Post 286 ⇒ by Gautam Shah →
In an organization people worthy to be employed, come through many processes of elimination. The selection is substantially a discriminatory procedure. The eliminations occur on many grounds like sex, race, region of origin, age, language, social status, etc. Some selection methods though scientific, are not tenable under normal laws. Constitutions of many democratic nations, however overtly or discreetly override, provide, dictate or recognize ‘the reservations in employment’. This is due to certain historical effects and time delayed efforts to eliminate and correct them.
Elimination processes have TWO basic functions: FIRST, reduce the lot from which to choose, TWO select the most appropriate person out of the remaining manageable lot. The first function is so subtly carried out that often the applicants for jobs are never aware of it. As for example, an advertisement that appears in a language newspaper or media being accessed in particular town or region, would generate replies from that set of people, eliminating all others.
Selection of an employee based on following aspects:
- Objective requirements (intellectual): Skill, experience, training, work related abilities.
- Subjective requirements: Personality traits, initiative, speed of reaction, temperament, memory, power of reasoning.
- Physical requirements: Age, height, muscle power, health history, abnormality of body limbs and sense-abilities
- Other requirements: Past record, references, readiness to accept the terms of employment.
An Employer sees performance as a tool for future efficiency to be gained at a specific cost, whereas an Employee perceives performance as immediate compensation, personal fulfilment, future promotion and skill gain. Organizations relate the performance of an employee with the profitability. Management of the organization continuously monitor the performance of the employed person. This is more so in Design organization where human resources are very important assets, unlike in manufacturing units where productivity of machines and raw material costs have greater significance.
Performance of an employee is a product of many factors such as individual ability, personality traits, input effort, sincerity, perception of the role, motivating factors, etc. Yet, performance can be conditioned as the enhanced capacity to deal with more complex or new problems, share of responsibility, greater authority, etc. An employee can be motivated for gain, comfort, increased learning, or even enhanced motivation.
The relationship between the employer and employee continues to evolve. The original conditions of employing a person such as the technological relevance, nature of projects, economics of resources deployment, personal efficiencies, work-culture, all change with passage of time. The employer and the employee begin to see each other very differently after a period of time. The employment -the process of being employed is reassessed by both. This has TWO facets: an employee wishes to cease working with the employer, or the employer wants to terminate the employee.