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Amity Campus Uttar Pradesh India 201303

PROGRAM: ADL 09 Human Resource Management
Subject Name Study COUNTRY Roll Number (Reg.No.) Student Name : : : :

INSTRUCTIONS a) Students are required to submit all three assignment sets. ASSIGNMENT Assignment A Assignment B Assignment C b) c) d) e) DETAILS Five Subjective Questions Three Subjective Questions + Case Study Objective or one line Questions MARKS 10 10 10

Total weightage given to these assignments is 30%. OR 30 Marks All assignments are to be completed as typed in word/pdf. All questions are required to be attempted. All the three assignments are to be completed by due dates and need to be submitted for evaluation by Amity University. f) The students have to attached a scan signature in the form.

Signature : Date :

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( ) Tick mark in front of the assignments submitted Assignment Assignment B Assignment C A

Human Resource Managment Assignment A Q1. Job analysis is the most basic human resource management activity. Solution A job is an aggregation of tasks, duties and responsibilities which are regarded as a regular assignment for an employee. Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job description and job specification The information obtained is used in

recruiting, performance appraisal, career planning ,training and development, salaries and wages etc These activities are required to acquire the services of people, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization. All these are essential to achieving organisational objectives. This is true regardless of the type of organisation government, business, education, health, recreation or social action and by definition this is HRM which

makes job analysis a fundamentally defining HRM activity in the following sense: Job analysis is the process of collecting job related information. Such information helps in the preparation of job description and job specification. And the purpose of job analysis is HRP Recruitment & Selection Training & Development Remuneration Safety & Health Performance Appraisal While the purpose of jo Q2. Job analysis is the process of collecting job related information. Such information helps in the preparation of job description and job specificationAlso compare Behaviourally Anchored Rating Scale and MBO as methods of performance appraisal.

Solution Performance appraisal is a developmental and Administrative decision process. It seeks to show a clear link between what we

evaluate and the job requirements. And it is when an organization evaluates the job performance of an employee The process involves among other things establishing performs standards, communicating those standards, measuring performance, doing an ex-post analysis of performance against the standards and where necessary taking corrective action. This is done to achieve some of the following: Achieve performance improvement Placement decisions Training and development needs Job design errors etc BARS AND MBOS A measurement criteria will have to be in place in order to perform an effective appraisal and BARS is one such tool. It is a behavioural approach to performance consisting of a series of vertical bars, one for each important dimension of job performance. This scale uses a job analysis to determine what it takes to do the job, after it does that it rates the employee against that and determines how well you do. On the other hand MBOS are a form of rating that measure set objectives against the desire and the willingness to achieve those objectives. MBOS aim to create empowered employees who have clarity of the roles and responsibilities expected from them, So one can see MBOS are about the self actualisation of an employee while BARS are about the efficiency of an employee Q3. Explain the emerging trends in Human Resource Management and discuss the importance of technology on human resource function. Illustrate your answer with examples.

SOLUTION The world of work is rapidly changing. As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. For the HR people it means understanding the implications of globalization, work-force diversity, changing skill requirements, corporate downsizing, continuous improvement initiatives, reengineering, the contingent work force, decentralized work sites and employee involvement Employee involvement For todays organizations to be successful, there are a number of employee involvement concepts that appear to be accepted. These are delegation, participative management, work teams, goal setting, employee training and empowering of employees. HRM has a significant role to play in employee involvement. What is needed is demonstrated leadership as well as supportive management. Employees need to be trained and thats where human resource management has a significant role to play. . Contingent workforce A very substantial part of the modern day workforce are the contingent workers. Contingent workers are individuals who are typically hired for shorter periods of time. They perform specific tasks that often require special job skills and are employed when an organization is experiencing significant deviations in its workflow. When an organization makes its strategic decision to employ a sizable portion of its workforce from the contingency ranks, several HRM issues come to the forefront. These include being able to have these virtual employees available when needed, providing scheduling options that meet their needs and

making decisions about whether or not benefits will be offered to the contingent work force. Engaging a contingent workforce requires sufficient planning. As such, when these strategic decisions are being made, HRM must be an active partner in these discussions. As temporary workers are brought in, HRM will also have the responsibility of quickly adapting them to the organization. HRM will also have to give some thought to how it will attract quality temporaries. .Re-engineering work processes for improved productivity Although continuous improvement initiatives are positive starts in many of our organizations, they typically focus on ongoing incremental change. Such action is intuitively appealing the constant and permanent search to make things better. Yet many companies function in an environment that is dynamic- facing rapid and constant change. As a result continuous improvement programs may not be in the best interest of the organization. The problem with them is that they may provide a false sense of security. Ongoing incremental change avoids facing up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the reengineering of the organization. Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave certain employees frustrated and angry and unsure of what

to expect. Accordingly HRM must have mechanisms in place for employees to get appropriate direction of what to do and what to expect as well as assistance in dealing with the conflict that may permeate the organization. For re-engineering to generate its benefits HRM needs to offer skill training to its employees. Whether its a new process, a technology enhancement, working in teams, having more decision making authority, or the like , employees would need new skills as a result of the reengineering process. . Globalization and its implications Business today doesnt have national boundaries. The rise of multinational corporations places new requirements on human resource managers. The HR department needs to ensure that the appropriate mix of employees in terms of knowledge, skills and cultural adaptability is available to handle global assignments. Human Resource Management (HRM) must develop mechanisms that will help multicultural individuals work together. As background, language, custom or age differences become more prevalent, there are indications that employee conflict will increase. HRM would be required to train management to be more flexible in its practices. Managers must recognize differences in workers and to appreciate and even celebrate these differences.
. Work-force Diversity

In the past HRM was considerably simpler because the work force was strikingly homogeneous. Todays work force comprises of people of different gender, age, social class sexual orientation, values, personality characteristics, ethnicity,

religion, education, language, physical appearance, marital status, lifestyle, beliefs, ideologies and background characteristics such as geographic origin, tenure with the organization, and economic status. Diversity is critically linked to the organizations strategic direction. Where diversity flourishes, the potential benefits from better creativity and decision making and greater innovation can be accrued to help increase organizations competitiveness. One means of achieving that is through the organizations benefits package. This includes HRM offerings that fall under the heading of the family friendly organization. A family friendly organization is one that has flexible work schedules and provides such employee benefits such as child care. In addition to the diversity brought by gender and nationality, HRM must be aware of the age differences that exist in todays work force. HRM must train people of different age groups to effectively mange and to deal with each other and to respect the diversity of views that each offers. In situations like these a participative approach seems to work better. Changing skill requirements Recruiting and developing skilled labor is important for any company concerned about competitiveness, productivity, quality and managing a diverse work force effectively. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity, increase in employee accidents and customer complaints. Since a growing number of jobs will require more education and higher levels of language than current ones , HRM practitioners and specialists will have to communicate this

to educators and community leaders. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programmes to bridge the skill gaps & deficiencies. Corporate downsizing Whenever an organization attempts to lay-off some employees, it is attempting to create greater efficiency. The premise of downsizing is to reduce the number of workers employed by the organization. HRM department has a very important role to play in downsizing. HRM people must ensure that proper communication must take place during this time. They must minimize the negative effects of rumors and ensure that individuals are kept informed with factual data. HRM must also deal with actual layoff. HRM is key to the downsizing discussions that have to take place. Continuous improvement programs Continuous improvement programs focus on the long term well being of the organization. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers. This often involves a company wide initiative to improve quality and productivity. The company changes its operations to focus on the customer and to involve workers in matters affecting them. Companies strive to improve everything that they do, from hiring quality people, to administrative paper processing, to meeting customer needs.

Q4. Why should organizations engage in HR Planning? Why do some organizations require relatively complex and comprehensive HR planning systems than do others? SOLUTION. The main purpose of HRP is to support the organisations objective of securing a competitive advantage. There are four main general objectives in developing an HRP: Continuity flow: To get the right people in the right place at the right time with the necessary skills. This involves policies in respect of recruitment, succession planning and training. Maintenance: To retain the stability in the workforce through pay and benefits, and individual career planning. Response to change: To put into effect changes that come about from major operational strategies. These can involve re-location, re-training or re-deployment. Control: To ensure that staff move in the right direction through the establishment of standards, performance control systems and building long-term employee relationships. the nature of the business, its locaiton, demand and supply of manpower, top management style etc are the factors that determine the need & intensity of HR system

Q5. What are some of the traditional and current sources of recruitment used by organizations? What are their pros and cons? Assignment B Q1. Explain the steps you will suggest to design an effective salary system for a medium sized equipment manufacturing organization. SOLUTION Attraction, motivation and retention are among the three objectives of HRM. These can be achieved in part by a conducive work environment and great compensation scheme. No organization will want to pay too much for it will lose competitive edge nor too little for it will lose talent. Bigger companies frequently have greater amounts of variable pay within their leaders salary package, which might be credited towards the alignment with worldwide practices where pay-forperformance is strongly urged. This is a luxury that small to middle companies cannot afford. So there must be some building blocks for pay structure design. Step One: Condition your objectives The initial step to creating a pay-for-performance plan would be to understand in which way the organisational direction is certainly going and just how a pay-for-performance plan will enhance these business objectives. What exactly are the critical

success areas for the organization? What's the preferred outcome from applying the pay-for-performance plan? Step Two: Establish a market Baseline Obtain market rates for similar establishments. This sort of data is very valuable for making quick decisions about how far out of whack your current pay rates are for your key employees. Apart from learning exactly what the industry benchmarks are, when collecting data, you ought to consider both benefits and issues that arise out of your plan. Step Three: Construct your foundation What exactly are the more prevalent organisation pay-forperformance plans that organisations use? Incentives: Bonus plans are where compensation structures get powerful and interesting. The purpose of a bonus structure is to further your companys strategy. That means you have to have a strategy that is well formed and clear enough to build a bonus program around. Many companies dont have that. They exist on inertia they have a strategy, but its an implicit one. Before you have a strategy, you have to have a vision. Then you can develop key performance indicators and build your bonus plans on those. How do you find a vision? Its easy. Ask yourself, What does my company do that makes the world a better place? Its probably what people are paying you for. Doing more of that is your vision. Billability Lets assume that part of your strategy is to keep consultants highly billable most of the time. Billability, more typically termed utilization rate, is the percentage of time in a given period during which an employee or set of employees are

working in a revenue producing capacity. You must configure your timesheet system to track whether work is considered billable to the customer or not. Then utilization for any period, group or person is found by the formula B divided by T, where: B = billable hours for the employee or group in the period T = all hours worked for the employee or group in the period Profit-discussing: Employees who typically take part in profit-discussing schemes frequently get a mentioned area of the companys profits,when they meet a collection revenue profit. Gain-discussing: This incentive can be used when companies share any productivity or profitability enhancements using the relevant employees. Goal-discussing: Much like gain-discussing, goal-discussing places a focus on employees to achieve certain management-set goals. Whichever incentive plan you select, a great pay-for-performance must be based on a trusted, obvious and transparent performance data collection which employees feel they're fairly measured and examined against. Step Five: Test out your model When a pay-for-performance system continues to be designed, HR professionals should test the feasibility from the model by testing it against its previous business results - in good financial occasions and bad. In individuals situations, wouldso would affiliate payouts have labored? Would the model assist the business achieve its goals? Besides an economic point of view, companies should garner a variety of sights from employees over the spectrum to determine

the actual model would affect their departments and compensation plans. Step Six: Communicate and implement Companies should spare without trying in interacting for their employees at all the implementation stage.Business leaders have to address all of the concerns which employees need to gain their buy-in. Not just should business leaders communicate the brand new pay-for-performance plan and it is objectives, they ought to address how this plan would affect employees within the short and long term. Q2. Discuss the concept of relevance of employee discipline. Identify the important methods of grievance handling, with examples Solution

Q3. Style Warehouse is a major retailer of mens business clothing. Despite the increasing size of the services sector, management of retail personnel is often poor and turnover is high. Further, training is non existent and the industry is increasingly competitive. Style Warehouse wishes to establish itself as a quality clothier with a high growth and earnings rate, as well as growth in its stock value. If you were the training manager of Style Warehouse: (a) What kinds of training programmes would you organize for the employees of the organization? (b) What approach would you follow for evaluating the effectiveness of training

Case Study

Mariam has been a data processing supervisor for two years. She is in the process of selecting a candidate for a programmer trainee position she has created. Her plan is to develop the trainee into a system analyst within two years. Since this is a fast track, she needs a candidate whose aptitude and motivation is high. Fourteen candidates applied for the job in employment section of the human resource department. Six were women, eight were men. An employment specialist screened the candidates for Mariam using a carefully prepared interview format that included questions to determine job - related skills. Six candidates, three women and three men, were referred to Mariam. Mariam then conducted structured, in depth interviews and further narrowed the selection to one woman and two men. Her boss, a company vice president, agrees with her judgment after hearing Mariams description of the candidates. However, Mariams boss feels particularly unsure of the abilities of the female candidates. From the selection interview, past job experience and education, there is no clear indication of the candidates ability to perform the job. The vice president is insistent that Mariam should screen the candidate with a programmer aptitude test devised by a computer manufacturing firm. The test had been given four years ago, and some of the most successful current analysis had scored high on it.

Mariam went to the human resource department and asked them to administer the test to the questionable candidate. The human resource manager informed her that the company policy had been to do no testing of any kind during the last two years. Mariam explained that the request had come from a vice president and asked that she be given a decision on her request by Friday.