WORKERS PARTICIPATION IN MANAGEMENT (WPM)

WPM - DEFINITION

The participation resulting from practices which increase the scope for employees share of influence in decision-making at different tiers of organizational hierarchy with concomitant assumption of responsibility
International Institute of Labour Studies

FIVE INTERPRETATIONS OF PARTICIPATION - MHETRAS

Informative participation Consultative participation Associative participation Administrative participation Decisive participation

FIVE INTERPRETATIONS OF PARTICIPATION - MHETRAS

Informative participation : sharing of information with workers regarding economic position of the firm, state of the market, production and sales programme, work methods, balance sheets, expansion plans etc. here the workers dont have the right to scrutinize the information provided by management

FIVE INTERPRETATIONS OF PARTICIPATION - MHETRAS

Consultative participation: this involves a higher degree of sharing of views of the workers and giving them a chance to express their views on various issues concerning work, workplace, working conditions, market standing, financial status etc. Acts as advisory body only Mgt may or may not accept the decisions

FIVE INTERPRETATIONS OF PARTICIPATION - MHETRAS

Associative participation: here the council is not purely advisory The mgt is under moral obligation to implement the unanimous decisions of the council

FIVE INTERPRETATIONS OF PARTICIPATION - MHETRAS

Administrative participation: here there is a greater degree of sharing authority and responsibility of managerial work, allowing workers a little more autonomy in exercising administrative and supervisory powers in respect of welfare, safety, benefits, rewards etc

FIVE INTERPRETATIONS OF PARTICIPATION - MHETRAS

Decisive participation: this is the highest form of participation where decisions are taken jointly on matters relating to production, safety, welfare

FORMS OF WPM
Works Committee Joint Management Councils Joint Councils Shop Councils Unit Councils

WORK COMMITTEES

The Industrial Disputes Act, 1949 provides for the setting up of Work Committee Every undertaking employing 100 or more workmen The aim is to promote measures for maintaining harmonious relations in the work place and to sort out differences of opinion in respect of matters of common interest to employers and employees

WORK COMMITTEES

Functions: discussion of conditions of work

like lighting, ventilation, temperature, sanitation etc., amenities like water supply for drinking purposes, provision of canteens, medical services, safe working conditions, administration of welfare funds, educational and recreational activities, and encouragement of savings

WORK COMMITTEES
Structure: president, vice president, a secretary and a joint secretary President is a nominee of the employer and the VP is a representative of the workers The tenure of these bodies is two years The total strength should not exceed 20

SEMINAR PRESENTATION TOPIC

Joint Management Counsils Roll No

SEMINAR PRESENTATION TOPIC

JOINT COUNCILS ROLL NO.

SEMINAR PRESENTATION TOPIC

SHOP COUNCILS : ROLL NO

SEMINAR PRESENTATION TOPIC

UNIT COUNCILS ROLL NO.

QUALITY CIRCLES

Quality Circles (QC) - History

Pioneered by Japanese. Japanese nomenclature: Quality Control Circles (QCC), generally now known as Quality Circles (QC) or some call it as Small Group Activity (SGA). 1962: First QC Circle was registered with QC Circle Head Quarters in Japan. 1974: Lockheed Company, USA started Quality Circle movement. 1977: International Association of Quality Circles (IAQC) was formed in USA. 1980: BHEL, Hyderabad first in India to start Quality Circles. 1982: Quality Circle Forum of India (QCFI) was founded.

QUALITY CIRCLES
A quality circle is a small group of employees who meet periodically to identify, analyze and solve quality and other work related problems in their area The ideal size of the group is six to eight members

FEATURES - QC
Voluntary group Manageable size Regular meetings Own agenda Exclusive focus on quality

OBJECTIVES - QC
To improve quality of service/product To meet the psychological needs of workers To utilize human talents, skills and knowledge relating to a work area To improve the quality of work life To promote better understanding and thereby create cordial industrial relations

QC STRUCTURE
STEERING COMMITTE E

FACILITAT OR
QC LEADER QC MEMBERS QC LEADER QC MEMBERS QC LEADER QC MEMBERS

FACILITAT OR
QC LEADER QC MEMBERS QC LEADER QC MEMBERS QC LEADER QC MEMBERS

QC STRUCTURE

QC Members: members of a single work

group form a circle. They can withdraw from the circle anytime they like. Nobody is forced to join, there are no rewards for taking membership in a circle. There are no penalties for not taking part actively. But normally: Members are supposed to attend meetings regularly Participate actively Contribute ideas for solving quality related problems

QC STRUCTURE

Qc Leader: each QC is headed by an

elected leader who coordinates and streamlines the work of all members. He conducts seminars, meetings, initiates discussions, motivates members to participate actively and acts as a link between members and the facilitator. He also trains members in problem identification, discussion and problem solving techniques

QC STRUCTURE
Facilitator : the facilitator is an important person

between the quality circle and the steering committee. He would act as a consultant and guide to the QC leaders Initiate the setting up of QCs by persuading the supervisor, by teaching and training the QC leaders and members Provide feedback to the steering committee about the proceedings and results of the QC Act as an evaluator and reviewer of QC operations and programmes

QC STRUCTURE

Steering Committee: it consists of

representatives of management from different departments at top level and top level representatives of recognized unions/federations of employees Sponsoring QC programmes in the entire orgn by defining overall objectives and operating guidelines Selecting and training the facilitators Providing the resources and moral support to the facilitators

HOW DO QCs WORK ?

Identify problems Analyze problems Recommend solutions

WHY QCs FAIL IN INDIA ?

Inadequate preparation and training Interference Structural problems

WHY QCs FAIL IN INDIA ?

Inadequate preparation and training:

Exposure of employees to a few QC workshops Casual approach to training Lack of team spirit Low morale of employees Autocratic leadership styles Lack of trust in the abilities of employees

WHY QCs FAIL IN INDIA ?

Interference: top mgt should take

unions into confidence before introducing QCs When unions were ignored, they have often tried to interfere, actively dissuading members from giving of their best to the movement

WHY QCs FAIL IN INDIA ?

Structural problems: Any attempt to force employees into doing something they dont like is likely to fail QCs yield benefits in the long run and it may not be possible to measure all such changes within a short span of time The QC members often chose leaders whose professional competence was questionable

WHY QCs FAIL IN INDIA ?

QC members were not able to make convincing presentations supported by concrete, viable solutions before the audience In the absence of concrete evidence of success through QCs management lost interest and failed to extend support

SEMINAR PRESENTATION TOPIC

QUALITY OF WORK LIFE ROLL NO.

SEMINAR PRESENTATION TOPIC

ROLE OF QCs IN TQM ROLL NO.

SEMINAR PRESENTATION TOPIC

TOTAL QUALITY MANAGEMENT ROLL NO.

IMPACT OF TECHNOLOGICAL CHANGE IN PERSONNEL MANAGEMENT

IMPACT OF TECHNOLOGICAL CHANGE IN PERSONNEL MANAGEMENT

New skills required Downsizing Collaborative work Telecommuting Internet revolution

CHANGING ROLE OF PERSONNEL MANAGER

Strategic Partner
In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organizationwide business plan and objectives.

CHANGING ROLE OF PERSONNEL MANAGER

Employee Advocate
As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well.

CHANGING ROLE OF PERSONNEL MANAGER

Change Champion
Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. . He also sponsors change in other departments and in work practices.

SEMINAR PRESENTATION TOPIC

CURRENT TRENDS IN HRM ROLL NO.

REFERENCE

VSP Rao, (2005), Human Resource Management : Text and Cases, New Delhi: Excel Books P Subba Rao, (1996), Essentials of Human Resource Management and Industrial Relations, Mumbai: Himalaya Publishing House VSP Rao & V Hari Krishna, (2002), Management Text and Cases, New Delhi: Excel Books WWW.GOOGLE.COM

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