Hrm Assignmment.docx

HUMAN RESOURCE MANAGEMENT

ASSIGNMENT

1. “The HRM function has acquired strategic importance in organizations due to economic liberalization and globalization”. Explain. Answer: Human Resource Management has an important role to play in equipping organizations to meet the challenges of an expanding and increasingly competitive sector. Increase in staff members, contractual diversification and changes in demographic profile which compel the HR managers to reconfigure the role and significance of Human Resource Management.  Strategic HR Management: As a part of maintaining organizational competitiveness, strategic planning for HR effectiveness can be increased through the use of HR metrics and HR technology. Human resource planning (HRP) function determine the number and type of employees needed to accomplish organizational goals.  Equal Employment Opportunity. Compliance with equal employment opportunity (EEO) laws and regulations affect all other HR activities.  Staffing: The aim of staffing is to provide a sufficient supply of qualified individuals to fill jobs in an organization. Job analysis, recruitment and selection are the main functions under staffing.  Talent Management and Development: Beginning with the orientation of new employees, talent management and development includes different types of training. Orientation is the first step towards helping a new employee to adjust himself with the new job and the employer. It is a method to acquaint new employees with particular aspects of their new job, including pay and benefit programs, working hours and company rules and expectations.

 Total Rewards: Compensation in the form of pay, incentives and benefits are the rewards given to the employees for performing organizational work. Compensation management is the method for determining how much employees should be paid for performing certain jobs.  Risk Management and Worker Protection-. HRM addresses various workplace risks to ensure protection of workers by meeting legal requirements and being more responsive to concern for workplace health and safety along with disaster and recovery planning.  Employee and labor relations: The relationship between managers and their employees must be handled legally and effectively. Employer and employee rights must be addressed. It is important to develop, communicate and update HR policies and procedures so that managers and employees alike know what is expected. 2. Explain the objectives of human resource management. What is required to achieve these objectives? Answer: (i)

Societal Objectives. The basic objective of HRM towards the society should be to ensure that their organization manages human resources in an ethical and socially responsible manner through ensuring compliance with legal and ethical standards. Thus, this objective includes:  To manage human resources in an ethical and socially responsible manner.  To ensure compliance with legal and ethical standards.

 To minimize the negative impact of societal demands upon the organization. ii) Organizational Objectives.  HR department, like any other department in an organization, should focus on achieving the goals of the organization first. If it does not meet this purpose, the HR department cannot exist in the long run.  HR department should recognize its role in bringing about organizational effectiveness.  HRM is not an end in itself. It is only a means to assist the organization with its primary objectives. (ii) Functional Objectives.  HRM's contribution should be appropriate to the organization's needs of maximum resources utilization.  The department's level of service must be tailored to fit the organization it serves.  HRM should employ the skills and abilities of the workforce efficiently. It should aim at making the people's strengths more productive and beneficial to the organization.  HRM should aim at providing the organization with well trained and wellmotivated employees. (iv) Personnel Objectives. Personnel objectives or personal objectives of the employees must be met if employees are to be maintained, retained and motivated. Otherwise employee performance and satisfaction may decline and they may leave the organization.

To achieve organizational objectives:  HRM should increase employees' job satisfaction to the fullest extent.  HRM should also meet the self-actualization needs of the employees'. It should stimulate every employee to achieve his potential.  HRM should assist the employees in achieving their personal goals, at least in so far as these goals enhance the individual's contribution to the organization.  The HRM should also communicate HR policies to all employees. It will help the HRM in tapping the ideas, opinions, feelings, and the views of the employees.

3. Human resource planning is a pre-requisite for effective management of human resources. In the light of this statement, resources analyze the significance of human resource planning. Answer Any failure in HR planning will be a limiting factor in achieving the objectives of the organization. If the number of persons in an organization is less than the number of persons required, then there will be disruptions in the work, production will be hampered and the pace of production will be slow and employees will be burdened with more work. If there is surplus manpower in the organization, there will be unnecessary financial burden on it in the form of a large pay bill of employees are retained in the organization or if they are terminated the compensation will have to be paid to the retrenched employees. Therefore, it is necessary to have adequate number of persons in an organization to achieve its objectives. The HR planner should be concerned with the timing and scheduling of planning of human resources. Manpower planning can also

be used as an important aid in framing the training and development programs for the employees because it takes into account the anticipated changes in the human resource requirements of the organizations. 4. How will you analyze a job? Explain with the help of job analysis form. Answer:

1. 2. 3.

4.

5.

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1. The job's identification code and title: This is official data. Let us precise that the” Identification Code" rubric indicates the job’s location within the company’s organizational chart. For example, the codes "DFSA1", "DFSA2", etc., could be used to refer to employees located in the Department of Finance – Section Accounting, while "DFSA" would designate the Chief Accountant and "DF" the CFO. 2. The job's mission statement: The mission statement should concisely describe (in max. 3 sentences) the end goals of the considered position - i.e. its role within the organization. A third party should be able to understand what its essential components are - in concrete terms. In order to be formulated in terms of finality, omission statement should contain: An action verb (e.g. realize, accompany, ensure, organize) that should meet the job holder’s actual duties. The position’s duties: they complete the action verb (e.g. ensure the completion of the set goals) and specify the position’s area(s) of activity. The beneficiaries / customers: the actual recipients of the delivered goods / services should be identified (e.g. to external customers; to the Board; to the whole personnel) The requirements in terms of quality: the way in which the delivered goods / services will be assessed should be determined in concise terms (e.g. in accordance with expectations; in compliance with the rules; within the limits of the budget…). The mode of delivery: (by conducting interviews, by conducting market research, in close collaboration with our customers, etc.) 3. Success indicators: These criteria should allow measuring whether the services delivered meet the customers' expectations. They can also be used in employee performance appraisals. There is a great diversity of indicators. However, most of them belong to one of the following dimensions: Finances

Quantity  Quality  Customers  Management (Leadership, Commitment, etc.)  Other (Project Management…) 4. Skills requirements: These are the criteria that are critical in order to fulfill the job’s mission. Such competencies may be observed at both professional and personal levels. Here are a few illustrations of these two dimensions: 1. Professional skills: financial management, team management, project management, IT skills, technical know-how, etc. 2. Personal skills: soft skills, team spirit, analytical thinking, dynamism, pedagogical skills, resistance to stress, responsibility, etc. Please note that personal skills are generic criteria (i.e. they are not linked to a particular type of position or company), while professional skills may be specific to a given company or even workplace. Attention! When filling in the job description form, it is best to focus on the key skills that any job holder should display! 5. Customers and Suppliers: This phase is dedicated to the identification of the position’s customer-supplier relationships. The term "customer" applies here to all the units / positions that directly receive the goods / services delivered by the job holder. Similarly, the term "supplier" refers to all the units / positons from which the job holder receives goods / services in order to complete their tasks. Please note that both these types of partners may refer to people either within or outside the organization (notion of internal and external customers / suppliers). In the "Who?" column of the sample job description form, you may list up all the customer and supplier units / positions. In the "What?" column, you may briefly describe the nature of the goods / services delivered and received (for example: advisory, financial statements, raw materials, metal components, etc.). 

5.What are the objectives of employee training? Explain the different methods of evaluating training programs. Explain the need for training in modern industry? Answer: Training may be viewed as a systematic and planned process which has its organizational purpose to impart and provide learning

experiences that will bring about improvement in an employee and thus enabling him to make his contribution in greater measure in meeting the goals and objectives of an organization. Training is an organized procedure for increasing the knowledge and skill of people for a specific purpose. The trainees acquire new skill, technical knowledge, problemsolving ability, etc. Importance of training  Training enables the management to face the pressure of changing environment.  Training usually results in an increase of quantity and quality of output.  Training leads to job satisfaction and higher mohrale of the employees  Trained workers need lesser supervision  Trained workers enable the enterprise to face competition from rival organizations  Training enables employees to develop and rise within the organization and increase their earning capacity.  It mold’s the employee’s attitudes and helps them to achieve better co-operation within the organization  Trained employees make better economic use of materials and equipment resulting in reduction of wastage and spoilage  Training instructs the workers towards better job adjustment and reduces the rate of labor turnover and absenteeism Techniques of evaluation:  Experimental and Control Groups  Longitudinal or Time Series Analysis.  Cost Benefit Analysis.

 Questionnaires and Structured interviews. 6. Explain the advantages and limitations of career planning? Answer: CAREER PLANNING "Career planning is the deliberate process through which a person becomes aware of personal career related attributes and the life long series of stages that contribute to his career fulfillment”. The major focus of career planning should be on assisting the employees in achieving a better match between personal goals and the opportunities that are realistically available in the organization. Career planning is an effort to pinpoint and highlight those areas that offer psychological success instead of vertical growth. Career planning is not an event or end in itself, but a continuous process of developing human resources for achieving optimum results. A person who is not able to translate his career plan into action within the organization may probably quit the job, if he has a choice. Organizations, therefore, should help employees in career planning so that both can satisfy each other's needs. Advantages:  Career planning ensures a constant supply of promotable employees.  It helps in improving the loyalty of employees.  Career planning encourages an employee’s growth and development.  It discourages the negative attitude of superiors who are interested in suppressing the growth of the subordinates.

 It ensures that senior management knows about the calibre and capacity of the employees who can move upwards.  It can always create a team of employees prepared enough to meet any contingency.  Career planning reduces labor turnover.  Every organization prepares succession planning towards which

career planning is the first step.

Disadvantages: 

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Career planning can become a reality only when opportunities for vertical mobility are available. It is not suitable for small organizations. In a developing country like India, changes in environmental factors such as government policy, public sector development, growth of backward areas, etc. influence business and industry. Therefore, career plans for a long period may not be effective. In family business houses, members of the family expect to progress faster in their career than their professional colleagues. Systematic career planning might become difficult due to favoritism and nepotism in promotions, political intervention in appointments, etc. Some career does not have scope for much advancement. Employees cannot get promotions despite their career plans and development in such job.

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Career opportunities for certain categories reach the declining stage due to the influence of the technological or economic factors. Solution for such a problem is career shift.

7. What do you understand by wage and salary administration? Discuss the essentials of sound wage and salary structure? Answer: WAGE: Wage is a general term referring to direct monetary compensation. It is also used specifically to refer to payments to service workers on the basis of hourly rated production. Salary: Salary refers to weekly or monthly rates paid to clerical, administrative and professional employees. Wage and salary administration is a collection of practices and procedures used for planning and distributing company-wide compensation programs for employees. These practices include employees at all levels and are usually handled by the accounting department of a company. Wage and salary administration procedures usually involve activities such as calculating the number of hours worked in order to determine compensation, administering employment benefits, and answering payroll questions from employees. At the majority of companies and organizations, wages are usually dispersed to all employees on a specific date. The workers in charge of salary administration may also be charged with ensuring that the company adheres to federal and local compensation laws. Essentials of a Sound Wage Plan for Workers Equitable to All: Fair and Adequate Compensation: Simplicity, Certainty and Flexibility: Incentive Wages: Easy Collective Bargaining: Wage Control: Significance of Economic Reward:

8. Explain various individual and group incentive plans. What are the problems associated with wage incentive? Answer: Incentive plans are methods in which employees of an organization are kept motivated for the work that they do, and are given incentives on reaching or accomplishing certain organizational goals. The various incentive plans can be classified into two.  Individual incentive plans  Group incentive plans

Individual incentive plan: Under individual incentive plan, individual employee is paid incentive on the basis of individual performance or output. The employers are liable to pay incentives to those employees who are producing more than the standard output. Time based incentive plans are: I. Halsey Incentive Plan. II. Rowan Incentive Plan. III. Emerson Efficiency Plan. IV. Bandeaux Incentive Plan. Some of the production based incentive plans are: I. Taylor’s differential piece rate system. II. Merrick’s multiple piece rate plans. III. Gantt Task and Bonus Wage Plan Group incentive plans: group incentive plan scheme is designed to promote effective teamwork, as the bonus is dependent on the performance and output of the team as a whole. Under group incentive plan, each employee is paid incentive on the basis of collective performance of his group to which he belongs. Within the group, each employee gets an equal share of the incentive. Some of the group incentive plans are: I. Priest man’s Plan. II. Scanlon’s Plan.

9. Discuss the main approaches to the study of industrial relations? Answer:    

Psychological approach Sociological approach V.V giri approach Gandhian approach

Psychological Approach. To a psychologist, industrial conflict means the conflicting interests, aspirations, goals, motives and perceptions of different groups of individuals operating within and reacting to a given socioeconomic and political environment. The perceptions of employers, workers and trade unions are different from one another. They view and interpret situations and issues involved in industrial conflicts in different ways. These differences in the perceptions of employers and workers give rise to problems of industrial relations. Sociological Approach. The social and cultural changes shape behavioral patterns and cause adjustments in industrial relations. There cannot be harmony and peace in industry when the society is in turmoil. Industry is a part of society and the value systems, customs, status symbols and institutions of the society affect relations between the parties involved. Different family backgrounds, education level, personalities, attitudes, behavior etc. create problems of conflict and cooperation in industry. Various social problems cause stress and strain among workers which affect their industrial relations as well. V.V. Giri Approach.

V.V.Giri, the late President of India, gave an approach to settle industrial disputes. This approach, to industrial relations implies the encouragement of mutual settlement of disputes, collective bargaining and voluntary arbitration. The essence of this approach is internal settlement in preference to compulsion from outside and voluntary arbitration and collective bargaining rather than compulsory arbitration. Gandhian approach: Gandhian Approach to industrial relations is based on the fundamental principles of truth, non-violence and non-possession. If the employers follow the principal of trusteeship, there is no scope for conflict of interests between them and labor. Workers can resort to Satyagraha to have their grievances redressed. Gandhi accepted the workers' right to go on strike but they should exercise this right in a peaceful and non-violent manner. 10. What is collective bargaining? What are its important preconditions? How far these available in India? Answer: Collective bargaining is a term used to define a situation in which the essential conditions of employment are determined by a bargaining process undertaken by representatives of workers and representatives of management. Both parties sit at the bargaining table where they deliberate, persuade, try to influence, argue and haggle. Eventually they reach at an agreement which they record in the form of labor management contract. Pre-conditions:  Identification of the problem  Preparation for negotiation  Negotiation procedure  Implementation of contract

In India, initially the resolution of conflict through collective bargaining agreements did not gain popularity. The legal steps taken by the government after the second world war revived interest in the subject once again. In India, collective bargaining has not made much headway particularly at industry and national levels, due to following reasons:  Lack of central trade union and employer’s organisation which can represent country wide interests.  Excessive dependence on compulsory adjudication for the settlement of industrial disputes  Multiplicity of unions and inter-union revelry  Conditions of work differ widely in different parts of the country  Weak trade union movement because of poor leadership and political dominance  Legislation and regulatory bodies have reduced the area for collective bargaining. 11. Differentiate between recruitment and selection. Explain the different sources of recruitment? Answer: 

Recruitment is concerned with developing suitable techniques for attracting more and more candidates while selection is the process of finding out the most suitable candidate for the job. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

 According to Yoder, "Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting the manpower in adequate numbers to facilitate effective selection of an efficient working force”. Sources of recruitment:

INTERNAL SOURCES 1. Present Employees Promotions and transfers from among the present employees can be a good source of recruitment. i.

Transfer.

Transfer involves shifting of persons from present jobs to other similar places. ii.

Promotions.

Promotions refer to shifting of persons to positions carrying better prestige, higher responsibilities and more salaries. 2.

Employee Referrals

Employee referrals can be a good source of internal recruitment. Employees can develop good prospects for their families and friends with the advantages of a job with the company. This source is, usually, one of the most effective methods of recruiting because many qualified people are reached at a very low cost. 3.

Former Employees

Former employees are another internal source of recruitment. Some retired employees may be willing to come back to work or recommend someone who would be interested in working for the company. 4.

Previous Applicants

Although not an internal source, in the true sense, those who have previously applied for jobs can be contacted by mail. This is a quick and an inexpensive way to fill an unexpected vacancy.

5.

Motivation Technique.

Internal recruitment can be used to motivate employees. Since there is a scope for promotions and higher responsibility jobs, employees will try to put in their best efforts. 6.

Social Responsibility.

By giving new opportunities to existing employees the enterprise is satisfying social responsibility also. It is the responsibility of every organization to satisfy its employees by keeping their aspirations in mind. 7.

Stability of Employees.

Internal source of recruitment ensures stability of employees. Since the organization provides the better opportunities to suitable employees, they will like to stay with the enterprise. 8.

Trade Union's Support.

This source of recruitment has the support of trade unions also. Trade unions always support the cause of existing employees so there will be no conflict on this score. EXTERNAL SOURCES 1.

Advertisement.

Advertisement is the best method of recruiting persons for higher and experienced jobs. The advertisements are given in local or national press, trade or professional journals. The requirements of jobs are given in the advertisements.

2.

Employment Exchanges.

Employment exchanges run by the government are also a good source of recruitment. Unemployed persons get themselves registered with these exchanges.

3.

Unsolicited Applicants.

Persons in search of employment may contact employers through telephone, by post or in person. Generally, employers with good reputation get unsolicited applications. 4.

Professional Organizations.

Professional organizations maintain complete bio-data of their members and supply it to companies on demand. 5.

Data Banks.

The recruiting firms can prepare a data bank about various persons in different fields. They can collect information from educational institutions, employment changes, professional organizations etc. 6.

Similar Organizations.

The organizations producing similar products or having the same of business act as an important source of recruitment. The persons having same experience required by the recruiting firms will be available in similar organizations.

12. Explain the role of employee counseling in the ITEs sector? Answer:

1. 2. 3. 4. 5. 6.

Helps employees to tackle with the problems effectively Employees are able to sort their problems Helps in decision making A new way to look at the perspective. May reduce the number of absenteeism of employee It may prevent termination from employer or resignation from employee. 7. It reduces the cost of hiring new employee and training new staff. 8. Possibility of smooth coordination between employer and employee.

13. Explain the importance of quality of work life among employees? Answer: Quality of working life refers to the favorableness or unfavourableness of the job environment of an organization for its employees. Eg: Economic incentives, job security, working conditions, organizational and interpersonal relationships etc… “QWL is a process of joint decision making, collaborations and building mutual respect between management and employees”. Importance:  Enhance relations and credibility  Increase productivity

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Attraction and retention Reduces absenteeism Improve the quality of working life Job involvement and satisfaction

14. Explain in detail the grievance handling machinery and the procedure to solve grievance? Answer: A grievance is any dissatisfaction or feeling of injustice having connection with one’s employment situation which is brought to the attention of management. Speaking broadly, a grievance is any dissatisfaction that adversely affects organizational relations and productivity. To understand what a grievance is, it is necessary to distinguish between dissatisfaction, complaint, and grievance. 1. Dissatisfaction is anything that disturbs an employee, whether or not the unrest is expressed in words. 2. Complaint is a spoken or written dissatisfaction brought to the attention of the supervisor or the shop steward. 3. Grievance is a complaint that has been formally presented to a management representative or to a union official. According to Michael Jucious, ‘grievance is any discontent or dissatisfaction whether expressed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair, unjust or inequitable’.

In short, grievance is a state of dissatisfaction, expressed or unexpressed, written or unwritten, justified or unjustified, having connection with employment situation.

1. Steps in Grievance Handling Procedure: At any stage of the grievance machinery, the dispute must be handled by some members of the management. In grievance redressed, responsibility lies largely with the management. And, grievances should be settled promptly at the first stage itself. The following steps will provide a measure of guidance to the manager dealing with grievances. i. Acknowledge Dissatisfaction: Managerial/supervisory attitude to grievances is important. They should focus attention on grievances, not turn away from them. Ignorance is not bliss, it is the bane of industrial conflict. Condescending attitude on the part of supervisors and managers would aggravate the problem. ii. Define the Problem: Instead of trying to deal with a vague feeling of discontent, the problem should be defined properly. Sometime the wrong complaint is given. By effective listening, one can make sure that a true complaint is voiced. iii. Get the Facts: Facts should be separated from fiction. Though grievances result in hurt feelings, the effort should be to get the facts behind the feelings. There is need for a proper record of each grievance. iv. Analyse and Decide: Decisions on each of the grievances will have a precedent effect. While no time should be lost in dealing with them, it is no excuse to be slip-shod about it. Grievance settlements provide opportunities for managements to correct themselves, and thereby come closer to the employees.

Horse-trading in grievance redressed due to union pressures may temporarily bring union leadership closer to the management, but it will surely alienate the workforce away from the management. v. Follow up: Decisions taken must be followed up earnestly. They should be promptly communicated to the employee concerned. If a decision is favourable to the employee, his immediate boss should have the privilege of communicating the same.