COURSE TITLE Managing personnel in tourism

COURSE CODE MTM-3

ASSIGNMENT CODE MTTM 3/MTM 3/TMA/2021

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 MTM 3 : MANAGING PERSONNEL IN TOURISM
COURSE CODE: MTM 3 2021

Note: This TMA consists of ten questions, out of which you have to attempt any five.
The question carries 20 marks each and should be answered in about 500 words. Send
your TMA to the Coordinator of your Study Centre.

1. What do you understand by Counseling? Explain the need for Employee Counseling
in an organization.
INTRODUCTION
Counselling is a process and it is described as it provides help and support to the persons
those who find themselves in problems and they are not in a position to solve the problem of
their own. The problems may be faced in any area of life such as – personal, family, society,
business, health and jobs. When the problems are faced any area of life then it starts affecting
adversely, psychology, health, relationship, performance.
It creates a lot of stress and which is difficult to digest for a longer period. The need of help of
some body is required who can listen, guide, support and show the path to solve the
problems. This is called counselling.
CONCEPT
The various importance of employee counselling are listed as under:
1. It provides employees with an atmosphere where they can share and discuss their tensions,
conflicts, concerns, and problems with their supervisors.
2. It is a process of helping employees to realise their full potential by making them
understand their strengths and weaknesses.
3. Counselling provides employees with the reassurance and courage to face the problems
confidently.
4. Releasing emotional tension is an important function of counselling. Release of tension may
not solve the entire problem but it removes mental blocks to the solution.
5. Counselling sessions also help employees to get an opportunity to understand the business
environment and set realistic goals for further improvements.
6. It even gives the employer an opportunity to understand the employee’s perspective and set
mutually agreeable goals for future.
7. It can even help the management decide about the need for training and development
programs to sharpen the employees skills and increase their level of confidence on the job.
8. A good counselling session generally helps in winning the trust and faith of the employees.
9. It provides more autonomy to employees and positively reinforces their desirable behaviour
and tries to create conditions in which the employee is able to learn from his mistakes.

Many people will, at some point in their lives, find themselves in the role of a counsellor
without having a true understanding of the concept of counselling or what the role of the
professional counsellor entails.
CONCLUSION
There is a big difference between a professional counsellor and a person who uses some
counselling skills as part of their role, for example as a friend or colleague. A professional
counsellor is a highly-trained individual who is able to use a different range of counselling
approaches with their clients.
2. Define the concept of ‘Discipline’. Differentiate between Layoff and Retrenchment
INTRODUCTION
Employee discipline is the backbone of any successful organisation. In fact, the function of
management is to keep an enterprise going on smoothly, efficiently and profitably. To do this,
you need a workforce that has to accept certain reasonable standards of behaviour at the
workplace. Effective employee performance depends on the willingness on the part of the
subordinates to carry out the instructions and orders of their superiors and to abide by the
rules and norms of the organisation. The purpose of this Unit is to discuss and examine what
discipline is, what the various aspects of employee discipline are, and how positive discipline
can be achieved from your subordinates.
CONCEPT
DISCIPLINE
The first thing most people associate with the concept of discipline is the act of punishment.
This is so because discipline, in its narrowest sense, is used to refer to the act of imposing
penalties for “wrong” behaviour. However, it is important to remember that this negative
expression is only a part of the meaning of the word discipline. Discipline means orderliness,
obedience and maintenance of proper subordination among employees and a check or
restraint on the liberty of individual. It is a training that corrects, moulds and strengthens the
individual behaviour. Discipline can also be stated as the management action to enforce the
organisation’s standards and norms among all the employees. It is also a force, which
prompts an individual or group to follow self-discipline i.e. to observe certain rules,
regulations and procedures that are considered to be necessary for the attainment of an
objective, as a result of training and practice. Discipline implies a state of order in an
organisation. It means proper appreciation of the hierarchical superior-subordinate
relationship. It is, in other words, adherence to established norms and regulations. It corrects
improper conduct and thus acts as a force leading to the observance of rules and regulations.
It is, you may say, essentially an attitude of the mind, a product of culture and environment.
Therefore, discipline cannot be maintained merely with the help of legislative sanctions; it
requires persuasion on a moral plane. The concept of discipline emerges from the interaction
of the seniors with the subordinates. And these interactions with the subordinates are
governed by various formal and informal rules and regulations. The company’s manual or
standing orders provide the formal rules and regulations, including work-related behaviour
rules. But these formal rules are not sufficient to cover the wide range of interaction that the
seniors and the subordinates are engaged in the complex context of organisational relations.
A large part of the behaviour and interaction with the subordinates is governed by informal
and unwritten rules and norms. These informal rules and norms that support and legitimise
practice are based on convention and culture of the organisation.

i) Negative Discipline Negative discipline involves force or an outward influence. It is the

traditional aspect of discipline and is identified with ensuring that subordinates adhere
strictly to rules, and punishment is meted out in the event of disobedience or indiscipline. In
this perspective strict penalties are levied for the violation of rules. It is, in fact, the fear of
punishment that works as a deterrent in the mind of the subordinate. Approaching discipline
from this kind of a perspective has been proving increasingly ineffective for various reasons.
ii) Positive Discipline In this type of discipline subordinates comply with the rules not from
fear of punishment, but from the desire to cooperate in achieving the common goal of the
organisation. In positive discipline willingness to comply is most important. The emphasis
here is on cooperative efforts to secure compliance to organisational norms. It promotes
emotional satisfaction instead of emotional conflict, and the increased cooperation and
coordination reduces the need for formal authority. This approach to discipline helps achieve
both individual needs of the subordinates and the organisational goals. It would, therefore,
motivate the subordinates to work with zeal and fulfil their needs. Positive discipline, in other
words, calls for internalisation by your subordinates of the objectives and expected norms of
behaviour in your organisation. The positive concept of discipline assumes a certain degree of
self-discipline
iii) Discipline as Self-control Discipline at one level means training that corrects, moulds,
strengthens, or perfects the behaviour. Discipline, in this sense, refers to the training and
development of an individual, i.e., one’s efforts at self-control for the purpose of adjusting
oneself to certain needs and demands. This is nothing but what you would call self-discipline.
It is extremely important to have this kind of self-discipline both in the seniors and in the
subordinates for effectively and efficiently achieving the organisational objectives. Here again
the emphasis is on establishing and ensuring a minimum degree of orderliness. This
orderliness is obtained in the modern work context by increasing the degree and extent of
compliance by subordinates.
CONCLUSION
Process of retrenchment is based on the law which states that no workman employed in
any industry who has been in continuous service for not less than one year or who had
worked for 240 days on the surface or 190 days underground in 12 calendar months under
an employer shall be retrenched by that employer unless (a) the workman has been given
one month notice in writing indicating the reason for retrenchment and the period of notice
has expired, or the workman has been paid one month’s wages in lieu of notice; (b) the
workman has been paid, at the time of retrenchment, compensation equal to 15 days
average pay for every completed year of service or any part thereof in excess of six months;
(c) notice in the prescribed manner is served on the appropriate Government. No such
notice may be required if the retrenchment is under an agreement which specifies date for
the termination of service. The 240 and 190 days working period which qualifies a
workman for receiving compensation includes days for which he was on leave with wages,
or laid-off under an agreement or is permitted by Standing Orders, or absent due to
temporary disablement caused by accident arising out of or in course of employment, and
in case of a female employee the days on which she has been on maternity leave.

3. What is motivation? Explain in detail the theories of motivation.

INTRODUCTION
1. Maslow’s Need Hierarchy Theory:

It is probably safe to say that the most well-known theory of motivation is Maslow’s need
hierarchy theory Maslow’s theory is based on the human needs. Drawing chiefly on his
clinical experience, he classified all human needs into a hierarchical manner from the
lower to the higher order.

In essence, he believed that once a given level of need is satisfied, it no longer serves to
motivate man. Then, the next higher level of need has to be activated in order to motivate
the man. Maslow identified five levels in his need hierarchy as shown in figure 17.2.
CONCEPT
These are now discussed one by one:
1. Physiological Needs:
These needs are basic to human life and, hence, include food, clothing, shelter, air, water
and necessities of life. These needs relate to the survival and maintenance of human life.
They exert tremendous influence on human behaviour. These needs are to be met first at
least partly before higher level needs emerge. Once physiological needs are satisfied, they no
longer motivate the man.

2. Safety Needs:
After satisfying the physiological needs, the next needs felt are called safety and security
needs. These needs find expression in such desires as economic security and protection from
physical dangers. Meeting these needs requires more money and, hence, the individual is
prompted to work more. Like physiological needs, these become inactive once they are
satisfied.

3. Social Needs:
Man is a social being. He is, therefore, interested in social interaction, companionship,
belongingness, etc. It is this socialising and belongingness why individuals prefer to work in
groups and especially older people go to work.
4. Esteem Needs:
These needs refer to self-esteem and self-respect. They include such needs which indicate
self-confidence, achievement, competence, knowledge and independence. The fulfillment of
esteem needs leads to self-confidence, strength and capability of being useful in the
organisation. However, inability to fulfill these needs results in feeling like inferiority,
weakness and helplessness.

5. Self-Actualisation Needs:

This level represents the culmination of all the lower, intermediate, and higher needs of
human beings. In other words, the final step under the need hierarchy model is the need for
self-actualization. This refers to fulfillment.

The term self-actualization was coined by Kurt Goldstein and means to become actualized in
what one is potentially good at. In effect, self- actualization is the person’s motivation to
transform perception of self into reality.

According to Maslow, the human needs follow a definite sequence of domination. The second
need does not arise until the first is reasonably satisfied, and the third need does not emerge
until the first two needs have been reasonably satisfied and it goes on. The other side of the
need hierarchy is that human needs are unlimited. However, Maslow’s need hierarchy-theory
is not without its detractors.

2. Herzberg’s Motivation Hygiene Theory:

The psychologist Frederick Herzberg extended the work of Maslow and propsed a new
motivation theory popularly known as Herzberg’s Motivation Hygiene (Two-Factor) Theory.
Herzberg conducted a widely reported motivational study on 200 accountants and engineers
employed by firms in and around Western Pennsylvania.

He asked these people to describe two important incidents at their jobs:

(1) When did you feel particularly good about your job, and
(2) When did you feel exceptionally bad about your job? He used the critical incident method
of obtaining data.

The responses when analysed were found quite interesting and fairly consistent. The replies
respondents gave when they felt good about their jobs were significantly different from the
replies given when they felt bad. Reported good feelings were generally associated with job
satisfaction, whereas bad feeling with job dissatisfaction. Herzberg labelled the job satisfiers
motivators, and he called job dissatisfies hygiene or maintenance factors. Taken together, the
motivators and hygiene factors have become known as Herzberg’s two-factor theory of
motivation

Herzberg’s motivational and hygiene factors have been shown in the Table 17.1

According to Herzberg, the opposite of satisfaction is not dissatisfaction. The underlying

reason, he says, is that removal of dissatisfying characteristics from a job does not
necessarily make the job satisfying. He believes in the existence of a dual continuum. The
opposite of ‘satisfaction’ is ‘no satisfaction’ and the opposite of ‘dissatisfaction’ is ‘no
dissatisatisfaction’.
CONCLUSION
According to Herzberg, today’s motivators are tomorrow’s hygiene because the latter stop
influencing the behaviour of persons when they get them. Accordingly, one’s hygiene may be
the motivator of another
4. What do you understand by grievance? How do they impact an organization? How
would you handle employee grievances?
INTRODUCTION
GRIEVANCE
Broadly, a grievance can be defined as any discontent or dissatisfaction that an employee has
with any aspect of the organisation. It can be real or imaginary, legitimate or ridiculous,
stated or unvoiced, written or oral. It must, however, find expression in some form or the
other. Discontent or dissatisfaction per se is not a grievance. They initially find expression in
the form of a complaint. When a complaint remains unattended and the employee concerned
feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the status
of a grievance. Usually grievances relate to problems of interpretation or perceived non-
fulfilment of one’s expectations from the organisation. Grievance can be unvoiced or stated in
which case it can be either written or oral. In most of the cases the grievance can be broadly
of three types:
1) Legitimate Grievance: This is a real grievance when there is a cause to believe that there
has been some sort of original contract violation. However, it has been observed that the
clauses in a contract have different meaning for different people.

2) Imagined Grievance: As the name suggests, the employee believes that there has been a
violation of some clause or the management has not applied the clauses in the right manner.
The real cause of grievance can be something very trivial but is given great importance by the
employee. Mostly, it is due to some misunderstanding that such grievances occur.
3) Political Grievances: These grievances are very difficult to solve. Mostly these grievances are
connected with Unions. At times the Union may keep harping about a grievance without merit
as to get a good standing with its members. This hampers the smooth running of the
organisation as both the parties try to pursue their point of view.

It is important to make a distinction between individual grievances and group grievances. If

the issue involved relates to one or a few individual employees, it needs to be handled through
a grievance procedure. But when general issues with policy implications and wider interest
are involved they become the subject matter for collective bargaining. Ideally in individual
grievance redressal, unions should have less or no role, while in grievances of a collective
nature and wider ramifications, the unions need to be involved.
CONCEPT
Grievances can have several effects which are essentially adverse and counterproductive to
organisational purposes. The adverse effects include:

a) Loss of interest in work and consequent lack of morale and commitment

b) Poor quality of work and service
c) Increase in wastage and costs
d) Increase in employee turnover
e) Increase in absenteeism
f) Indiscipline g) Unrest
h) Lack of customer care
i) Bad reputation for the organisation, etc.
CONCLUSION
Grievances stem from management policies and practices, particularly when they lack
consistency, uniformity, fair play and the desired level of flexibility. Grievances also may arise
because of intra-personal problems of individual employees and union practices aimed at
reinforcing and consolidating their bargaining strength. The absence of a proper two-way flow
of communication can indeed be a fertile ground for breeding grievances

5. What is career planning? Explain its importance.

INTRODUCTION
Career Planning essentially means helping the employees to plan their career in terms of
their capacities within the context of organisational needs. It is described as devising an
organisational system of career movement and growth opportunities from the point of entry
of an individual in employment to the point of his or her retirement. It is generally
understood to be a management technique for mapping out the entire career of young
employees in higher skilled, supervisory, and managerial positions. Thus, it is the discovery
and development of talents, planned deployment and redeployment of these talents. Some
writers on organisational matters have described it as the regulation of "blue eyed" jobs. It is
also described as a process-of synthesising and harmonising the needs of the organisation
with the innate aspirations of the employees, so that while the latter realise self-fulfilment,
the former’s effectiveness is improved. Literally, a career can be defined as a sequence of
separate but related work activities that provide continuity, order and meaning to a person's
life. It is not merely a series of work-related experiences, but consists of a series of properly
sequenced role experiences, leading to an increasing level of responsibility, status, power,
and rewards. It represents an organised path taken by an individual across time and space.
In the case of an employee, career planning provides an answer to his or her question as to
where he or she will be in the organisation after five years or ten years or what the prospects
of advancing or growing are in the organisation or building the scope for his or her career
there. Career planning is not an event or an end in itself, but a process of development of
human resources. In short, it is an essential aspect of managing people to obtain optimal
results
CONCEPT
WHY CAREER PLANNING?

The need to plan for an employee's career is caused by both economic and social forces. If
the organisation is to survive and prosper in an ever changing environment, its human
resources must be in a constant state of development. A planned programme of internal
human resource development pays greater dividends than relying upon chance, or frantic
outside recruitment when needs seem to arise suddenly. Moreover, too many employees
retire on the job when there is no managerial concern for proper career progression. Further,
work is losing its premier position as the sole value to be sought in life by most employees.
The employees are beginning to insist that the work demands should be effectively integrated
with human needs for personal growth, expectations of one's family, and ethical
requirements of society. However, it is ironic that what is most precious to the individual in
so far as work is concerned, that is, the career, is given the least attention by the
organisation. Considering the changing social and economic environment, the growing work
expectations and aspirations of employees, career planning is now regarded as an essential
prerequisite for effective man-management, organisational growth and optimum
productivity. Usually, when a person applies for any job, he or she does so after making
necessary enquiries about the prospects of the job, and soon after taking the job he or she
starts enquiring about the position one is likely to hold after three, five, or ten years. If one
does not get satisfactory answers, he or she feels demotivated or frustrated, and starts
looking outside for some other job. This is particularly the case with persons in senior
supervisory, executive and managerial positions. Various persons holding such positions are
keen to know where they can rise in the organisation from their present positions, and when.
For attracting competent persons for senior positions and retaining them in the organisation,
it is essential that they are assured progressive careers. Career planning has thus become a
must at least for manning an organisation with efficient supervisors, higher technical and
managerial personnel and for preventing their leaving the organisation for lack of
promotional avenues. Good employees wish to seek careers rather than short duration jobs.
CONCLUSION
Purposes and Objectives of Career Planning
1) Attraction and retention of the right type of persons in the organisation.
2) Mapping of careers of employees in the organisation suitable to their ability and skill, and
their willingness to be trained and developed for higher positions.
3) Better use of human resources, more satisfied and productive employees, and more
fulfilling careers.
4) Reducing employee turnover and absenteeism, and thus having a more stable and
satisfied workforce.
5) Increasing utilisation of managerial reserves available at all levels within the organisation.
6) Improvement of morale and motivation of employees by matching their individual abilities
and needs to the demand and reward of the job ensuring them adequate opportunities for
promotion and growth in the organisation.
7) Overall achievement of organisational development, higher productivity and fulfilment of
corporate objectives.
8) Ensure that men and women of promise are given a sequence of experiences that will
equip them for whatever responsibility they have the ability to reach.
9) Provide individuals with the guidance and encouragement they may need if they are to
fulfil their potentials and remain with the organisation.
6. What do you understand by Personnel Management? Discuss in detail the need and
functions of Personnel Management.
INTRODUCTION
Personnel management can be defined as obtaining, using and maintaining a satisfied
workforce. It is a significant part of management concerned with employees at work and with
their relationship within the organization.
According to Flippo, “Personnel management is the planning, organizing, compensation,
integration and maintainance of people for the purpose of contributing to organizational,
individual and societal goals.”
According to Brech, “Personnel Management is that part which is primarily concerned with
human resource of organization.”
CONCEPT

First concept, Personnel Management is concerned with managing people to “at work. Such
people or personnel do not simply refer to “rank and file employees” or “unionized labour”
but also include “higher personnel” and “non-unionized labour.”
In other words, it covers all levels of personnel, including blue-collared employees
(craftsmen, foremen, operatives and labourers), and white-collared employees (professional,
technical workers, managers, officials and proprietors, clerical workers and sales workers).
The shape and form that personnel administrative activity takes, however, may differ greatly
from company to company; and, to be effective, it must be tailored to fit the individual needs
of each organisation.
Second concept, it is concerned with employees, both as individuals as well as a group, the
aim being to get better results with their collaboration and active involvement in the
organisation’s activities, i.e., it is a function or process or activity aiding and directing
individuals in maximising their personal contribution.
Third concept,personnel management is concerned with helping the employees to develop
their potentialities and capacities to the maximum possible extent, so that they may derive
great satisfaction from their job. This task takes into consideration four basic elements,
namely, the capacities, interests, opportunities and personality of the employees.
i. Capacities — referring to those abilities or attainments, inherited or acquired, that an
employee has, is capable of and must to a certain degree exercise in his work.
ii. Interests — not only an individual’s desires and ambitions, but also his instinctive
impulsive tendencies, vague yearnings, and ill-defined cravings that may or may not stir him
to his fullest action in performing his duties.
iii. Opportunities — not only opportunities for advancement, but opportunities to exercise
his capacities and satisfy his interests.

iv. Personality — the sum total of a workers’ reaction to his experiences and environment,
personality is manifest by an individuals’ reception by others. The employees’ personality
has great influence upon his opportunities.
Since the employee is both a social and economic entity, possessing different characteristics
in various work situations; there can be a perfect adjustment of the employee in his work
unit if the he possesses the exact capacities required for the work. The work similarly affords
the opportunity for exercising these capacities, and his interests are generally satisfied in the
performance of his job.

However, a happy combination of the four elements are seldom achieved in actual practice;
and a lack of balance forms one of the major causes of waste in production. The best or ideal
personnel management, therefore, recognises the individual differences involving these
elements and tries to eliminate or reduce them.
Fourth concept, since recruitment, selection development and utilisation of, and
accommodation to people are an integral part of any organised effort, Personnel Management
is inherent in all organisations. It is not confined to industry alone; it is equally useful and
effective in government departments, military organisations, and non-profit institutions.
It is a major part of the general management function and has roots and branches extending
throughout and beyond each organisation. Therefore, it is rightly the central pervasive
system of all organisations.
This point has been summarized by Pigors and Myers in these words- “Personnel
administration permeates all types of functional management, such as production
management, financial management, sales management and research management. It
applies in non-industrial organisations, government, non-profit institutions, and armed
services. Unless these managers themselves expect to perform all the duties for which they
are responsible, they have to secure the co-operation of other people within their part of the
total organisation. In short, every member of the management group, from top to bottom,
must be an effective ‘personnel administrator’ because he depends on the co-operative efforts
of his subordinates.”
As Bakke says- “Human relations, industrial relations and personnel relations sire just new
names for an aspect of the general managerial function as old as management itself.” It is
more than the management of people by supervisors; and it is also more than the
responsibilities assigned to the personnel department.
As a field of discipline, personnel management is faced with many challenging problems
centering on social responsibility, work design, staffing, style of leadership and supervision,
compensation and appraisal, collective bargaining, organisational development and
organisational climate.
Fifth concept, personnel management is of a continuous nature. In the words of George R.
Terry- “It cannot be turned on and off like water from a faucet; it cannot be practiced only
one hour each day or one day a week. Personnel management requires a constant alertness
and awareness of human relations and their importance in everyday operations.”
Finally, personnel management attempts at getting the willing co-operation of the people for
the attainment of the desired goals, for work cannot be effectively performed in isolation
without the promotion and development of an esprit de corps.
Taking the above concept into consideration, it may be observed that personnel management
is an approach; a point of view; a new technique of thinking and a philosophy of
management, which is concerned not only with managing people, but also with solving the
human problems of an organisation intelligently and equitably, and in a manner which
ensures that employees’ potential is properly developed, that maximum satisfaction is
derived by them from their work, that the objectives of the organisation are achieved and
that good human relations are maintained within the organisation.
Personnel management can be of full value to an organisation only when it is consistently
thought out and applied at all levels and to all management functions; in corporate policies,
in the systems, procedures and in employment practices, etc. This integrative aspect of
personnel management is, therefore of vital importance.
CONCLUSION
Functions of Personnel Management

Follwoing are the four functions of Personnel Management:

1. Manpower Planning
2. Recruitment
3. Selection
4. Training and Development

7. Discuss the position of women in Tourism. Explain the code of conduct prescribed
by National Council of Women.

INTRODUCTION
Here, we are not entering into a developmental debate and the controversial issues related to
tourism development. Yet, at the same time gender issues have stated emerging in big way in
various contexts of tourism and tourism activities; What types of jobs are open to women? Do
these jobs provide gender equality or are based on stereotypes of the traditional built in
image of women's role? Certain authors have gone further and raised the basic questions like
how are gender relations constructed within tourism? How do they change? and what are
their implications? (See Vivian Kinnaird and Derek Hall, (ed.) Tourism : A Gender Analysis,
Wiley 1994).
CONCEPT
Well, some of the gender based issues in tourism relate to:

• Low wages, long working hours, seasonal employment, etc.

• Use of sexual imagery of women for destination promotion or marketing by firms,
• The service imagery of women being projected as a travel motivation, and
• Sex tourism as an organised industry.

Vivan Kinnaird, Uma Kothari and Derek Hall have emphasised on three aspects in this
regard:

1) Tourism-related activities and processes involved in tourism development are constructed

out of gendered societies. Consequently, the articulation of masculine and feminine identities
by both host and guest societies are important components of the types of tourism taking
place and the maintenance of the economic and political agenda of the international tourism
industry.

2) Gender relations both inform, and are informed by, the specificities of the social practices
of all societies. Therefore, economic, social, cultural, political and environmental aspects of
tourism interact with the gendered nature of these societies and the way in which gender
relations are defined and redefined over time.

3) Discussions of gender and gender relations are about power and control. Gender relations
are political relations at the household, community and societal levels. Tourism’s
identification as an industry based on the economic, political or social power relations
between nations or groups of people creates a meaningful extension to the politics of gender
relations. Tourism revolves around social interactions and social articulations of motivations,
desires, traditions and perceptions, all of which are gendered.

Many more issues depending on the nature of a firm's business operations can be added to
this list. However, in the subsequent Sections we introduce you to the concept of sexual
harassment as not only the manager but each and every employee has to be aware of it.
8. Explain the importance of proper Induction. Design an induction programme for a ‘Hotel
Receptionist’ and a ‘Tour Escort’.

The term “induction’’ means installation or initiation. The new recruit is installed into a
position or job, and initiated into the team that makes up the work-force of the organisation.
Induction is the process of introducing new recruits to an organisation and explaining their
role within it. Induction process are mainly followed keeping in mind the following points :

• Induction to the firm, its system and its people,

• Introduction to the department and actual job/work and its requirements.
CONCLUSION
It usually begins with a guided tour of the building etc. Induction is important because
impressions gained by new employees during this period can influence their perception of the
organisation for many years to come. Also, good induction procedures help employees fit into
strange and initially uncomfortable environment quickly and without fuss. Newcomers
invariably join the organisation wanting to succeed. They wish to do a good job, to be
accepted by their colleagues, and generally to become part of the organisation. Induction
procedures should help recruits achieve these objectives. It may be regarded as a positive
step, as distinguished from the negative weeding out unsuitable candidates during selection.
Placement means the assignment of specific jobs to individuals, and their adoption or
assimilation in the working team or family. As a matter of fact, induction is the process by
which effective placement is accomplished. The process of initiation may be informal, as it
generally is in smaller organisations; while in larger organisations it includes a series of steps
by which a new recruit is aided in fitting into the organisation, becoming acquainted with
supervisors and fellow employees, and achieving a personal adjustment to working
relationships. The first week/months involve extensive and difficult problems of personal
adjustment, especially for new employees. The whole situation with its time-keeping
schedules, new supervisors, informal social systems, hostile group behaviours, social
structures, work-load, internal cliques and possible favouritism and vested interests is likely
to be very different from earlier experience; and therefore it is a difficult one. Policy on
induction and placement simply proposes that new recruits shall be made to feel and develop
themselves as a part of the organisation as early as possible. It may involve several steps:

a) Apart from a guided tour of the premises, it would need formal/informal introduction to
supervisors, fellow workers, adopting right methods of performing the job assigned, etc.

b) It may require vocational guidance; for the particular job or trade, or skill or profession,
due to either change of job or technology, or environment, to facilitate his absorption into the
organisation.

c) The guidance process requires carefull balancing of interests and aptitudes of individuals
against long-term prospective job-requirements. Those who are made responsible for
providing such guidance need the same skills in assessing aptitudes, interests, and related
traits that make up human personalities required for effective selection.
9. What is Performance Appraisal? Describe its need and methods.
INTRODUCTION
Performance Appraisal (PA) is the process through which an individual employee’s behaviour
and accomplishments for a fixed time period are measured and evaluated. The major purpose
of measuring and evaluating is to assess the worth or value of an employee based on various
considerations than only on productivity. Performance appraisal is a systematic and objective
way of judging the relative worth or ability of an employee in performing his or her task. It
helps to identify those who are performing their assigned tasks well and those who are not
and the reasons for such performance.
CONCEPT
Performance appraisal is thus the process of reviewing an individual’s performance and
progress in a job and assessing his or her potential for future improvement. It is a systematic
method of obtaining, analysing and recording information about an employee that is needed
•for the efficient management of business/organisation,
• by the manager to help him or her to improve the job holder’s performance and plan one’s
career, and
• by the manager to assist job holder to evaluate his or her own performance and develop
themselves.
CONCLUSION
Performance Appraisal from an Organisational Perspective
1) It improves overall performance of the organisation due to better communication of the
objectives and goals to the staff by the manager leading to a better relationship between the
two. It helps staff to understand their own career prospects.
2) It shows the employees their potential and once the potential is identified both, the
manager and the organisation, can decide how to use the potential for the company’s
betterment.
3) Long term ideas can be identified as also the training, retraining and developmental needs
of the employees.
4) It helps the staff know that they are valued, increases loyalty and improves the working
environment.
10. What do you understand by transfers? State the need for Transfer Policy.
INTRODUCTION
A transfer is a change in job assignment. It may involve a promotion or demotion, or no
change at all in responsibility and status. It is a change in assignment in which the
employee moves to another job at approximately the same level of responsibility, demanding
the same skill and at about the same level of pay. Transfer is to be distinguished from
promotion and demotion which imply an ascending or descending change respectively in the
hierarchy of positions. A transfer may be either temporary or permanent, depending upon the
need, and may occur within a department, between departments and divisions, or between
plants or officers within a departments and divisions, or between plants or officers within a
company/organsiation. Many a times transfers are used to fill a vacancy or shift employees
who are not giving their best to the company
Two main conditions generate transfer situations :
• An individual employee may request a transfer in seeking his or her preference and
benefits.
• Organisations may initiate transfers as a requirement for more effective operations, or as a
solution to human relations problems.
CONCEPT
It is to be appreciated that transfers are made for a number of reasons and are initiated by
either the supervisor or the subordinate. If transfers are left entirely to the discretion of either
supervisors or the subordinate or employees, a number of problems are likely to occur, such
a as favourtism or victimization. For example , a few employees would get transfers as and
when they want, while the request of many others would be turned down. On the other hand,
some may get transferred repeatedly, causing them great inconvenience. Supervisors may
transfer their subordinates arbitrarily, just to get rid of them. Some employees, for various
reasons, may ask for transfers repeatedly. Some departments may get the reputation of being
easy to transfer from, whereas others may be regarded as exactly the opposite and so on. The
absence of well-formulated transfer policy will undoubtedly breed a state of uncertainty
among the employees. In case where a union exists to protect the workers there may be an
increase in the number of grievances and a continuous turmoil and conflict will exist
between the employees and the firm. To avoid these problems which would cause
considerable inconvenience and disruption in an organisation, it is imperative that the
personnel department should evolve a transfer policy. Only a systematic policy can ensure a
reasonable consistency of treatment throughout the organisation.
CONCLUSION
Maximizing employee effectiveness by increasing the utilization of available manpower is one
of the important intended consequences of job reassignment. Position reassignments have
motivational force, and an impact on employee attitudes. Transfer policy in an organisation is
very important as transfers can affect the employee’s attitude towards work either positively
or negatively.