Industrail Safety and Legislative ACTS

1. Industrail Safety and Legislative ACTS - Mr. S. K. Rawat

2. Industrail Safety and Legislative ACTS H.R. Management • Personnel Management • Staffing • Personnel - Training and Development • Leadership and Motivation • Safety Management • Introduction to Industrial Act Prof. S.K.Rawat

3. HUMAN RESOURCE MANAGEMENT Introduction • Every organization whether large or small is composed of people (the human resource) who come from different walks of life and who are different in their outlook and understanding. • It is the people, who make an organization a success or allow it to succeed. If Tata’s , Birla’s, Ambani’s, HLL, SAIL and Bajaj Auto have become star performers, it is basically due to its human resources. • Thus, human resources are life and health of organization. Who are this people? How to attract them? How to retain them? Prof. S.K.Rawat

4. HUMAN RESOURCE MANAGEMENT Meaning & Definition • HRM is a management function that helps organization to recruit, select, train, develop and manage its members. • Simply stated, HRM is all about management of people in the organization from Recruitment to Retirement. • “HRM is planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resource in order to attain individual, organizational and social objectives.” • British Institute of Personal Management, London, defines “Personal management is concerned with the people at work and with their relationship within an enterprise.” Prof. S.K.Rawat

5. HUMAN RESOURCE MANAGEMENT Scope of HRM • From Entry to Exit or Recruitment to Retirement of an employee in the organization. • Following are the areas of operation of HRM: • Human resource planning. • Job analysis. • Job design. • Recruitment & Selection. • Orientation & Placement. • Training & Development. • Performance appraisals. • Job evaluation. • Employee and executive remuneration. • Motivation. • Employee welfare. • Safety & health and industrial relations. Prof. S.K.Rawat

6. Operational Functions: Procurement. Development. Compensation. Integration. Maintenance. HUMAN RESOURCE MANAGEMENT Functions of HRM Managerial Functions: Planning. Organizing. Directing. Controlling. Staffing. Prof. S.K.Rawat

7. HUMAN RESOURCE MANAGEMENT Staffing • Process of identification or forecasting future requirement of manpower. • Continuous process of fresh requirement of manpower. • In simple words, HRP is a process of identifying human resources requirements in terms of quality and quantity. • HRP enables to get the right type of personnel in the organization. Prof. S.K.Rawat

8. HUMAN RESOURCE MANAGEMENT Importance of HRP Growing importance of HRP is due to following reasons: • Personnel Requirements. • Recruitment and Selection. • Placement of Personnel. • Training. • Performance Appraisal. • Transfers. • Promotions. • Career Planning and Development. • Organizational Development. • Motivation of Personnel. Prof. S.K.Rawat

9. HUMAN RESOURCE MANAGEMENT Process of HRP Environment Organizational Objectives & Goals HR Demand HR Supply HR programming • Surplus • Lay-off’s • Terminate • Reduce hiring • VRS, etc • Shortage • Recruitment • Selection • Hiring • Overtime, etc HR implementation Control & Evaluation Differences No differences Prof. S.K.Rawat

10. HUMAN RESOURCE MANAGEMENT Recruitment “Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs.” -Edwin Flippo In simple words, it is a process of attracting people (candidates) to apply for jobs available in the company. Application Pool Message Media Internal sources External sources Quality, Quantity Efficiency Performance Unwanted applicants Unqualified candidates Recruitment Planning Strategy Development Searching Screening Evaluation & Control Monitoring Feedback Source activation Selling Number of vacancies Nature of job Number of applicants Types of applicants Where to look How to look When to look Interviews Application blank Reference Check Application Population Potential Hires Prof. S.K.Rawat

11. HUMAN RESOURCE MANAGEMENT Selection Selection is a process of choosing right person for the right job. The selection process consists of a series of steps or techniques as follows: Views Ideas Opinion Job Information Candidate Information Interview Job Analysis Follow Up Social, Economical Demographical Work-related Background Experiences References Reference Check Physical Fitness Health & Safety Advertising Job Right Job Right Person Medical Check Initial Screening Message Media Job Description Job Specification Final Interview Personality Age Qualification Family Background Comparision of candidates Input to Interviewer Rejection of Candidates Individual Group Panel Past Life Character Experience Intelligence Test Aptitude Test Personality Test Interest Test Performance Test Oral Interview Preliminary Interviews Application Blank • Judge • Abilities • Knowledge • Talent • Skills Job Offer Tests Interests Expectations Prof. S.K.Rawat

12. HUMAN RESOURCE MANAGEMENT Training & Development • Training is a process of developing or imparting skills, knowledge and changing attitudes. • Development is viewed as a long term educational process utilizing planed and a systematic procedure. Prof. S.K.Rawat

13. MANAGEMENT Training & Development Mr. S.K.Rawat

14. MANAGEMENT Advantages of Training • To Company • Increased efficiency and productivity. • Reduced accidents and wastages. • Reduced absenteeism and turnover. • Assist newcomers. • Information about firm's policies and programmes. • Develops better labour relations. • Develops employee’s loyalty towards the firm. • Proper use of available resources Mr. S.K.Rawat

15. MANAGEMENT Advantages of Training • To Employees • Confidence in employees. • Positive attitude. • Changes for promotion. • Refreshing. • High Rewards. • Co-operation with others. Mr. S.K.Rawat

16. HUMAN RESOURCE MANAGEMENT Training methods for Workers • Training is vital to the workers/operating personnel. There is need to train employees in order to improve and enhance theirskills, knowledge and attitudes. • The various methods are as follows:   1. On the Job Training. 2. Apprenticeship Training. 3. Vestibule Training.  4. Job Rotation. 5. Classroom Methods. HR HR Finance Finance Prof. S.K.Rawat

17. HUMAN RESOURCE MANAGEMENT Training methods for Managers Lets rectify it according to needs required….$ • Managers need to develops their conceptual and administrative skills & abilities. • Training and development methods for managerial personnel can be divided into two groups as follows: (i) On-the-Job Methods & (ii) Off-the-Job Methods • On-the-Job Methods: • Job Rotation. • Planned Progression. • Coaching & Counseling. • Understudies. • Junior Boards. This policy needs some change..! HR HR Finance Finance Prof. S.K.Rawat

18. HUMAN RESOURCE MANAGEMENT Training methods for Managers • Off-the-Job Methods: • Classroom Methods. • Lectures • Discussion • Case Studies • Role Play • Simulation. • Business or Management Games. • Committees & Conferences. • Readings, Television & Video Instructions. Prof. S.K.Rawat

19. HUMAN RESOURCE MANAGEMENT Leadership • Leadership is the activity of influencing people to strive willingness of an individual or group objectives. • “ Leadership style is a pattern of behaviour designed to integrate organizational & personal interest in achievement of some objective.” • Leadership styles are as follows: • Autocratic style. • Bureaucratic style. • Democratic style. • Laissez-faire style. Prof. S.K.Rawat

20. HUMAN RESOURCE MANAGEMENT Leadership • What should be the Qualities of Good Leader? • Good Personality. • Intelligence. • Initiative. • Self Confidence. • Good Communicator & Motivator. • Coach & Guide. • Proper Judgement. • Excellent Human & Administrative Skills. • Patience. • Disciplined. Prof. S.K.Rawat

21. HUMAN RESOURCE MANAGEMENT Motivation • Motivation is a general term applying entire class of drivers, needs, wishes and desires or similar forces in order to make the subordinates to work in desired manner. • There is consistent need of motivation for following reasons: • Higher Efficiency • Reduces Absenteeism & Employees turnover • Improves Corporate Image • Maintains Good Relation • Improve Moral • Reduces Accidents, Breakages & Wastages • Facilitates Initiative & Innovation • Overcomes resistance in change A Prof. S.K.Rawat

22. HUMAN RESOURCE MANAGEMENT Maslow’s Motivational theory • According to Maslow, the five sets of human needs are arranged in a hierarchy of their importance. • Human needs starts at the bottom with physiology needs and ascending to the highest needs of self actualization. • The levels of needs are as follows: • Physiological Needs • Security or Safety Needs • Social Needs • Esteem Needs • Self-actualization Needs Prof. S.K.Rawat

23. HUMAN RESOURCE MANAGEMENT Maslow’s Motivational theory • When a set of needs is satisfied; they no longer work as motivators, as a man seeks to satisfy the next level of needs. • Physiological Needs • Security or Safety Needs • Social Needs • Esteem Needs • Self-actualization Self actualization Self actualization Esteem Needs Esteem Needs Social Needs Social Needs Safety Needs Safety Needs Physiological Needs Physiological Needs Prof. S.K.Rawat

24. HUMAN RESOURCE MANAGEMENT Safety Management • The success of production in factories, to a large extent, depends upon the safety of the employees. • Safety in factories is essential for both employees and employers. • A safety programme increases the efficiency and moral of employees which increases production. • On the other hand, an unsafe working condition leads to industrial accidents which results in death or in temporary and permanent disablement of the employees. • Hence industrial accidents involves a good amount of cost resulting from wasted machine hours, man hours, etc. Prof. S.K.Rawat

25. HUMAN RESOURCE MANAGEMENT Safety Management • Safety Management is concerns with • developing policies, techniques and procedures for the safety and health of the employees & • providing advice to line management on the implementation and operation of safety programmes. • “Industrial Safety”refers to the various measures taken by the management to present the occurrence of accidents in the factory. Prof. S.K.Rawat

26. HUMAN RESOURCE MANAGEMENT Safety Management • “Accident” is an undesirable consequence or event occurring due to an unsafe act or condition, accompanied by an injury, followed by disability or even death of man and which is associated with the performance of a job. • “Accident” is an occurrence is an industrial establishment causing bodily injury to a person which makes him unfit to resume his duties in next 48 hours. - Factories Act of 1948 Prof. S.K.Rawat

27. HUMAN RESOURCE MANAGEMENT Causes of Accident • An accident is an unplanned incident which may occur due to single cause or multiple causes. • An accident may be combination of various factors such as unsafe working conditions, unsafe acts of persons, mental and physical conditions of person and some other causes. • According to the safety management experts there are three causes / factors of accidents: • Personal causes. • Technical causes. • Environmental causes. Prof. S.K.Rawat

28. HUMAN RESOURCE MANAGEMENT Personal Causes (Unsafe Acts by personal) • The unsafe acts of a person may be the result of lack of knowledge skills, or due to ignorance, carelessness, day dreaming etc on the part of employee. • These acts include: - • Operating resources without authority. • Not making use of proper safety measures. • Not following proper guidelines for how to use the safety devices. • Working at an unsafe place and undesirable speed. • Lack of knowledge and skills. • Improper attitude towards work. • Carelessness, inattentiveness, recklessness, day dreaming, fatigue etc. Prof. S.K.Rawat

29. HUMAN RESOURCE MANAGEMENT Technical Causes (Unsafe Condition) • It is also referred as work related causes; unsafe conditions are the biggest cause of accidents. • Such causes occur due to deficiencies in plant, equipment, tools, material handling system, buildings, etc,. • Unsafe conditions include:- • Improperly guarded equipment. • Defective conditions of equipment premises. • Hazardous arrangement or process. • Unsafe design or construction of work place or machine. Prof. S.K.Rawat

30. HUMAN RESOURCE MANAGEMENT Environmental Causes • It is due to improper physical and atmospheric conditions at workplace. • Environmental causes include: - • Low temperature causes shivering and high temperature causes headache and sweating. • High humidity causes uncomfort, fatigue and drowsiness. • Uneasiness and suffocation due to accumulation of dust, fumes and smoke and lack of proper ventilation. • Inadequate lightning due to defective and improper illumination causing eyestrain, glares, shadows etc. • Poor housekeeping. Prof. S.K.Rawat

31. HUMAN RESOURCE MANAGEMENT Industrial Act • Continuous struggle, conflict and clashes between employees & employer for wages, allowances, facilities etc. • Due to continuous increase in cost of living, the employee-employer conflicts have also increased thereby resulting in strikes, lockouts and gheraos. • Thus there has been a growing demand of protective labour laws regulating wages, compensation, disputes, safety etc.The important types of labour laws are- • Factory Act, 1948. • The Workmen Compensation Act, 1923. • The Employee State Insurance Act, 1948. • Industrial Dispute Act. Prof. S.K.Rawat

32. HUMAN RESOURCE MANAGEMENT Factory Act, 1948 • Under this act, the State Governments statutory appoints a Labour Welfare Officers for settlement of labour grievances. • The State Government may prescribe the duties, qualifications and conditions of service to such welfare officers. • If 500 or more employees are employed in a factory / company, then for such number of employees a welfare officer may be hired. Prof. S.K.Rawat

33. HUMAN RESOURCE MANAGEMENT Factory Act, 1948 • The Factories Act, 1948, insisted that the following preventive measures must be adopted in industrial establishments: • Cleanliness. • Disposal of wastes and effluence. • Ventilation and temperature. • Dust and fumes. • Lightning. • Overcrowding. • Drinking water. • Latrines and Urinals. • First Aid Appliances. • Canteens, Lunch-rooms and Rest-rooms. Prof. S.K.Rawat

34. HUMAN RESOURCE MANAGEMENT Workmen’s Compensation Act • The Workmen’s compensation Act came into force in 1924. Then it was amended upto 1986. • According to this act, the worker can claim compensation, if the injury or disability has been caused by an accident in the course of the employment. • The amount of compensation depends upon the result of injury and the nature of disablement. • All fatal accidents are to be reported to commissioner and the employer shall deposit the amount of compensation within 30 days. Prof. S.K.Rawat

35. HUMAN RESOURCE MANAGEMENT Workmen’s Compensation Act • Compensation to employees from the employers in case of injuries and occupational diseases. • Proper compensation for workmen’s death; permanent or temporary, total or partial disablement. • Payment of compensation must be deposited by the employer to commissioner. • Employer should not make payment of compensation directly to employee. Prof. S.K.Rawat

36. HUMAN RESOURCE MANAGEMENT Workmen’s Compensation Act • A notice of workman’s details, date of accident and cause of accident along with the claim for compensation must be made within 2 years of employment injury must be submitted to commissioner. • An injured workman, who has submitted a notice, shall present himself for the medical examination, if the employer wants. • If a workman, whose right to compensation has been suspended, dies without presenting himself for the medical examination, the commissioner, if he thinks fit, may direct the compensation amount to the dependents of the deceased workman. Prof. S.K.Rawat

37. HUMAN RESOURCE MANAGEMENT ESI Act, 1948 • The Employee’s State Insurance Act was passed in 1948, because the Workmen’s Compensation Act of 1924 was not able to benefit the industrial workers as it was expected. • It provides benefits to employees in case of sickness, employment injury, and maternity and so on. Prof. S.K.Rawat

38. HUMAN RESOURCE MANAGEMENT ESI Act, 1948 • A medical benefit council is setup for administration of medical benefits and also to investigate complaints against medical practitioner. • It makes a provision for creation of a fund called ESI Fund which is mainly created by the contribution made by the employer and the employees. • This ESI fund is held and administered by the corporation. Prof. S.K.Rawat

39. HUMAN RESOURCE MANAGEMENT ESI Act, 1948 • ESI fund is utilized for the payment of medical expenses of workmen and their families, establishing and maintaining ESI hospitals. • Payment of fees, allowances, salaries etc to the officers and many other purposes relating to the ESI Corporation. • It provides benefits such as sickness benefit, maternity benefit, disablement benefit, dependents benefit and medical benefits. Prof. S.K.Rawat

40. HUMAN RESOURCE MANAGEMENT Industrial Disputes Act • The Industrial Dispute Act came into force in 1947. • It aims at settling the industrial disputes or difference between (i) employers and employers. (ii) employers and workmen. (iii) workmen and workmen in connection with employment or non-employment or terms of employment or conditions of labour. Prof. S.K.Rawat