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HRM > unit 4 > Flashcards

unit 4 Flashcards

1
Q

PERFORMANCE LINKED COMPENSATION

A

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2
Q

TYPES OF FRINGE BENEFITS

A 
emp holidays
sick leaves
canteen, restroom and welfare act
4. emp discounts
5. transport hospitality and education
6. layoff compensation
7. gym memebership
8. free housing.
9. cash awards
10. emp snack and meals
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3
Q

TYPES OF FRINGE BENEFITS

A 
paid leave
suplementary
insurance
retirement
legally required
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4
Q

OBJECTIVES OF FRINGE BENEFITS

A
  1. industrial relations
  2. motivation
    3.efficiency
  3. productivity
  4. protect old age and maternity against social risks
  5. protect the health h of the emp
  6. make a sense of belonging and retain them so is 8. why the fringe benefits are also called golden hand cuffs.
    9/ meet the requirements of legislations of fringe benefits.
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5
Q

FRINGE BENEFITS

A

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6
Q

types OBJECTIVES OF FRINGE BENEFITS

A

statutory benifits - employees provident fund scheme, gratuity or pension scheme, employee state insurance scheme
non statutory benifits - paymenents towar emp fund provident scheme, gratuity or pension scheme and canteen and medical facilities

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7
Q

incentive scheme

A

designed to stimulate human efforts by rewarding the person over and above remuneration for increase in improments towards teh objective

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8
Q

Merits incentive scheme

A 
productivity
efficency
less dispute 
healthy industrial relations
better cooperation
less supervision
advantage for both worker and employers
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9
Q

Demerits

A

chances of reduce in productivity
difficult to measure proportinate value in the work done
employment is uncertain

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10
Q

KINDS OR TYPES OF WAGE PLANS

A

time rate plan
piece wage plan
incentive scheme

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11
Q

Time rate plan

A

wage payment based on the time spent by emp on the production of the output

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12
Q

Time rate plan

merits

A

can be easily calulated
same kind of payment so reduces jealousy among works.
no time limit to check teh quality of the output
profitable system where the output cannot be measured

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13
Q

Piece wage pla

A

wage payment based on the quality of teh output prodiuced

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14
Q

FACTORS INFLUENCING COMPENSATION

A

internal factor

external factors

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15
Q

internal factors

A 
ability to pay
the employee
job requirements
job evaluation
organization strategy
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16
Q

external factors

A

demand and supply of labour
labour unions
govervnmert

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17
Q

COMPENSATION

A

giving monetary as well as non monetary awards for emps in order to compensate for the time allocated for their jobs

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18
Q

JOB EVALUATION

A

systematic process of assessing each job in relation to other jobs in the organisation is called job eval

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19
Q

MERITS OF JOB EVALUATION

A 
salary and wage administration
job objective
inequalities in job
properly classified as unskilled and semi skilled
promotion
recruitment
job rotation and traning
20
Q

TYPES OF PROMOTION

A 
limited
dry
multi chain
up and out
vertical and horizontal
21
Q

Limited Promotio

A

increase of pay in teh same job or higher scale without chaning the job

22
Q

Dry Promotion

A

no increase in emp’s pay. longer and impressive title to the employee

23
Q

) Multiple Chain Promotion

A

systematic linking of each posiion to several other positions.

24
Q

Up and Out Promotion

A

termination of services. promotion or seek employement elsewhere

25
Q

Horizontal and Vertical Promotion

A

based on organization heiarchy and levels in management. promoting the emp from bottom to top is called vertical. promoting fromproduction dept to operation ept is called horizontal

26
Q

TYPES OF TRANSFER

A 
production
replacement
shift
versatility
remedial 
miscellaneou
27
Q

Production Transfers

A

emp is transfered from one dept to another dept

28
Q

replacement tranfer

A

an emp of long service is transfered from an dept to replace an emp with short service.

29
Q

versatility transfer

A

trained for the purpose of production an replacement tranfer. trained on diff job to adjust on diff job when there is no work on his job

30
Q

shift tranfer.

A

threee shifts. rotating. emp is transfered from one shift to next

31
Q

remedial transfer.

A

In case an employee does not feel comfortable on his job, he may be transferred to some other
job.

32
Q

Miscellaneous Transfers:

A

classified as temporary or permanent transfers
department - one dept to another dept
sectional - within the dept
interplant - one plant to another plant

33
Q

TRANSFER

A

lateral move to a vacant position in the emp’s current dept or new dept. normally wont chane in compensation

34
Q

Promotion

A

move of an emp to a vacant scale at a higher position within the dept or in a new dept. increase in salary.

35
Q

JOB CHANGES

A

a revision to teh existing job description of the emp. not a new position nor a promotion.

36
Q

OBJECTIVES

A

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37
Q

CAUSES OF JOB CHANGE

A

changes in 1. struicture of the org - job design, job groupoing.

  1. legal policies.
  2. political environment
  3. tech
  4. knowledge skills and value.
38
Q

DIFFERENCE BETWEEN POTENTIAL APPRAISAL AND PERFORMANCE APPRAISAL

A

Potential Appraisal Performance Appraisal
• Forward looking process • Backward looking process

  • Based on forecasting • Based on existing data
  • Focus on finding Hidden Talents • Focus on finding level of
  • Scope for Employee Empowerment productivity
    * Scope for Employee development

• Leads for Confidence Leads for Corrections

39
Q

TECHNIQUES OF POTENTIAL APPRAISAL

A 
 Self – appraisals
 Peer appraisals
 Superior appraisals
 MBO
 Management games like role playing
 Leadership exercises etc.
40
Q

PURPOSE OF POTENTIAL APPRAISAL

A

inform future prospects
enhance career opportunites
draft management successsion programe
update training and recruiment

41
Q

PURPOSE OF POTENTIAL APPRAISAL

A

identification of the hidden talents

and skills of a person.

42
Q

DISADVANTAGES OF PERFORMANCE APPRAISAL

A 
central tendency
halo effect
recency effect
contrast tendency
incompetence
no uniform standards
stereo typing 
lack of continuous assessment
43
Q

METHODS (OR) TECHNIQUES OF PERFORMANCE APPRAISAL

A

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44
Q

METHODS (OR) TECHNIQUES OF PERFORMANCE APPRAISAL

A 
establishing performance standards
communicating the performance standards
measuring actual performance
comparing the performance standards with the actual performance.
discussing results
taking corrective decisions
45
Q

OBJECTIVES OF PERFORMANCE APPRAISAL

A 
job change and promotion
training and develop
feedback to emp
incentives to emp
evaluating the effectives of devices used for selection and classification of workers

HRM (5 decks)

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