SYLLABUS OF HRM
1. Intr Introd oduc ucti tion on to to HRM HRM 2. Job Anal nalysis ysis 3. Sour Source ce of Recr Recrui uitm tment ent 4. Sele Select ctio ion n Pro Proce cess ss 5. Care Career er Mana Manage geme ment nt 6. Comp Compen ensa sati tion on Syst System em 7. Perf Perfor orma manc ncee Appr Apprai aisa sall 8. Stres Stresss Managem Management ent in in an Organ Organiza izatio tion n 9. Employ Employee ee Rights Rights and Discip Disciplin linee 10. Business Business Communicat Communication ion 1
Human Resource Management
Introduction to HRM
HRM is the study of activities regarding people working in an organization. It is a managerial function that tries to match an organization’s o rganization’s need to the skills and abilities of its employees. Introduction to HRM
• • • • •
Thus HRM refers in an organization to: H – Human --- (Manpower) R – Resources --- (Human, Physical, Financial, Technical, Informational, etc) M – Management --- (Function of Planning, Organization, Leading & controlling of organization resources to accomplish goals efficiently and effectively) Efficiently – A measure of how well resources are used to achieve a goal. “Doing “Doing the right things.” Effectively – A measure of the appropriate appropriate of the goals chosen and the degree to to which they are achieved. “Doing the right things right.”
Functions of HRM
HRM department regardless of the organization’s size must perform following human resource management functions: Staffing (HR planning, Recruitment and selection) • Human Resource Development (HRD) • Safety and Health • Record maintainess of employees service • • HR research Interrelationship of HR functions. •
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Personal Management to Human Resource Management Personal Management The Personal Management is in fact the old concept of HRM which has been used up to 1970’s. During 1980’s both terms remained under use for the same purpose p urpose in an organization. Shifting from Personal Management to HRM Today’s Human Resources management historically known as personal management deals with formal system for the management of people within the organization. HRM in Changing Environment and the Challenges Today’s organizations are facing Challenges upon following levels: • Environment Challenges Organizational Challenges • Individual Challenges • Environment Challenges Environment challenges refer to forces external to the firm that are largely beyond manager’s control but influence organizational performance. Some important environment challenges are; Rapid change • • Work force Globalization • Legislation • • Technology Skill shortage and the rise of the service sector • Organizational Challenges
Organizational Challenges refer to concerns or problems that are internal to the firm. They are often a by product of environmental forces because no firm operate in a vacuum. HR policies can influence an organization’s competitive position by: Controlling costs • Improving quality • Creating distinctive capabilities • Restructuring of organization • Individual Challenges Human resource issues at the individual level a ddress the decisions most pertinent to specified employees. These individual challenges almost reflect what is happening in the larger organization. The most important individual ch allenges today involve: Productivity • Empowerment • Brain Drain • Ethics and Social Responsibility • Job Insecurity •
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Human Resource Planning (HRP) Planning is a comprehensive framework for making decision in advance. Human Resource Planning systematically forecasts an organization’s future demand for and supply of employees. The HR planning is more common in large organizations because it allows them to: • • • • •
Integrate strategic demands with appropriate staffing levels. Improve the utilization of human resources Match HR activities and future organizational objectives e ffectively Achieve economics in hiring new workers Make major demands on local labor markets successfully
Importance of HRP
HRP has become more important in recent years for a number of reasons like: Globalization of Business • • New Technologies The changing skill levels in the workforce • The changing demographics of the workforce • Mergers and Acquisitions • • Legal Developments Requirements for Effective HR Planning
• • • •
Successful HR planning requires following: HR personal understand the HR planning process Top management is supportive The communications between HR staff and the line management are healthy The HR plan is integrated with the organization’s strategic business plan. 2
Job Analysis
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Job: A group of tasks that must be performed in an organization to achieve its goals • Position: the tasks and responsibilities performed by one person. There is a position for every individual in an organization Task : A distinct identifiable work activity composed of motion. • • Duty: A large work segment composed of several tasks that are performed by an individual. Responsibility : An obligation to perform certain tasks and duties. • • Job Analysis : The systematic process of collecting and making judgments abo ut all the information related to a job. OR The process through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them.
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• •
Job Specification : A document containing the minimum acceptable qualifications that a person should possess in order to perform a particular job. Job Description : A written statement of what the job holder h older actually does, how he or she does it, and under what conditions the job is performed.
Purposes of the Job Analysis Job analysis is used to acquire the information, which is vital part of any HRM program, in the following areas: • Major duties or activities required. Conditions under which the job is performed. • Uses of Job Analysis Information
Job Analysis Information’s are used for the following purposes: Recruitment and selection : Job descriptions and Job Specifications are framed • from the information gathered from a Job Analysis, which help management decide what sort of people to recruit and hire. Compensation : The estimated value and the appropriate compensation for each • job is determined from the information gathered from a Job Analysis. • Performance Appraisal : Managers use Job Analysis to determine a Job’s specific activities and performance standards. • Training : Based on the Job Analysis, the job description show the jobs required activities and skills. Job Analysis Methods Job Analysis data is usually collected from several employees from different departments, using interviews and questionnaires. Following are the methods of Job Analysis. The Interview: Three type of interviews managers use to collect Job Analysis data are individual, group and supervisor. The interview guidelines are: The Job Analysis and supervisor should identify the workers who kn ow the job • best an would be objective Establish a rapport with the interviewee • Follow a structural guide or check list • List duties in order of importance and frequency of occurrence • Review and verify the data • Questionnaire: • • •
Structural and Unstructured questionnaires may be used to obtain Job Analysis Information Questionnaires can be a quick, efficient way of gathering information from a large number of employee Developing and testing a questionnaire can be expensive and time consuming
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Observation: Direct observations are useful when Jobs consist of mainly observable • • Reactivity can be a problem with direct observations Managers often use direct and interviewing together. • Sources of Data Main sources of collection of data for Job Analysis are: Employees • Supervisor • Manager • Job Analyst • Outside Consultant • Problems of Job Analysis • Time consuming and requires much patience Might be reflection of stereotypes • 3
RECRUITMENT
It is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, and encouraging them to apply for jobs with an organization. • • •
Goals of Recruitment Mainly there are two recruitment goals To Attract Qualified Applicants To Discourage Non Qualified Applicants
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To Attract Qualified Applicants Recruiting process is used to create the pool of qualified applicants. By qualified applicants we mean those applicants who are having abilities that are perfect match with the job requirements. •
To Discourage Non Qualified Applicants
Second goal of recruitment is to avoid nonqualified applicants. When recruiting is based upon careful designing of the job description and job specification most of the applicants having irrelevant qualifications are eliminated from the list of potential applicants which makes recruiting process more effective and easier. SOURCE OF RECRUITMENT Basically organizations are available by the two main sources of recruitment which are:
I. External Recruitment. II. Internal Recruitment.
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I.
Internal Recruiting Sources
An organization’s present employees generally feel that they deserve opportunities to be promoted to higher level positions because of their service and commitment to organization. More over organizations have opportunities to examine the track records of its present employees and to estimate which of them would be successful. Also recruiting among present employees is less expensive than recruiting from outside the organization. The major forms of the internal recruiting include: a) Prom Promot otio ion n fro from m wit with h in in b) b) Job post postin ing g C Contacts and referrals A Promotion from within Promoting entry level employees to more responsible positions is one of the best ways to fill job vacancies. A promotion from within policy can stimulate great motivation among employee, and this motivation is often accompanied by a general improvement in the employee morale. B)
Job posting In the job posting system the organization notifies its present employees abou t job openings through the use of bulletin b ulletin boards, company publications, or personal letters. An effective job posting system involves the following guidelines: Job posting should be prominent. • Clear job specification should be communicated so that applicants assess • themselves either they are eligible to apply or not. Once the decision is made, all applicants should be informed about the decision. • Job posting systems generally work quite well. • C) Contacts and Referrals Many firms have found that their employees can assist in the recruitment process. • Employees may actively solicit applications from their friends and associates. • Before going outside to recruit employees, many organizations ask present employees to encourage friends or relatives to apply for the job openings. Contacts and referrals from the present employees are valuable sources of • recruits. Employee referrals are relatively inexpensive and usually produce quick • responses. Advantages of Internal Recruitment • • • • •
Provides greater motivation for good performance Provides greater opportunities for present employees Provides better opportunity to assess abilities ab ilities Improves morale and organizational loyalty Enables employees to perform the new job with little lost time
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Disadvantages of Internal Recruitment Creates a narrowing thinking and stale ideas • • Creates pressures to compete Creates homogeneous workforce • Chances to miss good outside talent Requires strong management development • programs specially to train for technology. •
II. External Recruiting Sources
A broad variety of methods are available ava ilable for external recruiting. An organization should carefully assess the kinds of positions it wants to fill and select the recruiting methods that are likely to produce the best results. There are some employee needs that a firm must fill through external recruitment. Among them are: Filling entry-level jobs • Acquiring skills not possessed by current employees • Obtaining employees with different backgrounds to provide ne w ideas • External Recruitment Methods 1) ADVERTISING
A way of communicating the employment needs nee ds within the firm to the public through media such as radio, newspaper, ne wspaper, television, industry publications, and the Internet. Some times organizations can perform the recruitment function through blind advertisements where in no identification about the company is provided to applicants. Companies can use blind advertisements adve rtisements for many reasons e.g. •
Company wants to keep the recruitment in low profile so that lesser number of applicants should apply in order to discourage the irrelevant people.
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Due to bad reputation or image of the organization
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Advertisement is made just for the purpose of test marketing for example just to have knowledge about the supply of applicants in labor market etc.
2) EMPLOYMENT AGENCIES
An organization that helps firms recruits employees and, at the same time, aids individuals in their attempt to locate jobs. There are two types of the employment agencies i.e. • •
Public Employment Agencies Private Employment Agencies
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Both of these sources provide coordination between the organizations and applicants who are searching for jobs, for this service they use to charge a fee .Employment agencies are able to tailor their services to the specific needs of the clients For example some agencies Specialize in a particular employment areas, such as engineering, human resource or Computer programming, etc. 3) SPECIAL EVENTS It is a recruiting method that involves an effort on the part of a single employer e mployer or group of employers to attract a large number of applicants for interviews. 4) INTERNSHIPS A special form of recruiting that involves placing a student in a temporary job. There is no obligation on the part of the company to permanently hire the student and no obligation on the part of the student to accept a permanent position with the firm. 5) PROFESSIONAL ASSOCIATIONS Associations in many business professions such as finance, marketing, information technology, and human resources provide recruitment and placement services for their members. Professional associations and trade organizations provide a valuable service in bringing together professional and professional job openings. Most professional organizations have newsletters, annual meetings and trade publications that advertise job openings. 6) VIRTUAL JOB FAIRS Individuals meet recruiters face-to-face in interviews conducted over special computers that have lenses that transmit head-and-shoulder images of both parties. 7) CYBER RECRUITING Organizations can also use web sites and internet sources to recruit people application submission test and interview and other recruitment and selection activities can be performed online. Advantages of External Recruitment • • • •
Provides new ideas and new insights Provides greater diversity and helps achieve EEO goals by making affirmative action easy Provides opportunities to handle rapid growth if the organization Opportunities to get people with up-to-date knowledge education and training
Disadvantages of External Recruitment • • •
It is more expensive and time consuming Destroys incentives of present employees to strive for promotion More chances to commit hiring mistakes due to difficult applicant assessment that will lead to wastage of resources
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ALTERNATIVES TO RECRUITMENT When an organization decides to add personnel to its staff, it makes a significant financial investment. Recruitment and selection costs are high, especially for professionals, technical and managerial employees. Therefore before an organization decides to recruit new employees, it ought to consider the feasibility of other alternatives. 1) Outsourcing Out sourcing is the process of transferring responsibility for an area of service and its objectives to an external service provider instead o f internal employee. 2)
Contingent Workers It is also known as part-timers, temporaries, and independent contractors, comprise the fastest-growing segment of our economy. 3)
Prof Profes essi sion onal al Empl Employ oyer er Or Orga gani niza zati tion on (Emp (Emplo loye yeee L Lea easi sing ng)) Using this approach, a firm terminates some or most of its emplo yees. A leasing company then hires them, usually at the same salary, and leases them back to the former employer, who becomes the client. 4)
Overtime Perhaps the most commonly used method of meeting short-term fluctuations in work volume is through the use of o f overtime. EVALUATING THE RECRUITMENT PROCESS Recruitment process can be evaluated by the following factors:
1. Quantity of the Applicants 2. Quality of the Applicants 1)
Quantity of the Applicants Recruitment process can be evaluated by the number of applicants who have applied for the job greater the number n umber of applications greater will be the chance ch ance to select best people from available pool. 2)
Quality of of th the Ap Applicants Effectiveness of recruitment can be estimated by the qu ality of the applicants. Quality can be assessed by the education, skills, capabilities and competencies of the applicants. 4
SELECTION
“The selection process is a series of specific steps used to decide which recruits should be hired. The process begins be gins when recruits apply for employment and ends with the hiring decision.”
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Employment Function Recruiting and selection are combined and called the employment function in many HR departments. In large HR department, the employment function is the responsibility of the employment manager. In a smaller department, the HR manager handles these duties. Selection Process: An Overview Selection is the process of choosing from a group of applicants those individuals best suited for a particular position. This process involves making a judgment -not about the applicant, but about the fitness between the applicant and the job by considering knowledge, skills and abilities and other characteristics required to perform the job Selection procedures are not carried out through standard pattern and steps involved in this. Steps in the Selection Process
Step – 8
Hiring Decision
Step – 7
Realistic jo job pr previews
Step – 6
Supe upervisory inte nterview
Step – 5
Medical evaluation
Step – 4
Ref Referen erence cess and and back backgr grou ound nd chec checks ks
Step – 3
Selection interview
Step – 2
Employment tests
Step Step – 1
Prel Prelim imin inar ary y rece recept ptio ion n of of app appli lica cati tion onss
Selection Criteria
1. EDUCATION 2. COMPETENCIES 3. EXPERIENCE 4. SKILLS AND ABILITIES 5. PERSONNAL CHARECTRISTICS Applicant who is best fit should be hired instead of hiring a person with extra ordinary skills it means right person for right job should be hired. Person who is over or under qualified for the particular job will not be able to adjust in the organization. SELECTION TESTS
A. EMPL EMPLOY OYME MENT NT TEST TESTS S B. JOB JOB INTER INTERVI VIEW EWS S
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EMPLOYMENT TESTS I. Administration of selection tests
A personnel testing is a valuable way to measure individual characteristics. The tests measure mantel abilities, knowledge, physical abilities, personality, interest, temperament, and other attitudes and behaviors. beh aviors. Evidence suggests that the use of tests is becoming more prevalent for assessing an applicant’s qualifications and potential for success. Tests are used more in the public sector than in the private sector and in medium-sized and large companies than in small companies. Large organizations are likely to have trained specialists to run their testing programs. • Advantages and disadvantages of using tests:
Selection testing can be a reliable and accurate means of selecting qualified candidates from a pool of applicants. As with all selection procedures, it is important to identify the essential functions of each job and determine the skills needed to perform them. II. Characteristics of Properly Designed Selection Tests: 1. Standardization : Refers to the uniformity of the procedures and conditions related to administering tests. It is necessary for all to take the test under conditions that are as close to identical as possible. 2. Objectivity: Achieved when all individuals scoring in a given test obtain the same results. 3. Norms: Provide a frame of reference for comparing applicants’ performance with that of others. A norm reflects the distribution of scores obtained by many people similar to the applicant being tested. The prospective employee’s test score is compared to the norm, and the significance of the test score is determined. 4. Reliability : The extent to which a selection test provides consistent results. If a test has low reliability, its validity as a predictor will also be low. To validate reliability, a test must be verified. 5. Validity: The extent to which a test measures what it purports to measure. If a test cannot indicate ability to perform the job, it h as no value as a predictor. III. Types Of Employment Tests: a. Cognitive Aptitude Tests It measures an individual’s ability to learn, as well as to p erform a job. Job-related abilities may be classified as verbal, numerical, perceptual speed, spatial, and reasoning. b. Psychomotor Abilities Tests This type of test is used to measure strength, coordination, and dexterity. It is feasible to measure many abilities that are involved in many routine production jobs and some office jobs.
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c. Job Knowledge Tests This sort of test is designed to measure a candidate’s knowledge of the duties of the position for which he or she is applying. d. Work-Sample Tests (Simulations) It identifies a task or set of tasks that are representative of the job. The evidence concerning these tests, to date, is that they produce high predictive validity, reduce adverse impact, and are more acceptable to applicants. B
JOB INTERVIEWS THE EMPLOYMENT INTERVIEW :
Interview is a goal-oriented conversation in which the interviewer and applicant exchange information. The employment interview is especially significant because the applicants who reach this stage are considered to be the most promising candidates. I. Interview Planning:
Interview planning is essential to effective employment interviews. The physical location of the interview should be both b oth pleasant and private, providing for a minimum of interruptions. The interviewer should possess a pleasant personality, empathy and the ability to listen and communicate effectively. He or she should become familiar with the applicant’s qualifications by reviewing the data collected from other selection. II. Content of The Interview : 1. Occu Occupat pation ional al exper experien ience ce: Exploring an individual’s occupational experience requires determining the applicant’s skills, abilities, and willingness to handle responsibility. 2 Academic achievement: In the absence of significant work experience, a person’s academic background takes on greater importance. 3. Interpersonal skills: If an individual cannot work well with other employees, chances for success are slim. This is especially true in today’s world with increasing emphasis being placed on the use of teams. 4. Personal qualities : Personal qualities normally observed during the interview include physical appearance, speaking ability, vocabulary, poise an d adaptability. III. Types of Interviews : 1) The Unstru Unstructur ctured ed (Nondir (Nondirecti ective) ve) Interv Interview iew Unstructured interview is an interview where probing, open-ended questions are asked. This type of interview is comprehensive, and the interviewer encourages the applicant to do much of the talking.
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2) Behavio Behaviorr Descr Descripti iption on Intervie Interviewing wing A structured interview that uses questions designed to probe the candidate’s past behavior in specific situations. It avoids making judgments abou t applicants’ personalities and avoids hypothetical and self-evaluative questions. Benchmark answers derived from behaviors of successful employees are prepared for use in rating applicant responses. Questions asked in behavior description interviewing are legally safe legally safe because because they are job related.
c. The Structured (Directive or Patterned) Interview 1. Situational questions: Pose a hypothetical job situation to determine what the applicant would do in that situation. 2. Job knowledge questions: Probe the applicant’s job-related knowledge. 3. Job-sample simulation questions: Involve situations in which an applicant may be actually required to perform a sample task from the job. 4. Worker requirements questions: Seek to determine the applicant’s willingness to conform to the requirements of the job. IV. Methods of Interviewing: a. One-On-One Interview In a typical employment interview, the applicant meets o ne-on-one with an interviewer. As the interview may be a highly emotional occasion for the applicant, meeting alone with the interviewer is often less threatening. b. Group Interview Several applicants interact in the presence of one or more company representatives. c. Board Interview One candidate is interviewed by several representatives of the firm. d. Stress Interview Intentionally creates anxiety to determine how an applicant will react to stress on the job. V. How To Avoid Common Interviewing Mistakes : a. Snap Judgments: This is where the interviewer jumps to a conclusion co nclusion about the candidate during du ring the first few minutes of the interview. Using a structured interview is one way to help avoid this, as well as properly training the interviewers. b. Negative Emphasis: When an interviewer has received negative information about the candidate, through references or other sources, he or she will almost always view the candidate negatively. The best way to avoid this is to keep references or other information from the interviewer. If possible, have different people do the reference checks and the interviews and not share the information until afterwards.
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c. Poor Knowledge of Job: When interviewers do not have a good understanding of the job requirements, they do not make good selections of candidates. All interviewers should clearly understand the jobs and know what is needed for success in those jobs. d. Pressure to Hire: Anytime an interviewer is told that he or she must hire a certain number of people within a short time frame, poor selection decisions may be made. This type of pressure should be avoided whenever possible. VI. Guidelines for Conducting an Interview
1. Plan the interview. 2. Establish rapport. 3. Ask questions. HR in Practice gives do’s and don’ts of interview questions. 4. Close the interview. 5. Review the interview. 5
CAREER MANAGEMENT
Career can be defined as a general course of action a person chooses to pursue throughout his or her working life I. Career planning Career planning is an ongoing process through which an individual sets career goals and identifies the means to achieve them. The process by which individuals plan their life’s work is referred to as career planning. . Individual Individual career career planning planning — Career planning begins with self-understanding. Then, the person is in a position to establish realistic goals and determine what to do to achieve these goals. 1. Strength/weakness balance sheet : A self-evaluation procedure assists people in becoming aware of their strengths and weaknesses. weak nesses. 2. Likes and dislikes survey: A procedure that assists individuals in recognizing restrictions they place on themselves.
b. Career Assessment on the Web The Web has numerous tests and assessments sites available to assist job seekers. c. Organizational Career Planning The process of establishing career paths within a firm.
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II. Career Development A formal approach taken by an organization to help its employees acquire the skills and experiences needed to perform current and future jobs is termed as career development. Career development consists of skills, education and e xperiences as well as
behavioral modification and refinement techniques that allow individuals to work better and add value. Career development differs from training .It has a wider focus, longer time frame,
and broader scope. The goal of training is improvement in performance; the goal of development is enrichment and more capable workers. II. II.
Care Career er Plan Planni ning ng and and Dev Devel elop opme ment nt Meth Method odss
a) Discussi Discussions ons with with Knowled Knowledgea geable ble Individ Individuals uals In a formal discussion, the superior and subordinate may jointly agree on what
type of career planning and development activities are best. In other instances, psychologists and guidance counselors provide this service. In an academic setting, colleges and universities often provide career planning and development information to students. Students often go to their professors for career advice. b) Comp Compan any y Mater Materia iall Some firms provide material specifically developed to assist their workers in
career planning and development. developme nt. Such material is tailored to the firm’s special needs. In addition, job descriptions provide valuable insight for individuals to personally
determine if a match exists with their strengths and weakn esses and specific positions considered. c) Performance Appraisal System The firm’s performance appraisal system can also be a valuable tool in career
planning and development. Noting and discussing an employee’s strengths and weakn esses with his or her supervisor can uncover developmental needs. If overcoming a particularweakness seems difficult or even impossible, an alternate career path may be the solution.
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d) Workshops Some organizations conduct workshops lasting two or three days for the purpose of helping workers develop careers within the company. Employees define and match their specific career objectives with the needs of the company. At other times, workshops are available in the community that the company may send the worker to or workers may initiate the visit themselves. e) Personal Development Plans (PDP) Many employers encourage employees to write their own pe rsonal development
plans. This is a summary of a person’s personal development needs and an action plan to achieve them. the ir strengths and weaknesses. Workers are encouraged to analyze their f) Software Packages Some software packages assist employees in navigating their careers. g) Career Planning Web Sites
There are numerous Web sites available that provide career planning and career counseling as well as career testing and assessment.
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COMPENSATION SYSTEM
PAY
Pay is a statement of an employees worth by an employer. Pay is a perception of worth by an employee.
HR MANAGMENT STRATEGY MODEL
Human resource department uses different strategies to manage the workforce so that the desired results can be attained. These desired results can be attained if organization is able to attract, select, develop and retain workforce in successful succ essful manner. Rewards are used as basic motivational tools in the organization so that performance of the employees can be influenced in desirable way. COMPENSATION
An overview
COMPENSATION The total of all rewards provided to employees in return for their services. DIRECT FINANCIAL COMPENSATION All financial rewards that are not included in direct compensation. NON FINANCIAL COMPENSATION Consists of the satisfaction that a person receives from the job itself or form the psychological and/or physical environment in which the person works. All such rewards comprise a total compensation program. EQUITY IN FINANCIAL COMPENSATION EQUITY Workers perception that they are being treated fairly. Compensation must be fair to all parties concerned and be perceived as fair. EXTERNAL EQUITY External equity exists when a firms employees are paid co mparably to workers who perform similar jobs in other firms. INTERNAL EQUITY Internal equity exists when employees are paid according to the relative value of their jobs within an organization.
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EMPLOYEE EQUITY Employee equity exists when individuals performing similar jobs for the same firm are paid according to factors unique to the employee, such as performance level or seniority. TEAM EQUITY Team equity achieved when more productive teams are rewarded more than less productive teams. DETERMINANT OF INDIVIDUAL FINANCIAL COMPENSATION
Compensation theory has been able to provide a completely satisfactory answer to what an individuals is worth for performing jobs. Following are the determinants of financial compensation. The The Orga Organi niza zati tion on
The The Labo Laborr Mark Market et
The The Job Job
The The Empl Employ oyee ee
ORGANIZATION AS DETERMINANT OF FINANCIAL COMPENSATION COMPENSATION POLICIES An organization often establishes compensation policies that determine whether it will be a pay leader, a pay follower, or strive for an average position in the labor market. PAY LEADERS Pay leaders are those organizations that pay higher wag es and salaries than competing firms. MARKET RATE OR GOING RATE Market rate or going rate is the average a verage pay that most employers provide for the same job in a particular area or o r industry. PAY FOLLOWERS Companies that choose to pay below the market rate because of poor financial condition or a belief that they simply do not no t require highly capable employees. ORGANIZATIONAL POLITICS Political consideration may also enter into the equation. A sound, objective compensation system can be destroyed by organizational politics. Managers should become aware of this possibility and take appropriate action. ABILITY TO PAY An organizations assessment of its ability to pay is also an important factor in determining pay levels. Financially successful firms tend to provide higher than average compensation. However, an organization financial strength establishes only the upper limit of wha t it will pay.
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LABOR MARKET AS DETERMINANT OF FINANCIAL COMPENSTION COMPENSATION SURVEYS Large organizations routinely conduct compensations surveys to determine prevailing pay rates within labor markets. Provide information for establishing both direct and indirect compensation. COST OF LIVING A pay increase must be roughly the equivalent to the cost of living increase if a person is to maintain a pervious level of real wages. LABOR UNIONS When a union uses comparable pay as a standard for making compensation demands, the employer must obtain accurate labor market data. When union emphasizes cost of living, management may be pressured to include a cots of living allowance . [COLA] ECONOMY In most cases, the cost of living will rise in an expanding economy. Thus, the economy s health exerts a major impact on pay decisions. LEGISLATION The amount of compensation a person receives can also be affected by certain federal and state legislation. THE JOB AS DETERMINANT OF FINANCIAL COMPENSATION JOB ANALYSIS AND JOB DESCRIPTIONS The job description is the primary by product of job analysis, consisting of a written document that describes job duties and responsibilities. Job descriptions are used for many different purposes, including job evaluation. JOB EVALUATION That part of a compensation system in which a firm determines the relative value of one job compared with that of another. THE EMPLOYEE AS DETERMINANT OF FINANCIAL COMPENSATION
1. 2. 3. 4. 5.
PERF PERFOM OMAN ANCE CE BASE BASED D PAY PAY SENIORITY EXPERIENCE MEMBER MEMBERSHI SHIP P IN IN THE THE ORGAN ORGANIZA IZATIO TION N POTENTIAL
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1……….PERFOMANCE BASED PAY PA data provide the pay, skill based pay, and competency based pay. [1]MERIT PAY A pay increase given to employees based on their level of performance as indicated in the appraisal. [2] BONUS The most common type of variable pay for performance and is a one time award that is not added t o employees base pay. [3] SKILL BASED PAY A system that compensates employees on the basis of job related skills and knowledge they possess, not for their job titles. [4] COMPETENCY BASED PAY A compensation plan that is rewards employees for their demonstrated expertise. 2……..SENIORITY The length of time an employee has been associated with the company, division, department, or job is referred to as seniority. 3………EXPERIENCE Regardless of the nature of the task, very v ery few factors have a more significant impact on performance than experience. 4…….MEMBERSHIP IN THE ORGANIZATION Some components of individual financial compensation are given to employees without regard to the particular job they perform or their level of productivity. 5………POTENTIAL Organizations do pay some individuals based on their potential. COMPENSATION FOR PROFESSIONALS
People in professional jobs are initially compensated primarily for the knowledge they bring to the organization. Many professional employees eventually become managers. The dual track provides a separate pay structure for professional, which may overlap a portion of the managerial pay structure. ROLE OF LINE MANAGERS AND HRM DEPARTMENT IN COMPENSATION
Line managers perform the function of job evaluation that is based for the compensation systems. Basic compensation packages are mostly recommended by the line managers in the organizations. All these information is communicated to the employees by HRM department.
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Beside communicating this information HRM department also facilitates the departments in establishing rates of pay, monitoring in job evaluation process, and conducting salary surveys in order to establish procedures for administering pay plans, and to ensure compliance with antidiscrimination a ntidiscrimination laws. TOTAL COMPENSATION
Total compensations constitutes of two types of the rewards which a re direct rewards and indirect reward. Direct rewards include the salaries, wages, commission, bonuses and gain sharing all of these rewards are directly paid to employees in monetary or financial terms, second type of the rewards are benefits provided by organization. Benefits are not direct payments in financial terms.
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PERFORMANCE APPRAISAL
Performance appraisal is a system of review and evaluation o f an individual or team’s job performance. Performance management is a process that significantly affects organizational success by having managers and employees work together to set expectations, review results, and reward performance. PERFORMANCE APPRAISAL PROCESS
Many of the external and internal environmental factors can influence the appraisal process. Legislation requires that the appraisal systems be nondiscriminatory. The labor union might affect the appraisal process by stressing seniority as the basis for promotions and pay increases. Factors within the internal environment can also affect the performance appraisal process. The type of corporate culture can serve to help or hinder the process. STEPS IN PERFORMANCE APPRAISAL PROCESS
Identify the specific performance appraisal goals. Establish job expectations (job analysis). Examine work performed. Appraise performance. Discuss appraisal with employee
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USES OF PERFORMANCE APPRAISAL PROCESS
Performance appraisal serves two types of the objectives. •To make the evaluation decisions •To provide the need assessment source for the training and development if there is a gap between actual and expected performance. For many organizations, the primary goal of an app raisal system is to improve performance. Following are the major uses of Performance Appraisal: •Human Resource Planning •Recruitment And Selection •Training And Development •Career Planning And Development •Compensation Programs •Internal Employee Relations •Assessment Of Employee Potential 1.Lack of Objectivity: •A potential weakness of traditional methods of performance ap praisal is that they lack objectivity. 2.Halo Error: Occurs when the evaluator perceives one factor as being of paramount importance and gives a good or bad overall rating to an employee based on this factor. 3.Leniency/Strictness: The giving of undeserved high or low ratings. 4.Central Tendency: •Occurs when employees are incorrectly rated near the average or middle of the scale. 5.Recent Behavior Bias: •It is only natural to remember recent behavior more clearly than actions from the more distant past. 6.Personal Bias: •Supervisors doing performance appraisals may have biases related to their employees’ personal characteristics such as race, religion, gender, disability, or age group. 7.Manipulating the Evaluation: •In some instances, supervisors control virtually every aspect of the appraisal process and are therefore in a position to manipulate the system
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8
STRESS MANAGEMENT IN AN ORGANIZATION
STRESS MANAGEMENT
Stress is the body’s nonspecific reaction to any demand made on it. For various reasons, programs dealing with stress and its related problems are becoming increasingly popular.
STRESSOR OR SOURCES OF STRESS
Organizational Factors Many factors associated with a person’s employment can be potentially stressful. These include the firm’s culture, the individual’s job, and general working conditions. Personal Factors Stress factors outside the job and job environment also may affect job performance. Factors in this category include the family, financial problems, and living conditions. The General Environment Stress is a part of everyone’s everyday life and its potential lurks not only in the workplace and the home but also in our general environment. Rush of traffic, heavy rain, hot & cold weather, excessive noise is the creating general environment for stress.
SYMPTOMS OF STRESS
Short-Term Physical Symptoms Short-term physical symptoms include; faster heart beat, increased sweating, cool skin Cold hands and feet Feelings of nausea, or 'Butterflies in stomach' Rapid Breathing, Tense Muscles, dry Mouth, desire to urinate, diarrhea Long-Term Physical Symptoms Change in appetite frequent colds illnesses (such as asthma Back pain digestive problems headaches aches and pains) feelings of intense and long-term tiredness, Risk factors (Heart attacks and strokes Hypertension and headaches Ulcers Allergies) Internal Symptoms Internal symptoms include Worry or anxiety, Confusion, and an inability to concentrate or make decisions, Feeling ill, Feeling out of control or overwhelmed by events, Mood changes, Depression, Frustration, Helplessness, Restlessness, Being more lethargic, Difficulty sleeping, drinking more alcohol and smoking more, Changing eating habits, relying more on medication.
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Behavioral Symptoms Behavioral Symptoms include, talking too fast or, too loud Bad moods being irritable Defensiveness Being critical Aggression, Irrationality, Overreaction and reacting emotionally, Making more mistakes, Changing work habits, Increased absenteeism, neglect of personal appearance, etc Outcomes of Organization Due to Stress Continuous stress in working environment results in some problem in organizational operations like poorer decision-making, decreased creativity, lost work time, Increased turnover and more sabotage.
STRESS & JOB PERFORMANCE
Stress can affect the performance in positive as well as n egative ways. Stress is said to be positive when the situation offers an opportunity for one to gain something. When higher constraints or demands are placed on us then stress can become negative. Constraints are barriers that keep us from doing what we desire. Demands, on the other hand, may cause you to give up something.
MANAGING STRESS
Experts emphasize that some stress is healthy and moderate stress is the key to survival. 1. Indi Indivi vidua duall copin coping g approa approache chess 2. Organi Organizat zation ional al coping coping approa approaches ches 1 Individual Coping Approaches There are a number of ways, those individuals may take to control excessive stress. There are several specific techniques that individuals can utilize to deal with stress. These methods include hypnosis, biofeedback, and transcendental meditation. IHypnosis : An altered state of consciousness that is artificially induced and characterized by increased receptiveness recep tiveness to suggestions. Biofeedback: A method that can be used to control involuntary bodily processes, such as blood pressure or heart beat rate. Transcendental meditation (TM): A stress-reduction technique whereby a secret word or phrase (mantra) provided by a trained instructor is mentally repeated while an individual is comfortably seated. 2 Organizational Coping Approaches A number of programs and techniques may effectively prevent or relieve excessive stress. General organizational programs, although not specifically designed to cope with stress, may nevertheless play a major role.
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9
EMPLOYEE RIGHTS AND DISCIPLINE
EMPLOYEE RIGHTS
1. Federal Federal and state state government government has enacted enacted laws laws giving giving employees employees specifi specificc protection in their relationship with their employer. 2. The courts courts have also also been willing willing to protect protect workers workers from from wrongful wrongful discharge. discharge. 3. These rights rights include include statutor statutory, y, contract contractual, ual, and and other other rights. rights. 4. There are are many laws laws and regulations regulations governing governing human resourc resourcee management management that that have been created to help define, maintain, and preserve employee rights. 5. Discrimina Discrimination tion have have essentially essentially give people people the rights rights to work work without without being evaluated on the basis of non n on job relevant factors such as religion, origins, o rigins, sex or race. 6. Minimum Minimum wages legisl legislation ation gives gives people people the right right to expect a certain certain base level level of compensation for their work. 7.
Labor laws give employees the right to organize and join a labor union ender certain prescribed circumstances.
8. Employee Employee rights rights allow allow them to engage engage in conduct conduct protected protected by laws and social social sanctions. 9. Federal Federal and state state governments governments have have enacted enacted laws giving giving employee employeess specific specific protection in their relationship with their employer. 10. The courts have also been willing to protect workers from wrongful discharge. 11. These rights include include statutory, contractual, and other rights.
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CATEGORIES EMPLOYEE RIGHTS STAT ST ATUT UTOR ORY Y RIGH RIGHTS TS
CONT CONTRA RACT CTUA UAL L RIGH RIGHTS TS
OTHE OT HER R RIGH RIGHTS TS
1 Protection from Discrimination.
Employment contract
Ethical treatment
2 Safe Safe work workin ing g condi conditi tion onss
Unio Union n contr contrac actt
Priv Privac acy y (lim (limit ited) ed)
3 Rights to from union
Implied contracts/ Employment policies
Free Speech (limited)
STATUTORY RIGHTS The key statutory rights can be found in laws such in civil rights acts, the occupational safety and health act (OSHA), and the National Labor Relations Act (NLRA). These rights protect employees from discrimination, safe working conditions, right to from unions. CONTRACTUAL RIGHTS A written employment contract details the terms of the employment relationship. These contracts usually address such issues as seniority, due process, and wrongful discharge. Besides written contracts, there are implied contracts. Employee handbooks, employment policies, and statements made by an interviewer or manager may be interpreted by the courts as implied contracts.
OTHER RIGHTS
Beyond statutory and contract rights, employees may have rights to ethical treatment, limited free speech, and limited privacy.
MANAGEMENT RIGHTS
Management rights are the rights to run the business and to retain any profits generated. This includes the right t direct the work force (i.e., to hire employees and set pay levels). Often, these rights are residual. Residual rights are those remaining that are not a ffected by contracts or other (i.e., EEO) Laws.
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EMPLOYEE AT WILL
A common law law doctrine doctrine stating stating that that employers employers have the the right to hire, fire, fire, demote, demote, or promote whomever they choose, unless there is a law or contract to the contrary and Employees have the right to quit and got another job under the same constraints. The The empl employ oyme ment nt-at-will -at-will rule was adopted in the nine ninete teen enth th cen centu tury ry.. Work Worker erss wer weree fre freee to to terminate their relationship (employment) for any reason, so the courts deemed it fair for employers to be able to do the same. Such a rule rule has stacked stacked the deck in favor favor of the the employer, employer, giving giving wrongful wrongfully ly discharged employees little legal recourse. Nevertheless, employment-at-will is limited in certain situations. These include include cases cases of public public policy policy exceptions, exceptions, implied implied contrac contracts, ts, and lack lack of good faith and fair dealing. EMPLOYEE RIGHTS CHALLENGES
There is a thin line between between the rights rights of employees employees and the rights of management. I.Random Drug Testing Companies Companies that use drug tests tests must must address address several several challenges challenges such such as establis establishing hing a policy, what to do with false positives, how to ensure security over urine specimens, and whether alternative tests should be used. II.Electronic Testing Companies Companies attempt attempt to fight fight various various forms forms of employe employeee theft by electronic electronic monitori monitoring. ng. To use this this type of monitor monitoring ing successfu successfully, lly, employe employees es should should know what devices are are being used. Employ Employers ers should should create create ways ways in in which which monitoring is beneficial to the employees. The employer employer should should develop develop appropriat appropriatee policies policies which which are publicized publicized throughout throughout the the company. III.Whistle blowing Whistle Whistle blowing blowing means means employees employees can notify notify the the wrongdoings wrongdoings of the the management. management. While fe feder deral employees who blow the whistle have certain ce rtain legal protections. Private-sector employees are far less protected. Because Because employees employees may decide decide to blow blow the whistle whistle on an an employer, employer, many companies companies realize that it is in their best interest to establish a policy on whistle blowing. DISCIPLINING EMPLOYEES
Employee Employee disciplin disciplinee is a tool tool that that managers managers use to communicat communicatee a need to change behavior. Traditionally, such discipline is performed by supervisors. But, when teams are used, it may be the team's responsibility. Progressive Discipline The most commonly commonly used used form of discipli discipline, ne, progressiv progressivee discipline, discipline, consists consists of a series series of management interventions that gives employees opportunities to co rrect their behavior before being discharged. Positive Discipline Encouraging employees to monitor their own beha viors and assume responsibility for their own actions is called positive discipline. Management still intervenes, but with counseling sessions as opposed to punishment.
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10
EFFE EF FECT CTIV IVE E COMM COMMUN UNIC ICAT ATIO ION N ANDO ANDOFF FFIC ICIA IAL L CORR CORRES ESPO POND NDEN ENCE CE COMMUNICATION •“You are not only responsible for what you say, but also for what you do not say” Martin Luther •“Remember that silence is sometimes the best answer”
Dalai Lama COMMUNICATION •“Perhaps you will forget tomorrow the kind words you say today, but the recipient may cherish them over a lifetime” Dale Carnegie •“A single conversation with a wise man is better than ten years of study”
Chinese Proverb COMMUNICATION
•A Process in which, one person or group transmits some type of information to another person or group. •Communication is a process through which Managers coordinate, lead, & influence their subordinates. EFFECTIVE COMMUNICATION
•It is process of sending message in such a way that message received is as close in meaning as possible to message intended. •“Effective Communication starts with listening” •Communication skills can make or break Career of an Organization. TOWARD EFFECTIVE COMMUNICATIONTEN COMMANDMENTS OF LISTENING •Stop talking •Put talker at ease •Show talker you want to listen •Remove distractions •Empathize with talker •Be patient •Hold your temper •Go easy on argument and criticism •Ask questions •Stop talking
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EIGHT KEYS TO ACHIEVE COMMUNICATION •Communicate a clear vision. •Focus “Attention on the customer”. •Reinforce the Vision by taking action. •Bring in “Competent Skilled People”. •Move Information Quickly. •Focus on the “Right things”. •Check all organizational system. •Invite involvement for clarification.
TECHNIQUES TO IMPROVE ORGANIZATIONAL COMMUNICATION •Emphasis on Teamwork •Improve Reporting System •Focus on Employees Participation & Involvement. •Improve Management System •Change the Organizational Culture. •Flatter Hierarchy. •Cross Functional Teams. COMMUNICATION COMMUNICATION ACTIVITIES ACTIVITIES SOME BASIC TRUTHS ABOUT COMMUNICATION
•Meanings sent are not always received. •Meaning is in the mind. •Symbols of communication - imperfect. ELEMENTS OF GOOD COMMUNICATION •Of all the things you wear, your expression is the most important. •Eighty percent of SUCCESS is related to ATTITUDE rather than COMPETENCY •The elements are: –Voice Quality –Talking Style –Word Choice and Vocabulary WRITING WELL
“Writing is thinking on paper. Anyone who thinks clearly should be able to write clearly about any subject at all.” William Zinsser
SOME TIPS FOR IMPROVING WRITTEN COMMUNICATION •Use simple words & phrases.
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•Use short & familiar words •Use personal pronouns (such as “you”) whenever appropriate. •Give illustrations & examples; use charts. •Use short sentences & paragraphs. •Use active verbs, as in “Mgr plan…” •Avoid unnecessary words.
FORMS OF OFFICIAL CORRESPONDENCE 1. Letter 2. Mem Memorand andum 3. Offi Of fice ce Memo Memora rand ndum um 4. Demi Demi – Of Offi fici cial al lett letter er 5. Un – Of Offi fici cial al Note Note 6. End ndo orsem sement ent 7. Summar Summary y for the Preside President/P nt/Prim rimee Minister Minister and Cabinet Cabinet 8. Office fice Order 1
LETTER Letter form is used to issue all formal sanctions to provincial governments, public bodies and individuals etc.
It bears salutation “Dear Sir” It begins with “I am directed to”…(Under direction) I have the honor to …….(not under direction) Yours faithfully (Subscription) 2
MEMORANDUM This form is used for correspondence between Divisions and Attached Departments and their Subordinate Offices. In replying to petition, application etc. and for issuing Charge Sheets and Show Cause Notices to the accused officials.
It is written in third person. It neither bears salutation nor subscription and signature of the officer. It begins with the words: reference his application/petition/letter application/petit ion/letter No.2-1/2008-Admn. SPECIMEN
No.F.4-4/75-Admn.
except designation
dated 2-4-2008.
Government of Pakistan, Federal Public Service Commission Aga Khan Road, Ramna F-5/1,
th
Islamabad, the 30 November, 2008. MEMORANDUM
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It has been observed by the undersigned that Mr. Abdul Rashid, Assistant is in a habit of leaving office without permission. Last week he left station and availed 4 days Casual Leave without prior permission. Today he left office and went to A.G.P.R., without taking permission. •2
He is, therefore, advised that in future, he will not leave office without taking prior written permission even for short leaves. Sd/(S.S.MOMIN) Assistant Director
Mr.Abdul Rashid, Assistant, FPSC, Islamabad. 3
OFFICE MEMORANDUM This form is used for correspondence between various Ministries / Divisions.
It is written in third person. It neither bears salutation nor subscription, except name and designation of the officer. It usually begins with the words: The undersigned is directed to ……….
OFFICE MEMORANDUM No.F.19/46/57-R.W Government of Pakistan, Establishment Division, th
Islamabad, the 30 November, 2008. OFFICE MEMORANDUM Subject: ADMISSIBILITY OF T..A. /D.A. TO GOVERNMENT SERVANTS WHO UNDERGO TRAINING AT TRAINING INSTITUTIONS The undersigned is directed to say that it has been decided that Government servants who are deputed to undergo training at Training Institutions at a station other than their headquarters will be entitled to draw T.A. & D.A as below: 1. Trav Tr avel elin ing g All Allow owan ance ce as adm admissi issibl blee on on tour tour;; and and 2. Dail Daily y All Allow owan ance ce at usua usuall rat rates es as admi admiss ssib ible le un unde derr the the rule rules. s.
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Sd/(M. Arif) Deputy Secretary(Regulation) Telephone…………… All Ministries/Divisions of the Government of Pakistan 4
D.O.LETTER This form is used for correspondence between two officers when personal attention is required in a matter. It is addressed to an officer by name as “My dear” or “Dear Mr.” “My dear” is usually used for an officer of equal status, while for a senior officer “Dear Mr.” should be used. Name & Designation along with telephone number of sender is given under the crest. DEMI-OFFICIAL LETTER D.O.No.2-3/2004-Admn. Government of Pakistan Establishment Division Secretariat Training Institute Plot No.7, Sector H-9, th Islamabad, the 30 November, 2008. From: Mr. Muhammad Muhammad Tariq, Deputy Secretary, Telephone……………… My dear th
Kindly refer to our O.M. of even number dated the 8 August, 2004 regarding training schedule of the newly recruited officers BPS-17. I shall be grateful if you could look into the matter personally with a view to finalizing it at an early date. With profound regards. Yours sincerely, Sd/(MUHAMMAD TARIQ) Mr. Javed Iqbal, Deputy Secretary.
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5 UN-OFFICIAL NOTE This form is used for consultation between: –Ministries/Divisions. –Ministries/Divisions and Attached Departments. –Also used for submission of summaries to the Prime Method of consultation :
Minister/President etc.
i
By sending the file itself. Or By sending a self contained U.O.Note. ii In case case of send sendin ing g a sel selff cont contai aine ned d note note name name of the the Div Divis isio ion n and and subj subjec ectt will be mentioned otherwise not. iii iii No salu saluta tati tion on is requi require red. d. Signa Signatu ture re and and mark markin ing g to the the Divi Divisi sion onss concerned is enough. UN-OFFICIAL NOTE SECRETARIAT TRAINING INSTITUTE ISLAMABAD Mr. Jamil Ahmed, Director, Federal Public Service Commission telephoned me today. They want to see the Establishment Division file containing their agreement to the Draft Recruitment Rules for the po st of Instructor, Urdu (BPS_17). File No.3(6)/81-T.I. is herewith forwarded to the Commission, with the request that if may b e returned to us as early as possible.
Sd/(ASIF ALI) Deputy Director Federal Public Service Commission (Mr. Jamil Ahmed, Director) Islamabad. S.T.I u.o. No.3-1/2008(Admn), dated 25-11-2008. 6 ENDORSEMENT •This form is used for forwarding a copy of docu ment for information and further necessary action in the matter to: a) Another Ministry/Division. b) Attached De Departments. c) Subordinate Of Offices. •This
form may also be used for sending copies co pies of routine matters such as tour programmes to provincial governments. The words may be used:
A copy is forwarded for information and guidance /for necessary action etc.
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7
SUMMARY SP SPECIMENSECRET Government of Pakistan Ministry of Law & Justice and Parliamentary Affairs (Parliamentary Affairs Division) *********** SUMMARYU FOR THE PRESIDENT/PRIME MINISTER Subject: APPOINTMEN T OF CHIEF ELECTION COMMISSIONER
The tenure of appointment of the present Chief Election Commissioner is expiring on 26-12-2008. A new Chief Election Commissioner has to be appointed to fill this post as early as possible to meet constitutional requirements. 2.
The The foll followi owing ng nam names es are are sugg sugges este ted d for for cons consid ider erat atio ion n for for appoi appoint ntme ment nt to to this this pos post: t: a) Mr. A b) Mr. B c) Mr. C
All the three persons fulfill requirements necessary for appointment to this post. Bio-data of all these persons is placed at annexure-I to III for perusal. 3. In ter terms ms of of rele releva vant nt pro provi visi sion onss of the the cons consti titu tuti tion on,, appo appoin intm tmen entt to thi thiss post post is is to be made by the President in his discretion. The President’s pleasure is, therefore, requested to the appointment of any one of these three persons as the Chief Election Commissioner with effect from the date he assumes charge o f this post. 4. The The Min Minis iste terr for for Law Law and and Parl Parlia iame ment ntar ary y Aff Affai airs rs has seen seen and and app appro rove ved d submission of this summary. Sd/Secretary Ministry of Law & Parliamentary Affairs Secretary to the President President's Secretariat (Public), Islamabad. Ministry of Law & Parliamentary Affairs U.O. No.2-3/2004-Admn, Dated: 28-11-2008
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OFFICE ORDER This form is used for conveying instructions to be followed in an office and for notifying (not in the gazette) appointments, transfer, promotions, leave etc. of the non-gazatted staff (BPS-1-15)
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OFFICE ORDER SPECIMEN Government of Pakistan (Establishment Division) SECRETARIAT TRAINING INSTITUTE ********** th Islamabad, the 29 November
No.8-15/81-Admn. 2008 OFFICE ORDER NO.40/2008
With approval of the approval of the Competent Authority, following posting/transfers are ordered with immediate effect and until further orders:S.No. Name & Desig. From To 01. Mr. Bashi Bashirr Ahme Ahmed, d, S/T Tr Train aining ing Wing Wing Admn Admn.. 02. Mr. Jamil Ahmed, S/T Admn. Training Wing Sd/(M.NASEERUDDIN) Assistant Director DISTRIBUTION: All Officers/Staff members of the S.T.I. Islamabad. Office Order File Office Order Register TECHNIQUES FOR CONDUCTING MEETINGS •Plan the meeting •Follow the plan •Move discussion along with participants •Control those who talk too much •Encourage participation from those who talk too little •Control time •Summarize at appropriate places •Record and issue minutes GUIDELINES FOR THE INTERVIEWER •Plan the interview •Make clear purpose of interview •Put interviewee at ease •Let interviewee do most of the talking •Guide the interview •Listen •Keep a record •End the interview •Conclude outcomes
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