What is meant by Management?

pg 2
Function of Management. 6
Henri Fayol's Principles ofManagement. 10

Job analysis. 14
Job Descriptions andJob Specifications. 24
Job Analysis and HR Activities. 34
Stages in the Job Analysis Process. 44
Job design. 49
Job Rotation. 62
Job Enlargement. 67
Job Enrichment. 71

Recruitment. 79

DIRECTING ANDLEADERSHIP. 111

Employee Motivation. 129

Motivation Process. 143
Maslow's NeedHierarchy Theory. 148
McClelland (Needs for Affiliation,Power, and
Achievement) Theoryof Motivation. 155
What is meant by Management?

Father of Father of Father of

Management Modern Scientific

Theory Management Management

Peter Ferdinand Henri Fayol Frederick Winslow

Drucker Taylor
(Istanbul, 29 July
(November 19, 1909 1841–Paris, 19 (March 20, 1856 –
– November 11, November 1925) March 21, 1915)
2005)

IAS PCS Pathshala

Management in all business and organizational activities is the
act of getting people together to accomplish desired goals and
objectives using available resources efficiently and effectively.
Management comprises planning, organizing, staffing, leading or
directing, and controlling an organization (a group of one or
more people or entities) or effort for the purpose of
accomplishing a goal. Resourcing encompasses the deployment
and manipulation of human resources, financial resources,
technological resources, and natural resources.

Since organizations can be viewed as systems, management

can also be defined as human action, including design, to
facilitate the production of useful outcomes from a system. This
view opens the opportunity to 'manage' oneself, a pre-requisite
to attempting to manage others.

History
The verb manage comes from the Italian maneggiare (to handle
— especially tools), which in turn derives from the Latin manus
(hand). The French word mesnagement (later ménagement)
influenced the development in meaning of the English word
management in the 17th and 18th centuries.

Some definitions of management are:

Organization and coordination of the activities of an enterprise in accordance with certain policies
IAS PCS Pathshala
and in achievement of clearly defined objectives. Management is often included as a factor of
production along with machines, materials, and money. According to the management guru Peter
Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.

Directors and managers have the power and responsibility to make decisions to manage an
enterprise when given the authority by the shareholders. As a discipline, management comprises
the interlocking functions of formulating corporate policy and organizing, planning, controlling, and
directing the firm's resources to achieve the policy's objectives. The size of management can range
from one person in a small firm to hundreds or thousands of managers in multinational companies.
In large firms the board of directors formulates the policy which is implemented by the chief
executive officer.

Levels of management
In organizations, there are generally three different levels of managers: first-level managers,
middle-level managers, and top-level managers. These levels of managers are classified in a
hierarchy of importance and authority, and are also arranged by the different types of management
tasks that each role does. In many organizations, the number of managers in every level resembles
a pyramid, in which the first-level has many more managers than middle-level and top-level
managers, respectively. Each management level is explained below in specifications of their
different responsibilities and likely job titles.

Top-level managers

Typically consist of board of directors, president, vice-president, chief executive officers, etc. These
individuals are mainly responsible for controlling and overseeing all the departments in the
organization. They develop goals, strategic plans, and policies for the company, as well as make
many decisions on the direction of the business. In addition, top-level managers play a significant
role in the mobilization of outside resources and are for the most part responsible for the
shareholders and general public.

According to Lawrence S. Kleiman, the following skills are needed at the top managerial level.

Broadening their understanding of how factors such as competition, world economies,

politics, and social trends influence the effectiveness of the organization.

Middle-level managers

These personnel typically consist of general managers, branch managers, department managers.
IAS PCS Pathshala
These individuals are mainly responsible to the top management for the functioning of their
department. They devote more time to organizational and directional functions. Their roles can be
emphasized as executing plans of the organization in conformance with the company's policies and
the objectives of the top management, they define and discuss information and policies from top
management to lower management, and most importantly they inspire and provide guidance to
lower level managers towards better performance. Some of their functions are as follows:

Designing and implementing effective group and intergroup work and information systems.

Defining and monitoring group-level performance indicators.

Diagnosing and resolving problems within and among work groups.

Designing and implementing reward systems that support cooperative behaviour.

First-level managers
Typically consist of supervisors, section officers, foreman, etc. These individuals focus more
on the controlling and direction of management functions. For instance, they assign tasks and
jobs to employees, guide and supervise employees on day-to-day activities, look after the
quantity and quality of the production of the company, make recommendations, suggestions,
and communicate employee problems to the higher level above, etc. In this level, managers
are the "image builders" of the company considering they are the only ones who have direct
contact with employees. Basic supervision.

Motivation.

Career planning.

Performance feedback.

IAS PCS Pathshala

Function of Management - “There are four

fundamental functions of management i.e.

planning, organizing, actuating and

controlling”.

Different experts have classified functions of management.

According to George & Jerry, “There are four fundamental

functions of management i.e. planning, organizing, actuating and
controlling”.

According to Henry Fayol, “To manage is to forecast and plan, to

organize, to command, & to control”.

Whereas Luther Gullick has given a keyword ’POSDCORB’

where P stands for Planning, O for Organizing, S for Staffing, D
for Directing, Co for Co-ordination, R for reporting & B for
Budgeting.

But the most widely accepted are functions of management

given by KOONTZ and O’DONNEL i.e. Planning, Organizing,
Staffing, Directing and Controlling. For theoretical purposes, it
may be convenient to separate the function of management but
practically these functions are overlapping in nature i.e. they are
highly inseparable. Each function blends into the other & each
affects the performance of others.

IAS PCS Pathshala

Planning
It is the basic function of management. It deals with chalking out a future course of action &
deciding in advance the most appropriate course of actions for achievement of pre-determined
goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to
do. It bridges the gap from where we are & where we want to be”. A plan is a future course of
actions. It is an exercise in problem solving & decision making. Planning is determination of
courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways &
means for accomplishment of pre-determined goals. Planning is necessary to ensure proper
utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it
also helps in avoiding confusion, uncertainties, risks, wastages etc.

Organizing
It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals. According to Henry
Fayol, “To organize a business is to provide it with everything useful or its functioning i.e. raw
material, tools, capital and personnel’s”. To organize a business involves determining & providing
human and non-human resources to the organizational structure. Organizing as a process involves:

Identification of activities.

Classification of grouping of activities.

Assignment of duties.

Delegation of authority and creation of responsibility.

Coordinating authority and responsibility relationships.

IAS PCS Pathshala
Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior etc. The main purpose o staffing is to put right man
on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz &
O’Donell, “Managerial function of staffing involves manning the organization structure through
proper and effective selection, appraisal & development of personnel to fill the roles designed un
the structure”. Staffing involves:

Manpower Planning (estimating man power in terms of searching, choose the person and
giving the right place).

Recruitment, selection & placement.

Training & development.

Remuneration.

Performance appraisal.

Promotions & transfer.

Directing
It is that part of managerial function which actuates the organizational methods to work efficiently
for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it
in motion the action of people because planning, organizing and staffing are the mere preparations
for doing the work. Direction is that inert-personnel aspect of management which deals directly with
influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational
goals. Direction has following elements:

Supervision

Motivation

Leadership

Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
IAS PCS Pathshala
 Leadership- may be defined as a process by which manager guides and influences the work
of subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.

Controlling
It implies measurement of accomplishment against the standards and correction of deviation if
any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur.

According to Theo Haimann, “Controlling is the process of checking whether or not proper
progress is being made towards the objectives and goals and acting if necessary, to correct any
deviation”.

According to Koontz & O’Donell “Controlling is the measurement & correction of performance
activities of subordinates in order to make sure that the enterprise objectives and plans desired
to obtain them as being accomplished”

Therefore controlling has following steps: Establishment of standard performance.

1. Measurement of actual performance.

2. Comparison of actual performance with the standards and finding out deviation if any.

3. Corrective action.

IAS PCS Pathshala

 Henri Fayol’s Principles of
Management

Father of Fayol presented 14 principles of management as general

Modern Management
guides to the management process and management
practice.

These are as under:

1. Division Of Work

Division of work in the management process produces more and better

work with the same effort. Various functions of management like
planning, organising, directing and controlling cannot be performed
efficiently by a single proprietor or by a group of directors. They must be
entrusted to specialists in related fields.
Henri Fayol

(Istanbul, 29 July 2. Authority and Responsibility

1841–Paris, 19
As the management consists of getting the work done through others, it
November 1925)
implies that the manager should have the right to give orders and power
to exact obedience. A manager may exercise formal authority and also
personal power. Formal authority is derived from his official position,
while personal power is the result of intelligence, experience, moral
worth, ability to lead, past service, etc. Responsibility is closely related to
authority and it arises wherever authority is exercised. An individual who
is willing to exercise authority, must also be prepared to bear
responsibility to perform the work in the manner desired. However,
responsibility is feared as much as authority is sought after.

IAS PCS Pathshala

3. Discipline

Discipline is absolutely essential for the smooth running of

business. By discipline we mean, the obedience to authority,
observance of the rules of service and norms of performance,
respect for agreements, sincere efforts for completing the given
job, respect for superiors, etc.

The best means of maintaining discipline are

(a) good supervisors at all levels,

(b) clear and fair agreements between the employees and the
employer, and

(c) judicious application of penalties. In fact, discipline is what

leaders make it.

4.Unity of Command

This principle requires that each employee should receive

instructions about a particular work from one superior only.
Fayol believed that if an employee was to report to more than
one superior, he would be confused due to conflict in
instructions and also it would be difficult to pinpoint responsibility
to him.

5. Unity of Direction

It means that there should be complete identity between individual and organisational goals on the
one hand and between departmental goals inter-see on the other. They should not pull in different
directions.

6. Subordination

Subordination of Individual Interest to General Interest In a

business concern, an individual is always interested in
maximising his own satisfaction through more money,
IAS PCS Pathshala
recognition, status, etc. This is very often against the general
interest which lies in maximising production. Hence the need to
subordinate the individual interest to general interest.

7. Remuneration

According to Henri Fayol's principles of management The

remuneration paid to the personnel of the firm should be fair. It
should be based on general business conditions, cost of living,
productivity of the concerned employees and the capacity of the
firm to pay. Fair remuneration increases workers" efficiency and
morale and fosters good relations between them and the
management.

8. Centralisation

If subordinates are given more role and importance in the management and organisation of the
firm, it is decentralisation. The management must decide the degree of centralisation or
decentralisation of authority on the basis of the nature of the circumstances, size of the
undertaking, the type of activities and the nature of organisational structure. The objective to pursue
should be the optimum utilisation of all faculties of the personnel.

9. Scalar Chain

Scalar chain means the hierarchy of authority from the highest executive to the lowest one for the
purpose of communication. It states superior-subordinate relationship and the authority of superiors
in relation to subordinates at various levels. As per this principle, the orders or communications
should pass through the proper channels of authority along the scalar chain. But in case there is
need for swift action, the proper channels of authority may be short-circuited by making direct
contact (called gang plank) with the concerned authority.

10. Order

To put things in an order needs effort. Disorder does not need any effort. It evolves by itself.
Management should obtain orderliness in work through suitable organisation of men and materials.
The principle of "right place for everything and for every man" should be observed by the
management. To observe this principle, there is need for scientific selection of competent
personnel, correct assignment of duties to personnel and good organisation.

11. Equity
IAS PCS Pathshala
Equity means equality of fair treatment. Equity results from a combination of kindness and justice.
Employees expect management to be equally just to everybody. It requires managers to be free
from all prejudices, personal likes or dislikes. Equity ensures healthy industrial relations between
management and labour which is essential for the successful working of the enterprise.

12. Stability of Tenure of Personnel

In order to motivate workers to do more and better work, it is necessary that they should be
assured security of job by the management. If they have fear of insecurity of job, their morale will
be low and they cannot give more and better work. Further, they will not have any sense of
attachment to the firm and they will always be on the lookout for a job elsewhere.

13.Initiative

Initiative means freedom to think out and execute a plan. The zeal and energy of employees are
augmented by initiative. Innovation which is the hallmark of technological progress, is possible only
where the employees are encouraged to take initiative. According to Fayol. initiative is one of the
keenest satisfactions for an intelligent man to experience, and hence, he advises managers to give
their employees sufficient scope to show their initiative. Employees should be encouraged to make
all kinds of suggestions to conceive and carry out their plans, even when some mistakes result.

14. Esprit de Corps

This means team spirit. Since "union is strength", the management should create team spirit among
the employees. Only when all the personnel pull together as a team, there is scope for realizing the
objectives of the concern. Harmony and unity among the staff are a great source of strength to the
undertaking. To achieve this. Fayol suggested two things. One. the motto of divide and rule should
be avoided, and two, verbal communication should be used for removing misunderstandings.
Differences grow more bitter when cleared through written communication.

IAS PCS Pathshala

 Job analysis - Definitions of Job Analysis

- Importance of Job Analysis

Job analysis is a systematic process of collecting the information

on nature of a job, qualities and qualifications required to a job,
physical and mental capabilities to required to a job, duties and
responsibilities, physical and mental effort required to perform a
job, necessary skills required to perform a job, working
conditions and environment for a job, in order to describe job
description and job specification, for recruitment and selection
of employee, improve job satisfaction, employee safety and to
build up employee motivation etc.

What is a Job?
A group of homogeneous tasks related by similarity of functions.
When performed by an employee in an exchange for pay, a job
consists of duties, responsibilities, and tasks (performance
elements) that are

(1) defined and specific, and

(2) can be accomplished, quantified, measured, and rated. From

a wider perspective, a job is synonymous with a role and
includes the physical and social aspects of a work environment.
Often, individuals identify themselves with their job or role
(foreman, supervisor, engineer, etc.) and derive motivation from
IAS PCS Pathshala
its uniqueness or usefulness.

Job Analysis
Job analysis, contains a simple term called "analysis", which
means detailed study or examination of something (job) in order
to understand more about it (job). therefore job analysis is to
understand more about a specific job in order to optimise it. Job
analysis is a systematic process of collecting complete
information pertaining to a job. Job analysis is done by job
analyst who is an officer have been trained for it.

Job analysis is a procedure through which you determine the

duties and responsibilities, nature of the jobs and finally to
decide qualifications, skills and knowledge to be required for an
employee to perform particular job. Job analysis helps to
understand what tasks are important and how they are carried
on. Job analysis forms basis for later HR activities such as
developing effective training program, selection of employees,
setting up of performance standards and assessment of
employees ( performance appraisal)and employee remuneration
system or compensation plan.

One of the first industrial-organizational psychologists to introduce job analysis was Morris Viteles.
In 1922, he used job analysis in order to select employees for a trolley car company.
Refernce:http://en.wikipedia.org/wiki/Job_analysis.

The intention behind job analysis is to answer questions such as:

what is the need of the job to exist?

What physical and mental activities does the worker undertake?

When is the job to be performed?

Where is the job to be performed?

How does the job performed by an employee?

What qualities and qualifications are required to perform the job?

Job analysis is a detailed examination of

IAS PCS Pathshala
(1) tasks that make up a job (employee role),

(2) conditions under which an employee performing his/her job, and

(3) what exactly a job requires in terms of aptitudes (potential for achievement), attitudes (behavior
characteristics), knowledge, skills, educational qualifications and the physical working condition of
the employee.

Its objectives include

(a) to determine most effective methods for performing a job.

(b) to increase employee job satisfaction.

(c) to identify core areas for giving training to employees and to find out best methods of training.

(d) development of performance measurement systems, and

(e) to match job-specifications with employee specifications while selection of an employee.

Definitions of Job Analysis

Some important definitions of job-analysis are as under :

Harry L. Wylie. "Job analysis deals with the anatomy of the job.....This is the complete study of the
job embodying every known and determinable factor, including the duties and responsibilities
involved in its performance; the conditions under which performance is carried on; the nature of the
task; the qualifications required in the worker; and the conditions of employment such as pay,
hours, opportunities and privileges"

In the words of Dale Yoder. "A Job is a collection of duties, tasks and responsibilities which are
assigned to an individual and which is different from other assignment"

According to Michael J. Jucius, "Job analysis refers to the process of studying the operations, duties
and organisational aspects of jobs in order to derive specification or, as they are called by some job
description"

In the words of Edwin B. Flippo, "Job analysis is the process of studying and collecting information
relating to the operations and responsibilities of a specific job"

According to Blum, "A job analysis is an accurate study of the various components of a job. It is
concerned not only with an analysis of the duties and conditions of work, but also with the individual
qualifications of the worker."

According to John A Shubin "Job analysis is the methodical compilation and study of work data in
IAS PCS Pathshala
order to define and characterise each occupation in such a manner as to distinguish it from all
others."

In the words of Scott, Clothier and Spriegel, "Job analysis is the process of critically evaluating the
operations, duties and relationship of the job."

In simple words Job analysis is a formal programme which examines the tasks, duties and
responsibilities contained in an individual unit of work.

Job Descriptions and Job Specifications >>

Facts [+]

The U.S. Department of Labor publishes The Occupational Outlook Handbook every two years.
The handbook is a nationally recognized source of career information for hundreds of various jobs.
Information subjects include required job training and education, earnings, expected job prospects,
what workers do on the job, and working conditions.

Procedure for job analysis

There are two approaches for doing job analysis out of which one is work oriented approach and
IAS PCS Pathshala
second one is employee oriented approach

1. work oriented approach

This approach focus on the actual task involved in a Job. this approach mainly concentrate on
duties, functions and responsibilities involved in a job.

Example

Job of court manager in Courts (judiciary), task oriented approach of job analysis statement include

The Court Manager shall function under the control and guidance of the Chief Justice in the
High Court, and the District Judge in the respective district Courts.

He shall work on policies and standards, based on applicable directives of superior Courts,
establish the performance standards applicable to the Court (including on timeliness,
efficiency; quality of Court performance; infrastructure; and human resources; access to
justice; as well as for systems for Court management and case management.

He will carry out an evaluation of the compliance of the directives of the Court with such
standards; identify deficiencies and deviations; identify steps required to achieve compliance,
maintain such an evaluation on a current basis through annual updates.

He will in consonance with the rules and policies of the court and in consultation with the
stakeholders of the Court including litigants, the Bar, ministerial staff, Executive Agencies
supporting judicial functions such as prosecutors/police/ process service agencies prepare,
submit and update annually a 5-year court-wise Court Development Plan (CDP), for approval
of the court.

He will monitor the implementation of the approved CDP and report to the District Judge and
the High Court with the progress.

He will ensure that statistics on all aspects of the functioning of the Court are complied and
reported accurately and promptly in accordance with systems established by the High Court.

He will ensure that reports on statistics are duly completed and provided as required.

He will ensure that the processes, procedures, policies and standards established by the
High Court for Court Management are complied with and that they safeguard quality, ensure
efficiency and timeliness and minimize costs to litigants and to the State; and enhance
access to justice.

He will ensure that case management systems are fully compliant with the policies and
standards established by the High Court for case management and that they address the
legitimate needs of litigants in terms of quality, efficiency and timeliness, costs to litigants and
to the State. Standard systems for case management shall be developed by the High Court
time to time.

IAS PCS Pathshala

 He will ensure that the Court meets standards established by the High Court on access to
justice, legal aid, alternative dispute mechanisms and are user friendly.

He will ensure that the Court meets quality of adjudication standards established by the High
Court.

He will ensure that Human Resource Management of ministerial staff in the court comply with
the Human Resource Management standards established by the High Court.

He will ensure that the core systems of the court are established and function effectively
(documentation management; utilities management; infrastructure and facilities management;
financial systems management (audits, accounts, payments);

He will ensure that the IT systems of the court comply with standards established by the High
Court and are fully functional.

He will feed the proposed National Arrears Grid to be set up to monitor the disposal of cases
in all the Courts, as and when it is set up.

The Court Manager shall be responsible in implementation, managing data entry initiation,
services roll-out and monitoring of the e-Court Project in the respective Districts/High Court.

He shall perform all other administrative functions and duties as may be assigned by the
Chief Justice in the High Court and the District Judge in the District Court from time to time.

He shall report to the Chief Justice/ District Judge or any other Judge/ officer nominated by
the Chief Justice/ District Judge and shall perform the duties as assigned to him from time to
time.

2. Employee oriented approach

this approach focus on examining of human attributes needed to perform the job perfectly. human
attributes have been classified into knowledge, skills, attitude and other characteristics.

Knowledge is the information people need in order to perform the job. Skills are the proficiencies
needed to perform each task.

Abilities are the attributes that are relatively stable over time.

Other characteristics are all other attributes, usually personality factors.

Example

The Court Manager shall have M.B.A. Degree or Advanced Diploma in General Management
from a recognised University/institution of India.

He shall have minimum 10 years experience in the field of management, experience/training

IAS PCS Pathshala
 in I.T Systems Management, H.R. Management, Financial Systems Management.

He shall not be more than 40 years of age.

He should have excellent communication skills.

He should have excellent Computer application skills.

Importance of Job Analysis

Job analysis helps in analyzing the resources and establishing the strategies to accomplish the
business goals and strategic objectives. Effectively developed, employee job descriptions are
communication tools that are significant in an organization's success.

The main purpose of conducting job analysis is to prepare job description and job specification
which would help to hire skilled workforce. Job description is a statement of information about
duties and responsibilities of a particular job. whereas job specifications is a statement of
information about qualifications, special qualities, skills and knowledge required for an employee to
fit for a job. Therefore job analysis enables recruiter/employer to have a deep insight of a job, with
that, recruiter can easily track candidates who have required qualifications and qualities to perform
a job.

Job Analysis can be used to identify areas where an employee needs training, since job analysis
make it clear to understand about core duties and responsibilities of a job. Besides, it provides
information to develop suitable training material for a job to be performed by an employee after
IAS PCS Pathshala
completion of his training.

Compensation management/salary administration is one of core HR functions. salary for a job is

decided on skill level required, duties and responsibilities, qualification and experience
level/seniority, altogether, called as compensable factors, which could be known by job analysis
only. But there is a separate method to determine value of job that is called as job evaluation which
is part of job analysis.

Job evaluation is process of valuing or determining how much is to be paid for a job. Job evaluation
is mainly used when a specific job or a single job is to be evaluated or when there are different jobs
in same Cadre, or when there jobs based on projects or piecework. However job analysis has its
own importance in concluding compensation/remuneration/ salary of an employee.

No organisation exists without goals and objectives to achieve, performance standards to be

maintained by every employee and reviewing performance of employees. These could be cross
checked with outcome of job analysis of a job, whether outcome of job analysis of a job is in tune
with goals and objectives of an organisation or not, performance standards are being maintained or
not and reviewing employee performance based on performance standards or not.

Job Analysis can be used in performance review to identify or develop goals and objectives,
performance standards, evaluation criteria, length of probationary periods, and duties to be
evaluated

An ideal job analysis should include

below listed are areas where job analyst should focus to bring out facts about a job.

Duties and Tasks:

The basic unit of a job is the performance of specific tasks and duties. This segment should include
frequency, duration, effort, skill, complexity, equipment, standards, etc.

Environment:

This segment identifies the working environment of a particular job. This may have a significant
impact on the physical requirements to be able to perform a job.

Tools and Equipment:

Some duties and tasks are performed using specific equipment and tools. These items need to be
specified in a Job Analysis.

Relationships:

The hierarchy of the organization must be clearly laid out. The employees should know who is

IAS PCS Pathshala

under them and who they have to report to.

Requirements:

The knowledge, skills, and abilities required to perform the job should be clearly listed.

There are several ways to conduct a job analysis, including: interviews with incumbents and
supervisors, questionnaires (structured, open-ended, or both), observation, critical incident
investigations, and gathering background information such as duty statements or classification
specifications.

The following are the benefits of job analysis.

Organizational structure and design :-

Job analysis helps the organization to make suitable changes in the organizational structure, so
that it matches the needs and requirements of the organization. Duties are either added or deleted
from the job.

Recruitment and selection :-

Job analysis provides information about what the job entails and what human characteristics are
required to perform these activities. This information, in the form of job descriptions and
specifications, helps management decide what sort of people to recruit and hire.

Performance appraisal and training/development :-

Based on the job requirements identified in the job analysis, the company decides a training
IAS PCS Pathshala
program. Training is given in those areas which will help to improve the performance on the job.
Similarly when appraisal is conducted we check whether the employee is able to work in a manner
in which we require him to do the job.

Job evaluation :-

Job evaluation refers to studying in detail the job performance by all individual. The difficulty levels,
skills required and on that basis the salary is fixed. Information regarding qualities required, skilled
levels, difficulty levels are obtained from job analysis.

Promotions and transfer :-

When we give a promotion to an employee we need to promote him on the basis of the skill and
talent required for the future job. Similarly when we transfer an employee to another branch the job
must be very similar to what he has done before. To take these decisions we collect information
from job analysis.

Career path planning :-

Many companies have not taken up career planning for their employees. This is done to prevent
the employee from leaving the company. When we plan the future career of the employee,
information will be collected from job analysis. Hence job analysis becomes important or
advantageous.

Labour relations :-

When companies plan to add extra duties or delete certain duties from a job, they require the help
of job analysis, when this activity is systematically done using job analysis the number of problems
with union members reduce and labour relations will improve.

Health and safety :-

Most companies prepare their own health and safety, plans and programs based on job analysis.
From the job analysis company identifies the risk factor on the job and based on the risk factor
safety equipments are provided.

Acceptance of job offer :-

When a person is given an offer/appointment letter the duties to be performed by him are clearly
mentioned in it, this information is collected from job analysis, which is why job analysis becomes
important.

IAS PCS Pathshala

 What is meant by Job Descriptions and

Job Specifications - How to Create

Compelling Job Descriptions to Attract

Best Candidates

Job Description is a broad and written statement of a specific job

in the organisation, based on the findings of a the job analysis.
Job Description generally includes duties, purpose,
responsibilities, scope, and working conditions of a job along
with the title of the job, and the name or designation of the
person to whom the employee will reports. Job description
usually forms the basis of job specification.

Job Descriptions and Job Specifications

Job Descriptions Job description -where the details regarding
the job are given. It is a list of job duties, responsibilities,
reporting, relationships, working conditions and supervisory
responsibilities - one product of the job analysis --- Gary Dessler

Job description is a broad, general, and written statement of a

specific job, based on the findings of a job analysis. It generally
includes duties, purpose, responsibilities, scope, and working
conditions of a job along with the job's title, and the name or
designation of the person to whom the employee reports. Job
IAS PCS Pathshala
description usually forms the basis of job specification.

WhatsApp searching for India head

ET Bureau|: Apr 10, 2018.

Messaging application WhatsApp which has 1.3 billion users

worldwide and its largest user base in India needed the country
head. This was the first full time hire for WhatsApp in India
where the whatsapp has more than 200 million monthly active
users. The position has been vacant for long and comes close
on the heels of WhatsApp beta testing its payments platform and
launch of WhatsApp business app.

According to the job description released on Facebook,

WhatsApp's parent company, “WhatsApp looked for an
exceptional individual to lead its efforts in India including
products for people and businesses along with its interest in peer to
peer payments. This is a senior leadership position which requires
product experience as well as a track record of success leading
partnerships and business development in India. This leader will
need to build a close partnership with product and engineering
teams to influence direction and to effectively represent
WhatsApp’s long term strategy.”

In its India head, WhatsApp looked for at least 15+ years work
experience with product driven companies and about five years
experience in payment technologies in India. Besides
experience of working in startup environments, business
development and handling complex deals.

Job Description practical application and use in legal issues.

Above mentioned notes is one side of the coin. The other side of the coin has to be known that is
need to provide job description document to every employee in the organisation.

Every employee must be provided with his job description as to how to perform his duties,
limitations or boundaries in his duties, to whom he has to report and answerable, code of conduct,
punctuality and discipline and safety procedure that is to be followed in case of Performing
hazardous jobs. (This practice is being followed by few organisations in United States ) Having a
IAS PCS Pathshala
job description document with employee, helps employer in dealing with employees especially in
the circumstances when an employee proceed legally against employer for rejecting his/her
claiming of compensation for the accident happened during the course of employment or for taking
disciplinary action against employees who committed wrong.

Circumstances could be like; employees especially who does hazardous jobs, must follow safety
measures which are framed by the safety officer to avoid accidents. To those employees if any
accident happens, he may claim for compensation on the statutory grounds framed by the
Legislature. Here it is the task of HR manager to crosscheck with actual safety measures to be
followed and safety measures followed at the time of occurrence of accident. If it is found that the
victim did not follow actual safety measures to be followed, he may not be eligible to claim the
compensation. The victim of accident cannot claim that he was not aware of safety measures to be
followed while performing such job, since he was already provided with job description document
having all details of his job as to how to be in his job. if it is found that the victim followed actual and
safety measures to be followed, the victim has right to claim compensation in accordance with the
statutory provisions framed by the Legislature (labour laws). (In India, Workmen's Compensation
Act, 1923 is the law that deals with claiming of conversation by employees who succumbed to
accident during the course of their employment)

likewise; when an employee proceed legally against employer for taking disciplinary action against
employee, it is a task of HR manager to crosschecks with predefined in-disciplinary activities
mentioned in the job description which was already provided to that employee.

How to Create Compelling Job

Descriptions to Attract Best Candidates
The process of hiring new talent for your company can be both
exciting and scary. After all, you are about to onboard new
people into your company and make them an integral part of
your business culture. However, attracting the best candidates
to your opening is not as simple as posting a notice online.

According to recent data, 83% of candidates said that a clear

timeline and hiring process information would greatly improve
the application process. Subsequently, research has shown that
90% of Millennials prefer benefits over high salaries, with 63%
claiming that companies often won’t help them develop
leadership skills.
IAS PCS Pathshala
Even if you have a creative business idea in place for your
company, writing a compelling job description matters
considerably in regards to attracting talent. Let’s take a look then
at how you can create such job postings for your company to
find the right people for your openings effectively.

Consult Project Managers about the Opening

Lack of internal communication can lead to hiring problems from the get-go. In order to avoid hiring
the wrong people, you should consult your department heads and project managers about their
candidate expectations.

Continuous learning and development are just as important as competitive employment benefits to
today’s workforce. Explore your company’s possibilities in regards to providing adequate training
and development, as well as senior employees’ mentorship for future job candidates. Make sure
that everyone is on board with the candidate profile you want to attract before you write the job
description.

Define the Job Title Properly

It can be argued that the job title you use will determine the type of people you will attract to the job
opening. Based on the previous consultation, make sure that the job title you will use represents
the position adequately.

For example, if you are searching for a graphic designer for social media content, you should use a
title such as “Social Media Content Manager.” Simply writing “graphic designer” won’t mean much
to most candidates, and you risk attracting the wrong people to your position.

Write an Overview of the Job Description Once you settle for the title of your job position, you
should write a few sentences about the opening. The job overview paragraph will often be the
determining factor of whether someone will continue reading through your job description. You can
touch on the main responsibilities, major skills necessary for the application, and most lucrative
benefits your job position offers. Samantha Abernathy, HR and Recruitment Specialist, spoke on
the topic: “Today’s job candidates will go through dozens of openings every day until they find the
one that suits them. Whether you need a writer for online research papers or a web developer with
CMS knowledge, make that fact as clear as possible. You will only be able to find the right person
for your position if you think like a job candidate.”

IAS PCS Pathshala

List the Necessary Hard/Soft Skills

Depending on the industry you operate in, you will naturally need different skills and competencies
from your candidates. Thus, hard and soft skills should be listed clearly and without any double
meaning to avoid confusion. Hard skills typically refer to skills related to the job at hand. For
example, these can be C++ or Java knowledge for developers.

To avoid legal issues, you can ask for documentation such as degrees or certificates from your
candidates when it comes to hard skills. Soft skills, on the other hand, relate to competencies tied
to teamwork, time management, leadership, etc. Look for a balance of hard and soft skills in your
candidates so that the person you hire can easily become accustomed to your team.

Be Flexible in Terms of Experience

While you may want to hire a candidate with over 10 years of experience for your position, such a
prospect might not be possible. Instead, be flexible about the experience you require from potential
candidates and focus on their immediate skillsets.

You can easily recruit and train a junior developer or writer to become the expert you need them to
be in a few years. However, established professionals will be much less flexible in terms of
changing their workflow or mindset. Accept a wide range of candidates with varying degrees of
experience in the industry before you dismiss them as unviable for your opening.

Provide Candidates with Competitive Job Benefits

It’s not enough to simply list all the requirements you have from a candidate and call it a day.
Competitive employment benefits will effectively stop employees from leaving your company even
more so than a high salary would.

To that end, define several good benefits which you can provide to your staff, such as medical
insurance, professional development seminars, and senior mentorship programs. Place yourself in
the shoes of your job candidates and think of the employment benefits they would like to see in the
job description. At the end of the day, it’s also good to include the starting pay, as well as the
possibility for a raise or job position advancement.

Avoid Spelling & Formatting Errors

Lastly, you should aim to maintain your business’ professional reputation by carefully proofreading
any job description you post online. While it may seem like an obvious final step in writing a
compelling job description, even a single grammar mistake can drive away potential candidates.

The reason for this is simple – the way you treat job descriptions will speak volumes about how
much you care about hiring the right people. Use tools such as Hemingway Editor and Evernote
once you are ready to publish your job post to ensure good readability.
IAS PCS Pathshala
In Conclusion

The best way to attract the right talent to your job opening is to take your time in doing so. It’s true
that you are running a business and need to make a profit in order to keep the lights on. However,
hiring the wrong candidate for your position can backfire and cause unnecessary problems for your
company.

Discuss what type of person you’d like to attract with your coworkers and managers to set
expectations early on. Go down the list of job requirements and employment benefits until you are
satisfied with the writing. While you will undoubtedly attract a portion of candidates unsuitable for
your position, that percentage will be marginal compared to the talented individuals you attract.

Bio: Helene Cue is a professional content creator, editor, and recruitment advisor at Essay Supply writing service.
Helene’s career extends from articles and blog posts to case studies and research in the fields of digital marketing,
business development, and HR trends. In her spare time, Helene is an avid reader and fan of interior design.

Image source: https://unsplash.com/photos/fY8Jr4iuPQM

How can you improve the B2B Job

Description?
Before we go on with the discussion, we need you to have a
clear idea - what is this B2B? Well, it is basically an abbreviation
of business to business that is a part of the company's sales
profile. The main task of the salesperson working is to do
business and make a profit out of it. You need a very high and
effective team for any business proposal that can hold market
share. Hence, to make a perfect B2B, you need the right person
for this job. Here, we will discuss improving the B2B job
description to draw the candidates’ attention and recruit suitable
ones for the job. You must always keep in mind that the
description must make an impact on the candidate to draw their
attention and also satisfy their need.

7 Tips to Upgrade your B2B Job

Description
There are some ways that can help you to target the right IAS PCS Pathshala
candidate. As already mentioned in the corporate sales profile,
the first thing that you need to keep in mind is handing it over to
the right person. Take suggestions from the job descriptions
created by At doorstep. So, if you are having any difficulties in
creating a job description, just keep the following points, as
discussed below, in mind.

1. Explain the role's impact on the candidate

It’s good that you are focusing on the details of the position, but you need to explain the role's
impact on the company. You need to use the job description as an opportunity to tell the candidates
about their impact. It will help to grow the interest of the candidate.

Right candidates want to get acknowledged for their work. And, with this enthusiasm, they will work
harder, which will help the company hold the market position. Also, mention how the position of the
candidate in the company is important. This will make them feel that they are also a part of the
company.

2. Be specific about your need

It is very important to be specific about what exactly you want for the company. Over recruitment
will only raise the cost of the company. First, you need to analyse what skills or strategies your
marketing team is lacking. It will be helpful if you make a list of all the requirements, experience and
factors you want from the candidate. And, this will help you a lot in selecting the right candidate for
the company. And also to your note, it will save your time. Aspirants generally lose interest in long
descriptions. Hence, be specific and particular.

3. Make it simple
Don’t make the job description too hard for the candidate to understand. Don’t make it boring and
long. Everyone's time is equally precious. If you are looking for the right candidate similarly they are
looking for the right company, who will recognise their work. Make the job description readable and
easily comprehensible.

You need to be transparent with your job description. And, you need to take care of simple things;
using too many superlative words won’t help. It will only disqualify the potential of the candidates,
and freshers can get scared to see it. Further, you can use adjectives that will explain more about
your company and its value. You just have to make it informative; that's it.

4. Connect with the candidate

IAS PCS Pathshala
The main motive of the job description is to attract more candidates, particularly to attract the right
candidate. You need to keep in mind who the main target audience is. If you analyse current
demand skills, then it might help you to look for the candidate who will satisfy the needs of the
company. You can also analyse your competitor's job description to correct your flaws.

And, you can write about the services you will provide. A candidate applies for numerous
companies, and your company will stand out only if you make the description more attractive.
Remember that it will help you to have a unique selling strategy.

5. The environment of the job

You also must talk about the environment of the job and the culture of the company. This will also
help to grow more interest in the company. And, if you add more value to the company, then it
might be possible that you will get what you are looking for. Tell in the description that each and
every member in the company plays an important part, and they are not just workers.

If anyone is recruited into the company, he or she will be a part of the family. Everyone wants to
work in a healthy environment, and if you can provide them with that, then no one can stop your
company’s growth. It will also help the candidate to select the company easily and be loyal to the
company.

6. Mention the urgent requirement

You can say it is like a trick that many companies use to recruit rapidly. It is a strategy to make the
candidate think that the job is really very important. By doing so, many companies get a quick
response, and the vacancies get filled up rapidly. And, by using these strategies you can also get a
huge number of interested candidates who are really determined to work, from those candidates
you can shortlist the suitable ones.

7. Offers that the candidate can't refuse

Many companies create offers that can attract candidates. Hence, you really need to make efforts
to create the correct offer. By giving an example, it will be more clear. Like, if a fresher knows
nothing about the different job descriptions provided by different companies looking for job
recruitment, the first thing that he will notice is the offers that your company will provide. This is the
point where your job description is entirely dependent on the propositions you provide.

Conclusion…...

So, this was all about how you can improve the B2B job description. Undoubtedly this is a long
process. Hence, you need to really work hard. It is not an easy job to recruit the right person for the
company. You must remember that the job description is the first thing that a candidate will see and
will get an idea about your company. Simply follow these 7 tips to make an eye-catching
IAS PCS Pathshala
description.

Job Specification
John specification is a statement in which we explain the qualities required by people applying for
the job.

Job specification as a statement of minimum qualification that person must posses to perform
a given job successfully --- Stephen. P . Robbins & Marry Coutler

Job specification is a statement of employee characteristics and qualifications required for

satisfactory performance of defined duties and tasks comprising a specific job or function.
Job specification is derived from job analysis.

While the job description describes activities to be done, it is job specifications that list the
knowledge, skills, and abilities an individual needs to perform a job satisfactorily. Knowledge, skills,
and abilities (KSAs) include education, experience, work skill requirements, personal abilities, and
mental and physical requirements. Job specifications for a data entry operator might include a
required educational level, a certain number of months of experience, a typing ability of 60 words
per minute, a high degree of visual concentration, and ability to work under time pressure. It is
important to note that accurate job specifications identify what KSAs a person needs to do the job,
not necessarily what qualifications the current employee possesses.

It can be explained with the help of the following diagram

IAS PCS Pathshala

Components of a Job Specification
Experience:

Number of years of experience in the job you are seeking to fill. Number of years of work
experience required for the selected candidate. Note whether the position requires progressively
more complex and responsible experience, and supervisory or managerial experience.

Education:

State what degrees, training, or certifications are required for the position.

Required Skills, Knowledge and Characteristics:

State the skills, knowledge, and personal characteristics of individuals who have successfully
performed this job. Or, use the job analysis data to determine the attributes you need from your
“ideal” candidate. Your recruiting planning meeting or email participants can also help determine
these requirements for the job specification.

Facts [+]

Workers holding a bachelor's degree who make less than $19,800 a year are considered
"overqualified." Nearly eight percent of U.S. residents are considered overqualified, according to a
recent Migration Policy Institute study of Census Bureau data. This compares to nearly 24 percent
of foreign-born, non-citizen residents that are considered overqualified.

IAS PCS Pathshala

 Job Analysis and HR Activities

The completion of job descriptions and job specifications, based

on job analysis, is at the heart of many other HR activities, as
above figure indicates. But even if legal requirements did not
force employers to do job analysis, effective HR management
would demand it.

HR Planning
HR planning requires auditing of current jobs. Current job
descriptions provide the basic details necessary for this internal
assessment, including such items as the jobs available, current
number of jobs and positions, and reporting relationships of the
jobs. By identifying the functions currently being performed and
calculating the time being spent to perform them, managers and
HR specialists can redesign jobs to eliminate unnecessary tasks
and combine responsibilities where desirable.

When reviewing the information provided by both employees

and supervisors, a team composed of the HR Manager, the
IAS PCS Pathshala
Director of Administration, and an outside consultant noted that
several duties associated with maintaining customer service
records were divided among three employees. This often led to
delays in recording customer payments and scheduling repair
services. The team regrouped the various customer service
duties so that two of the employees perform but different
functions. Filing activities were concentrated with the third
employee, who also served as backup for the other two.

Recruiting and Selection

Equal employment opportunity guidelines clearly require a sound and comprehensive job analysis
to validate recruiting and selection criteria. Without a systematic investigation of a job, an employer
may be using requirements that are not specifically job related.

For example, if a medical clinic requires a high school diploma for a medical records clerk job, the
firm must be able to justify how such an educational requirement matches up to the tasks, duties,
and responsibilities of that job. It must be able to show that the knowledge, skills, and abilities
needed by the medical records clerk could be obtained only through formal education.

Organizations use job analysis to identify job specifications in order to plan how and where to
obtain employees for anticipated job openings, whether recruited internally or externally. For
example, a job analysis for a small manufacturer of electric equipment showed that the Accountant
II job, which traditionally had required a college-trained person, really could be handled by
someone with high school training in bookkeeping and several years of experience. As a result, the
company could select from within and promote a current accounting clerk. In addition to saving on
recruiting costs, promotion can have a positive impact on employee commitment and career-
planning efforts.

Compensation
Job analysis information is essential when determining compensation. As part of identifying
appropriate compensation, job analysis information is used to determine job content for internal
comparisons of responsibilities and external comparisons with the compensation paid by competing
employers. Information from job analysis can be used to give more weight, and therefore more pay,
to jobs involving more difficult tasks, duties, and responsibilities. Employees’ perceptions of fairness
and equity are linked not only to how the extrinsic rewards they receive compare with those given
to others both inside and outside the organization but also to those rewards they expect for
IAS PCS Pathshala
themselves. Job analysis also can aid in the management of various employee benefits programs.
For instance, a job analysis can be used to determine what functions can be performed by workers
who have been on workers’ compensation disability leave.

Training and Development

By defining what activities comprise a job, a job analysis helps the supervisor explain that job to a
new employee. Information from job descriptions and job specifications can also help in career
planning by showing employees what is expected in jobs that they may choose in the future. Job
specification information can point out areas in which employees might need to develop in order to
further their careers. Employee development efforts by organizations depend on the job
descriptions and job specifications generated from job analyses.

Performance Appraisal
With performance standards to compare what an employee is supposed to be doing with what the
person actually has done, a supervisor can determine the employee’s performance level. The
performance appraisal process should then tie to the job description and performance standards.
Developing clear, realistic performance standards can also reduce communication problems in
performance appraisal feedback among managers, supervisors, and employees.

Safety and Health

Job analysis information is useful in identifying possible job hazards and working conditions
associated with jobs. From the information gathered, managers and HR specialists can work
together to identify the health and safety equipment needed, specify work methods, and train
workers.

Union Relations
Where workers are represented by a labor union, job analysis is used in several ways. First, job
analysis information may be needed to determine if the job should be covered by the union
agreements. Specifically, management may be able to exclude a supervisory job and its
incumbents from the bargaining unit. Second, it is common in unionized environments for job
descriptions to be very specific about what tasks are and are not covered in a job. Finally, well-
written and specific job descriptions can reduce the number of grievances filed by workers.

In one manufacturing plant, a worker refused to sweep up his work area and was disciplined. He
filed a grievance and won, because cleaning his work area was not mentioned in the job
description.

IAS PCS Pathshala

 Job Analysis Methods - Observation

methods - work sampling - employee

dairy / log -Critical incident technique.

Job analysis information can be gathered in a variety of ways.

One consideration is who is to conduct the job analysis. Most
frequently, a member of the HR staff coordinates this effort.
Depending on which of the methods discussed next is used,
others who often participate are managers, supervisors, and
employees doing the jobs.

For more complex analyses, industrial engineers may conduct

time and motion studies. Another consideration is the method to
be used. Common methods are observations, interviews,
questionnaires, and specialized methods of analysis.
Combinations of these approaches frequently are used,
depending on the situation and the organization. Each of these
methods is discussed in some detail next.

Observation When the observation method is used, a manager,

job analyst, or industrial engineer observes the individual
performing the job and takes notes to describe the tasks and
duties performed. Observation may be continuous or based on
intermittent sampling. Use of the observation method is limited
because many jobs do not have complete and easily observed
job duties or complete job cycles. Thus, observation may be
more useful for repetitive jobs and in conjunction with other
methods. Managers or job analysts using other methods may
IAS PCS Pathshala
watch parts of a job being performed to gain a general familiarity
with the job and the conditions under which it is performed.
Multiple observations on several occasions also will help them
use some of the other job analysis methods more effectively.

Work sampling
As a type of observation, work sampling does not require
attention to each detailed action throughout an entire work cycle.
Instead, a manager can determine the content and pace of a
typical workday through statistical sampling of certain actions
rather than through continuous observation and timing of all
actions. Work sampling is particularly useful for routine and
repetitive jobs.

Employee dairy/ log

Another method requires that employees “observe” their own
performances by keeping a diary/log of their job duties, noting
how frequently they are performed and the time required for
each duty. Although this approach sometimes generates useful
information, it may be burdensome for employees to compile an
accurate log. Also, employees sometimes perceive this
approach as creating needless documentation that detracts from
the performance of their work. Interviewing The interview
method of gathering information requires that a manager or HR
specialist visit each job site and talk with the employees
performing each job. A standardized interview form is used most
often to record the information. Frequently, both the employee
and the employee’s supervisor must be interviewed to obtain a
complete understanding of the job.

Some typical interview questions include:

What is the job being performed?

What are the major duties of your job position? What exactly do you do?
IAS PCS Pathshala
 What physical locations do you work in?

What are the education, experience, skill, and [where applicable] certification and

licensing requirements?

In what activities do you participate?

What are the job’s responsibilities and duties?

What are the basic accountabilities or performance standards that typify your work?

What are your responsibilities? What are the environmental and working conditions

involved?

What are the job’s physical demands? The emotional and mental demands?

What are the health and safety conditions?

Are you exposed to any hazards or unusual working conditions?

The interview method can be quite time consuming, especially if the interviewer talks with two or
three employees doing each job. Professional and managerial jobs often are more complicated to
analyze and usually require longer interviews. For these reasons, combining the interview with one
of the other methods is suggested.

Questionnaires
The questionnaire is a widely used method of gathering data on jobs. A survey instrument is
developed and given to employees and managers to complete. The typical job questionnaire often
covers the areas shown below. The major advantage of the questionnaire method is that
information on a large number of jobs can be collected inexpensively in a relatively short period of
time. However, the questionnaire method assumes that employees can accurately analyze and
communicate information about their jobs. Employees may vary in their perceptions of the jobs, and
even in their literacy. For these reasons, the questionnaire method is usually combined with
interviews and observations to clarify and verify the questionnaire information.

One type of questionnaire sometimes used is a checklist. Differing from the open-ended
questionnaire, the checklist offers a simplified way for employees to give information. An obvious
difficulty with the checklist is constructing it, which can be a complicated and detailed process.

Job Analysis Questionnaire

Materials and equipment used

Financial/budgeting input

External and internal contacts

Knowledge, skills, and abilities used

IAS PCS Pathshala
 Working conditions

Special duties performed less frequently

Duties and percentage of time spent on each

Work coordination and supervisory responsibilities

Physical activities and characteristics

Decisions made and discretion exercised

Records and reports prepared

Training needed

Critical incident technique.

The critical incident technique involves observation and
recording of examples of particularly effective or ineffective
behaviors. Behaviors are judged to be "effective" or "ineffective"
in terms of results produced by the behavior.

The following information should be recorded for each "critical

incident" of behavior: (1) what led up to the incident and the
situation in which it occurred; (2) exactly what the employee did
that was particularly effective or ineffective; (3) the perceived
consequences or results of the behavior; and (4) a judgment as
to the degree of control an employee had over the results his or
her behavior produced (to what degree should the employee be
held responsible for what resulted?).

The critical incident method differs from direct observation and

work methods analysis in that observations of behavior are not
recorded as the behavior occurs, but only after the behavior has
been judged to be either particularly effective or ineffective in
terms of results produced.

This means that a person using the critical incident method must describe a behavior in retrospect,
or after the fact, rather than as the activity unfolds. Accurate recording of past observations is more
difficult than recording the behaviors as they occur.

IAS PCS Pathshala

Job Analysis and the U.S. Department of Labor

A variety of resources related to job analysis are available from the U.S. Department of Labor
(DOL). The resources have been developed and used over many years by various entities with the
DOL, primarily the Employment and Training Administration.

Functional job analysis (FJA)

This method is a comprehensive approach to job analysis. FJA considers:

1. goals of the organization,

2. what workers do to achieve those goals in their jobs,

3. level and orientation of what workers do,

4. performance standards, and

5. training content.

A functional definition of what is done in a job can be generated by examining the three
components of data, people, and things. The levels of these components are used to identify and
compare important elements of jobs given in the Dictionary of Occupational Titles (DOT), a
standardized data source provided by the federal government.

Specialized Job Analysis Methods Several job analysis methods are built on the questionnaire
approach. Some of these methods are described next.

Position analysis questionnaire (PAQ)

The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, and Mecham
(1972) is a structured job analysis instrument to measure job characteristics and relate them to
human characteristics.

The PAQ is a specialized questionnaire method incorporating checklists. Each job is

analyzed on 27 dimensions composed of 187 “elements.” The PAQ comprises six divisions,
with each division containing numerous job elements. The divisions include: Information
input: Where and how does the worker get information to do the job?

Mental process: What levels of reasoning are necessary on the job?

Work output: What physical activities are performed?

Relationships with others: What relationships are required to perform the job?

IAS PCS Pathshala

 Job context: What working conditions and social contexts are involved?

Other: What else is relevant to the job?

The PAQ focuses on “worker-oriented” elements that describe behaviors necessary to do the job,
rather than on “job-oriented” elements that describe the technical aspects of the work. Although its
complexity may deter many potential users, the PAQ is easily quantified and can be used to
conduct validity studies on selection tests. It is also useful in helping to ensure internal pay fairness
because it considers the varying demands of different jobs.

Managerial Job analysis

Because managerial jobs are different in character from jobs with clearly observable routines and
procedures, some specialized methods have evolved for their analysis. One of the most well known
and widely used methods was developed at Control Data Corporation and is labeled the
Management Position Description Questionnaire (MPDQ). Composed of a listing of over 200
statements, the MPDQ examines a variety of managerial dimensions, including decision making
and supervising.

Computerized Job Analysis

As computer technology has expanded, researchers have developed computerized job analysis
systems. They all have several common characteristics, including the way they are administered.
First, analysts compose task statements that relate to all jobs. They are then distributed as
questionnaires that list the task statements. Next, employee responses on computer-scannable
documents are fed into computer-based scoring and reporting services capable of recording,
analyzing, and reporting thousands of pieces of information about any job.

An important feature of computerized job analysis sources is the specificity of data that can be
gathered. All of this specific data is compiled into a job analysis database.

A computerized job analysis system often can reduce the time and effort involved in writing job
descriptions. These systems have banks of job duty statements that relate to each of the task and
scope statements of the questionnaires.

As is evident, the melding of computer technology with job analysis methodology allows firms to
develop more accurate and comprehensive job descriptions, linked to compensation programs, and
performance appraisal systems. These processes can also provide better data for legal defensibility
than was once available.

IAS PCS Pathshala

Combination Methods
There are indeed a number of different ways to obtain and analyze information about a job. No
specific job analysis method has received the stamp of approval from the various courts in all
situations. Therefore, in dealing with issues that may end up in court, care must be taken by HR
specialists and those doing the job analysis to document all of the steps taken. Each of the
methods has strengths and weaknesses, and a combination of methods generally is preferred over
one method alone.

IAS PCS Pathshala

 Stages in the Job Analysis Process

The process of job analysis must be conducted in a logical

manner, following appropriate management and professional
psychometric practices. Therefore, a multistage process usually
is followed, regardless of the job analysis methods used. The
stages for a typical job analysis are outlined here, but they may
vary with the methods used and the number of jobs included.

Below given figure illustrates the basic stages of the process.

1. Planning the Job Analysis

It is crucial that the job analysis process be planned before

beginning the gathering of data from managers and employees.
Probably the most important consideration is to identify the
objectives of the job analysis. Maybe it is just to update job
descriptions. Or, it may include as an outcome revising the
compensation programs in the organization. Another objective
could be to redesign the jobs in a department or division of the
organization. Also, it could be to change the structure in parts of
the organization to align it better with business strategies.
Whatever the purpose identified, it is vital to obtain top
management support. The backing of senior managers is
needed as issues arise regarding changes in jobs or the
organizational structure. Support from even the highest levels of
management helps when managerial and employee anxieties
and resistance arise.

2. Preparing and Introducing the Job Analysis

IAS PCS Pathshala
Preparation begins by identifying the jobs under review. For
example, are the jobs to be analyzed hourly jobs, clerical jobs,
all jobs in one division, or all jobs in the entire organization? In
this phase, those who will be involved in conducting the job
analysis and the methods to be used are identified.

Also specified is how current incumbents and managers will

participate in the process and how many employees’ jobs will be
considered. Another task in the identification phase is to review
existing documentation. Existing job descriptions, organization
charts, previous job analysis information, and other industry-
related resources all may be useful to review. Having details
from this review may save time and effort later in the process. A
crucial step is to communicate and explain the process to
managers, affected employees, and other concerned people,
such as union stewards. Explanations should address the
natural concerns and anxieties people have when someone puts
their jobs under close scrutiny. Items to be covered often include
the purpose of the job analysis, the steps involved, the time
schedule, how managers and employees will participate, who is
doing the analysis, and whom to contact as questions arise.
When employees are represented by a union, it is essential that
union representatives be included in reviewing the job
descriptions and specifications to lessen the possibility of future
conflicts.

3. Conducting the Job Analysis

With the preparation completed, the job analysis can be

conducted. The methods selected will determine the
time line for the project. Sufficient time should be
allotted for obtaining the information from employees
and managers. If questionnaires are used, it is often
helpful to have employees return them to supervisors or
managers for review before giving them back to those
conducting the job analysis. The questionnaire should
IAS PCS Pathshala
be accompanied by a letter explaining the process and
instructions for completing and returning the job
analysis questionnaires. Once data from job analysis
has been compiled, it should be sorted by job, the job
family, and organizational unit. This step allows for
comparison of data from similar jobs throughout the
organization. The data also should be reviewed for
completeness, and follow-up may be needed in the
form of additional interviews or questions to be
answered by managers and employees.

4. Developing Job Descriptions and Job

Specifications

At this stage the job analysts will prepare draft job

descriptions and job specifications. Later in this chapter
is a section discussing details on how to write job
descriptions and job specifications. Our purpose here is
to emphasize that the drafts should be relatively
complete and identify areas where additional
clarifications are needed. Generally, organizations have
found that having managers and employees write job
descriptions is not recommended for several reasons.
First, there is no consistency in format and details, both
of which are important given the legal consequences of
job descriptions. Second, managers and employees
vary in their writing skills. Also, they may write the job
descriptions and job specifications to reflect what they
IAS PCS Pathshala
 do and what their personal qualifications are, not what
the job requires.

Once the drafts are completed, they should be reviewed by managers. Whether employees review
the drafts or wait to receive the final job descriptions is often determined by the managerial style of
the supervisors/managers and the culture of the organization regarding employee participation and
communication. When finished, job descriptions are distributed by the HR department to
managers, supervisors, and employees. It is important that each supervisor or manager review the
completed description with individual employees so that there is understanding and agreement on
the content that will be linked to performance appraisals, as well as to all other HR activities.

5. Maintaining and Updating Job Descriptions and

Job Specifications

Once job descriptions and specifications have been completed

and reviewed by all appropriate individuals, a system must be
developed for keeping them current. Otherwise, the entire
process, beginning with job analysis, may have to be repeated in
several years. Because organizations are dynamic and evolving
entities, rarely do all jobs stay the same for years. Someone in
the HR department usually has responsibility for ensuring that
job descriptions and specifications stay current. Employees
performing the jobs and their managers play a crucial role
because, as those closest to the jobs, they know when changes
occur. One effective way to ensure that appropriate reviews
occur is to use job descriptions and job specifications in other
HR activities.

For example, each time a vacancy occurs, the job description

and specifications should be reviewed and revised as
appropriate before recruiting and selection efforts begin.
Similarly, in some organizations, managers review the job
description during each performance appraisal interview. This
review enables the job holder and the supervisor to discuss
whether the job description still describes the actual job
adequately or whether it needs to be revised. In addition, a
IAS PCS Pathshala
comprehensive and systematic review may be done during HR
planning efforts. For many organizations, a complete review is
made once every three years, or as technology shifts occur, and
more frequently when major organizational changes are made.

IAS PCS Pathshala

 Job design - Process of job design -

Approaches to job design - Theories of

job design?

In a very simple sense, job design means the ways that

decision-makers choose to organize work responsibilities,
duties, activities, and tasks. Job Redesign thus involves
changing work responsibilities, duties, activities, and tasks.
which is also sometimes called work redesign

Job Design
Job design is the process of Work arrangement (or
rearrangement) aimed at reducing or overcoming job
dissatisfaction and employee alienation arising from repetitive
and mechanistic tasks. Through job design, organizations try to
raise productivity levels by offering non-monetary rewards such
as greater satisfaction from a sense of personal achievement in
meeting the increased challenge and responsibility of one's
work. Job enlargement, job enrichment, job rotation, and job
simplification are the various techniques used in a job design
exercise.

---businessdictionary.com

Although job analysis, as just described, is important for an

understanding of existing jobs, organizations also must plan for
new jobs and periodically consider whether they should revise
IAS PCS Pathshala
existing jobs. When an organization is expanding, supervisors
and human resource professionals must help plan for new or
growing work units. When an organization is trying to improve
quality or efficiency, a review of work units and processes may
require a fresh look at how jobs are designed.

These situations call for job design, the process of defining the
way work will be performed and the tasks that a given job
requires, or job redesign, a similar process that involves
changing an existing job design. To design jobs effectively, a
person must thoroughly understand the job itself (through job
analysis) and its place in the larger work unit's work flow process
(through work flow analysis). Having a detailed knowledge of the
tasks performed in the work unit and in the job, a manager then
has many alternative ways to design a job.

As shown in Figure , the available approaches emphasize different aspects of the job: the
mechanics of doing a job efficiently, the job's impact on motivation, the use of safe work practices,
and the mental demands of the job.

Definitions: -
According to Michael Armstrong, "Job Design is the process of deciding on the contents of a job in
terms of its duties and responsibilities, on the methods to be used in carrying out the job, in terms
of techniques, systems and procedures, and on the relationships that should exist between the job
IAS PCS Pathshala
holder and his superior subordinates and colleagues."

Job design is the process of

a) Deciding the contents of the job.

b) Deciding methods & processes to carry out the job.

c) Making optimize use of job/work-time so that job/work-time should not be wasted as time is
money and time cannot be earned, but can be saved by making efficient use of it.

d) Avoiding manual task if can be handled by machines or automated.

e) Synchronization of work, and no conflict with other jobs

f) Deciding the relationship which exists in the organization.

Job design gives framework to job analysis as it tries to figure out what qualities, skills and other
requirements are needed to perform the given job by a job holder.

Most time wasters in jobs

Nearly 9 in 10 employees (86 %) revealed that they lose time each day on work unrelated to their
core job, with 41% of full-time employees wasting more than an hour a day on these extraneous
activities, according to a workforce management provider Kronos Incorporated survey. The survey
was conducted on 2,800 employees, both full and part, in Australia, Canada, France, Germany,
India, Mexico and Britain.

40% of employees waste an hour-plus each day on administrative tasks that do not drive value for
their organisation.

The next highest-rated daily tasks for individual contributors is collaborating with

1. co-workers 42%,

2. administrative work 35%,

3. manual labour 33% and

4. responding to emails 31%.

While HR managers list

1. attending to meetings 27%,

2. administrative work 27%,

3. collaborating with co-workers 26% and

4. responding to emails 26% as the top ways they spend their workday.

The survey also reveals that full time employees feel

IAS PCS Pathshala
 1. Fixing a problem not caused by me 22%

2. and administrative work 17% as the top two tasks they waste the most time on at work.

3. Meetings 12%,

4. email 11% and

5. customer issues 11% round out the top five time-wasters.

Baby Boomers (born between 1946 and 1964)

Apparently waste the most time fixing problems caused by someone else 26%, while Gen Z (born
between mid-1990s and early 2000s) is least-likely to clean up after others 18%, yet they are most-
likely to waste time on handling workplace conflict 9%.

Millennials (generation Y) people born between 1980s and early 1990s

Blame social media as a time-sucker 10% and agree with Gen X (born between early-to-mid 1960s
and early 1980s) that meetings 13% are a waste of time.

Gen Z 10% think talking on the phone is a time-waste.

Further, the survey reveals that worldwide 53% of employees feel pressure to work longer hours or
pick up extra shifts for career growth. Of those who feel pressure to work longer, 60% put pressure
on themselves while the rest say that pressure came from their managers.

Workers in France 66% and India 62% feel by far the most pressure to work longer hours

Employees in Canada 38%, the US 44%, and Australia 47% felt the least amount of pressure.

Nature of Job Design

Identifying the components of a given job is an integral part of job design. Designing or redesigning
jobs encompasses many factors, and a number of different techniques are available to the
manager. Job design has been equated with job enrichment, a technique developed by Frederick
Herzberg, but job design is much broader than job enrichment alone.

IAS PCS Pathshala

Designing Efficient Jobs
If workers perform tasks as efficiently as possible, not only does the organization benefit from lower
costs and greater output per worker, but workers should be less fatigued. This point of view has for
years formed the basis of classical industrial engineering, which looks for the simplest way to
structure work in order to maximize efficiency. Typically, applying industrial engineering to a job
reduces the complexity of the work, making it so simple that almost anyone can be trained quickly
and easily to perform the job. Such jobs tend to be highly specialized and repetitive.

In practice, the scientific method traditionally seeks the "one best way" to perform a job by
performing time-and-motion studies to identify the most efficient movements for workers to make.
Once the engineers have identified the most efficient sequence of motions, the organization should
select workers based on their ability to do the job, then train them in the details of the "one best
way" to perform that job. The company also should offer pay structured to motivate workers to do
their best.

Despite the logical benefits of industrial engineering, a focus on efficiency alone can create jobs
that are so simple and repetitive that workers get bored. Workers performing these jobs may feel
their work is meaningless. Hence, most organizations combine industrial engineering with other
approaches to job design.

Guidelines for Job Redesign

IAS PCS Pathshala

WHAT DO CANDIDATES LOOK FOR IN A JOB?
Track Record

For many candidates, the company's past is of as much importance as its present. A good
reputation and track record has a great appeal, after all 'success breeds success'.

Benefits

As well as competitive pay and a degree of flexibility, offering an attractive benefits package is
another thing most candidates look for. Companies offering generous contributions to pension
schemes, as well as a sizeable amount of annual leave, tend to be looked on more favourably.
Technology Most office-based jobs now involve the use of a computer, at the very least, and as
such some candidates might be interested in the technology used and provided by the company.
Stipulating whether the organisation provides laptops and smartphones to allow remote working is
something that may interest potential employees. Prospects While the past plays a part in a
candidate's opinion, they are also often influenced by future prospects -both their own and the
company's. The company's business strategy can be telling and most candidates will like to see
that it's viable and if the organisation is well-positioned for the future, as this can act as a sign of job
security and career progression.

Health Care

Benefits surrounding health and wellbeing are becoming increasingly popular, whether in the form
of gym memberships, healthcare schemes or childcare vouchers, for example. Providing such
benefits are appealing to prospective employees, but the company also reaps the rewards as a
healthy and happy workforce tends to be more committed and effective.

Flexibility

IAS PCS Pathshala

Finding a work-life balance is important and many candidates are looking for an organisation that
promotes this idea. Flexible working hours is a massively popular incentive in a job and workplaces
that offer this tend to create an employee-centric feel, where staff feel like they are valued, trusted
and are recognised for having a life beyond the office.

Location

A good location con be very attractive to prospective employees, with good transport links also
being a factor. With improving technology, an increasing number of candidates are also looking for
roles with opportunities to work remotely. Admittedly, this isn't something all organisations can offer,
but maybe it’s something to consider and perhaps work towards in the future.

Office Environment

Not only do candidates look for organisations which offer the right tools to do their job. but they also
look at the work space itself. With technology advancing rapidly and a stronger emphasis being
placed on well-being, many employees look for an environment that can also be stimulating, with
break out spaces and standing desks, for example, moving higher up people's desires.

Compensation

Pay can make or break a prospective job, with poor pay being o factor in some candidates turning
down job offers. If you're not offering o fair pay package, you probably won't attract the best people
for your business. It’s also important to take into account - and to advertise - how much your
employee benefits contribute to the annual salary packet.

Values

In addition to o company culture, the values of the organisation in general can be of interest to
candidates. A company's values can convey a strong message and it's important for employees to
feel like their values are aligned to those of the company. Placing emphasis on the importance of
employees and their well-being, and creating a caring culture can make candidates feel that your
company is where they want to be.

Company Culture

Fitting into a new workplace is high on most people's agendas and incorporates many aspects,
from brand to well-being, management structures and o company's vision. Agreeing with the
company's ethos is important, and most candidates wont to feel port of o team working towards the
same goal. Fitting in with colleagues is another key factor and knowing that each day. they’ll be
coming into on encouraging environment.

Supportive Networks

Many potential employees will hope hove o network of support in the workplace. This con be in the
IAS PCS Pathshala
form of mentor schemes or regular check-ins with their line manager and team. Informing
candidates about the types of support offered early could influence their view and help reassure
them that they would be entering o well-balanced and employee-focused organisation.

Comparisons

Often, candidates will make comparisons with their current or previous role to figure out a number
of things, such as whether the new role is a progressive step in their career, how much overlap
there is with the previous role to determine their skill set and whether they would see an increase in
responsibility. It's no surprise that some people consider on new job owing to shortcomings in their
current role and as such look for positions that would allay this dissatisfaction.

Comparisons

Often, candidates will make comparisons with their current or previous role to figure out a number
of things, such as whether the new role is a progressive step in their career, how much overlap
there is with the previous role to determine their skill set and whether they would see an increase in
responsibility. It's no surprise that some people consider o new job owing to shortcomings in their
current role and as such look for positions that would allay this dissatisfaction.

Development

When looking at the role itself, candidates mill often consider the opportunity for development. A
large number of people want to be challenged in their position, in order to grow and learn, and as
such will consider the training that the position offers and the resources that would be available to
them. They could also weigh up the likelihood of what impact they’d have in the role and if they can
shape its direction.

Approaches to job design

ENGINEERING APPROACH:
The work of every workman is fully planned out by the MANAGEMENT AT LEAST ON DAY
IN ADVANCE AND EACH MAN RECEIVES IN MOST CASES COMPLETE WRITTEN
INSTRUCTIONS, DESCRIBING IN DETAIL THE TASK WHICH HE/SHE HAS TO
ACCOMPLISH -FW TAYLOR.

Problem with this approach: Repetition-mechanical pacing-no END PRODUCT-LITTLE

SOCIAL INTERACTION-NO INPUT

IAS PCS Pathshala

HUMAN APPROACH:
The Human relations approach recognized the need to design jobs which are INTERESTING
AND REWARDING.

Herzberg’s research popularized the notion of enhancing need satisfaction THROUGH

WHAT IS CALLED JOB ENRICHMENT.

Factors involved:

Motivators like achievement, recognition, work itself, responsibility, advancement AND

GROWTH AND HYGIENIC FACTORS.

According to Herzberg. The Employee is dissatisfied with the job if required MAINTENANCE
FACTORS TO THE REQUIRED DEGREE ARE NOT INTRODUCED INTO THE JOB.

JOB CHARACTERISTICS APPROACH

Theory by Hackman and Oldham states that employees will work hard when they ARE
REWARDED FOR THE WORK THEY DO AND WHEN THE WORK GIVES THEM
SATISFACTION.

Hence integration of motivation, satisfaction and performance with job design.

According to this approach Job can be described in terms of five core job dimensions:

1. Skill Variety

2. Task Identity

3. Task significance

4. Autonomy

5. Feedback

Designing Jobs That Motivate

Especially when organizations have to compete for employees, depend on skilled knowledge
workers, or need a workforce that cares about customer satisfaction, a pure focus on efficiency will
not achieve human resource objectives. These organizations need jobs that employees find
interesting and satisfying, and job design should take into account factors that make jobs motivating
to employees.

The quest for meaningful work draws people to such career paths as teaching and public service.
For example, when Patrick Bernhardt was laid off from his job as a marketing executive, he seized

IAS PCS Pathshala

on the chance to switch fields. Bernhardt became a computer science teacher and enrolled in
evening classes. When he switched to this job, Bernhardt took a 50 percent pay cut, but he doesn't
mind: "This is the hardest thing I've ever done, but the sense of satisfaction makes it worth it."

Facts [+]

A recent Money Magazine and Salary.com survey of 26,000 workers found that workers who
considered themselves extremely satisfied with their jobs were putting in a lot more time at work
than others. The most satisfied group in the survey reported eleven more weekly work hours than
the least satisfied group. Generally, as satisfaction rose, workers reported longer hours worked.

A job satisfaction study compiled by CareerJournal.com asked satisfied workers to describe their
jobs. The study found that highly satisfied employees consistently listed four factors: intellectual
stimulation, job security, high levels of control and autonomy, and direct contact with clients and
customers.

A model that shows how to make jobs more motivating is the Job Characteristics Model, developed
by Richard Hackman and Greg Oldham. This model describes jobs in terms of five characteristics:

1. Skill variety. The extent to which a job requires a variety of skills to carry out the tasks
involved.

2. Task identity. The degree to which a job requires completing a "whole" piece of work from
beginning to end (e.g., building an entire component or resolving a customer's complaint).

3. Task significance. The extent to which the job has an important impact on the lives of other
people.

4. Autonomy. The degree to which the job allows an individual to make decisions about the way
the work will be carried out.

5. Feedback. The extent to which a person receives clear information about performance
effectiveness from the work itself.

As shown in Figure , the more of each of these characteristics a job has, the more motivating the
job will be, according to the Job Characteristics Model. The model predicts that a person with such
a job will be more satisfied and will produce more and better work. This approach to designing jobs
includes such techniques as job enlargement, job enrichment, self-managing work teams, flexible
work schedules, and telework.

IAS PCS Pathshala

Reference : HUMAN RESOURCE MANAGEMENT Sandra L. Steeh University of Regina Raymond
A. Nog Ohio State University John R. Hollenbeck Michigan State University Barry Gerhart
University of Wisconsin-Madison Patrick M. Wright Cornel/ University

Companies introducing creative concepts in naming

key roles

2012:Corporate India is tossing out the old, stodgy nomenclature

in favour of creative, personalised designations. At Bangalore-
based start up Teleradiology Solutions, the CEO is called the
'chief pusher', quite simply because he pushes and nudges
employees into delivering the goods.

The organisation also has a chief listening officer (HR head) and
chief enabler (technology head). "It creates an environment
where designations do not matter," says chief dreamer, Sunita
Maheshwari.

Companies like Aegis want to prevent any dilution of ethics.

Three months ago, they created the post of a 'chief ethics
officer', whose job is to keep a check on any kind of fraudulent
behaviour.

https://economictimes.indiatimes.com/news/news-by-industry/jobs/companies-

introducing-creative-concepts-in-naming-key-roles/articleshow/msid-12644995,curpg-

2.cms?from=mdr

IAS PCS Pathshala

Theories of job design
The basis for job design theory is organization theory, which can be classified broadly into three
strains of thought: the classical, the behavioral, and the situational.

Classical theory

Classical theory was expounded in early writings of Max Weber and Henri Fayol. For the
classicist, any organization achieves efficiency through its division of labor. Managers identify the
overall purpose of the organization. They then divide this overall purpose into jobs, each rationally
related to the whole. Jobs are, in turn, grouped to create work groups, divisions, and departments.
Finally, each group is assigned a supervisor, who is responsible for overseeing the work of
subordinates and reporting the results to his or her own superior.

Behavioral theory

Behavioral theory is quite different. Unlike the classicist, the behavioralist is much less interested in
allocating specific tasks to specific jobs, making sure that the authority matches the position, and
then trying to attain higher efficiency through specialization of labor. Behavioralists prefer simple
organizational structure, decentralized decision-making, and informal departmentalization. In an
organic structure, subordinates feel free to discuss their performance problems with superiors and
have a positive view of the organization. They participate in decision-making and communicate with
those whose views are needed to solve immediate problems. These characteristics are in stark
contrast to conditions in a traditional organization, where subordinates are guarded and negative
about the organization, do not feel sufficient trust to communicate openly with those of higher
status, and are not permitted to participate in decision-making.

Situational theory

Situational theory differs from both classical and behavioral theories. Advocates stress the
influence of the external environment on the allocation of responsibilities and tasks within the
organization, work groups, and jobs. Allocating responsibilities and tasks means creating a
structure. Appropriate structures differ according to technology, markets, production, research, and
information.

Techniques Of Job Design

There are various Techniques /methods in which job design can
IAS PCS Pathshala
be carried out. These methods help to analysis the job, to design
the contents of the and to decide how the job must be carried
out these methods are as follows -

Methods or Techniques of Job Design

Job Rotation

Job Enrichment

Job Enlargement

IAS PCS Pathshala

 Job Rotation - Definitions -
Advantages and Disadvantages of
Job Rotation

Job rotation is a management technique that assigns Job analysis

IAS PCS Pathshala
trainees to various jobs and departments over a period of a few
years.

A job rotation is a technique in which employees are moved

between two or more jobs in a planned manner. The objective is
to expose the employees to different experiences and wider
variety of skills to enhance job satisfaction and to cross-train
them.

-------BusinessDictionary.com

Job rotation is a process of systematic movement of employees

from one nature of job to the other job, but Job category may
change or sometimes remain unchanged, however employees
performing the job is shifted from one job to the other job,
through which, an employee would be a given an opportunity to
perform different jobs, which would enriches his / her skills,
experience and ability to perform different jobs in case of
exigency. The main objective of job rotation is to improve the
efficiency of the employees and work should not be hampered or
effected in case absence of any employee in the organization.

Just to understand what is job rotation?

As shown in the above picture, job rotation involves shifting of
employees from one job to other job to make employees
acquaint with various job roles in an organization. Here an
employee is shifted from his job role that is Payroll Officer to
Safety Officer to Welfare Officer to HR Analyst to Personal
Relationship Officer again back to his / her initial job. Each role
an employee handled is unique and different from other as each
job role and responsibilities are different from each other. To
handle the Payroll officer job, an employee must posses
knowledge and experience, to handle Safety Officer role one
need to have practical knowledge about working conditions of
employees or workers and experience too matters a lot and like
wise to handle Personal Relationship Officer role one need to
have good communication skills and be empathetic, altogether
each job has its own importance and requirements for a person
IAS PCS Pathshala
to handle it.

The final outcome of job rotation is that an employee gains wider

exposure to various job roles in HR Department, besides his
skills and knowledge would be developed by dealing with the
various jobs, gains experience in handling various tasks and
develops ability to do multi-tasking in case of pressing situations.

To put in practical sense, if the Safety Officer is on leave for

some reason, this job has to be handle by other Officer, as
Safety Officer role is mandatory under labour laws in some
countries so as see the safety of workers in working
environment. Now the other Officer who has gained experience
in Safety Officer role through Job Rotation can be placed in
charge of Safety Officer role to deal with the safety of employees
and ensure smooth running of work.

Facts about Job Rotation

In larger companies, their managers and it's employees are periodically moved in a series of
planned job so that the entire work flow wouldn't be broken in case of absence of any one.
Business owners and operating officers use this rotation plan so as to make enable their
employees familiar with various departments and sections of the business. It is inevitable for
any organization to have absenteeism, retirements or quits sometimes death of an employee
which may be vacant position and eventually create a gap in the flow of regular work which
should be dealt otherwise work will be suffered. In such times, any other employee can
attend or take up vacant position with the experience he/she gained out of job rotation,
thereby regular work would run smoothly with break.

In industries which involves physical hard-working, job rotation may be used to avoid over-
stressing or boredom to their workers, as the employees wouldn't be exposed to single or
same job for longer period, otherwise constant and repetitive use of the same muscles could
be one of the hazards in the workplace. With the use of job rotation, it would keep workers
stay healthy, and maintain a good work atmosphere as well. Safety is often a key
consideration from the point of workers as well as in employment laws.

As discussed, Job rotation involves shifting an employee from one job to another, so that
he/she would be able to understand and learn what efforts, skills, knowledge and experience
required in each job involves. Employer always track their employees performance on every
job which an employee does in order to know whether he /she can handle and do justification
IAS PCS Pathshala
 to that job. If an employee shows his best performance in the jobs he/she did, that may be
sometimes considered as basis for promotion in job or increment in salary or for handling
higher responsibilities with all emoluments.

Some organization use Job rotation as tool to decide the final posting for the employee e.g. Mr. A is
assigned a job to handle the whole marketing department where he learns all the jobs to be
performed for marketing at his level. Later he is shifted to the sales department and to the finance
department and so on. He is finally placed in the department in which he shows the best
performance.

Job rotation gives an idea about the jobs to be performed at every level. Once a person is able to
understand this he is in a better understanding of the working of organization

LG Electronics, IBM, TATA STEEL, McDonald's are a few companies which practice Job Rotation.

There are few Drawbacks of Job Rotation -

Rigid employees not ready for change in their routine job.

Employee may face adjustment issues in new job scenario with increased challenges and
difficulties.

Employees may not cope up with the timings if employee is asked to change his working time if
the company functions in day and night shifts

Increased stress and peer pressure as result as change in regular duties and responsibilities.

Advantages of job rotation

Avoids monopoly :-

Job rotation helps to avoid monopoly of job and enable the

employee to learn new things and therefore enjoy his job

Provides an opportunity to broaden one’s knowledge: -

due to job rotation the person is able to learn different job in the
organization this broadens his knowledge.

Avoiding fraudulent practice: -

In an organization like bank jobs rotation is undertaken to

prevent employees from doing any kind of fraud i.e. if a person
is handling a particular job for a very long time he will be able to
find loopholes in the system and use them for his benefit and
IAS PCS Pathshala
indulge ( participate ) in fraudulent practices job rotation avoids
this.

Disadvantages of Job Rotation

Frequent interruption :-

Job rotation results in frequent interruption of work .A person who is doing a particular job and get it
comfortable suddenly finds himself shifted to another job or department .this interrupts the work in
both the departments.

Reduces uniformity in quality :-

Quality of work done by a trained worker is different from that of a new worker .when a new worker
I shifted or rotated in the department, he takes time to learn the new job, makes mistakes in the
process and affects the quality of the job.

Misunderstanding with the union member :-

Sometimes job rotation may lead to misunderstanding with members of the union. The union might
think that employees are being harassed and more work is being taken from them. In reality this is
not the case.

IAS PCS Pathshala

 Job Enlargement

Job Enlargement, a job design technique in which the number of

tasks associated with a job is increased (and appropriate
training provided) to add greater variety to activities, thus
reducing monotony.

Job enlargement is considered a horizontal restructuring method

in that the job is enlarged by adding related tasks. Job
enlargement may also result in greater workforce flexibility.

Job enlargement is another method of job design when any

organization wishes to adopt proper job design it can opt for job
enlargement. Job enlargement involves combining various
activities at the same level in the organization and adding them
to the existing job. It increases the scope of the job. It is also
called the horizontal expansion of job activities.

Definition:
Job Enlargement is the horizontal expansion of a job. It involves
the addition of tasks at the same level of skill and responsibility.
It is done to keep workers from getting bored. It is different than
job enrichment.

Examples: Small companies may not have as many

opportunities for promotions, so they try to motivate employees
through job enlargement. Beside that if there is shortage or
IAS PCS Pathshala
suffering from dearth of staff, in such case additional duties and
responsibilities would be added to available employees which
amount to job enlargement.

Job enlargement can be explained with the help of

the following example -
If Mr. A is working as an executive with a company and is
currently performing 3 activities on his job after job enlargement
or through job enlargement we add 4 more activities to the
existing job so now Mr. A performs 7 activities on the job. It must
be noted that the new activities which have been added should
belong to the same hierarchy level in the organization. Through
job enlargement we provide a much variety of activities to an
employee, besides we have an advantage to make maximum
use of employee’s skill Job enlargement contradicts the
principles of specialisation and the division of labour whereby
work is divided into small units, each of which is performed
repetitively by an individual worker.

Some motivational theories suggest that the boredom and

alienation caused by the division of labour can actually cause
efficiency to fall. Thus, job enlargement seeks to motivate
workers through reversing the process of specialisation. A
typical approach might be to replace assembly lines with
modular work; instead of an employee repeating the same step
on each product, they perform several tasks on a single item.

In order for employees to be provided with Job Enlargement they will need to be retrained in new
fields which can prove to be a lengthy process. However results have shown that this process can
see its effects diminish after a period of time, as even the enlarged job role become the mundane,
this in turn can lead to similar levels of demotivation and job dissatisfaction at the expense of
increased training levels and costs. The continual enlargement of a job over time is also known as
'job creep,' which can lead to an unmanageable workload.

Advantages of job enlargement

IAS PCS Pathshala
 Variety of skills :- Job enlargement helps the organization to improve and increase the skills
of the employee due to organization as well as the individual benefit.

Improves earning capacity :- Due to job enlargement the person learns many new activities.
When such people apply foe jobs to other companies they can bargain for more salary.

Wide range of activities :- Job enlargement provides wide range of activities for employees.
Since a single employee handles multiple activities the company can try and reduce the
number of employee’s. This reduces the salary bill for the company.

Disadvantages of job enlargement Increases work burden :- Job enlargement increases the
work of the employee and not every company provides incentives and extra salary for extra
work. Therefore the efforts of the individual may remain unrecognized.

Increasing frustration of the employee :- In many cases employees end up being frustrated
because increased activities do not result in increased salaries.

Problem with union members :- Many union members may misunderstand job enlargement as
exploitation of worker and may take objection to it.

Difference Between Job Enlargement and Job Enrichment

The difference between job enrichment and job enlargement is quality and quantity. Job enrichment
means improvement, or an increase with the help of upgrading and development, whereas job
enlargement means to add more duties, and an increased workload. By job enrichment, an
employee finds satisfaction in respect to their position and personal growth potential, whereas job
enlargement refers to having additional duties and responsibilities in a current job description.

Job enlargement is a vehicle employers use to put additional workload on employees, perhaps in
economical downtime. Due to downsizing, an employee might feel lucky to have a job at all, despite
the fact that his duties and responsibilities have increased. Another approach is that by adding
more variety and enlarging the responsibilities will provide the chance of enhancement and more
productivity. Job enrichment involves organizing and planning in order to gain more control over
their duties and work as a manager. The execution of plans and evaluation of results motivates
workers and relieves boredom. Job enlargement and job enrichment are both useful for motivating
workers to perform their tasks enthusiastically.

Although job enlargement and enrichment have a relationship

with each other, they also possess some distinct features that
differentiate them, such as area of expansion, mutual reliance,

IAS PCS Pathshala

allocation of duties and responsibilities, motivation and
profundity. Job enrichment is largely dependent on job
enlargement, whereas job enlargement has no such
dependency. Job enlargement expands horizontally when
compared to job enrichment, which expands vertically. Vertical
growth of job or augmentation is helpful to obtain managerial
rights. In spite of mutual dependency, managerial duties are
sanctioned, as in the case of enhancement. The employee
focuses more on job depth, which does not happen in job
enlargement. Job enrichment has a greater motivational impact
than job enlargement. The job enlargement theory involving
horizontal expansion to increase job satisfaction and productivity
is relatively simple, and applied in numerous situations. Job
enrichment, when compared to job enlargement, not only
includes more duties and responsibilities, but also gives the right
of decision making and control.

IAS PCS Pathshala

 Job Enrichment

Job Enrichment is a job design technique that varies the

concept of job enlargement. Job enrichment adds new sources
of job satisfaction by increasing the level of responsibility of the
employee in organization.

While job enlargement is considered as horizontal restructuring

method, job enrichment is considered as vertical restructuring
method of moral excellence of giving the employee additional
authority, autonomy, and control over the way the job is
accomplished. Also called job enhancement or vertical job
expansion.

Job enrichment
is an attempt to motivate employees by giving them the
opportunity to use the range of their abilities. It is an idea
that was developed by the American psychologist
Frederick Hertzberg in the 1950s. It can be contrasted to
job enlargement which simply increases the number of
tasks without changing the challenge. As such job
enrichment has been described as 'vertical loading' of a
job, while job enlargement is 'horizontal loading'. An
enriched job should ideally contain: A range of tasks and
challenges of varying difficulties (Physical or Mental)

A complete unit of work - a meaningful task

Feedback, encouragement and communication

Job enrichment is a type of job redesign intended to reverse the

effects of tasks that are repetitive requiring little autonomy.
Some of these effects are boredom, lack of flexibility, and
IAS PCS Pathshala
employee dissatisfaction (Leach & Wall, 2004). The underlying
principle is to expand the scope of the job with a greater variety
of tasks, vertical in nature, that require self-sufficiency. Since the
goal is to give the individual exposure to tasks normally reserved
for differently focused or higher positions, merely adding more of
the same responsibilities related to an employee's current
position is not considered job enrichment.

Definition:
Job Enrichment is the addition to a job of tasks that increase the
amount of employee control or responsibility. It is a vertical
expansion of the job as opposed to the horizontal expansion of a
job, which is called job enlargement. ------About
management.com

A job design technique that is a variation on the concept of job

enlargement. Job enrichment adds new sources of job
satisfaction by increasing the level of responsibility of the
employee. While job enlargement is considered a horizontal
restructuring method, job enrichment is a vertical restructuring
method by virtue of giving the employee additional authority,
autonomy, and control over the way the job is accomplished.
Also called job enhancement or vertical job expansion. --
---Business Dictionary.com

Job enrichment is a way to motivate employees by giving them increased responsibility and variety
in their jobs. Many employers traditionally believed that money was the only true motivating factor
for employees and that if you wanted to get more work out of employees, offering them more
money was the only way to do it. While that may be true for a small group of people, the majority of
workers today like to work and to be appreciated for the work they do. Job enrichment— allowing
the employees to have more control in planning their work and deciding how the work should be
accomplished—is one way to tap into the natural desire most employees have to do a good job, to
be appreciated for their contributions to the company, and to feel more a part of the company team.

Job enrichment has its roots in Frederick Herzberg's two-factor theory,

according to which two separate dimensions contribute to an employee's
behavior at work. IAS PCS Pathshala
 The first dimension, known as hygiene factors, involves the presence or absence of job
dissatisfactors, such as wages, working environment, rules and regulations, and supervisors.
When these factors are poor, work is dissatisfying and employees are not motivated.
However, having positive hygiene factors does not cause employees to be motivated; it
simply keeps them from being dissatisfied.

The second dimension of Herzberg's theory refers to motivators, which are factors that satisfy
higher-level needs such as recognition for doing a good job, achievement, and the
opportunity for growth and responsibility. These motivators are what actually increase job
satisfaction and performance. Job enrichment becomes an important strategy at this point
because enriching employees' jobs can help meet some of their motivational needs. There
are basically five areas that are believed to affect an individual employee's motivation and job
performance: skill variety, task identity, task significance, autonomy, and feedback. Job
enrichment seeks to find positive ways to address each of these areas and therefore improve
employee motivation and personal satisfaction.

Skill variety involves the number of different types of skills that are used to do a job. This area is
important because using only one skill to do the same task repeatedly can be quite boring, typically
causing the employee's productivity to decrease after a period of time. However, using a variety of
skills in a job will tend to keep the employee more interested in the job and more motivated.

One way businesses are focusing on this area is through job rotation, that is, moving employees
from job to job within the company, thereby allowing employees a variety of tasks in their work and
helping prevent boredom. While this process can be costly to the company because employees
must be trained in several different areas, the cost tends to be balanced by the increase in morale
and productivity. Job rotation also gives each employee the opportunity to see how the different
jobs of a company fit together and gives the company more flexibility in covering tasks when
workers are absent. However, while job rotation is a good way to enrich employees' jobs, it can also
hinder performance: Having to know several different jobs in order to rotate, can prevent
employees from becoming proficient at any of the jobs. Therefore, the advantages and
disadvantages of job rotation as an enrichment strategy have to be carefully weighed.

Task identity is a matter of realizing a visible outcome from performing a task. Being able to see the
end result of the work they do is an important motivator for employees. One way to make task
identity clearer is through job enlargement, which means adding more tasks and responsibilities to
an existing job. For example, instead of building just one component part of a humidifier, a team of
employees builds the entire product from start to finish. When using job enlargement as an
enrichment strategy, it is important that enlarging the job gives the employee more responsibility
and more variety, not just more work.
IAS PCS Pathshala
Task significance involves how important the task is to others in the company, which is important in
showing employees how the work they do fits in with that done in the rest of the organization. If
employees can see how their work affects others, it will be a motivator to do the best job they can.

Many companies take new employees on a tour of the company and provide training sessions on
how each part of the company works together with the other parts. In order to accept and handle
responsibility, it is important that employees know how the various areas of the company work
together; without this knowledge, it is very difficult for them to handle decision-making
responsibilities. Putting employees from different areas of the company into planning teams can
also help them see the significance of the tasks they perform.

Autonomy involves the degree of freedom, independence, and decision-making ability the
employee has in completing assigned tasks. Most people like to be given responsibility; it
demonstrates trust and helps motivate employees to live up to that trust. Responsibility can also
help speed up work processes by enabling the employee to make decisions without having to wait
for management approval. Autonomy is a very important part of job enrichment because it gives the
employee power and a feeling of importance.

A type of job enrichment that restructures work to best match the

employee to the job is job redesign. Job redesign can focus on
combining existing jobs, forming work groups, and/or allowing
closer contact between employees and individual suppliers or
customers. The idea behind job redesign is to match employees
with a job they like and are best qualified to perform. Self-
managed teams are a type of job design whereby employees
are grouped into teams and given certain guidelines to follow as
well as goals to accomplish—and then left alone to accomplish
those goals. Self-managed teams demonstrate the company's
faith in the employees and give employees a feeling of power
and pride in the work they accomplish.

Feedback describes how much and what type of information

about job performance is received by the employee. It is one of
the most important areas for motivation. Without feedback,
employees have no way of knowing whether they are doing
things correctly or incorrectly. Positive feedback helps to
motivate employees by recognizing the efforts they have put into
their work. While monetary rewards for doing a good job can be
IAS PCS Pathshala
a strong incentive, sometimes saying "you did a really good job
on that project" can mean just as much. Corrective feedback is
also important because it lets employees know what areas need
improvement.

Job Enrichment Options

The central focus of job enrichment is giving people more control over their work (lack of control is
a key cause of stress, and therefore of unhappiness.) Where possible, allow them to take on tasks
that are typically done by supervisors. This means that they have more influence over planning,
executing, and evaluating the jobs they do.

In enriched jobs, people complete activities with increased freedom, independence, and
responsibility. They also receive plenty of feedback, so that they can assess and correct their own
performance. Here are some strategies you can use to enrich jobs in your workplace:

Rotate Jobs – Give people the opportunity to use a variety of skills, and perform different kinds
of work. The most common way to do this is through job rotation. Move your workers through
a variety of jobs that allow them to see different parts of the organization, learn different skills
and acquire different experiences. This can be very motivating, especially for people in jobs
that are very repetitive or that focus on only one or two skills.

Combine Tasks – Combine work activities to provide a more challenging and complex work
assignment. This can significantly increase "task identity" because people see a job through
from start to finish. This allows workers to use a wide variety of skills, which can make the
work seem more meaningful and important. For example, you can convert an assembly line
process, in which each person does one task, into a process in which one person assembles
a whole unit. You can apply this model wherever you have people or groups that typically
perform only one part of an overall process. Consider expanding their roles to give them
responsibility for the entire process, or for a bigger part of that process.

Identify Project-Focused Work Units – Break your typical functional lines and form project-
focused units. For example, rather than having all of your marketing people in one
department, with supervisors directing who works on which project, you could split the
department into specialized project units - specific storyboard creators, copywriters, and
designers could all work together for one client or one campaign. Allowing employees to build
client relationships is an excellent way to increase autonomy, task identity, and feedback.

Create Autonomous Work Teams – This is job enrichment at the group level. Set a goal for a
team, and make team members free to determine work assignments, schedules, rest breaks,
evaluation parameters, and the like. You may even give them influence over choosing their
IAS PCS Pathshala
 own team members. With this method, you'll significantly cut back on supervisory positions,
and people will gain leadership and management skills.

Implement Participative Management – Allow team members to participate in decision making

and get involved in strategic planning. This is an excellent way to communicate to members
of your team that their input is important. It can work in any organization - from a very small
company, with an owner/boss who's used to dictating everything, to a large company with a
huge hierarchy. When people realize that what they say is valued and makes a difference,
they'll likely be motivated.

Redistribute Power and Authority – Redistribute control and grant more authority to workers
for making job-related decisions. As supervisors delegate more authority and responsibility,
team members' autonomy, accountability, and task identity will increase.

Increase Employee-Directed Feedback – Make sure that people know how well, or poorly,
they're performing their jobs. The more control you can give them for evaluating and
monitoring their own performance, the more enriched their jobs will be. Rather than have your
quality control department go around and point out mistakes, consider giving each team
responsibility for their own quality control. Workers will receive immediate feedback, and
they'll learn to solve problems, take initiative, and make decisions.

Job enrichment provides many opportunities for people's development. You'll give them lots of
opportunity to participate in how their work gets done, and they'll most-likely enjoy an increased
sense of personal responsibility for their tasks.

Implementing a Job Enrichment Program

Step One – Find out where people are dissatisfied with their current work assignments.
There's little point to enriching jobs and changing the work environment if you're enriching the
wrong jobs and making the wrong changes. Like any motivation initiative, determine what
your people want before you begin.

Surveys are a good means of doing this. Don't make the mistake of presuming that you know
what people want: Go to the source - and use that information to build your enrichment
options.

Step Two – Consider which job enrichment options you can provide. You don't need to
drastically redesign your entire work process. The way that you design the enriched jobs
must strike a balance between operational need and job satisfaction. If significant changes
are needed, consider establishing a "job enrichment task force" - perhaps use a cross-section
of employees, and give them responsibility for deciding which enrichment options make the
most sense.
IAS PCS Pathshala
 Step Three – Design and communicate your program. If you're making significant changes, let
people know what you're doing and why. Work with your managers to create an enriching
work environment that includes lots of employee participation and recognition. Remember to
monitor your efforts, and regularly evaluate the effectiveness of what you're providing.

Advantages of job enrichment

1. Interesting and challenging job :- When a certain amount of power is given to employees it
makes the job more challenging for them, we can say that job enrichment is a method of
employee empowerment.

2. Improves decision making :- Through job enrichment we can improve the decision making
ability of the employee by asking him to decide things in his job.

3. Motivation speaks of these higher order needs e.g. Ego and esteemed needs, self-
actualization etc. These needs can be achieved through job enrichment.

4. Reduces work load of superiors :-Job enrichment reduces the work load of senior staff. When
decisions are taken by juniors the seniors work load is reduced.

Disadvantages of job enrichment

1. Job enrichment is based on the assumptions that workers have complete knowledge to take
decisions and they have the right attitude. In reality this might not be the case due to which
there can be problems in working.

2. Job enrichment has negative implications ie. Along with usual work decision making work is
also given to the employees and not many may be comfortable with this.

3. Superiors may feel that power is being taken away from them and given to the junior’s. This
might lead to ego problems.

4. This method will only work in certain situations. Some jobs already give a lot of freedom and
responsibility; this method will not work for such jobs. Some people are internally dissatisfied
with the organization. For such people no amount of job enrichment can solve the problem.

Job enrichment Key Points:

Job enrichment is a fundamental part of attracting, motivating,
IAS PCS Pathshala
and retaining talented people, particularly where work is
repetitive or boring. To do it well, you need a great match
between the way your jobs are designed and the skills and
interests of the employees working for you.

When your work assignments reflect a good level of skill variety,

task identity, task significance, autonomy, and feedback,
members of your team are likely be much more content, and
much less stressed. Enriched jobs lead to more satisfied and
motivated workers.

Your responsibility is to figure out which combination of

enrichment options will lead to increased performance and
productivity.

IAS PCS Pathshala

 Recruitment meaning - Basic contents of

Recruitment notification - Sources of

recruitment

Recruiting refers to the process of attracting potential job

applicants from the available labour force. Every organization
must be able to attract a sufficient number of the job candidates
who have the abilities and aptitudes needed to help the
organization to achieve its objectives. An effective employee
selection procedure is limited by the effectiveness of recruiting
process. Outstanding job candidates cannot be selected if they
are not included in the applicant pool. The recruitment process
also interacts with other personnel functions, especially
performance evaluation compensation training and development
and employee relations. Recruiting is typically a human resource
function.

Recruitment and Selection are interchangeable words used

frequently by many and Recruitment is most commonly used
word than the word selection. But there is difference between
these two terms. Recruitment is a activity to find people who like
to join organisation. In other words it is the process of inviting
candidates for applying to job through various modes in which
organisation asks for. selection takes place only after inviting
candidates. As the human resource/ Manpower/ employees are
pillars and key assets for any organisation, recruitment is the
only way to raise manpower needed for organisation.

IAS PCS Pathshala

Recruitment is nothing but inviting the candidates to apply for
the jobs advertised or vacant . subsequently the candidates who
are identified as qualified to a job which is advertised is asked to
go through the selection process which consists of different
kinds of tests for knowing knowledge, skills and attitude that are
required for performing to a particular job. To put in simple
words recruitment is a process of calling candidates by way of
giving notification in the newspapers, advertisements, publishing
on websites and contacting drop consultancies, et cetera.
Simply mean without the recruitment, there is scope for selection
process. All the candidates who are invited in the recruitment,
cannot be deemed as selected because candidates have to go
through selection process for proving their talent.

Meanings of recruitment:
Recruitment is the process of discovering competent employee
out of available candidates in the market who are suitable to job
and according to organisation requirements.

Recruitment is the process of attracting prospective employees

and stimulating them for applying job in an organization.

Recruitment Procedure

Before going for recruitment, careful study is needed about jobs which are to be kept under
recruitment. Careful study is nothing but doing Job analysis which is otherwise called as collection
of every information about the job so as to figure out exact candidate needed to perform said job.

HR manager needs careful attention and should be diligent while going for recruitment of human
resource, since it grabs attention of prospective employees at large. However it is not so easy to
find out skilled people. Hence various tests in selection process helps to identify potential candidate
needed for an organisation. Coming to procedure for recruitment, it depends on nature and size of
organisation. But concept of recruitment is one and same.

Recruitment takes place in various modes which are basically categorised into two, first one is
internal recruitment and external recruitment, which are elaborately explained IAS
in detailed below.
PCS Pathshala
Whatever the mode of recruitment preferred by an organisation, it should be clear in what an
organisation needs and easily understandable by prospective employees at large so as to avoid
frivolous and unsolicited applications which will consume lot of time for an organisation to identify
them. Hence organisation should be clear and thoroughly check before posting recruitment.

Basic contents of Recruitment notification

1. It contains brief about an organisation which is recruiting.

2. Contains number of posts/jobs lying vacant in an organisation.

3. Contains number of jobs in reserved category. (especially in government organisation jobs

are allotted to reserved category).

4. Contains information about gender needed for the jobs. (For example: Male or female)

5. Contains information about educational qualification needed to qualify for applying to job.

6. Contains information about work experience needed. (points from 2 to 6 are nothing but
called as Job specifications, it is a statement that describes about specifications needed by a
candidate to have qualified for a applying said job)

7. It contains most important information that is, Job description, which is the statement of
information about duties and responsibilities of the job.

8. Contains information about salary particulars, employee benefits and other allowances to be
provided.

9. Selection tests which must be passed by candidates so as to have job.

10. Terms and conditions if any.

Recruitment scenario in the USA

The Equal Employment Opportunity Commission (EEOC), is charged with enforcing federal law
against discrimination based on

Race.

Color.

National origin.

Sex.

Age (between 40 and 70).

IAS PCS Pathshala
 Disability.

Veteran status.

Handicap.

Religion.

Title VII of the Civil Rights Act of 1964 prohibits employment practices that discriminate on the
basis of sex. The law covers employers with fifteen or more employees, and prohibits sex-based
discrimination in hiring, advancement, or any other terms or conditions of employment. The law
also includes discrimination based on maternity, pregnancy and sexual orientation.

Recruitment scenario in India

According to the Indian Constitution, Article 15(1) prevents the state from discriminating against a
citizen based on religion, race, caste, sex, descent, place of birth, or residence, [Article 16] Equality
of opportunity in matters of public employment. Article 16(1) There shall be equality of opportunity
for all citizens in matters relating to employment or appointment to any office under the State.
Article 16(2) states that no discrimination on these grounds can be shown by the state in
government recruitment. Article 16(4) allows the state to make provisions for reservation in
appointments or posts in favour of any backward classes which is not adequately represented in
government services.

Facts [+]

The HR Employment Manager directs the organization's recruitment, screening, interviewing,

selection, and placement activities. They manage employment functions and staff members. In
addition, they extend job offers and establish starting salaries, arrange advertising or employment
agency services, and produce affirmative action or college recruiting programs.

The HR Recruiter screens and interviews potential employees on behalf of the organization. They
conduct pre-employment tests and reference checks as well as provide training and guidance to
hiring managers on policies, process, and regulatory issues. Additionally, they may place
employment advertisements and analyze reports and trends.

According to the book "Job Search Basics, Third Edition" by Michael Farr, the most available jobs are
with medium and small organizations versus larger companies. Companies with less than 250
employees account for 71% of the job market. Companies with 250 to 999 employees account for
16 percent. Companies with more than 1,000 employees account for the remaining 13 percent.

In planning recruiting activities, an organization needs to know how many applicants must be
recruited. Since some applicants may not be satisfactory an others may not accept the job offers,
and organization must recruit more applicants than it expects to hire. Now we will discuss the
different sources of recruitment that are available to organization:
IAS PCS Pathshala
Recruiting Sources opted by Applicants

IAS PCS Pathshala

Advantages and disadvantages are associated with promoting from within the organization (internal
recruitment) and hiring from outside the organization (external recruitment) to fill openings.
Promotion from within generally is thought to be a positive force in rewarding good work, and some
organizations use it well indeed. However, if followed exclusively, it has the major disadvantage of
perpetuating old ways of operating. In addition, there are equal employment concerns with using
internal recruiting if protected-class members are not already represented adequately in the
organization.

Facts [+]

Surprisingly, 88% of American respondents seemed not to mind if prospective employers checked
their profiles on social media (including Facebook and Twitter) as part of a recruitment process. Job
applicants are often told to keep their social media pages hidden from potential employers, but
apparently most Americans expect their online lives to add weight to hiring decisions. Just over a
IAS PCS Pathshala
half (50.3%) felt that it would not make a difference to their view of an organization if their social
media profiles were looked at during the recruitment process and 29.7% said that it would have a
positive impact on the their view of that company.

According to a recent survey of 1,275 employers in the U.S. conducted by Manpower, Inc., the top
ten most difficult jobs to fill by employers are: sales reps, engineers, nurses, technicians,
accountants, administrative assistants, drivers, call center operators, machinists, and
management/executives.

According to the U.S. Department of Labor, overall employment of human resources, training, and
labor relations managers and specialists is expected to grow faster than the average for all
occupations through 2014. In addition to openings due to growth, many job openings will arise from
the need to replace workers who transfer to other occupations or leave the labor force.

Internal Recruitment Sources

1. Promotion and Transfer

Many organizations choose to fill vacancies through promotions or transfers from within whenever
possible. Although most often successful, promotions from within have some drawbacks as well.
The person’s performance on one job may not be a good predictor of performance on another,
because different skills may be required on the new job. For example, not every good worker
makes a good supervisor. In most supervisory jobs, an ability to accomplish the work through
others requires skills in influencing and dealing with people that may not have been a factor in
nonsupervisory jobs.

It is clear that people in organizations with fewer levels may have less frequent chances for
promotion. Also, in most organizations, promotions may not be an effective way to speed the
movement of protected-class individuals up through the organization if that is an organizational
concern.

2. Job posting
An organization can also use the policy of job posting as a internal recruitment source. In the job
posting system the organization notifies its present employees about job openings through the use
IAS PCS Pathshala
of bulletin boards, company publications, or personal letters. The purpose of the job posting is to
communicate that the job opening exists. An effective job posting system involves the following
guidelines:

Job posting should be prominent. Clear job specification should be communicated so that
applicants assess themselves either they are eligible to apply or not. Once the decision is made, all
applicants should be informed about the decision. Job posting systems generally work quite well.

3. Contacts and Employee Referrals

At least 65% recruiters in India use employee referral programmes to get quality talent: Survey ET
Bureau | 20 Oct, 2015

At least 65 per cent of recruiters are using their employee referral programmes to get talent people
in India, according to a recruitment trends survey conducted by LinkedIn, shared with Economic
Times.The India Recruiting Trends 2016 study was conducted among 298 Indian recruiters or
talent acquisition decision makers who work in a corporate HR department and have some
authority in their company's recruitment solutions budget. These individuals focus exclusively on
recruiting, manage a recruiting team, or are HR generalists.

Indian recruiters were also the most confident about measuring the quality of their hires (54 per
cent) as opposed to recruiters in markets like China (20 per cent) and Australia (19 per cent).
Nearly 39 per cent agreed that quality of hire was the most valuable performance metric, 55 per
cent said employee referral programmes were the top source of quality hires, 37 per cent either
shared or contributed to employer branding with other functions, and 36 per cent said employee
retention was top priority.

Employee referrals are more trustworthy and help hire good quality skills in the system.Experts
have claimed that employee referral schemes have helped them enhance the retention levels and
mitigate recruitment costs.

Many firms have found that their employees can assist in the recruitment process. Employees may
actively solicit applications from their friends and associates. Before going outside to recruit
employees, many organizations ask present employees to encourage friends or relatives to apply
for the job openings. Contacts and referrals from the present employees are valuable sources of
recruits. Employee referrals are relatively inexpensive and usually produce quick responses.
However some organizations are concerned about problems that result from hiring friends of
employees for example, the practice of hiring friends and relatives favoritisms, cliques etc.

IAS PCS Pathshala

4. Recruiting Former Employees and Applicants
Former employees and former applicants are also good internal sources for recruitment. In both
cases, there is a time-saving advantage, because something is already known about the potential
employee.

FORMER EMPLOYEES

Former employees are considered an internal source in the sense that they have ties to the
company. Some retired employees may be willing to come back to work on a part-time basis or
may recommend someone who would be interested in working for the company. Sometimes people
who have left the company to raise a family or complete a college education are willing to come
back to work after accomplishing those personal goals. Individuals who left for other jobs might be
willing to return for a higher rate of pay. Job sharing and flexitime programs may be useful in luring
back retirees or others who previously worked for the organization. The main advantage in hiring
former employees is that their performance is known.

Some managers are not willing to take back a former employee. However, these managers may
change their attitudes toward high-performing former employees as the employment market
becomes more competitive. In any case, the decision should depend on the reasons the employee
left in the first place. If there were problems with the supervisor or company, it is unlikely that
matters have improved in the employee’s absence. Concerns that employers have in rehiring
former employees include vindictiveness or fear of morale problems among those who stayed.

FORMER APPLICANTS AND PREVIOUS “WALK-INS”

Another potential source of applicants can be found in the organizational files. Although not entirely
an internal source, those who have previously applied for jobs can be re contacted by mail, a quick
and inexpensive way to fill an unexpected opening.

Applicants who have just “walked in” and applied may be considered also. These previous walk-ins
are likely to be more suitable for filling unskilled and semiskilled jobs, but some professional
openings can be filled by turning to such applications. One firm that needed two cost accountants
immediately contacted qualified previous applicants and was able to hire two individuals who were
disenchanted with their current jobs at other companies.

5. Compassionate appointments
Compassionate appointment is an appointment/ Job given to legal heir (dependent) who is wife or
son or daughter of an employee who was deceased while in the service or if employee met with an

IAS PCS Pathshala

accident which caused permanent disablement while in the service or went missing for seven years
or more. These sort of appointments are mainly seen in the government organisations.

Points to remember about compassionate appointments

1. married son is not treated as dependent on the government servant

2. married daughter is treated as dependent on the government servant for compassionate

appointment and she should support other dependents of the family

3. Who are considered dependent Family Members

4. Dependent Family Member means:

5. a) spouse;

6. b) son (including adopted son); or

7. c) daughter (including adopted daughter); or

8. d) brother or sister in the case of unmarried government servant; or

9. e) member of the Armed Forces, who was wholly dependent on the Government
servant/member of the Armed Forces at the time of his death in harness or retirement on
medical grounds, as the case may be.

10. The lower age limit cannot be relaxed below 18 years of age for compassionate appointment.

11. Upper age limit can be relaxed if necessary.

In ‘State Bank of India and Others V. Jaspal Kaur’ – 2007 (2) TMI 581 -
SUPREME COURT OF INDIA

The Supreme Court held that it is clear that the public post is not heritable, therefore the right to
compassionate appointment is not heritable property.

Unrecognised Adopted kin cannot seek employment on

compassionate grounds: Telangana High Court
Read Judgement below

In WP 26868/2019, Syed Sarwar Ahmed Vs The Union Government of India, the Telangana high
court on 04-11-2019 declared that since Muslim Personal Law does not recognise the adoption,
claims from the adopted kin for employment on compassionate grounds cannot be entertained.

The bench comprising chief justice Raghavendra Singh Chauhan and justice A Abhishek Reddy
IAS PCS Pathshala
was dealing with a writ plea filed by one Syed Sarwar Ahmed who was aggrieved with an order of
the Central Administrative Tribunal (CAT) which refused his claim.

According to the petitioner, after the death of his adoptive father, he was entitled to be appointed as
a Grameen Dak Sevak, a village postman on compassionate grounds. The postal department
rejected the claim. The tribunal in its order pointed out that he had failed to produce documents in
proof of ceremony of adoption. He filed an appeal against this order in the high court.

The division bench which went through the documents held that since Muslim Personal Law does
not recognise the adoption, the performance of ceremony and proof thereof was irrelevant. The
bench further held that compassionate appointment was not a matter of right. It is only an
exception. The bench accordingly dismissed the writ plea.

Child of a second wife of an employee could not be denied compassionate

appointment on that ground alone -Supreme Court of India.

Read judgement below.

The facts, in brief, an employee of the Indian Railways had two wives, appellant No.2, was his first
wife and The appellant No.1 Mukesh Kumar is his son through his second wife. Employee died in
service, after that, the appellant No.2 made a representation dated seeking the appointment of her
step-son/appellant No.1 under the scheme for appointments on compassionate grounds. The
Respondent-Union rejected the representation because appellant No.1, being the second wife's
son, is not entitled to such an appointment.

Court relied upon the judgement- Union of India v. V.R. Tripathi wherein, in the context of this very
circular and policy of the railways, it held that a child of a second wife of an employee could not be
IAS PCS Pathshala
denied compassionate appointment on that ground alone.

Court held that

As we have held that appellant No.1, Shri Manish Kumar, cannot be denied consideration under the
scheme of compassionate appointments only because he is the son of the second wife, there shall
be a direction to consider

his case as per the extant policy. The Authorities shall be entitled to scrutinize whether the
application for compassionate appointment fulfils all other requirements in accordance with the law.
The process of consideration of the application shall be completed within a period of three months
from today.

Children born from void marriages entitled to compassionate

appointment : Supreme Court.
Read Judgement below

In a recent judgment, the Supreme Court held that children born out of a void marriage are
legitimate children, and cannot be denied the benefits of compassionate appointment.

Noting that “children do not choose their parents”, the judgment delivered by a Bench of Justices
DY Chandrachud and MR Shah states that to deny compassionate appointment to a child born of a
void marriage is “deeply offensive”.

“Children do not choose their parents. To deny compassionate appointment though the law treats a
child of a void marriage as legitimate is deeply offensive to their dignity and is offensive to the
constitutional guarantee against discrimination.”
IAS PCS Pathshala
Through this appeal filed by the Union of India, a decision of the Bombay High Court was
challenged wherein compassionate appointment of the respondent, who is a child born from a
second marriage, was allowed.

The father of the respondent was employed by the Central Railways in Mumbai and during the term
of his service, contracted a second marriage. Upon the demise of his father, the respondent applied
for compassionate appointment, which was rejected by the Central Railways Authorities.

The respondent then approached the Central Administrative Tribunal against the rejection of his
application, and the Tribunal ruled in his favour. A review petition filed by the Central Railways
against this order was dismissed, which an appeal before the Bombay High Court.

In the meanwhile, the Railway Board issued a circular stating that compassionate appointment
cannot be granted to children born from a second marriage of a deceased employee.

The High Court, ruling that a child born in a second marriage is recognised as a legitimate child,
found no merits in the petition and upheld the Tribunal’s decision. Aggrieved by the same, the
Railway Authorities appealed before the Supreme Court.

Additional Solicitor General Aman Lekhi, appearing for the Centre, submitted that the rights of a
child born in a second marriage were only with respect to inheritance and property, whereas the
right to employment was not an inheritable right. It was also submitted that since the heirs of a
deceased employee do not have a right to a compassionate appointment, the Central Agencies can
form policy in a way to exclude spouses of second marriages or children born from them.

Advocates Arjun Singh Bhati and Apurv Parashar, arguing on behalf of the respondent, pointed out
that the Hindu Marriage Act recognises as legitimate, those children born from null and void
marriages. It was also argued that as a policy decision, a spouse of a null and void marriage may
be excluded, but a child recognised as legitimate by the law of the land, cannot.

While considering the question of whether compassionate appointment can be treated as a right,
the Court observed that it is an entitlement and not a right. It went on to examine the object and
purpose of such a scheme.

“Compassionate appointment is intended to alleviate the hardship that the family of a deceased
employee may face upon premature death while in service. Compassionate appointment, in other
words, is not founded merely on parentage or descent, for public employment must be consistent
with equality of opportunity which Article 16 of the Constitution guarantees.”

The Court also dwelled upon the issue of whether a policy can exclude children born from null
marriages. It concluded that while the law holds marriages contracted the during subsistence of a
valid marriage as void, children born from the same are treated as legitimate children. The law
extends all the rights and protections to such children and the State cannot go against the
IAS PCS Pathshala
principles of Article 14 to exclude such children while devising a policy, the Court held.

“Undoubtedly, while designing a policy of compassionate appointment, the State can prescribe the
terms on which it can be granted. However, it is not open to the State, while making the scheme or
rules, to lay down a condition which is inconsistent with Article 14 of the Constitution. The purpose
of compassionate appointment is to prevent destitution and penury in the family of a deceased
employee.”

It went on to hold that the Railway Board’s circular creates two categories of legitimate children of
deceased employees. Holding that such classification bears no nexus to the object sought to be
achieved, the Court held,

“Having regard to the purpose and object of a scheme of compassionate appointment, once the law
has treated such children as legitimate, it would be impermissible to exclude them from being
considered for compassionate appointment. Children do not choose their parents. To deny
compassionate appointment though the law treats a child of a void marriage as legitimate is deeply
offensive to their dignity and is offensive to the constitutional guarantee against discrimination.”

Therefore, the Court highlighted that the respondent in the case meets all the requirements
essential for applying for a compassionate appointment, and dismissed the appeal.

Compassionate appointment- Policy which was prevailing at the

time when the deceased employee died/the application was made
only is required to be considered - Supreme Court
IAS PCS Pathshala
Read judgement below

Petitioner's father was worked as an Assistant Teacher in a school run by Urdu Education Society
and he died due to heart attack.

Upon petitioner's mother's and siblings' consent, the petitioner sought a compassionate
appointment for the post of Assistant Primary Teacher since the same was vacant, by approaching
the High Court. Their petition was opposed by the Urdu Education Society on the ground that
compassionate appointments could not be made when the family was having sufficient sources of
income.

Court held that

It cannot be disputed that the appointment on compassionate ground is required to be made only
as per the policy of the Government and only in a case where the eligibility criteria under the
Scheme has been satisfied.

It also cannot be disputed that the policy which was prevailing at the time when the deceased
employee died/the application was made only is required to be considered.

In view of the above, it cannot be said that the High Court has committed any error which calls for
interference of this Court in exercise of powers under Article 136 of the Constitution of India.

Hence, the Special Leave Petition is dismissed. Pending applications stand disposed of.

IAS PCS Pathshala

External Source of Recruitment

A broad variety of methods are available for external recruiting. An organization should are fully
assess the kinds of positions it wants to fill and select the recruiting methods that are likely to
reduce the best results.

There are some employee needs that a firm must fill through external recruitment. Among them
are: filling entry-level jobs, acquiring skills not possessed by current employees, and obtaining
employees with different backgrounds to provide new ideas.

Facts[+]

Nearly 75% of job-seekers still use newspapers to look for employment, according to a report
released by the Conference Board. The survey of five-thousand households found nearly sixty
percent of job-seekers use the Internet to look for employment. The Western U.S. is the only area
of the country where the Internet topped newspapers among those seeking jobs.

1. Campus Recruitment
At the college or university level, the recruitment of graduating students is a large-scale operation
for many organizations. Most colleges and universities maintain placement offices in which
employers and applicants can meet. However, college recruiting presents some interesting and
unique problems. The major determinants affecting an employer’s selection of colleges at which to
conduct interviews are:

Current position requirements

Experiences with placement offices and previous graduates

Organizational budget constraints

Cost of available talent (typical salaries)

Market competition

College reputation

College recruiting can be expensive; therefore, an organization should determine if the positions it
is trying to fill really require persons with college degrees. A great many positions do not; yet many
employers insist on filling them with college graduates. The result may be employees who must be
paid more and who are likely to leave if the jobs are not sufficiently challenging. To reduce some of
IAS PCS Pathshala
the costs associated with college recruiting, some employers and college or university placement
services are developing programs using video interviews. With these systems, students can be
interviewed by interviewers hundreds of miles away. There are advantages for both the companies
and students. The firms save travel costs and still get the value of seeing and hearing students. For
students, the system provides a means of discussing their credentials and job openings without
having to miss classes.

Campus sources across top IITs -2018

According to campus sources across top IITs, the company is likely to offer about a package of Rs
1.39 crore for jobs at its Redmond headquarters. The total package of $214,600 will comprise a
base salary of $108,000, performance bonus of $21,600, joining bonus of $15,000 and restricted
stock units worth $70,000. This marks a sharp increase from last year when Microsoft offered a
total package of $136,000 inclusive of base pay ($106,000) and other variables and stock options
to students at IITs for roles in Redmond.

US-based cab aggregator Uber Technologies, another big-ticket recruiter, is offering a base pay of
around $110,000, but lower bonuses and stock options compared with Microsoft, which puts its
total package at about $155,000 (Rs 99.87 lakh).

Samsung Korea, which recruited through the pre-placement offer route at certain campuses, is
offering around $150,000 (Rs 96.8 lakh), said placement team members. US-based cloud data
management company Rubrik is paying around $115,000 (Rs 74 lakh). Apart from them, other
companies offering high domestic packages include Tower Research (Rs 32-42 lakh), depending
on the profile.

https://economictimes.indiatimes.com/jobs/microsoft-set-to-offer-the-fattest-pay-package-of-rs-1-39-crore-at-iits-this-

year/articleshow/61870613.cms

IIT Delhi students bag nearly 102 jobs.

The Department of Management Studies of IIT Delhi has finished its final placements for the year
2016-18 batch. The institute got 56 recruiters- the highest it has seen, claimed by the institute. A
total of 102 job offers were made to 91 students. Of the total students in the batch, around 25%
were offered pre-placement offers (PPOs). The number of first-time recruits stood at 29 this year.

Among the recruiters were Google, GE, Deloitte, Amazon, Shell, Rockwell Automation, Maersk
Line, Accenture Strategy, Shell and KPMG, among others. Sales and marketing roles accounted for
the highest number of profiles at 30%, followed by IT & consulting at 29% and finance and general

IAS PCS Pathshala

management at 21%. The remaining 20% pertained to the operations domain.

https://economictimes.indiatimes.com/jobs/iit-delhi-students-bag-102-offers-average-salary-rs-16-5-lakh-per-

year/articleshow/63580680.cms

2. Competitors and other Firms

Competitors and other firms in the industry or geographic area may be the most important source of
recruits for positions in which recent experience is highly desired.

3. Employment Agencies
Every state in any country like every state in the United States has its own state-sponsored
employment agency. These agencies operate branch offices in many cities throughout the state
and do not charge fees to applicants or employers.

Private employment agencies also are found in most cities. For a fee collected from either the
employee or the employer, usually the employer, these agencies do some preliminary screening for
an organization and put the organization in touch with applicants. Private employment agencies
differ considerably in the level of service, costs, policies, and types of applicants they provide.
Employers can reduce the range of possible problems from these sources by giving a precise
definition of the position to be filled.

India

Mar, 2012, NEW DELHI: Employability measurement company Aspiring Minds plans to set up 30
facilities over the next year, which will help job seekers to connect with potential recruiters
nationally. The facilities will work as employment exchanges and the company will invest up to Rs
20 crore with the help of the local institutes in this effort.

Tips to Find a Job Through a Staffing Agency

Over the past years, more and more people have preferred finding work using staffing agencies.
They offer career opportunities for professionals who lack experience or seek a career change.

Candidates can be placed in full-time, part-time, and project-based contracts for both short-term
and long-term assignments. It's not uncommon for candidates to get placed with businesses in
other countries.
IAS PCS Pathshala
Here are some tips on how to successfully find a job through a staffing agency:

Choose the right agency

There are staffing firms in most major cities offering a wide range of services. If you live
somewhere that doesn't have a lot of options, pick a company with a presence in another city that's
not too far away. That way, if you get an interview or start working with one of their clients, you
won't have to move.

Take advantage of staffing services

If all goes well, a staffing agency will help you land a full-time job that might be the long-term
position you've been searching for.

But even if the agency can't help you find work immediately, its services shouldn't cost you
anything — the client is responsible for paying the fee if there is one.

Staffing agencies are also a good resource for résumé updates or other advice on how to improve
your chances of getting hired.

Be open-minded to different types of work

You have to be open-minded about different types of jobs that may be available. You may have had
an idea about the type of work you would like to do, but if it isn't available through the agency, you
may need to consider other options.

The benefits to this are that if you are open-minded about different types of jobs, then the chances
of finding a position will increase because there is more opportunity for finding something that fits
with your qualifications and experience.

Bottom Line

When you talk to a staffing agency, they will make sure that they find the best fit for you.

They will ask questions to see if you would be interested in the job that they have available before
they put an application in on your behalf.

Staffing agencies are fantastic because they can look into all of the different opportunities that are
out there and see which ones would be the best fit for you.

You don't have to worry about misspelling or coming off less than serious when applying; with a
staffing agency, they will take care of all of those details.

IAS PCS Pathshala

4. Labor Unions
Labor unions are a source of certain types of workers. In some industries, such as construction,
unions have traditionally supplied workers to employers. A labor pool is generally available through
a union, and workers can be dispatched to particular jobs to meet the needs of the employers.

In some instances, the union can control or influence recruiting and staffing needs. An organization
with a strong union may have less flexibility than a non-union company in deciding who will be hired
and where that person will be placed. Unions also can work to an employer’s advantage through
cooperative staffing programs, as they do in the building and printing industries.

5. Executive Search Firms

Executive search (informally headhunting) is the process of recruiting individuals to fill senior
executive positions in organizations especially like chief executive officers or managing directors.
Executive search may be performed by an organization's board of directors, or by an outside
executive search firm hired by the organization. Some executive search firms are regional, while
others are global. Many specialize in a particular sector. (Companies in India are pumping up hiring
at senior management levels again, as a nearly 35% improvement in executive search firms'
business in the previous quarter indicates. )When corporate entities elect to use an outside
Executive Search Firm, it is usually because they lack the internal research resources, networks, or
evaluative skills to properly recruit for themselves. Using an outside firm also allows the corporate
entity the freedom of recruiting from competitors without doing so directly, and the ability to choose
among candidates that would not be available through internal or passive sourcing methodologies.

An executive search firms representatives often visit the clients offices and interview the company's
management. This enables them to gain a clear understanding of the company's goals and the job
qualifications required- After obtaining this information, they contact and interview potential
candidates, check references, and refer the best-qualified person to the client for the selection
decision. Search firms maintain databases of resumes for this process. Other sources used include
networking contacts, files from previous searches, specialized directories, personal calls, previous
clients, colleagues, and unsolicited resumes. The search firms task is to present candidates that
are eminently qualified to do the job and it is the company's decision whom to hire.

Leading Executive Search firms in India

IAS PCS Pathshala
ABC Consultants: Chairman’s High Circle (CHC) is the executive search arm of ABC Consultants.

ACCORD GROUP INDIA is a boutique retained executive search firm specializing in CXO (Chief
executive officer) and specialist searches.

Egon Zehnder International was founded in 1964.

EMA Partners International is a 25 year old global search firm , with offices located in most major
markets around the globe.

Spencer Stuart is one of the world’s leading executive search consulting firms. The company
operates out of 53 offices in 29 countries.Founded in 1956.

Executive Access was established in 1988, and is focused on Asia Pacific region. The company is
headquartered in Hong Kong, and has its India office in Mumbai.

Gilbert Tweed Associates Pvt. Ltd., a leading executive search practice in India is an international
partner of Gilbert Tweed International Inc., New York. The company has three offices in India i.e.
New Delhi, Mumbai, and Bangalore.

6. Competitions at campus
Many companies are now realising interviews alone are not enough to gauge candidates.
Competitions at campus by companies have become a good source today to identify best talented
candidate. Many companies like Philips, Godrej, HCL Technologies are conducting Competitions for
business management students to identify best talent and who exactly fits to their organisation.
Philips company has launched "Blueprint" Case study competition that asks students to identify
growth areas for the company and propose business plan. Godrej industries had launched a
competition called "LOUD" (Live out your dream event) for business school students to make
presentation about their dream projects and present a case for why the company should fund it.
Through this competition Godrej senior managers picked seven winners. this company is also
conducting campus recruitment based on case studies are anxious to solve and to show their
analytical ability. HCL Technologies had launched a contest that asks business schools for
suggestions on running tomorrow's enterprise or driving change through Management innovations.

competitions can help students develop the skills they would later need and the hard work needed
to get success, which is the reason behind competitions at campus.

7. Internet Recruiting
IAS PCS Pathshala
[Using the Internet for job-hunting reduces time spent unemployed by an average of 25%.]
Organizations first started using computers as a recruiting tool by advertising jobs on a “bulletin
board service” from which prospective applicants would contact the company. Then some
companies began to take e-mail applications. Now some employers are not only posting jobs and
accepting resumes and cover letters on-line but also are conducting employment interviews on-line.
Advantages for such Internet recruiting by employers include:

Reaching more applicants

Having lower costs and faster response time frames

Tapping an applicant pool conversant with the Net

Facts [+]

Internet job boards are rapidly gaining market share of all advertised jobs. According to
HRAdvice.com, the biggest concerns when recruiting on the Internet include not enough time to
review resumes, too many resumes, too many unqualified applicants due to the ease of application
process, and potential exposure to discrimination charges due to adverse impact.

According to online recruiting commentator Peter Weddle, nearly two-thirds of all companies under-
utilize their corporate web sites for recruiting. Weddle suggests the following recruiting website
improvements: take full advantage of virtually unlimited web space, communicate your company's
image as an employer, attract both active and passive job seekers, and provide a high-quality web
experience.

According to TopJobSites.com, the top three general job websites by traffic ranking are Monster.com,
CareerBuilder.com and HotJobs.com. TopJobSites.com reviews and ranks job and career websites
based on a three month window of traffic volume. In addition to general job sites, the site compiles
rankings for college sites, executive sites, niche sites, diversity sites, and international sites.

Employers often begin the Internet search process by establishing an organization website and
listing jobs on it. Alternatively, companies with a web page that specializes in posting job listings
(an Internet job service)—much like the electronic bulletin board of days gone by—can be used by
job seekers. Finally, online employment agencies can be used to post jobs and find applicants on
the Net. Based on the results of one survey, Figure shows the percentage of applicants who
indicated they planned to use various recruiting resources.

IAS PCS Pathshala

One advantage of Internet recruiting is that it may improve the chances of contacting “passive job
seekers”—those people who are not actively seeking work. Listing at popular job-search Internet
sites is a good way to attract such browsing high-tech workers. Indeed, recent surveys show that
about 37% of companies now use the Net for recruiting, and the rate is increasing rapidly.

Tata Consultancy Services switches to online test to recruit engineering graduates -

2018-Sep

India's largest IT services Company Tata Consultancy Services (TCS) conducted an online campus
hiring initiative aimed at identifying engineers for multi-skilled, multi-functional roles in the company.

The National Qualifier Test (NQT) was conducted on its digital platform, TCS iON and received
over 2.8 lakh registrations across 100 cities.

NQT was open to graduates and post graduates of the year 2019 batch, across all engineering
colleges in India. This re-imagination of the campus hiring process, using sophisticated technology
platforms, has transformed traditional recruitment models and reinforces TCS' philosophy of being
an equal opportunity employer. TCS, through its NQT, followed an unprecedented democratic
process in IT recruitment - giving all students, regardless of their institute and location, an equal
opportunity to prove their passion for technology.

The TCS iON Digital Assessment platform has assessed more than 115 million candidates for over
2,490 unique examinations held for institutions across India.

On selection, human resource functionaries are involved in developing and administering methods
that enable managers to decide which applicants to select and which to reject for the given jobs.

During the selection process, job applicants will be tested and examined by administering various
IAS PCS Pathshala
selection test and methods developed for identifying suitable candidates by Hiring managers. The
Selection test includes preliminary interview or initial screening, written tests include subject
knowledge, attitude and reasoning and final interview.

8. Media Sources
Media sources such as newspapers, magazines, television, radio, and billboards are widely used.
Almost all newspapers carry “Help Wanted” sections, and so do many magazines. For example,
The Wall Street Journal is a major source used to recruit managerial and professional employees
nationally or regionally. Whatever medium is used, it should be tied to the relevant labor market and
provide sufficient information on the company and the job.

Newspapers are convenient because there is a short lead time for placing an ad, usually two or
three days at most. For positions that must be filled quickly, newspapers may be a good source.
However, there can be a great deal of “wasted circulation” with newspaper advertising because
most newspapers do not aim to reach any specialized employee markets. Some applicants are only
marginally suitable, primarily because employers who compose the ads do not describe the jobs
and the necessary qualifications very well. Many employers have found that it is not cost efficient to
schedule newspaper ads on days other than Sunday, the only day many job seekers read them.

In addition to newspapers, other media sources include general magazines, television and radio,
and billboards. These sources are usually not suitable for frequent use but may be used for one-
time campaigns aimed at quickly finding specially skilled workers.

Facts [+]

Nearly 75% of job-seekers still use newspapers to look for employment, according to a report
released by the Conference Board. The survey of 5000 households found nearly 60% of job-
seekers use the Internet to look for employment. The Western U.S. is the only area of the country
where the Internet topped newspapers among those seeking jobs.

CONSIDERATIONS IN USING MEDIA SOURCES

When using recruitment advertisements

in the media, employers should ask five key questions:

What do we want to accomplish?

Who are the people we want to reach?

What should the advertising message convey?

IAS PCS Pathshala
 How should the message be presented?

In which medium should it run?

Figure on the next page shows information a good recruiting advertisement should include. Notice
that desired qualifications, details on the job and application process, and an overview of the
organization are all important.

What to Include in an Effective Recruiting Ad ?

INFORMATION ON THE CANDIDATE

Years of experience

Three to five key characteristics of the successful candidate

INFORMATION ON THE JOB AND PROCESS OF APPLICATION

Job title and responsibilities

Location of job

Starting pay range

Closing date for application

Whether to submit a resume and cover letter

Whether calls are invited or not

Where to mail application or resume

Facts [+]

INDIA

Employment News, a weekly, published in English, Hindi and Urdu languages is the flagship
publication of the Publications Division, Ministry of Information and Broadcasting, Govt. of India.
The unit has been set up to bring out the above weekly journal, with a view to giving information
about employment opportunities to the unemployed and under employed youth of the country and
to help youngsters in making an informed choice about their careers. Initially set up in April 1976.

The weekly carries advertisement for job of Central, State Governments, Public Sector
Undertakings, Autonomous Bodies, universities, admission notices for professional courses,
examination notices and results of organizations like UPSC, SSC and other general recruitment
bodies and mid level career promotion opportunities (Deputation). In addition to this, there is also
an Editorial segment, which carries articles relating to career opportunities. Also the Career
Guidance series contains new and upcoming fields or professional activities with information on the
employment prospects in the area, qualifications required to enter the profession and the institute to
avail education and training.
IAS PCS Pathshala
The target groups of the weekly are basically the Civil Services aspirants, candidates appearing for
competitive exams and interviews, young people on the threshold of taking decision on careers and
professions. The mandate of the weekly is to inform and educate the young people so that they can
make an informed decision about their Careers.

USA

Employee Benefit News has been a top selling publication serving the benefits industry since 1987.
Employee Benefit News is dedicated to helping benefit providers, broker/consultants, plan sponsors
and employees. The magazine provides useful and comprehensive coverage of the ever-changing
business of employee benefits.

The U.S. Department of Labor publishes The Occupational Outlook Handbook every two years. The
handbook is a nationally recognized source of career information for hundreds of various jobs.
Information subjects include required job training and education, earnings, expected job prospects,
what workers do on the job, and working conditions.

9. unsolicited candidates.
Persons who voluntarily come for attending interview or apply for the jobs, or Persons who are
uninvited attending for interview or applying for the job are unsolicited sources of employees. Today
this source has become one of the major sources for employers, especially many employers are
receiving unsolicited e-mails from the candidates seeking job. Employers are also able to find out
competent employees and candidates who meet their requirements for the filling of job available.
Employers are getting most of unsolicited candidates from e-recruitment that is through job
websites and e-mails which has become widely used source of recruitment of employees. Few
employers believe that unsolicited candidates have competence compared to solicited candidates,
Some employers feel that unsolicited candidates have confidence and apply for the job because
they themselves believe that they are competent and suits to Job.

Recruitment Process
The recruitment process begins when you know you need someone new in the Department, either
because an existing staff member has left, or because there is new work to be done. It doesn't
finish until after the appointment has been made.

The main stages are identified in the below flow chart –

IAS PCS Pathshala
Use and effectiveness of various recruitment strategies

IAS PCS Pathshala

 Note: 1 = Not Effective; 2 = Moderately Effective; 3 = Very
Effective

Prisons/ Jails:

Besides punishing criminals for proven guilty, jail authorities are making reforms to bring change in
the lives of prisoners who are having good conduct and character. In India Tihar jail is very well-
known prison which captives most notorious criminals, now bringing reforms in providing
rehabilitation and providing employment for the criminals were proved with good character and
conduct. likewise one of the Indian Banks that is Indian bank has taken surprising step to provide
employment for prisoners who are proved with good character and conduct while imprisonment.
This move has really created one more source of external recruitment for companies who are
looking for candidates with good character and hard-working nature. This could be really great step
ever taken by any company or jails in India. In general no company or organisation offers
employment to the person who is convicted or suffered imprisonment for the proven guilty. Such
persons are normally disqualified and will become ineligible to enter into any contract or any
employment besides companies also verify background of prospect employee before offering job to
such candidates.

In a statement to media (economic times; India) it said Tihar Jail inmates with proven good conduct
and qualifications will soon be working at "non-sensitive" positions at the Indian Bank branch at the
prison.

"We have been associated with Tihar Jail for the past several years and our branch there today has
a business of Rs 100 crore. A proposal to employ Tihar Jail inmates at non-sensitive positions in
the branch has been approved and will soon be implemented," Chairman and Managing Director of
Indian Bank T M Bhasin said.

According to Tihar Jail spokesperson Sunil Gupta, inmates of the Semi-Open Prison (SOP) will get
jobs like that of peon, security guard and computer operator as per their educational qualification.
Prisoners who have a track record of good conduct and are physically and mentally fit are selected
for SOP. To be eligible for stay in SOP, an inmate's jail term should be between five and 12 years.
IAS PCS Pathshala
So far SOP inmates were allotted work on Public Works Department's projects inside the Tihar Jail
complex or at the prison factory. Indian Bank has been closely associated with various activities in
Tihar Jail.

In May 2014 as many as 66 Tihar inmates, who were on the verge of completing their sentences,
were hired by private companies during a recruitment drive on the jail premises. Vedanta Group
and IDEIM India Pvt Ltd offered the highest number of placements while Taj Mahal Group offered
the highest package to Raju Parasnath, who has spent more than eight years in Tihar. Vedanta
Group and IDEIM India Pvt Ltd offered the highest number of placements while Taj Mahal Group
offered the highest package to Raju Parasnath, who has spent more than eight years in Tihar.
Parasnath, who earned the highest package, had completed Bachelor of Social Work from IGNOU
during his stay in jail. Taj Mahal Group of Companies offered him a job of Assistant Business
Development Manager with a salary of Rs 35,000 per month

source:By PTI | 22 Jun, 2014, 10.24AM IST

IAS PCS Pathshala

Benefits of Companies
Outsourcing Their Recruiting
Through RPO (Recruitment
Process Outsourcing)

Building a successful company requires finding the proper

individuals to hire. The recruitment process can be challenging
for businesses. Particularly for small to mid-sized organizations
needing more resources or expertise to manage the
employment process. This is where the recruitment process
outsourcing services come in. RPO is a recruitment strategy that
involves outsourcing some or all recruitment functions to an
external provider. This article lays out the benefits of companies
outsourcing their recruiting through RPO.

Cost Savings
A corporation can save a lot of money by outsourcing its hiring
processes. Recruiting and hiring may be costly, mainly when
you include in the price of posting job openings, reviewing
applicants, holding interviews, and running background checks.
The overhead expenditures of maintaining an internal
recruitment staff, such as salary, benefits, and other expenses,
can be avoided by outsourcing these tasks.

Increased Efficiency
IAS PCS Pathshala
The effectiveness of your hiring process can also be increased
through recruitment process outsourcing. The recruiting process
can be streamlined to fill open positions faster thanks to
outsourcing companies' knowledge, technology, and resources.
They can manage everything from job listings to applicant
monitoring, pre-employment screening, and offer letters.
Outsourcing these tasks allows you to free up your resources to
concentrate on other essential company responsibilities.

Access to a Larger Talent Pool

RPO firms have access to a larger pool of candidates, including passive job seekers who are not
actively looking for a job but may be interested in the right opportunity. These firms have the
resources to source candidates from multiple channels, including social media, job boards, and
professional networks. This means you can find the right candidate for your open positions better.

Better Quality Hires

Recruitment outsourcing may also result in higher-quality hiring. Effective candidate identification
and evaluation are possible thanks to RPO providers' knowledge and experience. To ensure that
only the most qualified people are put forward to the organization for consideration, they might
screen resumes, do background checks, and conduct interviews. This could make more qualified
employees more likely to succeed and support the company's expansion.

Flexibility
A corporation may benefit from more flexibility by outsourcing its recruitment processes. RPO
providers might adjust the scope of their services based on the demands of the client organization.
An RPO provider, for instance, can scale up their services to meet the market if a business is
experiencing rapid expansion and has to hire more personnel quickly. In contrast, a struggling
company can reduce its services to save money.

Improved Employer Branding

RPO service providers can aid in enhancing employer branding for businesses. A company can
improve the candidate experience by working with an RPO agency to provide a more streamlined
and effective recruitment process. This can help the industry become known as a top employer by
IAS PCS Pathshala
attracting and keeping top people.

Compliance and Risk Management

Recruitment can be dangerous, especially when following rules and regulations. RPO companies
have the knowledge and experience to guarantee that the hiring procedure complies with all
relevant regulations and laws. Legal controversies and other compliance-related problems may be
less likely as a result.

Wrapping Up
RPO recruiting outsourcing has considerable advantages for businesses of all sizes. Cost savings,
increased effectiveness, better access to a personnel pool, higher quality recruits, flexibility,
enhanced employer branding, compliance, and risk management are possible outcomes.
Companies can concentrate on their core business operations and leave the hiring process to the
pros by working with an RPO provider.

IAS PCS Pathshala

Directing and Leadership
BLOCK III
FUNCTIONS OF MANAGEMENT

NOTES
UNIT 9 DIRECTING AND
LEADERSHIP
Structure
9.0 Introduction
9.1 Objectives
9.2 Directing: Meaning, Purpose and Scope
9.2.1 Purpose and Scope in the Organization
9.3 Leadership: Meaning and Styles
9.3.1 Meaning
9.3.2 Leadership Styles
9.4 Leadership Theories
9.4.1 Trait Theory
9.4.2 Managerial Grid
9.4.3 Contingency Theories: Situation and Path-goal
9.4.4 Transactional Leadership
9.4.5 Transformational Leadership
9.4.6 Tactical Leadership Style
9.5 Leaders: An Overview
9.5.1 Type And Nature
9.5.2 Functions
9.5.3 Significance
9.5.4 Barriers to Leadership
9.5.5 Political and Ethical Leadership
9.5.6 Leaders Versus Managers
9.6 Answers to Check Your Progress Questions
9.7 Summary
9.8 Key Words
9.9 Self Assessment Questions and Exercises
9.10 Further Readings

9.0 INTRODUCTION

Direction is concerned with directing the human efforts towards organizational

goal achievement. The success of these directional efforts is going to determine
the satisfactory or unsatisfactory performance within the organization.
Leadership is the art of motivating and influencing subordinates to perform
their duties ‘willingly’ and effectively to achieve the set organizational goals. It is
important that the followers ‘willingly’ follow their leader. A true leader motivates
the followers to follow and induces a belief in them that they will gain by the
Self-Instructional
146 Material

IAS PCS Pathshala

policies of the leader. A dictatorship under which the subordinates have to perform Directing and Leadership

would not be considered as true leadership.

Leadership can be formal, informal or situational.
Different leaders follow different styles of leadership, depending on their NOTES
philosophy. They could function as autocratic leaders, democratic leaders or free-
reign leaders. In this unit, we will learn about the concepts of directing, leadership
styles and theories, and the functions of leaders.

9.1 OBJECTIVES

After going through this unit, you will be able to

x Differentiate between formal and informal leadership
x Identify the characteristics of leaders
x Explain the various theories of leadership
x Understand the various leadership styles

9.2 DIRECTING: MEANING, PURPOSE AND

SCOPE

The directing function is the action function that will test the managerial capability
in running the organization. The satisfactory performance of workers is going to be
partly dependent upon the ‘directional’ ability of the management, but primarily it
is a function of the organizational environment. If the environment is not conducive
to optimum performance, the managerial directing in itself cannot bring in the optimum
results. Accordingly, favourable conditions must exist which would provide for
enthusiastic coop Direction is concerned with directing the human efforts towards
organizational goal achievement. The success of these directional efforts is going
to determine the satisfactory or unsatisfactory performance within the organization.
Direction is concerned with directing the human efforts towards organizational
goal achievement. The success of these directional efforts is going to determine
the satisfactory or unsatisfactory performance within the organization.
Since the purpose of directing is to make effective use of employees, it is
usually initiated by the higher echelons of management. However, the employee
input into directing decisions would be highly useful, thus creating an organizational
climate where workers enhance the quality of working life.
9.2.1 Purpose and Scope in the Organization
The following points out the importance and purpose of directing in an organization:
x Persuasive leadership helps accomplishment of organizational goals through
integrating efforts of different departments.
Self-Instructional
Material 147

IAS PCS Pathshala

Directing and Leadership x Direction through proper identification and honing of talents and skills of
the subordinates inspires motivation among employees.
x Actions in an organization are initiated through direction as it not only identifies
what is to be done, but also when and how.
NOTES
x Good directing by the managers in an organization helps in creating a work
culture in which employees do not fear but embrace change.
x Direction ensures the judicious use of resources whether human or material.
x Proper direction in an organization ensures that there is stability and the
organization is on a growth trajectory.
Scope of Direction
The following points highlight the scope of direction in an organization:
x Supervision of subordinates as per the company objectives, plans, policies,
programmes and schedules. Direction as a function of management is present
at all the levels of the organization. It is what keeps the activities rolling in
the organization.
x Leadership comes under the ambit of direction as this is what provides a
gameplan for the subordinates to follow in order to achieve the targets.
x Communication is an integral function of direction as the manager must
process information and transfer them to the required person in order to
ensure efficient operations in the organization. The scope of work of every
employee becomes clear, duplication is avoided and work done with the
best quality.
x Motivation of employees in the organization is a crucial part of direction as
it ensures that not only the needs of the employees are fulfilled but also their
actions contribute towards the organizational goals. The manager as a
director must ensure that group behaviours are positive and going in the
right direction.
x Command also comes under the scope of directing in the field of management
as the managers ensure that the line of authority is followed and the
employees delegated work by and accountable to their superiors. An efficient
chain of command ensures smooth operations.

9.3 LEADERSHIP: MEANING AND STYLES

Let’s now discuss the concept of leadership in detail.

9.3.1 Meaning
Leadership is an essential component of management and plays a crucial role in
managerial functions. Energetic and efficient leadership is the single feature that
distinguishes between successful and unsuccessful organizations. Perchance, it
Self-Instructional
148 Material

IAS PCS Pathshala

would not be an invalid presumption to affirm that the chief reason of many business Directing and Leadership

leaders, although management chiefly depends on official status authority to

manipulate people while leadership stems from the process of social influence.
However, management is an integral component of technical as well as social
processes. NOTES
It is important to have the element of willingness in the above definition. This
element differentiates successful and effective leaders from the ‘common run of
the managers’. Motivating and influencing people to move towards a common
goal are all essential elements of management but the ‘willingness’ of the followers
to be led highlights a special quality that puts a leader high above others.
9.3.2 Leadership Styles
Leadership styles can be classified according to the philosophy of the leaders.
What the leader does determines how well he leads. A style of leadership is a
‘relatively enduring set of behaviour which is a characteristic of the individuals,
regardless of the situation.’ Some of the more significant leadership styles are
discussed as follows:
1. Autocratic or Dictatorial Leadership
Autocratic leaders keep the decision making authority and control in their own
hands and assume full responsibility for all actions. They structure the entire work
situation in their own way and expect the workers to follow their orders. They
tolerate no deviation from their orders. The subordinates are required to implement
the instructions of their leaders without question. They are entirely dependent on
their leader and the output suffers in the absence of the leader.
The autocratic leadership style ranges from tough and highly dictatorial to
paternalistic, depending upon whether the leader’s motivational approach is threat
and punishment or appreciation and rewards. In highly autocratic situations, the
subordinates develop a sense of insecurity, frustration and low morale. They are
induced to avoid responsibility, initiative and innovative behaviour. The autocratic
leader believes that his leadership is based upon the authority conferred upon him
by some source such as his position, knowledge, strength or the power to punish
and reward.
2. Participative or Democratic Leadership
In this type of leadership, the subordinates are consulted and their feedback is
taken into the decision-making process. The leader’s job is primarily of a moderator,
even though he makes the final decision and he alone is responsible for the results.
The management recognizes that the subordinates are equipped with talents and
abilities and that they are capable of bringing new ideas and new methodologies to
the work setting. Thus, the group members are encouraged to demonstrate initiative
and creativity and take intelligent interest in setting plans and policies and have
maximum participation in decision making. This ensures better management-labour
Self-Instructional
Material 149

IAS PCS Pathshala

Directing and Leadership relations, higher morale and greater job satisfaction. This type of leadership is
specially effective when the workforce is experienced and dedicated and is able
to work independently with least directives, thereby developing a climate which is
conducive to the growth and development of the organization as well as the
NOTES individual’s personality.
3. Laissez-Faire or Free-Reign Leadership
In this type of leadership, the leader is just a figure-head and does not give any
direction. He delegates the authority to subordinates so that they must plan, motivate,
control and otherwise be responsible for their own actions. The leader acts
principally as a liaison between the group and the outside elements and supplies
necessary materials and information to the group members. He lets the subordinates
develop their own techniques for accomplishing goals within the generalized
organizational policies and objectives. The leader participates very little and instead
of leading and directing, he becomes just one of the members. He does not attempt
to intervene or regulate or control and there is complete group or individual freedom
in decision-making. This type of leadership is highly effective when the group
members are highly intelligent and are fully aware of their roles and responsibilities
and have the knowledge and skills to accomplish these tasks without direct
supervision.
This type of leadership is evident in research laboratories where the scientists
are fairly free to conduct their research and make their decisions. Similarly, in a
university or a college, the chairperson of a division does not interfere in the
professor’s teaching method, but only assigns the courses to be taught. From then
onwards, the professors are very much their own leaders.

Check Your Progress

1. Why is directing usually initiated by the higher echelons of management?
2. Which element in the definition of leadership differentiates successful and
effective leaders from the ‘common run of the managers’?
3. When is participative leadership especially effective?

9.4 LEADERSHIP THEORIES

Over the last eighty years, a number of different theories and approaches to studying
leadership have been developed. Prior to 1945, the most common approach to
the study of leadership concentrated on leadership traits. It was thought that leaders
possessed and exhibited some unique set of qualities that distinguished them from
their peers. Because this line of investigation did not produce consistent outcomes,
research centered on other theories such as behavioural and situational approaches
to leadership identification. These theories are examined in more detail as follows.
Self-Instructional
150 Material

IAS PCS Pathshala

9.4.1 Trait Theory Directing and Leadership

The Trait Theory rests on the traditional approach that describes leadership in
terms of certain personal and special characteristics that are not acquired by
knowledge and training but are considered inherited. This theory emphasizes that NOTES
leaders are born and not made, and that leadership is a function of inborn traits.
Some of these inborn traits are considered to be intelligence, understanding,
perception, high motivation, socio-economic status, initiative, maturity, need for
self-actualization, self-assurance and understanding of interpersonal human relations.
In the earlier studies, the existence of these traits became a measure of leadership.
The theory holds that possession of these traits permits certain individuals to gain
a position of leadership. Since all individuals do not have these qualities, only
those who have them would be considered potential leaders. It was further believed
that training individuals to assume leadership roles was not possible and such
training would help only to those who possessed these inborn leadership traits to
start with.
The trait theory of leadership has suffered from lack of conclusiveness and
over-simplifications. As Eugene E. Jennings concluded, ‘fifty years of study have
failed to produce one personality trait or a set of qualities that can be used to
discriminate leaders and non-leaders.’ The old assumption that ‘leaders are born’
has never been substantiated in several decades of research. The critics have
charged that the theory focuses attention only on the leader and disregards the
dynamics of the leadership process. Also the theory ignores the situational
characteristics which may result in the emergence of a leader.
The trait theory approach has been criticized as lacking predictability. There
are probably no personality traits that consistently distinguish the leader from his
followers. According to B. Solomon,
History is replete with non-trained, non-academic Fords, Edisons and
Carnegies who could not even claim a grammar school education, yet managed to
become leaders whose influences was felt around the globe. As for appearance of
robust health, need we mention more than the delicate Gandhi or George
Washington or Carver, the frail, shriveled, insignificant little negro who was one of
America’s greatest scientists and so many more like them. As for high ideals and
fine character act, where would Hitler, Capone or Attila the Hun rate here?
Similarly, if tall people were more inclined to be leaders then how could
such short people as Napoleon or the most respected prime minister of India, Lal
Bahadur Shastri have risen to a high level of leadership?
9.4.2 Managerial Grid
Another aspect of the behavioural theory of leadership is represented by the
managerial grid. It was developed by Robert Blake and Jane Mouton and plays
an important part in managerial behaviour in organizational development. In general,
behavioural scientists have separated the two primary concerns in organizations,
Self-Instructional
Material 151

IAS PCS Pathshala

Directing and Leadership namely the concern for production and concern for people. They believed that a
high concern for production necessarily meant low concern for people and high
consideration for workers meant tolerance for low production. However, the
managerial grid model emphasized that both concerns should be integrated to
NOTES achieve the objectives of the organization. It assumes that people and production
factors are complementary to each other rather than mutually exclusive.
According to Rao and Narayana, the concern for production is not limited
to things only, and the concern for people cannot be confined to narrow
considerations of interpersonal warmth and friendliness. Production can be
measured in terms of creative ideas of people that turn into useful products,
processes or procedures, efficiency of workers and quality of staff and auxiliary
services. Similarly, concern for people includes concern for the degree of personal
commitment of complementing the work requirement assigned to each person,
accountability based upon trust rather than fear or force, sense of job security and
friendship with co-workers leading to a healthy working climate.
The managerial grid is built on two axes, one representing the ‘people’ and
the other the ‘task’. Both the horizontal, as well as the vertical axes are treated as
scales from 1 to 9 where 1 represents the least involvement and 9 represents the
most involvement, so that the coordinates (1, 1) would indicate minimum standards
for worker involvement and task design, and coordinates (9, 9) would indicate
maximum dedication of the workers and highly structured operations. Such an
involvement would reflect upon the managerial orientation towards tasks and
towards workers who are expected to perform such tasks.
The managerial grid model, however has become controversial on the basis
of lack of empirical evidence supporting whether the team management style is the
best management style. Even Blake and Mouton offer conceptual, rather than
empirical arguments as to why the team management style should be the best
style, when conditions are favourable.
9.4.3 Contingency Theories: Situation and Path-goal
All the leadership theories discussed so far attribute leadership performance on
the basis of certain traits or in terms of a leader’s behaviour. The contingency
theories state that an analysis of leadership involves not only the individual traits
and behaviour but also a focus on the situation. The leadership behaviour is used
in combination with work groups contingencies to predict performance outcomes.
The effectiveness of leader behaviour is contingent upon the demands imposed by
the situation. The focus is on the situation in which leadership is exercised and not
upon the leader. Different types of situations demand different types of leadership
behaviour. Similarly, a successful leader under one set of circumstances may be a
failure under a different set of circumstances. For example, Winston Churchill was
considered a successful prime minister and an effective leader of England during
World War II. However, he turned out to be much less successful after the War
when the situation changed.
Self-Instructional
152 Material

IAS PCS Pathshala

 The contingency approach, known also as the situational approach defines Directing and Leadership

leadership in terms of a leader’s ability to handle a given situation and is based on

the leader’s skill in that given area.
While this approach emphasizes that external pressures and situational
NOTES
characteristics and not the personal traits and personality characteristics determine
the emergence of successful leaders in performing a given role, it is probably a
combination of both types of characteristics that sustains a leader over a long
period of time. A leader is more successful when his personal traits complement
the situational characteristics.
According to Szilagyi and Wallace, there are four contingency variables
that influence a leader’s behaviour. First, there are the characteristics of the leader
himself.
These characteristics include the personality of the leader relative to his
ability to respond to situational pressures as well as his previous leadership style in
similar situations. The second variable relates to the characteristics of the
subordinates. The subordinates are important contributors to a given operational
situation. The situation will very much depend upon whether the subordinates
prefer a participative style of leadership and decision making and what their
motivations in this situation are. Are the subordinates motivated by the intrinsic
satisfaction of performing the task well or do they expect other types of
reinforcements?
The third factor involves the group characteristics. If the group is highly
cohesive it will create a more cordial situation than if the group members do not
get along with each other so that the leadership style will vary accordingly. The
fourth situational factor relates to the organizational structure. The organizational
structure is the formal system of authority, responsibility and communication within
the company. Factors such as hierarchy of authority, centralized or decentralized
decision-making and formal rules and regulations would affect the leader behaviour.
All these factors are diagrammatically shown as follows:
Contingency theories of leadership attempt to account systematically for
any relationship between situational factors and leadership effectiveness. There
are four such main theories that have been proposed. We will discuss two of these
in this section.
Fiedler’s Contingency Theory (Situation Theory)
Fred Fiedler was one of the earliest proponents of a leadership model that explicitly
accounted for situational factors. He proposed, in 1967, a theoretical explanation
for interaction of three situational variables which affect the group performances.
These three variables are (1) leader-member relations, (2) task structure and (3)
leader’s positional power. These variables determine the extent of the situational
control that the leader has.

Self-Instructional
Material 153

IAS PCS Pathshala

Directing and Leadership Leader-member relations—This relationship reflects the extent to which the
followers have confidence and trust in their leader and his leadership ability. A
situation in which the leader–member relations are relatively good with mutual
trust and open communications is much easier to manage than a situation where
NOTES relations are strained.
Task structure—It measures the extent to which the tasks performed by
subordinates are specified and structured. It involves clarity of goals, as well as
clearly established and defined number of steps required to complete the task.
When the tasks are well structured and the rules, policies and procedures clearly
written and understood, then there is little ambiguity as to how the job is to be
accomplished.
Position power—This refers to the legitimate power inherent in the leader’s
organizational position. It refers to the degree to which a leader can make decisions
about allocation of resources, rewards and sanctions. Low position power indicates
limited authority. A high position power gives the leader the right to take charge
and control the situation as it develops.
The most favourable situation for the leader then would be when the leader
group relations are positive, the task is highly structured and the leader has substantial
power and authority to exert influences on the subordinates. The leadership model
proposed by Fiedler measures the leadership orientation and effectiveness with a
differential type of attitude scale which measures the leader’s esteem for the ‘least
preferred co-worker’ or LPC as to whether or not the person the leader least
likes to work with is viewed in a positive or negative way. For example, if a leader
would describe his least preferred co-worker in a favourable way with regard to
such factors as friendliness, warmth, helpfulness, enthusiasm, and so on, then he
would be considered high on LPC scale. In general, a high LPC score leader is
more relationship-oriented and a low LPC score leader is more task-oriented.
A high LPC leader is most effective when the situation is reasonably stable
and requires only a moderate degree of control. The effectiveness stems from
motivating group members to perform better and be dedicated towards goal
achievement. A low LPC leader would exert pressure on the subordinates to
work harder and produce more. These pressures would be directed through
organizational rules, policies and expectations.
One of the basic conclusions that can be drawn from Fiedler’s contingency
model is that a particular leadership style may be more effective in one situation
and the same style may be totally ineffective in another situation. Also, since a
leadership style is more difficult to change, the situation should be changed to suit
the leadership style. The situation can be made more favourable by enhancing
relations with subordinates, by changing the task structure or by gaining more
formal power that can be used to induce a more conducive work setting based
upon personal leadership style. Fiedler and his associates also developed a
leadership training programme known as LEADER MATCH, giving the manager
Self-Instructional
154 Material

IAS PCS Pathshala

some means and authority to change the situation so that it becomes more Directing and Leadership

compatible with the leader’s LPC orientation. Studies conducted by Strube Garcia
have shown strong support for Fiedler’s approach.
Path-Goal Theory NOTES
The path-goal theory of leadership, as proposed by House and Mitchell, suggests
that the effectiveness of leaders can be measured from their impact on their
subordinates’ motivation, their ability to perform effectively and their satisfaction
with their tasks. This model emphasizes that the leader behaviour be such as to
compliment the group work setting and aspirations so that it increases the
subordinate goal achievement level and clarifies the paths to these goals. This
approach is based upon the expectancy theory of motivation and reflects the
worker’s beliefs that effort would lead to successful outcomes. The leader sets up
a clear path and clear guidelines through which the subordinates can achieve both
personal as well as work-related goals and assists them in achieving these goals.
This will make the leader behaviour acceptable and satisfying to subordinates,
since they see the behaviour of the leader as an immediate source of satisfaction
or as a source of obtaining future satisfaction.
This approach is largely derived from the path-goal approach to motivation.
To motivate workers, the leader should:
(a) Recognize subordinate needs for outcomes over which the leader has
some control
(b) Arrange for appropriate rewards to his subordinates for goal
achievement
(c) Help subordinates in clearly establishing their expectations
(d) Demolish, as far as possible, the barriers in their path of goal
achievement
(e) Increase opportunities for personal satisfaction which are contingent
upon satisfactory performance
The path-goal model takes into consideration the different types of leadership
behaviour. There are four such types of leadership styles that would support this
approach depending upon the nature of the situation.
These are: Directive, supportive, achievement-oriented and participative.
Contingency Factors
The specific leadership style that is most effective is contingent upon two situational
factors. These factors are as follows:
x Characteristics of subordinates—The leadership style selected by the
leader should be compatible with the ability, experience, needs, motivation
and personalities of the followers. Subordinates who perceive their own
ability to be high would not appreciate a directive approach and would be
Self-Instructional
Material 155

IAS PCS Pathshala

Directing and Leadership highly motivated by a supportive leadership style. People who believe that
what happens to them is a result of their own behaviour are more satisfied
with a participative leadership style and people who believe that what
happens to them is a matter of chance or luck, prefer a directive style of
NOTES leadership.
x Environmental factors—The environmental factors are those which are
beyond the control of the subordinates but are significant in affecting their
satisfaction or on their ability to perform effectively. These include the
structure of the work tasks, openness of communication, extent of feedback
provided, formal authority system of the organization and the nature of
interaction within the work group. If the task is one of a routine nature and
well structured, and the organizational authority system is formal and the
group norms are clear and respected, then a directive leadership style will
be unnecessary. Additionally, such a leadership will be motivational which
helps subordinates cope with the environmental uncertainties, environmental
sources of threats and frustration and remove any other barriers to
performance and also make sure that subordinates’ satisfactory performance
is adequately rewarded.
9.4.4 Transactional Leadership
Transactional leadership is more about ‘managing’ by helping organizations achieve
their objectives more efficiently and by linking job performance to valued rewards.
It is a transaction between work and reward. It involves leader behaviour that
improves employee performance and satisfaction. Such a behaviour improves
organizational efficiency. Transactional leaders are influential because it is in the
best interests of the subordinates to do what the leader wants them to do. It is also
good for such leaders because they get credit for improving the performance and
efficiency of the organization.
With this kind of leadership, the leader tries to obtain an agreement from the
followers on what must be done and what the pay-off will be for the people doing
the work. An example of this type of transaction is the relationship between a
parent and his/her child. The parent negotiates with the child as to how much
television the child can watch once the homework is completed. Similarly, a head
of the department can negotiate with a professor about the number and quality of
publications he or she needs in order to receive promotion. It is similar to any
other transaction in business and life. It is like ‘you scratch my back and I will
scratch yours’.
Some scholars believe that the transactional style is a prescription for
mediocrity since the leader is only interested in meeting the set goals and does not
take risks for progress.
In addition to the work-reward relationship, another aspect of transactional
behaviour is management by exception. Management by exception could be passive
Self-Instructional
or active. Passive management by exception includes contingent reward behaviour
156 Material

IAS PCS Pathshala

which involves clarification of work required to obtain preset rewards and the use Directing and Leadership

of incentive and contingent rewards to influence motivation. It also includes

contingent punishment and other corrective actions in response to observed
deviations from prescribed and acceptable performance standards. Active
management by exception, on the other hand, is defined in terms of looking for NOTES
mistakes and enforcing rules to avoid such mistakes.
Another characteristic of transactional leadership involves a laissez-faire
attitude. Here, the leader is just a figurehead and does not give any direction and
does not make any decisions. He delegates the authority to subordinates and acts
only as a liaison between them and the outside environment. He thus abdicates
responsibilities and does not take part in directing or motivating subordinates. The
subordinates are free to plan and design their own activities. In a way, it is a
transaction for the subordinates in return for freedom to operate; and they are
expected to be innovative and creative.
9.4.5 Transformational Leadership
Transformational leaders are characterized by idealized leadership, intellectual
stimulation and individualized consideration on the part of the leader. A
transformational leader changes the situation for the better, develops followers
into leaders and inspires people by providing an energizing vision and high ideal
for moral and ethical conduct. Such a leadership style is very close to the charismatic
leadership style in terms of idealized influence and individualized consideration. A
classic example of transformational leadership is that of Mahatma Gandhi, who
raised the hopes, aspirations and demands of millions of people in India. Similarly,
Guru Gobind Singh, the tenth Guru of the Sikhs transformed his followers from
passive downtrodden people to saint-soldiers, who fought and tore apart the very
foundations of the Mughal Empire.
Studies have shown that effective transformational leaders share the following
characteristics:
x They identify themselves as change agents for the better.
x They are courageous and take calculated risks.
x They have faith in people and their abilities.
x They are value driven in terms of ethics and morality.
x They are visionaries and see the world beyond tomorrow.
x They do not use power for personal gain.
x They are sensitive to the needs of their followers.
Four factors in transformational leadership are as follows: idealized influence,
inspirational motivation, intellectual stimulation and individualized consideration.
In essence, transformational leadership produces greater positive effects
than transactional leadership. While transactional leadership results in expected
outcomes, transformational leadership results in performance that goes well beyond Self-Instructional
Material 157

IAS PCS Pathshala

Directing and Leadership what is expected. The followers become motivated to transcend their own self-
interest for the good of the organization.
9.4.6 Tactical Leadership Style
NOTES Tactical leadership is an art that requires personal attributes for inspiring and
motivating others toward a common objective. It is the concept of taking one’s
leadership experiences and making effective use of them in a workplace setting. It
involves the application of new ideas for solving old problems. A tactical leader
needs to possess the vision to see beyond the dilemmas they are currently facing.
The tactical leadership skill refers to the ability of a leader to use past experiences
for understanding what specific actions should be taken to achieve the goals of the
organization. The tactical leaders make use of the skills they have acquired to
train and prepare their subordinates to achieve the organizational goals and
objectives.
Seven keys for successful tactical leadership
A successful tactical leader needs to emphasize the following seven points:
1. Empowerment of subordinates so that they become creative
2. Establishment of standards that give the subordinates the goals to reach
3. Formulation of challenging and enlightening tasks
4. Identification and development of people with leadership potential
5. Recognition to unit and individual successes
6. Encouragement to and facilitation of professional growth
7. Development and training of future leaders

Check Your Progress

4. What is the emphasis of the Trait Theory?
5. Mention the two axes of managerial grid.
6. What is tactical leadership skill?

9.5 LEADERS: AN OVERVIEW

In this section, we will learn about the types of leaders, their nature, functions and
significance and how they differ from managers.
9.5.1 Type And Nature
Leadership can be formal or informal. The formal leadership occurs when a person
is appointed or elected as an authority figure. For example, anyone who is appointed
to the job of a manager is also given the authority to exercise formal leadership in
relationship to his subordinates. Similarly, a formally elected leader of a country or
Self-Instructional
158 Material

IAS PCS Pathshala

a state acquires the authority of leadership and in giving direction to the country or Directing and Leadership

state.
The unofficial leadership surfaces at the time when an individual uses
interpersonal manipulation in a group without being officially designated any such
NOTES
responsibility or authority. Such leaders emerge in particular circumstances, due
to their appeal, intellect, expertise or other characteristics and whom others
approach for advice, direction and guidance. Religious and civic leaders fit into
this category. Successful managers who exercise their given authority in a formal
way are also capable of exercising informal leadership relationships with people
both within as well as outside the organization.
Nature of Leaders
Leadership is an intangible quality and its effectiveness can best be judged by the
behaviour and attitudes of followers. Even though, personal backgrounds and
personalities differ widely, some of the factors such as education and socio-economic
status are poor indicators of judgments of successful leaders. However, some
behavioural characteristics may be common to most of the successful and effective
leaders. Some of these characteristics are:
x Ability to inspire others
x Problem-solving skills
x Emotional maturity
x Ability to understand human behaviour
x Verbal assertiveness
x Willingness to take risks
x Dedication to organizational goals
x Skill in the art of compromise
9.5.2 Functions
A formal leader cannot function without the authority and the power to make
decisions and take actions. Some of the functions of the formal leaders that require
the power and authority to perform are:
x Setting of organizational goals within constraints of internal needs and external
pressures.
x Integrating the activities of his group and developing its team spirit and
cohesiveness.
x Serving as a representative of group members and an official contact with
other parts of the organization and facilitate group interaction.
x Giving out rewards and punishments or recommendations.
x Serves as a father figure and sometimes has a major impact on the norms,
beliefs and values of the group.
Self-Instructional
Material 159

IAS PCS Pathshala

Directing and Leadership x He is instrumental in resolving internal conflicts by bringing about a balance
among conflicting interests.
x Serving as a model of behaviour for other members. These functions can
only be exercised with a power base.
NOTES
9.5.3 Significance
The following points highlight the importance of leaders in management:
x It leads to better performance in the organization as higher productivity is
maintained through the thorough and just planning of the leader.
x Leaders increase the motivation levels of the employees in the organization
by devising of ways to correct a negative organizational climate, thinking of
training and development and monetary incentives for the employees.
x Leadership aids the delegation of work and its supervision. Mere authority
alone may not deliver the same results as an influential attitude of a leader
enforcing the directions.
x Leaders act as role models in the organization projecting ideal professional
values which may be emulated by the subordinates who look up to such
leaders. Thereby, leaders assist to push the organizational values on to the
employees in a much practical and positive manners.
x Leaders lead the way in the organization, initiating actions and taking
ownership of new activities. By sharing their experience with the
subordinates, the leaders assist them to be more adaptive to positive changes
that might come in the company.
9.5.4 Barriers to Leadership
Let’s have a look at the barriers in the way of leadership in an organization:
x Lack of skills: Some leaders which are present in the organization may
not have the requisite skills of imparting their knowledge to the employees,
while others may not have the skills in need as per the changes in the
organizational climate. It is also possible that certain skills are outdated.
x Lack of time: Many times in an organization, the leaders assume a high
and responsible position and this means that they have too much on their
plate to set aside another time to groom or train their subordinates.
x Lack of interest: It is frequently noted in organizations, that there are
leaders with gold mine of knowledge but they are not eager to share them.
They might not consider teaching a part of their job and think it to be under
the ambit of another department like HR for example.
x Lack of accountability: It is very common to note that leaders in
organizations are not bound by code of conduct which oversees their lessons
to the subordinates. This may result in poor supervision and training as
Self-Instructional
160 Material

IAS PCS Pathshala

 there is no accountability of the leaders and so they might use their discretion Directing and Leadership

and not follow a standard.

x Lack of infrastructure: In an organization, leaders might be eager to share
their knowledge with their juniors, but they might not have the required
NOTES
tools and infrastructural facilities which makes the process smooth. In such
cases, the leaders might become disinterred.
x Lack of information: Another barrier to leadership in an organization may
be that the leaders are really clear as to their scope of the job, the benefits
it might make to their careers or what skills are going to be in demand in the
future. This lack of information make disincentivize the leaders to practice
leadership in the organization.
9.5.5 Political and Ethical Leadership
Power and authority used in the line of duty is not only ethical but is also accepted
by all who are affected by it. Thus such power is considered to be non-political in
use when it remains within the boundaries of formal authority, organizational policies
and procedures and when it is directed towards ends that are sanctioned by the
organization. It is either the misuse of power for personal benefit or the power that
violates the codes of organizational conduct that it can be considered as political
requiring consideration of ethical standards. Some of the factors that differentiate
between political behaviour and non-political behaviour are enumerated by Joseph
F. Byrnes22 in the form of True and False questions.
Velasquez, Moberg and Cavanagh have made extensive studies regarding
ethics and politics and have provided a way of looking at possible political
behaviours from an ethical perspective. They have presented three types of criteria
for evaluating the ethics of organizational politics and in general all these criteria
must be satisfied in order for political behaviour to be considered ethical. These
criteria are:
x Criterion of utility: In this approach, the judgment about the morality of
an act is made on the basis of the degree of happiness it provides to the
society as a whole. Moral acts are those that produce the greatest good for
the greatest number of people. The behaviour would be considered less
than ethical if it does not result in the optimization of satisfaction of most
people.
x Criterion of rights: All human being have certain basic and fundamental
rights that need to be protected and respected. The rights most likely to be
violated by organizational politics are:
o The right of free consent: All people should be treated as they freely
consent to be treated.
o The right of privacy: Every human being has a right to choose his own
life style outside of working hours including the right to deny access to
information regarding his private life.
Self-Instructional
Material 161

IAS PCS Pathshala

Directing and Leadership o The right to freedom of conscience: It is the right to refuse to carry
out any instructions that violate a person’s moral or ethical standards or
religious beliefs to which he adheres.
o The right to free speech: It is the right to speak freely about any and all
NOTES
issues including the right to criticise others regarding ethical, legal and
righteous grounds as long as it does not infringe upon the rights of the
others.
o The right of due process: Every one has a right to have a fair hearing of
any complaints or issues that violate a person’s rights.
x Criterion of justice All people have a right to be treated equally and
equitably relative to their responsibilities and contributions. All administrative
rules and regulations should be administrated fairly for all and no person
should be subjected to arbitrary decisions and actions.
These criteria refer to an ideal state and are often difficult to apply because adequate
and correct information of a given situation is not always available. Some of
these criteria are sufficiently ambiguous so that a clear cut interpretation is
not feasible. The criterion of rights is probably the most consistently usable.
That is, perhaps one reason as to why unethical political behaviour works
so often and people who use such behaviour can justify it by their own
reasoning. According to Gellerman,24 people use four rationalizations in
order to justify unethical actions. These are:
1. Individuals feels that a particular behaviour is not really illegal and
hence can be considered as moral.
2. The action was taken with a view of best interests of the organization.
3. It does not matter as long as the action is not objected to.
4. It appears that action demonstrates loyalty to the superiors or to the
organization.
All these rationalizations are weak and do not justify any action that may be
legal but ethically questionable. Loyalty to moral principles is more important than
loyalty to boss or the organization. Accordingly, it must be clearly understood that
while some political maneuverability is unavoidable in any organizational climate,
ethical considerations become very helpful to all individuals in the long run.
9.5.6 Leaders Versus Managers
Although the terms managers and leaders are often used interchangeably in
management literature, there are some inherent differences between management
and leadership. Managers perform several administrative functions in addition to
leadership, such as planning, organizing and controlling. Leadership involves vision,
motivation, setting a direction and inspiring people and driving change within the
organization. Management and leadership are conceptually independent of each
other. Many companies start with a strong leadership but eventually fail because
Self-Instructional leaders lack the managerial skills. Companies have high rate of success when
162 Material

IAS PCS Pathshala

leadership skills and management skills complement each other. The following Directing and Leadership

attributes of leaders also distinguish them from managers.

1. Leader have followers. While employees may comply with manager’s
directives, such compliance may be done out of duty rather than commitment.
NOTES
Motivating and influencing people to move towards a common goal are all
essential elements of management, but the willingness and the enthusiasm of
the followers to be led highlights a special quality that puts a leader high
above others.
2. Leaders have emotional appeal. Abraham Zaleznik points out differences
in our expectations of managers and leaders. Managers are expected to be
rational decision makers while leaders are expected to be charismatic,
exciting, and visionary. Leaders can inspire people and bring about a
behavioural change.
3. Leaders meet the needs of followers. While managers are expected to
be more concerned with attaining organizational goals, leaders are expected
to be more sensitive to the needs of the followers.
The following table shows some of the key elements that identify the
differences between managers and leaders
Leaders Managers
• Innovate • Administer
• Develop • Maintain
• Inspire • Control
• Originate • Imitate
• Change the status quo • Accept the status quo.
While there are some conceptual differences between management and
leadership, they are not mutually exclusive. Good managers can be bad leaders
and bad managers can be good leaders but there are many good leaders who are
also good managers.

Check Your Progress

7. When does unofficial leadership surface in an organization?
8. Compare leaders and managers in terms of meeting the needs of followers.

9.6 ANSWERS TO CHECK YOUR PROGRESS

QUESTIONS

1. Since the purpose of directing is to make effective use of employees, it is

usually initiated by the higher echelons of management.

Self-Instructional
Material 163

IAS PCS Pathshala

 Employee Motivation Introduction

According to Webster's New Collegiate Dictionary, a motive is

"something (a need or desire) that causes a person to act."
Motivate, in turn, means "to provide with a motive," and
motivation is defined as "the act or process of motivating."

Thus, motivation is the act or process of providing a motive that

causes a person to take some action. In most cases motivation
comes from some need that leads to behavior that results in
some type of reward when the need is fulfilled. This definition
raises a couple of basic questions. The performance that
employers look for in individuals rests on ability, motivation, and
the support individuals receive; however, motivation is often the
missing variable.

Motivation is the desire within a person causing that person to

act. People usually act for one reason: to reach a goal. Thus,
motivation is a goal directed drive, and it seldom occurs in a
void. The words need, want, desire, and drive are all similar to
motive, from which the word motivation is derived.
Understanding motivation is important because performance,
reaction to compensation, and other HR concerns are related to
motivation.

Motivation Defined
Internal and external factors that stimulate desire and energy in
people to be continually interested in and committed to a job,
role, or subject, and to exert persistent effort in attaining a goal.

IAS PCS Pathshala

Motivation results from the interactions among conscious and
unconscious factors such as the

(1) intensity of desire or need,

(2) incentive or reward value of the goal, and

(3) expectations of the individual and of his or her significant

others.

Many contemporary authors have also defined the concept of motivation. Motivation has been
defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a
predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian,
& Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to
achieve (Bedeian, 1993). For this paper, motivation is operationally defined as the inner force that
drives individuals to accomplish personal and organizational goals.

"Psychological forces that determine the direction of a person's behavior in an organization, a

person's level of effort and a person's level of persistence." G. Jones and J. George from the book
"Contemporary Management."

Features of employee motivation :

Motivation is an act of managers

Motivation is a continuous process

Motivation can be positive or negative

Motivation is goal oriented

Motivation is complex in nature

Motivation is an art

Motivation is system-oriented

Motivation is different from job satisfaction

IAS PCS Pathshala

Why is motivation important?
People are a core business lever any successful business enjoys today. The soft aspects of the
workplace, its employee engagement, culture, values, policies, etc. contribute significantly to
attracting and retaining the best talent. And this study clearly points to the tremendous upside,
which companies that effectively appreciate their employees can enjoy – a higher return on
investments, equity and assets. While most employees value appreciation at their workplace they
don’t seem to get it quite often, only 41% employees feel they are appreciated at their current place
of work, the study reveals. Nearly 90% of India Inc. employees say they will stick around longer if
they feel appreciated for their work reveals a study by TimesJobs. The study, which surveyed more
than 1,600 employees, further reveals that 82% employees are willing to work harder if their bosses
appreciate them. Companies should ensure this by appreciating, recognizing and rewarding your
employees. It is a highly effective and proven strategy for improving employee engagement and
business output. Therefore, creating a formal structure for employee recognition is very important

An industry-wise analysis shows that 87% IT, telecom, ITeS and internet employees don’t get much
appreciation from their bosses. Nearly 75% employees in automobile sector and 70% in BFSI
sector said no to any sort of appreciation from their bosses. However, manufacturing and retail
sectors seem to be quite appreciative of their employees with 52% of its staff claiming there is
enough appreciation from their bosses.

A gender-wise analysis shows that 85% male and 63% female employees feel there is not enough
appreciation from their boss at work. While about 62% junior level, 80% middle level and 50% senior
level employees claim a lack of appreciation at workplace.

Employers need to actively engage with their current and future employees, and positive
reinforcements are the best way to ensure a powerful employer brand. Open, transparent and
responsive communication both on formal and informal channels is key to success – active use of
IAS PCS Pathshala
digital media, social networks and company reviews sites all play a major role in ensuring an
attractive employer brand

70% employees feel acknowledged when given clear opportunities for promotion

It’s not a tough task to make employees feel valued at work. About 70% employees say that they
feel appreciated if offered career advancement opportunities at their workplace. For 44%
appreciation lies in regular rewards & recognitions, 37% find the best form of appreciation is in a pay
raise while 22% feel valued when given a more challenging work profile, reveals the study.

Nearly 20% employees say they feel appreciated when allowed flexibility options, such as work from
home & telecommuting. And 11% say more authority in decision-making makes them feel
appreciated.

While a sustainable competitive advantage can be achieved by simply keeping employees happy,
employers in India, have a long way to go, only 22% employees said they received appreciation every
time they performed well last year, while 60% employees say they had rarely been appreciated for
their good work last year. A further 18% stated they were never appreciated.

From the above analysis we can understand that majority of employees i.e. 70 percent gave priority
to clear opportunities for promotion on career advancement opportunities. Only 37 percentage of
employees bothered for pay hike.

Other interesting insights revealed in the Study -

On appreciation practices at their workplace:

52% feel their boss appreciates co-workers more

22% feel their boss appreciates employees who are new to the system

19% feel their boss appreciates employees who have more experience

7% feel their boss appreciates female workers more

On having a formal employee appreciation and recognition program:

63% employees say they have no such program at their workplace

37% employees say they have a formal rewards & recognition program in their company

On having a metrics to assess recognition efforts: 72% say there is no such measure for assessing
recognition efforts in their company 28% say their company does not have an assessment
mechanism in place for evaluating the impact of recognition efforts

ET Bureau|

Updated: Nov 02, 2016,

IAS PCS Pathshala

You can have a lovely shiny car, but it’s worthless if it doesn’t have the power of a great engine
behind it. Your employees are the engines of your organization and like any finely tuned engine
your workforce to operate smoothly and effectively. The fact is employee motivation is directly
linked to business profits, and the more self-motivated your employees are, the more differentiated
and successful you will be as a business.

Motivated employees look for better ways to do a job.

Motivated employees care about their customers

Motivated employees take pride in their work.

Motivated workers are more productive.

Motivating factors
motivating factors are drivers of the human behavior
related to the intrinsic nature of the work, but not
necessarily to the surrounding circumstances or
environment. Motivating factors include achievement,
advancement, autonomy, personal growth, recognition,
responsibility, and the work itself. The "Hawthorne
effect" refers to improvements in worker productivity or
quality that results from the mere fact that workers are
being studied or observed. This observation came from
studies carried out at Western Electric's Hawthorne
plant during the late 1920s. The experiments validated
the idea that people are motivated by additional factors
rather than by purely economic factors.

Facts [+]

Peter Drucker argued that people with highly developed

skills or expertise can give their best only through self-
motivation, not guidance from above. He forecast that
with the rise of 'knowledge workers', firms would tend to
become flatter. He was proved right.

Investment banks, which have a high concentration of

knowledge workers, have very few levels.

"Corporate Meetings and Incentives" magazine is the

IAS PCS Pathshala
 senior executive's guide to decision-making. CMI
explores trends in management, motivation, and
incentives as they relate to how organizations
successfully communicate with employees.

Multi-generational - Employee Motivation

The modern workforce now includes employees spanning three distinct generations. While all
employees are inherently different despite age, differences between these generations do follow
common themes– each has its own knowledge, strengths and weaknesses. Managers must know
how to work with them all to maintain a successful business. If you understand a little bit about
each group you will appreciate what motivates them to maximize their output, leading to fulfilling
opportunities for everyone.

Baby Boomers
(Baby boomer is a term referring to a person who was born between 1946 and 1964.)

Economists predicted that this period would be partly defined by baby boomers retiring en masse.
However, as a result of the recession, many have either elected or been forced to extend their
IAS PCS Pathshala
careers. Their concerns about their financial future and desire to retire, therefore, should not be
taken lightly.

Although they are loyal, if you want to keep hold of them make them feel valued. Their experience
is invaluable, especially when you have a workforce full of enthusiastic, but often erratic millennials.

While they’re still around, take advantage of their strong management skills and work ethic to help
train your younger employees. Facilitate the passing of knowledge between generations, but
remember that baby boomers tend to be independent, so let them do so as they feel comfortable.
You shouldn’t worry about giving them too much freedom – baby boomers tend to be
overachievers.

Generation X
Gen X employees are technologically and internet-savvy, having seen modern technology
introduced during their youth.

Many of this generation grew up without heavy parent supervision so as a result, also tend to be
unafraid of working independently and taking risks. They’re also entrepreneurial so trust them to
find inventive solutions to business problems and this will help your business’s agility in this ever-
changing world.

However, GenX is the generation of instant gratification and they believe in a good work-life
balance, so make sure they have the freedom to strike that balance or they will seek it elsewhere.
IAS PCS Pathshala
Generation Y
Apart from the baby boomers, GenY has been affected most by the recession. They make up the
biggest proportion of the workforce, but also by far the biggest proportion of unemployed people in
the US (48% in 2013).

They are pragmatic and hard-working, but they are jaded by the recent economic downturn and its
effect on their job-search. They aren’t as loyal as previous generations and are open to new
challenges. Provide ample opportunities in-house to progress or to further their education to avoid
losing staff to your competitors.

In addition to personality differences, managers may have issues with the generational spread
because they feel that this generation simply does not have the same set of skills as previous
generations. 66% of businesses are still owned by Baby boomers, but most of their staff are
statistically millennials and this clash of ideas and skills may cause conflict. Remember, a
business’s expectations should be managed based on the makeup of its workforce as much as the
whim of its owners.

IAS PCS Pathshala

How Are Tech-Savvy Millennials Shaping The Workplace?
- Rilind Elezaj

Millennials are largely considered to be the most tech-savvy generation in today's workplace. This
group of people born between 1981 to 1997 grew up with technology. Technology continues to play
a huge role in their daily lives, and they do not expect the workplace to be any different. This
expectation and the overall influence of millennials has changed the way workplaces operate. The
fact that millennials are the fastest growing population in the workspace only makes this truer.

The influence of millennials

So why and how have these millennials become such a big influence in the workspace? The
answer is simple. Millennials are currently the most sought-after talent pool in any industry.
Attracting and retaining a millennial workforce has become a major priority for many forward-
thinking companies. Similarly, millennials are slowly coming of age and taking up leadership
positions in society. Finally, the tech savviness of the millennials means that they expect
companies and products that they interact with to be tech savvy as well. These factors have
pushed business decision makers to recognize and understand the growing influence of millennials
in the workplace and find strategies to attract millennials for the future good of their business.

In order to keep up with this rapidly changing landscape, employers must implement a benefits
administration platform that integrates new employee on-boarding, employee management, time
IAS PCS Pathshala
off, employee services, among other functions that millennial employees now consider to be their
rights. It is always important to motivate your employees by giving advice and inspire them and
move them toward great things - be their role models.

If you have such a system in place, you need to find a way to maximize its utility. These systems
help streamline company functions, improving efficiency and saving you money. Plus, they run on
the latest technologies that millennials can relate to.

Millennials are followed by technology

Millennials also constantly expect technological evolution to happen. Growing up and watching a
new and improved iPhone come out every year has conditioned them to expect that technology will
always advance and things will always change. When they take this mindset to the workplace, they
become catalysts for change. It is not unusual for a millennial employee to recommend or even
introduce a new and more efficient tech-savvy solution to an age-old problem that a company has
been dealing with manually for years. Automation is the millennial way. If an app or a program can
do a certain task, millennials will harness this power and make their jobs easier. This is another
reason why they are so sought after in the workplace. That said, millennials are not only prone to
performing tech-job related to apps or software. Take for example the locksmith profession. Even
though this profession dates thousand years ago, the locksmith must always be updated with the
latest technologies. This is another aspect where millennials come in. Considering their savviness
with technology, they are the ones who will bring new and innovative ways to enhance the security
of the entire building. Their innovative solutions help make work systems run more smoothly and
efficiently, earning the company even more revenue in the process. Because they make change
happen, millennials have become the driving force behind many technological advances. One could
argue that because of millennials and their need to have ever newer and fancier devices, we have
been able to innovate apps and that have changed the way we work today. These technological
innovations offer all of us more flexibility and faster communication and computingIAS
power.
PCS Pathshala
Millennials tend to adopt quickly

Millennials are also the most adaptable generation. They quickly learn new things, and especially
new technologies. Millennials know how to take advantage of the resources made available to them
to sharpen old skills and to learn new ones. Ebooks, tutorial videos, and even the entire Youtube
platform is a testament to how many different ways and how many new skills a person can learn
within a relatively short time given the right motivation. The ability to pick up and master new
technology at a rapid pace also means that millennials expect updates and software changes just
as fast. Relevance is key, so they would rather have the latest product in the market or none at all.

One of the biggest issues and complaints most businesses and workplaces have when it comes to
millennials concerns their problem-solving skills and practical application of technological
advantages. Studies have shown that millennials can often be narrow viewed, learning to utilize
technology in ways that benefit them. For example, they can use almost any device to access and
carry out a wide range of activities on social media platforms. However, these skills may be limited.
Research has shown that many millennials cannot perform most productivity related tasks such as
sending an email containing data collected from a spreadsheet.

Similarly, social media can be a hindrance in the office. Most employers believe that employees
who use social media during work hours are less productive than those who do not. Ironically,
employees who use social media during work hours agree.

Their adaptability can make employing millennials a huge asset to the work environment of any
business. Although their constant exposure to technology and their high expectations can often
have many drawbacks, they are a generation that is willing to learn new things and can take on
new challenges as they present themselves. It's all part of being a millennial.

Generation Z

How to Attract Gen Z Talent in a World of Distractions

Recruiting can be a tricky venture for any business. Prior reliance on Millennials, Gen Xers, and
Baby Boomers have been workforce mainstay. It may be time for Baby Boomers to move out of the
way as Gen Zers are approaching working age.

What exactly is Gen Z, though? According to most timelines, Gen Z includes people born between
1997 and 2012. While some are still having fun at recess in elementary schools across the nation,
some are graduating from universities with advanced degrees and entering the workforce.

IAS PCS Pathshala

Gen Z is the first generation raised entirely in the computer age, where everyone has a
smartphone. For recruiters, this should usher in a large number of opportunities to incorporate new
technologies into workplaces that may be lagging behind similar companies.

The Benefits Gen Z Brings to the Table

When determining why a recruitment program focusing on bringing in Gen Z personnel would be
suitable for your business, you must look at everything they bring to the table.

More familiarity with a variety of technologies

An understanding of cloud computing, digital marketing, and social media

Looking for stable and rewarding careers -- interested in success and fulfillment

Self-starting and resourceful -- full of new ideas

Researching online is as natural to them as brushing their teeth

Geared more toward seeking promotion than switching employers frequently

While we could continue to list the benefits Gen Zers offer as individuals, we would also like to point
out some additional highlights about how they can improve your business.

As millennials age up into management positions (when they stay in one job long enough),
companies are looking at recent college graduates to fill entry-level positions. Bringing in
technologically savvy people speaks to the future of the digital age.
IAS PCS Pathshala
There will arrive a time when almost everything we touch will be computerized at least to some
degree. With that in mind, hiring the “kids” that were born with their thumbs firmly attached to a
mobile device is a smart business move.

How do you Attract Competitive Gen Z Applicants?

Because this generation is like no previous group, hiring managers will have to revise their tactics
to attract the right applicants.

Gen Z thrives on being connected. They will research your company. They will check reviews,
stats, earnings statements, and employee relations. They will find any tidbit of information they can
and read all of it before applying or accepting a contract.

Businesses also need to research your online footprint. Is the information you find how you want
your company seen?

Be prepared to use email, texting, and social networks. Ditch old-style phone meetings and find a
virtual conference center with video calling. Put your company training on video.

Gen Z personnel will train themselves if you offer them the tools to accomplish that. Use a virtual
office management system to stay organized and keep your team focused would also fit the
skillsets of tech-savvy team members.

This generation also has developed an 8-second information filter. Keep that in mind and style
presentations to use that. Once you have their attention, you will have no trouble keeping it.

Multi-tasking is also a common behavior for younger people. Gone are the single task assignments.
Once you train them, these young people will amaze you with their ability to complete several tasks
simultaneously.

While they often need a little more hands-on than Millenials. They like feedback about their job
performance. Rather than cringing when the boss invites them to the office, they listen to and act
on feedback.

They are sponges and want all the information. Don’t be afraid to “parent” them a little. What they
lack in personal training is minimal compared to what they offer. Analyze your HR department and
make necessary changes before beginning a recruitment program.

Beyond the Interview: Reviewing the Benefits Gen Z Wants

One of the significant differences between Millenials and Gen Z is what they want.
IAS PCS Pathshala
After watching their parents struggle for years, the most significant consideration on the list is
stability. Beyond a decent base pay, Gen Z employees will look to the benefits package the
company provides.

Health insurance, vacation, personal time, flexible hours -- these are just a few things people will
look for in a benefits package. Conduct an honest assessment of what your company offers. Are
you competitive? Can you increase benefits without compromising in other areas? Are you flexible?

Millennials tend toward entrepreneurship. They move quickly from job to job to advance rather than
working for promotion. Gen Z people will stick with a job if they have hope of advancement, and the
employer is all about equality.

Diversity in the workplace is also an important value to this group. They are accepting of everyone
while striving for individualism.

Does your company offer the ability for employees to work from home occasionally? If an
employee’s car breaks down, they can still complete projects remotely to stay on deadlines. If you
don’t offer this perk, consider adding it. Productivity will increase.

Remember -- this is a group of people that have never known life without the internet. Practices like
remote working, where employees split their time between working from home and the office and
hiring reliable freelancers, are two ways companies are beginning to use younger generations.

Contrary to popular belief, Gen Z is not a lazy generation. They want homeownership, investments,
and a future that they watched their parents struggle for but never quite attain. They have the
shovels of technology, and they are not afraid to dig in and work for the rewards.

Providing a benefits package geared toward Gen Z is about much more than a paycheck. Their
bottom line doesn’t have a dollar sign. Expanding your benefit offerings for this new generation of
employees will pay off in the long run.

Take Your Business to the Future with Gen Z Talent

Whether you are a small business or a large corporation, modernization needs to occur. Grasp it by
the horns and look at Gen Z for the employees to carry you over the finish line. They’re young,
skilled, and hungry, making them the perfect candidates to accomplish a variety of tasks.

By investing in a recent graduate, you will add a valuable asset to your team. Their knowledge of
computers and technology can help keep your company competitive in this digital age.

IAS PCS Pathshala

 Motivation Process

In its simplest form, the motivation process begins with a need,

an individual’s perception of a deficiency. For instance, an
employee might feel the need for more challenging work, for
higher pay, for time off, or for the respect and admiration of
colleagues. These needs lead to thought processes that guide
an employee’s decision to satisfy them and to follow a particular
course of action. If an employee’s chosen course of action
results in the anticipated out come and reward, that person is
likely to be motivated by the prospect of a similar reward to act
the same way in the future.

However, if the employee’s action does not result in the

expected reward, he or she is unlikely to repeat the behavior.
Thus, the reward acts as feedback mechanism to help the
individual evaluate the consequences of the behavior when
considering futures action.

Core Phases of the Motivational Process

1) Need Identification:

First phase of motivation process is need identification where

the employee feels his/her some unsatisfied need. The
motivation process begins with an unsatisfied need, which
creates tension and drives an individual to search for goals that,
if attained, will satisfy the need and reduce the tension.

2) Searching Ways to satisfy needs:

Second phase is finding the different alternatives that can be

used to satisfy the needs, which were felt in first stage. These IAS PCS Pathshala
needs lead to thought processes that guide an employee’s
decision to satisfy them and to follow a particular course of
action

3) Selecting Goals:

Once if the need is assessed and employee is able to find out

the way to satisfy the need than next phase is selection of goals
to be performed.

4) Employee Performance:

These needs lead to thought processes that guide an employee’s decision to satisfy them and to
follow a particular course of action in form of performance.

5) Consequences of performance Reward/punishments:

If an employee’s chosen course of action results in the anticipated out come and reward, that
person is likely to be motivated by the prospect of a similar reward to act the same way in the
future. However, if the employee’s action does not result in the expected reward, he or she is
unlikely to repeat the behavior

6) Reassessment of Need deficiencies:

Once felt need is satisfied through certain rewards in response to performance than employee
reassesses any deficiencies and entire process is repeated again.

IAS PCS Pathshala

5 ways to get the best out of your team
Success story of a firm is usually scripted by an efficient and driven workforce. Any organisation
that fails to maximise the potential of its human resources is not productive. A good leader, or a
team leader, must try to capture the best out of colleagues.

The leader’s task is to continuously reinvent and introduce strategies that would help in getting the
best out of the people, and all this can happen if the leader has a keen understanding of people in
the firm/team and is quick on his/her feet to motivate to achieve better results. Economic Times
brings five ways to get the best out of your team along with experts.1. Emphasis on Power of
Listening

Listen to the employees and get a hang of the missing block. “Humans make an organisation and,
therefore, their insights and ideas should be given value & attention,” said Avishkar Mehrotra, chief
people officer, Walmart India. Employees should feel comfortable to put forth their Suggestion &
ideas and express their feelings in an open environment and they should be aware of
organisational goals & objectives, changes and targets.

2. Empower Employees

Leaders must react and not ignore the views presented by the employees. In case the organisation
discovers relevant suggestions, leaders must take note of them. “Leaders must not only make an
effort to listen to their suggestions, they should also empower them to lead some of the initiatives,”
said Mehrotra. Employees are a lot more motivated when they are aware how they are contributing
to a larger objective.

3. Work as one Unit

Create an environment in the workplace that helps to open interactions and does not restrict or
close communication channels. Open and interactive communication with associates is one of the
most effective ways to make them feel part of the decision-making process. This makes them an
integral part of the organisation. Teams should have a sense of purpose and an effective leader
should always explain to the team how their contributions can help in solving problems and achieve
common goals.

4. Continuous Coaching

Learning must never stop. All organisations must put their

resources in training and coaching the workforce. The leaders
IAS PCS Pathshala
must take ownership of providing opportunities to team
members to acquire new skills that prepare them for the future
and benefits the company as a whole. Growth and development
of team members is important. Regular training sessions and
other opportunities to help employees’ personal growth also act
as great motivational drivres.

5. Recognition and reward

Good work of team members should be recognised. A simple

‘pat on the back’ goes a long way in motivating employees.
Right behaviour as well as high performance must always be
rewarded,” said Mehrotra. There are myriad ways to inspire and
motivate teams and align them to the organisation’s goals.

Performance anxiety at work is

good: It helps you focus and
remain motivated
PTI Apr 18, 2018,

Anxiety in the workplace can help boost employee

performance in certain situations, a study has found.
Researchers from University of Toronto in Canada
looked at both the triggers of workplace anxiety and
also its relationship to employee performance. If you
have too much anxiety, and you're completely
consumed by it, then it's going to derail your
performance," said Julie McCarthy, an expert on
organisational behaviour. "On the other hand, moderate
levels of anxiety can facilitate and drive performance,"
she said.

If employees are constantly distracted or thinking about things that are causing them anxiety, it will
prevent them from completing tasks at work and that can eventually lead to exhaustion and
burnout, said Bonnie Hayden Cheng, an assistant professor at Hong Kong Polytechnic University.
IAS PCS Pathshala
However, in certain situations anxiety can boost performance by helping employees focus and self-
regulate their behaviour.

Cheng compares it to athletes who are trained to harness anxiety in order to remain motivated and
stay on task. Likewise, if employees engage in something called self-regulatory processing, that is
monitoring their progress on a task and focusing their efforts toward performing that task, it can
help boost their performance. "After all, if we have no anxiety and we just don't care about
performance, then we are not going to be motivated to do the job," said Cheng. Work-anxious
employees who are motivated are more likely to harness anxiety in order to help them focus on
their tasks. Those who are emotionally intelligent, can recognize their feelings of anxiety and use it
to regulate their performance, as well as those who are experienced and skilled at their job, are
also less likely to have anxiety affect their performance.The model of workplace anxiety
researchers developed is broken into two categories.

IAS PCS Pathshala

 Whatishumanresource.com

Maslow’s Need
Hierarchy Theory
Abraham Harold Maslow

(April 1, 1908 – June 8, 1970)

In the year 1943 a Psychologist Maslow suggested his theory of

Human Motivation. His theory is one popular and extensively
cited theory of human motivation. Maslow's theory is based on
Hierarchy of Human Needs. ]

According to Maslow, human behavior is related to his needs. It

is adjusted as per the nature of needs to be satisfied. In
hierarchy of needs theory of motivation, Maslow identified five
types / sets of human need arranged in a hierarchy of their
importance and priority. He concluded that when one set of
needs is satisfied, it ceases to be a motivating factor. Thereafter,
the next set of needs in the hierarchy order takes its place.

These needs in hierarchy can be compared to a pyramid. At the

lowest level, there will be first set of needs which can be
described as basic needs or Physiological needs and are
universal in character. This will be followed by other sets of
needs.

Abraham Maslow organized five major types of human needs

into a hierarchy, as shown in Figure. The need hierarchy
illustrates Maslow’s conception of people satisfying their needs
in a specified order, from bottom to top.

The needs, in ascending order, are:

IAS PCS Pathshala
1. Physiological needs
2. Safety needs
3. Love belonging
4. Self-Esteem
5. Self-actualization

Physiological Needs :
The Physiological needs are the basic needs for sustaining the human life. These needs include
food, clothing, shelter, rest, water, air, sleep and sexual satisfaction. These basic human needs
(also called as biological needs) lie at the lowest level in the hierarchy of needs as they have
priority over all other needs. These needs cannot be postponed for long time. Unless and until
these basic physiological needs are satisfied to the required extent, other needs do not motivate an
person/employee. A hungry person, for example, is just not in a position to think of anything else
except his hunger or food. According to Maslow, 'man lives by bread alone,' when there is no
bread. The management attempts to meet such physiological needs through payment of fair
wages.

Facts [+]

One-third of food produced globally every year does not reach human mouths, it is either lost in
transit or wasted by consumers themselves. This amounts to a staggering 1.3 billion tonnes every
year. These chilling figures are contained in a report called 'Avoiding Future Famines' released by
IAS PCS Pathshala
the United Nations Environment Programme held at Rio+20 summit on sustainable development.

'Americans throw away 25% of food'

Security / Safety Needs :

These are the needs connected with psychological fear of loss of job, property, natural calamities or
hazards, etc. An employee wants and needs protection from such types of fear. He prefers
adequate safety and security in this regard i.e. protection from physical danger, security of job,
pension at old age, insurance coverage for life, etc. The safety needs come after meeting the
physiological needs. Such physiological needs lose their motivational potential when they are
satisfied. As a result, safety needs replaces them. They begin to manifest themselves and
dominate the human behavior. Safety needs act as motivational forces only if they are unsatisfied.

Facts [+]

A job satisfaction study compiled by CareerJournal.com asked satisfied workers to describe their
jobs. The study found that highly satisfied employees consistently listed four factors: intellectual
stimulation, job security, high levels of control and autonomy, and direct contact with clients and
customers.

Demographers have labeled the generation born from 1982 to 2000 as "Millennials". Millennials
were raised in a climate of high self-esteem, rapid changes in technology, and more focus on
lifestyle. They are taking longer to finish school, launch careers, get married and form families. In
the workplace, millennials may challenge traditional corporate boundaries more than previous
generations.

Social Needs/Love belonging :

An employee is a human being is rightly treated as social animal. He desires or likes to stay in
group. Human being feels that he should belong to one or the other group and the member of the
group should accept him with the love and affection. Every human being desires to be affiliated to
such groups. This is treated as basic social need of an individual. He also feels that he should be
loved by the other persons. He needs friends and interaction with his friends and superiors of the
group such as fellow employees or his superiors. Social needs occupy third position in the
hierarchy of needs.

IAS PCS Pathshala

Esteem Needs :
This category of needs include the need to be respected by
others, need to be appreciated by others, need to have the
power and finally prestigious position. Once the previous needs
are satisfied, a human being feels to be held in esteem both by
himself and also by others. Thus, esteem needs are two fold in
nature. Self esteem needs include those for self confidence,
self-respect, competence, etc. The second groups of esteem
needs are those related to one's status, reputation, recognition
and appreciation by others. This is a type of personal ego which
needs to be satisfied. The Organisation can satisfy this need
(ego) by giving recognition to the good work of employees in
organisation. Esteem needs do not assume the motivational
properties unless the previous needs are satisfied.

"Recognition is like a small drop of oil in the machinery of

business. It just makes things run a little smoother." -– Obert
Tanner

Giving recognition makes employees confident in work: Report Even as receiving recognition is the
usual norm, many organisations are now opening channels for employees to give regular
recognition to their co-workers and 90 per cent respondents said by doing so they feel more
confident in their work, a report has said." Those who give recognition at work are more confident in
their work. About 90 per cent of employees who noted that they always give recognition to
employees feel that their work in the past 12 months has represented significant innovations,"
according to a OC Tanner report.

The report also revealed that 94 per cent of employees noted that they always give recognition to
co-workers are proud to tell others they work for their organisation. OC Tanner conducted the study
among 3,496 employees, who were over 18 years working full-time at companies with more than
500 workforce, in multiple countries across four continents, including the US, the UK, Canada,
Australia, India, Singapore and Germany." Creating opportunities for giving, receiving and
observing recognition, and devising a programme that focuses on all three, will help organisations
increase employee engagement, wellbeing, innovation, work results and revenue," the report said.
It said by giving recognition more often, employees not only feel more secure in their present
circumstances, but are also more optimistic about their future.

The report said that about 89 per cent agree that giving recognition creates a better company
IAS PCS Pathshala
 culture, while 79 said the giver works harder after they recognise another's achievement.

75 per cent respondents felt that giving recognition makes them want to stay at their current
organisation longer.

The report said 86 per cent agreed that giving recognition helped them better connect with their
colleagues and 81 per cent felt it made them better connect to their organisations.

Overall, the report has revealed that employees in the US and the UK give recognition at a
higher rate than other countries.

Australian, Canadian, and German employees fall in the middle range and while employees in
the Asian countries of India and Singapore give recognition the least, it added.

Facts [+]

A recent poll of over 1,000 full-time employees by Maritz Research found over half believed the
quality of their company's recognition efforts impacted their job performance. Respondents who
were "completely satisfied" with their employer's recognition programs were more satisfied with
their jobs, more likely to remain with the company, and more likely to recommend their workplace to
others.

Self-actualization Needs :
This is the highest among the needs in the hierarchy of needs advocated by Abraham Maslow. Self
actualisation is the desire to become what one is capable of becoming. It is the 'growth' need. A
worker must work efficiently if he is to be ultimately happy. Here, a person feels that he should
accomplish something in his life. Human want to utilize his potentials to the maximum extent and
desires to become what one is capable of becoming. A person desires to have challenges and
achieves something special in his life or in the area of his specialization. Though every one is
capable of self-actualization, many do not reach this stage. This need is fully satisfied rarely.

How does the Hierarchy Work?

A person starts at the bottom of the hierarchy (pyramid) and will initially seek to satisfy basic
needs (e.g. food, clothing and shelter)

Once these physiological needs have been satisfied, they are no longer a motivator. the
individual moves up to the next level

Safety needs at work could include physical safety (e.g. protective clothing) as well as
protection against unemployment, loss of income through sickness etc.)

Social needs recognize that most people want to belong to a group. These would include the
need for love and belonging (e.g. working with colleague who support you atIAS
work,
PCS teamwork,
Pathshala
 communication)

Esteem needs are about being given recognition for a job well done. They reflect the fact that
many people seek the esteem and respect of others. A promotion at work might achieve this.

Self-actualization is about how people think about themselves - this is often measured by the
extent of success and/or challenge at work

Maslow's model has great potential appeal in the business world. The message is clear - if
management can find out which level each employee has reached, then they can decide on
suitable rewards.

Implications for Management

If Maslow's theory holds, there are some important implications for management. There are
opportunities to motivate employees through management style, job design, company policies,
and compensation packages, some examples of which follow:

Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to
purchase the essential goods for human life.

Safety Needs: Provide a safe working environment, retirement benefits, and the job security.

Social Needs: Create a sense of community via team-based projects and social events.

Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer
job titles that convey the importance of the position.

Self-Actualization: Provide employees a challenge and the opportunity to reach their full career
potential and achieve top positions in their life.

However, not all people are driven by the same needs - at any time different people may be
motivated by entirely different factors. It is important to understand the needs being pursued by
each employee. To motivate an employee, the manager must be able to recognize the needs level
at which the employee is operating, and use those needs as levers of motivation.

Indians prefer long-term job security over salary: Survey

April, 2012: With the market uncertainty, Indian employees are preferring financially healthy
companies and long-term job security, a survey says. Long-term job security and financial health of
the company are the most-often selected factors by 64 per cent employees, followed by career
progression opportunities (50 per cent), says a recent Randstad India report.
IAS PCS Pathshala
Salary and employee benefits, which topped the chart in 2011, has dropped to the third position, it
adds. Long-term job security seems to be the top preference in the telecom sector, but not in the
automotive sector.

IAS PCS Pathshala

 McClelland (Needs for Affiliation,

Power, and Achievement) Theory

of Motivation

David McClelland and his associates proposed McClelland’s

theory of Needs / Achievement Motivation Theory. This theory
states that human behaviour is affected by three needs - Need
for Power, Achievement and Affiliation. Need for achievement is
the urge to excel, to accomplish in relation to a set of standards,
to struggle to achieve success. Need for power is the desire to
influence other individual’s behaviour as per your wish. In other
words, it is the desire to have control over others and to be
influential. Need for affiliation is a need for open and sociable
interpersonal relationships. In other words, it is a desire for
relationship based on co-operation and mutual understanding.

The individuals with high achievement needs are highly

motivated by competing and challenging work. They look for
promotional opportunities in job. They have a strong urge for
feedback on their achievement. Such individuals try to get
satisfaction in performing things better. High

achievement is directly related to high performance. Individuals

who are better and above average performers are highly
motivated. They assume responsibility for solving the problems
at work. McClelland called such individuals as gamblers as they
set challenging targets for themselves and they take deliberate
risk to achieve those set targets. Such individuals look for
IAS PCS Pathshala
innovative ways of performing job. They perceive achievement
of goals as a reward, and value it more than a financial reward.

The individuals who are motivated by power have a strong urge

to be influential and controlling. They want that their views and
ideas should dominate and thus, they want to lead. Such
individuals are motivated by the need for reputation and self-
esteem. Individuals with greater power and authority will perform
better than those possessing less power. Generally, managers
with high need for power turn out to be more efficient and
successful managers. They are more determined and loyal to
the organization they work for. Need for power should not
always be taken negatively. It can be viewed as the need to
have a positive effect on the organization and to support the
organization in achieving it’s goals. The individuals who are
motivated by affiliation have an urge for a friendly and supportive
environment. Such individuals are effective performers in a
team. These people want to be liked by others. The manager’s
ability to make decisions is hampered if they have a high
affiliation need as they prefer to be accepted and liked by others,
and this weakens their objectivity. Individuals having high
affiliation needs prefer working in an environment providing
greater personal interaction. Such people have a need to be on
the good books of all. They generally cannot be good leaders.

IAS PCS Pathshala