QUESTION AND ANSWER :

Q1) what are the objectives of job evaluation? Ans: Job Evaluation entails a detailed examination of each job, its components, its various operations and the conditions under which it has to be performed. The focus here is on the "task" itself and the training required to perform it, rather than on the individual. Analysis of the job and its various components will indicate the skills and training required to perform the job at the required standard. Standard of Performance: Every job has an expected standard of performance (SOP). Unless such standards are attained, not only will inter-related jobs suffer, but organizational viability will be affected, and so will the expectations that have been set for that particular job itself. If the standards set for the performance of a job are known, then it is possible to know whether the job is being performed at the desired level of output or not. Knowledge of the "task" will help in understanding what skills, knowledge and attitudes an employee should have. Methods: If an employee is asked to perform a job, the exact components of the job and the standard of performance must be known. Task analysis entails not merely a simple listing of the various job components, but also of the various sub-tasks. Conventional methods of job analysis are usually suitable for task analysis. They are: 1. Literature review regarding the job. 2. Job performance. 3. Job observation, 4. Data Collection regarding job interviews. For blue-collar employees, more precise industrial-engineering techniques, like time and motion studies, could be used, and for white-collar employees, work sampling observation, interviews, and job performance data analysis could be employed. The focus in task analysis approach to identifying training needs is with the clear objective of enhancing the performance standard of a given task. This information is then utilised to establish the training programme for the employee. It helps identify the skill required, either in terms of education or training, to perform the job, knowledge, and finally attitudinal pre-dispositions such as the attitudes, towards safety, or interpersonal competence that will ensure that the job is performed optimally. Individual Analysis Individual analysis is the third component in identifying training needs. The focus of individual analysis is on the individual employee, his abilities, and the inputs required for job performance, or individual growth and development in terms of career planning. The common source for this needs analysis usually forms parts of the performance assessment process. Clues to training needs can also come from an analysis of an individuals or a groups typical behaviour. The primary sources of such information are: (1) Observation at place or work, examination of job schedules, quantum of spoilage, wastage, and clues about interpersonal relations of the employees; (2) interviews with superiors and employees; 1

(3) comparative studies of good vs. poor employees, to identify differences, skills and training gaps; (4) personnel records; (5) production reports; and (6) review of literature regarding the job and machines used. Job-knowledge tests, work sampling and diagnostic psychological tests also provide information about employees.

The main objectives of job-evaluation are as follows: 1. Job evaluation is used to determine the relative worth of every job. Relative wages may be fixed on the basis of an objective evaluation and comparison. 2. It establishes the general wage level, which could be comparable with factories nearby. 3. It provides a basis for ranking different jobs. 4. The relative worth and wage-structure of a new job may be easily established in comparison with the established jobs. 5. It helps in establishing line of authority, responsibility and accountability. 6. It provides a sound basis for wage negotiation. It reduces grievances of workers due to improper wages. It eliminates wage inequality within the organization. 7. Job evaluation is useful in the selection and recruitment process, as skill match with job profile may be achieved. 8. It is helpful in achieving cordial relations between management and union. 9. It provides a base for on-job training and orientation programs.

Q2.What are the major problems faced in benefits management? Ans: One of the most vexing problems faced by modern human resource management is how to assure that the employees of the organization are being compensated appropriately for their contributions. One critical part of that determination, of course, is whether their pay is the correct amount within the context of affordability, equity, and market conditions. Affordability and equity are generally (not always, but usually) internal organizational issues that management can rely on internal data and information to analyze and manage. Determining market conditions, however, has always been difficult. Over the past century the methodologies, practices, and science of arriving at market pay information and intelligence has evolved from chamber of commerce and industry and professional association information sharing to sophisticated survey design, implementation, and analysis. While simple arithmetic might have been sufficient in 1950, advanced mathematics, and statistical analyses are required today.

Q 3. State the major career development activities found in organizations? Ans: Today, HR managers participate in developing business strategies and ensure that human resource dimensions are considered. For instance, the HR manager for manufacturing has HR responsibilities for 600 employees. In that role she contributes to workflow, production, scheduling, and other manufacturing decisions. It also means that she is more accessible to and has more credibility with manufacturing workers, most of whom are hourly workers. Making the transition in HR management required going from seven to three levels of management, greatly expanding the use of cross-functional work teams, and significantly increasing training. To ease employee and managerial anxieties about the changes, GE Fanuc promised that no employees would lose their jobs. Managers and supervisors affected by the elimination of levels were offered promotions, transfers to other jobs in GE Fanuc, or early retirement buyouts. Additionally, employees were promised profit sharing, which has resulted in up to three weeks additional pay in profit sharing bonuses in some years. The test of the change is in the results.GE Fanucs revenue is up almost 18%. Over 40 work teams meet regularly to discuss work goals, track their performance against established measures, and discuss problems and issues. Employee turnover is also extremely low in most areas. Transitions in HR management are also paying off in the Bank of Montreal, based in Montreal, Quebec. Emphasizing human resources has involved 35,000 employees in organizational success. This recognition meant focusing greater attention on the talents of diverse employees working at the bank. Specific efforts were made to expand opportunities for women employees, who composed about three-fourths of the banks workers. As a result, several years later about one-fourth of all managers and executives are women. Similar attention also was focused on other diverse groups of employees. So that all employees were given opportunities to grow and learn, the Bank of Montreals Institute of Learning was established at a cost exceeding $50 million. The goal of providing five days of training and education to every employee each year has been met for several years. To focus on performance, each department and every employee have performance targets and measures on such factors as customer service, return on equity, and profitability. Yearly, the

scores from all measures are computed as indices, and then compiled into one figure to measure overall bank performance. Q4. Explain the need for human resourcing planning?

Ans: Need for Human Resource Planning: Human Resource Planning is a mandatory part of every organizations annual planning process. Every organization that plans for its business goals for the year also plans for how it will go about achieving them, and therein the planning for the human resource: To carry on its work, each organization needs competent staff with the necessary qualifications, skills, knowledge, work experience and aptitude for work. Since employees exit and organization both naturally (as a result of superannuation) and unnaturally (as a result of resignation), there is an on-going need for hiring replacement staff to augment employee exit. Otherwise, work would be impacted. In order to meet the need for more employees due to organizational growth and expansion, this in turn calls for larger quantities of the same goods and services as well as new goods. This growth could be rapid or gradual depending on the nature of the business, its competitors, its position in the market and the general economy. Often organizations might need to replace the nature of the present workforce as a result of its changing needs, therefore the need to hire new set of employees. To meet the challenge of the changed needs of technology / product/service innovation the existing employees need to be trained or new skill sets induced into the organization. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. In situations where the organization is faced with severe revenue and growth limitations it might need to plan well to manage how it will reduce its workforce. Options such as redeployment and outplacement can be planned for and executed properly.

Q 5. What are the factors that impact recruitment in organization?

Ans: Factors Affecting Recruitment: All organizations, whether large or small, do engage in recruiting activity, though not to the same intensity. Few factors that impact the nature of recruitment: 1) The size of the organization- the smaller the organization the more the need to carefully scrutinize the candidate for a job and the fitment to the organizational culture. The risk in case of job-candidate mismatch can prove equally expensive for a smaller organization as compared to the larger one. 2) The employment conditions in the country where the organization is located- critically impacts the recruiting strategy. The methods for recruiting, the selection tools that are most suited and the legal framework that bear on the employer are some aspects that need to be considered. 3) The affects of past recruiting efforts which show the organizations ability to locate and keep good performing people- constantly reviewing the effectiveness of the recruiting methods and the selection tools used, evaluating the success at-work of the new recruits are some methods used by organizations to ensure that quality hiring practices are inplace. 4) Working conditions and salary and benefit packages offered by the organization this may influence turnover and necessitate future recruiting; (v) The rate of growth of organization- the phase in the life-cycle of the firm is a measure of the recruiting effort. 5) The level of seasonality of operations and future expansion and production programs ensuring that the recruitment numbers come from a well-planned Human Resource Plan is critical to ensure that there is no over-hiring or under-hiring of the required talent to achieve the organizational objectives. 6) Cultural, economic and legal factors these too affect the recruiting and selection methods that are used.

Q 6. Assume yourself as an HR Manager. You have been given the responsibility of promoting the rightful employees. For this, performance appraisal of the employees must be carried out. What appraisal method would you choose? Justify. Ans: A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employees recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employees performance in a job based on considerations other than productivity alone. Aims Generally, the aims of a performance appraisal are to: Give employees feedback on performance Identify employee training needs Document criteria used to allocate organizational rewards Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses, etc. Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and employer Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. To improve performance through counseling, coaching and development.

Methods A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment. This is known as a 360-degree appraisal and forms good communication patterns. The most popular methods used in the performance appraisal process include the following: Management by objectives 360-degree appraisal Behavioral observation scale Behaviorally anchored rating scales Trait-based systems, which rely on factors such as integrity and conscientiousness, are also used by businesses but have been replaced primarily by more objective and results-oriented methods. The scientific literature on the subject provides evidence that assessing employees on factors such as these should be avoided.

The reasons for this are twofold:

1) Trait-based systems are by definition based on personality traits and as such may not be related directly to successful job performance. In addition, personality dimensions tend to be static, and while an employee can change a behavior they cannot change their personality. For example, a person who lacks integrity may stop lying to a manager because they have been caught, but they still have low integrity and are likely to lie again when the threat of being caught is gone. 2) Trait-based systems, because they are vague, are more easily influenced by office politics, causing them to be less reliable as a source of information on an employees true performance. The vagueness of these instruments allows managers to assess the employee based upon subjective feelings instead of objective observations about how the employee has performed his or her specific duties. These systems are also more likely to leave a company open to discrimination claims because a manager can make biased decisions without having to back them up with specific behavioral information. People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people. Performance appraisals of Employees are necessary to understand each employees abilities, competencies and relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance. Performance appraisals are widely used in the society. The history can be dated back to the 20th century and then to the second world war when the merit rating was used for the first time. An employer evaluating their employees is a very old concept. It is an indispensable part of performance measurement. Performance appraisal is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims. The latest mantra being followed by organizations across the world being get paid according to what you contribute the focus of the organizations is turning to performance management and specifically to individual performance. Performance appraisal helps to rate the performance of the employees and evaluate their contribution towards the organizational goals. If the process of performance appraisals is formal and properly structured, it helps the employees to clearly understand their roles and responsibilities and give direction to the individuals performance. It helps to align the individual performances with the organizational goals and also review their performance. Performance appraisal takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees. Here at naukri hub, we attempt to provide an insight into the concept of performance appraisal, the methods and approaches of performance appraisal, sample performance appraisal forms and the appraisal softwares available etc. An attempt has been made to study the current global trends in performance appraisal.

QUESTION AND ANSWERS :

Q 1. What are the objectives of human relation ? Ans: Objectives of Human Relations: The following are the objectives of human relations: 1. A human Relations Program me thereby attempts at enhancing employee motivation and workplace morale through an improved three-way communications and through employee participation in the decision making processes. 2. Human relations seek to emphasize employee aspects of work rather than technical or economic aspects. For example while it might be in the best interest of an organization to have a employee skilled and completely proficient in one job/ set or responsibilities, todays organization provides opportunities for employees to multi-skill and acquire knowledge of new yet related jobs/responsibilities. 3. These acts as a motivator for employees as they benefit by learning new skills / jobs and given an opportunity can perform and excel in another job. 4. It also seeks to make employment and working conditions less impersonal. 5. The human relations approach emphasises policies and techniques designed to improve employee morale and job satisfaction. For example it is common place in organizations to provide for / encourage employee empowerment where-in the team brings about creative measures to reduce cost/ improve customer satisfaction. 6. Such teams design and implement self-driven initiatives to bring about the business result. It is believed that this is accompanied by increased employee efficiency and reduction in employee dissatisfaction. 7. To strengthen and appreciate the human assets continuously by providing training and development programs. 8. To establish and maintain organizational structure and desirable working relationships among all the members of the organization. 9. To provide fair, acceptable and efficient leadership. 10. To provide an opportunity for expression and voice management. 11. To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of the organization. 12. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status.

Q 2. Why is it important to handle grievances carefully? Ans: Handling a grievance: When dealing with a grievance: ensure youre familiar with the procedure and apply it correctly hold any grievance hearing in private without interruptions where a grievance relates to the persons line manager, ensure that the employee can raise the grievance with someone else listen carefully to the persons explanation of the problem and consider whether there is a deeper issue which might be the root cause of the grievance listen to any conflicting points of view weigh up all evidence to see whether there is an issue you need to address decide what action to take, trying to balance fairness to the person without compromising the business or other workers inform all concerned parties of your decision and the appeal process ensure you resolve any problems relating to policies, procedures or conduct where the grievance procedure highlights these keep the process as confidential as possible Deal with grievances sensitively, particularly where they concern Other workers You may wish to develop specific procedures for very sensitive matters involving unfair treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle blowing" procedure, so that workers are encouraged to raise any complaints about wrong doing fraud, internally rather than disclosing them outside the business. If a worker raises a separate grievance during a disciplinary hearing, its good practice to adjourn the hearing until the grievance is dealt with. By dealing with problems in a fair and reasonable manner, youre much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.

Q 3. How can we evaluate the effectiveness of training programs conducted in organizations? Ans: Evaluation of Training Effectiveness: An objective of training evaluation is to determine the payoff from the training investment. It focuses on the improvement of the participant in the training programme to perform jobs for which they were trained, what was effective and what was not, whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evaluation. To get a valid measure of training effectiveness, the manager should accurately assess trainees job performance two to four months after completion of training. However this focus is not easy to establish and track in most organizations. As Per Kirkpatricks study, training effectiveness of outcomes can be measured: Reaction: Evaluate the trainees reaction to the programme. Did he like the programme? Did he think it worthwhile? Learning: Did the trainee learn the principles, skills and fact that the supervisor or the trainer worked them to learn? Behavior: Whether the trainees behavior on the job changed because of the training programme. Results: What final results have been achieved? Did he learn how to work on machine? Did scrap page costs decrease? Was turnover reduced? Are production quotas now being met? etc., Structured interviews with the immediate supervisor of the trainees are acceptable methods for obtaining feedback in training. The supervisor is asked to rate the former trainee on job proficiency directly related to the training objectives. Another approach is to involve the use of experimental and control groups. Each group is randomly selected, one to receive training (experimental) and the other not to receive training (control). The random selection helps to assure the formation of groups quite similar to each other. Measures are taken of relevant indicators of success (e.g. words typed per minute, units of work produced per hour etc.) before and after training for both groups. If the results shown by the experimental group are significantly greater than those of the control group, the training can be considered as successful. Another common method is the longitudinal or time series analysis. A series of measurements are taken before the programme begins and continues during and post completion of the programme. The results are then plotted on a graph to ascertain changes if any, have occurred and continue to remain as a result of the training investment that was made. In addition, pre-andpost tests are administered to the training groups. Prior to the training, a test related to the training material is applied, and the results of this pre-test are compared with results on the same or similar test administered after the programme has been completed.

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Q 4. Explain the general procedures followed in the case of a disciplinary action? Ans: Though there is no specific procedure to be followed. Different organizations use a variety of formal and informal methods to resolve these matters. The following steps are recommended An accurate statement of the disciplinary problem. Collection of data or facts supporting the report of the offence. Review policy and past similar incidents. Identify corrective action to implement; take legal counsel to ensure that the local laws of the land are not in conflict Apply the action Follow-up on the disciplinary action.

(A) Accurate Statement of the Problem: The first step is to ascertain the problem by seeking answers to the following questions: Does this case call for a disciplinary action? What, exactly, is the nature of the violation or offence? Under what-conditions did it occur? Which individual or individuals were involved in it? When, or how often, did the violation occur? In other words, an executive must first find out that a violation has occurred and that is entirely the fault, or at least partially the fault, of one or more subordinates. The next step is to determine and state the nature of the alleged violation of a rule, a regulation, a policy; to determine whether a request or order has been ignored or broken, and assess the seriousness of the specific offence which has been committed. It is also necessary to know exactly who and what was involved in the violation-whether a particular individual or group. Finally, it is desirable to know when and/or how often the violation occurred. (B) Collection of data or facts support the report of the offence: Before any action is taken in a case, it is essential to gather all the facts about it. A thorough examination of the case should be made within the stipulated time limit. The facts gathered should be such as can be produced before a higher authority, if and when needed. (C) Review policy and past similar incidents: The kind of penalty to be imposed for an offence should be determined beforehand. Should it be simple reprimand, a financial or non-financial penalty? Or should it be demotion, temporary lay-off or outright discharge? (D) Identify corrective action to implement; take legal counsel to ensure that the local laws of the land are not in conflict: When a decision has been taken to impose a penalty, the punishment to be awarded should be such as would prevent a recurrence of the offence. If the punishment is lighter than it should be, it may encourage the violation of the same rule or another; if it is greater than it should be, it may lead to a grievance. (E) Apply the action: The application of the penalty involves a positive and assured attitude on the part of the management. If the disciplinary action is a simple reprimand, the executive should calmly and quickly dispose of the matter. But when severe action is called for, a fortnight, serious and determined attitude is highly desirable.

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(F) Follow-up on Disciplinary Action: The ultimate purpose of a disciplinary action is to maintain discipline, to ensure productivity, and avoid a repetition of the offence. A disciplinary action should, therefore, be evaluated in terms of its effectiveness after it has been taken. In other words, there should be a more careful supervision of the persons against whom a disciplinary action has been taken.

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Q 5. Trace out the growth of Human Resource Management in India. Answer: Evolution of the Human Resource Management The historical background to the management techniques of human resources are in vogue since ancient times. Its only in the past 100 odd years that the techniques and study of human behavior at work has become formal and structured with certain basic practices established as core and a host of other practices left to each organization to design and implement as per their individual business driven practices. As per Fisher, Schonfeldt and Shaw, in their book titled Human Resources Management, they have characterized the history of HRM as having evolved through four broad phases, the Craft system, the scientific system, the human relations approach and the prevalent organizational science-human resources approach. The Craft system refers to early trends noticed in Egypt and Babylon, where skills based training was provided to people to ensure a steady flow of craftsmen required to build huge monuments. By the 13th century, subsequently the trend was noticed in Europe and later craft guilds evolved to ensure not only the skill acquisition but regulate the conditions of employment, level of skill and improved production techniques. Most relevant in the domestic industry where generations of skilled workers trained and became experts in a particular skill. The Scientific Management approach was a key part of the industrial revolution typical of the nineteenth and early twentieth century. It was instilled in the principles of mass production and organization of work simple work skills and supervisory/managerial skills. This rapidly emerged as the assembly line approach to managing workflow, which later Fredrick Taylor (1856-1915) pioneered based on the philosophy that employees wanted to be used efficiently and money being the primary motivator. Over a period of time this was proved wrong as employee dissent grew and union issues surfaced. It was during this phase that employee welfare as a key HR practice emerged which redressed employee issues like recreational facilities, medical program and employee grievance systems. The Human Relations approach was an outcome of the famous studies undertaken by US social scientist Elton Mayo and Fritz Roethlisberger at the Western Electrics Hawthorne plant in Chicago. The Hawthorne Studies: As described in virtually every book written about management, the human relations or behavioral school of management began in 1927 with a group of studies conducted at the Hawthorne plant of Western Electric, an AT&T subsidiary. Curiously, these studies were prompted by an experiment carried out by the companys engineers between 1924 and 1932. Following the scientific management tradition, these engineers were applying research methods to answer job-related problems. Two groups were studied to determine the effects of different levels of illumination on worker performance. One group received increased illumination, while the other did not. A preliminary finding was that, when illumination was increased, the level of performance also increased. Surprisingly to the engineers, productivity also increased when the level of illumination was decreased almost to moonlight levels. One interpretation made of these results was that the employees involved in the experiment enjoyed being the centre of attention; they reacted positively because management cared about them. The reason for the increase in the production

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was not the physical but the psychological impact of the employees attitude towards the job and towards the company. Such a phenomenon taking place in any research setting is now called the Hawthorne effect. Leadership Style and Practices: As a consequence of the Hawthorne Studies, worker attitudes, morale, and group influences became a concern of researchers. A notable development of the nature occurred shortly after World War II at the University of Michigan. A group of social scientists formed an organization, later to be called the Institute for Social Research, to study those principles of leadership that were associated with highest productivity. Concurrent with the growth of human relations in work organizations, has been the burgeoning of techniques and programs to foster human growth off the job. In the last two decades, millions of people seeking personal growth (or sometimes simply emotional arousal) have participated in programs such as encounter groups, marriage enrichment groups, seminar training, couples groups, and transactional analysis. Career development programs in industry are more prevalent today than at any time in the past. Although varying widely in content, all these programs are designed to help the individual make career decisions that will move him or her toward self-fulfillment. In the process, it is assumed that the person will make a better contribution to the organization. Finally the Organizational Sciences approach to human resources management has brought the focus to the scientific process within organizations that can impact employee experience, and less on just the individual. Todays organizations focus on building their processes and policies and compete to emerge as preferred employers (best employer). It is not uncommon for competing organizations to woo the employees through advertising more and better employeefriendly initiatives like work-from-home jobs, careers for married couples, global work assignments and internal job postings and world class workplace infrastructures from in-campus cricket grounds to gymnasiums for employee wellbeing. This is the HR that we now see around us.

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Q 6. Assume yourself as an HR Manager of a publishing house. You find that the morale of the employees is generally low. What steps would you take to improve employee morale? Answer: There are a number of measures which can be used to control the warning signals of low morale. The following are the positive measures to be taken to bring job satisfaction to the employees and reconcile individual interests with the interests of the organization. I take following steps to improve employee morale: 1. Creation of whole jobs: Under this method, complete jobs are assigned to the employees. The complexity of a job should be increased so that it may appeal to their higher needs. 2. Job enrichment: Job enrichment tries to deal with dissatisfaction by increasing job depth. Under this, individual employees may be given responsibility for setting their own work pace, for concerning their own errors, and/or for deciding on the best way to perform a particular task 3. Building responsibility into a job: Employees should be encouraged to participate and if possible be held responsible for taking decisions. Some delegation of responsibility from the manager to the employee could be useful in improving employee ownership 4. Managerial effectiveness: This can be achieved by: Developing work groups Improving the social contacts of the employees- time away from work in team building and fun activities Managerial coaching discussed above Employee stress management activities 5. Flexing working hours: Flex time / work from home provisions allow employees to arrange their work hours to suit their personal needs and life-styles. This is particularly suited to situations with fluctuating workloads. Flex time employees are responsible for coordinating their functions with other employees and thereby have more responsibility and autonomy. 6. Rotation of jobs: This reduces employees boredom which arises out of the monotonous nature of his work. 7. Incentive and Profit-sharing plans: Morale can be improved by effective incentive and profit-sharing schemes. Incentive schemes are effective in improving workplace morale. They need to carefully designed (preferably by experts) well communicated and implemented to be effective. In addition to its economic aspects, profit-sharing has also psychological aspects relating to friendly move by the management in providing the employees an opportunity to participate in the profits. Morale can also be improved by adapting several other measures such as employee contest, special recognition and awards to long service employees and training the managers in how to manage people.

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