...Important Clarifications On Contract Labour • Anil Kaushik Chief Editor, Business Manager - HR Magazine Q. What is the difference between contract labour and outsourcing? Which is better option and why? Ans. Neither the term “Contract Labour” nor the term “outsourcing” has been defined under Contract Labour Act.The intention of ultimate net result of both the terms appears to be same. Term “outsourcing” has been coined very intelligently to create confusion between the two. “Contract Labour” is a term which is applied to man power engaged by somebody else to produce a given result to principal employer where this man power has no direct relationship of employer-employee with the principal employer. This includes the simple supply of manpower to principal employer by contractor where contractor is not involved in specified activity. “Outsourcing” conveys more or less same meaning. When an employer engages somebody else to deliver a specified result where employer is not involved with the man power engagement or supervision or control activity over such man power. If any activity which is outsourced to someone and carried outside the premises of the principal employer, such manpower engaged will not be termed as “workman” under Contractor Labour Act. It is not the nomenclature of the term but the real intent to decide when it is a Contract Labour or outsourcing. It can also be said like contract labour reflect manpower where as outsourcing reflects the job or the activity. Bombay...
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...In a organization psychological contract is a essential part of positive employee relationship. It requires interaction & communication between employer & employee. Basically psychological contract is the`mutual beliefs, perceptions and informal obligations between an employer and employee (D.Rousseau,1989). It can be distinguished from the legal employment contract. It is the perception of both employee and employer, of what are their mutual obligations towards each others. It can be more influential than the formal written contract in affecting how employees behave from day to day, their motivations and their commitment to the organization. Levinson (1962), the father of the concept of psychological contract defined it as an unwritten contract. According to his concept psychological contract is the sum of the mutual expectations between the organization and employees. Psychological contracts are mental models or schemas that develop through an individual’s interactions and experiences (Levinson, 1962) The psychological contract is playing an increasingly important role in helping to define and understand contemporary employment relationship (Millward & Brewerton, 1999). The psychological contract tells employees what they are required to do in order to meet their side of the bargain and what they can expect from their job. It offers a valid and helpful framework of thinking about the employment relationship, especially against a background of a changing labour market and...
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...“Performance management and the psychological contract are both critical in getting the best from employees.” One could describe an organization's relationship with an employee as an exchange of sorts; an employee exchanges his/her labour for economic rent and an employer facilitates the transformation of the labour into a value added return. But such exchanges require that the employee be supported, nurtured, and developed in line with organizational aspirations (Behery, Paton & Hussain, 2012). Therefore, in Human Resource Management, the relationship between performance management, the psychological contract and their effects on organisational performance is becoming an area of increased discussion. It has been argued that, in order to generate a work environment where employees know what is expected of them and perform in such a way that the strategic goals of the organization are supported, it is crucial that the parties have confidence that the other party will deliver on their promises (Rousseau, 1989, as cited in Braekkan, 2012). The management of performance is a major element in determining the psychological contract within an organization, particularly in circumstances of change. (Stiles, Gratton, Truss, Hope-Hailey, McGovern, 1997) Global forces have placed performance at the heart of the employment relationship. Simultaneously, performance management has become, at least implicitly, Human Resources Managements primary goal for strategic purposes (Davila &...
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...signed a contract whether he reviewed it or not it is a legally binding contract. * Schwimmer may have thought they had an express contract prior to signing the paper contract due to the fact that he and Youngblood did verbally speak on the phone and in person about the job and offer in which Youngblood did accept. * The job acceptance too place over the phone verbally, later the contract was signed. * Youngblood is violating the contract by working for TDI Services (which is a direct competitor of Southwest). Issues: * Youngblood did not specifically ask to see a copy of the contract nor was a copy was not offered to him. This was a mistake on Youngbloods part, it could also be an honest mistake on Schwimmers part or it could have been done deliberately. * Neither party remembers asking for or talking about the noncompete contract An intent to make a binding agreement began when Mr. Schwimmer and president first phone interviewed Mr. Youngblood for the job, which can also be referred to as an invitation to negotiate. The first phone interview doesn’t mean there was an offer. Contractually it can be considered an option contract. By definition an option contract according to Twomey and Jennings, “if one party has an absolute right to enter into the labor contract…In contrast with an option contract, a contract may merely give a right to refuse” (p.238). In other words, Mr. Youngblood has the option to accept the job and has the right to refuse the job. Furthermore...
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...Changing Nature of the Psychological Contract and its Impact on Modern Organizations by Kheeran Dharmawardena kheeran.d@its.monash.edu.au Executive Summary Drawing on recently published work by experts in the field of organizational behavior, this paper aims to outline the aspects of the psychological contract that need to be considered in todays demanding work place. It shows how the contract affects the individual, the managers and the organization. The paper further discusses the advantages of recognizing the changing psychological contract and how an organization could form contracts that are beneficial to both the employee and the employer. Introduction Psychological contract, the unwritten agreement between an employer and employee, is changing in the post job security economic environment. With the popularity of contractual, short term employment within organizations, employees are now seeking to create a psychological contact which is more about self-actualization. This change in the psychological contract has implications on organizations that seek to have a work force that is motivated and committed towards the organizations goals. What is The Psychological Contract? The psychological contract according to recent definitions is an individual's beliefs concerning the obligations that exists between the employee and the organization (Lester, Turnley et. al., 2002) . The contract is composed of an individual's perceptions...
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...employment contract's are. Definition of a contract A contract of employment is a category of contract used in labour law to attribute the right and responsibilities between parties. On the one end stands an "employee" who is "employed" by an "employer". It has arisen out of the old master-servant law, used before the 20th century. Put generally, the contract of employment denotes a relationship of economic dependence and social subordination Part time job description Part-time workers in the United Kingdom are protected by legislation that states they should be treated no less favourably than full-time equivalent colleagues. Also they must be at least 13. A part-time job is a form of employment that carries fewer hours per week than a full-time job. Workers are considered to be part-time if they commonly work fewer than 30 or 35 hours per week. In some cases the nature of the work itself may require that the employees be classified part as part-time workers. For example, some amusement parks are closed during winter months and keep only a skeleton crew on hand for maintenance and office work. As a result of this cutback in staffing during the off season employees who operate rides, run gaming stands, or staff concession stands may be classified as part-time workers owing to the months long down time during which they may be technically employed but unable to work Permanent job description A permanent contract is one which is deemed renewable for an unforeseeable...
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...the proposal deadline. However, Northern currently does not have a drill or the crew necessary to work on the contract, which requires experienced drillers. Northern needs to consider whether the contract is financially feasible for the company; whether the contract is worth the risk of spoiling Northern’s relationship with their current biggest customer, Noranda Nickel (Noranda); whether the contract would help in strengthening the business; and if it would aid the growth of the business as a whole. Would Northern be able to handle these issues? 2. Problem Definition (1) How to respond to Mond’s request for proposal? Bid high or low? (2) How to secure necessary resources to implement the job? (3) How to maintain the relationship with Noranda, and a reputation in the closed mining guild? 3. Criteria Selection (1) ROI (%): Will Northern be able to generate profit in line with management requirement? (2) Labor availability: Does Northern have enough labor to handle the contract or not? (3) Noranda: How does Northern’s decision affect its relationship with Noranda? (4) Future growth: Is Mond’s contract essential for Northern’s future growth or not? 4. Alternative Development (1) Will Northern respond to Mond’s request for a proposal or not? (2) If Northern bids to Mond, should Mond apply for a deep job, intermediate job, or both jobs? (3) In each job, should Northern buy a new machine or ask Noranda to tranfer a machine? (1) ROI: Will Northern be able to make...
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...from the fear of dismissal or job loss. Some professions and employment activities have greater job security than others. The government civil service has more job security than many occupations in the private sector. Previous: | Job Satisfaction, Job Rotation, Job Placement | Next: | Job Sharing, Job Shop, Job Specification | * Unanswered Questions * New Answers * Q&A Categories * Coupons * Guides * Sign In * | * Sign Up * Home * Search * Settings * Top Contributors * Help Center HomeAnswers ------------------------------------------------- Top of Form Bottom of Form The Jargon File's Guide to Hacker Slang: job security Top Home >Library >Technology >Hacker Slang When some piece of code is written in a particularly obscure fashion, and no good reason (such as time or space optimization) can be discovered, it is often said that the programmer was attempting to increase his job security (i.e., by making himself indispensable for maintenance). This sour joke seldom has to be said in full; if two hackers are looking over some code together and one points at a section and says “job security”, the other one may just nod. Wikipedia on Answers.com: Job security Top Home >Library >Miscellaneous >Wikipedia Job security is the probability that an individual will keep his or her job; a job with a high level of job security is such that a person with the job would have a small chance of...
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...Station 1 and Station 3 were operating at full capacity (i.e.100% utilization) when the demand was high. As a result, inventories were queuing up right before these two stations. We thought of buying both the machines but due to cash constraints we could afford to buy only one. We decided that our first move would be to buy a Station 1 machine. We decided that we would look at the lead time and then decide which one of the three contracts we should opt for. We also discussed the safety stock level that should be kept and the amount of quantity to be ordered (i.e. reorder quantity). Since the lead time of supplier was 4 days we decided that based on the average number of jobs we would keep the safety stock value. The Strategy and the Steps Carried out: Step 1: On Day 61 we bought the machine of Station 1 with $90,000. We saw that we were getting a lead time of about 2.3 days hence we chose Contract 1, in which we would receive $750 for completing the orders in minimum 7 days and maximum 14 days. We also saw that we were getting an average of 15 jobs per day i.e. we had to supply (15 X 60 =) 900 quantities per days. Hence team came to a conclusion that the re-order point be kept (900X4=) 3600. We had 7620 amount of inventory so we kept the re-order quantity at 3000 so that the inventory level comes down. After taking this step, we saw that the lead time had come down...
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...levels and ensuring commitment are two of the key success factors when managing people at work. Increasingly managers, whether consciously or not, are turning to the psychological contract as a way to retain and motivate key staff. It was a useful tool when managing and recruiting staff. It is basically the unspoken contract between the organization and the job holder. It encapsulates the expectations of both sides as to what each expects the employment contract to deliver. Although informal and often unspoken of directly, the matching of expectations at this level will often lead to an increased sense of happiness among employees as well as delivering real results. A psychological contract is defined as the `mutual beliefs, perceptions and informal obligations between an employer and employee' It can be distinguished from the legal employment contract in that it is the perception of both parties, the employee and employer, of what their mutual obligations are towards each others. It can be more influential than the formal written contract in affecting how employees behave from day to day, their motivations and their commitment to the organization. The psychological contract tells employees what they are required to do in order to meet their side of the bargain and what they can expect from their job. It offers a valid and helpful framework of thinking about the employment relationship, especially against a background of a changing labor market and low unemployment where employers...
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...(Wilton, 2011). This marked the initial shift in the nature of the employment relationship, and drawing on Maslow’s hierarchy of needs it can be seen that this would help satisfy the two basic tiers of ‘psychological’ and ‘safety’ (Maslow, 1954). This essay aims to critically evaluate the concept of the psychological contract, then analyse why in managing the modern day employment relationship and understanding of the psychological contract is important, relevant theories and academic models will be used where appropriate. The question will be addressed in three sections; firstly the concept and history of the psychological contract will be briefly covered, secondly and critical focus will be shown towards the concept of the contract, and finally we will examine the practicality of utilising the contract to manage the contemporary employment relationship. The concept of the psychological contract was initially termed and documented by Chris Argyris in 1960 (Argyris, 1960), later being described as “A set of unwritten reciprocal expectations between an individual employee and organisation” (Schein, 1978, p. 48). Blau suggests that the psychological contract uses social...
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...Appeal, on the following grounds: (a.) That the Labor Arbiter erred in finding that JS Contractor is not liable for complainant’s illegal dismissal and for denying his claim for reimbursement of his return plane ticket; (b.) That the Labor Arbiter palpably erred in dismissing the claim for overtime pay; (c.) That the Labor Arbiter palpably erred in not considering complainant’s claim for reimbursement of his placement fee of P150,000 plus 12% interest; salary for the unexpired portion of his contract and attorney’s fees. 3. By way of Opposition, respondents’ submit the following arguments: 4. On the first ground, complainant claims that since the contract of employment did not specify the duration of the contract, complainant’s contract should then be assumed to be three (3) years, in accordance with his 3-year work visa, and not two (2) years, as stated in his POEA Information Sheet (Annex “A”) and Job Confirmation (Annex “B”) duly signed by complainant. I. Complainant’s contract duration is two years as stated in his POEA record and...
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...recruitment agency that is employed to help recruit suitable staff from many different organisations and are employed to also help other organisations employ suitable candidates such as K college and any other organisations that need assistance with being more well known to a wider variety of candidates seeking employment and opportunities. Job description: Company requires job description for recruitment so that the employer and applicants can be able to understand the role. Job description defines a person’s role and responsibilities. It contains the job title name, main purpose of job, day-to-day task and duties and any special working conditions. It is commonly used by employers when advertising for posts as it assists a potential job applicant to decide on whether or not to apply. Person Specification The purpose of a person specification is the training done to identify personal qualities required to carry out duties of a post in potential employees. It is written by a firm and it outlines the type of person that the firm wants. A person specification is basically used to match the right person to the job. | Job Title: Project Officer | Department/Centre: Centre for Teaching and Learning | | | Criteria | Essential | Desirable | Skills required | * Excellent presentation and communication skills, both verbal and written * Strong organisational skills * Excellent IT skills, including word-processing, PowerPoint, and spreadsheets * Ability...
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...commodity in a free market economy. Biddings are arranged by first disclosing the time and space location of the place where the bid is to be performed, so that more interested bidders may participate and the most "true" price of the commodity may come out, in terms of bidding on Internet the time frame for posting the bids may be a topic of interest. For some auction houses, bidding is meant to be fun and enjoyable, but remember that each bid you place enters you into a binding contract. All bids are active until the auction ends. Many similar terms that may use or may not use the similar concept have been evolved in the recent past in connection to bidding, such as reverse auction, social bidding, or many other game class ideas that promote them self as bidding. Bidding is also sometimes used as ethical gambling in which the prize money is not determined solely by luck but also by the total demand that the prize has attracted towards itself. HOW TO MAKE A BID Having the skills to do a job doesn't always mean you have the knowledge to be able to effectively bid it. There are several variables that need consideration when...
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...Discuss the relevance of the psychological contract in a global context Introduction Psychological contracts are based on specific promises made by both parties and on generally accepted promises that are based on the general obligations of employers and employees. Even if an employer has not made specific promises in that regard, every employee will appreciate clarity, fairness and good communication. Every employer will appreciate employees dealing properly with confidential information and doing good work. In addition to general obligations, the psychological contract is further augmented with written agreements, such as employment contracts (Huiskamp & Schalk, 2002). It is the psychological contract that effectively tells employees what they can expect from their job and what they are required to do in order to meet their side of the bargain. A good psychological contract provides a sense of identity that offers recognition for employee contribution and conveys a feeling of security. A breach of the terms of the psychological contract can provoke a loss of trust and a sense of betrayal. The psychological contract is the glue which holds together the employment relationship (Pilbeam, S et. al, 1998). As such, existing empirical research demonstrates that contract breach is related to lower employer trust (Robinson, 1996), job satisfaction (Robinson and Rousseau, 1994), organisational commitment (Coyle-Shapiro and Kessler, 2000), intentions to remain (Turnley and Feldman...
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