ibps hr officer study notes

8/13/2019 IBPS HR Officer Study Notes

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ContentsContents .......................................................................................................................................................... .. 1

Leadership Theory ............................................................................................................................................. 3

Types of leadership styles ............................................................................................................................. 3

bureaucratic leader ................................................................................................................................... 3

charismatic leader ..................................................................................................................................... 3

autocratic leader ....................................................................................................................................... 3

democratic leader ..................................................................................................................................... 3

laissez-faire ................................................................................................................................. .......... .... 3

people-oriented leader ............................................................................................................................. 4

task-oriented leader ........................................................................................................................ ......... 4servant leader ..................................................................................................................................... ...... 4

transaction leader ..................................................................................................................................... 4

transformation leader ............................................................................................................................... 4

environment leader ........................................................................................................................ .......... 4

Difference bet een !"D # !"$ ...................................................................................................................... 4

%D &nterventions ............................................................................................................................................... '

!"D &nterventions ............................................................................................................................................. '

$otivational Theory .......................................................................................................................................... '

Theory ( # Theory ) ........................................................................................................................... .......... '

$aslo *s hierarchy ................................................................................................................................ ....... +

!erzber, $otivation Theory ........................................................................................................ ........... .....

rovident /und 0ct .......................................................................................................................... .......... ..... 1

2mployee tate &nsurance cheme ................................................................................................... .......... ... 1

Difference bet een a,e and salary .............................................................................................. .......... .... 15

!uman "esource $ana,ement ...................................................................................................................... 15

orkforce plannin, ............................................................................................................................... .... 13

kills mana,ement ................................................................................................................................. .... 14

Trainin, and development ......................................................................................................................... 14

ersonnel administration ........................................................................................................................... 14

Compensation in a,e or salary ................................................................................................................ 14


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Time mana,ement ..................................................................................................................................... 14

Travel mana,ement 6sometimes assi,ned to accountin, rather than !"$7 ........................................... 1'

ayroll 6sometimes assi,ned to accountin, rather than !"$7 .......................................................... ....... 1'

2mployee benefits administration ............................................................................................................. 1'

ersonnel cost plannin, ............................................................................................................................. 1'

erformance appraisal ............................................................................................................................... 1'

$ana,ement by ob8ectives 6$9%7 ........................................................................................................ 1+

3+ de,ree appraisal .................................................................................................................... ......... 1+

9ehavioral %bservation cale 69% 7 ............................................................................................... ....... 1:

9ehaviorally 0nchored "atin, cale 690" 7 .............................................................................. .......... .. 1:

"etention trate,ies ........................................................................................................................... .......... .. 1:

Customer 0c;uisition and Talent 0c;uisition ................................................................................................ 1$2" "&C2 &=D2( 6C &7 ............................................................................................................... ........ 1

?ratuity ..................................................................................................................................................... ...... 1

9onus 0ct ................................................................................................................................................... ..... 5

$inimum a,es 0ct ....................................................................................................................................... 5

@ohari indo ............................................................................................................................................ .... 5

rovident /und /ull notes ............................................................................................................................... 51

2 &A 2mployeesB tate &nsurance 0ct 1 4< ........................................................................................... ......... 5+


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Leadership Theory

The word leadership can refer to:

1. Those entities that perform one or more acts of leading.2. The ability to affect human behavior so as to accomplish a mission.3. Influencing a group of people to move towards its goal setting or goal

achievement. (Stogdill 1 !": 3#

$ leader is simply someone who has followers.

Types of leadership styles

bureaucratic leader

The bureaucratic leader ( %eber & 1 "!# '1 is very structured and followsthe procedures as they have been established.

charismatic leader

The charismatic leader (%eber& 1 "!# leads by infusing energy andeagerness into heir team members

autocratic leader

The autocratic leader is given the power to ma)e decisions alone& havingtotal authority.

democratic leader

The democratic leader listens to the team*s ideas and studies them&.laissez-faire

The laissez-faire (+let do+# leader gives no continuous feedbac) orsupervision because the employees are highly e,perienced and need littlesupervision to obtain the e,pected outcome.
http://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Leadership#cite_note-Weber-0http://en.wikipedia.org/wiki/Leadership#cite_note-Weber-0http://en.wikipedia.org/wiki/Max_Weber


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people-oriented leader

The people-oriented leader is the one that& in order to comply witheffectiveness and efficiency& supports& trains and develops his personnel&increasing -ob satisfaction and genuine interest to do a good -ob.

task-oriented leader

The task-oriented leader focus on the -ob& and concentrate on the specifictas)s assigned to each employee to reach goal accomplishment.

servant leader

The servant leader facilitates goal accomplishment by giving its teammembers what they need in order to be productive

transaction leader

The transaction leader is given power to perform certain tas)s and rewardor punish for the team s performance.

transformation leader

The transformation leader motivates its team to be effective andefficient.

environment leader

The environment leader is the one who nurtures group or organisationalenvironment to affect the emotional and psychological perception of anindividual s place in that group or organisation.

Difference between HRD & HR

/uman resource management is the art of managing human wor)force in an

organi0ation in an optimum manner which is beneficial to the employee aswell as the organi0ation in achieving the organi0ational goal.

human resource development is a part of human resource management. itdeals with the all round development of an employee within an organi0ation&his career development& training& counseling& updating him with the latesttechnology& helping him e,plore his potential and develop his s)ills whichwould prove beneficial to both the employee and the organi0ation in


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achieving the organi0ation goals. it also means allocation of resources forthe development of the employee

ahoo describes

/uman resource development& is the process of changing an organi0ation&its employees& its sta)eholders& and groups of people within it& usingplanned and unplanned learning& in order to achieve and maintain acompetitive advantage for the organi0ation.

/uman resource management (/ # is the strategic and coherent approachto the management of an organi0ation*s most valued assets 4 the peoplewor)ing there who individually and collectively contribute to the achievementof the ob-ectives of the business

!D "nterventions

HRD "nterventions

otivational Theory

Theory # & Theory $

Theory 5 and theory are theories of human motivation created anddeveloped by 6ouglas c7regor .

In this theory& management assumes employees are inherently la0y and willavoid wor) if they can. 8ecause of this& wor)ers need to be closelysupervised and comprehensive systems of controls developed. $ hierarchicalstructure is needed with narrow span of control at each level. $ccording tothis theory& employees will show little ambition without an enticing incentiveprogram and will avoid responsibility whenever they can.

In this theory management assumes employees may be ambitious& self4motivated& an,ious to accept greater responsibility& and e,ercise self4control&self4direction& autonomy and empowerment. It is believed that employeesen-oy their mental and physical wor) duties. It is also believed that if given
http://en.wikipedia.org/wiki/Douglas_McGregor_(business_theorist)http://en.wikipedia.org/wiki/Span_of_controlhttp://en.wikipedia.org/wiki/Douglas_McGregor_(business_theorist)http://en.wikipedia.org/wiki/Span_of_control


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the chance employees have the desire to be creative and forward thin)ing inthe wor)place. There is a chance for greater productivity by givingemployees the freedom to perform at the best of their abilities without beingbogged down by rules.

aslow%s hierarchy

aslow*s hierarchy of needs is a theory in psychology & proposed by $brahamaslow

Self4$ctuali0ation 9 $cceptance of facts& problem solving& creativity& moralitysteem 9 Self4esteem& confidence& achievement& respect of others& respect

by others

;ovehysiological 9 breathing& food& water& se,& sleep& e,cretion

6eficiency needs

The first four layers the pyramid are what aslow called +deficiency needs+or +64needs+: if they are not met& the body gives no indication of it

physically& but the individual feels an,ious and tense. The deficiency needsare: survival needs& safety and security& love and belonging& and esteem.

>hysiological needs

These are the basic human needs for such things as food& warmth& water&and other bodily needs. If a person is hungry or thirsty or their body ischemically unbalanced& all of their energies turn toward remedying thesedeficiencies and other needs remain inactive. aslow e,plains that +$nyonewho attempts to ma)e an emergency picture into a typical one and who willmeasure all of man*s goals and desires by his'her behavior during e,tremephysiological deprivation& is certainly blind to many things. It is ?uite truethat man lives by bread alone @ when there is no bread+. '1

The physiological needs of the organism (those enabling homeostasis # ta)efirst precedence. These consist mainly of (in order of importance#:

8reathing
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-multiple-0http://en.wikipedia.org/wiki/Organismhttp://en.wikipedia.org/wiki/Homeostasishttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-multiple-0http://en.wikipedia.org/wiki/Organismhttp://en.wikipedia.org/wiki/Homeostasis


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6rin)ingating,cretion

Se,

If some needs are not fulfilled& a person*s physiological needs ta)e thehighest priority. >hysiological needs can control thoughts and behaviors andcan cause people to feel sic)ness& pain& and discomfort.

Safety needs

%ith their physical needs relatively satisfied& the individual*s safety needsta)e over and dominate their behavior. These needs have to do withpeople*s yearning for a predictable& orderly world in which in-ustice andinconsistency are under control& the familiar fre?uent and the unfamiliarrare. In the world of wor)& these safety needs manifest themselves in suchthings as a preference for -ob security& grievance procedures for protectingthe individual from unilateral authority& savings accounts& insurance policies&and the li)e.

=or the most part& physiological and safety needs are reasonably wellsatisfied in the +=irst %orld+. The obvious e,ceptions& of course& are peopleoutside the mainstream @ the poor and the disadvantaged. If frustration hasnot led to apathy and wea)ness& such people still struggle to satisfy thebasic physiological and safety needs. They are primarily concerned withsurvival: obtaining ade?uate food& clothing& shelter& and see)ing -ustice from

the dominant societal groups.

Safety and Security needs include:

>ersonal security from crime =inancial security/ealth and well4beingSafety net against accidents


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/umans need to feel a sense of belonging and acceptance& whether it comesfrom a large social group& such as clubs& office culture& religious groups &professional organi0ations& sports teams& gangs (+ Safety in numbers +#& orsmall social connections (family members& intimate partners& mentors& closecolleagues& confidants#. They need to love and be loved (se,ually and non4

se,ually# by others. In the absence of these elements& many people becomesusceptible to loneliness &social an,iety & and Alinical depression . This needfor belonging can often overcome the physiological and security needs&depending on the strength of the peer pressureB an anore,ic& for e,ample&ignores the need to eat and the security of health for a feeling of control andbelonging.

steem needs

$ll humans have a need to be respected& to have self4esteem& self4respect&and to respect others. >eople need to engage themselves to gain recognitionand have an activity or activities that give the person a sense ofcontribution& to feel accepted and self4valued& be it in a profession or hobby.Imbalances at this level can result in low self4esteem or inferioritycomple,es. >eople with low self4esteem need respect from others. They maysee) fame or glory& which again depends on others. It may be noted&however& that many people with low self4esteem will not be able to improvetheir view of themselves simply by receiving fame& respect& and glorye,ternally& but must first accept themselves internally. >sychologicalimbalances such as depression can also prevent one from obtaining self4esteem on both levels.

7rowth needs

Though the deficiency needs may be seen as +basic+& and can be met andneutrali0ed (i.e. they stop being motivators in one*s life#& self4actuali0ationand transcendence are +being+ or +growth+ needs (also termed +84needs+#Bi.e. they are enduring motivations or drivers of behavior.

$esthetic needs

8ased on aslow*s beliefs& it is stated in the hierarchy humans needbeautiful imagery or something new and aesthetically pleasing to continuetowards Self4$ctuali0ation. /umans need to refresh themselves in thepresence and beauty of nature while carefully absorbing and observing theirsurroundings to e,tract the beauty the world has to offer.
http://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Gangshttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Lonelinesshttp://en.wikipedia.org/wiki/Social_anxietyhttp://en.wikipedia.org/wiki/Clinical_depressionhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Gangshttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Lonelinesshttp://en.wikipedia.org/wiki/Social_anxietyhttp://en.wikipedia.org/wiki/Clinical_depression


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Ariticisms

%hile aslow*s theory was regarded as an improvement over previoustheories of personality and motivation & it had its detractors. =or e,ample& intheir e,tensive review of research which is dependent on aslow*s theory&

%ahba and 8ridgewell '! found little evidence for the ran)ing of needsaslow described& or even for the e,istence of a definite hierarchy at all. $

study conducted in 2""2 forwards this thought& claiming: +the hierarchy ofneeds is nothing more than a fool*s daydreamB there is no possible way toclassify ever4changing needs as society changes+ 'C . Ahilean economist andphilosopher anfred a, Deef has also argued fundamental human needs are non4hierarchical& and are ontologically universal and invariant in nature 4part of the condition of being humanB poverty & he argues& is the result of anyone of these needs being frustrated& denied or unfulfilled.

=rederic) Irving /er0berg ( 1 23 4 2""" # was a noted psychologist whobecame one of the most influential names in business management. /e ismost famous for introducing -ob enrichment and the otivator4/ygienetheory .

Herzber otivation Theory

/er0berg proposed the otivation4/ygiene Theory& also )nown as the Twofactor theory ( 1 ! # of -ob satisfaction. $ccording to his theory& people areinfluenced by two factors:

Satisfaction& which is primarily the result of the motivator factors .These factors help increase satisfaction but have little effect ondissatisfaction.6issatisfaction is primarily the result of hygiene factors . These factors&if absent or inade?uate& cause dissatisfaction& but their presence haslittle effect on long4term satisfaction

otivator =actors

$chievement

ecognition%or) Itself

esponsibility>romotion7rowth

/ygiene =actors
http://en.wikipedia.org/wiki/Personality_psychologyhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-4http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-5http://en.wikipedia.org/wiki/Manfred_Max_Neefhttp://en.wikipedia.org/wiki/Fundamental_human_needshttp://en.wikipedia.org/wiki/Ontologyhttp://en.wikipedia.org/wiki/Povertyhttp://en.wikipedia.org/wiki/1923http://en.wikipedia.org/wiki/2000http://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Personality_psychologyhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-4http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-5http://en.wikipedia.org/wiki/Manfred_Max_Neefhttp://en.wikipedia.org/wiki/Fundamental_human_needshttp://en.wikipedia.org/wiki/Ontologyhttp://en.wikipedia.org/wiki/Povertyhttp://en.wikipedia.org/wiki/1923http://en.wikipedia.org/wiki/2000http://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Hygiene_factors


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>ay and 8enefitsAompany >olicy and $dministration

elationships with co4wor)ers>hysical nvironmentSupervision

StatusEob Security

'rovident (und )ct

>rovident =und $ct 1 !2

12F from mployee G

12F from employer 9 In this 12F for pension scheme (>ension Scheme $ct1 !# it is H.33F G employee 3.C F

$dmin Aharges 1.1"F J mployee 6eposit ;in)ed Insurance Scheme ( 6;I#(>= $ct 1 C# J ".!"F and $dmin Aharges J."1F

Statutory =orms

>rovident =und:4

=orm !: mployees ?ualifying for >= for first time ( onth %ise#=orm 1" : mployees leaving the service ( onth %ise#=orm 12$: Statement of contribution ( onthly#=orm 3$: Aontribution card for specific currency period

( mployee wise#=orm C$: $nnual Statement of contribution (Aompany %ise#6eclaration: 8y the employee=orm 2: Domination and 6eclaration=orm 1 : To be used by a ma-or member of employees

=orm 13: >= Transfer=orm 1"A: Alaiming withdrawal 8enefit


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SI 4 SI $ct 1 KH

C.!" 9 mployee 9 K. 3 B mployer 9 1.

%or)ers& covered under the SI $ct& are re?uired to pay contribution

towards the scheme on a monthly basis contribution period means a si,4month time span from 1 $pril to 3" Lctober and 1

Dovember to 31 arch. Thus& in a financial year there are two contributionperiods of si, months duration. Aash benefits under the scheme aregenerally lin)ed with contribution paid. The benefit period starts theirmonths after the closure of a contribution period&

1 $pril to 3" September 1 Eanuary to 3" Eune of the following year

1 Lctober to 31 march 1H Euly to 31 6ecember

Aontribution period corresponding benefit period

1 $pril to 3" September 1 Eanuary to 3" Eune of the following year1 Lctober to 31 march 1H Euly to 31 6ecember

edical 8enefits4

Aomplete medical care for the employee and family members are availablefrom day one of entering into insurable employment.

Lld $ge edical Aare4

If a wor)er remains covered under the scheme for five years immediatelybefore his retirement& he and his spouse is entitled to medical care from SIInstitutions on payment of rupees 12"< year. This facility is also available tothose wor)ers who leave the organisation because of permanent disability.

Sic)ness 8enefits (Aash#4

If a wor)er falls sic) and needs absence from wor)& he is provided sic)nessbenefit in cash e?uivalent to C"F of his wage for the period of absence& ascertified by an authorised medical officer. This benefit is provided& sub-ect tohis paid contribution for at least H days in a contribution period of C


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months.

>rovision for women wor)ers in pregnancy4

aternity benefit in cash e?uivalent to full wage of 12 wee)s in case ofconfinement and C wee)s in case of miscarriage is provided. This ise,tendable by further one month in case of sic)ness arising out ofpregnancy. To avail this benefit the insured woman should have paidcontribution for atleast " days in preceding two contribution periods of oneyear.

6isablement 8enefit (Aash#4

In case of an accident while on duty& the insured wor)er suffering from anytemporary disablement are provided temporary disablement benefitM about

!F of wage till the in-ury heals. If it turns to be a permanent disability thenit is paid in cash depending upon the e,tent of loss of their earning capacity.This benefit is available from day one of the employment

6ependants 8enefit4

If a wor)er dies due to any accident


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K. >erformance valuation and anagement!. etention < edundancyC. Industrial and mployee elations

. ecord )eeping of all personal data.H. Aompensation& pensions& bonuses etc in liaison with >ayroll

. Aonfidential advice to internal *customers* in relation to problems atwor) G

1". Aareer development lanning involves analy0ing and forecasting thetalent that companies need to e,ecute their business strategy&proactively rather than reactively& it is a critical strategic activity&enabling the organi0ation to identify& develop and sustain the

wor)force s)ills it needs to successfully accomplish its strategic intentwhilst balancing career and lifestyle goals of its employees.

Strategic %or)force >lanning is a relatively new management processthat is being used increasingly to help control labour costs& assesstalent needs& ma)e informed business decisions& and assess talentmar)et ris)s as part of overall enterprise ris) management . Strategicwor)force planning is aimed at helping companies ma)e sure they

have the right people in the right place at the right time and at theright price

Through Strategic %or)force >lanning organi0ations gain insight intowhat people the organi0ation will need& and what people will beavailable to meet those needs. In creating this understanding of thegaps between an organi0ation s demand and the available wor)forcesupply& organi0ations will be able to create and target programmes&approaches and develop strategies to close the gaps.

Recruitment (sometimes separated into attraction and selection#

Recruitment refers to the process of sourcing& screening& andselecting people for a -ob or vacancy within
http://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Employment


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Induction and Lrientation

+kills mana ement

+kills ana ement is the practice of understanding& developing anddeploying people and their s)ills . %ell4implemented s)ills managementshould identify the s)ills that -ob roles re?uire& the s)ills of individualemployees& and any gap between the two.

Trainin and development

In organi0ational development & the related field of training anddevelopment (T G 6# deals with the design and delivery of learning toimprove performance& s)ills& or )nowledge within organi0ations.

In some organi0ations the term ;earning and 6evelopment is usedinstead of Training and 6evelopment in order to emphasise theimportance of learning for the individual and the organi0ation. In otherorgani0ations& the term /uman esource 6evelopment is used.

Lrgani0ation development is the process through which anorgani0ation develops the internal capacity to most efficiently andeffectively provide its mission wor) and to sustain itself over the longterm. This definition highlights the e,plicit connection betweenorgani0ational development wor) and the achievement oforgani0ational mission. This connection is the rationale for doing L6

wor). !r anization development & according to ichard 8ec)hard & isdefined as: a planned effort& organi0ation4wide& managed from thetop& to increase organi0ation effectiveness and health& through plannedinterventions in the organi0ation*s *processes*& using behaviouralscience )nowledge.

$ccording to %arren 8ennis & organi0ation development (L6# is acomple, strategy intended to change the beliefs& attitudes& values& andstructure of organi0ations so that they can better adapt to newtechnologies& mar)ets& and challenges.

'ersonnel administration

Compensation in wa e or salary

Time mana ement
http://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Learninghttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Richard_Beckhardhttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Warren_Bennishttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Learninghttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Richard_Beckhardhttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Warren_Bennishttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_management


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Travel mana ement sometimes assi ned to accountin rather thanHR .

'ayroll sometimes assi ned to accountin rather than HR .

payroll is the sum of all financial records of salaries &wages & bonuses& anddeductions

*mployee benefits administration

*mployee benefits and (especially in 8ritish nglish # benefits in )ind (alsocalled fringe benefits& per?uisites& per?s or per)s# are various non4wagecompensations provided to employees in addition to their normal wages orsalaries . %here an employee e,changes (cash# wages for some other formof benefit& this is generally referred to as a *salary sacrifice* arrangement. In

most countries& most )inds of employee benefits are ta,able to at least somedegree.

=ringe benefits can include& but are not limited to: (employer4provided oremployer4paid# housing& group insurance ( health &dental &life etc.#& disabilityincome protection& retirement benefits &daycare &tuition reimbursement& sic)leave &vacation (paid and non4paid#& social security &profit sharing & fundingof education& and other speciali0ed benefits.

The purpose of the benefits is to increase the economic security ofemployees.

The term per?s or per)s is often used collo?uially to refer to those benefitsof a more discretionary nature. Lften& per)s are given to employees who aredoing notably well and


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>erformance appraisals are a regular review of employee performance withinorgani0ations .

7enerally& the aims of a scheme are:

7ive feedbac) on performance to employees.Identify employee training needs.6ocument criteria used to allocate organi0ational rewards .=orm a basis for personnel decisions: salary increases& promotions &disciplinary actions & etc.>rovide the opportunity for organi0ational diagnosis and development.=acilitate communication between employee and administrator.Nalidate selection techni?ues and human resource policies to meetfederal ?ual mployment Lpportunity re?uirements.

$ common approach to assessing performance is to use a numerical orscalar rating system whereby managers are as)ed to score an individualagainst a number of ob-ectives


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as self4assessment& and in some cases e,ternal sources such as customersand suppliers or other interested sta)eholders. It may be contrasted withupward feedbac) & where managers are given feedbac) by their directreports& or a traditional performance appraisal & where the employees are

most often reviewed only by their manager.0ehavioral !bservation +cale 0!+.

0ehaviorally )nchored Ratin +cale 0)R+.

Retention +trate ies

1. Aommunications 4 7etting your people to care

2. Set Alear e,pectations

3. >roper rewarding

K. The ?uality of the supervision an employee receives is critical toemployee retention. >eople leave managers and supervisorsmore often than they leave companies or -obs

!. The ability of the employee to spea) his or her mind freely withinthe organi0ation 9 feedbac)

C. Talent and s)ill utili0ation is another environmental factor your)ey employees see) in your wor)place

. The perception of fairness and e?uitable treatment is importantin employee retention

45 ) career-oriented6 valued employee must e7perience

rowth opportunities within your or anization585 Take time to meet with new employees to learn about

their talents6 abilities and skills5 eet with each employeeperiodically5

10. Do matter what the circumstances are but never6 never6 everthreaten an employee%s /ob or income
http://en.wikipedia.org/w/index.php?title=Upward_feedback&action=edit&redlink=1http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/w/index.php?title=Behavioral_Observation_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Behaviorally_Anchored_Rating_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Upward_feedback&action=edit&redlink=1http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/w/index.php?title=Behavioral_Observation_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Behaviorally_Anchored_Rating_Scale&action=edit&redlink=1


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Customer )c9uisition and Talent )c9uisition ecruitment is the very first step in / .

ecruitment is a positive action which results in receiving lots of applicationsfor a single -ob. Selection is the end result of recruitment. If we follow theprocess of recruitment thoroughly& then we are sure to achieve the endresult of Pselecting the right candidateQ at the right time and at the rightcost.

$fter completing my 8$ (in / #& I tried hard enough to find a -ob in core/ & but I was only getting called for recruitment -obs. I had no choiceother than to ta)e up the role of recruiter with $rtech Information Systems(formerly )nown as Softe) India >vt. ;td#.

Difference between Traditional Recruitment :;anilla recruitmentanic sets in& if nosuitable internal candidate is found. The organi0ations recruit underpressure. Aompromised are made Punder the bus syndromeQ Talent ac?uisition is to get away from the Pfill in the bo,Q thin)ing to one

that is more pro4active and much closer to building the s)ill sets re?uired toachieve success.

Traditional recruitment is filling open positions.

Talent ac?uisition ta)es a long term view of not only filling positions oftoday& but also identify talents for future openings

These future positions may be identifiable by loo)ing at the successionmanagement plan or by analy0ing the attrition.

In highly advanced talent ac?uisition process& organi0ations recruit today forpositions that do not even e,ist today

C!>+? *R 'R"C* ">D*# C'".$ consumer price inde7 ( C'" # is a measure of the average price ofconsumer goods and services purchased by households. It is one of severalprice indices calculated by national statistical agencies. The percent change

in the A>I is a measure of inflation . The A>I can be used to inde, (i.e.&ad-ust for the effects of inflation# wages& salaries& pensions & or regulated orcontracted prices.

@ratuity>$ DT L= 7 $TRIT $AT& 1 2

7ratuity (8asic IS 6 L= 2C %L UID7 6$ S DLT 3" 6$ S

IT $DS ! .C F L= LDT/; 8$SIA IS >$ $8; (1! 1""


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L2. LDT/S 8$SIA =L C" LDT/S (12 5 !#

DL% 2. IS /L% RA/ F$7 L= C" V

2. 5 1""< C" K.H3 F

/ DA 7 $TRIT S/LR;6 8 A$;AR;$T 6 M K.H3F $D6 DLT K.1CF

0onus )ct>$ DT L= 8LDRS $AT& 1 C!

The minimum bonus which an employer is re9uired to pay even if hesuffers losses durin the accountin year or there is no allocablesurplus is 4511 A of the salary durin the accountin year

very employee receiving salary or wages upto S. 3&!"" p.m. and engagedin any )ind of wor) whether s)illed& uns)illed& managerial& supervisory etc. isentitled to bonus for every accounting year if he has wor)ed for at least 3"wor)ing days in that year.

The bonus should be paid in cash within H months from the close of the

accounting year

inimum ,a es )ct

inimum %ages $ct 1 KH

Bohari windowBohari window divides personal awareness into 9uadrants5

1. Lpen ?uadrant4 Unown to self and )nown to others.

2. 8lind ?uadrant4 Unown to others but not )nown to self

3. /idden ?uadrant4 Unown to self but not )nown to others.

K. Rn)nown ?uadrant4 Dot )nown to self nor to others.


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'rovident (und (ull notes

1. The mployees >rovident =und Scheme& 1 !22. The mployees =amily >ension Scheme& 1 13. The mployees 6eposit4;in)ed Insurance Scheme& 1 C

Calculations '5( from 0asic

mployee: 12F (>.=#mployer: 3.C F >rovident =und ($ension ($= ($


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Aontribution for current financial year etc. =orm 1" is used for pensionwithdrawal.

=orm 1 : mployee should fill& all information li)e 8an) a= =und 9 6ue date:$fter C" 6aysof esignation#=orm 1"A: mployee should fill& all information li)e 8an) aension 6ue date:$fter C" 6ays of esignation

3. Transfer : =orm 13

=orm 13 is used for transferring an employee $A from one company toanother. 8oth employer and employee have to specify his name& >= $A no&>osition etc and submitted with a covering letter (consolidated list ofemployees#. >hotocopy of the above is )ept in >= file for transfer.

K. mployee register 3$& C!. =or advance : =orm 31

C. In case of employee e,pired < dead :

'rocess details

=orm 1" 6 (=or claiming benefits under >ension#

mployee should fill li)e ,pired


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6;I for death case& nominee will get benefit.

. =orm ( egister of employers 4 $pplication for review filed under#

onthly Remittance E Challans

1. Ahallans every month before 1!th (K copies< ?uadruplicate#2. $ll $


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X Se,X 6ate of -oining the fundX Total period of pervious services as on the date of -oining the fund

(orm G3

X Dame of the establishment and addressX onthX Aode no: of the establishmentX $ c no:X Dame of member who is leavingX =athers or /usband name in case of married womenX 6ate of leaving serviceX easons for leaving serviceX Signature of authori0ed officer and stamp of the establishmentAross chec)ing the above is done with the salary statement which includesthe number and name all current employees.

(orm G )

X Dame of the establishment and addressX Aurrency period and month ($pril yr to march yr#X Statutory rate of contribution (12F#X 7roup code (D$ for une,ampled establishment. stablishment having morethan 1""" have to )eep a >= trust and have to specify the group code#X Total wages due for each account (wages on which calculations are done#X $mount of contribution and amount remitted (consolidated amount withemployer and employee share#X 6ate of remittanceX Total number of subscribers for the current month.X Dame and address of the ban) in which the amount is remitted.X 6etails of subscribers for .>.=& >=& 6;I44Do of subscribers as per last month44Do of new subscribers (vide =orm !#44Do of subscribers left service (vide =orm 1"#44Total no of subscribers ($fter adding and subtracting the new and retired

employees with&the number should tally with monthly list of employees#

Aross chec)ing the above is done with the salary statement.

)nnul returns

1. =orm 3 $ (Individual Aomputation sheet#
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2. =orm C $ (Aonsolidated $nnual Aontribution Statement#3. before 3"th $pril every year

(orm 2)

X Aurrency period and month ($pril yr to march yr#X Dame of the establishment and addressX Aode no: of the establishmentX Do: of member voluntary contributing at a higher rateX $A Do of each employee followed by their name& annual salary& annualcontribution& employer contribution& refund of advance& rate of voluntarycontribution.X This grand total should tally with all form 12 $ and challans totals.

(orm 1) Re ister

This form is filled up for each employee stating his each monthly salary&contribution& mployer share& efund of advance& Do of days= wor) sheet

(orms

=orm 3: Aontribution Aards 4 Individual Aomputation sheet contains all >=amts month4wise.=orm 3 $: Aontribution Aards 9 =orm=orm K: Aontribution card for employees other than monthly paid employees4 =orm

=orm ! $: eturn of Lwnership to be sent to the egional Aommissioner 4=orm=orm C: eturn of the Aontribution Aards sent to the Aommissioner on thee,piry of the periodof currency 9 =orm=orm C $: Aonsolidated $nnual Aontribution Statement 4 AonsolidatedAomputation Sheet&contains total employees list& there total half yearly information. =orm C is
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top sheetand C$ is attachments.=orm : egister of employees 4 $pplication for review filed under.

egister 3: Individual Aomputation& there 7ross salary& 8asic& 6$&attendance& >=& >ensionInformation maintains month4wise. =orm 3 is top sheet and 3$ isattachments.

*+" *mployeesI +tate "nsurance )ct6 G8 4

Calculations *+" from @rossmployee: 1. !Fmployer: K. !F

Aoverage: $ll the employees 6rawing wages up to s.1"& """


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onthly Remittance E Challans

1. Ahallans every month before 21st (3 copies< ?uadruplicate#2. Submit to 8an)3. 8oth employer G employee contributionK. Ahe? details.

Half year returns

Aontribution period:1st $pril to 3"th September.1st Lctober to 31st arch

K2 days after closing Aontn. >eriod (before Dov 11th. $nd ne,t beforeay 12th#

1. =orm ( egister of mployees#2. =orm C$: Aonsolidated Aomputation Sheet& contains total employees list&there total half

early Information. =orm C is top sheet and C$ is attachments. (Statementof $dvance >ayment of Aontributions#2. In Lct G $pril

3. %ith all paid challans

>eed to maintain

uster oll %age egister Inspection 8oo) $ccident egister Aash 8oo)s& Nouchers G ;edgers >aid Ahallans& 6= and 6eclarations

eturns copies
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ibps hr officer study notes

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