Human Resources

Human resources
Section A
Part One-
1.c.Ethnocentrism
2.a.Job analysis
3.b.Minimum Wages Act, 1948
4.b.Placement
.b.!e"elo#ment
$.a.Planne% change
&.%.Per'ormance management system
8.c.(ating scale
9.a.)uman resources
1*.b.Management game
Part Two
1. )o+e"er, +hen it comes to something as im#ortant as your career, #lanning it +ell +ith
timely ob,ecti"es +oul% ma-e you better #re#are% 'or your #ro'essional career gra#hs.
.nce you #ass your 'un 'ille% )igh /chool #hase an% reach your college #hase, the
#re#arations an% #lanning shoul% i%eally start.
0' one %oesn1t 'ocus on career #lans then chances are that they ta-e longer to achie"e +hat
they set out to. 2his is because +ithout a #lan or career blue#rint to buil% on, #eo#le %o not
ha"e a gui%e to lea% them in their careers.
2he entire #rocess starts +ith the right choice o' career. E"eryone nee%s to #ay s#ecial
attention to this 'actor. 3hoosing the right career is the 'irst ste# to+ar%s #ro'essional
satis'action an% be'ore #ic-ing one, e"ery stu%ent4#ro'essional shoul% +eight the a%"antages
an% %isa%"antages o' a career in their chosen 'iel%, chec- +hether their interests an% #assions
are in tune +ith the chosen career 5you cannot #ic- a career in the 6inance 6iel% i' you %etest
Math 'or instance7 an% +hether they ha"e the a#titu%e to #er'orm the tas-s re8uire% o' that
career.
3areer #lanning is not e"ent or en% itsel', but continuous #rocess o' %e"elo#ing humab
resources 'or achie"ing o#timum results. 0t must, ho+e"er, be note% that in%i"i%ual an%
organi9ational careers are not se#arate an% %istinct. A #erson +ho is not able to translate his
career #lan into action +ithin the organi9ation may #robably 8uit the ,ob, i' he has a choice.
.rgani9ations, there'ore, shoul% em#loyee in career #lanning so that both can satis'y each
other:s nee%s.
2.
;arious 'eature o' )(M liste% as 'ollo+s<
Pervasive Force: )(M is #er"asi"e in nature. 0i is #resent in all enter#rises. 0t #ermeates all
le"els o' organi9ation
Action Oriented: )(M 'ocuses attention on action rather than on recor% -ee#ing, +ritten
#roce% #roblems o' em#loyees at +or- are sol"e% through rational #olicies.
0n%i"i%ually .riente%< 0t tries to hel# em#loyees %e"elo# their 'ull #otential. 0t encourages
them to giorgani9ation. 0t moti"ates em#loyees through a systematic #rocess o' recruitment,
selection, trainingcou#le% +ith 'are +ages.
People Oriented: )(M is all about at +or-, both as in%i"i%uals an% grou#s. 0t tries to #ut
#eo#le on assto #ro%uce goo% results. 2he resultant gains are use% to re+ar% #eo#le an%
moti"ate tem to+ar%s'urthe #ro%ucti"ity.
Future Oriented: E''ecti"e )(M hel#s an organi9ation meet its goals in the 'uture by
#ro"i%ing+ell=moti"ate% em#loyees
3. Per'ormance a##raisal is the #rocess o' obtaining, analy9ing an% recor%ing in'ormation
about the relati"e +orth o' an em#loyee. 2he 'ocus o' the #er'ormance a##raisal is measuring
an% im#ro"ing the actual #er'ormance o' a em#loyee an% also the 'uture #otential o' the
em#loyee. 0ts aim is to measure +hat an em#loyee %oes. Accor%ing to 6li##o, a #rominent
#ersonality in the 'iel% o' )uman resources, >#er'ormance a##raisal is the systematic,
#erio%ic an% an im#artial rating o' an em#loyee1s e?cellence in the matters #ertaining to his
#resent ,ob an% his #otential 'or a better ,ob.> Per'ormance a##raisal is a systematic +ay o'
re"ie+ing an% assessing the #er'ormance o' an em#loyee %uring a gi"en #erio% o' time an%
#lanning 'or his 'uture. 0t is a #o+er'ul tool to calibrate, re'ine an% re+ar% the #er'ormance o'
the em#loyee. 0t hel#s to analy9e his achie"ements an% e"aluate his contribution to+ar%s the
achie"ements o' the o"erall organi9ational goals.
@y 'ocusing the attention on #er'ormance, #er'ormance a##raisal goes to the heart o'
#ersonnel management an% re'lects the management:s interest in the #rogress o' the
em#loyees.
2o ,u%ge the e''ecti"eness o' the other human resource 'unctions o' the organi9ation such as
recruitment, selection, training an% %e"elo#ment. 2o re%uce the grie"ances o' the em#loyees.
Per'ormance management /ystem is a recent #henomenon in this %ynamic business +orl%. 0n
the #ast organi9ations as +ell as the )( 'unction ha"e +aste% a lot o' time by +rongly
'ocusing on #er'ormance a##raisals rather than #er'ormance management.
4. 2he ma,or %i''erences bet+een these t+o training metho%ologies ha"e been liste% here<
1..n the ,ob training in"ol"es im#arting training in the real +or- en"ironment i.e. it belie"es
in learning by %oingA +hile o'' the ,ob training in"ol"es im#arting training outsi%e the real
+or- en"ironment i.e. the #rinci#le o' learning by ac8uiring -no+le%ge is a%o#te%.
2.Bn%er on the ,ob training the training an% #er'ormance goes simultaneously so #ro%uction
is not hin%ere% at the time o' trainingA +hile un%er o'' the ,ob training metho%s 'irst training is
im#arte% an% then the real #er'ormance 'ollo+s an% there'ore %oes not a%% anything to actual
#ro%uction %uring training.
3.C.n the ,ob training aims at %e"elo#ing the best #ractices 'or a s#eci'ic ,ob an% getting the
,ob %oneA +hile o'' the ,ob training metho%s aim at learning basic 'acts an% s-ills an% is more
general in nature.
4..n the ,ob training is usually im#arte% by e?#erience% +or-ers an% 'irst line su#er"isors at
the +or-#laceA +hileCo'' the ,ob training is im#arte% usually by the aca%emicians an%
#ro'essionals at any #lace other than the real +or-#lace.
.C.n the ,ob1 training metho%s are suitable +hen the trainees are limite% in numbers an% the
,ob is not ha9ar%ous in natureA +hile o'' the ,ob training metho%s can be utili9e% to train any
numbers o' em#loyees an% 'or ,obs that in"ol"e ris-s.
$.C.n the ,ob1 training metho%s are sim#le an% less=e?#ensi"e because they utili9e the actual
+or-#lace an% 'irm1s su#er"isors 'or im#arting trainingA +hile o'' the ,ob training metho%s
are 8uite e?#ensi"e as they nee% a com#lete %i''erent set=u#. 2raining here is im#arte% in an
arti'icial set=u# an% outsi%e e?#erts are hire% 'or the #ur#ose.
&.Most #o#ular on the ,ob training metho%s inclu%e ,ob rotation an% a##renticeshi# trainingA
+hile the #o#ular o'' the ,ob training metho%s inclu%e classroom lectures an% simulation
e?ercises.
8..n the ,ob training is generally im#arte% in case o' manu'acturing 'irms 'or #ro%uction=
relate% ,obsA +hile o''=the=,ob training is mostly im#arte% 'or managerial an% non=#ro%uction
relate% ,obs.
Section-c
1. /e"eral ty#es o' inter"ie+s are commonly use% %e#en%ing on the nature an% im#ortance o'
the #osition to be 'ille% +ithin an organi9ation
Non-directive interview: 0t is unstructure% an% allo+s can%i%ates to %iscuss their
8uali'ications o#enly. 2his inter"ie+ gi"es can%i%ates a measure o' control o"er the inter"ie+,
#ro"i%ing 'or an o##ortunity to concentrate on strengths an% to sho+ lea%ershi# an%
organi9ational abilities.
Directive or structure interview: 0t in"ol"es the inter"ie+er using an outline an% as-ing
s#eci'ic 8uestions +ithin a certain time 'rame. 2he inter"ie+er +or-s 'rom a chec-list an%
ta-es notes. 2his ty#e o' inter"ie+ is im#ersonal an% see-s to re"eal 'acts.
Situational interview: .ne "ariation o' the structure% inter"ie+ is -no+n as the situ"ational
inter"ie+. 0n this a##roach the a##licant is con'ronte% +ith a hy#othetical inci%ent an% as-e%
ho+ he or she +oul% res#on% to it. the a##licant:s res#onse is then e"aluate% relati"e to #re=
establishe% benchmar- stan%ar%s.
Behavioral interview: 0n beha"ioral inter"ie+s, can%i%ates are as-e% to res#on% to 8uestions
that re8uire e?am#les o' #re"ious acti"ities un%erta-en an% beha"iors #er'orme%. 2o succee%
at this ty#e o' inter"ie+, be #re#are% to gi"e accounts o' ho+ you ha"e %ealt +ith %i''iculties
on the ,ob. 2he #ur#ose o' this ty#e o' inter"ie+ is to #re%ict 'uture #er'ormance base% on
#ast e?#eriences.
Stress interview : 0n stress inter"ie+, intentionally creates an% #romotes %iscom'ort. 2he
inter"ie+er may ha"e an abru#t or brash attitu%e. Alternately, the inter"ie+er may stare, be
silent, an% s#en% time ta-ing notes. 2he #ur#ose o' this ty#e o' inter"ie+ is to test the
can%i%ate:s ability to be asserti"e an% han%le %i''icult situations.
Panel interview :A #anel inter"ie+ in"ol"es three or more members o' the hiring
organi9ation meeting simultaneously +ith the #erson being consi%ere% 'or the #osition. 2his
inter"ie+ style is most common in aca%emia or +hen hiring a senior le"el cor#orate
e?ecuti"e. 2he term Dsearch committeeE is commonly use% to %escribe a Panel 0nter"ie+. 0n
#re#aring 'or a #anel inter"ie+ it is best to un%erstan% an organi9ation 'rom e"ery #oint o'
"ie+. 6or e?am#le, i' you are going to be inter"ie+e% by an organi9ation1s 3ustomer /er"ice
Manager, 6inance Manager, an% )uman (esources ManagerA you shoul% 'amiliari9e yoursel'
+ith current in'ormation about the organi9ations customer ser"ice #olicies, 'inance #olicies,
an% )( #olicies.
Moc !nterview: 2he Moc- 0nter"ie+ allo+s #ros#ecti"e ,ob can%i%ates to #ractice their
inter"ie+ing s-ills in a simulate% inter"ie+ en"ironment. Moc- inter"ie+s #ro"i%e
constructi"e 'ee%bac- to the #artici#ants to enhance ,ob #ros#ects by im#ro"ing inter"ie+
s-ills.
"areer #air interview: A con"ersation %uring a career 'air can be consi%ere% a screening
inter"ie+. 0t is generally, 2=1* minutes in length +ith a human resources re#resentati"e or a
technical manager in your 'iel%. 0' mutual interest is establishe%, it is li-ely you +ill be
in"ite% 'or 'urther inter"ie+s.
@ecause your meeting is brie', you +ill nee% to ma-e an imme%iate #ositi"e im#ression.
(esearch the em#loyer an% be #re#are% to match your bac-groun% an% interests to their
Site interview: 2he site inter"ie+ ta-es #lace at the em#loyer:s site. 0t is a selection inter"ie+,
'ollo+ing a success'ul screening inter"ie+ 5#hone, career 'air, on=cam#us7. 2his is "ery goo%
ne+s 'or you since you are no+ *F closer to a ,ob o''er. 2here is ho+e"er, still +or- to %oG
3lari'y the %etails o' the "isit in a%"ance 5%ate, location, length o' "isit, tra"el arrangements,
suggeste% attire, e?#enses.7 Hou may be sche%ule% 'or a hal' or 'ull %ay o' inter"ie+s, +hich
may inclu%e a meal, a tour o' the 'acility, an% an o"ernight stay.2o #re#are 'or a site "isit,
con%uct in=%e#th research on the em#loyer an% their location. !ress #ro'essionally an% arri"e
1=2* minutes early. @ring ten co#ies o' your resume, re'erence list 5gra%uating stu%ents7, an%
uno''icial transcri#t. 0' you ha"e a #ort'olio or sam#le o' your +or-, bring it +ith you.
Phone !nterview: Phone 0nter"ie+s are becoming increasingly #o#ular among large
cor#orations +ho are con%ucting a mass=hiring o' em#loyees. 2hese inter"ie+s are con%ucte%
entirely o"er the #hone an% eliminate bias that may arise 'rom a can%i%ate1s a##earance,
mannerisms, or ethnicity. .'ten times, #hone inter"ie+ 8uestions are structure% an% the
8uestion are beha"ioral in natureA to 'urther eliminate bias. When #re#aring 'or a #hone
inter"ie+ you shoul% 'ollo+ all o' the ste#s liste% abo"e inclu%ing getting %resse% 'or the
inter"ie+. /tu%ies ha"e sho+n that #eo#le +ho %ress #ro'essionally 'or a #hone inter"ie+ +ill
#er'orm better than those %resse% casually.
One-to-one !nterview: 2his is the most common ty#e o' 0nter"ie+. 0n the .ne=to=one
inter"ie+ the can%i%ate 'or em#loyment meets %irectly +ith the inter"ie+er.
2. .rgani9ational change is about re"ie+ing an% mo%i'ying management structures an%
business #rocesses. /mall businesses must a%a#t to sur"i"e against bigger com#etitors an%
gro+. )o+e"er, success shoul% not lea% to com#lacency. 2o stay a ste# ahea% o' the
com#etition, com#anies nee% to loo- 'or +ays to %o things more e''iciently an% cost
e''ecti"ely. 2here is no nee% to 'ear change. 0nstea%, small businesses shoul% embrace change
as a +ay to lay the 'oun%ations 'or en%uring success.
A com#any:s change %ri"ers inclu%e the com#etiti"e en"ironment, ne+ technologies,
consumer %eman%, economic con%itions an% go"ernment #olicy actions. 0n'ormation
technologies ha"e change% ho+ businesses o#erate an% interact +ith one another. Ie+
business mo%els, such as outsourcing an% "irtual collaboration, +oul% not be #ossible +ithout
high=s#ee% communications an% the 0nternet. Jo"ernment regulations also 'orce businesses to
a%a#t, as %o changing consumer #re'erences. (ecessions usually lea% to layo''s, +hich may
re8uire restructuring, an% mergers an% ac8uisitions lea% to changes in organi9ational culture.
3om#anies that re'use to embrace change may %isa##ear. )o+e"er, change is %i''icult
because it in"ol"es mo%i'ying #eo#le:s beha"ior. (esistance may come 'rom em#loyees +ho
are generally s-e#tical o' change initiati"es, es#ecially i' they ha"e li"e% through botche%
im#lementations in the #ast. /uccess'ul organi9ational change re8uires to# management
lea%ershi# an% a clear e?#lanation o' ho+ the contem#late% changes can hel# em#loyees %o
their ,obs more e''iciently.
$volutionar% chan&e: /ome changes are e"olutionary in nature an% %o not greatly "iolate the
tra%itions an% status 8uo e?#ectations./ince they %o not constitute signi'icant %e#artures 'rom
the #ast #ractices, they are "ery slo+ an% organi9ation may 'all behin% the re8uirements.0ts
main #ur#ose is to ma-e continuous im#ro"ement in or%er.
'evolutionar% chan&e: changes sometimes cataclysmic. 2he re"olutionary changes result in
o"erturning the status 8uo arrangements, cause "iolations, re,ections or su##ression o' ol%
e?#ectations. 2he re"olutionary churnings generally #ose strong resistence an% sometimes
only an e?ercise o' #o+er can or%er the im#lementations o' such changes. 0t o'ten ha##ens
+hen the current o#eration metho% can no longer 'ul'ill the %eman% o' the e?ternal
en"ironment, an% a signi'icant change has to be ma%e in a short #erio% o' time to -ee# the
organi9ation +or-.
.rganisation !e"elo#ment is an ob,ecti"es base% a##roach to systems change +ithin an
organisation. .rganisation !e"elo#ment enables organisations to buil% an% sustain a ne+
%esire% state 'or the entire organisation. .rganisation %e"elo#ment can be achie"e% through
either a change communication #rocess or su##orte% by so't+are a##lications. Em#loyee
beha"ioural #atterns +ill allo+ organisational %e"elo#ment #ro'essionals to obser"e an%
e?amine situations an% contem#late mo%i'ications, +hich may then be #ut into #lace to
achie"e e''ecti"e organisational change.
A large 'actor 'or a success'ul organisation is the organisation culture. 2his inclu%es
e?ecuti"es, managers an% em#loyees. 0n or%er to un%erstan% the organisation culture an% to
e"aluate the #ositi"es an% negati"es o' the +or-ing en"ironment an e"aluation metho% is
re8uire%. 2his can inclu%e em#loyee re"ie+s, 3$* %egree 'ee%bac-, an% training assessments
to establish i' the training #ro"i%e% is #ro%ucing the re8uire% ob,ecti"es
A stan%ar% action research mo%el +as #osite% by W.K. 6rench in his essay >.rgani9ation
!e"elo#ment< .b,ecti"es, Assum#tions, an% /trategies> in /loan Management (e"ie+,
519$9, ;ol. L00, Io. 2.7. As sho+n in the chart, the 'irst ste# in the .! #rocess is recognition
o' a #roblem by -ey e?ecuti"es. 2hose managers then consult +ith a change agent 5a grou# or
in%i"i%ual7, +hich gathers %ata, #ro"i%es 'ee%bac- to the e?ecuti"es, an% then hel#s them
%etermine change ob,ecti"es. Ie?t, the agent %oes ne+ research +ithin the conte?t o' the
state% .! goals, gi"es more 'ee%bac-, %e"ises a #lan o' action, an% then inter"enes in the
com#any to e''ect change. A'ter 5or %uring7 the inter"ention5s7, %ata is gathere%, 'ee%bac- is
su##lie%, actions are #lanne% an% im#lemente%, an% the #rocess is re#eate%.
.rgani9ation !e"elo#ment is an e''ort 517 #lanne%, 527 organi9ation=+i%e, an% 537 manage%
'rom the to#, to 547 increase organi9ation e''ecti"eness an% health through 57 #lanne%
inter"entions in the organi9ations >#rocesses,E using beha"ioral=science -no+le%ge.
Wen%ell 6rench has i%enti'ie% ty#ical ob,ecti"es o' an .! training #rogramme as 'ollo+s<

517 2o increase the le"el o' trust an% su##ort among organi9ational members.
527 2o increase the inci%ence o' con'rontation o' organi9ational #roblems, both +ithin grou#s
an% among grou#s, in contrast to Ds+ee#ing #roblems un%er the rugE.

537 2o create an en"ironment in +hich authority o' assigne% role is augmente% by authority
base% on -no+le%ge an% s-ills.

547 2o increase the o#enness o' communication laterally, "ertically an% %iagonally.

57 2o increase the le"el o' #ersonal enthusiasm an% satis'action in the organi9ation.

5$7 2o 'in% synergistic solutions to #roblems +ith greater 're8uency. /ynergistic solutions are
creati"e solutions in +hich 2 M 2 e8uals more than 4, an% through +hich all #arties gain more
through co=o#eration than through con'lict.

5&7 2o increase the le"el o' sel' an% grou# res#onsibility in #lanning an% im#lementation.

2here are t+o ma,or orientations to .!<
5A7 /tructural .rientation
5@7 Process .rientation