(a) "A good job-description leads to improved employee satisfaction." Explain. 10 (b) Explain the purpose of employee…

(a) Job description and employee satisfaction

A job description is a written statement of a job's title, purpose, duties, reporting relationships, working conditions and the skills required. A good one raises satisfaction in four ways. It removes role ambiguity and role conflict, so employees know what is expected and are not caught between competing demands. It sets clear performance standards, which makes appraisal fair and recognition possible, and recognition is a motivator in Herzberg's terms. It supports a good person-job fit, because candidates and supervisors judge suitability realistically, and it reduces disputes over workload and promotion. It also gives a basis for training and career planning. With lower stress and greater fairness, satisfaction, commitment and retention improve.

(b) Purpose of employee orientation

Employee orientation is the planned introduction of a new employee to the job, the people and the organisation. Its purposes are to reduce the anxiety and "reality shock" of joining; to explain the organisation's history, values, culture, policies, rules, safety and grievance procedures; to clarify the job, performance expectations and reporting lines; to introduce colleagues and supervisors; and to build a positive first impression and early commitment. A good orientation shortens the learning curve, speeds up productivity, reduces early errors and early attrition, and helps the newcomer to settle into the work group.

(c) Why controlling absenteeism is necessary

Absenteeism is unauthorised or habitual failure to report for work. Controlling it is necessary for several reasons. It is costly, since wages or leave must be paid for time not worked, and substitutes or overtime are needed. It disrupts production schedules and service, causes idle machines and delays in deliveries. It overloads attending employees, who resent the extra work, which lowers morale and raises further absence. It reduces output and quality and so weakens competitiveness. It can also indicate problems such as poor supervision, unsafe conditions or low motivation that need correction. Hence organisations use attendance incentives, better working conditions, counselling and fair leave policies.

(d) Collective bargaining

Collective bargaining is the process in which representatives of workers, usually trade unions, negotiate with the employer or employers' association to settle wages, working hours, bonus, safety, and other terms and conditions of employment. Its features are that it is collective, not individual; it is based on negotiation and mutual give and take; it is continuous; and it is a bipartite process that can result in a written agreement or settlement, which is binding and is recognised in India under the Industrial Relations Code, 2020. Significance: it balances the unequal power of a single worker and the employer, promotes industrial democracy and peace, lets workers share in productivity gains, and reduces disputes and strikes.

(e) Competition among industries and labour turnover

I agree, with a qualification. Competition among industries creates demand for skilled people, and rival firms poach them with higher pay, faster promotion and better benefits, so turnover rises. Firms in fast-growing and competitive fields, such as IT services and business process outsourcing in India, show high attrition because talent is scarce and alternatives are plentiful. Competition also pushes firms to restructure or cut costs, which leads to layoffs and exits. However, turnover also has internal causes, such as poor supervision, weak pay, limited growth and stress, and not all competition raises it: firms that offer good pay and career paths retain people despite rivalry. So competition is a major external cause, but firms can control its effect by their own policies.