CREATIVE JOB ADVERTISEMENTS
EMPLOYER BRANDING
NEED OF EMPLOYER BRANDING
Types of Employer Branding
Internal Employer Branding
BEST EXAMPLE FOR EMPLOYER BRANDING
Discipline and Grievance Procedure – Labor Laws in India
 
Disciplinary Proceedings
ROGRESSIVE DISCIPLINARY PROCEEDING
Notes:
DISCIPLINE- industrial relations in India
 Grievance- Definition
- A grievance is defined as a dispute between the employee and the employer about the interpretation or application of the collective agreement.
- Employee grievance refers to the dissatisfaction of an employee with what he expects from the company and its management.
Employee grievances may or may not be justified. However, they need to be tackled adequately because they not only lower the motivation and performance of the employee but also affects the work environment. Employee grievances if left unchecked can lead to large disputes within the company. Any company must have a proper channel for employee grievance redressal.
Employee and Workplace Grievances:
Pay and Benefits: This is the most common area of employee complaints and grievances. These grievances may involve the amount and qualifications for pay increases, pay equity for comparable work within the organization, and the cost and coverage of benefit programs.
Workloads: Heavy workloads are a common employee and workplace grievance. If you work for a company that is going through lean times, you may have been asked to take on more work without a pay increase. Perhaps your employer decides not to fill a vacant position and instead assigns additional work to you and your colleagues. Such situations lead to employee frustration and dissatisfaction.
Work Conditions: A safe and clean work environment is crucial to employee satisfaction and motivation. Extensive state and federal regulations protect worker health and safety. Employees who believe a company is not following applicable regulations and guidelines may decide to file a grievance.
Union and Management Relations: When unions represent employees, both the union and management must avoid unfair labor practices. These illegal acts involve threatening or coercive behavior by either party designed to obtain an employee’s loyalty or cooperation.
Grievance Management under Indian labor Law
Notes @ OPEN SOURCE
Industrial Disputes and Workmen’s Compensation
Trade Unions and Collective Bargaining
Employee Welfare Measures in India
Wages, Incentives, Reward, Compensation
Quality Work Life-Work Life balance
According to J. Richard and J. Loy, “QWL is the degree to which members of a work organisation are able to satisfy important personal needs through their experiences in the organisation”.
While the task force set in 1979 by the American Society for Training and Development [ASTD] defined QWL as a process of work organisation which enables its members at all levels of to actively participate in shaping the organisation’s environments, methods and outcomes. This value based process is aimed towards meeteing the twin goals of enhanced effectiveness of organisation and improved quality of life at work for employees. Quality of work life efforts are systematic efforts made by an organisation to give its employees a greater opportunity to affect the way in which they do their jobs and the contributions they make to the overall effectiveness of their organisation.
Richard E.Walton explains quality of work life in terms of eight broad conditions of employment that constitute desirable quality of work life (QWL). He proposed the same criteria for measuring QWL. Those conditions/criteria include :
- Adequate and fair compensation.
- Safe and healthy working condition.
- Opportunity to use and develop human capacities.
- Opportunity for career growth.
- Social integration in the work force.
- Constitutionalism in the work organisation.
- Work and quality of life and
- Special relevance of work.
The International Labour Office Lists the following areas as concerns of QWL.
- Hours of work and arrangements of working time
- Work organization and job content.
- Impact of new technologies on working conditions.
- Working conditions of women, young workers, older workers and other special categories.
- Work-related welfare services and facilities
- Shopfloor participation in the improvement of working conditions.
INDIA, 2012:
20-year-old woman had labour pain, she had to give birth to her daughter within a rice mill in Alapakkam village in Madurantagam, 78 km south of Chennai state, where she was working as a bonded worker for five years for a daily salary of Rs 8/- (0.15$) (as against the norms of Rs 113.50 per day under the Minimum Wages Act, 1948. Under the bonded labour System (Abolition) Act 1976,a labourer should have the freedom to work anywhere and there should not be any advance payment that would hold him back.). The owner of the mill did not provide medical help. Deterioration of their health without medical care has forced them along with other 19 employees at the rice mill to revolt against the mill owner. Based on a plea by one of the workers who escaped from the mill a few day’s ago, Kancheepuram collector sent a team of revenue officials and doctors to inspect the mill on Thursday. The team rescued 21 people including 11 children.
The factors that influence and decide the Quality of work life are:
- Attitude
- Environment
- Opportunities
- Nature of Job
- People
- Stress Level
- Career Prospects
- Challenges
- Growth and Development
- Risk Involved and Reward
Reading material: ep-work-life-balance
Performance Management
Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization.
DOWNLOAD NOTES ONÂ PERFORMANCE MANAGEMENT AND APPRAISAL
Performance Management System
 
Performance Appraisal Process and Methods
The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering Time and Motion studies.Dulewicz (1989) says “… a basic human tendency to make judgements about those one is working with, as well as about oneself.” In the absence of a structured system, people will tend to judge the work performance of others, including subordinates, informally and arbitrarily.
Modern Performance Appraisal
Performance appraisal may be defined as a ‘structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development’.
THREE STEPS IN PERFORMANCE APPRAISAL
FOUR PHASE MODEL OF PERFORMANCE APPRAISAL
STAGES OF APPRAISAL PROCESS
The stages of the appraisal process are:
1. Conduct the appraisal meeting.
2. Define and agree goals.
3. Describe role competencies.
4. Agree goals with the individual, and gain his or her commitment to them.
5. Agree and conduct regular review sessions.
6. Gather a wide range of performance data throughout the whole cycle.
7. Write your performance summary for the individual.
8. Individual responds to Stage 7 with their own performance summary.
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