GRIEVANCE PROCEDURE

Meaning/Definitions

The concept ‘grievance’ has been defined in several ways by different authorities. Some of the definitions are as follows:

Beach defines a grievance as “any dissatisfaction or feeling of injustice in connection with one’s employment situation that is brought to the notice of the management” , whereas Flippo indicates the grievance as “a type of discontent which must always be expressed . A grievance is usually more formal in character than a complaint. . It can be valid or ridiculous, and must grow out of something connected with company operations or policy. It must involve an interpretation or application of the provisions of the labour contract”.

Jucius defines a grievance a “…..any discontent or dissatisfaction , whether exposed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair , unjust or inequitable”.

Need for a Grievance Procedure

Grievance procedure is necessary for any organization due to following reasons:

(1) Most grievances seriously disturb the employees. This may affect their morale,

productivity and their willingness to cooperate with the organization. If an explosive situation develops, this can be promptly attended to if a grievance handling procedure is already in existence.

(2) It is not possible that all the complaints of the employees would be settled by first time supervisors, for these supervisors may not have had a proper training for the purpose, and they may lack authority. Moreover, there may be personality conflicts and other causes as well.

(3) It serves as a check on the arbitrary actions of the management because supervisors know that employees are likely to see to it that their protest does reach the higher management.

(4) It serves as an outlet for employee’s gripes, discontent and frustrations. It acts like a pressure valve on steam boiler. The employees are entitled to legislative,

Executive and judicial protection and they get this protection from the grievance

Redressal procedure, which also acts as a means of upward communication.

The causes of Grievances

The causes of employee grievances include:

· Demands for individual wage adjustment

· Complaints about the incentive system

· Complaints about the job classification

· Complaints against a particular foreman

· Complaints concerning disciplinary measures and procedures

· Objections to the general methods of supervision

· Loose calculation and interpretation of seniority rules and unsatisfactory interpretation of agreement Promotion

· Disciplinary discharge or lay-off

· Transfer for another department or another shift

· Inadequacy of safety and health service/devices

· Non-availability of material in time

· Violation of contracts relating to collective bargaining

· Improper job assignment

· Undesirable or unsatisfactory conditions of work

· Victimization and

· Fines.

Pre-requisites of a Grievance Procedure

The efficiency of a grievance procedure depends upon the fulfillment of certain pre-requisites. These are as follows:

Conformity with Prevailing Legislation

While designing the grievance procedure, due consideration must be given to the existing statutory provisions. In other words , the existing grievance machinery as provided by law may be made use of.

Clarity

There should be clarity regarding each and every aspect of the grievance procedure. An aggrieved employee must be informed about the person to whom a representation can be made, the form of submission , the time limit for the redressal of grievance etc. Similarly, the redressing authority should be very clear about what is expected from him, what measures he can take, the limits within which he should resort to an action etc.

Simplicity

The grievance procedure should be simple. Every employee must understand different stages of the procedure, the forms to be filled up, the witness required etc If there are too many stages in the procedure, too many forms to be filled up, too much going around etc., the very purpose of the procedure is defected. Instead of resorting to the formal procedure, an employee may ignore it.

Promptness

The promptness with which a grievance is processed adds further to the success of the grievance procedure. Since just delayed is justice denied, the procedure should aim at rapid disposal of the grievances.

Training

The success of procedure also depends upon imparting training to the supervisors and union representatives in handling grievances.

Follow-up

The successful working of a grievance procedure depends upon a proper follow-up by the personnel department. The department should periodically review the procedure and introduce the essential structural changes making it more effective.

Steps in the Grievance Procedure

Identify grievances: employee dissatisfaction or grievances should be identified by the management if they are not expressed. If they are ventilated, management has to promptly aacknowledge them.

Define correctly: the management has to define the problem properly and accurately after it is identified/acknowledged.

Collect data: complete information should be collected from all parties relating to the grievance. Information should be classified as facts, data, opinions etc.

Analyse and solve: the information should be analyse , alternative solutions to the problem should be developed and the best solution should be selected.

Prompt redressal: the grievances should be redressed by implementing the solution.

Implement and follow up: implementation of the solution must be followed up at every stage in order to ensure effective and speedy implementation.

Model Grievance Procedure

The Model Grievance Procedure suggested by the National Commission on Labour involves six successive time-bound steps each leading to the next, in case of dissatisfaction. The aggrieved worker in the first instance will approach the foreman and tell him of his grievance orally. The foreman has to redress his grievance and if the worker is not satisfied with this redressal , he can approach the supervisor .the supervisor has to provide an answer within 48hours. At this stage the worker approaches the Head of the Department who has to give an answer within 3days. If the Departmental Head fails to give an answer or if the worker is not satisfied with his answer, the worker may appeal to the Grievances Committee, consisting of the representatives of the employer and employees. The recommendations of this committee should be communicated to the Manager within seven days from the date of the grievance reaching it. Unanimous decisions, if any , of the committee shall be implemented by the management . If there is no unanimity, the views of the members of the committee shall be placed before the manager for his decision. The manger has to take a decision and inform the worker within 3 days.

A union official may accompany the worker to the manager for discussion and if no decision is arrived at this stage, both the union and management may refer the grievance to voluntary arbitration within a week of the receipt of the managements decision. The worker in actual practice, may not resort to all the above mentioned steps.

Model Grievance Procedure

Procedure	Time frame
Appeal against within a week Manager Grievance committee HOD Supervisor Foreman Worker	3 days 7 days unanimous 3days 48hours

Guidelines for handling Grievance

The following guidelines may help a supervisor while dealing with grievances. He need not follow all these steps in every case. It is sufficient to keep these views in mind while handling grievances

· Treat each case as important and get the grievance in writing.

· Talk to the employee directly. Encourage him to speak the truth. Give him a patient hearing.

· Discuss in a private place. Ensure confidentiality, if necessary.

· Handle each case within a time frame.

· Examine company provisions in each case. Identify violations, if any. Do not hold back the remedy if the company is wrong. Inform your superior about all grievances.

· Get all relevant facts about the grievance. Examine the personal record of the aggrieved worker. See whether any witnesses are available. Visit the work area. The idea is to find where things have gone wrong and who is at fault.

· Gather information from the union representative, what he has to say, what he wants, etc. give short replies, uncovering the truth as well as provisions. Treat him properly.

· Control your emotions, your remarks and behavior.

· Maintain proper records and follow up the action taken in each case.

· Be proactive, if possible. Companies like VSP, NALCO actually invite workers to ventilate the grievances freely, listen to the other side patiently, explain the reasons why the problems arose and redress the grievances promptly.

Disciplinary Procedure

Meaning and Definition

Discipline refers to a condition or attitude, prevailing among the employees, with respect to rules and regulation of an organization. Discipline in the broadest sense means “orderliness, the opposite confusion. It does mean a strict and technical observance of rigid rules and regulation. It simply means working, cooperating and behaving in a normal and orderly way, as any responsible person build expect an employee to do.

Discipline is defined as” a force that prompts individuals or group to observe the rules, regulation and procedures which are deemed to be necessary for the effective functioning of an organization”.

According to Ordway Tead , discipline is ”the orderly conduct of affairs by the member of an organization, who adhere to do necessary regulations because they desire to cooperate harmoniously forwarding the end which group has in view, and willingly recognize that. To do this, their wishes must be brought into a reasonable union with the requirements of groups in action”.

Aspects of Discipline:

The two aspects of discipline are dealt in details below:

1) Positive Aspect:

Employees believe in and support discipline and adhere to the rules, regulation and desired standards of behavior. Discipline takes the forms of positive support and enforcement for approved actions and its aim is to help the individual in moulding his behavior and developing him in a corrective and supportive manner. This type of approach is called positive approach or constructive discipline or self-discipline.

2) Negative Aspect:

Employees sometimes do not believe in and support discipline. As such they do not adhere to rules , regulations and desired standard of behavior . as such a disciplinary programme forces and constraints the employees to obey orders and functions in accordance with the rules and regulations through warnings penalties and other forms of punishment. This approach is called negative approach , corrective approach or punitive approach.

Objectives of discipline:

The objectives of discipline are:

· To obtain a willing acceptance of the rules, regulations and procedures of an organization so that organization goals may be attained ;

· To impart and element of certainty despite several difference in informal behavior pattern and other relater changes in an organization;

· To develop amount the employees a spirit of tolerance and desire to make adjustments.

· To give and seek direction and responsibility

· To create and atmosphere of respect for the human personality and human relation and

· To increase the working efficiency and morale of the employees so that their productivity stepped up and the cost of production improved.

The Red Hot Stove Rule:

Without the continual support and regard of the subordinates, no manger can get the things done. But disciplinary action against a delinquvnt employee is painful and generates resentment on its part. Hence, a question arises as to how to impose discipline without generating resentment? This is possible through what Douglas McGregor called the “ Red Hot Stove Rules” ,which draws analogy between touching the hot stove undergoing discipline and –

· The burn is immediate.

· He had a warning. When the stove was red hot, he knew what would happen if he touched it.

· The effect is consistent. Everyone who touches red hot stove gets burnt.

· The effect is impersonal. A person is burnt not because of who he is but because he touched the hot stove.

The same thing is true with discipline. The disciplinary procedure should start immediately after an omission is noticed. It should give a clear cut warning regarding the extent of punishment for an offence. The same punishment should be consistently given for the same type of offence

Indiscipline

Indiscipline means disorderliness, insubordination and not following the rules and regulations of an organisation. The symptoms of indiscipline are change in the normal behaviour ,absenteeism ,apathy ,go slow at work ,increase in number and severity of grievances ,persistent and continuous demand for overtime allowance ,lack of concern for performance etc.

Causes of Indiscipline:

The common causes of indiscipline are:

(1)Absence of effective leadership: Absence of effective leadership results in poor management in the areas of direction, guidance, instructions etc., this, in turn, leads to indiscipline.

(2)Unfair management practices: Management sometimes indulges in unfair practices like wage discrimination, defective handling of grievances, payment of low wages, delay in payment of wages, creating low quality work life, etc., these unfair management practices gradually result in indiscipline.

(3) Communication Barriers: Communication barriers along with the absence of upward communication, absence of humane and understanding approach on the part of superiors result in frustration and leads to indiscipline.

(4) Non- uniform Disciplinary Action: Management has to treat all cases of indiscipline in a fair and equitable way. But management may undertake disciplinary actions in a discriminating way, leading to violent protests from various quarters.

(5) Divide and rule policy: Managers may often divide the employees into groups, get the information from different groups about others and encourage the spying activity.

(6) Inadequate attention to personnel problems and delay in solving personal problems create frustration among individual workers.

(7) Victimization and excessive pressure on the work of the subordinate may also lead to indiscipline.

Domestic Enquiry

When the management of the company finds that an act of misconduct committed by an employee, warrants disciplinary procedure should be conducted in order conclude whether the act committed by the employees is a misconduct or not. Management can arrange to conduct the disciplinary procedure from within the company or by the officers from outside the company. Enquiry conducted from within the company by the internal officers is called domestic enquiry.

Management appoints the company officers as domestic enquiry officers. Sometimes, the personnel manager in charge of discipline may act as enquiry officer.

The domestic enquiry officer enquiries into the issue by:

· Calling the employee for explanation.

· Considering the explanation of the employee.

· Issuing a show- cause notice.

· Holding a full- fledged enquiry.

· Considering the witness reports, documents, events etc.,

· Considering the enquiring reports.

After the enquiry is over, the domestic enquiry officer submits his final report to the management. Management implements the report if it is satisfied with the enquiry. Otherwise, management may order for an external enquiry.

Disciplinary Procedure

Disciplinary procedure in Indian industries comprise of following stages

Issuing a letter of charge to the employee calling upon him for explanation: When the management of the establishment comes to the conclusion that an act of misconduct committed by an employee warrants disciplinary action, the concerned employee should be issued a charge sheet. The charge sheet should indicate the charges of indiscipline or misconduct clearly and precisely. Explanation should also be called from the delinquent employee and for that sufficient time should be given to the employee. Sending of the charge sheet either by personally or by post.

Consideration of explanation: When the delinquent employee admits in an unqualified manner, about his misconduct, there is no need for conducting any enquiry further. Besides when the employer is satisfied with the explanation given by the delinquent action. On the contrary management is not satisfied with the employee’s explanation, there is a need for serving show-cause notice.

Show-cause notice: In the show cause notice, the employer provides another chance to the employee to explain his conduct and rebut the charges made against him. This notice is issued by the manager, who decides to punish the employee. Besides, a notice of enquiry sent to the employee and this should indicate clearly the name of the enquiring officer, time, date and place of enquiry into the misconduct of the employee.

Holding of a Full-fledged enquiry:

The enquiry should be conformity with the principles of natural justice, that is, delinquent employee must be given a reasonable opportunity of being heard. The enquiry officer should record the findings in the process of an enquiry. He may also suggest the nature of disciplinary action to be taken.

Considering the Enquiry Proceedings and Findings and Making Final Order of Punishment: When the misconduct of an employee is proved , the manager may take disciplinary action against him. While doing so he may give consideration to the employee’s previous record, precedents effects of this action on other employees etc. have to be considered. No inherent right to appeal has been provided unless the law provides it. In case the employee- the enquiry not proper and action unjustified. He must be given a chance to make an appeal.

Follow-up: After taking disciplinary action, there should be proper follow-up. The disciplinary action should not make the employee repeat his mistake. And the consequences of the implementation of disciplinary action should be noted and taken care of.

Types of punishment

Different types of punishments resulting from various types of omissions or misconduct are as follows:

1. Oral warnings: Whenever an employee commits minor omissions, he may be given oral warning by the superior concerned. In such cases superior should enlighten the employee as to prevent their recurrence.

2. Written warnings: whenever oral warnings fails to achieve the desired behavior on the part of the employee, written warnings, which are the first formal state of progressive discipline, may be resorted to. Written warnings are also referred to as ‘pink slips’ which indicate that certain rights would be withdrawn incase the employee continues his misconduct or omission.

3. Loss of privileges and fines: if an employee leaves the work without taking permission of the superior, he may not be allowed to select the good tools and machines for himself to move freely in the company. If the contract of employment provides for imposition by the employee on the delinquent employee, the employer may resort to them.

4. Punitive suspension: under punitive suspension, the employer prohibits the employee from performing the tasks assigned to him and the wages are withheld or withdrawn during the period of such prohibition.

5. Withholding of increment: There is a major punishment under this method the employer withholds the annual increment of the delinquent employee in a graded scale.

6. Demotion: under this type, the employee is reduced to a lower grade enjoyed by him earlier. Normally this method is resorted to when an employee is promoted mistake and he is not able to perform the job.

7. Termination: The employees service is terminated in the following forms a) discharge implicate b) discharge c) dismissal.

Conclusion:

Management and trade unions try to provide benefits to the workers but , still workers feel dissatisfaction. Workers ‘dissatisfaction are dealt through grievance procedure. Workers may not discharge the duties as per their company requirements. Disciplinary procedure deals this issue. Disciplinary rules regulate the behavior of employees in an organization as the law regulates the behavior of people in the society.

BIBLIOGRAPHY

PERSONNEL AND HUMAN RESOURCE MANAGEMENT

- P. SUBBA RAO

HUMAN RESOURCE MANAGEMENT

- V. S. P RAO

ABSENTEEISM

ABSENTEEISM

INTRODUCTION:

Employee’s presence at work place during the scheduled time is highly essential for the smooth running of the production process in particular and the organization in general. Despite the significance of their presence, employees sometimes fail to report at the work place during the scheduled time, which is known as ‘absenteeism’. Labour Bureau, Simla, defined the term ‘absenteeism’ as “the failure of a worker to report for work when he is scheduled to work”. Labour Bureau also states that “absenteeism is the total man-shifts lost because of absence as a percentage of the total number of man- shifts scheduled to work”.

According to Webster’s Dictionary, “absenteeism is the practice or habit of being an ‘absence’ and an absentee is one who habitually stays away”.

Types of Absenteeism:

Absenteeism is of four types viz: (1) authorized absenteeism, (2) unauthorized absenteeism, (3) willful absenteeism, and (4) caused by circumstances beyond one’s control.

(1) Authorized Absenteeism: If an employee absents himself from work by taking permission n from his superior and applying for leave, such absenteeism is called authorized absenteeism.

(2)Unauthorized Absenteeism: If an employee absents himself from work without informing or taking permission and without applying for leave, such absenteeism is called unauthorized absenteeism.

(3) Willful Absenteeism: If an employee absents himself from duty willfully, such absenteeism is called willful absenteeism.

(4) Absenteeism Caused by Circumstances beyond One’s Control: If an employee absents himself from duty owing to the circumstances beyond his control like involvement in accidents or sudden sickness, such absenteeism is called absenteeism caused by circumstances beyond one’s control.

Features of Absenteeism:

Research studies undertaken by different authors reveal the following features of absenteeism:

(1) The rate of absenteeism is the lowest on pay day; it increases considerably on the days following the payment of wages and bonus.

(2) Absenteeism is generally high among the workers below 25 years of age and those above 40 years of age.

(3) The rate of absenteeism varies from department to department within an organization. Generally, it is high in the production department.

(4) Absenteeism in traditional industries is seasonal in character.

Calculation of Absenteeism Rate:

Absenteeism can be calculated with the help of the following formula:

Number of Mandays Lost

Absenteeism Rate =

Number of Mandays scheduled to work * 100

Absenteeism rate can be calculated for different employees and for different time periods like month and year.

The frequency rate reflects the incidence of absence and is usually expressed as the number of separate absence in a given period, irrespective of length of absences. The frequency rate represents the average number of absences per worker in a given period.

Total number of times in which the leave was availed

Frequency Rate =

Total number of mandays scheduled to work * 100

Severity Rate = Total number of days absent during a period

Total number of times absent during that period * 100

A high severity rate indicates that the employee is absent for longer durations each time. High frequency and severity rates indicate that the employee is absent more frequently and for longer durations each time resulting in high absenteeism even in absolute terms.

Causes of Absenteeism :

The following are the general causes of absenteeism:

(1) Maladjustment with the working conditions: If the working conditions of the company are poor, the workers cannot adjust themselves with the company’s working conditions. Then they prefer to stay away from the company.

(2) Social and Religious Ceremonies: Social and religious functions divert the worker’s attention from the work.

(3) Unsatisfactory Housing Conditions at the work place.

(4) Industrial Fatigue: The industrial fatigue compels the workers to remain outside the work place.

(5) Unhealthy Working Conditions: The poor and intolerable working conditions in the factories irritates the workers. Excess heat, noise, either too much or too low lighting, poor ventilation, dust, smoke etc. cause poor health of the workers. These factors cause the workers to be absent.

(6) Poor Welfare Facilities: Though a number of legislations concerning welfare facilities are enacted, many organizations fail to provide welfare facilities. This is either due to the poor financial position of the companies or due to the exploitative attitude of the employee. The poor welfare facilities include poor sanitation, washing, bathing, first-aid appliances, ambulance, rest rooms, drinking water, canteen, shelter, crèches etc. The dissatisfied workers with these facilities prefer to be away from the work place.

(7) Alcoholism: Workers mostly prefer to spend money on the consumption of the liquor and enjoyment after getting the wages. Therefore the rate of absenteeism is more during the first week of every month.

(8) Indebtness: The low level wages and unplanned expenditure of the workers force them to borrow heavily. The research studies indicate that the workers borrow more than 10 times of their net pay. Consequently, workers fail to repay the money. Then they try to escape from the place to avoid the money lenders. These leads to absenteeism.

(9) Maladjustment with the Job Demands: The fast changing technology demands higher level skills from the workers. Some workers fail to meet these demands due to their lower level education and / or absence of training.

(10) Inadequate Leave Facilities: The inadequate leave facilities provided by the employer forces him to depend on E.S.I. leave which allows the workers to be away from the work for 56 days in a year on half pay.

(11) Unsound Personnel Policies: The improper and unrealistic personnel policies result in employee dissatisfaction. The dissatisfied employee’s inturn prefers to be away from work.

(12) Low Level of Wages: Wages in some organizations are very poor and they are quite inadequate to meet the basic needs of the employees. Therefore, employees go for other employment during their busy seasons and earn more money. Further, some employees take up part- time jobs. Thus, the employees resort to moon lighting and absent themselves from work.

Categories of Absenteeism:

K.N. Vaid classifies chronic absentees into five categories viz.,

(1) Entrepreneurs

(2) Status seekers

(3) Epicureans

(4) Family-oriented

(5) The Sick and the Old

(1) Entrepreneurs: This class of absentees considers that their jobs are very small for their total interest and personal goals. They engage themselves in other social and economic activities to fulfill their goals.

(2) The Status Seekers: These types of absentees enjoy or perceive a higher ascribed social status and are keen on maintaining it.

(3) The Epicureans: These classes of absentees do not like to take up jobs which demand initiative, responsibility, discipline and discomfort. They wish to have money, power, and status but are unwilling to work for their achievement.

(4) Family-oriented: This type of absentees is often identified with the family activities.

(5) The Sick and the Old: This category of absentees is mostly unhealthy with a weak constitution or old people.

Measures to Minimize Absenteeism:

Absenteeism affects the organization from multiple angles. It severely affects the production process and the business process. The effect of unauthorized absenteeism is more compared other types of absenteeism. However it would be difficult to completely avoid absenteeism. The following measures are useful in controlling or minimizing absenteeism.

1) Selecting the employees by testing them thoroughly regarding their aspirations, value systems, responsibility and sensitiveness.

2) Adopting a humanistic approach in dealing with the personal problems.

3) Following a proactive approach in identifying and redressing employee grievances.

4) Providing hygienic working conditions.

5) Providing welfare measures and fringe benefits, balancing the need for the employees and the ability of organization.

6) Providing high wages and allowances based on the organizational financial position.

7) Improving the communication network, particularly the upward communication.

8) Providing leave facility based on the needs of the employees and organizational requirement.

9) Providing safety and health measures.

10) Providing cordial human relations and industrial relations.

11) Educating the workers.

12) Counseling the workers about their career, income and expenditure, habits and culture.

13) Free flow of information, exchanging of ideas, problems etc.between subordinate and superior.

14) Granting leave and financial assistance liberally in case of sickness of employee and his family members.

15) Offering attendance bonus and inducements.

16) Providing extensive training, encouragement, special allowances in cash for technological advancements.

LABOUR TURNOVER:

Employees who are not satisfied with their career in the present organization may seek suitable employment in other organizations. Similarly organizations may also prefer candidates from external sources, if the internal candidates are not found suitable. This situation in career development of both the individuals and the organizations result in external mobility or employee turnover. External mobility is also known as “external career”.

Meaning:

External mobility means shifting of employees into and out of an organization. It is defined as the rate of change in the employees of an organization during a a definite period. It measures the extent to which old employees leave and new employees enter into an organization.

Types of labor turnover:

External mobility is of two types viz: accessions and separations

(1) Accessions: Accessions are additions of new candidates to the existing employees. It includes employment of new candidates, reemployment of former employees, employees called back to work after layoff etc.

(2) Separations: separations mean termination of employment. They are also called employee turnover. They include:

· Voluntary quitting or resignations by employees when they are dissatisfied with the present job and/or organization, or when they get better employment in other organizations.

· Layoff or lack of work: organizations terminate the services of employees when the jobs are eliminated or reduced to adoption to technology or adverse business conditions or lack of power, materials, breakdown of machinery etc. globalization and consequent competition reduced the size of most of the companies and turned many sound companies into sick companies. These factors led to job cuts in many organizations.

· Disciplinary lay off or discharge: organizations terminate the services of employees if they are dissatisfied with the performance or conduct of employees.

· Retirement and deaths: stages in external mobility: there are four stages in external mobility, viz. exploration, establishment including mutual recruitment conditions, entry, having first job assignment settlement, transfer, promotion and granting of tenure, maintenance stage and decline stage.

Computation of external mobility:

Rate of external mobility is generally computed in terms of accession rate, separation rate and composite rate. Their computation formulae are given here under:

Accession rate = Total accessions per year

___________________________________ *100

Average number of employees for the year

Separation rate = Total separations per year

___________________________________ *100

Average number of employees for the year

Composite rate= (Total accessions per year+ Total separations per year)/2

______________________________________________*100

Average number of employees for the year

Similarly the rates can be computed separately for different types of separations like voluntary quit or lay off. The difference between accession rate and separation rates indicates the strength of employees and the need for fresh employment. These formulae are important to compute and compare the rates with those of other organizations for the same period and of the same organization for the past years. This comparison shows the trends in the mobility rates and the place of the organization in the community in respect of turnover. Further it shows magnitude of the problem and indicates the effects of external mobility.

Effects of external mobility:

Certain degree of external mobility is inevitable due to death, retirement, and layoff and is also desirable it enables the flow of efficient human resources into the organization. But mobility behind the level confronts managers with many interrelated and knotty problems like deployment and redeployment of human resources among various departments and jobs, increasing cost of reemployment, induction and placement, increasing rate of accidents and wastage, declining efficiency of employees and overall productivity etc. though external mobility is for the betterment of the employee in some cases it causes problem to employees in many cases.

These problems include discontinuation in service, loss of salary, disadvantages in getting various fringe benefits which are tied to the length of service like quarters, privilege leave, bonus, loss in retirement benefits etc.

Personnel managers have to analyze the cause of mobility before suggesting measures to reduce it. The data about external mobility can be collected through exit interviews and questionnaires. The data and information should include the reasons for voluntary quits like better job elsewhere, problems in the personal job and organization transportation, working conditions, shifts, unsound relations with superiors, lack of promotional opportunities, lack of facilities to attend family issues etc. they should also cover the jobs, pay scales, working conditions, superiors, department plants, regions where the voluntary separations occur. They also cover sex, length of service, functions and place in the organizational hierarchy of employees who leave voluntarily. Data regarding separation due to lay off and discharge can also be collected on similar lines.

Personal managers have to analyze the data and suggest measures to control external mobility.

Measures to contain excessive mobility include improving the pay structures and level on part with those of similar organizations, providing the opportunities for self development and promotional avenues, maintain sound industrial and human relations, adopting effective techniques of recruitment, selection, induction and placement, providing congenial working conditions, creating the facilities and environment to satisfy the employees needs for pride, security, recognition, challenging work autonomy, achievement, appreciation, status, power to control etc.

The management has to forecast the vulnerable areas of external mobility and apply appropriate measures. In other words management need not apply all these measures to all the situations built has to use the most suitable measures to the situation.

Reduction of excessive employee mobility by identifying the areas and applying measures is the responsibility of line executives at all levels in organization. The management at top the top level formulates the policies regarding minimization of mobility with the help of top level personnel management. Personal managers help counsel with the line managers at the middle and lower levels in respect of forecasting the mobility, identifying the vulnerable areas in applying measures.

Conclusion

Absenteeism is the total mans-shifts lost because of absence as a percentage of total number of man-shifts scheduled to work. It is calculated using various rates such as Absenteeism rate, Frequency rate, and Severity rate. Absenteeism also affects the organization from multiple angles for which various measures are taken for controlling and minimizing absenteeism.

The situation in the career development of both the individuals and the organization results in Employee Turnover.

The rate of change in the employees of an organization during a definite period is External Mobility. It is also known as ‘External Career’. Thus it is the shifting of the employees into and out of the organization.

BIBLIOGRAPHY

· Personnel and Human Resource Management By P.Subba.Rao

· Human Resource Management, Text and Cases, By V.S.P.Rao.