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Human Resource Management

Some Important Questions and Answers for Final Examination
Human Resource Management
Section A: Objective Type
Part One:
Multiple choices:
1
...

a
...
Polycentrism
c
...
Egocentrism
Answer: c (Ethnocentrism)
2
...

a
...
Job rotation
c
...
Job description
Answer: a (Job Analysis)
3
...
Payment of Wages Act, 1936
b
...
Factories Act, 1948
d
...


___________ is the actual posting of an employee to a specific job
...
Induction
b
...
Attrition
d
...
Broadening an individual’s knowledge, skill & abilities for future responsibilities is
known as :
a
...
Development
c
...
Mentoring
Answer: a (Training)
6
...

a
...
Technology Change
c
...
None
Answer: a (Planned Change)
7
...
Performance Appraisal
b
...
Performance Factor
d
...
A method which requires the rates to provide a subjective performance evaluation along
scale from low to high
...
Assessment Centre
b
...
Rating Scale
d
...
It is the sum of knowledge, skill, attitudes, commitment, values and the liking of the
people in an organization
...
Human Resources
b
...
Human Resource Management
d
...
A learning exercise representing a real- life situation where trainees compete with each
other to achieve specific objectives
...
Executive Development
b
...
Programmed Learning
d
...
Explain the importance of Career Planning in industry
...
Certainly this growth should be accompanied by development
...
It involves effort on the part
of employees to clearly think through and decided areas in which they would like to make a
career for themselves
...
The crucial role has to be played by
HRD in ensuring this alignment to build up morale in the organization
...

Employees at Uncertain Stage
Employees are often uncertain as to the type of work that would suit them best
...
Human Resource
Development Managers should be able to guide employees by administering these
instruments on them
...
These exercises with some assistance from HRD Managers should help in career need
assessment
...
This is inescapable in view
of pyramid organizations structure
...
It takes place
around the age f 40
...
Depending on the
maturity of such mentors, good results can be achieved in assuaging the hurt feelings
of plateau employees



Additional career ladders could be established to retain some valuable resource
...




Assisting them to choose a new career
...


Career path models:
This organization has developed career paths models for the major discipline


Sales



Technical services



Operations



Engineering



Aviation



LPG



Finance



Personnel

Career path models have not been drawn for the disciplines like materials, public relations,
training, etc
...
It forms the basis for placement, transfer, rotation etc
...
The most distinguishing feature of these career path model
are the stress on jib rotation and testing the incumbent in a different environment to enhance
his coping capability before giving him a higher position in the hierarchy
...
Write the features of HRM
...

Human resource management (HRM) is concerned with the personnel policies and
managerial practices and systems that influence the workforce
...


The activities involved in HRM function are pervasive throughout the organization
...
Human resource
management specialists in the HRM department help organizations with all activities related
to staffing and maintaining an effective workforce
...
HRM department provides the
tools, data and processes that are used by line managers in their human resource management
component of their job
...
It first selects the right human resources or staff (i
...
managers and employees)
...
It motivates them by giving them recognition and rewards
...

HRM is directly concerned with the "people" of the organisation
...
That is, it manages people at work
...
HRM as a Process
HRM is a process of four functions:

Acquisition of human resources: This function includes Human Resource Planning,
Recruitment, Selection, Placement and Induction of staff
...
The knowledge, skills, attitudes and social
behavious of the staff are developed
...
it also includes Performance Appraisal and handling the problems
of staff
...
It also looks after the health and safety of the staff
...
Continuous Process
HRM is not a one-time process
...
It has to continuously change and
adjust according to the changes in the environment, changes in the expectations of the staff,
etc
...

3
...

The four main objectives HRM has to achieve are :

Individual objectives of the staff
...




Organisational objectives
...


4
...
That is, it can be used for business as well as for other
organisations such as schools, colleges, hospital, religious organisations, etc
...
Integrated use of Subsystems
HRM involves the integrated use of sub-systems such as Training and Development, Career
Development, Orgnisational Development, Performance Appraisal, Potential Appraisal, etc
...

6
...
That is, it uses many different subjects such as Psychology,
Communication, Philosophy, Sociology, Management, Education, etc
...
Develops Team Spirit
HRM tries to develop the team spirit of the full organisation
...
Now-a-days more importance
is given to team work and not to individuals
...
Develops Staff Potentialities
HRM develops the potentialities of the staff by giving them training and development
...

9
...
These
changes bring many problems
...


10
...
It gives many financial and non-financial benefits to the staff
...
It also provides a regular supply of good quality goods and
services at reasonable prices to the society
...
Briefly explain the concept of Performance Appraisal
...
It is directed by managers and supervisors but requires active participation by
employees
...


Performance appraisal information is one consideration in making other personnel decisions
such as promotions, performance-based disciplinary actions, and salary increases
...
Although there is a relationship
between performance appraisals and determining employee eligibility for performance-based
salary increases and bonuses, the System's primary focus is on managing employee
performance towards the successful achievement of expectations set forth in the employee's
work plan
...
The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the
employee
...

Performance appraisal is a formal, structured system of measuring and evaluating an
employees job, related behaviors and outcomes to discover how and why the employee is
presently performing on the job and how the employee can perform more effectively in the
future so that the employee, organization, and society all benefit’
...
In order to be effective and constructive, the performance
manager should make every effort to obtain as much objective information about the
employee's performance as possible
...
Personality should be considered only when
it relates to performance of assigned duties and responsibilities
...

In many organizations - but not all - appraisal results are used, either directly or indirectly, to
help determine reward outcomes
...

Objectives of Performance appraisal:


To review the performance of the employees over a given period of time
...




To help the management in exercising organizational control
...




To diagnose the strengths and weaknesses of the individuals so as to identify the
training and development needs of the future
...




Provide information to assist in the other personal decisions in the organization
...




To judge the effectiveness of the other human resource functions of the organization
such as recruitment, selection, training and development
...


According to Flippo, a prominent personality in the field of Human resources, "performance
appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in
the matters pertaining to his present job and his potential for a better job
...

It is a powerful tool to calibrate, refine and reward the performance of the employee
...

By focusing the attention on performance, performance appraisal goes to the heart of
personnel management and reflects the management's interest in the progress of the
employees
...
Explain On-Job and Off Job Training
...
This
method of training uses more knowledgeable, experienced and skilled employees, such as
mangers, supervisors to give training to less knowledgeable, skilled, and experienced
employees
...
This type of training often takes
place at the work place in informal manner
...
These programs are carried out
by identifying the employees who are having superior technical knowledge and can
effectively use one-to-one interaction technique
...
According to a survey conducted by International Coach Federation
(ICF), more than 4,000 companies are using coach for their executives
...

A coach is the best training plan for the CEO’s because


It is one to one interaction



It can be done at the convenience of CEO



It can be done on phone, meetings, through e-mails, chat

Mentoring
Mentoring is an ongoing relationship that is developed between a senior and junior employee
...

The meetings are not as structured and regular than in coaching
...
The executive can learn a lot from
mentoring
...

Some key points on Mentoring


Mentoring focus on attitude development



Conducted for management-level employees



Mentoring is done by someone inside the company



It is one-to-one interaction



It helps in identifying weaknesses and focus on the area that needs improvement

Job rotation
For the executive, job rotation takes on different perspectives
...
In some vertically integrated organizations, for example,
where the supplier is actually part of same organization or subsidiary, job rotation might be to
the supplier to see how the business operates from the supplier point of view
...
Or the rotation might be to a foreign office to provide a global
perspective
...

Benefits of Job Rotation
Some of the major benefits of job rotation are:


It provides the employees with opportunities to broaden the horizon of knowledge,
skills, and abilities by working in different departments, business units, functions, and
countries



Identification of Knowledge, skills, and attitudes (KSAs) required



It determines the areas where improvement is required



Assessment of the employees who have the potential and caliber for filling the
position

Job Instruction Technique (Jit)
Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and
procedural), skills and attitudes development
...
A trainer who is aware of the work well is likely to do many things and in the process
might miss few things
...
The second step is to find out what the
trainee knows and what training should focus on
...
e
...

Present – In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work
...
Trainee actually
demonstrates the procedure while emphasizing the key points and safety instructions
...
In this step, the focus is on improving the
method of instruction because a trainer considers that any error if occurring may be a
function of training not the trainee
...
The trainer then helps the trainee by questioning and guiding to
identify the correct procedure
...

Off The Job Training
There are many management development techniques that an employee can take in off the
job
...



Social sensitivity in one word is empathy
...




Behavioral flexibility is ability to behave suitably in light of understanding
...
This can be done when the trainee faces dilemma in which his old values is
not able to provide proper guidance
...




Unstructured group without any objective looks to the trainer for its guidance



But the trainer refuses to provide guidance and assume leadership



Soon, the trainees are motivated to resolve the uncertainty



Then, they try to form some hierarchy
...
The reasoning of the feedbacks are
discussed which motivates trainees to experiment with range of new behaviors and values
...

Refreezing the new ones – This step depends upon how much opportunity the trainees get to
practice their new behaviors and values at their work place
...
In every social interaction, there is a motivation
provided by one person and a reaction to that motivation given by another person
...

Transactional analysis can be done by the ego states of an individual
...

There are basically three ego states:
Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and
impulses which come to her naturally from her own understanding as a child
...
Verbal clues that a person is operating from its child state are the use of words
like "I guess", "I suppose", etc
...

Parent: It is a collection of recordings in the brain of an individual of behaviors, attitudes,
and impulses imposed on her in her childhood from various sources such as, social, parents,

friends, etc
...

Verbal clues that a person is operating from its parent states are the use of words like,
always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an
accusing finger at somebody, etc
...
A person in
this ego state verifies, updates the data which she has received from the other two states
...

All of us evoke behavior from one ego state which is responded to by the other person from
any of these three states
...
This method is used to create understanding of a
topic or to influence behavior, attitudes through lecture
...
Lecture is telling someone about something
...
Training is basically incomplete
without lecture
...
It is difficult to imagine training without lecture format
...
The variation here means that some forms of lectures are interactive while
some are not
...
In this method, the trainer speaks to a group about a topic
...
A
lecture may also take the form of printed text, such as books, notes, etc
...
The trainer in case of straight lecture
can decide to vary from the training script, based on the signals from the trainees, whereas
same material in print is restricted to what is printed
...

Main Features of Lecture Method
Some of the main features of lecture method are:


Inability to identify and correct misunderstandings



Less expensive



Can be reached large number of people at once



Knowledge building exercise



Less effective because lectures require long periods of trainee inactivity

Simulation Exercises
Games and Simulations are structured and sometimes unstructured, that are usually played
for enjoyment sometimes are used for training purposes as an educational tool
...

A Training Game is defined as spirited activity or exercise in which trainees compete with
each other according to the defined set of rules
...
Simulation is about imitating or
making judgment or opining how events might occur in a real situation
...

Training games and simulations are now seen as an effective tool for training because its key
components are:


Challenge



Rules



Interactivity

These three components are quite essential when it comes to learning
...
The various methods that come under Games and Simulations are


Behavior-Modeling



Business Games



Case Studies



Equipment Stimulators



In-Basket Technique



Role Plays
Section B
Case Let 1

Trust them with knee-jerk reactions," said Vikram Koshy, CEO, Delta Software India, as he
looked at the quarterly report of Top Line Securities, a well-known equity research firm
...
The reason? "One out of every six development engineers in the
company is likely to be benched during the remaining part of the year
...
Koshy and his team had explained
how benching was no different from the problems of excess inventory, idle time, and surplus
capacity that firms in the manufacturing sector face on a regular basis, "Delta has witnessed
a scorching pace of 30 per cent growth during the last five years in a row," Koshy had
said, "What is happening is a corrective phase
...

Why Bench?
Clients suddenly decide to cut back on IT spends Project mix gets skewed, affecting work
allocation Employee productivity is set to fall, creating slack working conditions
...
Of course, the Top Line report went on to cite several other "signals,"
as it said: the rate of annual hike in salaries at Delta would come down to 5 per cent (from
between 20 and 30 per cent last year); the entry-level intake of engineers from campuses in
June 2001, would decline to 5 per cent (unlike the traditional 30 per cent addition to
manpower every year); and earnings for the next two years could dip by between 10 and 12
per cent
...
" "Some of the signals are no doubt valid
...
"But, clearly,
everyone is reading too much into this business of benching
...
They are also expanding the share of off-shore jobs
...
At one level, this is an opportunity for
us
...
Our margins will take a hit, unless we cut costs and
improve productivity
...
"If you consider benching as a non-earning mode, we
do have large patches of it at Delta
...
I think we need to look at why we
have 30 per cent bench before examining how to turn it into an asset
...
"And a lot of it has to do
with the nature of our business, which is more project-driven than product-driven
...
They wait, as they complete one project, and are
assigned the next
...
In fact, I am finetuning our monthly manpower utilization report to provide a breakup of bench costs
into specifics-leave period, training programmes, travel time, buffers, acclimatization period
et al
...
"The company has a pipeline of projects, but
it does not manage project by project
...
For example, communication networking; user interface development;
scheduling of processes are activities common to all projects
...
It is somewhat like the Activity Based Costing
...
" "I also think we should reduce
our dependence on projects and move into products," said Praveen Kumar, Director
(Marketing)
...
Multiskilling helps reduce the bench time
...
"We could look for learning's there
...
It would be worthwhile exploring the
possibility of JIT
...
It is linked to what
Mohanty said about managing by activities
...
But before we do so, Delta should consolidate its position as the premier
outsourcing centre
...
Tie-ups with global
majors will help
...
"
Questions
1
...
What are the risks involved in moving from a project-centric mode to a mix of

projects and products?
Case Let 1
Solution
1
...
But
benching is more a symptom than a cause of organisational inadequacy and changes in the
market place
...
This risk is
real, particularly because being a NASDAQ-listed company, Delta would be under
continuous pressure to improve its results every quarter
...

One of Koshy's first tasks should be to retain existing customers
...
But it would be far lower than the
cost of new customer acquisition
...
The latter must be offset against improvements in productivity
and operational efficiency
...
When Delta helps its customer reduce its costs, the
customer will stay on with Delta
...
Time and material contracts, which normally comprise 80 per
cent of billings for a software services firm, provide little incentive for productivity
improvements
...

It is important for Delta to acquire domain capabilities in diverse sectors, particularly those
which have high-growth potential in future
...
What are the risks involved in moving from a project-centric mode to a mix of
projects and products?
Product Risks & Project Risks
The first step is to understand these are 2 different entities:

Product Risks are areas in the AUT where there is a high risk you will find (important or
numerous) defects, usually due to changes or other internal factors
...

Product Risks
As testers one of our tasks is to manage Product Risks
...

In addition, we are expected to plan our testing strategy based on these risk, scheduling more
tests (and earlier tests) on areas with higher risks in order to find these issues faster
...
During these reviews I try to get inputs
into the relevance of these risks, as well as information about additional risks I may be
unaware off
...

Examples of Product Risks are:
- Complex features affecting multiple areas of the existing product, like an upgrade/migration
of the system
...

- New Developers or Development Teams, who may lack experience and thus pose a higher
risk to the existing product
...

etc
Project Risks
The responsibles for Project Risks are the Project Managers, who are also in charge of the
project’s schedule
...

Project Risks are usually managed in an Excel Sheet (or Google Docs Spreadsheet) where we
list and manage all the risks for the project
...
Risk Name & Description
2
...
Risk owner
4
...
Prevention Actions – how to avoid this risk
6
...

Risks are a big part of any manager’s work
...

Most of the task related to Risk Management are not complex but they require good
understanding of the project and product as well as the strict discipline required to keep
following and managing these risks throughout the whole lifecycle of the project
...
No longer do firms utilize one set of manufacturing processes,
employ a homogeneous group of loyal employees for long periods of time or develop one
set way of structuring how work is done and supervisory responsibility is assigned
...

1
...
The firms can't
expect these employees (Gen X employees, possessing superior technical knowledge
and skills, whose attitudes and perceptions toward work are significantly different from
those of their predecessor organizations: like greater self control, less interest in job
security; no expectations of long term employment; greater participation urge in work
activities, demanding opportunities for personal growth and creativity) to stay on
without

attractive

compensation packages and novel reward schemes
...
Technology driven companies are led by project teams, possessing diverse skills,
experience and expertise
...

3
...
This, in turn, has brought in the problem of managing plateau
employees whose careers seem to have been hit by the delivering process
...

4
...

Questions
1
...

Case Let 2
Solution
1
...

One technological breakthrough, the use of online social networking as part of an employee
profile and review process of a potential applicant for a position, has transformed how
employer perception has evolved
...
For example, provocative pictures, images of questionable judgment,
as well as the images that individuals choose to project are ones that can alter how
prospective employees are seen
...
This is an element of technology that has fostered both more
vigilance in individual behavior as well as their perception on the part of employers
...

When personnel administrators first emerged as a management specialty, there was an
attempt to make the best use of whatever technology was available -- the telephone, the
typewriter, the time clock and so forth -- in order to manage more effectively
...
But it wasn't a big deal because
HR managers were still primarily managing people and organizational procedures and
systems
...
Now, there are multiple technologies for
HR managers to deal with: interactive voice response, local area networks, optical character
recognition, multimedia, CD-ROM, client/server, Internet/intranet and more
...


It's not clear where all the technology growth is headed, but there's no turning back
...
So do
employees, internal and external customers, and -- most important -- senior management
...
From now on, HR's work will be mostly on the technological leading edge
...
The downsized organization demands it
...

Section C
Applied Theory
1
...
Explain the different
types of Interviews
...
Therefore, thorough
preparation is essential
...
The interview also provides you with an
opportunity to ask questions about the organization/company and the position
...
Sometimes it is the person most skilled at interviewing, not the most qualified
person, who gets the job
...
Your role in an interview is to
leave a clear and convincing impression of who you are, what you can do to contribute to the
organization/company, and why you should be hired for the position instead of another
candidate
...

Interviewing Goals:
1
...

2
...

3
...


Types of Interviews
All job interviews have the same objective, but employers reach that objective in a variety of
ways
...
One
strategy for performing your best during an interview is to know the rules of the particular
game you are playing when you walk through the door
...
Computer programs are among the tools used to weed out unqualified
candidates
...
See our resume
center for help
...
Screening interviewers
often have honed skills to determine whether there is anything that might disqualify you for
the position
...
For this reason, screeners tend to dig for dirt
...
They also will want to know from the outset whether you will be too expensive
for the company
...




Get into the straightforward groove
...
Answer questions directly and succinctly
...
Give a range, and try to avoid
giving specifics by replying, "I would be willing to consider your best offer
...
That way, whether the interviewer catches you
sleeping or vacuuming the floor, you will be able to switch gears quickly
...
A meeting that you initiate, the informational interview is underutilized by jobseekers who might otherwise consider themselves savvy to the merits of networking
...
Employers that like to stay apprised of available talent even when they do not have

current job openings, are often open to informational interviews, especially if they like to
share their knowledge, feel flattered by your interest, or esteem the mutual friend that
connected you to them
...

This takes off some of the performance pressure, but be intentional nonetheless:


Come prepared with thoughtful questions about the field and the company
...




Give the interviewer your card, contact information and resume
...


The Directive Style
In this style of interview, the interviewer has a clear agenda that he or she follows
unflinchingly
...
Directive interviewers rely upon their own questions and
methods to tease from you what they wish to know
...
Their style does not necessarily
mean that they have dominance issues, although you should keep an eye open for these if the
interviewer would be your supervisor
...




Do not relinquish complete control of the interview
...


The Meandering Style
This interview type, usually used by inexperienced interviewers, relies on you to lead the
discussion
...
The interviewer might ask you another broad, open-ended question before
falling into silence
...

The following strategies, which are helpful for any interview, are particularly important when
interviewers use a non-directive approach:



Come to the interview prepared with highlights and anecdotes of your skills, qualities
and experiences
...




Remain alert to the interviewer
...
If he or she
becomes more directive during the interview, adjust
...
Although the open format allows you significantly to
shape the interview, running with your own agenda and dominating the conversation
means that you run the risk of missing important information about the company and
its needs
...

Either employers view the stress interview as a legitimate way of determining candidates'
aptness for a position or someone has latent maniacal tendencies
...
You might face long silences or
cold stares
...
You might be
called upon to perform an impossible task on the fly-like convincing the interviewer to
exchange shoes with you
...
All this is designed to
see whether you have the mettle to withstand the company culture, the clients or other
potential stress
...
It is not personal
...




Prepare and memorize your main message before walking through the door
...




Even if the interviewer is rude, remain calm and tactful
...
If you go into it feeling stressed, you will
have a more difficult time keeping a cool perspective
...
In these interviews, employers use standardized
methods to mine information relevant to your competency in a particular area or position
...
You will be asked how you dealt
with the situations
...
To maximize your
responses in the behavioral format:


Anticipate the transferable skills and personal qualities that are required for the job
...
Any of the qualities and skills you have included in your resume
are fair game for an interviewer to press
...
You should have a
story for each of the competencies on your resume as well as those you anticipate the
job requires
...
Keep your responses concise and
present them in less than two minutes
...
For this reason, they might take you through a
simulation or brief exercise in order to evaluate your skills
...
The simulations and exercises should also give you a simplified
sense of what the job would be like
...

To maximize on auditions, remember to:


Clearly understand the instructions and expectations for the exercise
...




Treat the situation as if you are a professional with responsibility for the task laid
before you
...




Brush up on your skills before an interview if you think they might be tested
...
The group interview helps the

company get a glimpse of how you interact with peers-are you timid or bossy, are you
attentive or do you seek attention, do others turn to you instinctively, or do you compete for
authority? The interviewer also wants to view what your tools of persuasion are: do you use
argumentation and careful reasoning to gain support or do you divide and conquer? The
interviewer might call on you to discuss an issue with the other candidates, solve a problem
collectively, or discuss your peculiar qualifications in front of the other candidates
...
If you are unsure of what is expected from you, ask for clarification
from the interviewer
...




Avoid overt power conflicts, which will make you look uncooperative and immature
...


The Tag-Team Interview
Expecting to meet with Ms
...
Glenn, two of her staff, and the Sales Director
...
This method of interviewing is often
attractive for companies that rely heavily on team cooperation
...
In some companies, multiple people will interview you
simultaneously
...

Some helpful tips for maximizing on this interview format:


Treat each person as an important individual
...
If there are
several people in the room at once, you might wish to scribble down their names on a
sheet of paper according to where each is sitting
...




Use the opportunity to gain as much information about the company as you can
...
When asking questions, be sensitive not to place anyone in a position that
invites him to compromise confidentiality or loyalty
...
Be ready to illustrate your main message in a
variety of ways to a variety of people
...
Stay focused and adjustable
...
If you have difficulty chewing gum while walking, this could be a challenge
...
Meals
often have a cementing social effect-breaking bread together tends to facilitate deals,
marriages, friendships, and religious communion
...

Particularly when your job requires interpersonal acuity, companies want to know what you
are like in a social setting
...

Some basic social tips help ease the complexity of mixing food with business:


Take cues from your interviewer, remembering that you are the guest
...
Order something slightly less extravagant than your
interviewer
...
If he
recommends an appetizer to you, he likely intends to order one himself
...
If he orders coffee and dessert, do not leave him eating alone
...
If she and the other guests discuss
their upcoming travel plans or their families, do not launch into business
...
Remember, the interviewer is
your host
...
If you must, be as tactful
as you can
...
"



Choose manageable food items, if possible
...




Find a discrete way to check your teeth after eating
...




Practice eating and discussing something important simultaneously
...


The Follow-up Interview

Companies bring candidates back for second and sometimes third or fourth interviews for a
number of reasons
...
Sometimes they are having difficulty deciding between a shortlist of candidates
...

The second interview could go in a variety of directions, and you must prepare for each of
them
...
You can focus on cementing rapport, understanding where the
company is going and how your skills mesh with the company vision and culture
...
You might find yourself
negotiating a compensation package
...

Some tips for managing second interviews:


Be confident
...




Probe tactfully to discover more information about the internal company dynamics
and culture
...




Be prepared for anything: to relax with an employer or to address the company's
qualms about you
...
Explain the legal provisions regarding safety of workers
...
Much of the law regarding safety in the work place can be found in the Health &
Safety At Work Act 1974
...
Failure to do so could result in a criminal prosecution in the Magistrates
Court or a Crown Court
...

As well as this legal responsibility, the employer also has an implied responsibility to take
reasonable steps as far as they are able to ensure the health and safety of their employees is
not put at risk
...


An employer should assess the level of risk as against the cost of eliminating that risk in
deciding whether they have taken reasonable steps as far as they are able
...
Certain groups of employees may require more care and supervision than others, for
example disabled workers, pregnant workers, illiterate workers etc
...
If there is a recognised union with an appointed
safety representative they must consult with them and allow them time off for training in
health and safety issues
...

Example
1
...

2
...

3
...

It is always advisable for employers to have a written code of conduct, rules regarding
training & supervision, and rules on safety procedures
...
Leaflets and posters giving warnings of hazards are
always advisable
...
Where there is a recognised trade union in the workplace, which has appointed
a safety representative that person must be consulted when drawing up the safety policy
...

The Health and Safety at Work Act 1974 established the Health and Safety Commission and
the Health and Safety Executive
...
The Executive is responsible for
providing information and advice to government ministers and to investigate breaches
...


Management of Health and Safety at Work Regulations 1999 (Management
Regulations)
Places an obligation on the employer to actively carry out a risk assessment of the work place
and act accordingly
...
It is intended to identify health and safety and fire risks
...
The
requirements include control of temperature, lighting, ventilation, cleanliness, room
dimensions etc
...

The Provision And Use Of Work Equipment Regulations 1998
Deals with minimum standards for the use of machines and equipment with regard to
suitability, maintenance and inspection
...

The Manual Handling Operations Regulations 1992 (Manual Handling Regulations)
Deals with the manual handling of equipment, stocks, materials etc
...

Personal Protective Equipment Work Regulations 1992 (PPE)
Deals with protective clothing or equipment which must be worn or held by an employee to
protect against health and safety risks
...
Employers cannot charge for such clothing or equipment which must carry the
"CE" marking
...
in the use
of technological equipment
...
This includes eyesight tests on request, breaks from
using the equipment and provision of health and safety information about the equipment to
the employee
...
It also governs rest periods and
breaks
...
Records must be kept of all such accidents at the workplace for at least 3
years
...
(If the employment is at a mine, quarry or factory, accident books must be
kept regardless of the number of employees
...

Electricity at Work Regulations 1989
These place a duty on an employer to assess risks involved in work activities involving
electricity, (this can even cover electrical appliances such as kettles)
...

Fire Precautions (Workplace) (Amendment) Regulations 1999
All workplaces should be inspected by the fire authority to check means of escape, fire
fighting equipment and warnings and a fire certificate issued
...

Health and Safety (First Aid) Regulations 1981
Employers have to make adequate and appropriate provision for first aid
...
The sum to be insured is not less than £5 million
...
The Health & Safety Executive and the Environmental Health
Departments for the local authorities are responsible for enforcing the Health & Safety at
Work Act 1974 and the various regulations
...
They can also prosecute employers or
serve Notices on them to improve working conditions, or in some cases serve Notices that
work should stop altogether
...
bringing
to the employer's attention matters connected to the work which is harmful or potentially
harmful and breaches health and safety regulations)
...
Failure to provide such written
information is an offence and carries a maximum fine of £20,000 in a Magistrates Court or an
unlimited fine in the Crown Court
...
It is a decisive factor in organizational effectiveness
...
Companies must attach the same importance towards
achieving high OH&S performance as they do to the other key objectives of their business
activities
...

The Constitution of India has also specified provisions for ensuring occupational health and
safety for workers in the form of three Articles i
...
24, 39(e and f) and 42
...
While the welfare of labour
including conditions of work, provident funds, employers' invalidity and old age pension and
maternity benefit are in the Concurrent list
...
Directorate General of

Mines Safety (DGMS) and Directorate General Factory Advice Services & Labour Institutes
(DGFASLI) assist the Ministry in technical aspects of occupational safety and health in
mines and factories & ports sectors, respectively
...
Its
mission is the reduction in risks of occupational diseases and casualty to persons employed in
mines, by drafting appropriate legislation and setting standards and through a variety of
promotional initiatives and awareness programmes
...

DGFASLI is an attached office to the Ministry of Labour and relates to factories and
ports/docks
...
It also undertakes support research
facilities and carries out promotional activities through education and training in matters
concerning occupational safety and health
...




Development of safety and health information system and data bank
...




Setting up of a National Board on occupational safety and health
...




It is enforced by the State Governments through their factory inspectorates
...




DGFASLI conducts training, studies and surveys on various aspects relating to safety
and health of workers through the Central Labour Institute in Mumbai and three other
Regional Labour Institutes located at Kolkata, Chennai and Kanpur
...




The Mines Act, 1952, prescribed duties of the owner (defined as the proprietor, lessee
or an agent) to manage mines and mining operation and the health and safety in
mines
...




Directorate General of Mines Safety conducts inspections and inquiries, issues
competency tests for the purpose of appointment to various posts in the mines,
organises seminars/conferences on various aspects of safety of workers
...
Both penal and pecuniary
punishments are prescribed for contravention of obligation and duties under the Act
...




It is administered by Director General Factory Advice Service and Labour Institutes,
Directorate General FASLI as the Chief Inspector there are inspectorates of dock
safety at 10 major ports in India viz
...


Other legislations and the rules framed thereunder:-



Plantation Labour Act, 1951



Explosives Act, 1884



Petroleum Act, 1934



Insecticide Act, 1968



Indian Electricity Act, 1910



Indian Boilers Act, 1923



Indian Atomic Energy Act, 1962



Building and Other Construction Workers (Regulation of Employment and
Conditions of Service) Act, 1996



Beedi and Cigar Workers' (Conditions of Employment) Act, 1966
...
It has launched new initiatives in three sectors:

Road Transportation Safety



Safety of Health in Construction Sector



Safety, Health and Environment in Small and Medium Scale Enterprises(SMEs)

At the international level, NSCI has developed close collaboration with International Labour
Organisation (ILO); United Nations Environment Programmes (UNEP); World Bank ; Asian
Disaster Preparedness Centre (ADPC),Bangkok; World Environment Centre (WEC), New
York; and the member organizations of Asia Pacific Occupational Safety and Health
Organisation (APOSHO) of which NSCI is a founder-member
...
It is the first
APELL Centre in the world
...
It is dedicated primarily to strengthen chemical emergency
preparedness and response in India through the use of the internationally accepted APELL
process

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