Functions of Human Resources at Orient Energy Systems Limited - Assignment Point
Functions of Human Resources at Orient Energy Systems Limited
Subject: Human Resource Management | Topics:

Functions of Human Resources at Orient Energy Systems Limited

Orient Energy Systems is one of the most growing companies in Pakistan specializing in industrial engineering products, services & solutions. Conceived by a group of highly ambitious technical professionals in 1996, the company has risen phenomenally from a localized anonymous entity to one of the most dynamic & revered company not only in Pakistan but also in Bangladesh & UAE. Today, Orient is recognized as a company representing the most advanced engineering technologies in the world and at the same time facilitating its customers in achieving the most economized operations as well which is a real need of our industry. With more than 1150 team members and with annual turn over of approx. Rs. 2 Billion, Orient has been contributing significantly in developing indigenous technological solutions for its customers which has revolutionized the products & services we are offering.

Since inception, Orient has always worked tenaciously towards achieving excellence in engineering solutions and ‘complete customer satisfaction’ earning the distinction of being one of the most reliable and customer-oriented equipment & solutions provider in the markets we serve. Orient is committed to make its customers “ORIENTed” in various engineering products like Power generators (Gas & Diesel), Air Compressors, Air-conditioning chillers, Forklift trucks & Heavy machinery. Getting ORIENTed is much more than buying just a product or a service from us … its about the peace of mind that you can have from our technologically superior products, indigenous engineering expertise, inventory management practices, projects management on turn key basis, flexible operational solutions to meet your contingencies and our constant endeavors in minimizing acquisition & operating costs for our customers.

Our customized solutions also include Power Systems Rentals in collaboration with ORIX leasing (a subsidiary of ORIX leasing Japan). This joint venture now carries one of the biggest generators portfolios in the industry with more than 100 diesel & gas generators available with skilled operating manpower on short, medium & long term basis. The company has been offering specialized maintenance and overhaul services along with typical and sophisticated repair skills to refurbish industrial class reciprocating internal combustion engines. Orient offers maintenance during the operating life of the asset, which includes routine maintenance contracts, Blanket maintenance contracts, total plant management (O&M) contracts and overhaul service with complete monitoring through factory trained technical managers and highly skilled service engineers.

So whether it’s the decision of buying a new Generator, Air Compressor, Chiller, Forklift truck and Heavy Machinery or replacing the old one, you better get oriented to feel the difference we can offer to you. We can reach wherever you are in Pakistan through our offices in almost all the major cities with technical support.

Orient Energy’s Product:

  • Diesel Gensets
  • Gas Gensets

Material Handling Equipment      

  • Air Compressor

FUNCTIONS OF Human Resources:

Now days human resources occupy a bigger position and is consider being an important part of a firm. If the employees are not satisfied they won’t produce sufficient quality work. Human Resources play a significant role in the out sourcing of labor. The Human Resources department lies at the core core of any business’s management stricter. This is the way the Human Resources department probably the most important department in any organization.

Human resources is a person or employee who staff and operates a functions with in a organization. The term of human resources is traditionally called ‘Labor’ in the political economy and economicies, one of the three factors of production. It was used as labor right management in the olden days in the organization.

The human resources function is still to a large degree administrative and common to all organizations. To varying degrees most organizations have formalities selection, evaluation and payroll process. Efficient and effective management of the Human capital pool (HCP) has become an increasingly imperative and complex activity ti all human resources professional. The human resources function consists of tracking innumerable data points on each employee, from personal histories, data, skills, capability, experiences to payroll records.

FACTORS OF HUMAN RESOURCES

Purpose

The function of Human Resources departments is generally administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of “Human Capital” has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. Due HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the “client-server” architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the high capital investment necessary to purchase or program proprietary software, these internally-developed HRMS were limited to organizations that possessed a large amount of capital.

  1. Payroll
  2. Work Time
  3. Benefits Administration
  4. HR management Information system
  5. Recruiting
  6. Training/ Learning Management System
  7. Performance Record

The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems.

The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labour distribution capabilities and data analysis features. Cost analysis and efficiency metrics are the primary functions.

The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass, insurance, compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to “read” applications and enter relevant data to applicable database fields, notify employers and provide position management and position control. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organisation. Initially, businesses used computer based information system to:

  • produce pay checks and payroll reports;
  • maintain personnel records;
  • pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. Talent Management systems typically encompass:

  • analyzing personnel usage within an organization;
  • identifying potential applicants;
  • recruiting through company-facing listings;
  • recruiting through online recruiting sites or publications that market to both recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or ‘ATS’, module.

The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.

Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced Applicant Tracking System that encompasses a subset of the above.

The Human Resource Management Contribution

To Supply Chain Integration

Abstract: Supply chains are now viewed as a significant means of managing the flow of production in global economies, and the definition and measurement of supply chain flows, particularly the “hard” products, services, and information, is well under way. However, much less is understood concerning “soft” areas such as human resource management activities. In fact, many practitioner-focused articles are concerned with the lack of human resource involvement with and contribution to supply chain efforts. This theoretical paper contrasts the requirements of relationship-based strategies, appropriate for supply chain integration, with the traditional transaction-based strategies and presents a model of the human resource – supply chain performance relationship, including moderating variables. On this basis propositions are posited, and conclusions are noted with suggestions for further research.

Human Resources Practices and Activities in Orient Energy Systems Ltd (OESL).

Recruitment Procedure of OESL

  • If any existing Job vacancy / creation / designation present in any department/division, then the concerned Departmental Heads of OESL will fill out and send Personnel Requisition Form Stating Job Specification, Job Description to Head of Admin and HRD for necessary actions.
  • Head of Admin and HRD of OESL will scrutinize Manpower Requisition Form and get Management approval for onward processing.
  • Internal Job announcement / dropped CVs /personal contacts/ advertisement in local Daily News papers, as well as online advertisement as applicable, is done to collect profiles of potential candidates.
  • After about 2 weeks (since initiation of recruitment process) prospecting applications are sorted out by HRD in consultation with the concerned department/ division in line with the advertisement/ recruitment.
  • After preliminary short-listing of the applications/ CVs, Head of Admin and HRD of OESL will send letters or contact over phone to the prospective candidates for interview.
  • On the appointed date, Head of Admin and HRD of OESL along with concerned departmental head shall conduct written tests and oral interview as required.
  • At the end of the interview and written test, concerned department heads and Head of Admin and HRD of OESL will discuss performance ratings of candidates and complete the recruitment and selection process with the approval of Management.
  • The finally selected candidate(s) will be informed about their selection and asked to report to Head of Admin and HRD of OESL for salary negotiation.
  • On completion of recruitment formalities, letter of appointment in duplicate will be issued to the candidate. Duplicate copy of the appointment letter will be signed by the candidate and will be returned to Head of Admin and HRD of OESL as a mean of acceptance.
  • On joining, incumbent signs a joining letter that is returned to HRD.
  • While working out the offer. HRD of OESL will check original certificates of the candidate(s) and attested photocopies of the script will be kept in the personal file of the candidate(s). Candidate(s) selected as such will be put on probation for a period that is decided by the Management.

Selection Procedure Of OESL

An important function of Human Resource Management of OESL is selecting the right people at the right place. OESL believes that employees with right skills and attributes will do a better job for the organization. If organization without required skills cannot perform effectively and training cost more for the organization so, in the time of selection there is the chance of screen out the undesirable person when they are in the door.

Skilled and effective labor save the training cost which is required for unskilled labor.

At the first steps of selection process the applicant should complete application blanks. Application blanks should be based on the nature of the job details of educational achievement and work experience. Education and experience require for selecting the right employee. OESL carefully scrutinizes all information supplied by the applicants on his or her employment application.

Then arrange written test for selecting the best-qualified person for the job. OESL. follows unstructured interview in selection of the candidates after written test. Interview helps to minimize snap judgment.

Reference check is the one of the most important step in the selection process. Because some job applicants falsify their past and current qualification, historical background and referred person and their relation. For some specific job such as driver, worker at plant, machine man physical test have to conduct. It is the important step of the selection process; it helps to determine the capability of the candidate to do the job well done. After successful completing physical test the candidate selected.  At the last step of recruitment is the placement and selected candidates receive the job offer.

So, Human Resource Dept. is the sole authority for employee selection. For the selection, dept. follows a procedure such as- written test, IQ test, interview and salary negotiation. They don’t follow any fixed interview process. Their question criteria are selected which is situation based. The HR Dept. require some approaches such as-general intelligence, special aptitudes, personality, ability of leadership, decision making, adaptability, oral and written communication etc. And these approaches are examined on the basis of their position. After recruitment the department justifies their performance. To recruit, the dept. negotiates the salary with suitable candidate whenever necessary.

 

Performance Appraisal Procedure

Performance appraisal is a process by which organization evaluate job performance. When it is done correctly, employees, their supervisors, the HR dept and ultimately the organization benefit by ensuring that individual efforts contribute to the strategic focus of the organization.

OESL uses the following performance appraisals:

  • Performance improvement:

Performance feedback allows the employee, the manager, and personnel specialist to intervene with appropriate actions to improve performance.

  • Compensation adjustments:

Performance evaluation helps decision makers determine who should receive pay raises. Many firms grant part or all of their pay increases and bonuses on the basis of merit, which is determined mostly through performance appraisals.

  • Placement decision:

Promotions, transfers and demotions are usually based on the past or anticipated performance. Often promotions are a reward for a past performance.

  • Training and development needs:

Poor performance may indicate a need for retraining. Likewise, good performances may indicate untapped potential that should be developed.

  • Career planning and development:

Performance feedback guides career decision about specific career paths one should investigate.

  • Staffing process deficiencies:

Good or bad performance implies strengths or weaknesses are the personnel department’s staffing procedures.

  • Informational inaccuracies:

Poor performance may indicate errors in job analysis information, human resource plans or other parts of the personnel management information system. Reliance or inaccurate information may have led to inappropriate hiring, training, or counseling decisions.

  • Job design error:

Poor performance may be symptom of ill-conceived job designs. Appraisals help diagnose these errors.

  • Equal opportunity employment:

Accurate performance app that actually measure job related performance ensures that internal placement decisions are not discriminatory.

  • Feedback to human resources:

Good or bad performance throughout the organizations indicates how well the human resource function is performing.

  • External challenges:

Sometimes performance is influenced by factors outside the work environment, such as family, financial, health, or the other personal matters. If these factors are uncovered through appraisals, the human resources department may be able to provide assistance.

OESL followed the appraisal because they believe that will create an accurate picture of an individual’s typical job performance. Appraisals are not done just to uncover poor performance; acceptable and good results also must be identified so that they can be reinforced.

All employees’ performances appraise annually mainly in December. OESL use point method in appraising the performance of each employee’s +Management and the Human resource Department conducted the performance appraisal Activities Mainly.

According to the Job Description and Special Assignment of the Concerned Supervisor or Manager all employees like —

  • Area Manager
  • Assistant
  • Officer
  • Sales representatives
  • Worker in the plant.
  • Guard
  • Cleaner
  • Driver
  • Peon

Evaluation Guidelines

  • OUTSTANDING = 52 for Manager, 64 for Officer, 60 for Assistant Manager.
  • VERY GOOD = 39 – 47 for Manager, 48-59 for officer, 45-55 for Assistant Manager.
  • GOOD = 26-38 for Manager, 32-47 for Officer, 30 –44 for Assistant Manager.
  • AVERAGE = 13 – 25 for Manager, 16-31 for Officer, 15-29 for Assistant Manager.
  • BELOW AVERAGE = 13 for Manager, below 16 for Officer, below 15 for Assistant Manager.

 

Primarily In Apprising performance of all graded employee, some criteria followed by OESL

For manager: For manager the areas of assessment cover the following things:

  • Planning,
  • Analytical ability,
  • Judgment,
  • Honesty and loyalty,
  • Communication,
  • Achievement / target,
  • Leadership and discipline,
  • Interpersonal relations,
  • Resourcefulness,
  • Commitment towards professional development of the subordinate,

For Assistant: For Assistant manager the area of assessment covers the following things:

  • Professional knowledge.
  • Quality work output.
  • Meeting work dead lines.
  • Job commitment.
  • Dependability.
  • Daily attendance.
  • Discipline.
  • Leadership interpersonal relationships.
  • Communication.
  • Self-motivation.
  • Effective feedback of delegated work,
  • Ability to understand job instruction.
  • Ability to handle job pressure.
  • Emotional maturity.

For Officer:

For the post of Officer some criteria has to meet by the employee – those are

  • Professional Knowledge.
  • Judgment.
  • Daily attendance.
  • Discipline.
  • Communication.
  • Leadership.
  • Interpersonal relationships.
  • Resourcefulness.
  • Meeting work deadlines.
  • Quality work out put.
  • Emotional maturity
  • Ability to handle job pressure.
  • Ability to prioritize work.
  • Self-motivation.
  • Feed back.
  • Effective follow up of delegated work.

Another employee like Driver, Guard, Packing man, Cleaner must have to appraise their performances under the following criteria-

  • Effectiveness and efficiency in operation.
  • Tendency following rules and regulation.
  • Consciousness about timing and duties.
  • Relationship with associates and colleague.

Annual performance calendar introduce January to December.When an employee complete one year successfully in OESL then his performance consider   the annual performance appraisal calendar.

  • 50% of the employee in each section will get increment.
  • 10% employee in each section will get promotion.

Generally an employee allows for promotion after successful completion his job in the organization for three years.

If any employee able to show outstanding performance in that case he will get promotion within two years. Annual performance Appraisal set standards and compares it with actual productivity of the employee and monitors the performance of the employee in the organization that determines the productivity of the each employee.

OESL believes that efficient and effective employee can contribute for the betterment of the organization, so the main concentration of performance appraisal is to identify the most productive and potential employee. OESL Ltd included past performance of each employee to determine the efficiency of the employee that help to determine the potentiality of employee.

Also OESL uses various methods of appraisal these are:

  • Rating scales
  • Checklists
  • Forced choice method
  • Critical incident method
  • Field review method

These are the past oriented methods and below are the future oriented methods, which are followed by the OESL. These are:

  • Self appraisal
  • Mgt by objective
  • Psychological appraisals
  • Assessment centers

 

360-degree appraisal uses in OESL

By 360-degree feedback the HRD of the co. collect and analyze information about employee’s performance and from the manager, direct reports, colleagues and sometimes customers and suppliers. The data is usually feedback in the form of rating against varies performance dimensions, which is very essential to measure employee performance of an organization. The co. uses 360-degree feedback to overcome biasness, because the HRD doesn’t rely on one person’s view. The HR dept. also uses it to support learning and development.

OESL follows SMART to measure employee performance. SMART i.e.

S= Specific/stretching-clear, unambiguous, straightforward, understandable    and challenging.

M= Measurable-quantity, quality, time, money.

A=Achievable-challenging but within the reach of a component and committed person.

R= Relevant-relevant to the objectives of the organization so that the goal of the individual aligned to corporate goals.

T= Time framed- to be completed within an agreed time scale.

OESL thinks that the objectives should be SMART. Because they are intended to bring about changes, they should cover all the important aspects of the job.

There are some factors which affect employee performance evaluation process such as: quality of work, quantity of work, job knowledge, initiative, planning, cost control, relationship with peers subordinates, superiors, client department etc.

The strength of performance appraisal in their organization is 360-degree feedback.

  • Increased awareness by senior management that they too have development
  • More reliable feedback to senior managers about their performance.
  • Increased awareness of and relevance of competencies.
  • Individuals get a broader perspective of how they are perceived by others than previously possible.
  • Reinforcing the desired competencies of the business.
  • Clarified to employee’s critical performance aspects.
  • Identifying key development areas for the individual, a development and the organization as a whole.
  • Provided a clear picture to senior management of individuals real worth.
  • Identify strengths that can be used to the best advantages of the business.
  • It is supporting a climate of continuous improvement.

The Reward System in OESL.

OESL is formed to accomplish its mission. Its must attract and hire people who have certain knowledge, skills, aptitudes and attitudes to attract and retain such people the organization provides rewards. An organization designs and implements a reward system to focus worker attention on the specific behaviors.

OESL considers necessary to achieve its desired goals and objectives.

OESL classified the reward system into two categories, these are:

Compensation system:

There are eight compensation dimensions these are as below:

  • Pay for work and performance
  • Pay for time not worked
  • Loss-of-job income contribution
  • Disability income contribution
  • Deferred income
  • Spouse income contribution
  • Health, accident and liability protection
  • Income equivalent payments

Non-compensation system:

Non-compensation rewards are almost infinite number of components relate to the work situation and to the emotional and psychological well being of each employee. Several non-compensation rewards are as below:

  • Enhance dignity and satisfaction from work performed
  • Enhance psychological health, well-being and emotional maturity
  • Promote constructive social relationship with co-workers.
  • Allocate sufficient resources to perform work assignments.
  • Design jobs that require adequate attention and effort
  • Grant sufficient control over the job to meet personal demands.
  • Offer supportive leadership and management.

Employee Benefit and Services in OESL

Employee benefit and services include any benefit that the employee receives in addition to direct remuneration from the OESL. Employee benefit and services are alternatively known as fringes, services programs, or hidden payroll. Employees prefer indirect remuneration to direct pay. Any increase in direct pay only adds to one’s taxable income. But most benefits are not taxed and hence are advantageous to employees.

Employers, too, prefer indirect remuneration to direct pay. Increase in benefits distort salary structure less, and are often more easy to explain to shareholders as the social responsibility of the company.

  • Gratuity Scheme

OESL, the employee shall be eligible for Gratuity on leaving the Co. when the employee complete minimum 5 years of services, 1 month basic salary is payable for each completed year according to the last basic at the moment of resign.

  • Provident Fund

OESL provides Provident Fund to the employee when he/ she will complete 1 year’s of services. The employee contributes monthly to the fund at the rate of 10% of his basic salary and the Co. contributes   10% of the basic of the salary.

  • Medical facility

The OESL, provide certain amount Medical Allowances as per designations. Some times provides certain amount money if any body apply.

  • Festival Bonus

OESL provides two festival bonuses. The employees of the Co. irrespective of their religion draw one Festival Bonus during the time of Eid-Ul-Fitr. The other Festival Bonus is given to the Muslim employees during the time of Eid-ul-Azha. Employees other than Muslim receive bonus according to their Festival and the bonus is paid of an amount equal to one month’s basic salary of the employee.

  • Performance Bonus

In OESL, performance Bonus is paid based on points achieved in the performance evaluation.

The performance Bonus system is target oriented in Square. If the Company’s sales forces achieve the target, the co. paid the bonus quarterly on the basis of employees post.

  • Telephone facility

The telephone facility at residence and cell phone is provided for top-level management in some cases job area in OESL. According to the designation it varies from TK 5000 to TK 1500 per months from Grameen Phone and the bill is paid according to their position and they cover the bill by two numbers.

   Canteen Facility

The canteen facility is provided in OESL. every month company deducts Tk. 1500 to TK. 3000   from the salary.

Loan facility

The OESL provides interest free loan to for the employee according to fulfillment of some conditions, which is 75% of the provident fund.

Insurance Benefit

The insurance related benefits exist in OESL, after death Insurance policy provided for all permanent employees, which is covered by group insurance.

Annual Leave

In OESL, every employee is entitled to 21 days as earn leave. As casual leave, 10days and 26 days as sick leave. Employee, who’s completed three years of services, is entitled 28 days as recreation leave.

Ø Maternity Leave

OESL provides three months maternity leave for female employee and group insurance cover the hospitalization charges. A married female employee can avail for maximum two maternity leave.

Children facility

In OESL there is no childcares facility, but they have scholarship scheme for employees’ children and kit allowance for higher education.

Overtime, Food & Conveyance Allowances

Overtime

  1. In principal every staff should complete their assignments within office hours and avoid sitting late in the office for Overtime. Overtime is resorted to only when extreme necessity arises and should not be taken as a routine practice.
  2. Overtime will be paid to the persons as per Grade entitlement.
  3. It is obligatory on the part of a staff to work overtime when so required to meet the exigencies of a situation that might arise in the course of company’s business. Refusal to work overtime asked by the management amounts to misconduct.
  4. Overtime Rates will be Basic Salary per month /240 (Hrs in a month) x 2.
  5. No overtime can be claimed during international traveling
  6. No overtime can be claimed during night stay in local traveling. It can only be paid on certain Revenue jobs where overtime is chargeable to customers after the approval of concerned Managers.

Food

Where an employee is required to work extra than normal working hours and time exceeds 8.30 pm or works during holidays till lunch time , the employee in addition to over time (if entitled) they will be entitled a food allowance for lunch / dinner at the rates defined in the table of allowances Grade wise.

Conveyance

  1. Employees (other than dispatch rider) who travel outside for official purpose and Company transport is not provided, will be entitled Conveyance Allowance @ of Rs. 10/= per K.M.
  2. Staff working on over time late in nights and leaves office/site after 10.30 PM and they are not provided the Company Transport, are entitled Conveyance Allowance at the rates defined in the table of allowances Grade wise.

Allowances Payment approving authority

All Payment of Overtime Allowance, Food Allowance and Conveyance Allowance will be paid after the approval of concerned department manager dully verified by their in charges.

 

Principles of Fringes

The following principles must govern the administration of fringe benefits:

  • The benefit must satisfy the real need.
  • The benefit should be as broad-based as possible.
  • Employees should be educated to make use of the benefits.
  • The benefit must be cost-effective.
  • Sound planning should precede administration of the benefits.

Employee Grievances in OESL

Grievance

Broadly speaking a grievance is any dissatisfaction that adversely affects organizational relations and productivity. A grievance may thus be said to be the representation by a worker, a group of workers or their unions to the management relating to the terms and conditions of employment, breach of the freedom of association or the provisions of the standing orders or non-implementation of the govt. orders, conciliation agreements or adjudication’s awards.

Managing of Grievance

In a democratic set up any employee should be in a position to express his dissatisfaction, whether it is a minor irritation, a serious problem, or a difference of opinion in the work assignment or in the terms and conditions of employment. The feeling of discontent or dissatisfaction becomes a complaint when

  • It has not assumed,
  • The matter has been presented in a highly informal way.

A complaint turns into a grievance when

  • There is a feeling of injustice
  • Expressing the feeling formally, either verbally or in writing and
  • It is related to policies, procedures and operations of the organization.

 

Principles for Handling Grievances

  • In handling grievances a considerable amount of time must be spent in talking to employees, gathering data from them and passing on various types of information.
  • The mgt executive or representative must seek to develop an attitude towards employees that should result in gaining their confidence. He should avoid giving the impression that subordinates are ignorant.
  • In handling grievances, consideration should be given not only to the effect in the present but also to long run.
  • A positive attitude of management and their representatives indicating their full awareness of and willingness to carry out these burdens must be apparent to employees in order to gain their respect and co-operation.

Machinery for Handling Grievances

To handle grievances in proper way some tools or machineries are followed these are as below:

  • Defining, describing or expressing the nature of the grievances as clearly and fully as possible.
  • Gathering all the facts that serve to explain when, how, where to whom and why the grievance occurred.
  • Establish tentative solution or awareness to the grievance.
  • Gathering additional information to check the validity of the solutions and thus ascertain the best possible solution.
  • Applying the solution.
  • Following up the case to see that it has been handled satisfactory and trouble eliminated.

OESL Dealing with Grievances and Complaints

Problems with employees arise occasionally in every business. Now and then, once you have exhausted ways of preventing problems arising in the first place, you may need to discipline employees or confront with their grievances.

If problems do arise it is much better to deal with them than to let them continue until your employee resigns. Disciplinary procedures are an aid to good management.

Understanding Grievance Procedure in HRM

If an organization has to move towards excellence, maintenance of harmonious and cordial relationship is a vital condition. Similar to organization’ expectations from the employees, the employees do have more expectation in terms what they have contributed to each other. Failure to meet with each other’s expectation or the deviations from what has already been accepted may lead to indiscipline, grievance and stress are of continuing in nature and often judicial- legal process may not be of much help in resolving them.

In the modern management process, discipline should be viewed as a behavioral modification process. Although there may be many norms fixed for desirable behavior wherever there are deviations. Appropriate corrective measures should also be taken for overall effectiveness, of an organization. Promotion, maintenance and strengthening of discipline will be a continuing affair, only if some of the following conditions are fulfilled. They are normally

– A shared culture

– Inculcation of positive attitudes

– Scope for problem solving and

– A feeling of satisfaction

(1) Approaches to Deal with Indiscipline

This approach tends to emphasize the coercive and punitive methods that fall with in the legal-constitutional framework. It may not always be realistic.

(2) Judicial Approace

This is only an after effect approach. It follows the law of natural justice and provides the offender all possible opportunity to bring out his side of the case. This is a time consuming process and conducive climates are not often restored.

(3) Humanistic Approach

It lays emphasis on a healthy inter personal relationship between the employer and employee. Corrective steps are taken in helping the employees to get over their difficulties and to the extent possible, punitive actions are avoided in spite of some perceived inconsistency that may exist among other workmen.

(4) Human Resources Development (HRD) Approach

Keeping in mind the Theory Y and its implications, organizational goals have to be enhanced through adequate training, motivational patterns and personnel policies. Groups are used as influences and often made to act as catalysts to emulate norms of behavior. Likewise, the effectiveness in maintaining discipline is also

Steps in the Grievance Procedure

The usual steps in the grievance steps are as follows:

Step-1:

An employee who believes the company has violated the contract     complains to his union steward who may accept or assist in the writing of a grievance. Then the steward will present the grievance to the grievant supervisor who has the opportunity to answer or adjust it.

Step-2:

If the grievance is denied at step-1, then the steward will pursue it to a plant industrial relations representative. (IR representative).

Step-3:

If the grievance is likely to have major precedent-setting implications or involves possibilities of major cost, then the IR representatives may deny it and send it to step-3, the participants at step-3 may vary substantially depending on the contract. Typical arrangements would include the following parties. Firstly, the grievance may be settled locally with the being represents by its local negotiating committee and management by it top IR manager or plant manager.

Step-4:

When a grievance is unresolved at the third step, the parties submit the dispute to a neutral arbitrator who hears evidence from both sides and renders a decision in the favor of one side.

 

Findings

OESL plant is an authentication to its basic commitment for manufacturing the highest standard of products. The plant has the most sophisticated imported machinery and equipment.

Specifically, I am working on recruitment, selection, employee performance appraisal, and fringe and benefit process and also in the grievances and employee discipline of OESL to bring out strengths and weaknesses of the process to achieve organizational goals.

In the recruitment process of OESL, I can say that the process of recruitment is well planned both internal and external factors are considered in their planning. To analyze these factors the company find out their job requirement and qualified personnel according to that requirement. So, the strength of recruitment procedure of OESL is their recruitment planning factors.

The strength of performance appraisal in OESL is their pointing method. The 360-degree evaluation is the strength of OESL is self-assessment of measuring their employee performance.

Annual leave is also a big opportunity for an employee and the company provides 33days as annual leave, which so enough in comparison of other organizations.

During this report, I found that there are huge grievances in OESL but there well-planned grievance procedures overcome the employee complains by maintaining pre-requisites employee discipline. But in this report I found that the performance appraisal system is no recommended how to improve performance. Performance is appraised poorly, ineffectively for biasness of the supervisor. But the co. doesn’t go campus visit that is very wide source of recruitment and Very lengthy recruitment procedure. But without all of this, overall HRM activities are proving a successful operation in OESL

 

Recommendation

Many organizations in Bangladesh have now established procedures by which the employees of those organizations are able both to express any works including HRD practices they have about the way in which the organizations operate and to expect a resolution.

Particularly sensitive issues appear from my report these are some weaknesses in recruitment process, performance appraisal procedures, employees’ benefit, and employee grievance also.

The recruitment procedure of OESL is very lengthy. In Performance appraisal system there is no recommendation how to improve performance. In case of festival bonus, OESL provides only 2 bonuses where as others are provide 3 festival bonuses in a year. Also I faced some grievance in OESL about their salary and job security.

In this situation my recommendation is that to overcome above weaknesses, some necessary steps can be taken in case of recruitment process, the comp. should go campus visit as an external source of recruitment, which will reduce their recruitment cost. Communication gap, which exists in OESL. has to reduce. To reduce this gap, the supervisor will have to closely supervise some different type of programs so that the employer/employee come closely and reduces their communication gap, which is very effective of measuring employee performance. Also, always pay concentration to provide enough benefit for employees as they motivate to contribute more for the organization.

OESL believes that it is the secret of their success. Also, by managing the grievance procedures OESL can minimize Employees complains. So, I think, in this proper way OESL can overcome their weaknesses and enhance their strengths, which help to find out a good HRM practices.

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