Internal
Assignment No. 1
Paper
Title: Human Resource
Management
Q.
1. Answer all the questions:
(i) Differentiate between HRM and HRD.
ANS- Human Resource Management (HRM) is a branch of management; that is
concerned with making best possible use of the enterprise’s human resources, by
providing better working conditions, to the employees. It involves those
activities that arrange and coordinates the human resources of an entity.
Further, it aims at maintaining good relations at various levels of management.
On the other extreme, Human Resource Development (HRD) is a wing of HRM
that keeps focusing on the growth and development part of the organisation’s
manpower. There are many people, to whom HRM and HRD convey the same meaning,
but this is not true. We have compiled an article here, to make you understand
the differences between HRM and HRD. Have a look.
(ii) Define Job Specification.
ANS- A job specification defines the knowledge, skills and abilities that
are required to perform a job in an organization. Job specification covers
aspects like education, work-experience, managerial experience etc which can
help accomplish the goals related to the job. Job specification helps in the
recruitment & selection process, evaluating the performance of employees
and in their appraisal & promotion. Job specification, along with job
description, is actually derived from job analysis. Collectively, job
specification and job description help in giving a overview of the job in terms
of its title, position, roles, responsibilities, education, experience,
workplace etc.
(iii) State the causes of Grievance in an organization
ANS- Grievances generally arise from the
day-do-day working relations in the undertaking, usually a employee or trade
union protest against an act or omission or management that is considered to
violate worker’s rights. There are certainly some of the causes that can lead
to grievance. Some of them are listed below:
- It gives an opportunity to the workers to
express their feelings.
- The management comes to know that what the
workers think.
- It highlights the morale of the people.
- There may be some complaints, which cannot be
solved at supervisory level.
- They must have been resolved by a systematic
grievance handling procedure.
- It improves the policies and practices of the
company.
(iv) What is Human Resource Inventory?
ANS- Human Resource Inventory, also known
as the skills inventory comprehensively lists down the basic information on all
the employees, like their education, experience, skills, age, sex, salary
related data, job preference and special achievements. It is a vital tool used
in HR planning and policy making..
The information contained in the human resource
inventory should be such that it is not only relevant to the current job
position that an employee holds, but can also be used by recruiters to consider
the individual for other job openings that might come up in the future.
(v) List the benefits of Training to an organization
ANS- There are numerous
sources of online information about training and development. Several of these
sites (they're listed later on in this library) suggest reasons for supervisors
to conduct training among employees. These reasons include:
- Increased job satisfaction
and morale among employees
- Increased employee motivation
- Increased efficiencies in processes, resulting
in financial gain
- Increased capacity to adopt new technologies
and methods
- Increased innovation in strategies and products
- Reduced employee turnover
- Enhanced company image, e.g., conducting ethics
training (not a good reason for ethics training!)
- Risk management, e.g., training about sexual
harassment, diversity training
Q.
2. What do you understand by Human
resource management? Explain various functions of Human resource management.
Ans-
Human Resource Management is a function within an organization which focuses
mainly on the recruitment of, management of, and providing guidelines to the
manpower in a company. It is a function of the company or organization which
deals with concerns that are related to the staff of the company in terms of
hiring, compensation, performance, safety, wellness, benefits, motivation and
training.
Human
Resource Management is also a premeditated approach to manage people and the
work culture. An efficient human resource management enables the workforce of
an organization to contribute efficiently and effectively towards the overall
achievement of a company’s goals and objectives.
The
traditional method of human resource management involved planned exploitation
of staffs. This new function of human resource management involves HRM Metrics
and measurements and strategic direction to display value. Under the influence
of giving away the traditional method, HRM has got a new terminology called
Talent Management.
Human Resource Management functions can be classified in following three
categories.
Managerial
Functions
1. Human Resource Planning –
2. Organising –
3. Directing –
4. Controlling –
Operative
Functions
1. Recruitment and Selection –
2. Job Analysis and Design -
3. Performance Appraisal -
4. Training and Development -
5. Wage and Salary Administration -
Advisory
Functions
1. Advised to Top Management
2. Advised to Departmental Heads
Q.
3. Discuss the various sources of
recruitment of employees with the merit and demerit of each.
Ans. The sources of
recruitment are broadly divided into internal sources and external sources
consisting of the following:
Internal
sources of Recruitment:
1. Present
Permanent Employees : Organizations consider the candidates from
this source for higher level of jobs due to availability of most suitable
candidates for jobs relatively or equally to external sources, to meet the
trade union demands and due to the policy of the organization to motivate
the present employees.
2. Present
temporary/casual Employees: Organizations find
this source to fill the vacancies relatively at the lower level owing to the
availability of suitable candidates or trade union pressures or in order to
motivate them on present job.
3. Retrenched or Retired
Employees: Employees retrenched due to lack of work are given
employment by the organization due to obligation, trade union pressure etc.
Sometimes they are re-employed by the organization as a token of their loyalty
to the organization or to postpone some interpersonal conflicts for promotion.
4. Dependents of
Deceased, Disabled, retired and present employees: Some
organizations function with a view to developing the commitment and loyalty of
not only the employee but also his family members.
5. Employee
Referrals: Present employees
are well aware of the qualifications, attitudes, experience and emotions of
their friends and relatives. They are also aware of the job requirements and
organizational culture of their company. As such they can make preliminary
judgment regarding the match between the job and their friends and relatives.
External
Sources of Recruitment
1
Campus Recruitment: These candidates are directly recruited by the
Co; from their college/educational institution. They are inexperienced as far
as work experience is concerned.
2 Private
Employment Agencies/Consultants: Public employment agencies
or consultants like ABC Consultants inIndia perform recruitment functions on
behalf of a client company by charging fees. Line managers are relieved from
recruitment functions and can concentrate on operational activities.
3 Public Employment Exchanges: The Government
set up Public Employment Exchanges in the country to provide information about
vacancies to the candidates and to help the organization in finding out
suitable candidates. As per the Employment Exchange act 1959, makes it
obligatory for public sector and private sector enterprises inIndia to fill
certain types of vacancies through public employment exchanges.
4 Professional
Organizations: Professional organizations or associations
maintain complete bio-data of their members and provide the same to various
organizations on requisition. They act as an exchange between their members and
recruiting firm.
5 Data Banks: The management
can collect the bio-data of the candidates from different sources like
Employment Exchange, Educational Training Institutes, candidates etc and feed
them in the computer. It will become another source and the co can get the
particulars as and when required.
6 Casual
Applicants: Depending on the image of the organization its
prompt response participation of the organization in the local activities,
level of unemployment, candidates apply casually for jobs through mail or
handover the application in the Personnel dept. This would be a suitable source
for temporary and lower level jobs.
Internal Assignment No. 2
(i) Differentiate between
Training and development
ANS- Training
- Training is usually a short term process.
- Training usually requires guidance (or
instruction) in a series of steps to gain a skill, or set of predictable
knowledge.
- Often for non-leadership related activities.
- Aimed at a specific task or job role.
Development
- Is more long term in nature.
- Often includes education in philosophical and
theoretical concepts
- Aimed at developing relationships, often for
the purposes of improving leadership skills
- More general and non-tangible than specific
(ii) Define
induction.
ANS- Induction is the process of
introducing a new employee to the company culture and processes with the aim of
bringing them up to speed as quickly as possible as well as making them feel
socially comfortable and aware of their professional responsibilities.
Companies will typically have an induction programme in place and follow the
same processes for all new hires, although the induction process is may vary
depending on the industry, the job role and the seniority of the new hire.
(iii) State
the causes of industrial accidents.
ANS-
An accident (industrial) is a sudden and unexpected occurrence in the industry
which interrupts the orderly progress of the work. According to the Factories
Act, 1948: “It is an occurrence in an industrial establishment causing bodily
injury to a person who makes him unfit to resume his duties in the next 48
hours”.In other words, accident is an unexpected event in the course of
employment which is neither anticipated nor designed to occur. Thus, an
accident is an unplanned and uncontrolled event in which an action or reaction
of an object, a substance, a person, or a radiation results in personal injury.
It is important to note that self-inflicted injuries cannot be regarded as
accidents.
(iv) Define 360
appraisal with an example.
ANS- It
is a system in which employees will get feedback from all the people they work
with. There are about 7 to 12 people who will fill out a form which is usually
a feedback form. The contents of the form may vary from broad range
competencies to work environment. The employee who receives the feedback will
also be required to fill out a self assessment which again might consist of the
same components. This system is used to get an improved understanding of every
one’s strengths and weaknesses.
There
are three general reasons as to why an organization would go in for a 360
degree appraisal.
- To get a better view of the performance and
prospective of future leaders.
- To have a broad insight of developmental needs
of manpower.
- To collect more feedback so as to ensure
justice to the job performed by the employees.
(v) What
is Red Hot Stove rule?
ANS- According to the Red Hot Stove rule, disciplinary action should have
the following consequences:
(a) Burns immediately: If disciplinary action
is to be taken, it must occur immediately so the individual will understand the
reason for it. With the passage of time, people have the tendency to convince
themselves that they are not at fault.
(b) Provides warning: It is very important to
provide advance warning that punishment will follow unacceptable behavior. As
you move closer to hot stove, you are warned by its heat that you will be
burned if you touch it.
(c) Gives consistent punishment:
Disciplinary action should also be consistent in that everyone who performs the
same act will be punished accordingly. As with a hot stove, each person who
touches it is burned the same.
(d) Burns impersonally: Disciplinary action
should be impersonal. There are no favorites when this approach is followed.
Q. 2. Explain the various
methods of Training employees with the merits and demerits of each.
ANS- The different methods of training evaluation can be classified in
following four categories on the basis of what is being evaluated.
a. Evaluation of the training program content and delivery quality.
b. Evaluation of the extent of learning and acquisition of skills.
c. Evaluation of the extent of desirable change in behavior of the
persons trained.
d. Evaluation of the impact of training on organizational performance.
Evaluation of training program and content is the most simple method.
However it is also the least significant in terms of measuring effectiveness of
training. This aspect of training can be measured in terms of both quantity and
quality of training programs. Quantity of training involves measurement in
terms of quantitative measurements such as number of people trained and number
training programs conducted and number of participant-training days. The
quality measurement generally consist of handing over a questionnaire to the
participants of training programs at the end of each program and obtaining
their assessment of various aspects to training program quality. This methods
suffers from the defect that participants are really no in a position to judge
quality of training program in subjects they do not know fully.
Also, it has been observed that generally participants are in good mood
when the training programs are drawing to close and tend to rate them higher.
Evaluation of learning and skill development can be measured conveniently if
the training program involves some kind of qualifying test or examination at
the end. However cost and efforts of conducting exams just for the purpose of
evaluation of the program is not justified. Other method involves asking the
participants on extent of their learning. This can be done as a part of
response to questionnaire at the end of programs. But usually the participants
are not in a position to assess this at that time. It is best to survey the
participants after some time has elapsed. This method gives some additional
useful information on the value of training, but more time and efforts is
required to collect such data.
Evaluation of changes is a much more meaningful. however it is most
difficult. It poses the problem of ways of ascertaining the extent of change in
behavior. In addition, it is not always easy to establish the extent to which
change in behavior is consequence of training. This kind of evaluation is best
achieved by survey of employee work practices and behavior. Frequently it is
worthwhile to undertake this survey before and after training. Evaluation of
training effectiveness in terms of change in improvement of company is most
meaningful. Such improvement can frequently be measured as a part of normal performance
monitoring of company performance. However, it is very difficult to link the
improvement performance to the training.
Q. 3. Explain the methods of
performance appraisal. What are the weakness in these methods.
ANS- It
is a systematic evaluation of an individual with respect to performance on the
job and individual’s potential for development.”
Definition
2: Formal System, Reasons and Measures of future performance “It is formal, structured system of
measuring, evaluating job related behaviors and outcomes to discover reasons of
performance and how to perform effectively in future so that employee,
organization and society all benefits.” Meaning of Performance Appraisals
Performance Appraisals is the assessment of individual’s performance in a systematic
way. It is a developmental tool used for all round development of the employee
and the organization.
The
performance is measured against such factors as job knowledge, quality and
quantity of output, initiative, leadership abilities, supervision,
dependability, co-operation, judgment, versatility and health. Assessment
should be confined to past as well as potential performance also. The second
definition is more focused on behaviors as a part of assessment because
behaviors do affect job results.
The
weakness of Performance Appraisal Method as under :- On the downside,
appraisals have been criticized on a lot of grounds. One of the arguments
against them, is that they get affected by office politics. The superior or the
manager may not assess his subordinates fairly. Instead of basing his
evaluation on the employee's actual behavior, the manager might give his
feedback on the basis of his personal liking and disliking. Performance
appraisals are unable to fulfill the aim they are conducted for in the first
place. Since, in an appraisal, an employee is being evaluated and judged, and
his pay rise and promotion is dependent on it, there is no way he will bring
out the problem areas in his work when doing a self-assessment. In some cases,
a superior too might find it uncomfortable to judge his subordinates, since
they are working together on a daily basis in the organization.
Sometimes,
it can cause souring of relationships in the office, leading to an unproductive
work environment. Many management experts who are against employee performance
appraisals argue that, appraisals and incentives should be kept separate.
Appraisals should be only about the training needs, performance, and career
development of an employee, and there should be separate salary reviews done
periodically to decide the incentives for the employees. However, research in
this field has shown that, if the reward review is a separate process from the
appraisal system, it may create dissatisfaction among the employees. Thus,
looking at the strengths and weaknesses of annual performance evaluations, and
research findings, it can be concluded that, though there are advantages and
disadvantages of conducting an appraisal, it is a necessary employee motivation
tool, without which, organizations cannot function properly.
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