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Human Resource Management of GHD Inc.

Discuss Human Resource Management of GHD Inc. within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; GHD Pty Ltd (formerly known as Gutteridge Haskins & Davey) is a leading engineering, architecture and environmental consulting firm. Established ...



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Human Resource Management of GHD Inc.
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Netra Shetty
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Human Resource Management of GHD Inc. - January 27th, 2011

GHD Pty Ltd (formerly known as Gutteridge Haskins & Davey) is a leading engineering, architecture and environmental consulting firm.

Established in 1928, GHD employs more than 6000 people across five continents and serves clients in the global markets of water, energy and resources, environment, property and buildings, and transportation.

The company employs engineers, architects, planners, scientists, project managements and economist to deliver sustainable outcomes to clients and communities around the world.

GHD is a member of the World Business Council for Sustainable development and operates under a Practice Quality Management System, ISO 9001: 2008 and an Environmental Management System, ISO 14001:2004 which are certified by Lloyds Register Quality Assurance.

Role of HR
• Alignment of HR vision with corporate vision.
• Shift from support group to strategic partner in business operations.
• HR as a change agent.
• Enhance productivity and performance by developing employee competency and potential.
• Developing professional attitude and approach.
• Developing ‘Global Managers ‘ for tomorrow to ensure the role of global players.

Measuring HR Performance
HR Parameters have been incorporated in the MOU by since 1994-95 to systematically and scientifically evaluate effectiveness of HR Systems, which enables and facilitates time bounds initiatives

HR Parameters of MOU for 2008-2009
• Transformation of –HR as facilitator and change Agent .
• Training and development.
• Action Plan and Implementaion for achieving HR mission and objectives.
• HR audit.
• HR for enhancing efficiency and productivity.
• Introducing the concepts of mentoring and knowledge management.
• Conducing a Climate Survey to identify areas for Organizational development


1. Incentive for Acquiring Higher Qualification

2. Scheme for grant of Incentive for Adopting Small Family norms

3. Incentive Scheme For Territorial Army Personnel

4. Incentive Scheme for Hindi Work Scheme

In suppression of all previous orders on the subject, the Scheme of Incentive for Acquiring Higher Qualifications to employees of the Corporation shall be regulated as follows:

To encourage the employees to enhance their professional competence by acquiring
higher/additional qualifications.

(a).Incentive for acquiring higher/additional professional qualifications.
This incentive shall be payable to executives who acquire higher/additional professional
Qualifications in their respective disciplines.

1. The incentive of two increments shall be given to the executives who attain First
Class or 60% level (where such grades are awarded) in professional qualifications
Higher than the qualifications prescribed at the induction level after joining the
Corporation provided that these qualifications are in line with the discipline in
which the executive is working. However, the condition of securing First Class or
60% level is not applicable in case of CA/ICWA w.e.f. 6.10.1998 and also in such
Cases where the executives had acquired the qualification of CA/ICWA prior to
6.10.1998 but after joining . However in such cases the increments shall be
admissible only w.e.f. 6.10.1998.
2. Executives who had started their studies for acquiring higher/additional
Professional qualification prior to joining , but acquired the said qualification
after joining the Corporation are also eligible for benefit under the scheme.

I. Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
a) Rate of incentive increments to executives granted incentive for acquiring higher qualification prior to 01.01.1997: Executives who had been granted incentive increments prior to 01.01.1997 and were in receipt of these increments in the pre-revised scales will be entitled to draw incentive increments w.e.f. 01.01.1997 in the revised pay scales with reference to the post held by them as on 01.01.1997. The incentive increments for this purpose will be calculated at the rate applicable at the minimum of the revised basic pay of the post.
Illustration : If an executive was granted incentive increment prior to 01.01.1997, when he was at E-2 level, and he is at E-4 level as on 01.01.1997, the amount of incentive increments will be calculated at the minimum of E-4 scale of pay and not repeat not on the actual basic pay being drawn by the individual in E-4 level.
c) Rate of incentive increments to executives granted incentive for acquiring higher qualification after 01.01.1997: Executives who have been granted incentive increments for acquiring higher qualification on or after 01.01.1997, will be entitled to draw the incentive increments on the revised basic pay drawn by the individual at the time of acquiring higher qualification.
d) Executives who have been granted incentive increments w.e.f. 06.10.1998 in terms of Office Orders No. 1(12)/97/Incentive/EP dated 06.10.1998 & 16.11.1998 will draw the increment w.e.f. 06.10.1998 with reference to the level as on 01.01.1997 or actual date of acquiring qualification whichever is later on the same principle as enumerated in para (a) & (b) above.
e) Rate of Increments in case of retrospective promotion/pay fixation: In both these cases, the amount of incentive increments shall be regulated as per (a) or (b) above depending upon the effective date of promoted post deemed to be held or the basic pay deemed to have been drawn on the date of grant of incentive increments for higher qualification as the case may be taking into account whether the executive was granted incentive increment on or after 01.01.1997 or prior to it. II The rate of increment is dynamic i.e. on subsequent pay revisions the increment rate gets revised to an amount to be calculated on the minimum of the revised pay scale of the relevant post held at the time of grant of such increment. Employees who are actually drawing incentive increments at a higher rate than that admissible on the lowest scale of pay continue to draw incentive increment at the old rates

The personal pay on account of grant of incentive increment for acquiring higher qualification would count for all purposes at par with Basic Pay except Dearness Allowance and would not be counted for determining the rate of annual incentive and fixation of pay on promotion

These doubts and questions concerning the ethical obligations of HRM

practice might be traced, in part at least, to their limited coverage in HRM

educational and developmental material. Until the 1970s, it was unusual to find

much discussion of ethics-related issues in American HRM texts. Even

afterwards, discussion of applied ethics in HRM was tied only loosely to what

might have seemed a confusing set of abstract philosophical/ethics theories

and largely based on an implied set of values or ideological assumptions

supposedly shared by the readers of HRM textbooks or articles. Even today,

many HRM textbooks and training programs, particularly in the USA, tend to

negate or ignore alternative values assumptions concerning employment


Critical, feminist, and postmodern or post-structural-oriented assumptions

related to HRM are being increasingly expressed in the academic literature of

management, organization studies and HRM. Such critics are declaring

fundamental ethical imperatives based on questioning and possibly

overturning taken-for-granted values assumptions of HRM practitioners

(Dachler and Enderle, 1989; Townley, 1994). Deetz (1995, p. 223) summarizes

much of this emerging view of ethics in stating it ``rests not in agreement to

principles, but in avoidance of the suppression of alternative conceptions and

possibilities''. These authors and critics, though, have yet to establish much of a

rhetorical foothold within the actual cultures of many American and western

corporations in which many HRM professionals reside. These perspectives also

have limited visibility within educational/developmental materials used by

HRM students in American business schools.

This article advocates that developmental programs for current and future

HR managers seek to uncover largely implicit and diverse values/ideological

assumptions concerning the ethical obligations of the HRM role. As HRM

education increasingly takes into account social, cultural and political realities

of work life in diverse global settings, a better understanding of contrasting

visions of ethical duties or obligations of HR managers and professionals

becomes essential. We believe that critical for any developmental examination

of a potentially changing set of HRM ethical duties is related study of

important communication and change skills necessary to fulfill these duties.

The following sections of this article explore diverse assumptions concerning

HRM ethical obligation and provide some recommendations concerning

educational reforms for examining ethical HRM practice.

Views on moral obligations

The conception itself of moral obligation or duty is both central to ethical

thought and a subject of considerable debates. According to much traditional

deontological thought in the study of ethics, a person, as a moral agent, has

certain moral rights and duties. The British philosopher W.D. Ross (1930)

discussed duties of fidelity or promise keeping, reparation for wrongful injury,
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