a person holds over the years”.
Career development: Dessler (2015, page 327) explained career

development as “ the lifelong series of activities that contribute to a person’s
career exploration, establishment, success and fulfilment”.
Career management: Career management can be explained as involving

steps that are required in order to achieve the career plans of the employees
and the focus in this context is on what the organisation can do to encourage
career development of the employee.
Psychological contract: Psychological contract can be explained as

agreement between the employee and employer, that is unwritten (Dessler,
2015).

1) Define career.
DeNisi et al (2014, page 197) defined career as “the set of experience

and activities in which a person engages related to his/ her job and
livelihood over the course of a working life”.
1) List the stages in career development.
The stage sin career development are:
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Career Management
Stage 1: Exploration and Development
Stage 2: Establishment:
Stage 3: Maintenance
Stage 4: Disengagement
1) What is psychological contract?
Bohlander and Snell (2013, page 532) described psychological contract

as “expectations of fair exchange of employment obligations between an
employee and employer”
1) State one way in which the employer can contribute to the career
management of the employee.
One of the ways in which the employer can contribute to the career
management of the employee is regular job rotations can also help the
employees develop a better understanding about which job he/ she is best
suited for and find interesting.

1) Explain the concepts of career management and career development.
2) Discuss the stages of career development.
3) Describe psychological contract.
4) Explain the role of employer and employee in employees career
development.
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Human Resource
Management UNIT 11 EMPLOYEE SAFETY AND HEALTH *
Functions
Structure
11.0 Objectives
11.1 Introduction
11.2 Employee Safety and Health
11.3 Causes of Accidents
11.4 Prevention of Accidents
11.4.1 Ensuring that Unsafe Conditions are Reduced.
11.4.2 Ensuring that Unsafe Acts are Dealt with and Reduced.
11.5 Workplace Hazards and their Prevention
11.6 Promoting Occupational Safety
11.7 Lets Us Sum Up
11.8 References
11.9 Key Words
11.12 Activity
11.0 OBJECTIVES
 discuss employee safety and health;
 describe causes and prevention of accidents;
 explain workplace hazards and their prevention; and
 discuss ways of promoting occupational safety.
11.1 INTRODUCTION
Ms. Sheela (the HR manager of A2Z) company needed help in developing an
intervention strategy to promote use of safety devices amongst the workers
and she felt that Yamini (the intern from IGNOU) and other interns could
also help. So Ms. Sheela had a discussion with all the interns and her HR
staff in order to discuss how an effective awareness programme can be
organised.
Ms. Sheela: Good morning everyone
Interns: Good morning Maam.
*
Prof. Suhas Shetgovekar, Faculty, Discipline of Psychology, IGNOU, Delhi.
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Employee Safety
Ms. Sheela: Well, as you are aware safety and health of the employees are and Health
very important. And i feel that in order to promote use of safety devices
amongst our workers, it is important to have some intervention strategy. So
here we are here today to discuss what intervention strategies we could
develop to promote the use of safety devices amongst the workers in our
organisation.
The interns were full of ideas and one by one they shared their ides.
Yamini: Maam, we can have an awareness programme about how important

it is to use safety devices. We can put posters in the manufacturing area and
could also organise a talk by a local celebrity on importance of using safety
device at work.
Salim: Maam, I feel that besides knowing the importance of using safety
devices, it is also important to know how to use the safety devices, so we can
have a workshop on how to use the safety devices in a proper manner.
Mary: Maam, I also want to suggest that we could keep a prize for workers
who are particular in using safety devices in appropriate manner and we can
have this on monthly basis or in a similar fashion. Or we can also display the
photograph of the worker on the notice board.
Charandeep: Maam, I also feel that us interns and may be the staff of HR
department can interact with the workers during lunchtime and informally
speak to them about how importnat it to use safety devices.
Ms. Sheela noted down all the ideas and was very impressed and she knew
that her intervention programme to promote the use of safety devices is going
to be successful with the help and support of the interns.
As we discussed above, safety and health or the employee is significant for

smooth and effective functioning of the organisation. And in this regard
various intervention strategies can be applied by the organisation. In the
present unit, we will focus on the employee health and safety and will also
focus on how to promote it.
11. 2 EMPLOYEE SAFETY AND HEALTH

One of the important functions of human resource management is focusing
on employee safety and health. Lack of safety and employees who are not
healthy will lead to decrease in productivity. There is also wastage of
resources when it comes to accidents and the very life of the employee can be
danger. Therefore, utmost care needs to be taken in order to avoid accidents
and ensure that employees remain healthy. Thus, the organisation and the
human resource department needs to ensure that the employees are provided
with conducive and safe work environment. Further, measures also need to
be taken that the employees are not exposed to certain toxic, substances or
such elements in an organisational setup that could affect their health. For
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Management
example, loud noise due to operating machinery could have an impact on the
Functions hearing capacity of the employees. Therefore, the employees need to be
provided with safety devices like earplugs.
In the context if employee safety and health, we can discuss about safety
hazards and health hazards. Safety can be explained in simple terms as
absence of accidents or it can also be described as protection that is provided
to the workers in order to prevent any accidents and protect them from any
dangers. At workplace, depending on the nature of work, the workers are
expected to use protective googles, gloves and so on. In the next sub section
of this unit, we will discuss in detail about the causes and prevention of
accidents. Safety hazards can be explained as conditions related to the work
environment that could lead to employees being harmed. An example of
safety hazards could be slippery floor.
Health can be explained not as absence of illness or disease but a state

characterised by physical, mental, spiritual and social wellbeing. Health
hazards can be explained as the work environment characteristics that can
systematically and gradually have a negative impact on the health of the
employees. An example of health hazard could be being exposed to loud
sounds leading to hearing related issues.
We also need to remember here that the issues related to the employee safety
and health would differ from industry to industry. In an industry that involves
use of chemicals, suitable care needs to be taken to avoid accidents due to
spilling of the chemical and health hazards due to inhalation of the toxic
substances. In an organisation where the employees have to use computers
for a long period of time need ensure that employees take suitable breaks in
between and suitable exercises could also be suggested to avoid issues due to
sitting in a chair for long periods of time. There could be accidents while
working on machines in manufacturing industries. Thus, the machines needs
to have suitable guards and the employees need to use suitable safety devices
while using the machinery or while handling toxic materials. Even in offices
that have numerous computers or electronic devices, care needs to be taken
that the wires are properly fixed and not loose that could lead to tripping and
falling leading to injury. Also care needs to be taken for proper electrical
connections to about employees exposure to electrical shock.
Care also needs to be taken to ensure that the employees do not remain absent
due to health related issues as that can lead to loss of significant work hours.
Regular checkups and medical facilities could be made available to ensure
that the employees remain healthy. Also in many organisations, employees
could experience high levels of stress,. In this regard, suitable stress
management programme can be organised for the employees. The focus need
to be not only on physical health byt mental health as well.
In this regard we can also mention about Practices for Achievement of Total
Health (PATH) that was put forth by Granitch et.al (2006) set forth practices
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Employee Safety
called as the PATH (Practices for AchievementofTotalHealth). PATH model and Health
relates to healthy practices at the workplace and can have a positive impact
on the organisation as well as the employee. The following are included in
this model:
 Healthy workplace practices: Five aspects of healthy workplace

practices could be includes here, namely, work- life balance, employee
growth and development, employee health and safety,, recognition and
employee involvement.
 Employee well-being: Employee wellbeing can be promoted by

focusing on the physical, mental and emotional aspects of the employee.
Some of the indicators of employee wellbeing include, positive physical
and mental health, low levels of stress, high motivation, commitment,
motivation and moral. It also includes positive organisational climate.
 Organisational improvement: Organisational improvement includes

competitive advantage,performance and productivity, absenteeism and
turnover, reduced accidents and injury rates, increased cost savings,
hiring selectivity, improved service and product quality and better
customer service and satisfaction.
Thus, the PATH model can help create a conducive environment in an

organisation that can help promote employee safety and health.
1) What is safety?
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11.3 CAUSES OF ACCIDENTS

Let us start our discussion with what are accidents and the causes of
accidents.
Accident can be explained an event that is unexpected and that leads to

interruption of the production related activities. According to the Factories
Act, 1948: “It is an occurrence in an industrial establishment causing bodily
injury to a person who makes him unfit to resume his duties in the next 48
hours”. Thus, it can be termed as an event that is not planned or expected and
in this event action, reaction on part of an individual or of an object or a
substance leads to personal injury.
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According to Worker’s Compensation Act, 1923 ““a personal injury to an
Functions employee which has been caused by an accident or an occupational disease
and which arises out of or in the course of employment and which could
entitle such employee to compensation”.
In an organisational setup, it is important to identify the causes of accidents

as accidents can have detrimental effects on the wellbeing or the employee,
interfere with functioning and productivity of the organisation and can also
affect the morale and motivation of the employees.
Accidents can be categorised in to major and minor accidents. Accidents that

lead to employee’s death or injured employee being subjected to permanent
or prolonged disability can be termed as major accidents. Accidents that lead
to minor injuries like cuts and bruises that do not lead the injured employee
being disabled can be termed as minor accidents.
Further, the injuries experiences by the employees could be internal or

external. In internal injury, there may not be signs of external injury, but the
employee may experience fracture of bones or internal haemorrhage and so
on. External injury is denoted by signs of injury like cuts and wounds etc.
Accident can also be permanent or temporary in nature. When an injury leads
to disability of the injured employee, it is permanent. Whereas, when an
injured employee is disabled only for a short duration, then it is termed as a
temporary accident.
Accidents are not automatic and there could be not one but multiple causes of
accidents; In this subsection, we will look at what are the causes of
accidents. The causes of accidents can be categories in to unsafe condition
and unsafe acts.
Unsafe conditions: When we talk about unsafe conditions, we mean the

work environment that could be unsafe. As we know that many industries use
heavy machinery, chemicals, toxic substances and so on in their production.
The very production unit of an industry could have such units, machines,
wires, tools, raw material and so on that could pose danger to the employees.
Thus, unsafe conditions could include equipments and machinery that do not
have suitable safety guards, equipments and machinery that are defective,
procedures that could be hazardous, inadequate, congested, overloaded
storages, lack of proper illumination, lack of adequate ventilation. Accidents
can also be as a result if issues related heating or uncomfortable temperature.
Humid conditions, unhealthy environment and presence of dust and fumes in
the air can also lead to accidents.
There could also be certain danger zones in an organisation, where the

possibility of accidents is high. This is similar to some turns on the road that
are marked as danger zones due to increased accidents. It is important to
identify these danger zones in an organisation.
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Employee Safety
Accidents in an organisation that can be attributed to unsafe conditions can and Health
be:
 accidents related to use of machines to lift and move heavy raw materials
and products. like while using forklifts and so on.
 accidents while using machines used to cut or could metals, cut wood
(like saw).
 Accidents while using transmission machinery like gears, pullys and so

on.
 Accidents while using tools like hammer, screwdrivers etc.
 Accidents related to electrical equipments like electrical cords etc.
 Accidents that could occur while handling chemicals and toxic

substance.
 Accidents due to slippery floors or staircase, walkways and ladders.
Besides the above accidents can also be attributed to fatigue that the
employees may experience on the job. Workplace climate is also an
important aspect and can determine the rate of accidents in an organisation.
Work schedule can also be a contributor to rate of accidents in an
organisation.
Pressure is yet another aspect as an employee having high pressure to work,

is more prone to ne involved in accidents. Further, immediate superiors and
leaders in the organisation can also play a role in this regard as they have to
imbibe the importance of safety and safety related issues in the organisation
as well as enforce safety related norms and rules. A supervisor who is
dominating or does not maintain positive relationship with the employees
could also create an environment that could lead to high rate of accidents.
High absenteeism, layoffs, a climate of hostility amongst the employees and

so on can also lead to accidents.
Unsafe acts: In this context we will discuss about the human error. One of
the major causes of accidents could be human error and that also needs to be
focused on in order to prevent accidents. Accidents can be result of unsafe
acts besides unsafe conditions. This denotes the employee s’ behaviour that
can be termed as unsafe. Unsafe acts on part of the employee could also be
due to accident proneness. Accident proneness can be explained as an
individual’s tendency to have accidents frequently, which can be attributed to
the characteristics posses by that individual that are stable and persistent in
nature.
According to Dessler (2015), some of the personality traits that could make
an employee prone to accidents includes
175
Human Resource  Entitlement: The employee may not see a reason why he/ she needs to
Management
Functions not speed up or not use a safety device or guard while carrying out the
work activity.
 Impatience: The employee may always be in a hurry to complete the

work activity.
 Aggressiveness: The employee may show some aggressiveness while

working, like, he/ she may not be as careful while say pouring a chemical
and so on.
 Distractibility: The employee may appear to be frequently distracted

and not concentrating on the work activity. He/ she could be on phone or
may indulge in eating or smoking etc while carrying out work activity.
Accidents can also be due to the employee having vision related issues, like
low or blurred vision. Age and length of service can also be one of the
aspects. Employees having personal issues or going through some difficulties
in personal life or being under stress will not be able to focus on thw work
activity and can be prone to accidents.
Some of the unsafe acts can also be listed as follows:
 Accidents due to operating machines and equipment without prior

permission, without authority or without suitable knowledge about the
machines, skill or experience.
 Accidents due to failure to use the safety devices or not using safety
devices in adequate manner.
 Accidents due to disposal of hazardous material at workplace
 Accidents due to carrying out work activity at inappropriate speed.
 Accidents due to use of unsafe equipment's or using equipments in an

unsafe manner.
 Accidents due to removal of safety devices while carrying out work

activity.
 Accidents due to distractions or indulgence in abusing, violent

behaviour, da- dreaming at workplace and so on.
 Accidents due to accident proneness or due to certain personality

characteristics of the person.
1) What is accident proneness?
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Employee Safety
11.4 PREVENTION OF ACCIDENTS and Health
In the previous section of the unit, we discussed about how unsafe conditions
and unsafe acts cam cause accidents. In the present section, we will discuss
about how accidents can be prevented.
The prevention of accidents can be carried out by focusing on its causes.

Thus, prevention strategies can mainly focus on:
 Ensuring that unsafe conditions are reduced.
 Ensuring that unsafe acts are dealt with and reduced.
Let us discuss prevention of accidents keeping in mind these two aspects.
11.4.1 Ensuring that Unsafe Conditions are Reduced

One of the most important aspects of preventing accidents is reducing unsafe
conditions. the work environment needs to be safe for the employees to work.
Safety engineers can play an important role in this context and they need to
design jobs in such a way that the physical risks and hazards are removed.
Immediate superiors and managers also play an important role in ensuring a
safe environment.
Thus, the organisation needs to play an important role in ensuring that the
accidents are prevented and employees’ safety is taken care of. Some of the
measures taken by the organisation in this regard include:
 Measures related to general housekeeping including having wide aisles,

systematic and safe storage of raw material, tools, equipments, products
and so on. Ensuring that floor is adequate and not slippery or defective,
floors are clean and dry, workstations are well organised. Equipments
required during emergencies emerging due to fire etc. are properly
located and so on.
 Measures related to handling of the equipment and conveyances include

ensuring that brakes are in working conditions, safety guards and
warning devices are in place and working, wheels in case if vehicles and
conveyances are used are secured in place and inflated properly, the
equipments have no loose parts that could cause accidents, the cables,
chains, hooks etc. used are not rusted or worn out and they are safely
stored when not in use.
 Ladders, handrails, scaffold need to be good condition and measures

need to be taken to store them appropriately.
 With regard to use of power tools, adequate space needs to be available

for the tools, the point of operation needs to be suitably guarded, safety
guards need to be place, adequate lighting needs to be available, the
control switch needs to be accessible, safety devices like goggles and
gloves etc needs to be provided to the employees, it should be ensures
that employee is not wearing any loose clothing etc. while operating the
power tool, that could get caught in the tool. 177
Human Resource  With reference to hand tools, they need to be stored properly and also
Management
Functions need to be in good condition. Suitable guards and safety devices need to
be provided while using them and the tools used need to be correct for
the work activity.
 Measures need to be taken to provide suitable safety devices to the

employees while welding or spray paining is carried out. Fire
extinguishers need to be provided at accessible points and they need to
be in working condition.
 There needs to be adequate ventilation and lighting at the workplace.
 The organisation could also carry out a job hazard analysis, which can be
explained as an approach that us systematic in nature and used in order to
identify and also decrease job hazards so as to prevent accidents.
Occupational Safety and health Administration, US defined job hazard
analysis as “focusing on the relationship between the workerthe tasks,
the tools and the work environment, and ends by reducing the potential
risks to acceptable levels” Dessler (2015, page 544).
 It is also important for the organisation to have relevant policies and

norms in place to ensure that employees follow the safety regulation and
use the safety devices in proper manner.
11.4.2 Ensuring that Unsafe Acts are Dealt with and Reduced
The organisation might provide the employees with safest of work
environment but if there is an unsafe behaviour on part of the employees
accidents cannot be avoided. Thus, it is important to focus on this human
dimension of accidents. The need is to focus on the behaviour and develop
intervention strategies that can promote safe behaviours and reduce unsafe
behaviours at work place. The following measures can be carried out by the
organisation in this regard:
 The first and foremost intervention strategy would be to make the

employees aware about the safety related issues, the danger zones and so
on. Actual case studies of accidents in industrial setup could also be
shared with the employees to make them better aware. Posters can also
be put up about significance os using safety devices or importance of
displaying safe behaviours. Contests and competitions could also be
organised to create awareness amongst the employees.
 Awareness also needs to be created bout the policies, norms and rules
regard safety and safe behaviours in the organisation and repercussions if
the same are not followed.
 The next step would be to train the employees to handle the machinery,
equipment and tools adequately and appropriately. The employees also
need to be trained in using the safety devices provided to them. The
significance of displaying safe behaviour also needs to be imaprted to teh
employees.
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Employee Safety
 Creating a work environment that is conducive to safe behaviours. An and Health
environment in which the immediate superiors and managers are
supportive and impress the significance of safe behaviours to the
employees.
 Selection and placement of the employees can be carried out based on

certain relevnat tests related to vision, hearing etc. Psychological tests
can also be administered to understand the personality factors that can be
correlated with manifestation of unsafe behaviours. Tests can also be
used to understand the accident proneness of the candidate. The
biographical records of the candidates can also be referred to for any
incidences of unsafe behaviours or records of accidents.
 The employees need to be motivated to follow the safety guidelines and

norms and in this regard besides providing the employees with positive
reinforcements, prizes and rewards also an be given to employees who
strictly and diligently follow safety rules and regulations.
 Besides motivation, the organisation will also need to work on the

attitude towards safety devices or safety behaviours. Strategies need to
developed that focus on cultivating positive attitudes towards use of
safety devices and displaying safety behaviours.
 Committee and teams that focus on employee safety and health can be
constituted in the organisation.
The immediate supervisor and manager play an important role in promoting

safe behaviours amongst employees. The managers need to provide
motivation and also positive reinforcements to the employees who follow
safety norms and display safe behaviours at workplace. They also need to
have an open communication regarding these issues with the employees. The
leaders in the organisation also serve as role models to the employees. The
human resource manager and the human resource department will also play a
significant role in understanding the safety issues as well as developing
suitable intervention strategies.
Though, it is to be remembered that employee safety is the repressibility of

the whole organistaion as well as management, human resource department
and that of each and every employee.
1) List any one way of ensuring safe working conditions.
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Human Resource
Management 11.5 WORKPLACE HAZARDS AND WAYS TO
Functions
PREVENT THEM
In the previous sections we have discussed in details about employee health
and safety issues. We also covered about accidents and ways to prevent them.
Let us now discuss about workplace hazards. We already discussed about
accidents. Besides there could be other workplace hazards as well, that will
be discussed in this section.
Workplace hazards do not focus only on accidents that could cause due to
lack of guard on a machinery or poor wiring and so on, it could also be
reasons like substance abuse by the employee or exposure to certain toxic
substances on the job. Secondary smoke in a manufacturing unit could also
pose as a hazard to health of employees. And exposure to toxic fumes and
chemical could lead to various issues like respiratory problems, skin
irritation, poisoning and so on.
Besides the hazards related to manufacturing setting like defective tools or

machinery, loose wires, lack of shield on machinery, machines with sharp
edges and so on, workplace hazards could also be as a result of certain
personal aspects related to the employee or due to employee behaviour.
These include taking unnecessary risks while carrying out work activity, not
using or incorrectly using safety devices, using inappropriate tools and
equipment while operating machinery, taking shortcuts and not following
proper procedure as prescribed and so on.
We will look at some of the significant factors that could lead to workplace
hazards and how to prevent them
 Stress and burnout : Stress is also a significant aspect or employee

health and safety. Employees could experience stress at workplace and if
not managed effectively, it can have an impact on their health and safety.
Stress and stress management will be covered in unit 12 of this course,
though in the present unit, we will discuss about some of the stressors
that employee face at workplace. Stressors are stimuli that cause stress
and there are a number of stressors that are experienced by the
employees that can lead to an employee experiencing stress. In an
organisational set up, occupational or work stress can be experienced due
to various factors like role stressors, role ambiguity, role conflict, role
overload, high workload, interpersonal conflict, organisational
constraints and perceived control.
 Stress can also be experienced when an individual is not able to balance

work and family life. Thus, the organisations need to focus on not only
the work life of the employee but personal life as well as the issues
faced by the employee in personal life can have repercussions on his/ her
work life and vice versa. Employee may also experience stress as a result
of emotional labour. Emotional labour can be explained as the affective
180
Employee Safety
demands faced by an employee on the job. When employees on the job and Health
may be required to confront certain negative emotions or they are
expected to suppress their true emotional state in order to achieve the
organisational goal can result in the employee experiencing emotional
labour.
 Besides the above, various organisational aspects like mergers and

acquisitions, technological change in organisation, layoffs and so on can
also have an impact on the employees and they could develop stress.
 With regard to burnout, it can be described as related to work stress. It

can be explained as a stage of severe distress that could be manifested in
terms of frustration, depression and decrease in productivity. According
to Dessler (2013, page 556) “burnout as the total depletion of physical
and mental resources caused by excessive striving to reach an unrealistic
work-related goal.Burnout builds gradually, manifesting itselfin
symptoms such as irritability, discouragement, exhaustion,
cynicism,entrapment,and resentment”.
 Stress can be effectively managed by having programmes to manage

stress. There could be Yoga sessions for the employees. Regular sessions
on meditation, relaxation, mindfulness can also be provided. Employee
counselling services can also be made available to the employees so that
they receive suitable help in dealing with stress and other psychological
issues faced by them. Meaures can be taken to ensure that stress is
effectively manager and it doesn't lead to burnout.
 Depression: Employees could also experience depression due to varied

factors.And this can have a negative impact on overall functioning of the
employee and his/ her productivity. Employers need to pay close
attention to any symptoms of depression amongst the employees and
need to find them suitable help at the right time. It is to be remembered
that depression as such can be diagnosed only by a trained professional
and the employer and the organisation needs to refer he employee to
such a professional so that the depression is diagnosed and teated.
Though preventive measures can be used by the organisation to ensure
that the employees remain psychologically healthy and awareness
programmes in this could also be organised. Immediate supervisors can
be trained to identify symptoms of depression and they could also be
given training in basic counselling skills.
 Programmes focusing on promoting mental health could be organised for

the employees. Awareness programmes focusing on myths and
misconceptions about mental health and available services within and
outside the organisation could also be carried out.
 Workplace smoking: Workplace smoking can also pose as a workplace

hazard. Smoking could lead to various health related issues and could
also contribute to accidents if the employee indulges in smoking, where 181
Human Resource
Management
he/ she is not supposed to smoke. Smoking can also have an impact on
Functions the health of the other employees in the organisation. To deal with the
issue, strict rules and policies could be put in place to ensure that the
employees do not smoke when at work.
 Substance use at the workplace: A more serious issue could be

substance use. According to Buddy T (2019) it is “a pattern of harmful
use of any substance for mood-altering purposes. "Substances" can
include alcohol and other drugs (illegal or not) as well as some
substances that are not drugs at all”.Substance use was earlier referred to
as substance abuse.Substance use includes consumption of tobacco,
alcohol consumption and addiction, and drug abuse (using psychotic
drugs). These could pose serious threats to health of the employee. It
could also lead to interpersonal issues and conflicts amongst the
employees. An employee inducing in substance use will also display low
productivity, will be more prone to be involve din accidents and could
also indulge in workplace violence.
 Dealing with substance use at workplace is very important and this can
be by having strict norms and rules. Awareness programmes can also be
created in this regard especially on the health hazards of substance use. It
is also important to ensure that an employee who is displaying substance
use receives suitable help and treatment to deal with the issue and
recover.
 Cumulative trauma disorders: Also termed as repetitive motion

injuries. According to Bohlander ans Snell, (2013, page 512) “these
musculoskeletal disorders (MSD) are related to muscles, nerves, tendons,
ligaments, joints and spinal discs caused by repeated stress and strain”.
Carpal tunnel syndrome and tennis elbow are some common trauma
disorders in this context. These can be deal with by using ergonomics
techniques so that the conditions at workplace that cause these disorders
can be corrected. Suitable medical help and physiotherapy can be made
available to employees to help recover from these disorders.
 Computer workstation related issues: Many employees are today

dependent on using computers, especially, during COVID19 pandemic.
This has lead to various issues. like visual difficulties like blurred vision,
soreness in eyes, itchy or burning eyes and so on. Besides there are also
muscular pain and aches as a result of continuously sitting in same
position. This could lead to pain and aches in back, neck, shoulders and
so on. Employees may also experience stress due to continuous work.
These can be reduced by taking regular brakes, standing up in between,
changing positions, having a comfortable chair, placing the computer in
such a way that its screen is four to nine inches below the level of the eye
(Bohlander ans Snell, 2013) and so on. The employees can also be
thought certain short exercises to reduce tension in muscles and provide
182 rest to their eyes.
Employee Safety
 Workplace violence: Violence at workplace can also pose as an hazard and Health
and can have an impact on the employees experiencing and witnessing it.
It can not only have dire consequences for the victim of the violence but
can instil fear in the mind of other employees, which in turn can have an
impact on the overall functioning and productivity of the employees and
the organisation. It is very important to ensure a violence free
environment to all the employees. Measures in this regard again need to
focus on strict norms, rules and policies that do not tolerate violence.
Security measures could also be taken to ensure a violence free work
place. Supervisors need to be trained in order to identify deal/ report
incidences of workplace violence in terms of verbal threats, physical
actions and co on .
1) State the two forms of emotional labour.
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
11.6 PROMOTING OCCUPATIONAL SAFETY

In previous sections, to a greater extent we discussed about various ways in
which employee safety and health can be promoted. Let us now list various
ways of promoting occupational safety.
 Policies, norms and rules: First and foremost, it is important to have

policies, norms and rules framed in a clear and specific manner regarding
the safety and health related behaviours of the employees and also
regarding display of violent behaviour on part of the employee at
workplace. And any violation in this regard needs to be met with strict
action. Thus, the employees need to be made aware of these policies,
norms and rules and also the repercussions if these are not followed need
s to be informed to the employees. Any new recruit should be made
aware of these policies, norms and rules and from time to time all the
employees need to be updated with these. The organisation needs to
strictly follow the safety and health related norms as stated by the
Country and state in which it is functioning.
 Awareness programmes: Awareness programmes related to the

policies, norms and rule sin place is significant. But besides these
awareness also needs to be created about the significance of using safety
devices, displaying health behaviours and so on. Awareness programme
183
Human Resource
Management
need to focus in the intrinsic motivation of the employees to use the
Functions devices and take necessary care while at work. Awareness can be created
with the help posters, flyers, workshops, talks by significant others and
so on.
 Investigating and recording accidents and health related issues

amongst the employees: It is also important to keep a record of
accidents and health related issues faced by the employees. This will
help in understanding the causes and preventing them.
 Promotion of healthy behaviour: The employees can be encouraged to

display health behaviours, exercise daily, have regular checkups, eye
checkups, maintain their weight, glucose levels, blood pressure and so
on. And organisation can play a role in this by organising free
consultations for the employees. During COVID19 pandemic, many
organisation got their employees tested for COVID19 on regular basis
(RTPCR) and even got their employees vaccinated.
 Promoting positive mental health: A positive mental health needs to be

promoted amongst the employees and this can be done by having regular
Yoga, meditation, mindfulness sessions and so on. Employee counselling
services could also be provided. there could be regular workshops on
behavioural skills as well as on stress management. Awareness
programme can also be organised to make the employees aware about
the mental health related issues and help available. The supervisor and
employees can be trained in identifying stress and depression related
symptoms and also suicidal ideation. The focus thus, needs to be on
prevention, providing support and promoting positive mental health.
 Workplace emergencies: There could also be workplace emergencies

like an employee could get hurt or may develop a health related issue
that may need urgent attention. the organisations need to be prepared for
such incidences and there needs to be physician in the premises or a plan
needs be in place about what is to be done. The employees and
supervisors can also be traine din providing first aid to the injured or sick
employee. Crisis management teams coudl be in place in order to deal
with such incidences. In case of emergencies like fire or earthquake,
tehre needs to be an evacuation plan in place.
 Security programmes: A security programme also needs to be in place.

The organisations need to focus on mechanical (use of locks, alarms,
control systems and so on), natural (related to natural and architectural
aspects like number of entrances to the complex) and organisational
(having security staff and attendants with clear idea about their duties
and what is to be done in emergency, background check of new recruits,
training the employees, security related orientation to the employees, and
so on) security systems. Threat assessment can also be carried out in
terms of access to the reception area, interior security, authorities
184
Employee Safety
involvement, mail handling, evacuation and backup system (Dessler, and Health
2013). Keeping in mind attacks like 26/7, attacks in India in 2008, such
security related issues need to be focused on.
11.7 LET US SUM UP

In the present unit we mainly focused on employee safety and health. Health
can be explained not as absence of illness or disease but a state characterised
by physical, mental, spiritual and social wellbeing. And safety can be
explained in simple terms as absence of accidents or it can also be described
as protection that is provided to the workers in order to prevent any accidents
and protect them from any dangers. The unit also focused on occupational
health. The causes and prevention of accidents was also discussed. The unit
also highlighted the workplace hazards and its prevention. Lastly, the unit
focused on promoting occupational safety.
11.8 REFERENCES
Aamodt, M.G. (1999) Applied Industrial / Organisational Psychology 3rd
Edition, New York, Brooks/core. Wadsworth.
Agarwal, Rita (2001) Stress in life and work, New Delhi, Response Books,
Sage Publications.

Hill Education.

Buddy T (2019). Substance Use Overview, retrieved from

https://www.verywellmind.com/substance-use-4014640 on 7th January, 2019
at 10:00 pm.
De.Cenzo D.A. & Robins.S.P (1993) Personnel / Human Resource

Management, 3rd Edition, New Delhi, Prentice Hall of India Pvt. Ltd.

Dessler, G. (2013). Human Resource Management. Upper Saddle River

Harell.T.W (1949) Industrial Psychology Revised, New Delhi Mohan

Primlani for Oxford & IBH Publishing Co. Pvt. Ltd.
Harris,O & Hartman Bandra.J (2003) Organisational Behaviour, Hyderabad,

Jaico Publishing House.
Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal and coping. New
York: Van Nostrand.
185
Human Resource
Management
Luthan.F (2005) Organisation Behaviour, 10th Edition New York Mc.Graw
Functions Hill.
Maslach,C. (1982) Burn-out – The cost of caring, New York, Prentice Hall
Press.
Mc Commick, E.J and Ilgen D. (1984) Industrial Psychology, 7th Edition

New Delhi, Prentice Hall of India Pvt. Ltd.
Mc Shane, S.L & Von Glinow, Mary Ann: (2008) Organisational

Behavioural 3rd Edition New Delhi Tata Mc-Graw Hill.
Melquiades, 2015. Concept of Health, Illness and Wellness. Retrieved from

https://www.researchgate.net/publication/275365494_Concept_of_Health_Ill
ness_and_Wellness on 13/06/2019 at 2:55 pm.
Millward Lynne (2005) Understanding Occupational and Organisational

Psychology, New Delhi, Sage Publications.
O’Connell.B (2001) Solution focused stress counseling, New York.
Robins.S.P (2006) Organisational Behaviour 11th Edition New Delhi,

Prentice Hall of India.
Shelley E.Taylor – Health Psychology 2006 Tata Mc-Graw Hill 6th Edition.
Schafer, W. (1998). Stress Management for Wellness. United States:

Thomson Wadsworth.
Mc Cormick.E.J. & Ilgen.D (1984) Industrial Psychology, 7th Edition New

Delhi, Prentice Hall of India Pvt. India.
Surry.J (1968) Industrial Accident Research A Human Engineer’s

Approaches. University of Town to Dept. of Individual Engineering.
Sutton, S, Baum,A. & Johnson, Maries (2004) Editors The Sage Handbook of
Health Psychology, New Delhi, Sage Publication.
Taylor, S.E, Health Psychology (2006) Health Psychology, New Delhi – Tata
Mc- Graw Hall Edition.
The Factories Act, 1948 retrieved from

https://labour.gov.in/sites/default/files/TheFactoriesAct1948.pdf.
The Worker’s Compensation Act, 1923 retrieved from

https://labour.gov.in/sites/default/files/TheWorkmenAct1923(1).pdf
Tosi.H.L & Mero N.P (2003) The fundamentals of organisational behaviour:

What managers need to know, New Delhi, Blackwell Publishing.
186
Employee Safety
11.9 KEY WORDS and Health
Accident: An accident is defined as any unexpected event that interrupts or

interferes with the orderly progress of the production activity.
Accident proneness: Accident proneness can be explained as an individual’s

tendency to have accidents frequently, which can be attributed to the
characteristics posses by that individual that are stable and persistent in
nature.
Health:Health can be explained not as absence of illness or disease but a

state characterised by physical, mental, spiritual and social wellbeing.
Health hazards:Health hazards can be explained as the work environment

characteristics that can systematically and gradually have a negative impact
on the health of the employees.
Safety: Safety can be explained in simple terms as absence of accidents or it

can also be described as protection that is provided to the workers in order to
prevent any accidents and protect them from any dangers.
Safety hazards: Safety hazards can be explained as conditions related to the

work environment that could lead to employees being harmed. An example
of safety hazards could be slippery floor.

1) What is safety?
Safety can be explained in simple terms as absence of accidents or it can

also be described as protection that is provided to the workers in order to
prevent any accidents and protect them from any dangers.
1) What is accident proneness?
Accident proneness can be explained as an individual’s tendency to have

accidents frequently, which can be attributed to the characteristics posses
by that individual that are stable and persistent in nature.
1) List any one way of ensuring safe working conditions.
 Measures need to be taken to provide suitable safety devices to the

employees while welding or spray paining is carried out. Fire
extinguishers need to be provided at accessible points and they need to
be in working condition.
187
Human Resource
Management
Functions
1) State the two forms of emotional labour
The two forms of emotional labour are:

 employees are forced to confront negative emotions.
 an employee may be forced to suppress his/her true emotional stake
and promote the goals of the organisation.

1) Explain occupational health.
1) Describe causes and prevention of accidents.
2) Discuss workplace hazards and its prevention.
3) Discuss ways of promoting occupational health.
11.12 ACTIVITY
Refer to course BPCC110 (on egyankosh), Block 5, Practical 3, that
discusses about Theory of Planned Behaviour. Based on this theory design an
intervention strategy to promote use of safety devises like goggles, gloves,
masks, earplugs and so on. You can also draw a figure as shown in the
practical.
188
Employee Counselling
UNIT 12 EMPLOYEE COUNSELLING AND and Wellness Services
WELLNESS SERVICES *
Structure
12.0 Objectives
12.1 Introduction
12.2 Nature and Scope of Employee Counselling
12.3 Approaches in Employee Counselling
12.4 Process of Employee Counselling
12.5 Stress and stress management
12.6 Employee Wellness and Health Promotion Programmes
12.7 Let Us Sum Up
12.8 References
12.9 Key Words
12.10 Answers to Check Y0ur Progress
12.0 OBJECTIVES
 discuss the nature and scope of employee counselling;
 explain approaches to employee counselling;
 discuss the process of employee counselling;
 describe stress ans stress management; and
 explain employee wellness and health promotion programmes.
12.1 INTRODUCTION
In past two decades technology and innovation has changed organizational
culture drastically. Growth is perceived very differently compared to initial
days of industrialisation. Organisations encourage culture of challenge
among employees which in turn encourages tolerance of stress and
acceptance of distrust, conflict and maladjustment as mundane affair.
Currently it is being observed that productivity level and employee’s well
being are getting linked directly under pressure of performance. It is the call
of hour that organization recognises the emotional need of employees.
Employees’ wellbeing should be taken care of to sustain organizational
growth and contribute towards a healthy nation.
*
Dr. Tapati Roy Yadav
189
Human Resource
Management
Presently there is a growing trend of promoting global health promotion
Functions policies by organisations as goodwill gesture towards employees. Personal
wellbeing intervenes with professional performance and vice-versa, hence it
has now become absolute necessary to deal with emotional need of
employees to minimise absenteeism and maximise productivity. Workplace
counselling is an effective medium to diminish effects of bullying, conflict,
substance abuse and other psychosomatic disorders which may occur as
resultant of workplace stress. Providing counselling to solve work place
conflict and work related stress, and offer help in health management will
create a committed team.
12.2 NATURE AND SCOPE OF EMPLOYEE

COUNSELLING
Counselling can be defined as scientific and systematic interaction between
expert and another individual who is in need of guidance. In counselling
there are two main parties, one with expertise and the other who is facing
certain issue or a problem. The individual with necessary expertice helps the
person facing problem to understand the problem faced by him/ her
adequately and derive solutions that can be used to del deal with the problem.
Counselling does not involve giving advice but mainly focuses on creating a
conducive environment so that the person facing the problem is able to deal
with the problem effectively. Counselling can also be explained as a talk
therapy that involves a non judgmental and supportive counsellor and a
person who needs guidance to make shift in perception, thought process and
decision making to make life events more peaceful and successful. In the
process counselee is guided through journey on how to avoid conflicts and
stress, which may cause ill effect on personal health. Counsellinghelps
individual choose between alternatives without getting fearful of rejection.
Counselling that is carried out in workplace or when employees are provided
with counselling, it can be referred as employee counselling. Employee
counselling contributes in behavioural changes, quick decision making, and
harmonious relations, which leads to positive situation and increased
productivity.
Goal of employee counselling is to bolster employees’ confidence in the

process that confidentiality will be maintained. Through counselling they
regain their trust in self, that participation would help themstrategically
develop solutions to manage the problems. In past decade workplace
counselling was found to contribute in reduction of sickness absenteeism by
fifty percent. It reduces the amount of conflict between employer and
employee and therefore saves a lot of productive time from being spent in
argument and discontentment. Workplace offers numerous opportunities to
employees to seek professional help from counsellor, such as excess
workload, emotional stress, performance anxiety, depression, and other
relationship issues. Each employee face challenges with change in role and
190 job. Life changing personal and professional events as marriage, promotion
or transfer, combined together may give way to emotional and financial and Wellness Services
crises, which in turn may lead to problems as addiction, illness or stress. The
goal of counselling is to make two worlds meet within the organization, both
at personal and professional level. The counsellors’ goal is to ensure that
employer’s and employee’s opinions, coworkers’ ideas, and inner thoughts
and projected behavior of an individual, everything should coincide at some
common platform.
Employees today are constantly being challenged by lack of time and

increasing work pressure. Counselling helps employee to think of new ways
to deal with problems related to performance or other work related issues.
Stress and depression are not always caused by work pressure. Sometimes
not being able to attend to personal and social needs also adds to anxiety,
frustration, stress and depression. Loneliness and grief caused by losing a
family member or relocating to unknown place may also add to disturbing
mood swings which leads to stress and anxiety. All of these factors ultimately
affect performance. Failing official targets and family commitments creates
lot of tension in interpersonal relationship at workplace and also with family.
To help an employee come out of such troublesome situation it is needed that
organization designates professional counsellor, who would help them see the
problem from different perspective and hence come up with different
solution. Availability of counselling service in organization is indication of
how much an organization cares for its employees. It acts in favour of
organization to win their employees heart and compliance.
Some of the types of counselling provided in an organisational set up are as

follows:
• Educational counselling: Educational counselling is concerned with

advising people on educational plan and acquires certification with
specialisations. Suppose somebody has joined the organization at entry
level with minimum qualification required. Since employees equipped
with special skill set are always beneficial for the organization
counsellors job is to make that employee realise true potential. In
organisations educational counselling would mean advising employees
on training and educational programs which would assist them in career
growth.
• Career counselling: Career counselling helps employee in deciding

career graph. Once associated with the organization employee would
aspire for optimum growth. Organisations differ in schemes of
promotional growth. Some of them have discreet policies only known to
management or concerned authorities. Existing employees are tested at
different stages and further counselled to take up new challenges, if
required, recommended training. Employees need to qualify and prove
themselves worthy of designations and parallel in skills and education
with fresh entrees. Organizational counsellor guides the employee
191
Human Resource
Management
through the world of work. It aids the employee in understanding the
Functions career ladder and also the required skill set to match.
• Conflict counselling: Conflict counselling is focused on resolving

disagreement. Disagreements and arguments are inevitable in dynamic
organization with diverse manpower. Cultural bias, linguistic barrier, and
individual perception are frequent cause of conflict between coworkers
or employee and employer. For example a new joinee is highly confused
in new atmosphere and supervisor is overloaded with targets. It is easy
for the fresher to assume that supervisor is avoiding and not taking time
out to explain the task in detail. Similarly the supervisor may also get
under impression that the new employee is incompetent and demanding.
Counsellor helps both of them see the other side of the story in
convincing manner, so that each of them are more concerned with
resolving issues and try to improve on work as a team.
• Mental health counselling: It is concerned with various kind of

psychological distress. Employees in organization are challenged from
time to time on cognitive, behavioural and emotional issues which may
play havoc with their inner peace and personal life. It may seem to be
very joyous happening that someone gets married soon after getting into
job, followed by transfer to new and remote destination. In reality it is
more like facing multiple challenges with a compulsion to project being
happy while getting burdened by each factor and over commitment.
Counsellor helps in prioritising feelings and thoughts in logical
sequence.
• Rehabilitation counselling: Rehabilitation counselling is focused on

helping people who failed to achieve their personal, professional or basic
living goals owing to certain disability. Employees in organization are
confronted with physical and social limitations. Sometimes they are
relocated to strange locations. Some industries that deal in heavy
machinery are prone to accidents and so are the employees. Major
setback in life are mostly caused by injury, illness, disease, ostracism,
addiction or broken relations. Counsel-or is constant source of emotional
support in re-establishing life. They motivate employee in every possible
way to participate at work place and lead an independent life.
• Relationship counselling: Relationship counselling deals with

interpersonal conflict between two members either in family or
organization. Employees should be referred to Family and Marriage
counsellors for in depth counselling.
• Grief counselling: Grief counselling deals with guilt and sorrow

suffered after losing a family member. Employees should be referred to
grief counsellor, if bereavement continues for abnormally longer period
and alarming signs of anxiety and depression are noticed.
192
• Substance abuse counselling: Substance abuse counselling helps and Wellness Services
individual get rid of alcoholism and drug abuse. Employees should be
referred to expert counsellor/psychiatrist if there are number of
complaints on addictive behavior inside premises. Once Initial
counselling is done by counsellor and there is no change in behavior as
per norms, or misbehaviour increases in frequency, expert advice should
be sought at the earliest possible, as this involves medical intervention.
• Spiritual counselling: Spiritual Counselling is concerned with values

and believes. It is recommended to employees seeking to verify and
establish their own belief system about religion, nature and universe. In
process of counselling questioning or confirming somebody‘s religious
faith and belief should be avoided.
Employee counselling can improve organizational performance by

around 70% as predicted by research. It guides employee to reach
effective solutions to problems by creating an understanding. It improves
coping skill with a more positive outlook. Workplace counselling
contributes to both organizational and individual productivity and better
growth by minimizing conflicts. Reduced absenteeism, lesser conflict,
lesser occurrences of fatigue and accidents, cohesive team, high morale,
and improved family and social life are proven benefits of counselling in
the organization.
In counselling certain norms are to be followed precisely to prevent

failure.
a) As a rule, never break confidentiality.

b) Map intervention plans economically. Do not stretch it beyond
required time.
c) Remain honest to organizational goals and never get carried away on
emotional ground.
d) Do not venture into fields beyond expertise; refer cases to experts if
needed.
e) Technique of counselling should be compatible with new researches.
1) What is counselling?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
193
Human Resource
Management 12.3 APPROACHES IN EMPLOYEE
Functions
COUNSELLING
One of the most important decisions a counsellor need to maketo ensure
positive outcome of counselling is to select the right approach of counselling
. Since every employee is a different individual, from different background,
facing different challenge with unique personality, counsellor ’s job becomes
difficult to choose right timing, right language and right approach. There are
three major approaches of counselling .
• Directive Counselling: In directive counselling an active role is played

by the counsellor. Although the interaction is not pre guided, still it is
guided by the counsellor to reach certain conclusion in a systematic and
scientific way. In organisations employees are recommended to meet
counsellor whenever there is a need to address an issue in detail.
Employee is helped to see the problem from different aspects and a
constructive solution is reached in agreement.For example, an employee
in the organization aspires for growth or aiming to reach next designation
but falls short in qualification required for that specific role. The HR
executive who looks after appraisal and promotions succeeds in
explaining the gap but fails to win the employees trust on this matter.
The employee in turn is not reluctant to undergo training and equip self
to occupy the post, but finds it quite disheartening that he is asked to do
so. Counsellor helps the employee to understand the situation by posing
certain leading question without dominating the conversation.
In directive counselling counsellor deliberately tries to replace

emotional behavior with logical behavior. Counsellor approaches the
employee in a trained manner and helps him identify the trigger and
nature of the problem without threatening the employee’s position. In
above example, counsellor ’s role is to help the employee realize that
suggested training program is required to fulfill expectations from the
designated role and nobody is questioning the current knowledge and
status to belittle his experience. In directive counselling the employee
takes more time to open up presuming threats to his position. Counsellor
’s primary role in this is to listen, advice and reassure emotional security.
• Non-directive counselling: In non- directive counselling counselee

plays active role unlike directive counselling . The direction of
interaction is mostly guided by the counselee. Many times employee in
organization finds themselves stuck in some adverse situation and
willingly solicits counsellor ’s opinion to resolve the situation. In such
case sharing of information is lucid and open, under counsellor ’s
guidance to keep the conversation on right track and avoid irrelevant
details.Let us take same example discussed in directive counselling.
Suppose the employee himself sought counselling instead of being
referred by the human resource department. In such case the employee is
194
aware that training is required to be done in order to occupy the aspired and Wellness Services
post. Though there could be a little misunderstanding that he is being
forced to undergo that training and organization is not considering the
amount of experience acquired in all these years.
The role of counsellor remains same as to listen, accept and encourage

objectivity and help the employee perceive things in logical manner and
not with emotional bias. Only difference is employee would disclose
thoughts more freely and take initiative in discussing matter with better
understanding of situation, in non directive approach.
• Participative counselling: Participative counselling is an eclectic

approach of both directive and non directive counselling . It is rather
cooperative exchange of ideas between the counsellor and the counselee.
This is also more economic and less time consuming. This is better
suited approach in organization. Employees do not take counselling very
enthusiastically. Most importantly independent employee do not see
being referred to counsellor as kind gesture and similarly many of them
do not approach by self in fear of being mocked among fellow
workers.Let us understand this approach referring to the same example.
In such case the organization should first recognize the inner motivation
of the employee to develop and grow. In addition, each employee who is
eligible to hold the post and falling short in some way should once be
referred to counsellor . This would reduce the feeling of animosity to
some extent and situation can be handled positively. In Participative
approach counsellor ’s role is to help the employee in self acceptance by
allowing contributing diverse solutions to problems.
Counsellor may chose either approach but the success of counselling

would depend on the quality of interaction. Sometimes the whole process
of counselling gets wrapped up in very short time because mere
exchange of emotions and ideas resolves issue sooner than expected.
Sometimes just somebody’s availability to patient hearing does the trick
and everything gets resolved in minutes.
1) List the three approaches to employee counselling.
…………………………………………………………………………….
…………………………………………………………………………….
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…………………………………………………………………………….
…………………………………………………………………………….
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Human Resource
Management 12.4 PROCESS OF EMPLOYEE COUNSELLING
Functions
In the process of counselling both counsellor and counselee sails through
many emotional changes and end up developing therapeutic bond amongst
them. Both of them face good and bad, win through ups and downs. The
whole process of counselling not only benefits the employee in resolving
issues, it also broadens counsellor s understanding of the situation. The
process of counselling transpires through six different stages to be successful
and pleasant.
1) Pre-contemplation: Pre contemplation is the first and opening stage of

counselling . In this stage the employee is apprehensive of the counsellor
and the process of counselling . Before it starts the employee either tries
to put the blame on others (people or surrounding) to be the problem or
is still trying to figure out what must have caused the problem. It is also
possible that employee is caught unaware of why he had been referred to
the counsellor . The counsellor is at advantageous position in this stage
to set an optimistic ambience and win employee’s trust to begin with the
process. It is important that the employee trusts the counsellor for
positive results.
2) Contemplation: Contemplation is also called stage of exploration. Here

both counsellor and employee are apprehensive about how much the
other person is aware of the problem. They start with knowing each other
and set to spell expectations from each other. Counsellor is free to
explore employee’s past and current problems, their values, preference
regarding work and organization. This stage offers ample of space to
grow friendly bonds. Employee on the other hand tries to explore more
about counselling tries to understand the counsellor ’s experience and
exposure towards worldly affairs. In this stage employee would develop
trust or doubt depends on counsellor ’s behavior. It is recommended that
the counsellor make best use of this opportunity and wins employee’s
confidence before proceeding further.
3) Preparation: Preparation is also called stage of understanding. In this

stage counsellor starts mapping the conversation and employee
gradually start sharing information on issue. It is very important that
counsellor remain alerts and carefully chooses phrases in conversation.
Employee also gathers self to confess the truth and face reality.
4) Intervention: Intervention requires the most of patience on counsellor ’s

part and encouragement on employee’s part. A quick jump to action by
either of them may ruin the final outcome of the process. Before
suggesting any action or asking straight question counsellor should
check employee’s readiness to participate. Employee’s organizational
status, self image, self esteem, and acceptance of the procedure,
acceptance of the counsellor , and eagerness to change will decide how
the counselling will progress. If it is hurried or delayed too much, the
196
whole process may lose its essence and the change in behavior may not and Wellness Services
happen at all.
5) Maintenance: In this stage both counsellor and employee starts

exploring options and also logically evaluates the pros and cons
associated with those options. Everything shared and explained, every
plan drawn and accepted, every promise made and expected to be
fulfilled, will first have to be understood, accepted, and valued in
thoughts as our own and not something impelled. Once everything is
exchanged in enough detail and employee can visualize the effect of
changed behavior, it can be safely assumed the change in behavior will
persist out of counselling too.
6) Post care: It is important to understand for both the counsellor and the
employee that certain situational factors cannot be completely removed
or changed. Hence the trigger to conflict or stress may reappear and
challenge us to react in the same old way. Permanency of temporarily
changed behavior lies upon employee’s commitment to self. Counselling
process should end with transition of empowerment in employee.
Successful counselling ends up with this knowledge of fact in both
parties that situation may reoccur but the employee is now in control of
his behavior.
1) What is the first stage in the process of employee counselling?
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
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12.5 STRESS AND STRESS MANAGEMENT

Stress has today become a part and parcel of life and in the context of an
organisation, it is important to understand stress that can have an impact on
the wellbeing and performance of the employees. Let us first discuss about
what is stress.
The terms stress find its origin in‘ stringere ’that is a Latin word and means
‘to draw tight ’(Cox, 1978). Stress is a very commonly used term in every
context whether school, workplace, day to day life and so on. We often come
across people who say that they are stressed or experiencing stress in their
lives. We ourselves experience stress often.
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Human Resource
Management
Hans Selye (1974) described stress as a response of the body to certain
Functions demand that is made on it and he further stated that this response was non-
specific.
Schafer (1998, page 6) defined stress as “arousal of mind and body in

response to demands made on them”.
Lazarus and Folkman (1984, page 19) defined stress as “a particular

relationship between the person and the environment that is appraised by the
person as taxing or exceeding his/ her resources and endangering his/ her
wellbeing”.
Truxillo et al (2016, page 440) defined stress as “the body’s reaction to a

change that requires a physical, mental or emotional adjustment or response”.
In the context of stress, it is also important to discuss about stressor.
Gerrig and Zimbardo (2005, page 430) defined stressor as a stimulus event
that places a demand on an organism for some kind of adaptive response”.
As can be seen from the above definitions some of the important aspects
related to stress are that stress is a response to certain stimuli and is mainly
experienced when the resources of the individuals are challenged. The
physiological changes that take place a s a result fo stress was also
highlighted.
Since here we are discussing stress related to workplace, let us understand the
concept in organizational set up. Suppose an employee suffered bad relations
with fellow workers, suffers ruined relation at home, and constantly being
bothered about senior’s behavior, assuming he is being ill treated.
Counselling was provided in more than one occasions but nothing changed
because the employee did not learn to alter thought process. The employee
would continue to suffer threat and criticism. In effort to handle this threat
the body will start releasing stress hormones, adrenalin and cortisols. Lot of
other bodily changes will also take place. Strained muscle, overworked heart,
quick breath everything will add to panic. It is natural to suffer stress in such
situation.
Ideally speaking stress helps in focusing and staying alert, defending

individual against danger. Moderate Stress causes positive influence on work.
It is the physical response to any kind of challenge or demand, which cause
damage to body and mental health. In threatening situations stress protects
us, only if it remains in check to certain limit. Beyond certain limit stress
cause adverse effect on quality of health, relationship and workplace
performance. Chronic stress leaves individual prone to anxiety, depression,
and other mental health problems. Stress aggravates pain, insomnia,
indigestion, ulcerations, other skin and hair problems, and heart problems.
Stress is characterised by excessive hair fall, loss of appetite or sudden
weight gain or loss. Loss of appetite, concentration and unexplained fatigue
are some common and early symptom of stress.
198
Workplace stress is a combination of physical and emotional response and Wellness Services
towards high demand of job performance and low control over situational
factor. It causes similar kind of impact over both employers and employees.
Stress results into illness, absenteeism, employee turnover, reduced
objectivity, bad politics, reduced efficiency and productivity, poor
managerial decisions and apathy.
Most often work related stress is caused by poor organization of

infrastructure, hierarchy, work, and self. To a large extent stress is related to
employee’s perception of work overload, role conflict, perception of social
support, and past experience. It can be used in employee’s and
organisation’sfavour by shifting perception. Counsellor is largely
responsible to guide individual employee on how to perceive things in
different light. They try to bring change in cognitive process and emotional
behavior through counselling. In stress management there is sequence of
action to execute and monitor.
1) Stress recognition: Initial symptoms of stress are mostly in form of

physical ailment (headache, indigestion, insomnia etc. etc.) and
emotional mood swings (loneliness, anger, memory loss etc. etc.). Work
place syndrome would include social withdrawal, disobedience, frequent
accidents and overreactions to small things.
2) Stress assessment: This stage essentially works upon identifying the

stressor. Stressor is the trigger factor that induces stress in individual. In
an organization culture, values, roles, work relations and individual
coping mechanism are majorly responsible to cause stress.
3) Coping with stress: When it is said that stress is mere physical and
emotional response to mismatch of demand and delivery, it also suggests
that by creating balance between the two, stress can be avoided or treated
to great extent. In fact, each step taken to erase this imbalance is a step to
towards positive management of stress.
4) Monitoring and evaluation: Accidents and illness is major contributor

to stress in organizational premises. Psychological training and
supervised observation proven strategy to avoid stress at workplace.
However continuous and constant monitoring is not feasible in
organizational setup with huge manpower. Anti stress initiative are
maintained by implementation of several preventive programs. Stress
counselling is an effective tool in stress management; it can help obviate
severe illness.
There are various ways in which stress can be managed. The serenity prayer
by Reinhold Niebuhr (1932) “ O’ God give me the courage to change what
must be altered, serenity to accept what cannot be altered, and the insight to
know the difference of one from the other.” is classic strategy to manage
stress.
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Human Resource
Management
1) Avoid confronting the situation/stressor/trigger to avoid stress. In reality
Functions it is seldom possible to avoid the entire situation that causes stress. In
workplace avoiding argument with supervisor to keep stress away from
you, but you cannot avoid the supervisor all the time.
2) Alter the situation /behavior/ perception to avoid stress. Alter the

situation by adding positive element, a positive response to it. Instead of
avoiding the supervisor it is preferable to avoid mistakes which may
cause arguments.
3) Adapt to situation/people/outcome to avoid stress. Adapt to situation

with positive learning. Adapt to people by accepting their flaws. Adapt
to results knowing the limitations. Evaluate what is the root cause of
argument. If it is bad work, improve your performance; if it is
temperamental nature of supervisor, accommodate the flaws with
knowledge that nobody is perfect; if the result of your input is not
satisfactory, figure out how you can do better next time.
4) Alternate: There exists an alternate option to every option. If nothing you

do helps you in avoiding stress, then choose alternative. It is better to
venture and create a better world for self and surrender to peace than
leading a stressful life.
Stress counselling at workplace adapts norms and procedure of (CBT)

cognitive behavior therapy. Cognitive behavior therapy aims to restructure
thought process. Suppose an employee suffers social anxiety driven by work
place stress caused by misperception of being ill treatment by fellow workers.
Counsellor guides employee in replacing automatically generated negative
thoughts with positive ones by showing them logical side of each argument.
Let us follow the case step by step:
1) Identify trigger events causing this perception. Whenever supervisor

reaches the site an argument takes place.
2) Guide the employee visualise the events from different angles using
imagination, instead of asking them to be positive in thinking. The
employee can be asked to visualize factors which could have avoided the
argument.
3) Out of several probable outcomes that employee has just imagined, help
them to see the positive ones more logically.
4) Explain how to replace negative thoughts with positive ones with few
more hypothetical examples. Quoting direct incidences every time will
cause more anxiety.
5) Suggest the employee to practice replacing negative emotions with

possible positive outcomes before jumping to any conclusion.
200
6) Starting with simple and small incidences, eventually the employee will and Wellness Services
see changes in his mood and behavior.
7) Maintain regular interaction for desired time period until it is evident in

his behavior and health. Length of such periodic interaction varies from
case to case.
Stress counselling follows path of identification, exposure, reasoning,

practicing, and evolving as mature individuals. The fact should never be
forgotten that counsellor also acquire next level of maturity with each
counselling , resolving diverse issues. As a word of caution always start
stress counselling with the least challenging issue, that helps in gaining trust
of the employee.
There are various stress management techniques that can be used to manage
stress. Some of these are discussed as follows:
 Relaxation techniques: There are various relaxation techniques that can

be used in order to manage stress. These techniques mainly focus on the
physiological changes that take place when stress is experienced. For
instance, when stress is experiences, the pulse rate will increase,
breathing will also become faster, muscles may become tensed and so
on. Relaxation techniques such as Jacobson’s progressive muscle
relaxation mainly include breathing exercises and contracting and
relaxing various bodily muscles.
 Meditation: Meditation means ‘Dhyan’ in Sanskrit. It can be described

as a process of “quieting the mind in order to spend time in thought for
relaxation with a goal to attain inner state of awareness and intensify
personal and spiritual growth”
(https://www.yogapedia.com/definition/4949/meditation). There are
various types of meditation including mindfulness meditation,
transcendental meditation, guided meditation, Vipassana meditation,
loving kindness meditation (meta meditation), Chakra meditation that
can be effectively used in order to deal with stress.
 Yoga: Also known as Yog (Sanskrit) can also be helpful. Yoga includes
various Asanas and pranayama. And when Yoga is practiced on regular
basis, it can have long term health benefits.
 Time management: Time management can be explained as effective

utilisation of time and this as well can help in managing stress. Main
aspects of time management include prioritisation, scheduling and
execution. Various techniques of time management include following a
planner system, blocking time wasters, delegating and dealing with
procrastination besides others.
 Interpersonal skills: Improving one’s interpersonal skills can also help

in effective management of stress. Impersonal skills includes adopting
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Management
effective communication skills, enhancing self awareness and learning
Functions effective conflict resolution strategies. Emotional intelligence can also
help enhance one’s interpersonal skills and manage stress effectively.
1) What is stress?
12.6 EMPLOYEE WELLNESS AND HEALTH

PROMOTION PROGRAMMES
Employee counselling alone cannot fill the gap between expectation and
demand. It is also required to take initiates and implement employee wellness
program to safeguard employee’s overall well being. It covers many aspects
of employee’s life such as financial, physical and social health. While
designing wellness program it is important that it should be economical both
for organization and employee. There are five basic wellness routine
recommended at work place without engaging financial expense are:
a) Meditation: Constructs garden and/or a hall for the employees’ to pray

and meditate when it gets hard on them to keep up with challenges.
b) Exercise: Free membership for gymnasium, yoga clubs, or dance classes

is given to employees to engage them in physical activity and ensures
health.
c) Cushion breaks: An official library with free access (hosting good

relevant literature), cafeteria (mentioning time slots for entry), and pet
care centre (where employees are allowed to bring along their pet on
certain days and everybody is allowed to play in break time).
d) Social connection: Organise luncheon, parties, Pot luck parties (bring

healthy food from home) and picnics from time to time, and allow
employees to vent out their bottled up emotions.
e) Futuristic goals: Mark specific days in calendar to engage employees in

outdoor sports, plantation drive, and charitable tasks outside
organization. Self realization of making significant contribution to
environment and society adds new dimension to self worth and people
with high self esteem enjoy high wellbeing scores.
Annual health survey, medical camps, group health plans, financial

counselling, sponsored vacation, are all examples of employee wellness
program run by organisations . It is important to ascertain the need of
employee before selecting any program to offer. It is also important to
determine whether it would be offered as part of incentive or reward, to bring
optimum result.
Various other employee wellness programme that can also be initiated

include:
202
 Operational training: To benefit existing employee upgrade their skill and Wellness Services
organization either design in- house training program, outsource trainer,
or/and sponsor candidate to pursue training from other institutions.
 Financial risk management: Financial agencies are invited to provide

timely consultation to employees on managing investments and
expenses. Some organization offers incentive in form of investment
policies
 Employee assistance: Employees are guided on ways to adjust in

organizational, social and personal life.
 Paramedic services: Organisations prone to accidents and fatigue can

provide paramedic assistance (physiotherapist, nurse, etc.) to employees
in rehabilitation.
 Smoking cessation: Considering ill effects of smoking and to eradicate

problem many organization now solicits experts to promote smoking
cessation programs.
 Stress reduction: It is a combination of many activities as exercise,

yoga, meditation etc.etc. Some organisations with longer shifts offer rest
room for short naps similarly sedentary jobs can also schedule walk time.
Employees vary tremendously in their needs. Being recommended for

wellness program should be valued. Preliminary assessment is most
important to carry out designing and implementing wellness program. Once
done with assessment wellness program gets implemented in following steps.
1) Get approval from management

2) Finalise budget
3) Form a team/committee to implement
4) Develop goals
5) Design program and categorise them as in- house/outsourced/sponsored
etc.
6) Identify trainers/experts/outside agencies.
7) Invite member employee to join group
8) Assign them to different programs as suits (self sponsored/incentive
/reward)
9) Re assess the employee’s current status of affair
10) Either wrap up or re- assign member to same or different program, as
required.
Effectiveness of wellness program largely depends on willingness of

employee to participate. As we discussed in previous section employees are
counselled before they being assigned to any wellness program. Success of
wellness program is verified by participants’ feedback and frequency of
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Human Resource
Management
changed behavior. Eventually it should decrease rate of absenteeism and
Functions increased rate of productivity. Wellness program implemented well will
always result into enthusiastic employees willing to participate, followed by
requests for additional program. It should lead to overall positivity in
employees’ behavior, health, relations, performance and organizational
culture.
Check Your Progress V
1) List five basic wellness routine recommended at work place.
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
12. 7 LETS SUM UP

To sum up, in the present unit, we discussed about employee counselling.
Employee counselling is professional interaction with individual or group of
employees who are psychologically healthy but needed guidance to resolve
their situation of current conflict. Various types, approaches and the process
of employee counselling were also discussed. The unit further focused on
stress and stress management. Lastly the employee wellness and health
promotion programmes were also discussed
12. 8 REFERENCES
Asanas retrieved from http://www.yoga-age.com/modern/asanas.html on 11th
November, 2019 at 1:20 pm.
Cartwright, S., & Cooper, C. L. (1997). Managing Workplace Stress. New

Delhi: Sage Publications.
Coleman, J. C. (1970). Abnormal Psychology and Modern Life. Bombay: D.

B. Taraporewala and Sons.
Cox, T. (1978). Stress. London: Macmillan.
Ghosh, M. (2015). Health psychology: Concepts in Health and Wellbeing.

New Delhi: Dorling Kindersley (India) Pvt. Ltd.
Micheal Carrol, (1996).WORKPLACE Counselling.New Delhi: Sage.
Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal and coping. New
York: Van Nostrand.
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Linden, W. (2012).Stress Management: From Basic Science to Better and Wellness Services
Practice Sage Publications, inc
Miller, Williams (2018). The Healthy Workplace Nudge, USA: Wiley
Marks, D. F., Murray, M., Evans, Brian., Willig, C., Woodall, C., & Sykes,
C. M. (2008). Health Psychology: Theory, Research and Practice. New
Delhi: Sage Publications.
Mangal, S. (1984). Abnormal psychology. New Delhi, India: Sterling

Publishers.
Meditation retrieved from

https://www.yogapedia.com/definition/4949/meditation on 11th November,
2019 at 4: 00 pm.
Miner, J. B. (1992). Industrial- Organizational Psychology. New Delhi:

McGraw-Hill Inc.
Nolen-Hoeksema, S., Fredrickson, B., Loftus, G., & Lutz, C. (2009).

Atkinson & Hilgard’s Psychology An Introduction. United Kingdom:
Cengage Learning.
Parmeswaran, E. G., & Beena, C. (2004). An Invitation to Psychology. Delhi:

Neelkamal Publications Pvt. Ltd.
Pestonjee, D. (1999). Stress and coping. New Delhi: Sage.
Schafer, W. (1998). Stress Management for Wellness. United States:

Thomson Wadsworth.
Scott, E. (2019). the Benefits of Yoga for Stress Management retrieved from
https://www.verywellmind.com/the-benefits-of-yoga-for-stress-management-
3145205 on 9th November, 2019 at 10: 30 pm.
Selye, H. (1974). The stress of life. New York: McGraw-Hill.
The Difference between Sukhasana, Siddhasana, Padmasana retrieved from

https://yogafirsthand.com/2013/04/21/the-difference-between-sukhasana-
siddhasana-padmasana/ on 11th November, 2019 t 2:00 pm.
Web links:
https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-
guides/pages/howtoestablishanddesignawellnessprogram.aspx
https://www.businessmanagementideas.com/employee-management/
https://www.preservearticles.com/human-resource-management/
https://www.aafp.org/afp/2009
https://www.verywellmind.com/what-is-a-mental-health-counsellor -4157925
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Management
https://www.researchgate.net/publication/259998468_Workplace_Stress_The
Functions _need_for_Communication_and_Knowledge_Sharing
https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-
guides/pages/howtoestablishanddesignawellnessprogram.aspx
12. 9 KEY WORDS

Counselling: Counsellingcan be defined as scientific and systematic
interaction between expert and another individual who is in need of guidance.
Stress: Lazarus and Folkman (1984, page 19) defined stress as “a particular
relationship between the person and the environment that is appraised by the
person as taxing or exceeding his/ her resources and endangering his/ her
wellbeing”.

1) What is counselling?
Counsellingcan be defined as scientific and systematic interaction

between expert and another individual who is in need of guidance.
1) List the three approaches to employee counselling.
The three approaches to employee counselling are

 Directive counselling
 Non-directive counselling
 Participative counselling
1) What is the first stage in the process of employee counselling?
The first stage in the process of employee counselling is pre-

contemplation.
1) What is stress?
Schafer (1998, page 6) defined stress as “arousal of mind and body in

response to demands made on them”.
Check Your Progress V
1) List five basic wellness routine recommended at work place.
206
The five basic wellness routine recommended at work place are: and Wellness Services
 Meditation
 Exercise
 Cushion breaks
 Social connection
 Futuristic goals

1) Explain the nature and scope of employee counselling.
1) Explain the approaches to employee counselling.
2) Describe the process of employee counselling.
3) Discuss stress and stress management.
4) Explain employee wellness and health promotion programmes.
207
Human Resource
Management SUGGESRTED READINGS
Functions
Aswathappa, K. (2015). Human resource management. New Delhi: McGraw
Hill Education.
Aamodt, M.G. (2001) Industrial/ Organizational Psychology. Thompson

Wadsworth, a division of Thompson learning Inc.
Chadha, N.K. (2005). Human Resource Management-Issues, case studies and

experiential exercises.3rd edition. New Delhi: Sai Printographers.
DeCenzo,D.A.& Robbins, S.P.(2006). Fundamentals of human resource

management. (8th Ed). NY: Wiley.
Dessler, G. (2008). Human resource management. Upper Saddle River

Harzing,A-W.K. and Pennington, A. (2011). International human resource

management. New Delhi: Sage publications.
Muchinsky, P.M. (2006) Psychology applied to work: An Introduction to

Industrial and Organizational Psychology. NC : Hypergraphic press
Werner, J., & De Simone, R. (2012). Human resource development. Mason,

OH: South-Western.
Robbins, S. P. Judge, T.A & Vohra, N. (2017).Organizational behavior

(16th Ed). New Delhi: Prentice Hall of India.
Schultz, D. & Schultz, S.E. (2017). Psychology at work today (10th Ed.).
London: Routledge.
Nelson. D, J.C .Quick and P. Khandelwal, Understanding Organisational

Behaviour, Cengage Learning India, 2013
Nelson, Debra. L.; Quick, James. C and P. Khandelwal : ORGB –An

innovative Approach to learning and teaching Organizational Behaviour),
Cengage learning Pvt. Ltd ,2nd edition ,2013
208

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BPCS-187

MANAGING HUMAN RESOURCES

School of Social Sciences

Prof. Suhas Shetgovekar Prof. Swati Patra Dr. Monika Misra

Dr. Smita Gupta (Convenor)

COURSE PREPARATION TEAM

Unit 3 Diversity at Workplace Dr. Smita Gupta Prof. Suhas Shetgovekar

Block 2 Human Resource Practices

Unit 5 Job Analysis Dr. Mohsin Uddin Prof. Suhas Shetgovekar

Unit 6 Selection Dr. Mohsin Uddin Prof. Suhas Shetgovekar

Unit 8 Performance Appraisal Prof. Suhas Shetgovekar Dr. Mohsin Uddin

Block 3 Human Resource

Organization and Sequencing of a Unit

Check Your Progress

Audio and Video Aids

Guidelines for Assignments

The course on Managing Human Resources (BPCS187) is a skill based

Block 2: Block 2 is titled Human Resource Practices and includes 4 units.

Block 3: Block 3is titled ‘Human Resources Management Functions’ and

Ms. Sheela: Welcome Yamin to the human resource department of A2Z.

Yamini: Thanks a lot Maam. I am very happy to be selected as an intern and

Yamini: Industries are of different types. They could be services industry or

It is very important to focus on this human resource in an organisational set

1.2 NATURE, SCOPE AND OBJECTIVES OF

 Human resources is the most important resource to achieve

 The policies and procedures related to the human resources are to be in

 Organisational culture and the values that can determine the

 Human resource management needs to work in direction of integrating

Thus, human resource management focuses on acquiring (recruitment and

A human resource department in an organisation also acts as a bridge

Human resource management can be differentiated from personnel

Human Resource Management (HRM) can be broken in to three main terms:

Human: In an organisational set up these are the employees or the workforce.

Resources: can be explained in terms of asset, finance, people and so on that

Management: Denotes optimal and adequate use of the resources so as to

 Planning: Planning includes establishment of standards and goals,

 Organising: Organising includes, distribution of tasks, establishment of

 Staffing: Staffing includes recruitment, selection, organising training

 Leading: This involves maintenance of morale and motivation amongst

 Controlling: Setting standards for quality, sales etc.; comparing the

HRM can be explained as the process that involves employing individuals,

DeNisi et. al. (2014, page) defined human resource management as

Thus human resource management mainly involves managerial activities that

Human resource management thus, includes relevant activities related to job

The scope of human resource management is vast and covers various

The main objectives of HRM (Aswathappa, 2015) are as follows:

1.3 FUNCTIONS OF HUMAN RESOURCE

Let us look at some of the specific functions of HRM:

1) Human Resource Planning: Planning is an important component of

2) Job analysis: Job analysis can be explained as a process through which

3) Recruitment, selection and placement: These are three important

4) Induction and orientation: When a new employees joins an

5) Training and development: As we know that the only constant thing is

6) Performance appraisal: Performance appraisal needs to be carried out

7) Labour relation: An important function of HRM is labour relations. In

8) Compensation and benefits: The human resource departments also

9) Record keeping: Yet another function of HRM is record keeping that is

Check Your Progress II

1) Explain job analysis.

1.4 STRATEGIC HRM