Thursday, May 30, 2013

HUMAN RESOURCE PLANNING ( H R P )

Definition 1: - Need, Availability, Supply=Demand
“HRP includes estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure personnel supply equals personnel demand at the appropriate point in the future.”
Definition 2: - Right numbers, Capability, Organization Objectives
“HRP is a Process, by which an organization ensures that it has the right number and kind of people at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives.”
Definition 3: - Translation of objectives into HR numbers“HRP is a process of translating organizational objectives and plans into the number of workers needed to meet those objectives.”

 

MEANING / PURPOSE OF HRP

·         In simple words HRP is understood as the process of forecasting an organization’s future demand for and supply of the right type of people in the right numbers.
·         It is only after HRP is done, that the company can initiate and plan the recruitment and selection process.
·         HRP is a sub-system in the total organizational planning.
·         HRP facilitates the realization of the company’s objectives by providing right type and right number of personnel.
·         HRP is important because without a clear-cut manpower planning, estimation of a organization’s human resource need is reduced to mere guesswork.

 

NEED & IMPORTANCE OF HRP

Forecast future personnel needs: To avoid the situations of surplus or deficiency of manpower in future, it is important to plan your manpower in advance. For this purpose a proper forecasting of futures business needs helps you to ascertain our future manpower needs. From this angle, HRP plays an important role to predict the right size of manpower in the organization.
Cope with change: HRP enables an enterprise to cope with changes in competitive forces, markets, technology, products and government regulations. Such changes generate changes in job content, skills demands and number of human resources required.

Creating highly talented personnel: Since jobs are becoming highly intellectual and incumbents getting vastly professionalized, HRP helps prevent shortages of labor caused by attritions. Further technology changes would further upgrade or degrade jobs and create manpower shortages. In these situations only accurate human resource planning can help to meet the resource requirements. Further HRP is also an answer to the problems of succession planning.

Protection of weaker sections: A well-conceived personnel planning would also help to protect the interests of the SC/ST, physically handicapped, children of socially oppressed and backward classes who enjoy a certain percentage of employments notwithstanding the constitutional provisions of equal opportunity for all.
International strategies: International expansion strategies largely depend upon effective HRP. With growing trends towards global operations, the need for HRP further becomes more important as the need to integrate HRP more closely into the organization keeps growing. This is also because the process of meeting staffing needs from foreign countries grows in a complex manner.

Foundation of personnel functions: HRP provides essential information for designing and implementing personnel functions such as recruitment, selection, personnel development, training and development etc.
Increasing investments in HR: Another importance is the investment that an organization makes in human capital. It is important that employees are used effectively throughout their careers. Because human assets can increase the organization value tremendously as opposed to physical assets
Resistance to change & move: The growing resistance towards change and move, self evaluation, loyalty and dedication making it more difficult to assume that organization can move its employees everywhere. Here HRP becomes very important and needs the resources to be planned carefully.

Other benefits: Following are the other benefits of HRP.
1.                  Upper management has a better view of HR dimensions of business
2.                  Management can anticipate imbalances before they become unmanageable and expensive.
3.                  More time is provided to locate talent
4.                  Better opportunities exists to include women and minorities in future growth plans
5.                  Better planning of assignments to develop managers

6.                  Major and successful demands on local labor markets can be made. 

TEAM EFFECTIVENESS

What is the definition of a team? A team is defined as a reasonably small group of people, who bring to the table a set of complementary and appropriate skills, and who hold themselves mutually accountable for achieving a clear and identifiable set of goals.

Teams can be very effective. In many situations teams can achieve more than individuals working on their own. Teams can bring to bear a wider range of skills and experience to solve a problem. Teams also produce better quality decisions. When a team has been working on a problem, and they have a sense of commitment to the common solution

What do we mean by team effectiveness?
·           A team can be considered to be effective if their output is judged to meet or exceed the expectations of the people who receive the output. Producing a quality output is not enough to judge the effectiveness of the team.
·           The second criteria, is that the team should still be able function effectively after they have completed their task. It should not be torn apart by dissension.
·           Finally, effectiveness is judged by whether the team feels satisfied with its efforts. If the team members are pleased with their efforts, if the experience has been a good one, if time spent away from their normal work has been worth the effort, the team has likely been effective.

What then are the factors that contribute towards an effective team?
There are three areas of group behavior that must be addressed for teams to be effective. The team must work hard. The effort that the team puts in to get the job done is dependent on whether the nature of the task motivates the members of the team and whether the goals are challenging.The team must have the right mix of skills to bring to the table. These skills include technical, problem solving and interpersonal skills. The team must be able to develop appropriate approaches to problem solving. This depends on developing a plan of attack and using appropriate techniques for analysis.
The following factors contribute to hard work, skill development and effective problem solving strategies:

The task itself should be motivating.
·           The task itself should be seen as being worthwhile. It needs to be a whole piece of work with a clear and visible outcome so that people can feel a sense of ownership.
·           The outcome of the task should be perceived as being important to other people's lives. It should affect others in the organization or impact on the external customer.
·           The job should provide the team with an opportunity for self-regulation. They should decide how the work is to be done. Meaningful feedback should be provided on the how well the team is performing.

The team needs challenging goals, which are clearly defined.
·           When challenging goals are set the team will mobilize its efforts to find innovative ways to achieve feats that may have been considered impossible. Providing a challenging job is the most important motivator to sustain group effort.
·           Goals provide a sense of direction to the team so that when conflict occurs it is possible to channel the conflict more constructively by returning to the goals for direction.
·           The team needs to buy in to the goals. They must have the opportunity to buy in and commit to achieving the goals. Goals need to be challenging, but not impossible to achieve. They also need to be measurable so that progress towards achieving them can be monitored and results confirmed.

Rewards are important.
·           The rewards need to suit the personal characteristics of the people on the team.
·         Whatever form the reward takes, it is important that group effort be recognized. One should avoid the destructive effect of trying to single out individuals from the group, when there has been a group effort.
·           Rewards merely reinforce these conditions for fostering group effort.

The team should have the right mix of skills.
·           The right mix of skills should be brought to the task at hand. It is also a question of carefully reviewing the job to determine what relevant skills is required and selecting staff so that the team has the right balance. Providing relevant training then makes up any shortfall in skills.
·           Technical skills are required. For teams who are trying to improve a process that cuts across department boundaries, each function should be represented. One should achieve a balance of skills. This means avoiding having a preponderance of skills and experience in one specialized area. Sheer numbers may weigh the solution towards the dominant group.
·           In the case of permanent work teams it is likely that team members will not have all the task relevant skills at the onset. When the group is new, it is likely that members will bring narrow skills learned in their old roles. They will need to develop broader skills for the new job. To ensure that this is done, training and coaching should be provided.
·           The members of the team need to have problem solving and decision-making skills as well as technical skills. When a business is making its first venture into team based work, it is likely that people will not have a good grasp of the techniques related to problem analysis and solution.
·           These relevant skills must be acquired, so it will be necessary to provide training. Over a period of time staff will become experienced in problem solving techniques and the organization will develop a repertoire of skills among the staff so this training will not always be necessary.
·           Interpersonal skills are also important. This is not as obvious as it may sound. Most people do not listen well. Listening is much more than being quiet when some else is talking. Active listening is required. Many people do not speak to the point but ramble on or go off at a tangent. Most people do not take criticism well and tend to be defensive about their own opinions.

Agree on a code of conduct.
·           At the beginning of the team project it is important to develop a code of conduct for meetings. The team needs to agree on a set of rules to ensure that their efforts are purposeful and that all members contribute to the work.
·           The most critical rules pertain to attendance, open discussion, using an analytical approach, not pulling rank over other members, planning the work and sharing work assignments. This will ensure that the work is done well and done on time.

The team must develop effective problem solving strategies.
·           For the team to be able to develop an appropriate strategy, it must have a clear definition of the problem, know what resources it has available and the limits, and understand the expectations. It must then develop a problem-solving plan, based on the approach suggested in the section on continuous improvement.
·           When this does not happen, people are passive. Their skills and knowledge are not utilized and they waste their time.

Special teams have special issues. From the perspective of organisational improvement we are interested in three types of teams. One is the problem solving team, another is the work team and then there is the senior management team.Problem solving teams are set up with a clearly defined task to investigate a problem and recommend a solution. Sometimes the same team will go on to implement the solution. When their task is completed the team is disbanded and members go back to their normal organisational duties.
·           There are two important issues facing these teams. One is getting started and the other is handing over the recommendations for implementation. The key to getting started is to ensure that the team is committed to achieving an agreed set of goals. Goals serve to focus the team's effort.
·           Implementation is important. It will not just happen; it must be planned. The implementers must be brought into the solution stage so that they develop a sense of ownership towards the solution and buy into it. The best way to do this is to have the problem solving team do the implementation.
·           Another approach is to phase the implementers into the team so that the membership changes prior to the implementation. Whatever approach is used one should remember that the idea is to implement a solution and not to produce a report.

·           Work teams are different in that they are a fixed part of the organization. They have an ongoing function, which is to control a set of activities that make up a discrete operation in the overall business process. They need to focus on the critical factors in their process and to control these factors to ensure a quality product. 

HUMAN RESOURCE DEVELOPMENT

Definition 1: Organizing and enhancing capacities to produce.
HRD is a process of organizing and enhancing the physical, mental and emotional capacities of individuals for productive work.
Definition 2: Bring possibility of performance and growth
HRD means to bring about the possibility of performance improvement and individual growth.
Human resource development is a process to help people to acquire competencies and to increase their knowledge, skills and capabilities for better performance and higher productivity.

 

Proactive HRD Strategies for long term planning and growth

In today’s fast changing, challenging and competitive environment HRD has to take a proactive approach that is to seek preventive care in human relations. Using HRD strategies maximizations of efficiency and productivity could be achieved through qualitative growth of people with capabilities and potentialities to grow and develop. HRD is always a function of proper utilization of creative opportunities and available environment through acquisition of knowledge, skills and attitudes necessary for productive efforts.
Long-term growth can also be planned by creating highly inspired groups of employees with high aspirations to diversify around core competencies and to build new organizational responses for coping with change.
A proactive HRD strategy can implement activities that are geared up and directed at improving personal competence and productive potentialities of human resources.
Following strategic choices can be considered which would help today’s organizations to survive and grow.
Change Management: Manage change properly and become an effective change agent rather than being a victim of change itself.
Values: Adopt proactive HRD measures, which encourage values of openness, trust, autonomy, proactivity and experimentation.
Maximize productivity and efficiency: Through qualitative growth of people with capabilities and potentialities to grow and develop thrive to maximize productivity and efficiency of the organization.
Activities directed to competence building: HRD activities need to be geared up and directed at improving personal competence and productive potentialities of manpower resources. 

STRATEGIC HUMAN RESOURCE MANAGEMENT

Strategy:
“Strategy is a way of doing something. It includes the formulation of goals and set of action plans for accomplishment of that goal.”
Strategic Management:
“A Process of formulating, implementing and evaluating business strategies to achieve organizational objectives is called Strategic Management”


Definition of Strategic Management: -

“Strategic Management is that set of managerial decisions and actions that determine the long-term performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation and evaluation and control.”
The study of strategic management therefore emphasizes monitoring and evaluating environmental opportunities and threats in the light of a corporation’s strengths and weaknesses.


Steps in Strategic Management:
1.      Environmental Scanning: Analyze the Opportunities and Threats in External Environment
2.      Strategy Formulation: Formulate Strategies to match Strengths and Weaknesses. It can be done at Corporate level, Business Unit Level and Functional Level.
3.      Strategy Implementation: Implement the Strategies
4.      Evaluation & Control: Ensure the organizational objectives are met.


IMPORTANCE & BENEFITS OF STRATEGIC MANAGEMENT

·           Allows identification, prioritization and exploration of opportunities.
·           Provides an objective view of management problems.
·           Represents framework for improved co-ordination and control
·           Minimizes the effects of adverse conditions and changes
·           Allows major decisions to better support established objectives
·           Allows more effective allocation of time and resources
·           Allows fewer resources and lesser time devoted to correcting ad hoc decisions
·           Creates framework for internal communication
·           Helps to integrate the individual behaviors
·           Provides basis for the clarification of responsibilities
·           Encourages forward thinking
·           Encourages favorable attitude towards change.


ROLE OF HRM IN STRATEGIC MANAGEMENT

Role in Strategy Formulation: HRM is in a unique position to supply competitive intelligence that may be useful in strategy formulation. Details regarding advanced incentive plans used by competitors, opinion survey data from employees, elicit information about customer complaints, information about pending legislation etc. can be provided by HRM. Unique HR capabilities serve as a driving force in strategy formulation.

Role in Strategy Implementation: HRM supplies the company with a competent and willing workforce for executing strategies. It is important to remember that linking strategy and HRM effectively requires more than selection from a series of practice choices. The challenge is to develop a configuration of HR practice choices that help implement the organization’s strategy and enhance its competitiveness. 

Law of indemnity and guarantee

Contract of indemnity : contract whereby one party promises to save the other party from loss caused to him by the conduct of the promisor himself or any other person –  a class of contingent contracts - promisor is called indemnifier – promisee is called indemnity-holder or indemnified.

Example : A and B claim certain goods from a railway company as rival owners -  A takes delivery of the goods by agreeing to compensate the railway company against loss in case B turns to be the true owner – contract of indemnity between A and railway company.

May be express or implied – implied contract of indemnity may be inferred from the circumstances of the case or relationship of the parties. 
Example : T instructs A to sell certain cattle belonging to O – O held A liable and recovered damages from him – Held,  contract of indemnity implied from T’s conduct in asking A to sell the cattle – A entitled to recover the loss from T. 

Rights of indemnity-holder when sued  - entitled to recover from the indemnifier :
  1. all damages which he may be compelled to pay in any suit in respect of any matter to which promise to indemnify applies.
  2. All costs which he may be compelled to pay in bringing or defending any such suit – but must have acted prudently.
  3. All sums which he may have paid under the terms of any compromise of any such suit – compromise should not be contrary to the orders of the indemnifier – should be prudent or authorised by the indemnifier. 


Rights of indemnifier – Similar to rights of surety

Contract of guarantee : contract to perform the promise or discharge the liability of a third person in case of his default – may be written or oral – may be express or implied – can also be inferred from the course of conduct of the parties.

Surety - Person giving the guarantee or the guarantor
Principal Debtor – person in respect of whose default the guarantee is given.
Creditor – person to whom the guarantee is given.

Essential features of contract of guarantee  :
  1. Concurrence – requires concurrence of all the three parties, viz. the principal debtor, surety and the creditor.
  2. Principal Debt – guarantee secures payment of a recoverable debt – of no principal debt, there can be no valid guarantee - primarily liability is that of principal debtor – liability of surety is secondary which arises when there is default by principal debtor. 

In following cases guarantee of void debt is enforceable :
a)      guarantee given by directors of a company securing payment of their company’s loan which was void as being ultra vires  - enforceable against directors.

b)      Guarantee of minor’s debt  - if debt is void, the contract of the surety is not collateral but a principal contract - surety liable as principal debtor himself

1.      Fulfilment of all essentials of a valid contract  - consideration received by principal debtor is sufficient for the surety – benefit to the surety himself is not necessary.
Example :  B requests A to sell and deliver to him goods on credit – A agrees to do so provided C will guarantee the payment of the price of the goods – C promises to guarantee the payment in consideration of A’s promise to deliver the goods – this is sufficient consideration for C’s promise.

Example :  A sells and delivers goods to B – afterwards C requests A to forbear to sue B for the debt for a year – in return, C promises to pay for them in default of payment by B – A agrees to forbear as requested – this is sufficient consideration for promise. 

Example :  A sells and delivers goods to B – afterwards C, without consideration, agrees to pay for them in default of B – the agreement is void being without consideration. 

2.      Writing not necessary – contract of guarantee may be oral or written – may also be express or implied from the circumstances of the case. 

Guarantee is not a contract of uberrimae fides or one of absolute faith – it does not require full disclosure of all material facts by principal debtor or creditor to the surety before the contract is entered into.

Sec 142 : a guarantee obtained by means of misrepresentation made by creditor or with his knowledge and assent, concerning a material party of the transaction, is invalid.

Sec.143 : a guarantee obtained by a creditor by means of keeping silence as to material circumstances is invalid.

Fraud or misrepresentation on the part of principal debtor is not enough to set aside the contract unless the creditor is a party to it or had knowledge about it – in case of guarantee given to a banker, no obligation lies on banker to inform the intending surety of circumstances affecting the credit of the principal debtor.

National Provincial Bank of England V Glanusk – S guaranteed P’s account with bank – afterwards, P drew on this account and paid off an overdraft he had with another bank – Bank suspicious that P was defrauding S but did not communicate its suspicions to S – Held, bank under no obligation to disclose to the surety – guarantee not discharged. 

However, if guarantee is of nature of an insurance (as in fidelity guarantee), all material facts must be disclosed – otherwise voidable at option of surety.

London General Omnibus Co. V Holloway – L employed P as clerk to collect money – P misappropriated some receipts – L threatened to dismiss P – loss made good by P’s relations - L agreed to retain P in service on having a fidelity guarantee – H gave his guarantee – L did not made disclosure of P’s previous dishonesty - HeldHH
Held, the surety believed he was making himself answerable for a presumably honest man, not for a known thief – owning to non-disclosure by L, guarantee could not be enforced against H.

Co-operative Commission  Shop Ltd V. Udham Singh – fresh guarantees obtained for the fidelity of a manager of bank without disclosing his previous defalcations (misappropriation/embezzlement) – Held, sureties not liable for further defalcation. 

Distinction between a contract of indemnity and a contract of guarantee

Sl. No.
Basis
Contract of indemnity
Contract of guarantee
1
No. of parties
There are two parties – the indemnifier (promisor) and the indemnified/indemnity-holder (promisee)
There are three parties- the creditor, the principal debtor and the surety.
2
Type of liability
The liability of the indemnifier to the indemnified is primary and independent.
The liability of the surety to creditor is collateral/secondary; the primary liability being of the principal debtor.
3
No. of contract(s)
Only one contract, i.e. between the indemnified
There are three contracts : one between the principal debtor and the creditor, the second between the creditor and the surety (guarantee) and the third between the surety and the principal debtor ((indemnity). 
4
Request to contract
Not necessary for indemnifier to act at request of the indemnified.
Surety gives the guarantee at the request of the surety.
5
Arising of liability
Liability of indemnifier arises only on happening of contingency.
The liability of principal debtor is already there on an existing debt; the liability of surety arises only on default by the principal debtor.
6
Right to sue
Indemnifier cannot sue a third party for loss in his own name unless there is assignment in his favour.
On discharging the debt of the principal debtor, the surety steps into the shoes of the creditor and can sue the principal debtor in his own right.  



Kinds of guarantee -  May be –
a)      for repayment of a debt – existing or future.
b)      for payment of the price of goods sold on credit, or
c)      for good conduct or honesty of a person employed in a particular office (known as fidelity guarantee).

Can also be differentiated as  -
a)      Specific guarantee – extends to a single transaction or debt – comes to end when the guaranteed debt is discharged or the promise is performed. 
b)      Continuing guarantee : extends to series of transactions – liability of surety extends to all transactions contemplated unless revocation of guarantee – may also cover continuing transactions for a fixed period. 

Example :  S guarantees payment to C to the amount of Rs.10,000 for any goods he supplies to P from time to time – C supplies P with goods to the value of above Rs.10,000 – P pays for it – afterwards C supplies goods to the value of Rs.20,000 – P fails to pay – guarantee of S is a continuing one and he is liable to C to the extent of Rs.10,000. 

Kay V Groves  - G provides guarantee in following terms “I hereby agree to be answerable to K for the amount of five sacks of flour to be delivered to T, payable in one month” – five sacks actually supplied – T paid for them -  further supplies made during the same month for which T failed to pay – Held, it was not a continuing guarantee to cover subsequent deliveries though not exceeding in the whole five sacks – G not liable for various subsequent parcels. 

Revocation of continuing guarantee  - revocation can be as to future transactions only – modes :
a.       By notice of revocation by surety to the creditor.
Offord V Davies – S stands surety for P for any amounts which C may lend to P from time to time in the next 12 months upto a maximum of Rs.10,000 – after 3 months, S revokes the guarantee when C had lent Rs.3,000 to P – S discharged from all liability to C for subsequent loans but remains liable for Rs.3,000 on default of P.

b.      By death of surety – however, liability for previous transactions remain.

c.        By other modes – novation, variation of terms of contract, release/ discharge of principal debtor, compounding with principal debtor, creditor’s act or omission impairing surety’s eventual remedy or loss of security.

Extent of surety’s liability   :
1. Surety’s liability co-extensive with that of principal debtor, unless specified to the contrary – it may be made less than that of principal debtor but never greater – creditor can sue surety without suing the principal debtor.
2. surety’s liability may be for a part of the entire debt or for the entire debt subject to a limit.
3. May be a continuing guarantee  - may be unlimited or upto a specified limit.
4. Where original agreement is void or voidable - surety liable as principal debtor – in such cases, surety’s liability is principal one and not collateral
5. If creditor does not sue the principal debtor within period of limitation – surety is not discharged.
6. Death of principal debtor or his discharge by law does not release the surety from his obligations.

Rights of surety :
1.      Against the creditor
a.       Right to require creditor to sue principal debtor first – liable to indemnify creditor for any expense or loss therefrom – in case of fidelity guarantee, he can ask the creditor to dismiss the principal debtor in case of proven dishonesty.
b.      Right to set-off or counter-claim  which debtor has against the creditor.
c.        On payment of the guaranteed debt, right to claim from creditor all the securities which he holds.
d.       Right to equities which creditor could have enforced against the principal debtor or persons claiming through him.
Example :  C advances to P Rs,2,000 on guarantee of S – C also takes further security for Rs.2,000 by way of pledge of P’s furniture – C cancels pledge – P becomes insolvent – S is discharged from liability to the amount of the value of furniture. 
e.       Right of subrogation – after payment of guaranteed debt by surety, surety steps into shoes of creditor – gets right to sue principal debtor for recovery. 

2.      Against the principal-debtor
a.       Right to be relieved from liability – before payment becomes due – debt must be ascertained – surety can compel principal debtor to relieve him from guarantee by paying off the debt.
b.      Right to indemnity – after payment made by surety to creditor, surety entitled to recover that amount alongwith any damage sustained from the principal debtor.
Example :  P indebted to C – S is surety – C sues S for recovery of debt – S defends suit having reasonable grounds to do so – S compelled to pay C amount of debt with costs – S entitled to recover from P amount of debt as well as costs paid by him.

3.      Against co-sureties
(a)    Right of contribution – each liable to contribute equally – liability may be limited to a maximum amount by each one – if any one makes payment to creditor, he is entitled to claim contribution from other co-sureties. 

(b)   Right on release of co-surety – even though creditor may release any of the co-sureties from his liability, the released co-surety will remain liable to others for contribution in event of default.



Discharge of surety :

1.      Discharge by revocation :
a) Revocation by surety by giving notice – continuing guarantee can be revoked as to future transactions by giving notice – specific guarantee cannot be revoked after liability has accrued.
b) Revocation by death – continuing guarantee revoked as to future transactions on death of surety – estate not liable for transactions after death even if creditor has no notice of death.
c) Revocation by novation – substitution of new contract for the old one – either between same parties or between any one of old parties and a new one – mutual discharge of old contract forms consideration for the new one.

2.      Discharge by conduct of the creditor
(i) Variance in terms of contract – without the consent of surety – immaterial whether variation prejudicial to surety or not - discharged as to future transactions – where guarantee to perform several obligations, variance in nature of one will not discharge the rest.
Example :  S guaranteed payment for goods supplied by C to P – condition that 18 months’ credit to be given – C gives only 12 months’ credit – S is discharged.

General Steam Navigation Co. V Rolt – P contracted to built ship for C – contract money payable in instalments as work reached certain stages of completion – S became surety for due performance by P – C allowed P to draw large portion of last two instalments before they were due – Held, S discharged from liability. 

(ii) Discharge of principal debtor by creditor – wilful act or omission by creditor - surety is also released – but surety is not discharged by operation of law – omission of creditor to sue within the period of limitation does not discharge the surety.
      Hewison V Rickets  - C let goods to P under hire-purchase agreement – S guaranteed the payment of instalments – On instalments being in arrears, C seized the goods and determined the contract – then sued S on his guarantee – Held, as C had determined the contract, he could not recover from S.

      Example :  P contracts with C to build a house for C within a stipulated time – C has to supply the timber – S guarantees performance by P – C omits to supply the timber – S discharged from suretyship.

      Example :  C employs P at one place – S stood surety for P – this employment terminated – P employed by C at a different place – C takes security bond from another person – S is discharged. 

(iii) Compounding by creditor with principal debtor – contract by which creditor makes composition with or promises to give time to, or not to sue the principal debtor – surety is discharged unless he assents to such contract. 
         Midland Motor Showrooms Ltd V Newman  - P purchased motor car from C under hire-purchase agreement – S guarantees performance of the contract – for valuable consideration, C gives further time to P for payment of one of the instalments – Held, P discharged from any further liability.

         But in the following cases the surety is not discharged : 
(a)    where contract to give time to principal debtor is made by creditor with a third person and not with the principal debtor.
(b)   Mere forbearance on part of creditor to sue the principal or to enforce any other remedy against him, in the absence of anything to the contrary in the guarantee.
(c)    Release of one of the co-surety by the creditor does not discharge the other co-sureties – the surety so released is not discharged from his liability to the other sureties. 

(iv) Creditor’s act or omission impairing surety’s eventual remedy against principal debtor.

General Steam Navigation Co. V Rolt – P contracted to built ship for C – contract money payable in instalments as work reached certain stages of completion – S became surety for due performance by P – C allowed P to draw large portion of last two instalments before they were due – Held, S discharged from liability. 

Example : S gives guarantee for fidelity of a manager of bank – manager indulges in malpractices – directors wilfully ignore it – S stands discharged from obligation by conduct of the directors

(v) Loss of security – if creditor loses any security given to him at the time of contract of guarantee, or parts with it without consent of surety, surety is discharged to the extent of value of security – if separate debts secured by separate securities, loss of one security does not discharge the other debts.

Example :  C advances to P Rs,2,000 on guarantee of S – C also takes further security for Rs.2,000 by way of pledge of P’s furniture – C cancels pledge – P becomes insolvent – S is discharged from liability to the amount of the value of furniture. 

3.      Discharge by invalidation  -
(i)           Guarantee obtained by misrepresentation concerning a material fact – with knowledge or consent of creditor – guarantee invalid.

(ii)         Guarantee obtained by concealment of a material fact is invalid.
London General Omnibus Co. V Holloway – L employed P as clerk to collect money – P misappropriated some receipts – L threatened to dismiss P – loss made good by P’s relations - L agreed to retain P in service on having a fidelity guarantee – H gave his guarantee – L did not made disclosure of P’s previous dishonesty - HeldHH
Held, the surety believed he was making himself answerable for a presumably honest man, not for a known thief – owning to non-disclosure by L, guarantee could not be enforced against H.

(iii)       Guarantee on contract that creditor shall not act on it until a co-surety joins – guarantee invalid if that other person does not join.
Example : S2 signed a guarantee given to bank though it was intended to be joint and several guarantee of S1, S2, S3 and S4 – S4 died without signing – bank did not agree with S1, S2 and S3 to dispense with signature of S4 – Held, S2 not liable on guarantee. 

(iv)       Failure of consideration discharges the surety.

Example : P agrees to pay maintenance to C if C marries A – S guarantees performance of contract – A dies – S is discharged from surety.