Steps of the New Induction Program

SWelcomes the rising comer to the ecesis. 2. Explain the ov datell(a) objectives of the society and the department. 3. Explain the employees mapping in achieving the objectives. 4. Show the location or place of manoeuver. 5. Handover the rules and personal credit line descriptions. 6. pass off detail the readying opportunities and promotional advancement. 7. Discuss the working conditions. 8. Furnish all details regarding salary and benefits. 9. Guide the employees through a tour of sinless of the organization. 10.The installment program usually d whizz either by orchis induction program and or by informal induction program. few large organizations follow the formal induction program, which c arfully planned induction-orientation training program helps a new employee to quickly adjust to the new surroundings, acquire the new culture, and Reduce Insecurity, trim back Anxiety, Reduced Cultural Shock, and Reduced Exploitation. In some medium and small organizations informa l induction program is carried fall out either by Supervisor scheme and or Buddy or Sponsor system.Elements of keen Induction Programme A good induction programme has deuce-ace main elements which is described below 1. Introductory study Introductory information regarding the history of the company and companys products, its organisational structure, policies, rules and regulations etc. should be given up informally or in assemblage session in the personnel department. It will help the candidates to understand the company and the organizational policies and standards well. 2.On the Job Information Further information should be given to the new employee by the department supervisor in the department touch where he is placed on the job about departmental facilities and requirements much(prenominal)(prenominal) as nature of the job, the extent of his liability and the employee activities such(prenominal) as recreational facilities, safety measures, job routine etc. 3. Follow up Interviews A follow up interview should be arranged several(prenominal) weeks laterwards the employee has been on the job by the supervisor or a instance of the personnel department to answer the problems that are a new employee may exact on the job. . 7 EMPLOYEE SEPARATION Employees separate from the campus in a variety of ways. Some sepa circumscribes are voluntary and initiated by the employee, such as resignation or retirement. Others are involuntary and initiated by counseling, such as lay off or medical separation. The death of an employee or arc for ca character creates unique challenges. Each type of separation requires limited, different actions by you, though some processes are common to all. Your common sense and good judgment will serve you well in response to the excess circumstances that arise with each employees separation.Whatever the circumstances, every employee leaving the campus, whether voluntarily or involuntarily, should feel they were treated wit h respect. Keep this goal in judicial decision as you review the guidelines for different types of separations in this chapter. ? Death of an Employee ? Dismissal ? last Interviews ? Job Abandonment ? Lay off ? Medical Separation ? fall ? Retirement Training benefits thither are numerous reasons for supervisors to conduct training among employees. These reasons include ? change magnitude job satisfaction and morale among employees. Increased employee motivation. ? Increased efficiencies in processes, extending in financial gain. ? Increased capacity to adopt new technologies and methods. ? Increased innovation in strategies and products. ? Reduced employee turnover. ? Enhanced company image, e. g. , conducting ethics training (not a good reason for ethics raining ). Reasons for express the growth and culture of personnel include ? Creating a pool of promptly available and adequate replacements for personnel who may leave or social movement up in the organization. Enhancing the companys ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. ? Building a more efficient, effective and highly motivated team, which enhances the companys competitory position and improves employee morale. ? Ensuring adequate gentle resources for expansion into new programs. Research has shown specific benefits that a small business receives from training and developing its workers, including ? Increased productivity. ? Reduced employee turnover. ? Increased efficiency resulting in financial gains. Decreased need for supervision.EVOLUTION OF centering OF HUMAN RESOURCES AN INDIAN 1. 7 PERSPECTIVE Kautilyas finish Kautilya provides a systematic treatment of direction of human resources as azoic as in the 4th Century B. C. in his treatise titled Arthashastra. ? There prevailed pellucid procedures and principles in respect of mash organizations such as Shreni or companionship system and the cooperative sector. ? The wages were pa id strictly in ground of quantity and quality of work turned out, and punishments were imposed for unnecessary delaying the work or spoiling it. Kautilya provides an excellent discussion on staffing and personnel management embracing job descriptions, qualifications for job, selection procedure, and executive development, incentive systems (Carrot and Stick approach). Varnasharm There are several indications regarding the operations of principles of the divisions of force back. The concept of Varnashram or caste system was originally based on these principles ? The individuals, who used to earn their livelihood by engaging themselves in activities such as teaching, sacrifice or assign management, were designed as Brahmins. Individuals engaged in the areas of trade, business and agriculture were called Vaishyas and those devoting themselves to manual work were known as Shudras. Later on, these professions emerged to be heredity which facilitated the switch of skills and training from one generation to an some other. The Medieval (As regard to Indian frugality in Medieval India) Although there were a lull because of numerous overseas aggressions for around 700 long time, during the Mughal Rule, the Indian trade and commerce were reviewed.Several Karkhanas were established at Agra, Delhi, Lahore, Ahmedabad and unlike other places. ? A major(ip)ity of the artisans and the craftsmen had extremely poor conditions of existences and lived on starving level. ? The productivity of workers was very low, low wages, climatic conditions and poor physique were the major factors creditworthy for it. British Period There prevailed laissez-faire policy towards business. ? As it is evidenced in the report of the Indigo care, the working conditions were appalling, living conditions were subhuman, and several abuses prevailed in Indigo plantations.Again, as regards tea plantation, several cases of inhuman cruelties caused to the workers are encountered. ? Even the Planta tion phone number of 1863 makes provisions that if the workers failed to complete their period of contract, they should be imprisoned for a period not exceeding three months. ? The labourers who move to run away were subjected to imprisonment whipping and allied extreme punishments. ? Accordingly, the workers were unaccompanied helpless in the face of unionized and powerful European Planters. The higher up conditions prevailed till the enactment of the Factory Act of 1881.According to the Act the workers employed in the factories were allowed a weekly off daylight, and provisions were also made for management as well as limiting the hours of work for women workers to 11 per day. The Act further provided that the minimum age of children for employment should be seven years and that the maximum working hours for them should not exceed seven hours a day and that too in the day shift. In 1890, the first labour organization designated as Bombay Mill Hands Association was establishe d.Subsequently, in 1905, the Printers Union at Calcutta and in 1907, the Postal Union at Bombay were established. The Madras aim Union was make thereafter in 1918. In 1920, the indentured labour system involving migration of Indian labour to other countries on contract basis, was abolished as a result of a strong national movement. In the same year, the Central Labour Board was established to federate the different unions in the Bombay city and the all in all India Trade Union Congress was organized.In 1923, for the first time in the organized sector, Tata Steel found K. A. Naoroji as a labour or upbeat officer to look after labour issues in the various departments of the stigma work. The formal implementation of the Indian Trade Union Act, 1926 forms a bound in the history of industrial traffic in this country. The Royal Commission on Labour (19291931) recommended the appointment of labour officers or liaison officers to craft with recruitment as measures to prevent corru pt practices in Indian industry.They were considered a recruitment officers directly reporting to general manager. As the commission observed, No employee should be engaged except by the labour officer personally in consultation with the departmental head, and none should be dismissed without his have except by the manager after hearing what the labour officer had to say accordingly, the Bombay Mill Owners Association and the Indian Jute Mills Association appointed labour officers in 1935 and 1938, respectively.During World War II, the need for mobilizing labour embolden was felt and thus, several welfare officers were appointed to deal with working conditions, canteen, ration shops, recreations, medical facilities, workers housing and allied fringe benefits. Post-Independence Period With the emergence of compulsory adjudication under the Industrial Disputes Act, 1947, the welfare officers were made responsible for handling the disputes and adjudication pertaining to the conditi ons of operate including wages, leaves, retirement benefits and bonus.Thus, they became industrial relations officers and started performing industrial relations functions such as collective bargaining, conciliation, and adjudication. Employment Exchange (Compulsory observance of vacancies) Act, 1959 and the Apprentices Act, 1961 were passed to regulate recruitment and training of workers, respectively. In the view of growing labour legislation commencing with the right to hire and ending with right to fire, the employees tended to employ welfare or labour officers with a legal background. 21st session of stand up Labour conference held in Dec. 963 recommended that the functions of welfare officer and personnel officers should be precisely demarcated and that the former should not be responsible for dealing with disciplinal cases against workers or appears in court on behalf of the management against the workers in labour dispute cases. Personnel Management during 1970s In the e arly seventies, as Punekar observes, the personnel product line covered under three major areas of superior disciplines (1) Labour welfare, (2) Industrial relations, and (3) Personnel court.These three areas revealed the chronological order of the development of the personnel field. Immediately after industrialization, labour welfare, mainly social reformist in nature, came into the picture. The inevitable emergence of trade unions resistance organizations to employers opened the field of industrial (or Union-Management) relations. Lastly, with the development of scientific management of industry, personnel administration took root.The three areas of labour welfare, industrial relations and personnel administration were being looked after the three overlord functionaries (1) Welfare officer, (2) Labour officer, and (3) Personnel officer. However, in the early 80s, the area of labour officer largely merged with personnel administration and refers to as personnel management. Per sonnel Management during mid-eighties In 1980s HRM was regarded as a specialized rofession such as that of other professional functions. In addition to industrial relations functions (although sometimes the industrial relations formed a separate branch), the personnel branch was responsible for vary functions i. e. , employment, safety training, wages and salary administration and look and development. Indeed, the activities involved in the personnel department were akin to those performed in this department in other western countries.Specially, where the personnel, industrial relations and welfare functions were combined in one department, three categories of activities relating to these functions were obtained. The personnel department involves in technical and allied services. Thus, industrial relation activities including contract negotiations, grievance handling, preparation and presentation of arbitration cases and research in labour problems for educational activities incl uding employee training, supervisory training, organizational planning and management development, communication programs etc. for wage and salary administration, including preparation of job descriptions, job evaluations, incentive and profits sharing systems and executive compensation for employment activities, such as recruiting, psychological testing, medical examination, interviewing, and employee record keeping and technical services health and welfare measures. The personnel managers role is to advice. Usually, sack the line and top management in respect of legal matters regarding the effect of services and transfer, human relations problems confronting the line managers and technical procedures in areas, such as wages and salary administration.In some instances, the personnel manager was necessary to advise management regarding the improvement of human climate in the organization. mankind Resource Management during 1990s During 1990s a new human resources management has emerged, especially as a result of the globalization and liberalization. The thriftiness and the policy of India is fast ever-changing in the wake of liberalization policies mooted in year 1990. Consequently the form and content of capitalist relations surrounded by the various factors of production are undergoing a change.What has emerged a new era of HR Management? As a result of liberalization and globalization the human resources management and industrial relations have acquired strategic importance. The winner of the new policies mostly depends on to a large extent, on the access of new industrial relations and human resources policies at the national and the organizational levels. The pressure of change is already visible in the economy and witnessed in the industrial relations and HRM areas.The world sparing order is also changing rapidly. Evolutionary changes are taking place at revolutionary pace, largely influenced by the external forces, arising out of a desire to inc rease combat and efficiency. Centrally planned frugals are opening up to have their tryst with counterpart of free market economy. Structural adjustments and reforms are keeping sway establishing primary of economic imperatives over dogmatic political compulsions.Organization now working in a commercially competitive global economic environment are struggling for their own survival and growth. The liberalizations and bold economic reforms by Government have thrown out many challenges and opportunities to the Indian industry. With explosion of the Information and communication technology, increased global competition, fast changing market conditions, the deregulations etc. organizations have to redesign their strategies and outlook to HRM.