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TRANSCRIPT
A
REPORT
ON
HUMAN RESOURCE POLICIES AND PROCEDURE
OF
HINDUSTAN GUM AND CHEMICAL LIMITED
By:
VISHRUTI A. DAVE-61YASHPAL HARIHAR– 64VIDHYA KADAMBARI- 60VISHWA TRAMBADIA- 62VIVEK SINGH– 63
A report submitted in partial
Fulfillment of the requirements
of
PGDM Program of
Shanti Business School
Date of Submission: 04/02/2013
Submitted to: Prof. Pallavi Vyas (H. R. DEPARTMENT)
Acknowledgement
We as a student of shanti business school would like to express our sincere gratitude to prof.pallavi vyas
for giving us an oppurnity to explore our self in this vast and varied market.
We also acknowledge our institute for giving us the support and giving us the oppurnity to shape our
own way to achieve success
We would like to thank the director of this institute, Prof. Bala Sir for their support and faith in us.
We would even like express my sincere gratitude to Mr. Rashmin harihar (production manager) .to Mr. yogesh
jaiswala (production assistant)
ABSTRACT
In this world of cut throat competition where changing perceptions in the minds of consumer plays the
role of Damocles sword for the marketer, calibrating with the consumer is the only choice an
entrepreneur or an organization can have. Prof. of American school of business (2005) were one of the
pioneers to help the world understand how humans play a major role in the organization and they are the real
asset of the business. This project targets to study the overall human resource working of the company
and achieving the success in there respective field. This project focuses on the working of the hr department
and the effect of that on overall industry. The techniques that would be used for the analysis of the data
collected is secondary data and sampling method to understand the vast and varied heterogeneous minds in
working in
the market. The managerial implication of the findings from the comparison and implications on the
Indian market are also pursued.
INTRODUCTION
I. At the door step of the company
Hindustan Gum is the largest manufacturer of "GUAR GUM" in the world. The brand name "HIGUM" has been
the hallmark of quality and innovations.
The history of Hindustan Gum traces back to 1956, as the Birla Brothers established "Bhiwani Gum and Guar
Factory" in collaboration with Stein Hall of the USA (now Rhodia Inc.). It was a significant move as the first
Guar Gum factory was set up in India. The pioneering factory was acquired in 1962 and Hindustan Gum
Came into existence.
Today, Hindustan Gum has developed into a major industrial unit, manufacturing gum that conforms to
international standards and exporting the produce across the globe. Hindustan Gum is a joint venture of Rhodia
Inc., USA, and the M.P. Birla Group, India.
II. Location of the company
III. HIGUM PRODUCTS
Hindustan Gum caters to a diverse range of industries such as food products, textile, paper, explosives, oildrilling, mining etc. Hindustan Gum manufactures its own branded products under the HIGUM logo. Tailor madeproducts are being manufactured, meeting various specifications as per customers?
We offer: Guar Gum Powder with a wide range of viscosity varying from 2000 to 7500 CPS with particlesize from 100 to 300 Mesh.De polymerized Guar with viscosity range from 50 CPS to 1000 CPS.Modified Guar Gum such as oxidized, carboxymethylated, borated and phosphate are produced for textileand other industrial applications.Highly purified splits and splits with very high viscosity.Textile printing thickener based on tamarind kernel powder and tapioca starch.
IV. MANUFACTURING
The total annual capacity of Hindustan Gum is 22,000 MT for powder gum and 28,000 MT for refined splits.Hindustan Gum has three world class manufacturing units located in the states of Haryana, Rajasthan andGujarat.
V. QUALITY
Hindustan Gum has independent Quality Assurance Department and
Quality Control Labs at every unit for microbiological and physical
analyses. The company has been actively involved in Research and
Development as well, with the focus on new products. Hindustan
Gum has wisely invested to provide its customers with sustained
product quality through continuous
improvement in quality standards and implementation of its Quality Management System & Quality
Objectives. All units are ISO 9001:2000 certified and Hindustan Gum is rated 'excellent' by AIB, USA.
Throughout the years, Hindustan Gum has been recognized and lauded by numerous quality and safety
organizations.
The company is fully equipped with state of the artphysical & microbiological laboratories in order to perform
strict quality control tests in compliance with international norms and customer requirements.
VI. RESEARCH & DEVELOPMENT DIVISION
Hindustan Gum is committed to maintaining a full fledgedR&D Centre, run by well knownindustry
specialists. The R&D Centre is constantly engaged in developing and modifying the chemical properties of
materials in order to ensure better performance and reduce processing/production costs. The Centre has recently
come up with innovative processing techniques for high end manufacturing.
VII. NEW PRODUCT
1. High viscosity Tamarind Kernel Powder.2. Cold water soluble Tamarind Kernel Powder.3. Products for Noodles & Ice creams.
VIII. FURTHER DEVELOPMENTS To identify new natural sources of gum and find its applications. To develop guar blends for food products.
TABLE OF CONTENTS
INTRODUCTION
DESCRIPTION OF PROJECT IN BRIEF
OBJECTIVE OF THE PROJECT
METHODOLOGY
LITERATURE REVIEW DATA
ANALYSIS LIMITATIONS OF THE
STUDY
REFERENCES
REVIEW OF THE LITERATURE
In a rapid competitive business environment, the procedures of outlining the role, function and process ofHuman Resource Management (HRM) within a dynamic and uncertain environment are ongoing for manydecades. In the early 1980s numerous books and articles were published by American Business Schoolsprofessors to support the widely recognition of HRM concept, and the environmental volatility in today’scontemporary business that specifically identify conflict and heterogeneity (Soderlund and Bredin, 2005). Dueto its diverse origins and many influences, HRM covers essential aspects of central concern in organizationssuch as individual, practice, educational theory, social and organizational psychology, sociology, industrialrelations, and organizational theory (Soderlund and Bredin, 2005)..
To date there is no widely acceptable definition for HRM and what it entirely involves in our daily businessworld (Brewster and Larsen, 2000). Fewer satisfactory definitions have been propounded by different writersuch as (Soderlund and Bredin, 2005), whom perceived HRM as 1) an ‘executive personnel responsibility’,that mainly concern with management activities; 2) classified HRM as management philosophy thatconcerns with people treatment and, finally 3) discerned HRM as interaction management between the firmand its people.
Due the conflicting theoretical conception and hypothetical disagreement about the general acceptance of thedefinition, Price (2007) definition would be used to in this literature because it better explained and cover hugeareas of the study. According to Price (2007):
“A philosophy of people management based on the belief that human resources are uniquelyimportant to sustained business success. An organization gains competitive advantage by using itspeople effectively, drawing on their expertise and ingenuity to meet clearly defined objectives. Humanresource management is aimed at recruiting capable, flexible and committed people, managing andrewarding their performance and developing key competencies”.
The dynamic and uncertainty in HR contemporary organizations are tremendously moving towards a radicaldimension (Analoui, 2007). Recent debate by many researchers have laid more emphasis about matching andincorporating the HR department with other strategic functioning departments within organization (Soderlundand Bredin, (2005); Analoui, (2007); Price, (2007).
OBJECTIVE OF THE PROJECT
Whilst the precise HR objectives will vary from business to business and industry to industry, thefollowing are commonly seen as important HR objectives:
Objective HR Actions
Ensure humanresources areemployed
Pay rates should be competitive but not excessiveAchieve acceptable staff utilisationMinimise staff turnover
cost effectively Measure returns on investment in training
Make effective use ofworkforce potential
Ensure jobs have suitable, achievable workloadsAvoid too many under utilised or over stretched staffMake best use of employees skills
Match the workforceto the business needs
Workforce planning to ensure business has the right number of staff in the riglocations with the right skills
Effective recruitment to match workforce needsTraining programmes to cover skills gaps or respond to changes in technologyprocesses & marketConsider outsourcing activities that can be done better and more cost effectiveby external suppliersGet the right number and mix of staff at each location where the business operin multiple sites and countries
Maintain goodemployer / employeerelations
Avoid unnecessary and costly industrial disputesTimely and honest communication with employees and their representativesSensitive handling or potential problems with employees (e.g. dismissal,redundancy, major changes in the business)Comply with all relevant employment legislation
h
Methodology
• Multi skilling employees
• Use of 5 Senses for observation and judgement
• Improving knowledge, skill and morale
• Classroom training, Seminars
• On the job training
TRAINING & DEVELOPMENT
The new employees are given training regarding the specific tasks to which they have assigned. At HGCL,
the new employees are given adequate training before they are allowed to work independently. They are evaluated
continuously throughout their training program. HR department monitors all the new employees and evaluates
their performance. This training makes the employees more productive and more useful to the organization.
The new employees participate in the training program under the responsibility of the Head – HR / IR or
Respective Functional Head.
The types of training given at HGCL and its subsidiaries are:
• Skills training
The employees are trained in such a way that their existing skills are improved and they handle the situation
and the machinery more efficiently. This training is provided to both the new and existing training.
• Refresher training
The employees are trained about the new technologies that have emerged in the recent time. The
company organises special training programs once in 3 months to update the employee’s knowledge and help
them to face the future challenges.
• Cross functional training
It involves the training employees to perform operations in area other than their assigned job. This is done to
improve the efficiency of the workers in different departments and also to follow flexible scheduling.
Training assessment
All the training programs provided to the employees at HGCL are assessed continually. HR department plays a
major role in organizing these programs and makes sure that the objective of the training program is
attained.
The need for the training program is determined depending on the productivity and objectives of the
company, company’s performance, the skills required for performing a particular tasks and the
individual’s ability to do the assigned job. The training program given to the employees at HGCL is 8 hours
per year and the type of training depends on the analysis using the skill matrices.
Training is necessary % of Responses
Yes 80
No 20
Training programme adopted in HICHEM % Of responses
Required 35.6
Training in Process 21.2
Not Required 24.8
Training Completed But Still Required 18.4
RECRUITMENT POLICIES
In HGCL and its subsidiaries, there are two recruiting source choices depending on the necessity.
• Internal Recruitment
They recruit within the organisation tapping into the databases, job postings, promotions, and transfers. This
provides the means that allow the current employees to move to other jobs. Internal recruitment at HGCL usually
happens as a part of performance appraisal. They maintain Human resource information systems (HRIS), helps
HR staff members to maintain background and KSA information on existing employees. They continually update
the employee profile. At HGCL the process of internal recruitment is common among the workers level.
• External Recruitment
The company goes for external recruitment. The applicants for the job at HGCL should go through the selection
process conducted by the respective department heads.
HGCL looks for people with a proven track record for:
• Approaching problems analytically.
• Focusing on providing solutions to customers.• Contributing, regardless of their level in the organization.
• Demonstrating a genuine respect for the diversity of people.
The company employs people across a broad range of occupations in locations across the world. Most often they
have openings for experienced professionals and undergraduates with technical degrees. The company provides
more benefits and a motivating and positive working environment.
SELECTION
Following the recruitment procedure, the applicants appear for the selection process.
At HGCL and its subsidiaries, there is a structured selection process. It consists of the following steps:
• Screening applications
This step is to shortlist only the suitable candidates who have all the required qualifications.
• Written test
The written test is conducted to know about the candidate’s knowledge about the job that they have applied.
Written test consists of intelligence test and aptitude tests.
• Selection Interview
It is an oral interview conducted after the written tests and this is to know about the candidates’ skills and job
experience. Certain situational questions are also confronted and the response of the candidates is evaluated.
The company also makes reference checks for the candidates who are to be selected. Finally the hiring decisions
are made by the department heads and the HR managers based on the overall performance of the candidate in
the selection process and also their past work experience.
PLACEMENT AND INDUCTION
After the selecting the candidate, he is placed in the suitable job. At HGCL this handled by the HR department,
the candidate is assigned with a specific rank and responsibility. The candidates selected work on probation for a
given period of time, after which their services are confirmed. The probationary period is 240 days per year or
480 days for two years. The performance of the candidate is evaluated at the end of the probationary period. The
candidates are made permanent employees only if their work is satisfactory.
INDUCTION
Induction or orientation is the task of introducing the new employees to the organisation and its policies,
procedures and rules. At HGCL and its subsidiaries, all the new employees are given induction training program
so that they will become familiar to their working conditions and also the employees in the particular unit. This is
given by the respective departments. All the queries of the new employees are answered during this induction
program.
The induction programme consists of the following:
• Organisation
1. Company’s history
2. Employee’s title and department
3. Executives of the company
4. Probationary period
5. Policy and rules
6. Codes of conduct
7. Safety measures
• Employee benefits
1. Salary
2. Holidays (festival and national)
3. Training
4. Counselling
5. Insurance, retirement policies and other benefits
• About the job
1. Tasks
2. Job location
3. Safety measures
4. Job objectives
5. Shifts
• Introductions
1. To department head
2. To co workers
3. To trainers
At HGCL and its subsidiaries, the internal mobility of the employees takes place. It’s common among the
worker and staff level, when more manpower is required in the other departments during certain projects.
JOB ANALYSIS
Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the tasks, duties
and responsibilities necessary to do a job.
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness' of employment
procedures such as training, selection, compensation, and performance appraisal.
Determining Training Needs
Job Analysis is used in "training/needs assessment" to identify or develop:
• Training content
• Assessment tests to measure effectiveness of training
• Equipment to be used in delivering the training
• Methods of training (i.e., small group, computerbased, video, classroom...)
Compensation
Job Analysis is also used in compensation to identify or determine:
• Skill levels
• Compensable job factors
• Work environment (e.g., hazards; attention; physical effort)
• Responsibilities (e.g., fiscal; supervisory)
• Required level of education (indirectly related to salary level)
Selection Procedures
Job Analysis is used in selection procedures to identify or develop:
• Job duties that should be included in advertisements of vacant positions
• Appropriate salary level for the position to help determine what salary should be offered to a
candidate
• Minimum requirements (education and/or experience) for screening applicants
• Interview questions
• Selection tests/instruments (e.g., written tests, oral tests, job simulations)
• Applicant appraisal/evaluation forms
• Orientation materials for applicants/new hires
Performance Review
Job Analysis is used in performance review to identify or develop:
• Goals and objectives
• Performance standards
• Evaluation criteria
• Length of probationary periods
• Duties to be evaluated
Methods of Job Analysis
Several methods are used individually or in combination which are as follows:
• Supervisor Interviews
• Expert Panels
• Structured questionnaires
• Openended questionnaires
• Observations
PERFORMANCE APPRAISAL
Performance appraisal is the method of evaluating the behavior of an employee I the work spot. In this company
evaluation is carried out with the help of “Skill Matrix”.
Regarding Skill Matrix
• Skill matrix, as the name suggests is a repository of skills, which have been identified for successful completion
of Job.
• Specific skills required to complete the job is broken down ( the details to be captured during Job
Design ).
• The Skill set of every employee is carefully accessed and logged into the skill matrix.
• The skill matrix comes in handy, to determine the shortfall of Key Skills.
• The skill matrix forms a base for all appraisals, training programes, employee developments, deployments
etc.
• The skill matrix to be updated on a regular basis.
• The skill matrix to be shared with HR and Project teams.
• The key to deploying a successful Skill matrix is about identifying and codifying the SKILLS in an acceptable
manner. One may refer to the standards laid down by SFIA in this regards.
EMPLOYEE COMPETENCY NEED
The following table will clearly explain the level of educational qualification and experience as well as special
training that the company expects from a person to be employable in a suitable designation.
COMPENSATION ADMINISTRATION
Compensation is what employees receive in exchange for their contribution for the organisation. Generally,
employees offer their services for three types of rewards. Pay refers to the base wages and salaries employees
receive. Compensation forms such as bonuses, commissions and profit sharing plans are incentives designed to
encourage employees to produce results beyond normal expectation. Benefits such as insurance, medical,
recreational, retirement etc., represent a more indirect type of compensation. So, the term compensation is
a comprehensive one including pay, incentives, and benefits offered by employers for hiring the services of
employees. In addition to these, managers have to observe legal formalities that offer physical as well as
financial security to employees. All these issues play an important role in any hr department’s effort to
obtain, maintain and retain an effective workforce.
Nature of Compensation
Compensation offered by an organisation can coke both directly through base pay and variable pay and
indirectly through benefits:
• Base pay: It is the basic compensation an employee gets, usually as a wage or salary.
• Variable Pay: It is the compensation that is linked directly to performance accomplishments (bonuses,
incentives, stock options).
• Benefits: These are indirect rewards given to an employee or group of employees as a part of
organisational membership (health insurance, vacation pay, retirement pension etc.)
Objectives of Compensation Administration
Some of the important objectives that are sought to be achieved through effective compensation
management are:
a) Attract talent: Since many firms compete to hire the services of competent people, the salaries offered must be
high enough to motivate them to apply.
b) Retain talent: If compensation levels falls below the expectations of employees or are not competitive, they may
quit.
c) Ensure equity: Pay should equal the worth of a job. Similar jobs should get similar pay. Likewise, more
qualified people should get better wages.
d) New and desired behaviour: Pay should reward loyalty, commitment, experience risks taking,
initiative and other desired behaviours to prevent employees going in search of greener pastures.
e) Comply with legal rules: Compensation programmes must invariably satisfy governmental rules
regarding minimum wages, bonus, allowances, benefits, etc.
Components of Pay Structure in India
The pay structure of a company depends on several factors such as labour market conditions,
company’s paying capacity and legal provisions.
In India, different Acts include different items under wages, though all the Acts include basic wage and dearness
allowance under the term wages. The wage structure in India can be examined broadly under the following
heads:
Basic Wage
The basic wage in India corresponds with what has been recommended by the Fair Wages Committee (1948)
and the 15th Indian Labour Conference (1957).The following criterion may be considered while deciding the
basic wage:
• Skill needs of the job.
• Experience needed.
• Difficulty of work: mental as well as physical.
• Training needed.
• Responsibilities involved.
• Hazardous nature of job.
Dearness Allowance (DA)
It is the allowance paid to employees in order to enable them to face the increasing dearness of essential
commodities. DA is paid to neutralise the effect of inflation.
Other allowances that are occasionally paid include holiday pay, overtime pay, bonus, social security
benefit, etc.
Bonus
An important component of employees’ earnings, besides salary, is bonus. According to The Payment of
Bonus Act, 1965 an employee who earns more than Rs.2500 p.m. basic plus DA is eligible for bonus. The
minimum bonus to be paid has been raised to 8.33% w.e.f 25.9.75.
Methods of Wage payment
There are two methods of wage payment:
1. Time Wage System.
2. Piece Rate System.
Time Wage System
In this system, the worker is paid on the basis of time spent on the work irrespective of the amount of
work done. The basis of this time may be hour, day, week or month.
Piece Rate System
Under Piece rate system, the workers are paid at a stipulated rate per piece or unit of output. Here speed is thebasis of payment, instead of time. In this system, the rate is fixed per piece of work and the worker is paidaccording to the number of pieces completed or the volume of work done by him, irrespective of time takenby him in completing that work. Efficiency, is thus recognised in this system.
Types of Piece Rate System
a. Straight Piece Rate: In this method, payment is made on the basis of a fixed amount per fixed units
produced without regard to the time taken.
b. Piece rate with guaranteed time rate: In this system, workers are paid minimum wages on the basis of time
rates. In addition, they are paid more for producing more than a prefixed number of units on Piece rate.
c. Differential piece rate: In this scheme, the rate per piece is increased, as the output level is increased. That
is, there is more than one piece rate system. In other words, the increase in rates may be proportionate to the
increase in output.
Fringe Benefits
The term ‘fringe benefits’ refers to the extra benefits provided to employees in addition to the normal
compensation paid in the form of wage or salary. The main features of fringe benefits are:
• They are supplementary forms of compensation.
• They are paid to all employees based on their membership in the organisation.
• They help raise the living conditions of the employees.
• They may be statutory or voluntary. Provident fund is a statutory benefit whereas transport is a
voluntary benefit.
Wages and Salary Administration in HGCL Ltd.
Wage System
The wages for the workers at HGCL Ltd. are paid in the following manner:
• They follow the Time based system on a daily basis. i.e. a prefixed rate per 8 man hour shift.• In addition, the workers receive Overtime wages at 1.5 times their rate for every extra hour worked.
• Those working in the night shifts receive additional allowances like Night Shift Allowance and Food
allowance.
• The workers can avail of incentives in the form of additional remuneration in accordance with the
Piece rate system followed by the company.
• Other benefits the workers receive include Stautory benefits like Provident Fund where the Worker and
the Company contributes 12% of the basic wage each.
• Employee State Insurance (ESI) is also provided to the workers at 6.75% of gross wages; 1.75% and
4.75% contributed by the both the employee and employer respectively.
• They also receive Bonus at 8.33% as per Government norms, disbursed usually before the Deepavali, to a
maximum of Rs. 3500/ .
• They also receive additional incentives for regular attendance and following safety norms.
Salary System
The staff and other managerial employees receive their prefixed Salary every month, depending on their
qualification and experience. They generally are not availed of any allowances. However, their salaries are
revised every year after their performance appraisals.
In addition to the above, both the workers and staff are automatically enrolled into the Pension scheme,
which they can avail after a minimum of 10 years of service. They are entitled to receive the full pension
benefits after a minimum of 25 years of service and after attaining an age of 58 years.
EMPLOYEE HEALTH AND SAFETY
The firm has a responsibility to protect the health and safety of employees, their families and the public.
Maintaining a safe and healthy work environment is integral to the operation of the business. In addition to
protecting the most precious resource – employees – incident prevention sustains the performance of the
business, as well as the trust of the communities in which the company operate. The firm believes that all
incidents can be prevented and their goal is zero incidents. All the employees in the organization are
committed to achieving this goal.
Principles that guide the success of the subsidiary include:
• Occupational safety and health and process safety management are considered in the planning for any new
or revised installations, processes, or procedures.
• Safe work practices are promoted through good engineering practices, standards and procedures,
employee education, job training, and use of personal protective equipment.
• Participation, partnership, and teamwork are essential. A comprehensive network of safety and health
committees provides leadership and direction in setting policies, goals, and objectives, and in getting
employees involved in the process. Site management, union leadership and employees, and safety and health
professionals work together on these committees to advance loss prevention.
• Units and operations are routinely reviewed for chemical, process, mechanical, and procedural
hazards. Identified hazards are promptly addressed.
• Applicable federal, state, and local codes and regulations are followed, and voluntary, selfapplied
standards that go beyond regulations are often employed in the firm’s efforts to prevent incidents.
• Employee responsibility and accountability are considered essential elements of the safety and health
process.
• Innovation is valued. Innovative techniques of safety and health management are utilized, such as the use
of behavior based safety observation and feedback techniques and the application of ergonomic concepts to
workstation design.
The subsidiary of HGCL strives continuously to incorporate safety and health into the operation,
structure and culture of every part of the company.
Pollution Prevention, Employee Health & Safety, Process Safety, Distribution, Product Stewardship and
Security.
PRIORITY SECURITY MANAGEMENT SYSTEMS
Development of the Priority Security Management Systems began shortly after the events of September
11, 2001, and was issued in fourth quarter 2002 to strengthen security practices already in place. These
management systems consist of security practices believed to be essential to protect the firm’s personnel,
facilities, and the public. To monitor ongoing compliance, these management systems were added to the
Consolidated Auditing Program.
The Priority Security Management Systems cover the following topics:
a) Assignment of site and transportation security coordinators.
b) Security incident reporting procedures.
c) Deterrence of entry by unauthorized personnel.
d) Procedures to clear/escort visitors onto sites.
e) Inclusion of terrorist threats in emergency response plans.
f) Criminal background checks for new hires and Substance abuse programs. h)
Training on workplace violence and IT security assessment.
j) Authentication and authorization to operate computer systems.
k) Management of critical and sensitive information.
l) Site security employee training program.
HR POLICIES
HGCL encourages its employees to balance their work and personal responsibilities, through programs likethe following:
1. Family Leave
When you need time off to meet changing family responsibilities and respond to different life events,Family Leave provides options and allows you time away from work without hurting your career or yourbenefits coverage. Family Leave is available to all full service employees for maternity, paternity,adoption, or placement of a foster child, or to deal with the serious illness of a parent, spouse or child.This unpaid leave of absence is in addition to paid time off for disability or vacation. Benefits continue at thesame level as they were prior to the leave, and there is an option to earn credit for part time workwith service. A commitment to return employees to the same or similar job of comparable pay andstatus is part of this program.
2. Guidance ResourcesGuidance Resources helps you manage your work/life responsibilities with practical advice, useful materialsand local referrals. You can obtain personalized and confidential consultation with experienced counselorson topics such as:
Parenting Education information and college planning Caring for adults, parents and older relatives. Caring for yourself Career planning
3. Flexible Work Practices
Flexible Work Practices have been designed to help better balance the needs of both the business and theemployee. We encourage the use of Flexible Work Practices because they can help employeesjuggle their personal obligations while managers try to seek a creative and productive means of meeting thebusiness needs. With the help of your immediate supervisor, a variety of options can be assessed.
4. Dependent Care Spending Accounts (DCSA)Spending accounts enable you to pay for childcare with pretax dollars. You may select this benefityearly by choosing the DCSA option during the annual Ben e Flex change period.
5. "Just in Time Care"
"Just in Time Care" is currently available at selected sites. This emergency/ backup service linksemployees to a variety of dependent care options such as in home dependent care, drop incenter based care for children and elders; work site or near site school holiday and snow day care; andcenter based sick care.
6. Adoption Assistance:This program is designed to assist employees with the expenses incurred when they legally adopt a child.Covered expenses include agency fees, legal fees, court costs, temporary foster care before placement ofthe child, medical expenses of the birthmother and medical expenses of the child.
LIMITATIONS
Absence of challenging job
Attrition rate compare to other companies
Managers “need to support corporate productivity and performance improvement efforts”.
The challenge, derived from the first two, is that “employers see that their human resource units
must be more involved in designing – not just executing – the company’s strategic plan”
“Employees play an expanded role in employers’ performance improvement efforts”. All
the basics contents associated with high performance organisation, such as high technology
team based production, are rather futile without high levels of employee competence and commitment.
REFERENCES
CHRISTOPHER J. COLLINSCornell University
KEVIN D. CLARK Villanova University.Barney, J. 1991. Firm resources and sustained competitiveAdvantage. Journal of Management, 17(1): 99–120.Baron, R. M., & Kenny, D. A. 1986. The moderator mediatorVariable distinction in social psychological research: Conceptual,strategic, and statistical considerations.Journal of Personality and SocialPsychology, 51: 1173–1182.
Implicit human resource management theory: a potential threat to theInternal validity of human resource practice measures
Timothy M. Gardner* and Patrick M. Wright b a Vanderbilt University, Nashville, USA; bCornell University, Ithaca, NY, USA.
Global Journal of Management and Business ResearchVolume 11 Issue 7 Version 1.0 July 2011Type: Double Blind Peer Reviewed International Research JournalPublisher: Global Journals Inc. (USA)Print ISSN: 0975 5853