HR Management

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MBA 1st semester HR assingnment

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Q1. Explain the objectives and methods of Training.
Ans. OBJECTIVES OF TRAINING:
 To impart basic knowledge and skill to new entrants required for intelligent
performance of definite task in order to induct them without much loss of time.

 To assist employees to function more effectively by exposure of latest concepts
information and techniques and development of skills required in specific fields
including production, purchase, marketing, logistics, information technology etc.

 To broaden minds of supervisors. Sometimes, narrowness of outlook may arise in
supervisors because of specialization.

 To provide employees job satisfaction, training enables an employee to use their skill,
knowledge and ability to fullest extent and thus experience job satisfaction and gain
monetary benefits from enhanced productivity.

 To improve knowledge, skills, efficiency of employees to obtain maximum individual
development.

 To fulfill goals of organization by securing optimum co-operation and contribution from
the employees.
METHODS OF TRAINING
There are two methods of training—on-the-job training and off-the-job training
On-The-Job Training
It’s a real job environment where the trainee is exposed to actual work situations. The
different types of on-the-job training are:
 Job instruction training: In this method trainees can discuss the problems in performing
the job immediately with the trainer.
DRIVE SPRING 2014
PROGRAM MBADS/ MBAFLEX/ MBAHCSN3/ MBAN2/
PGDBAN2
SEMESTER 1
SUBJECT CODE & NAME MB0043 –Human Resource Management
BK ID B1626
CREDIT & MARKS 4 Credits, 60 marks
 Apprenticeship and coaching: Individuals seeking to enter skilled trades, like those of
carpenters, electricians etc, are required to go through formal apprenticeship under
experienced employees, before they join their regular job.
 Job rotation: In this method the trainee is placed on various jobs across different
functions in the organization.
 Committee assignments: In this method, a group of employees are assigned an actual
organizational problem and are asked to find a solution. The trainees develop their
team-management skills, interpersonal skills, communication skills, problem-solving
skills and leadership skills while solving the problem as a group.

Off the job training
Off the job training refers to training imparted away from the employee’s immediate
work area.
When training is performed on the job, any mistake by the trainee might result in
damage to the organization. Hence, off the job training can be conducted to minimize
this damage. The different types of off the job training are:
(I) Classroom lectures: This approach is widely used for helping the employees. The
trainer should actively involve the trainees and make the session more interactive.
(ii) Simulation exercises: In this method of training, the trainee is exposed to an artificial
work situation that closely resembles the actual situation

Q2. Discuss the elements of a Career Planning Programme. Explain some of the benefits of a
Career planning program to an organization?
Ans.ELEMENTS OF A CAREER PLANNING PROGRAMME
There are four distinct elements of career planning programmed
 Individual assessment and need analysis
 Organizational assessment and opportunity analysis
 Need – opportunity alignment
 Career counselling
Individual assessment and need analysis many people begin their careers without any formal
assessment of their abilities, interests, career needs and goals. This phenomenon of people
entering their jobs, occupations and careers with little attention to career planning and then
feeling disengaged is known as career drift.
Organizational assessment and opportunity analysisFor an employee’s goals and aspirations to
be fulfilled, a basic requirement is that the goals must be realistic and achievable. They have to
be realistic not only in terms of the employee’s own capabilities, but also in terms of the
organization’s possibilities.
Need – opportunity alignment The organization plays an important role in helping the
employee make this alignment. The organization also has to make its own alignments to match
the aspirations with the organizational opportunities.
Career counsellingThis is the final stage of career planning. The supervisor as well as the HR
department, has to counsel the employee regarding the available opportunities, the
employee’s aspirations and of course, his competencies.
BENEFITS OF A CAREER PLANNING PROGRAM
Following benefits of having career planning program
 Provides a clear framework to strategic business planning as the key positions for the
business’s success are what are being planned for.
 Career planning helps the individual have the knowledge of various career
opportunities, his priorities etc.
 It helps him select the career which is suitable to his life style, preference, family
environment, scope for self-development etc.
 It helps the organization identify talented employees who can be promoted.
 Internal promotions, up gradation and transfers motivate the employees, boost their
morale and also result in increased job satisfaction Identifies workforce renewal needs
as a means of targeting necessary employee training and development.
 Each employee will await his turn of promotion rather than changing to another
organization. This would lower employee turnover.
 It improves employee's performance on the job by tapping their potential abilities and
stimulating their personal growth.
 Increased job satisfaction enhances employee commitment and creates a sense of
belongingness and loyalty to the organization.
 An organization with well-designed career plans is able to have a better image in the
employment market, and it will attract and retain competent people.



Q3.Explain the process of Job Analysis. Discuss the methods of Job Analysis?
Ans. Job analysis is the process of gathering and analyzing information about the content and
the human requirements of jobs, as well as, the context in which jobs are performed. This
process is used to determine placement of jobs. Job analysis defines the organization of jobs
within a job family. It allows units to identify paths of job progression for employees interested
in improving their opportunities for career advancement and increasing compensation.
METHODS OF JOB ANALYSIS
Common methods of job analysis include the following:
 Observation: A trained observer observes a worker, recording what the worker does,
how the work is done, and how long it takes. There are two types of observation:
(1) Continuous observation involves observing a job over a given period of time.
(2)Sampling involves observing several incumbents over random, relatively short
periods of time. Observation is a simple and frequently used method of job analysis.
 Interview: A trained job analyst interviews a job incumbent, usually utilizing a
standardized format. Sometimes more than one worker is interviewed, and the results
are aggregated. Another variation is the group interview, where several incumbents are
interviewed at the same time.
 Critical Incident: Behaviorally based critical incidents are used to describe work, and a
job analyst determines the degree of each behavior that is present or absent in the job.
 Diary: The job incumbent records activities and tasks in a log as they are performed.
 Checklist: A worker or supervisor check items on a standardized task inventory that
apply to the job. Checklists may be custom-made or purchased from an outside vendor.
 Questionnaire: There are two types of questionnaires: The structured questionnaire
uses a standardized list of work activities, called a task inventory that job incumbents or
supervisors may identify as related to the job. In addition, the respondent may also
identify additional information such as how much time is spent on the task, the amount
of supervision required, and/or the expertise required. The open-ended questionnaire
asks the job incumbent to describe the work in his or her own words.
 Technical Conference: Several experts (often called "subject matter experts") on the job
collaborate to provide information about the work performed. A job analyst facilitates
the process and prepares the job description based on the consensus of the technical
experts.




Q4.Discuss the objectives of Discipline. Explain the Action –penalties of Discipline
Ans. THE OBJECTIVES OF DISCIPLINE ARE:
 Getting general acceptance of rules, regulations, standards and procedures of the
organization form the employees.
 To ensure that employees follow the organizational processes and procedures in spite of
their different personalities and behavior.
 Directing and getting the work done in a more responsible manner...
 To improve organizational performance by improving the efficiency of each employee.
 Maintaining god industrial relations and providing favorable work-environment.
 Promoting industrial morale and efficiency among the workers to get the best results at
minimum cost...
ACTION –PENALTIES OF DISCIPLINE
Following are the commonly practiced actions in business organizations:
1. Oral reprimand
2. Written warning
3. Denial of increments, promotions and pay hikes
4. Pay reductions and disciplinary demotions
5. Suspension
6. Discharge or dismissal
Oral reprimand an oral reprimand is defined as a discussion between the supervisor and the
employee where the employee is advised and cautioned about unsatisfactory work
performance of misconduct.It is often the first step of the disciplinary action and is only used
for minor infractions. The oral reprimand should be documented but held in the supervisors
file.

Written warningwhen an oral warning or counselling to the employee does not produce the
desired result, the manager may issue a written warning to the employee. The employee is
normally asked to acknowledge the receipt of written reprimand, irrespective of whether he
agrees with the content of the letter or not.
Denial of increments, promotions and pay hikes On some incidents the management may
refuse promotions, increments or pay hike by blacklisting the employee for a specific period of
time. This is usually treated as a punishment for a certain period of time.
Pay reductions and disciplinary demotionthis are usually more severe than the denial of pay
hikes and promotions because the employee loses part of existing benefits and privileges
received by him from the organization.
SuspensionA suspension shall be defined as temporarily prohibiting an employee from
performing his/her duties as a result of the employee’s unsatisfactory work performance or
misconduct. The suspension period should be without pay.
Discharge or dismissal A dismissal shall be defined as an involuntary separation from
employment initiated bythe employing authority as a result of the employee’s unsatisfactory
work performance or misconduct.

Q5. Suppose you have joined as an HR and you have been assigned a task to carry out the
grievance handling procedure in your organization. What according to you are the causes of
Grievance? Describe in detail the Grievance handling procedure.
Ans. CAUSES OF GRIEVANCE
Grievances may arise from various causes related to the work and working conditions of the
employees. The typical areas where causes of grievances may occur are:
(a) Wage structure including bonus, incentives, overtime, leave facilities etc.
(b) Seniority, job classification, promotion, transfer, lay-off and discharge;
(c) Supervision and discipline,
(d) Physical environment and working conditions in general
(e) Welfare arrangements including health and safety;
(f) Employer's attitude towards interpretation of the service contract or collective bargaining
agreement, settlement of grievances etc.



THE GRIEVANCE HANDLING PROCEDURE
The essential requirements of a good grievance procedure are:
 Legality sustainable
 It should be ensured by the organization that its grievance procedure is in
conformity with the existing laws of nation.
 The procedure cannot violate any of the rights of the employees guaranteed by
the law.
 Mutually acceptable
 In order to be effective, the grievance procedure must enjoy the confidence of
all the relevant parties, i.e., the management and the unions. It should not be
like a battleground. Procedure must ensure equity, justice and openness.
 Easily understandable
 The grievance procedure must be reasonably simple and easily understandable.
 Known to all the employees of the organization.
 If someone has some grievance, then he/she should know who is to be
contacted.
 Highly flexible
 The grievance procedure should be flexible enough to respond to the reported
grievance quickly. The number of stages in the grievance procedure should be kept
to the minimum.

Q6. Write a short note on the following:
a) Index /Trend Analysis
b) Delphi Technique
Ans.
a) Index /Trend Analysis
Trend analysis forecasts the requirement for additional manpower by projecting trends
of the past and present to the future. It makes use of operational indices for this.
 Historical relationship between the operational index and the Demand for Labour.
 Operational indices used are:
o Sales
o Number of units produced
o Number of clients serviced
o Production/Direct Labour Hours
Trend analysis can be used for forecasting overall Organization, Aub-units, or Indirect (Staff)
and Direct (Line) Manpower requirements.
The Index/Trend analysis involves the following steps:
1. Select the appropriate business/operational index – Select a readily available
business index, sales level that is known to have direct influence on the organizational
demand for labour.
2. Track the index over time – Once the index has been selected, it is necessary to go
back in time for at least four or five most recent years.
3. Track the workforce size over time – Record the historical figures of the total number
of employees.
4. Calculate the average (or most recent) ratio of the business index to the workforce
size (‘Employee Requirement Ratio’) – In this step, the ratio of number of employees
required for each thousand rupees of sales is obtained by dividing each year’s number
of employees by the level of sales.
5. Calculate the forecasted HR demand – Multiply the annual forecasting for the
business index times the average employee requirement ratio for each future year to
arrive at forecasted annual demand for labour.
b) Delphi Technique
This method is essentially a group process to achieve a consensus forecast. This method calls
for selection of a panel of experts either from within or outside the organization.
The procedure of Delphi technique involves the following steps:
1. To start with, it requires selection of a coordinator and a panel of experts from both within
and outside the organization.
2. The coordinator then circulates questions in writing to each such expert.
3. The experts then write their observations.
4. The coordinator then edits those observations and summarizes, without however disclosing
the majority opinion in his summary.
5. On the basis of his summary, the coordinator develops a new set of questionnaire and
circulates those among the experts.
6. Experts then answer such set of questions.
7. The coordinator repeats the process till such time he is able to synthesize from the opinion
of the experts.




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