Introduction To Human Resource Management:: Prepared By: Asst - Prof.Chitra Kotecha

MBA SEMESTER-1
Human Resource Management
Module-1
Introduction to Human Resource Management:
Job Analysis
HR planning and recruiting
Employees testing and selection
Interviewing Candidates
Training and Development
Q.1 What is the history of Human Resource Management?
Ans: History
The Human Resources field evolved first in 18th century Europe from a
simple idea by Robert Owen and Charles Babbage during the industrial revolution.
These men knew that people were crucial to the success of an organization. They
expressed that the wellbeing of employees led to perfect work. Without healthy
workers, the organization would not survive. HR later emerged as a specific field in
the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor
explored what he termed "scientific management" others later referred to
"Taylorism", striving to improve economic efficiency in manufacturing jobs. He
eventually keyed in on one of the principal inputs into the manufacturing process
laborsparking inquiry into workforce productivity.
Meanwhile, in England C S Myers, inspired by unexpected problems among

soldiers which had alarmed generals and politicians in the First World War, set up a
National Institute of Industrial Psychology, setting seeds for the human relations
movement, which on both sides of the Atlantic built on the research of Elton
Mayo and others to document through the Hawthorne studies (1924-1932) and
others how stimuli, unrelated to financial compensation and working conditions,
could yield more productive workers. Work by Abraham Maslow (1908-1970), Kurt
Lewin (1890-1947), Max Weber (1864-1920), Frederick Herzberg (1923-2000),
and David McClelland (1917-1998), forming the basis for studies in industrial and
organizational psychology, organizational behavior and organizational theory, was
interpreted in such a way as to further claims of legitimacy for an applied discipline.
Birth and evolution of the discipline
By the time enough theoretical evidence existed to make a business case for
strategic workforce management, changes in the business landscape and in public
policy had transformed the employer-employee relationship, and the discipline
became formalized as "industrial and labor relations". In 1913 one of the oldest
known professional HR associations the Chartered Institute of Personnel and
Prepared By: Asst.Prof.Chitra Kotecha Page 1

Development (CIPD) started in England as the Welfare Workers' Association; it
changed its name a decade later to the Institute of Industrial Welfare Workers, and
again the next decade to Institute of Labour Management before settling upon its
current name in 2000. Likewise in the United States, the world's first institution of
higher education dedicated to workplace studies the School of Industrial and
Labor Relations formed at Cornell University in 1945. In 1948, what would later
become the largest professional HR association the Society for Human Resource
Management (SHRM) formed as the American Society for Personnel
Administration (ASPA).
During the latter half of the 20th century, union membership declined
significantly, while workforce management continued to expand its influence within
organizations. In the USA, the phrase "industrial and labor relations" came into use
to refer specifically to issues concerning collective representation, and
many companies began referring to the proto-HR profession as "personnel
administration". Many current HR practices originated with the needs of companies
in the 1950s to develop and retain talent.
In the late 20th century, advances in transportation and communications

greatly facilitated workforce mobility and collaboration. Corporations began viewing
employees as assets rather than as cogs in a machine. "Human resources
management" consequently, became the dominant term for the functionthe ASPA
even changing its name to the Society for Human Resource Management (SHRM) in
1998.
"Human capital management" (HCM) is sometimes used synonymously with

HR, although "human capital" typically refers to a more narrow view of human
resources; i.e., the knowledge the individuals embody and can contribute to an
organization. Likewise, other terms sometimes used to describe the field include
"organizational management", "manpower management", "talent management",
"personnel management", and simply "people management".
Q.2 What is Human resource management? Explain its objectives and importance.
Ans: Introduction
Human Resources is a business field focused on maximizing employee

productivity. Human Resources professionals manage the human capital of an
organization and focus on implementing policies and processes. They can be
specialists focusing in on recruiting, training, employee relations or benefits.
Recruiting specialists are in charge of finding and hiring top talent. Training and
development professionals ensure that employees are trained and have continuous
development. This is done through training programs, performance evaluations and
reward programs. Employee relations deal with concerns of employees when
policies are broken, such as harassment or discrimination. Someone in benefits
develops compensation structures, family leave programs, discounts and other
benefits that employees can get. On the other side of the field are Human Resources

Generalists or Business Partners. These human resources professionals could work
in all areas or be labor relations representatives working with unionized employees.
Definitions
According to Leon C. Megginson From the national point of view human

resources are knowledge, skills, creative abilities, talents, and attitudes obtained in
the population; whereas from the view-point of the individual enterprise, they
represent the total of the inherent abilities, acquired knowledge and skills as
exemplified in the talents and aptitude of its employees.
In simple words, HRM is a process of making the efficient and effective use of
human resources so that the set goals are achieved. Let us also consider some
important definitions of HRM.
According to Flippo Personnel management, or say, human resource

management is the planning, organising, directing and controlling of the procurement
development compensation integration, 4intenance, and separation of human
resources to the end that individual, organisational and social objectives are
accomplished.
Thus, HRM can be defined as a process of procuring, developing and

maintaining competent human resources in the organisation so that the goals of an
organisation are achieved in an effective and efficient manner. In short, HRM is an
art of managing people at work in such a manner that they give their best to the
organisation for achieving its set goals.
Meaning
Human resource management (HRM or simply HR) is

the management of human resources. It is a function in the organizations designed
to maximize employee performance in service of an employer's strategic
objectives. HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems. HR departments and units in
organizations typically undertake a number of activities, including employee
benefits design, employee recruitment, training, performance appraisal, and
rewarding (e.g., managing pay and benefit systems). HR also concerns itself with
organizational change and industrial relations, that is, the balancing of organizational
practices with requirements arising from collective bargaining and from governmental
laws.
Importance of Human Resource Management
1. Recruitment and Training
This is one of the major responsibilities of the human resource team. The HR
managers come up with plans and strategies for hiring the right kind of people. They
design the criteria which is best suited for a specific job description. Their other tasks
related to recruitment include formulating the obligations of an employee and the

scope of tasks assigned to him or her. Based on these two factors, the contract of an
employee with the company is prepared. When needed, they also provide training to
the employees according to the requirements of the organisation. Thus, the staff
members get the opportunity to sharpen their existing skills or develop specialized
skills which in turn, will help them to take up some new roles.
2. Performance Appraisals
HRM encourages the people working in an organisation, to work according to

their potential and gives them suggestions that can help them to bring about
improvement in it. The team communicates with the staff individually from time to
time and provides all the necessary information regarding their performances and
also defines their respective roles. This is beneficial as it enables them to form an
outline of their anticipated goals in much clearer terms and thereby, helps them
execute the goals with best possible efforts. Performance appraisals, when taken on
a regular basis, motivate the employees.
3. Maintaining Work Atmosphere
This is a vital aspect of HRM because the performance of an individual in an

organisation is largely driven by the work atmosphere or work culture that prevails at
the workplace. A good working condition is one of the benefits that the employees
can expect from an efficient human resource team. A safe, clean and healthy
environment can bring out the best in an employee. A friendly atmosphere gives the
staff members job satisfaction as well.
4. Managing Disputes
In an organisation, there are several issues on which disputes may arise

between the employees and the employers. You can say conflicts are almost
inevitable. In such a scenario, it is the human resource department which acts as a
consultant and mediator to sort out those issues in an effective manner. They first
hear the grievances of the employees. Then they come up with suitable solutions to
sort them out. In other words, they take timely action and prevent things from going
out of hands.
5. Developing Public Relations
The responsibility of establishing good public relations lies with the HRM to a
great extent. They organise business meetings, seminars and various official
gatherings on behalf of the company in order to build up relationships with other
business sectors. Sometimes, the HR department plays an active role in preparing
the business and marketing plans for the organisation too.
Any organisation, without a proper setup for HRM is bound to suffer from
serious problems while managing its regular activities. For this reason, today,
companies must put a lot of effort and energy into setting up a strong and effective
HRM.

6. Effective Utilization Of Resources
Human resource management ensures the effective utilization of resources.

HRM teaches how to utilize human and non-human resources so that the goals can
be achieved. Organization aiming to utilize their resources efficiently invites the HR
department to formulate required objectives and policies.
7. Organizational Structure
Organizational structure defines the working relationship between employees

and management. It defines and assigns the task for each employee working in the
organization. The task is to be performed within the given constraints. It also defines
positions, rights and duties, accountability and responsibility, and other working
relationships. The human resource management system provides required
information to timely and accurately. Hence, human resource management helps to
maintain organizational structure.
8. Respect for Human Beings
Another importance of human resource management is to provide a respectful

environment for each employee. Human resource management provides with
required means and facilitates employee along with an appropriate respect because
the dominating tendency develops that will result organizational crisis. Hence, all of
them should get proper respect at work. Human resource management focuses on
developing good working relationships among workers and managers in
organization. So, good human resource management system helps for respecting
the employees.
9. Goal Harmony
Human resource management bridges the gap between individual goal and
organizational goal-thereby resulting into a good harmony. If goal difference occurs,
the employees will not be willing to perform well. Hence, a proper match
between individual goal and organizational goal should be there in order to utilize
organizational resources effectively and efficiently.
10. Employee Satisfaction
Human resource management provides a series of facilities and opportunities

to employees for their career development. This leads to job satisfaction and
commitment. When the employees are provided with every kind of facilities and
opportunities, they will be satisfied with their work performance.
11. Employee Discipline and Moral
Human resource management tries to promote employee discipline and moral

through performance based incentives. It creates a healthy and friendly working
environment through appropriate work design and assignment of jobs.

12. Organizational Productivity
Human resource management focuses on achieving higher production and

most effective utilization of available resources. This leads to an enhancement in
organizational goals and objectives.
Objectives of Human Resource Management
The primary objective of HRM is to ensure the availability of right people for
right jobs so as the organisational goals are achieved effectively. This primary
objective can further be divided into the following sub-objectives:
1. To help the organisation to attain its goals effectively and efficiently by providing
competent and motivated employees.
2. To utilize the available human resources effectively.
3. To increase to the fullest the employees job satisfaction and self-actualisation.
4. To develop and maintain the quality of work life (QWL) which makes employment
in the organisation a desirable personal and social situation.
5. To help maintain ethical policies and behaviour inside and outside the
organisation.
6. To establish and maintain cordial relations between employees and management.
7. To reconcile individual/group goals with organisational goals.
Q.3 What is the scope of HRM?
Ans: Scope of HRM
Human resources are undoubtedly the key resources in an organization, the

easiest and the most difficult to manage! The objectives of the HRM span right from
the manpower needs assessment to management and retention of the same. To this
effect Human resource management is responsible for effective designing and
implementation of various policies, procedures and programs. It is all about
developing and managing knowledge, skills, creativity, aptitude and talent and using
them optimally.
Human Resource Management is not just limited to manage and optimally

exploit human intellect. It also focuses on managing physical and emotional capital
of employees. Considering the intricacies involved, the scope of HRM is widening
with every passing day. It covers but is not limited to HR planning, hiring (recruitment
and selection), training and development, payroll management, rewards and
recognitions, Industrial relations, grievance handling, legal procedures etc. In other
words, we can say that its about developing and managing harmonious relationships
at workplace and striking a balance between organizational goals and individual
goals.

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult
to define it concisely. However, we may classify the same under following heads:
1. HRM in Personnel Management:
This is typically direct manpower management that involves manpower

planning, hiring (recruitment and selection), training and development, induction and
orientation, transfer, promotion, compensation, layoff and retrenchment, employee
productivity. The overall objective here is to ascertain individual growth, development
and effectiveness which indirectly contribute to organizational development.
It also includes performance appraisal, developing new skills, disbursement of

wages, incentives, allowances, traveling policies and procedures and other related
courses of actions.
2. HRM in Employee Welfare:
This particular aspect of HRM deals with working conditions and amenities at
workplace. This includes a wide array of responsibilities and services such as safety
services, health services, welfare funds, social security and medical services. It also
covers appointment of safety officers, making the environment worth working,
eliminating workplace hazards, support by top management, job safety, safeguarding
machinery, cleanliness, proper ventilation and lighting, sanitation, medical care,
sickness benefits, employment injury benefits, personal injury benefits, maternity
benefits, unemployment benefits and family benefits.
It also relates to supervision, employee counseling, establishing harmonious

relationships with employees, education and training. Employee welfare is about
determining employees real needs and fulfilling them with active participation of both
management and employees. In addition to this, it also takes care of canteen
facilities, crches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
3. HRM in Industrial Relations:
Since it is a highly sensitive area, it needs careful interactions with labor or

employee unions, addressing their grievances and settling the disputes effectively in
order to maintain peace and harmony in the organization. It is the art and science of
understanding the employment (union-management) relations, joint consultation,
disciplinary procedures, solving problems with mutual efforts, understanding human
behavior and maintaining work relations, collective bargaining and settlement of
disputes.
The main aim is to safeguarding the interest of employees by securing the

highest level of understanding to the extent that does not leave a negative impact on
organization. It is about establishing, growing and promoting industrial democracy to
safeguard the interests of both employees and management.

The scope of HRM is extremely wide, thus, cannot be written concisely.
However, for the sake of convenience and developing understanding about the
subject, we divide it in three categories mentioned above.
Q.4 What are the functions of HRM?
Ans: Functions
The definition of HRM is based on what managers do. The functions

performed by managers are common to all organizations. For the convenience of
study, the function performed by the resource management can broadly be classified
into two categories, viz.
(1) Managerial functions, and
(2) Operative functions.
These are discussed in turn.
(1) Managerial Functions:
A. Planning:
Planning is a predetermined course of actions. It is a process of determining

the organisational goals and formulation of policies and programmes for achieving
them. Thus planning is future oriented concerned with clearly charting out the
desired direction of business activities in future. Forecasting is one of the important
elements in the planning process. Other functions of managers depend on planning
function.
B. Organising:
Organising is a process by which the structure and allocation of jobs are

determined. Thus organising involves giving each subordinate a specific task
establishing departments, delegating authority to subordinates, establishing
channels of authority and communication, coordinating the work of subordinates, and
so on.
C. Staffing:
This is a process by which managers select, train, promote and retire their
subordinates This involves deciding what type of people should be hired, recruiting
prospective employees, selecting employees, setting performance standard,
compensating employees, evaluating performance, counseling employees, training
and developing employees.

D. Directing/Leading:
Directing is the process of activating group efforts to achieve the desired goals. It
includes activities like getting subordinates to get the job done, maintaining morale
motivating subordinates etc. for achieving the goals of the organisation.
E. Controlling:
It is the process of setting standards for performance, checking to see how actual
performance compares with these set standards, and taking corrective actions as
needed.
(2) Operative Functions:
The operative, also called, service functions are those which are relevant to
specific department. These functions vary from department to department depending
on the nature of the department Viewed from this standpoint, the operative functions
of HRM relate to ensuring right people for right jobs at right times. These functions
include procurement, development, compensation, and maintenance functions of
HRM. A brief description of these follows:
A. Procurement:
It involves procuring the right kind of people in appropriate number to be placed

in the organisation. It consists of activities such as manpower planning, recruitment,
selection placement and induction or orientation of new employees.
B. Development:
This function involves activities meant to improve the knowledge, skills aptitudes
and values of employees so as to enable them to perform their jobs in a better
manner in future. These functions may comprise training to employees, executive

training to develop managers, organisation development to strike a better fit between
organisational climate/culture and employees.
C. Compensation:
Compensation function involves determination of wages and salaries matching

with contribution made by employees to organisational goals. In other words, this
function ensures equitable and fair remuneration for employees in the organisation. It
consists of activities such as job evaluation, wage and salary administration, bonus,
incentives, etc.
D. Maintenance:
It is concerned with protecting and promoting employees while at work. For this
purpose virus benefits such as housing, medical, educational, transport facilities, etc.
are provided to the employees. Several social security measures such as provident
fund, pension, gratuity, group insurance, etc. are also arranged.
It is important to note that the managerial and operative functions of HRM are
performed in conjunction with each other in an organisation, be large or small
organisations. Having discussed the scope and functions of HRM, now it seems
pertinent to delineate the HRM scenario in India.
Q.5 What is job Analysis? Explain its uses.
Ans: Job
In simple words, a job may be understood as a division of total work into

packages/positions. According to Dale Yoder , A job is a collection or aggregation
of tasks, duties and responsibilities which as a whole, is regarded as a regular
assignment to individual employees and which is different from other assignments.
Thus, a job may be defined as a group of positions involving some duties,
responsibilities, knowledge and skills.
Each job has a definite title based on standard trade specialisations within a
job. Each job is different from other jobs like peon, clerk, supervisor, and accountant,
manager, etc. A job may include many positions. A position is a particular set of
duties and responsibilities regularly assigned to an individual.
Definition
According to Jones and Decothis Job analysis is the process of getting

information about jobs: specially, what the worker does; how he gets it done; why he
does it; skill, education and training required; relationship to other jobs, physical
demands; environmental conditions.
Edwin B. Flippo has defined job analysis as 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 descriptions and job specifications.

Job Analysis
Job analysis is the process of describing the nature of a job and specifying the
human requirements, such as skills, and experience needed to perform it. The end
product of the job analysis process is the job description. A job description spells out
work duties and activities of employees. Job descriptions are a vital source of
information to employees, managers, and personnel people because job content has
a great influence on personnel programmes and practices.
Job analysis (also known as work analysis is a family of procedures to identify

the content of a job in terms of activities involved and attributes or job requirements
needed to perform the activities. Job analysis provides information to organizations
which helps to determine which employees are best fit for specific jobs. Through job
analysis, the analyst needs to understand what the important tasks of the job are,
how they are carried out, and the necessary human qualities needed to complete the
job successfully. The process of job analysis involves the analyst describing the
duties of the incumbent, then the nature and conditions of work, and finally some
basic qualifications.
Purpose
One of the main purposes of conducting job analysis is to prepare job

descriptions and job specifications which in turn help hire the right quality of
workforce into an organization. The general purpose of job analysis is to document
the requirements of a job and the work performed. Job and task analysis is
performed as a basis for later improvements, including: definition of a job domain;
description of a job; development of performance appraisals, personnel selection,
selection systems, promotion criteria, training needs assessment, legal defense of
selection processes, and compensation plans.
Job analysis aims to answer questions such as:
Why does the job exist?

What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
How does the worker do the job?
What qualifications are needed to perform the job?
Aspects of Job Analysis
There are two major aspects of job analysis:
1. Job Description
2. Job Specification
A brief description of these follows:

1. Job Description:
Job description is prepared on the basis of data collected through job

analysis. Job description is a functional description of the contents what the job
entails. It is a narration of the contents of a job. It is a description of the activities and
duties to be performed in a job, the relationship of the job with other jobs, the
equipment and tools involved, the nature of supervision, working conditions and
hazards of the job and so on.
All major categories of jobs need to be spelled out in clear and compre-
hensive manner to determine the qualifications and skills required to perform a job.
Thus, job description differentiates one job from the other. In sum, job description is
a written statement of what a job holder does, how it is done, and why it is done.
Purposes of Job Description:
1. Grading and classification of jobs

2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counseling of employees
7. Delimitation of authority
2. Job Specification:
While job description focuses on the job, job specification focuses on the
person i.e, the job holder. Job specification is a statement of the minimum levels of
qualifications, skills, physical and other abilities, experience, judgment and attributes
required for performing job effectively. In other words, it is a statement of the
minimum acceptable qualifications that an incumbent must possess to perform a
given job. It sets forth the knowledge, skills and abilities required to do the job
effectively.
Job specification specifies the physical, psychological, personal, social and

behavioral characteristics of the job holders.
The usages of job specification include:
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning

Contents of Job Description and Job Specification:
Uses of job analysis
1. Human Resource Planning:
The estimates the quantity and quality of people will be required in future.
How many and what type of people will be required depends on the jobs to be
staffed. Job-related information available through job analysis is, therefore,
necessary for human resource planning.
2. Recruitment and Selection:
Recruitment succeeds job analysis. Basically, the goal of the human resource
planning is to match the right people with the right job. This is possible only after
having adequate information about the jobs that need to be staffed. It is job analysis
that provides job information. Thus, job analysis serves as basis for recruitment and
selection of employees in the organisation.
3. Training and Development:
Job analysis by providing information about what a job entails i.e., knowledge
and skills required to perform a job, enables the management to design the training
and development programmes to acquire these job requirements. Employee
development programmes like job enlargement, job enrichment, job rotation, etc.
4. Placement and Orientation:
As job analysis provides information about what skills and qualities are
required to do a job, the management can gear orientation programmes towards

helping the employees learn the required skills and qualities. It, thus, helps
management place an employee on the job best suited to him/her.
5. Job Evaluation:
The job evaluation refers to determination of relative worth of different jobs. It,
thus, helps in developing appropriate wage and salary structures. Relative worth is
determined mainly on the basis of information provided by job analysis.
6. Performance Appraisal:
Performance appraisal involves comparing the actual performance of an

employee with the standard one, i.e., what is expected of him/her. Such appraisal or
assessment serves as basis for awarding promotions, effecting transfers, or
assessing training needs. Job analysis helps in establishing job standards which
may be compared with the actual performance/contribution of each employee.
7. Personnel Information:
Increasing number of organisations maintain computerised information about

their employees. This is popularly known as Human Resource Information System
(HRIS). HRIS is useful as it helps improve administrative efficiency and provides
decision support^ Information relating to human resources working in the
organisation is provided by job analysis only.
8. Health and Safety:
Job analysis helps in identifying and uncovering hazardous conditions and

unhealthy environmental factors such as heat, noise, fumes, dust, etc. and, thus,
facilitates management to take corrective measures to minimise and avoid the
possibility of accidents causing human injury
Q.6 What is the process of job analysis?
Ans: Process of job analysis:
Job analysis is as useful is not so easy to make. In fact, it involves a process.
1. Organisational Job Analysis:
Job analysis begins with obtaining pertinent information about a job. This,
according to Terry is required to know the makeup of a job, its relation to other jobs,
and its contribution to performance of the organisation.
Such information can be had by dividing background information in various

forms such as organisation charts i.e., how the particular job is related to other jobs;
class specifications i.e., the general requirement of the job family; job description i.e.,
starting point to build the revised job description, and flow charts i.e., flow of activities
involved in a particular job.
2. Selecting Representative Jobs for Analysis:

Analysing all jobs of an organisation is both costly and time consuming.
Therefore, only a representative sample of jobs is selected for the purpose of
detailed analysis.
3. Collection of Data for Job Analysis:
In this step, job data features of the job and required qualifications of the
employee are collected. Data can be collected either through questionnaire,
observation or interviews. However, due care should be taken to select and use the
method of data collection that is the most reliable in the given situation of the job.
4. Preparing Job Description:
The job information collected in the above ways is now used to prepare a job
description. Job description is a written statement that describes the tasks, duties
and responsibilities that need to be discharged for effective job performance.
5. Preparing Job Specification:
The last step involved in job analysis is to prepare job specification on the
basis of collected information. This is a written statement that specifies the personal
qualities, traits, skills, qualification, aptitude etc. required to effectively perform a job.
The job analysis process discussed above is now delineated.
Q.7 What are the methods of job analysis?
Ans: Methods for collecting Job Analysis Information in HRM:
We can collect information for job analysis by using various methods. On the
basis of availability of information, degree of sensitivity of information, nature and
attitude of collectors, etc. analyst can choose one or more methods among the
following to collect information for job analysis:
1. Observation Method:
Observation is the method in which analyst or information collector watches

keenly to the activities of employees or movements of machinery and equipments.
From this method, first hand information can be obtained as collector or analyst gets
visual impression. Observer involves himself closely and observes the activities,
machines, equipments, materials, working condition, hazards, coordination and
cooperation. This increases the reliability of information.
Advantages of observation method:
It is simple to administer.
It helps to get first hand information.
Reliability of information will be high.
It is less time consuming method.
It is cost effective method.

Disadvantages of observation method:
Information may be distorted if employees are pre-informed.

All information may not be observed at less time period.
Managerial jobs may not be observed quickly.
Observation may affect the work outputs.
2. Interview method:
Interview is the face to face interaction between employees and job analyst to get
the job analysis information. Under this method, analysts talk with employees and
supervisors or ask them questions regarding job in their presence at work place.
Check list of questions can be used to collect information to make interview more
effective.
Advantages of Interview Method:
Employees get the opportunity to give explanation. So, the information will be
more reliable and accurate.
Misconception of observation can be reduced.
Detail information regarding the job can be collected.
Check list provides the guideline to get the required information.
Disadvantages of Interview Method:
This method is costly and time consuming.

Information may be distorted by employees.
3. Questionnaire Method:
Questionnaire is the set of questions to be asked to the respondent to get

information. Under this method, analyst prepares a set of questions to collect
information. Such set of questions is sent to the employees. Employees return
questionnaire form after filling up at their ease. This method is also called survey
method. Questionnaire is normally prepared with multiple choice questions. Some
questions can be open ended questions. But open ended questions becomes difficult
to administer.
Advantages of Questionnaire method:
This method is suitable to collect information from the large number of

employees.
Employees can provide information at their convenient situation. This saves
the time.
Employees provide information regarding sensitive questions as well.
This method is less time consuming and less costly.
Information from different jobs can be collected at a time.

Information for the managerial effectiveness can also be collected effectively
as employees can provide information without writing their name.
Disadvantages of Questionnaire method:
Questionnaire may be misunderstood because of which wrong response may

be obtained.
Response may be misinterpreted which leads to the wrong conclusion.
Non response rate of employees remains high.
Chance of gibing response randomly remains high which reduces accuracy of
job analysis.
4. Diary Method:
Under this dairy method, employees are requested to write diary for their daily
job activities. Employees are expected to make entry of all the incidents, accidents,
major activities, coordination from different jobs, etc. Analysts later study the diary of
each employee and summarize the required information.
Advantages of diary method:
This method is economical and feasible to all level employees.

This is simple method as employees can write diary in their own way.
Disadvantages of Diary method:
Majority employee do not write diary in regular basis. So, information may be
incomplete.
All employees may not self responsible to write the actual information. They
may write according to their perception.
Information sorting and refining becomes too difficult.
This method is time consuming.
5. Technical conference method:
Under technical conference method, specialists in job analysis, experienced

employees, technicians and extensive knowledge of the jobs are requested to attend
the seminar or conference. From the discussion, all relevant information are
recorded. Such information are more realistic and factual.
Advantages of technical conference method:
Information from expert specialists can be obtained.

Job information can be filtered at ease.
Disadvantages of technical conference method:
This is expensive method.

Because of lack of participation of employees, there is the possibility of less
correct information.
Q.8 What is 'Human Resource Planning - HRP'? Explain its process
Ans: Human Resource Planning
Human resource planning, or HRP, is the ongoing, continuous process of

systematic planning to achieve optimum use of an organization's most valuable
asset its human resources. The objective of human resource planning is to ensure
the best fit between employees and jobs while avoiding manpower shortages or
surpluses. The four key steps of the human resources planning process are
analyzing present labor supply, forecasting labor demand, balancing projected labor
demand with supply and supporting organizational goals.
The human resources plan needs to be flexible enough to meet short-term

staffing challenges while adapting to changing conditions in the business
environment over the longer term. Human resource planning starts by assessing and
auditing the current capacity of human resources.
Steps in Human Resource Planning
Human resource planning is a process through which the right candidate for
the right job is ensured. For conducting any process, the foremost essential task is to
develop the organizational objective to be achieved through conducting the said
process.
1. Analysing Organizational Objectives:
The objective to be achieved in future in various fields such as production,

marketing, finance, expansion and sales gives the idea about the work to be done in
the organization.
2. Inventory of Present Human Resources:
From the updated human resource information storage system, the current
number of employees, their capacity, performance and potential can be analysed. To
fill the various job requirements, the internal sources (i.e., employees from within the
organization) and external sources (i.e., candidates from various placement
agencies) can be estimated.
3. Forecasting Demand and Supply of Human Resource:
The human resources required at different positions according to their job

profile are to be estimated. The available internal and external sources to fulfill those
requirements are also measured. There should be proper matching of job description
and job specification of one particular work, and the profile of the person should be
suitable to it.
4. Estimating Manpower Gaps:

Comparison of human resource demand and human resource supply will
provide with the surplus or deficit of human resource. Deficit represents the number
of people to be employed, whereas surplus represents termination. Extensive use of
proper training and development programme can be done to upgrade the skills of
employees.
5. Formulating the Human Resource Action Plan:
The human resource plan depends on whether there is deficit or surplus in the
organization. Accordingly, the plan may be finalized either for new recruitment,
training, interdepartmental transfer in case of deficit of termination, or voluntary
retirement schemes and redeployment in case of surplus.
6. Monitoring, Control and Feedback:
It mainly involves implementation of the human resource action plan. Human

resources are allocated according to the requirements, and inventories are updated
over a period. The plan is monitored strictly to identify the deficiencies and remove it.
Comparison between the human resource plan and its actual implementation is done
to ensure the appropriate action and the availability of the required number of
employees for various jobs.
Q. 9 What are the factors affecting HRP?
Ans: Human resource planning can be defined as the process of identifying the
number of people required by an organization in terms of quantity and quality. All
human resource management activities start with human resource planning. So we
can say that human resource planning is the principle/primary activity of human
resource management.
1. Employment:-
HRP is affected by the employment situation in the country i.e. in countries

where there is greater unemployment; there may be more pressure on the company,
from government to appoint more people. Similarly some company may force
shortage of skilled labour and they may have to appoint people from other countries.
2. Technical changes in the society:-
Technology changes at a very fast speed and new people having the required
knowledge are required for the company. In some cases, company may retain
existing employees and teach them the new technology and in some cases, the
company has to remove existing people and appoint new.
3. Organizational changes:-
Changes take place within the organization from time to time i.e. the company
diversify into new products or close down business in some areas etc. in such cases

the HRP process i.e. appointing or removing people will change according to
situation.
4. Demographic changes:-
Demographic changes refer to things referring to age, population, composition

of work force etc. A number of people retire every year. A new batch of graduates
with specialization turns out every year. This can change the appointment or the
removal in the company.
5. Shortage of skill due to labour turnover:-
Industries having high labour turnover rate, the HRP will change constantly
i.e. many new appointments will take place. This also affects the way HRP is
implemented.
6. Multicultural workforce:-
Workers from different countries travel to other countries in search of job.

When a company plans its HRP it needs to take into account this factor also.
7. Pressure groups:-
Company has to keep in mind certain pleasure. Groups like human rights
activist, woman activist, media etc. as they are very capable for creating problems
for the company, when issues concerning these groups arise, appointment or
retrenchment becomes difficult. You can read external factors on following link -
External factors affecting Human Resource Management
Q. 10 What is Employment Testing and Selection? What are the types of

employment tests?
Ans: Employment testing and selection
Employment testing and selection procedures are aptitude tests and

examinations that help a business predict the success of a job candidate. In the
modern work force, tests, such as psychological screenings, indicate which
employees might have undesirable personality traits, such as anger problems. Small
businesses, however, should review their pre-employment tests to make sure they
do not violate anti-discrimination law.
Benefits
For small businesses, employee testing is essential to reducing employee

turnover; pre-employment screens are four times greater at predicting employee
success than interviews. High turnover rates are much more expensive for small
businesses than large companies. Also, small businesses can usually afford the
same employment testing and big business.

Types of Employment Tests
Hundreds of tests are available to help employers in making decisions. In the

section on Information to Consider When Creating or Purchasing a Test there is a
discussion of what one needs to consider in choosing what test to use. In this
section, general types of tests are described and their general pros and cons
related. Tests discussed in this section are ones for which some general evidence
of validity has been provided. A test is valid if the inferences made based on the test
score are accurate (e.g., if we are correct in concluding that how well the individual
does on the test tells us how well he/she will perform on the job). Some tests, such
as graphology and polygraphs, have little evidence of validity for employment
decision-making purposes and thus are not discussed here. All of the tests
discussed here have been demonstrated to relate to one or more critical employment
outcomes.
Before deciding that a particular type of test is what you want, however, you
should first establish a) does testing make sense (see section on Employment
Testing Overview) and b) what it is you want to assess (see section on Establishing
an Effective Employee Testing Program). The determination of what it is you want
to measure with the test should precede the determination of how you are going to
measure it.
1. Assessment Centers
Assessment centers can be designed to measure many different types of

job related skills and abilities, but are often used to assess interpersonal skills,
communication skills, planning and organizing, and analytical skills. The
assessment center typically consists of exercises that reflect job content and types of
problems faced on the job. For example, individuals might be evaluated on their
ability to make a sales presentation or on their behavior in a simulated meeting. In
addition to these simulation exercises, assessment centers often include other kinds
of tests such as cognitive ability tests, personality inventories, and job knowledge
tests. The assessment center typically uses multiple raters who are trained to
observe, classify, and evaluate behaviors. At the end of the assessment center, the
raters meet to make overall judgments about peoples performance in the center.
Advantages Disadvantages
Have been demonstrated to produce Can be costly to create and administer.

valid inferences for a number of
organizational outcomes (e.g., Require more labor (e.g., assessors,
promotion rates). role-players, etc.) to administer than
most other methods.
Can reduce business costs by
identifying individuals for hiring, Require more time to administer than

promotion or training who possess the most other methods.
needed skills and abilities.
Can be difficult to keep calibrated or
May be viewed positively by test takers standardized across time and
who see the close relationship locations.
between the test and the job.
Can provide useful feedback to test

takers regarding needed training and
development.
Focus more heavily on behavior

demonstration than simply assessing
characteristics.
Use trained raters.
Are typically less likely to differ in

results by gender and race than other
types of tests.
2. Biographical Data
The content of biographical data instruments varies widely, and may include
such areas as leadership, teamwork skills, specific job knowledge and specific skills
(e.g., knowledge of certain software, specific mechanical tool use), interpersonal
skills, extraversion, creativity, etc. Biographical data typically uses questions about
education, training, work experience, and interests to predict success on the
job. Some biographical data instruments also ask about an individuals attitudes,
personal assessments of skills, and personality.
Can be administered via paper and May lead to individuals responding in a

pencil or computerized methods easily way to create a positive decision
to large numbers. outcome rather than how they really
are (i.e., they may try to positively
Can be cost effective to administer. manage their impression or even fake
Have been demonstrated to produce their response).
valid inferences for a number of Do not always provide sufficient
organizational outcomes (e.g., information for developmental
turnover, performance). feedback (i.e., individuals cannot
Are typically less likely to differ in change their past).
results by gender and race than other Can be time-consuming to develop if
types of tests. not purchased off-the-shelf.

Does not require skilled administrators.

identifying individuals for hiring,
promotion or training who possess the
3. Cognitive Ability Tests
Cognitive ability tests typically use questions or problems to measure ability to learn
quickly, logic, reasoning, reading comprehension and other enduring mental abilities
that are fundamental to success in many different jobs. Cognitive ability tests assess
a persons aptitude or potential to solve job-related problems by providing information
about their mental abilities such as verbal or mathematical reasoning and perceptual
abilities like speed in recognizing letters of the alphabet.
Have been demonstrated to produce Are typically more likely to differ in

valid inferences for a number of results by gender and race than other
organizational outcomes (e.g., types of tests.
performance, success in training).
Can be time-consuming to develop if
Have been demonstrated to predict job not purchased off-the-shelf.
performance particularly for more
complex jobs.
Can be administered via paper and

pencil or computerized methods easily
to large numbers.
Can be cost effective to administer.
Does not typically require skilled

administrators.

Will not be influenced by test taker

attempts to impression manage or fake
responses.

4. Integrity Tests
Integrity tests assess attitudes and experiences related to a persons honesty,

dependability, trustworthiness, reliability, and pro-social behavior. These tests
typically ask direct questions about previous experiences related to ethics and
integrity OR ask questions about preferences and interests from which inferences
are drawn about future behavior in these areas. Integrity tests are used to identify
individuals who are likely to engage in inappropriate, dishonest, and antisocial
behavior at work.
Have been demonstrated to produce May lead to individuals responding in a

valid inferences for a number of way to create a positive decision
organizational outcomes (e.g., outcome rather than how they really
performance, inventory shrinkage are (i.e., they may try to positively
difficulties in dealing with supervision). manage their impression or even fake
their response).
identifying individuals who are less May be disliked by test takers if
likely to be absent, or engage in other questions are intrusive or seen as
counterproductive behavior. unrelated to the job.
Send the message to test takers that

integrity is an important corporate
value.
Are typically less likely to differ in

types of tests.
Can be administered via paper and

pencil or computerized methods easily
to large numbers.
Can be cost effective to administer.
Does not require skilled administrators.
5. Interviews
Interviews vary greatly in their content, but are often used to assess such things as
interpersonal skills, communication skills, and teamwork skills, and can be used to
assess job knowledge. Well-designed interviews typically use a standard set of

questions to evaluate knowledge, skills, abilities, and other qualities required for the
job. The interview is the most commonly used type of test. Employers generally
conduct interviews either face-to-face or by phone. (For more information on this
topic, see the article entitled, Effective Employee Interviews).
Are expected and accepted by many May be affected by different kinds of

job applicants. rating errors and biases by
interviewers.
Provide an opportunity for a two-way
exchange of information. Are often more time-consuming to
administer than paper and pencil or
Provide a measure of skills such as computerized tools.
oral communication skills not
measured via paper and pencil or May be practically less useful when a
computerized tools. large number of individuals must be
evaluated because of administration
Have been demonstrated to produce time.
organizational outcomes, if properly Can be costly to train interviewers.
developed and administered (see
article on Effective Interviews). May be difficult to keep interviewers
calibrated and the interview process
Can reduce business costs by standardized.
promotion or training who possess the May lead to individuals responding in a
needed skills and abilities. way to create a positive decision
outcome rather than how they really
Are typically less likely to differ in are (i.e., they may try to positively
results by gender and race than other manage their impression or even fake
types of tests. their response).
6. Job Knowledge Tests
Job knowledge tests typically use multiple choice questions or essay type items to
evaluate technical or professional expertise and knowledge required for specific jobs
or professions. Examples of job knowledge tests include tests of basic accounting
principles, A+/Net+ programming, and blueprint reading.
Have been demonstrated to produce May require frequent updates to


organizational outcomes, such as job ensure test is current with the job.
performance.
May be inappropriate for jobs where
Can reduce business costs by knowledge may be obtained via a short
identifying individuals for hiring, training period.
needed skills and abilities. Can be costly and time-consuming to
develop, unless purchased off-the-
Are typically less likely to differ in shelf.
types of tests.
May be viewed positively by test takers

who see the close relationship
between the test and the job.

attempts to impression manage or fake
responses.
Can provide useful feedback to test

takers regarding needed training and
development.
7. Personality Tests
Some commonly measured personality traits in work settings are extraversion,

conscientiousness, openness to new experiences, optimism, agreeableness, service
orientation, stress tolerance, emotional stability, and initiative or proactivity.
Personality tests typically measure traits related to behavior at work, interpersonal
interactions, and satisfaction with different aspects of work. Personality tests are
often used to assess whether individuals have the potential to be successful in jobs
where performance requires a great deal of interpersonal interaction or work in team
settings.
Have been demonstrated to produce May contain questions that do not

valid inferences for a number of appear job related or seem intrusive if
organizational outcomes. not well developed.
Can reduce business costs by May lead to individuals responding in a

identifying individuals for hiring, way to create a positive decision
promotion or training who possess the outcome rather than how they really
needed skills and abilities. are (i.e., they may try to positively

Are typically less likely to differ in manage their impression or even fake
results by gender and race than other their response).
types of tests.
May be problematic for use in
Can be administered via paper and employee selection if the test is one
pencil or computerized methods easily used to diagnose medical conditions
to large numbers. (i.e., mental disorders) rather than
simply to assess work-related
Can be cost effective to administer. personality traits.
Does not require skilled
administrators.
8. Physical Ability Tests
Physical ability tests typically use tasks or exercises that require physical ability to
perform. These tests typically measure physical attributes and capabilities, such as
strength, balance, and speed.
Have been demonstrated to produce Are typically more likely to differ in

valid inferences regarding results by gender than other types of
performance of physically demanding tests.
tasks.
May be problematic for use in
Can identify applicants who are employee selection if the test is one
physically unable to perform essential used to diagnose medical conditions
job functions. (i.e., a physical disability) rather than
simply to assess ability to perform a
Can reduce business costs by particular job-related task.
promotion or training who possess the Can be expensive to purchase
needed skills and abilities, by equipment and administer.
minimizing the risk of physical injury to
employees and others on the job, and May be time consuming to administer.
by decreasing disability/medical, May be inappropriate or difficult to
insurance, and workers compensation administer in typical employment
costs. offices.
attempts to impression manage or
fake responses.
9. Work Samples and Simulations

These tests typically focus on measuring specific job skills or job knowledge, but can
also assess more general skills such as organizational skill, analytic skills, and
interpersonal skills. Work samples and simulations typically require performance of
tasks that are the same or similar to those performed on the job to assess their level
of skill or competence. For example, work samples might involve installing a
telephone line, creating a document in Word, or tuning an engine. (For more
information on this topic, see the article entitled, Work Samples and Simulations).
Have been demonstrated to produce Does not assess aptitude to perform

valid inferences regarding ability to more complex tasks that may be
perform the job. encountered on the job.
Can reduce business costs by May not assess the ability to learn new
identifying individuals for hiring, tasks quickly.
needed skills and abilities. Often not conducive to group
administration.
Are less likely to differ in results by
gender and race than other types of May require some level of job
tests (depends on particular skills knowledge and therefore may be
being assessed). inappropriate for jobs where
knowledge may be obtained via a short
May be more accepted by test takers training period.
due to the obvious link between the
test and the job. May be difficult to keep updated.
Less likely to be influenced by test May be expensive to administer.

taker attempts to impression manage May be time consuming to develop
or fake responses. and to administer.
Can be used to provide specific
developmental feedback.
Can provide test takers with a realistic

preview of the job and the
organization.
Q.11 What is interviewing? What are the types of interviewing?
Ans: Overview
The candidate interview is a vital component of the hiring process. To hire the
most qualified candidates, human resource professionals and hiring managers must
be well informed on how to conduct interviews effectively.

With careful preparation, HR professionals and hiring managers can make the
most of employment interviews and obtain the information they need. Preparatory
steps include selecting a method of interviewing, drafting useful questions, phrasing
questions properly and sharpening one's listening skills.
Interviewing
Interviewing is an important step in the employee selection process. If done

effectively, the interview enables the employer to determine if an applicant's skills,
experience and personality meet the job's requirements. It also helps the employer
assess whether an applicant would likely fit in with the corporate culture. In addition,
preparing for an interview can help clarify a position's responsibilities.
Moreover, to the extent that the interview process leads to the hiring of the most
suitable candidate, it can help contain the organization's long-term turnover costs.
Applicants also benefit from an effective interview, as it enables them to determine if
their employment needs and interests would likely be met. See Interview Most
Critical Part of Hiring Process, Candidates Say.
Types of Interviewing
In implementing an accurate and fair selection method, the employer can

select from a variety of interviewing techniques. The choice depends on
considerations such as the nature of the position being filled, the industry, the
corporate culture and the type of information the employer seeks to gain from the
applicant.
Interviewing techniques can be either structured or unstructured. The main

purpose of structured interviewing is to pinpoint job skills that are essential to the
position. The interviewer asks a specific set of questions of all applicants for the
particular position. This straightforward approach makes it easier for the interviewer
to evaluate and compare applicants fairly. Some interviewers ask the questions in a
predetermined order, while others may not adhere to a strict order but still make
certain they address all the planned questions.
Structured interviewing generally provides the interviewer with the information

needed to make the hiring decision. It also can be crucial in defending against
allegations of discrimination in hiring and selection, because all applicants are asked
the same questions.
In an unstructured interview, the interviewer does not have a strict agenda but
rather allows the applicant to set the pace of the interview. Questions tend to be
open-ended, which can enable the candidate to disclose more than he or she might
if asked closed-ended questions requiring only a brief answer. In addition, questions
in an unstructured interview can be tailored according to an applicant's skills and
experience levels. However, the absence of structure may make it difficult to
compare and rank applicants because they are not asked the same set of questions.

The most widely used types of interviewing are:
The telephone prescreen interview.

The direct one-on-one interview, which can take a behavioral, competency-
based or situational approach.
The panel interview.
1. Telephone prescreen interview
A telephone prescreen interview can be useful for assessing whether an

applicant's qualifications, experience, skills and salary needs are compatible with the
position and the organization. Telephone interviews are often used to narrow the
field of applicants who will be invited for in-person interviews. During the prescreen
stage, the interviewer should ask the applicant enough carefully prepared questions
to determine whether he or she is, in fact, a viable candidate for the position.
Telephone prescreen interviews can help the employer:
Assess the applicant's general communication skills.

Clarify unclear items on the applicant's resume.
Ask about frequent job changes or gaps in employment.
Have a candid conversation with the applicant about salary requirements.
See Be Well-Prepared to Pre-Screen Applicants by Telephone.
Direct one-on-one interview
2. The direct one to one interview
The traditional face-to-face interview with the candidate can be structured or

unstructured, and it can be approached in one of several ways, depending on the
types of information the interviewer seeks. The three most common approaches to
one-on-one employment interviews are behavioral, competency-based and
situational.
A. Behavioral and competency-based approaches.
Behavioral and competency-based interviewing both aim to discover how the

interviewee performed in specific situations. The logic is based on the principle that
past performance predicts future behavior; how the applicant behaved in the past
indicates how he or she will behave in the future.
In the behavioral approacha traditional technique for assessing a

candidate's suitability for a positionthe purpose is to review the candidate's
experience, personal attributes and job-related skills. The competency-based
approach focuses specifically on skills needed for the position; job-related skills
constitute the criteria against which applicants are measured.
In a behavioral or a competency-based interview, the interviewer's questions

are designed to determine if the applicant possesses certain attributes or skills.

Instead of asking how the applicant would handle a hypothetical situation, the
interviewer asks the applicant how he or she did, in fact, handle a particular situation
in the past. Behavioral and competency-based interview questions tend to be
pointed, probing and specific.
Following are some examples of behavioral questions:
Describe a situation in which you were able to use persuasion to successfully

convince someone to see things your way.
Describe a time when you were faced with a stressful situation that
demonstrated your coping skills.
Give me a specific example of a time when you used good judgment and logic
in solving a problem.
Give me an example of a time when you set a goal and were able to achieve
it.
Tell me about a time when you had to use your presentation skills to influence
someone's opinion.
Give me a specific example of a time when you had to conform to a policy
with which you did not agree.
If answers seem to be thin on detail, the interviewer can ask follow-up questions:
What exactly did you do?

What was your specific role in this?
What challenges did you come across?
Why precisely did you do that?
Why exactly did you make that decision?
Competency-based interviewing can give the interviewer a sense of an

applicant's job performance and attitude toward work. Following are some examples
of competency-based questions:
Tell me about a time when you had to encourage others to contribute ideas or
opinions. How did you get everyone to contribute? What was the end result?
Tell me about a situation in which your spoken communication skills made a
difference in the outcome. How did you feel? What did you learn?
Tell me about a situation when you had to persuade others to accept your
point of view when they thought you were wrong. How did you prepare? What
was your approach? How did they react? What was the outcome?
B. Situational approach
The situational approach is an interview technique that gives the candidate a

hypothetical scenario or event and focuses on his or her past experiences,
behaviors, knowledge, skills and abilities by asking the candidate to provide specific
examples of how the candidate would respond given the situation described. This

type of interview reveals how an applicant thinks and how he or she would react in a
particular situation. The following are examples of situational interview questions:
You have been hired as the HR director in a 300-employee company and are
struggling to perform the necessary HR administrative work by yourself. Your
manager, the CFO, tells you that you need to be more strategic. How would you
handle this situation?
You learn that a former co-worker at your last company is applying for an
accounting position with your company. You have heard that this person was
terminated after admitting to embezzling funds from the company but that no criminal
charge was made. You are not in HR. What, if anything, would you do?
You are applying for a customer service position in a cable television

company. If a technician visits a home to make a repair and afterward you receive a
call from the customer telling you that the technician left muddy footprints on her new
carpeting, how would you respond?
3. Group Interviews
There are two types of group interviewsa candidate group and a panel
group. In a candidate group interview, a candidate is in a room with other job
applicants who may be applying for the same position. Each candidate listens to
information about the company and the position and may be asked to answer
questions or participate in group exercises. Candidate group interviews are less
common than panel group interviews.
In a panel group interview a candidate is interviewed individually by a panel of

two or more people. This type of group interview is usually a question-and-answer
session, but a candidate may also be asked to participate in an exercise or test.
Panel interviews can be either structured or unstructured. When organized properly,
a panel interview can create a broader picture of the candidate than a one-on-one
interview would produce. Even weaker interviewers can learn by observing. Panel
interviews can also help less-experienced employees get involved in the hiring
process.
The panel should include no more than four or five people; a larger panel
could be intimidating and unwieldy. One interviewer should serve as the leader, and
other participants should serve in support roles. While all the interviewers need to be
involved throughout the interview, the difference in the two roles needs to be very
clear.
Q. 12 As a manager of the company, how you will conduct interview?
Ans: Preparing for the Interview
To help ensure the validity and effectiveness of employment interviews, the

interviewer must prepare in advance. Before implementing the interview process for

a given position, the HR professional who will be asking the questions should
complete the following preparations:
Determine the critical success factors of the job.

Rankaccording to the job specificationsthe most important qualities,
experiences, education and characteristics that a successful candidate would
possess.
Make a list of qualities, skills and types of experience to use to screen
resumes and job interview candidates.
Select specific questions to determine whether an applicant possesses the
critical success factors.
Decide the type of interview process that will be used.
Review beforehand the job description and the resume of each candidate to
be interviewed.
Schedule a planning meeting with the appropriate attendees, such as co-
workers, an indirect but interested manager or internal customers of the
position.
Determine who will interview the candidates.
Plan the interview and the follow-up process.
Decide on the applicant screening questions for the telephone screens.
Identify the appropriate questions for the post-interview assessment of
candidates by each interviewer.
Interviewers must know how to elicit desired information from job candidates.
It doesn't require a sophisticated technique, but it does require more than just asking
candidates if they possess the required skills and attributes. The most recent
thinking on how to conduct job interviews recommends that employers ask
applicants about specific incidents in the workplace. Therefore, questions should be
designed to show how the candidate has displayed the required skills in specific
situations during his or her career. Responses to such questions can provide
enhanced glimpses into applicants' actual experiences.
Framing the Questions
For both the employer and the candidate to get the most out of an interview, it
is essential to carefully consider the type of questions to ask. Despite the importance
of preparing questions in advance, the employer should not go into an interview with
a list of ideal answers in mind. It is unlikely that any applicant would come close to
providing such answers. A better approach is to keep in mind ideal characteristics
that a successful candidate would possess.
Questioning should elicit information that will shed light on a candidate's

ability to perform the job effectively. Many experts say it is best to ask open-ended
questions ("Tell me about your relationship with your previous manager; how could it
have been improved?") rather than closed-ended questions requiring only brief
specific responses ("How many people reported to you?").

Open-ended questions encourage candidates to provide longer answers and
to expand on their knowledge, strengths and job experiences. For interviewers, such
questions can provide greater insight into a candidate's personality. They can also
help employers gauge an applicant's ability to articulate his or her work experience,
level of motivation, communication skills, ability to solve problems and degree of
interest in the job.
Open-ended questions can provide a sense of an applicant's potential and

whether the person would be a cultural fit. Following are some examples of open-
ended questions:
Tell me about your past work experience.

What are you looking to gain from your next position?
Why do you want to work for our company?
Why did you leave your last job?
Tell me about your relationship with your previous manager: How was it
productive? How could it have been improved?
Closed-ended job interview questions can enable the employer to receive

direct responses and specific information from the candidate, and they can help the
interviewer control the direction of the interview. But such questions can have
drawbacks:
They do not encourage candidates to elaborate on their feelings or

preferences toward particular topics.
They limit candidates' ability to discuss their competencies.
They can leave situations unanswered or unclear.
They can be frustrating for candidates who may want to explain or state
relevant information.
Following are some examples of closed-ended questions:
How many years of experience do you have as a team leader?

Have you ever worked from home?
When did you leave your last job?
Did you have a productive relationship with your previous manager?
What was your best subject in school?
What was your most difficult subject?
Conducting the Interview
The manner in which human resource professionals and hiring managers

interview applicants can be pivotal in identifying the top candidates for a job. A
successful and effective interview is one in which both the interviewer and the
interviewee receive accurate information and can make informed decisions about the
applicant's suitability for the job.

The interview process can be stressful for both the interviewer and the
interviewee. It is normal for an applicant to be nervous, so interviewers should try to
put the person at ease from the moment he or she enters the room. By helping the
interviewee feel relaxed and comfortable, the interviewer stands a better chance of
obtaining a clear idea of the applicant's abilities and personality.
Before commencing with prepared questions, the interviewer could ease

tensions by encouraging the applicant to talk about a particular interestperhaps
something on the person's resume. At this point the interviewer might also want to
recap the position and what it entails. This can help the applicant answer questions
more knowledgeably and consider again whether he or she is genuinely interested in
the job.
Controlling the interview
For an interview to be as useful as possible in the employment-decision

process, the interviewer must maintain complete control over the interview at all
times. Establishing and maintaining control requires, in addition to good questioning
techniques, effective listening skills.
Effective listening is challenging, partly because people are often more focused
on what they're saying than on what they're hearing. The key for the interviewer is to
speak as little as possible. One approach to effective listening is a paraphrase of the
golden rule: Listen to others as you would have them listen to you. Here are some
tips for listening effectively:
Minimize internal and external distractions; focus only on what the applicant is
saying.
Listen to the full answer before asking the next question.
Clarify the candidate's answers if necessary and ask if more information is
needed. Occasionally it may be useful for interviewers to restate an
applicant's reply in their own words.
Watch the interviewee's facial expressions and body language.
Encouraging communication
To gain as much information as possible from an applicant, the interviewer

should create an atmosphere that promotes communication. Following are
suggestions for building rapport and fostering discussion:
Set aside a quiet place for the interview.

Schedule enough time so that the interview will not be rushed.
Inform the candidate well in advance about the location and time of the
interview.
Greet the candidate with a pleasant smile and a firm handshake. Introduce
yourself and anyone else who will be involved in the interview.
Ask for permission to record the interview or take notes.
Begin in a manner that provides a comfortable atmosphere for the candidate.

Outline the interview objectives and structure.
Try to ask questions that will facilitate discussion. Avoid questions requiring
only a yes or no answer. Keep the questions open-ended so that the applicant
has the opportunity to speak freely.
Ask only job-related questions. Steer clear of personal, private and
discriminatory questions.
Start with easier questions and gradually build to more difficult or searching
questions.
Ask only one question at a time.
If necessary, repeat the question, but try not to rephrase it.
Do not lead, prompt, interrupt or help the candidate find an answer.
Avoid facial expressions that could lead to an answer.
Listen carefully to the candidate's answers.
Probe for the applicant's ability to manage and work in teams.
Assess whether the candidate would fit with the organization's culture.
Follow-up questions
Asking follow-up questionsalso called probingcan be necessary when the

interviewer does not fully understand a response, when answers are vague or
ambiguous, or when the interviewer require more specific information from the
applicant.
Probing questions inviting more detail often begin with "what" or "how."
Questions inviting personal reflection often begin with "do you" or "are you."
Questions beginning with "why" may put the respondent on the defensive or result in
little useful information and require additional probing.
It is helpful to be familiar with some techniques of probing. Here are a few

examples:
Could you please tell me more about . . . ?

I'm not quite sure I understood. Could you tell me more about that?
I'm not certain what you mean by . . . Could you give me some examples?
Could you tell me more about your thinking on that?
You mentioned . . . Could you tell me more about that? What stands out in
your mind about that?
This is what I thought I heard . . . Did I understand you correctly?
What I hear you saying is . . .
Can you give me an example of . . . ?
What makes you feel that way?
You just told me about . . . I'd also like to know about . . .
Reflection questions
Reflection questions are designed to help the interviewer achieve a deeper

understanding of the applicant's responses. Such questions rarely evoke
defensiveness; applicants want the interviewer to understand their responses.
Reflection questions might begin with phrases such as:
Let me say back to you what I thought I heard you say . . .

That made you think (or feel) . . . ?
You mean that . . . ?
The potential pluses of reflection questions are varied. They can:
Demonstrate to the applicant that his or her responses are understood.
Rephrase the applicant's response in clearer or more articulate language.
Let the applicant know the interviewer is paying attention.
Provide the applicant with an additional opportunity to elaborate on his or her
responses.
Closing the interview
A popular method of closing the interview is to say the interview is ending and
to offer the candidate the opportunity to ask questions. This will enable the candidate
to gain clarification on aspects of the position and on employment conditions such as
hours, salary and benefits. The interviewer should answer the candidate's questions
as frankly as possible. If it is not an appropriate time to discuss compensation
perhaps others are presentthe interviewer can suggest a follow-up discussion.
Interviewers should be prepared to provide documents describing the company and
its benefits.
In closing an interview, the interviewer may want to:
Ask if the candidate is interested in the job based on the information provided
during the interview.
Ask about availability.
Ask for a list of people who can be contacted for references.
Explain the time frame for the rest of the interviews, the subsequent steps in
the process and when a decision is likely to be made.
Explain how to get in touch with the interviewer and when to expect to hear
from him or her.
Walk the candidate to the door and thank the person for the interview.
Such steps can ensure the applicant is left with a positive impression of the
interviewer and the organization. After interviews, the interviewer should update the
assessment grids for all active candidates.
Additional Considerations
In addition to the general aspects of preparing for and conducting employment

interviews already discussed, a few other issues bear consideration. These include
the possibility that a candidate can be over prepared for an interview, thus affecting
the impressions he or she creates; the question of whether and how to take notes

during an interview; and methods of following up with candidates after initial
interviews.
Over-preparedness
The overly prepared applicant can be a puzzle for hiring managers who are
trying to determine if the applicant would be a good fit for the position and the
organization. Job seekers can learn from books, magazine articles and websites not
only what questions to expect but also what answers to give to those questions.
Determining whether an applicant is providing a truthful response to specific
questions can be equally as challenging for interviewers. There are, however,
several techniques that may be useful:
Do some research to determine if the questions you are asking are on popular
interview preparation websites? If they are, but the interviewer still feel it is
important to ask those questions, he or she can consider how to push
applicants beyond their prepared responses.
Ask follow up-questions. Keep asking questions until the applicant gives a
response that sounds genuine and thoughtful rather than studied and
coached.
Do not go astray and ask irrelevant questions when trying to generate
questions that do not elicit rehearsed responses.
Consider that the rehearsed responses may be legitimate and informative.
The fact that an applicant has prepared a response does not necessarily
mean that the applicant is being insincere or untruthful.
Taking notes
There are various schools of thought on note taking during employment

interviews. Some experts say it distracts the interviewer; others say that notes
should be made both during and after the interview for documentation purposes.
While there seems to be no consensus on this topic, many experts do advise
employers to avoid the practice of writing notes directly on applications or resumes
because they might be used to support an applicant's claim of discrimination. See Is
There a Problem with Writing Notes Directly on Applications or Resumes?
Notes about an applicant's skills or experience that are related to the job in
question can be recorded on a separate interview evaluation sheet to accomplish the
goal of accurately recording information from an interview. However, notes should
never be made about the physical characteristics or appearance of an applicant or
any other area of potential legal liability. Note taking should be restricted to
unobtrusive commentary about the applicant's qualifications and skills relative to the
position.
Follow-up interviews
Organizations often bring certain applicants back for second or even third
interviews for a number of reasons. Sometimes the employer may want to confirm

that an applicant is the ideal candidate for the position, or the employer may be
trying to decide between two or more qualified applicants.
An interviewer conducts first interviews to screen applicants based on their

general qualifications. Once the interviewer narrows the selection to specific
candidates, he or she then needs to apply additional screening methods at a follow-
up interview level to further ascertain a candidate's specific qualities and potential
cultural fit. A follow-up interview is also an opportunity for candidates to do further
research on whether the company is an organization they want to work for.
During the follow-up interview phase, the interviewer should have specific
goals in mind and may want to invite other staff members to take part in the
interview.
The follow-up interview is usually the final step before extending an offer of
employment to a candidate. If the candidate passes muster, the employer will then
extend an offer orally and in writing.
Interview Questions
Most interviews consist of many types of questions, but they usually lean
toward situational interviews or behavior description interviews. A situational
interview is one in which the candidate is given a sample situation and is asked how
he or she might deal with the situation. In a behavior description interview, the
candidate is asked questions about what he or she actually did in a variety of given
situations. The assumption in this type of interview is that someones past
experience or actions are an indicator of future behavior. These types of questions,
as opposed to the old tell me about yourself questions, tend to assist the
interviewer in knowing how a person would handle or has handled situations. These
interview styles also use a structured method and provide a better basis for decision
making. Examples of situational interview questions might include the following:
If you saw someone stealing from the company, what would you do?
One of your employees is performing poorly, but you know he has some
personal home issues he is dealing with. How would you handle complaints
from his colleagues about lack of performance?
A coworker has told you she called in sick three days last week because she
actually decided to take a vacation. What would you do?
You are rolling out a new sales plan on Tuesday, which is really important to
ensure success in your organization. When you present it, the team is
lukewarm on the plan. What would you do?
You disagree with your supervisor on her handling of a situation. What would
you do?
Examples of behavior description interview questions might include the
following:
Tell me about a time you had to make a hard decision. How did you handle
this process?

Q. 13 What is training and development? What is the need for training and
development?
Ans: Training and Development
Training and development is vital part of the human resource development. It

is assuming ever important role in wake of the advancement of technology which has
resulted in ever increasing competition, rise in customers expectation of quality and
service and a subsequent need to lower costs. It is also become more important
globally in order to prepare workers for new jobs. In the current write up, we will
focus more on the emerging need of training and development, its implications upon
individuals and the employers.
The need for Training and Development
Before we say that technology is responsible for increased need of training

inputs to employees, it is important to understand that there are other factors too that
contribute to the latter. Training is also necessary for the individual development and
progress of the employee, which motivates him to work for a certain organisation
apart from just money. We also require training update employees of the market
trends, the change in the employment policies and other things.
The following are the two biggest factors that contribute to the increased need
to training and development in organisations:
1. Change:
The word change encapsulates almost everything. It is one of the biggest

factors that contribute to the need of training and development. There is in fact a
direct relationship between the two. Change leads to the need for training and
development and training and development leads to individual and organisational
change, and the cycle goes on and on. More specifically it is the technology that is
driving the need; changing the way how businesses function, compete and deliver.
2. Development:
It is again one the strong reasons for training and development becoming all
the more important. Money is not the sole motivator at work and this is especially
very true for the 21st century. People who work with organisations seek more than
just employment out of their work; they look at holistic development of self.
Spirituality and self awareness for example are gaining momentum world over.
People seek happiness at jobs which may not be possible unless an individual is
aware of the self. At ford, for example, an individual can enroll himself / herself in a
course on self awareness, which apparently seems inconsequential to ones
performance at work but contributes to the spiritual well being of an individual which
is all the more important.

Other Needs of Training
Individual level
Diagnosis of present problems and future challenges

Improve individual performance or fix up performance deficiency
Improve skills or knowledge or any other problem
To anticipate future skill-needs and prepare employee to handle more
challenging tasks
To prepare for possible job transfers
Group level
To face any change in organization strategy at group levels

When new products and services are launched
To avoid scraps and accident rates
Q. 14 What is the difference between Training and Development.
Ans: Difference between Training and Development
COMPARISON TRAINING DEVELOPMENT
The action of teaching a The action of providing the opportunity for an

person a particular skill or individual to improve their general knowledge
Meaning type of behaviour. and abilities for their overall growth.
Term Short Term Long Term
Focus on Present/ immediate need Future role
Concentrated
towards Job & ability Career & possibility
Who leads? Trainer/ Line manager Self
To improve the work

performance or capabilities
Purpose of an employee. To prepare individuals for future challenges.
Number of people One or many Only one
Aim Specific job or role related Conceptual and general knowledge
Q. 15 What is the importance of training and development?
Ans: Importance of Training and Development
Training and career development are very vital in any company or

organization that aims at progressing. Training simply refers to the process of

acquiring the essential skills required for a certain job. It targets specific goals, for
instance understanding a process and operating a certain machine or system.
Career development, on the other side, puts emphasis on broader skills, which are
applicable in a wide range of situations. This includes decision making, thinking
creatively and managing people.
1. Help in addressing employee weaknesses
Most workers have certain weaknesses in their workplace, which hinder them
from giving the best services. Training assists in eliminating these weaknesses, by
strengthening workers skills. A well organized development program helps
employees gain similar skills and knowledge, thus bringing them all to a higher
uniform level. This simply means that the whole workforce is reliable, so the
company or organization doesnt have to rely only on specific employees.
2. Improvement in workers performance
A properly trained employee becomes more informed about procedures for

various tasks. The worker confidence is also boosted by training and development.
This confidence comes from the fact that the employee is fully aware of his/her roles
and responsibilities. It helps the worker carry out the duties in better way and even
find new ideas to incorporate in the daily execution of duty.
3. Consistency in duty performance
A well organized training and development program gives the workers

constant knowledge and experience. Consistency is very vital when it comes to an
organizations or companys procedures and policies. This mostly includes
administrative procedures and ethics during execution of duty.
4. Ensuring worker satisfaction
Training and development makes the employee also feel satisfied with the
role they play in the company or organization. This is driven by the great ability they
gain to execute their duties. They feel they belong to the company or the
organization that they work for and the only way to reward it is giving the best
services they can.
5. Increased productivity
Through training and development the employee acquires all the knowledge
and skills needed in their day to day tasks. Workers can perform at a faster rate and
with efficiency thus increasing overall productivity of the company. They also gain
new tactics of overcoming challenges when they face them.
6. Improved quality of services and products

Employees gain standard methods to use in their tasks. They are also able to
maintain uniformity in the output they give. This results with a company that gives
satisfying services or goods.
7. Reduced cost
Training and development results with optimal utilization of resources in a

company or organization. There is no wastage of resources, which may cause extra
expenses. Accidents are also reduced during working. All the machines and
resources are used economically, reducing expenditure.
8. Reduction in supervision
The moment they gain the necessary skills and knowledge, employees will
become more confident. They will become self reliant and require only little guidance
as they perform their tasks. The supervisor can depend on the employees decision
to give quality output. This relieves supervisors the burden of constantly having to
give directives on what should be done.
Q. 16 What are the training methods?
Ans: Training Methods
A. On-the-job training Methods:
Under these methods new or inexperienced employees learn through

observing peers or managers performing the job and trying to imitate their behaviour.
These methods do not cost much and are less disruptive as employees are always
on the job, training is given on the same machines and experience would be on
already approved standards, and above all the trainee is learning while earning.
Some of the commonly used methods are:
1. Coaching:
Coaching is a one-to-one training. It helps in quickly identifying the weak areas and
tries to focus on them. It also offers the benefit of transferring theory learning to
practice. The biggest problem is that it perpetrates the existing practices and styles.
In India most of the scooter mechanics are trained only through this method.
2. Mentoring:
The focus in this training is on the development of attitude. It is used for managerial
employees. Mentoring is always done by a senior inside person. It is also one-to-
one interaction, like coaching.
3. Job Rotation:
It is the process of training employees by rotating them through a series of

related jobs. Rotation not only makes a person well acquainted with different jobs,

but it also alleviates boredom and allows to develop rapport with a number of people.
Rotation must be logical.
4. Job Instructional Technique (JIT):
It is a Step by step (structured) on the job training method in which a suitable

trainer (a) prepares a trainee with an overview of the job, its purpose, and the results
desired, (b) demonstrates the task or the skill to the trainee, (c) allows the trainee to
show the demonstration on his or her own, and (d) follows up to provide feedback
and help. The trainees are presented the learning material in written or by learning
machines through a series called frames. This method is a valuable tool for all
educators (teachers and trainers). It helps us:
a. To deliver step-by-step instruction
b. To know when the learner has learned
c. To be due diligent (in many work-place environments)
5. Apprenticeship:
Apprenticeship is a system of training a new generation of practitioners of a

skill. This method of training is in vogue in those trades, crafts and technical fields in
which a long period is required for gaining proficiency. The trainees serve as
apprentices to experts for long periods. They have to work in direct association with
and also under the direct supervision of their masters.
The object of such training is to make the trainees all-round craftsmen. It is an

expensive method of training. Also, there is no guarantee that the trained worker will
continue to work in the same organisation after securing training. The apprentices
are paid remuneration according the apprenticeship agreements.
6. Understudy:
In this method, a superior gives training to a subordinate as his understudy

like an assistant to a manager or director (in a film). The subordinate learns through
experience and observation by participating in handling day to day problems. Basic
purpose is to prepare subordinate for assuming the full responsibilities and duties.
B. Off-the-Job Methods
These methods require trainees to leave their workplace and concentrate their
entire time towards the training objectives. These days off-the-job training methods
have become popular due to limitations of the on-the-job training methods such as
facilities and environment, lack of group discussion and full participation among the
trainees from different disciplines, etc. In the off-thejob methods, the development of
trainees is the primary task rest everything is secondary. Following are the main off-
the-job training methods:
1. Special courses and lectures

These are the most traditional and even famous today, method of developing
personnel. Special courses and lectures are either designed by the company itself or
by the management/professional schools. Companies then sponsor their trainees to
attend these courses or lectures. These are the quick and most simple ways to
provide knowledge to a large group of trainees.
2. Conferences and seminars
In this, the participants are required to pool their thoughts, ideas, viewpoints,
suggestions and recommendations. By attending conferences and seminars,
trainees try to look at a problem from different angles as the participants are normally
from different fields and sectors.
3. Selected reading
This is the self-improvement training technique. The persons acquire

knowledge and awareness by reading various trade journals and magazines. Most of
the companies have their own libraries. The employees become the members of the
professional associations to keep abreast of latest developments in their respective
fields.
4. Programmed instruction/learning
This is step-by-step self-learning method where the medium may be a

textbook, computer or the internet. This is a systematic method for teaching job skills
involving presenting questions or facts, allowing the person to respond and giving
the learner immediate feedback on the accuracy of his or her answers."
5. Brainstorming
This is creativity-training technique, it helps people to solve problems in a new

and different way. In this technique, the trainees are given the opportunity to
generate ideas openly and without any fear of judgment. Criticism of any idea is not
allowed so as to reduce inhibiting forces. Once a lot of ideas are generated then they
are evaluated for their cost and feasibility.
6. Vestibule schools
Large organisations frequently provide what are described as vestibule

schools a preliminary to actual shop experience. As far as possible, shop conditions
are duplicated, but instruction, not output is major objective." A vestibule school is
operated as a specialized endeavor by the personnel department. This training is
required when the amount of training that has to be done exceeds the capacity of the
line supervisor; a portion of training is evolved from the line and assigned to staff
through a vestibule school." The advantage of a vestibule school is specialisation.
7. Behaviour modeling

This is structured approach to teach specific supervisory skill. This is based on the
social learning theory in which the trainee is provided with a specific model of
behaviour and is informed in advance of the consequences of engaging in that type
of behaviour.
8. Sensitivity (T-group) training
In this type of training, a small group of trainees consisting of 10 to 12 persons

is formed which meets in an unstructured situation. There is no set agenda or
schedule or plan. The main objectives are more openness with each other,
increased listening skills, trust, support, tolerance and concern for others. The
trainers serve a catalytic role. The group meets in isolation without any formal
agenda. There is great focus on inter-personal behaviour. And, the trainer provides
honest but supportive feedback to members on how they interacted with one
another.
9. Multiple management
This technique of training was first introduced by McCormick, President of

McCormick & co. of Baltimore in 1932. He gave the idea of establishing a junior
board of directors. Authority is given to the junior board members to discuss any
problem that could be discuss in senior board and give recommendations to the
senior board. Innovative and productive ideas became available for senior board.
10. Simulation Exercises:
Simulation is any artificial environment exactly similar to the actual situation. There
are four basic simulation techniques used for imparting training: management
games, case study, role playing, and in-basket training.
(a) Management Games:
Properly designed games help to ingrain thinking habits, analytical, logical and
reasoning capabilities, importance of team work, time management, to make
decisions lacking complete information, communication and leadership capabilities.
Use of management games can encourage novel, innovative mechanisms for coping
with stress.
Management games orient a candidate with practical applicability of the subject.

These games help to appreciate management concepts in a practical way. Different
games are used for training general managers and the middle management and
functional heads executive Games and functional heads.
(b) Case Study:
Case studies are complex examples which give an insight into the context of a
problem as well as illustrating the main point. Case Studies are trainee centered
activities based on topics that demonstrate theoretical concepts in an applied setting.

A case study allows the application of theoretical concepts to be demonstrated, thus
bridging the gap between theory and practice, encourage active learning, provides
an opportunity for the development of key skills such as communication, group
working and problem solving, and increases the trainees enjoyment of the topic and
hence their desire to learn.
(c) Role Playing:
Each trainee takes the role of a person affected by an issue and studies the impacts
of the issues on human life and/or the effects of human activities on the world around
us from the perspective of that person.
It emphasizes the real- world side of science and challenges students to deal with
complex problems with no single right answer and to use a variety of skills beyond
those employed in a typical research project.
In particular, role-playing presents the student a valuable opportunity to learn not just
the course content, but other perspectives on it. The steps involved in role playing
include defining objectives, choose context & roles, introducing the exercise, trainee
preparation/research, the role-play, concluding discussion, and assessment. Types
of role play may be multiple role play, single role play, role rotation, and spontaneous
role play.
(d) In-basket training:
In-basket exercise, also known as in-tray training, consists of a set of business

papers which may include e-mail SMSs, reports, memos, and other items. Now the
trainer is asked to priorities the decisions to be made immediately and the ones that
can be delayed.
11. Transactional Analysis:
It provides trainees with a realistic and useful method for analyzing and
understanding the behavior of others. In every social interaction, there is a
motivation provided by one person and a reaction to that motivation given by another
person.
This motivation reaction relationship between two persons is known as a transaction.

Transactional analysis can be done by the ego (system of feelings accompanied by
a related set of behaviors states of an individual).
Child:
It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses which come to him/her naturally from his/her own understanding as a child.
The characteristics of this ego are to be spontaneous, intense, unconfident, reliant,
probing, anxious, etc. Verbal clues that a person is operating from its child state are
the use of words like I guess, I suppose, etc. and non verbal clues like, giggling,
coyness, silent, attention seeking etc.

Parent:
It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses imposed on her in her childhood from various sources such as, social,
parents, friends, etc.
The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc.
Verbal clues that a person is operating from its parent states are the use of words
like, always, should, never, etc and non-verbal clues such as, raising eyebrows,
pointing an accusing finger at somebody, etc.
Adult:
It is a collection of reality testing, rational behaviour, decision making, etc. A person

in this ego state verifies, updates the reaction which she has received from the other
two states. It is a shift from the taught and felt concepts to tested concepts.
All of us show behaviour from one ego state which is responded to by the other
person from any of these three states.
Q. 16 Explain Training Process Or Steps Involved For Conducting Training
Ans: Training is not a one sort affair; rather it is a step-by-step process that will
complete only after successful completion of given sequential activities.
1. Identifying Training Needs
Training need is a difference between standard performance and actual

performance. Hence, it tries to bridge the gap between standard performance and
actual performance. The gap clearly underlines the need for training of employees.
Hence, under this phase, the gap is identified in order to assess the training needs.
2. Establish Specific Objectives
After the identification of training needs, the must crucial task is to determine the
objectives of training. Hence, the primary purpose of training should focus to bridge
the gap between standard performance and actual performance. This can be done
through setting training objectives. Thus, basic objective of training is to bring proper
match between man and the job.
3. Select Appropriate Methods

Training methods are desired means of attaining training objectives. After the
determination of training needs and specification of objectives, an appropriate
training method is to be identified and selected to achieve the stated objectives.
There are number of training methods available but their suitability is judged as per
the need of organizational training needs.
4. Implement Programs
After the selection of an appropriate method, the actual functioning takes place.
Under this step, the prepared plans and programs are implemented to get the
desired output. Under it, employees are trained to develop for better performance of
organizational activities.
5. Evaluate Program
It consists of an evaluation of various aspects of training in order to know whether

the training program was effective. In other words, it refers to the training utility in
terms of effect of training one employees' performance.
6. Feedback
Finally, a feedback mechanism is created in order to identify the weak areas in the
training program and improve the same in future. For this purpose, information
relating to class room, food, lodging etc. are obtained from participants. The obtained
information, then, tabulated, evaluated, and analyzed in order to mark weak areas of
training programs and for future improvements.
Q. 17 Explain any three traditional training methods with its advantages and
disadvantages. (Summer-2012)
Ans: Traditional Training Methods
1. PRESENTATION
Presentation refers to the traditional method of training where the trainees are
passive receivers of the information. The disadvantages are as highlighted below:
The lecture method lacks participant involvement, feedback, and meaning

connection to the work environment, thus inhibiting learning and transfer of training
this implies that, since trainee just have to sit down and listen to the trainer in the
lecture method, they not actively involved in the training program and this can limit
the amount of knowledge gained during the training program as trainees differ in the
level of understanding.
Audio and visual techniques can lack creative approach because audio and
visual techniques requires certain level of competency, trainers that don't have the
required audio and visual skill can overload trainees with information and
unattractive designs that can hinder their learning.

2. HANDS-ON
This refers to training programs that requires trainees to be actively involved

in learning. This normally occurs between manager of senior staff and new recruits.
On-the-job training (ojt) is normally associated with the following

disadvantages due to its unstructured approach:
Managers and peers maybe use different approach in completing a work for
instances, the training might be done with tools that are designed specifically for the
managers (e.g. CEO's computer) which maybe be different from that of the staffs.
For instances difference in software where manager's computer runs on Mac and
Staff's computer runs on Microsoft. This difference might make the training useless
as different skills are required for operating different computer system.
Can result in poorly training employees due to lack of standardized training

format, employees might end up producing products that verify in quality and content
because they have been trained this way. Sometimes the employees might clearly
understand the demonstration and not offered adequate feedback. This can also
influence their productivity negatively.
3. SELF-DIRECTED LEARNING
This involves allowing employees to take full responsibility for all aspects of
the training section that is when it is to be conducted, and who will be involved.
Trainees must be willing and comfortable to learn by themselves this is a

major disadvantage as a trainee's motivation might be based on numerous factors
and change in his motivation might influence his willingness negatively. For instance,
if the trainees is not monitored be might use the training time for other personal
activities and cost incur training costs to the organisation.
4. APPRENTICESHIP
This is a work-study training process that combines both on-the-job and

classroom (presentation) training.
Restriction on minorities and women this is one of the disadvantages of

apprenticeship as only men deem capable are put under this form of training.
No guarantee of job unlike other training method which can possibly happen
while the employee is already employed, apprenticeship normally happen prior to
employee. This implies that there is no guarantee that successful apprenticeship will
yield job opportunities.
5. SIMULATION
This is a training program that involves representing real-life situation to

understand how trainees will undertake the task if they were in the job.

Simulation is expensive because simulation involves using the same exact
tools and equipment that will be found in the work environment, and also require
constant update in relation to the work environment.
6. CASE STUDY
This involves training trainees in relation to situations other employees have

faced in the past and how the situation could be combated.
Trainees may not end up facing the situation since business environment is
unpredictable, there is no guarantee that the trainee will end up facing the exact
situation and thus, this can lead to loss in terms of training expenses.
WHY TRADITIONAL TRAINING METHODS FAIL
1. Lack of storage compared to modern training methods, traditional training

did not offer the trainees the ability to keep records of acquired skills are they
are taught on an unstructured manner. This results in the trainees not being
able to refer back if they face setbacks in regards to acquired skill. Thus, it
results to lose of training expenses as training them again on the same skill
will require another accrued expense.
2. Less interactive compared to the modern form of training, there is less
instructiveness between trainers and trainees in traditional method. This can
result to information overload and low motivation to complete the training
program.
3. Low applicability compared to modern training methods, application of skills
learned during traditional training can change with change in environment. For
instance, if an employee was trained in an American firm, there is possibility
that the skills gained might not be applicable in Chinese firm and vice versa.
But in the case of modern training, the skills such a s typing skill are generally
applicable in all firms as all computers use the same keyboard format.
Q.18 What do you understand by HRP? What is its importance? (Summer-2012)
Ans: Significance Or Importance Of Human Resource Planning
Human resource planning aims at fulfilling the objectives of manpower requirement.

It helps to mobilize the recruited resources for the productive activities. The human
resource planning is and important process aiming to link business strategy and its
operation. The importance of human resource planning are as follows:
1. Future Manpower Needs
Human resource planning ensures that people are available to provide the
continued smooth operation of an organization. It means, human resource planning
is regarded as a tool to assure the future availability of manpower to carry on the
organizational activities. It determines the future needs of manpower in terms of
number and kind.

2. Coping With Change
Human resource planning is important to cope with the change associated

with the external environmental factors. It helps assess the current human resources
through HR inventory and adapts it to changing technological, political, socio-
cultural, and economic forces.
3. Recruitment Of Talented Personnel
Another purpose of HR planning is to recruit and select the most capable

personnel to fill job vacancies. It determines human resource needs, assesses the
available HR inventory level and finally recruits the personnel needed to perform the
job.
4. Development Of Human Resources
Human resource planning identifies the skill requirements for various levels of
jobs. Then it organizes various training and development campaigns to impart the
required skill and ability in employees to perform the task efficiently and effectively.
5. Proper Utilization Of Human Resources
Human resource planning measures that the organization acquires and

utilizes the manpower effectively to achieve objectives. Human resource planning
helps in assessing and recruiting skilled human resource. It focuses on the optimum
utilization of human resource to minimize the overall cost of production.
6. Uncertainty Reduction
This is associated with reducing the impact of uncertainty which are brought
by uncertain changes in processes and procedures of human resource management
in the organization. There must be proper utilization of human and non-human
resources in the organisation. Sometimes the organisation may have adequate non-
human resources e.g. machines, materials and money but inadequate human
resources as a result, manufacturing process/production cannot be started. Human
resource planning helps to offset uncertainties and changes as far as possible and
enables to ensure availability of human resources of the right kind, at right time and
at right place.
Q. 19 Explain the techniques of employee demand forecasting. (Summer-2012)
Ans: Methods of Demand Forecasting:
There are three major methods of demand forecasting. They are as follows.
(1) Executive Judgment:
Executive or Managerial Judgment method is the most suitable for smaller

enterprises because they do not afford to have work study technique. Under this
method the executives sit together and determine the future manpower requirements

of the enterprise and submit the proposal to the top management for approval. This
approach is known as bottom up approach.
Sometimes the members of top management sit together and determine the
needs on the advice of personnel department. The forecasts so prepared sent for
review to the departmental heads and after their consent approved the need. This is
known as top down approach. The best way is the combination of the two
approaches. Executives at both levels equipped with guidelines sit together and
determine the human resources need of the organization.
(2) Work Load Forecasting:
It is also known as work load analysis. Under this method the stock of
workload and the continuity of operations are determined. Accordingly the labour
requirement is determined. The workload becomes the base for workforce analysis
for the forthcoming years. Here due consideration is given to absenteeism and
labour turnover. This method is also known as work study technique. Here working
capacity of each employee is calculated in terms of man-hours. Man-hours required
for each unit is calculated and then number of required employees is calculated.
The example is given below:
(a) Planned annual production = 2, 00,000 units
(b) Standard man-hours required for each unit = 2 Hours
(c) Planned man-hour needed for the year (a x b) = 4, 00,000 hrs.
(d) Planned annual contribution of an employee = 2000 hrs.
(e) No. of employees required - (c/d) = 4, 00,000/2000 = 200
This method is useful for long term forecasting.
(3) Statistical Techniques:
Long range demand forecasting for human resources is more responsive to

statistical and mathematical techniques. With the help of computers any data is
rapidly analyzed.
The following are the methods of forecasting used under this category:
(a) Ratio Trends Analysis:
Under this method the ratios are calculated for the past data related to number of
employees of each category i.e. production, sales and marketing levels, work load
levels. Future production and sales levels, work load, activity levels are estimated
with an allowance of changes in organization, methods and jobs. The future ratios
are estimated. Then future human resources requirement is calculated on the basis
of established ratios. This method is easy to understand. Value depends upon
accuracy of data.

(b) Econometric Models:
Econometric models are built up on the basis of analysis of past statistical data
establishing the relationship between variables in a mathematical formula. The
variables are those factors such as production, sales, finance and other activities
affecting human resource requirement. Econometric model is used to forecast
human resource requirements based on various variables.
(c) Bureks Smith Model:
Elmer Bureks and Robert Smith have developed a mathematical model for human
resource forecasting based on some key variables that affects overall requirement
for human resources of the organisation. They have given an equation.
En = (Lagg + G) 1/x/ y
Where En = Estimated level of demand for employees
Lagg = Turnover or overall current business activity
G = Total growth in business activity anticipated thought period n in term of rupees
x = Average productivity improvement from today thought planning period.
y = Conversion figure relating todays overall activity to required employees.
This method is used when the values of G, x and y are accurate. To obtain the
values of G, x and y different statistical techniques are used.
(d) Regression Analysis:
Regression analysis is used to forecast demand for human resources at some point
of time in future by using factors such as sales, production services provided etc.
This method is used when independent and dependent variables are functionally
related to each other. Nowadays computers are used to solve regression equations
for demand forecasting.
Supply Forecasting:
Supply forecasting means to make an estimation of supply of human

resources taking into consideration the analysis of current human resources
inventory and future availability.
1. Existing Inventory:
The first step in supply forecasting is to take a stock of existing HR inventory as

follows.
(a) Head Count:
Count of the total number of people available department-wise, sex- wise,

designation-wise, skill-wise, pay roll-wise etc.

(b) Job Family Inventory:
It consists to number and category of employees of each job family i.e. the jobs
related to same category like office staff, sales and marketing staff, production staff,
maintenance and industrial engineers, quality control engineers etc.
(c) Age Inventory:
It consists of age-wise number and category of employees. This gives us age

composition of human resources. Dynamism, creative abilities innovativeness is
present in young employees while making of proper judgment and display of maturity
is shown by elderly employees.
Organisations prefer both young and old employees. Human resource planning
should give due consideration to age-wise human resource mixing young and old
employees in due proportions.
(d) Inventory of skill, experience, values and capabilities:
Organisation should take a stock of present inventory of skill, employees with

number of years of experiences (10 yrs, 15-yrs, 20 yrs and more etc.), values and
capabilities.
(e) Inventory of Qualifications and Training:
This consists of educational qualifications of the employees academic and technical

and special qualifications if any and the training received by the employees.
(f) Inventory of Salary grades:
This includes pay and allowance-wise and total emoluments-wise stock taking.
(g) Gender wise Inventory:
Inventory of male and female employees of the organisation.
(h) Local and Non-Local-wise Inventory:
It includes the stock of local employees and the employees belonging to other areas
such as different states of India.
(i) Inventory of Past Performance and Future Potentialities:
There are several human capacities or potentials required for performing jobs at the
workplace. Requirement of these along experience need to be taken into
consideration while taking stock of human resource inventory.
2. Labour Wastage:
Labour wastage should be taken into account while making future forecast and
find out the reasons of people leaving the organisation. Action can be taken to arrest
the labour wastage and replacement of uncontrollable losses. HR manager must

know how to make wastage analysis. For measuring permanent total loss due to
labour the following labour turnover formula is used.
Labour Turnover Rate = Number of Employees left specified period (Say one
year)/ Average Number of Employees during the same period x 100
HR Managers have to calculate the rate of labour turnover, conduct exit

interviews etc. This helps them forecast, the rate of potential loss, causes of loss etc.
The steps can be taken to reduce loss. HR Manager can calculate labour stability
index by using the formula given below.
Labour Stability Index = Number of Employees with one years service or more /
Number of Employees one year ago x 100
By knowing all these labour instability can be arrested and labour turnover can be
minimised.
The potential losses can be classified as permanent total loss, permanent partial
loss, Temporary total loss and Temporary partial loss. Let us analyse these losses.
(a) Permanent Total Loss:
Permanent total loss is due to deaths, voluntary quits retirement, dismissals,

retrenchment, and promotions out, demotions and transfers out. This can be filled in
by new recruits, promotions in and transfers in.
(b) Permanent Partial Loss:
Permanent partial loss is due to loss of some skills, potentials and capabilities
because of ill health or accidents. To get rid of this loss organisation can acquire new
skill, knowledge, values, and aptitudes among the existing employees by providing
adequate and necessary training.
(c) Temporary Total Loss:
Temporary total loss is due to loss of aptitudes, values, change in outlook and
attitude of existing employees towards their jobs, department and organisation.
Absenteeism is also a reason for this. This can be prevented by taking steps to
minimize absenteeism to forecast loss of human resources due to it. Attitude of the
employees towards organisation can be improved by knowing the causes of change
and making efforts to remove those causes.
(d) Temporary Partial Loss:
This loss is due to consultancy or advice offered by the employees of the

organisation to others. This loss of labour hours has to be there because many
organisations encourage this practice as there is revenue to the organisations also.
If you think of revenue obtained by the organisations this loss to some extent is
subsided. But these organisations not claiming from the fees or commission received

by the employees, this loss is cognizable. After forecasting potential loss, potential
additions are also to be taken into account.
3. Potential Additions:
Potentials added to the present inventory of human resources minimize the impact of
potential losses. Potential additions are of following types:
(1) Permanent total:
Permanent total additions are due to new recruitment, promotions granted to juniors,
transfer effected from one department to another.
(2) Permanent Partial Additions:
These consist of acquisitions of new skills, knowledge, by the present employees.

This will increase the stock of human resources in the organisation.
(3) Temporary Total Additions:
These consist of deputation of employees from other organisations. This will

temporarily make additions to the stock of human resources.
(4) Temporary Partial Additions:
These come to the organisation through the consultancy and advice by the
employees of other organisations.
Sources of Supply:
Estimation of supply of human resources depends upon internal and external

sources.
1. Internal Factors:
Internal source of supply of human resources include the output from established
training programme for employees and management development programmes for
executives and the existing reservoirs of skills, potentials, creative abilities of the
organisation.
2. External Factors:
External factors can be grouped into local and national factors.
(a) Local Factors:
Local factors include the following:
(1) Population densities within the reach of enterprise.
(2) Current and future wage and salary structure from other employers.
(3) Local unemployment level.

(4) Availability of employees on part time, temporary and casual basis.
(5) The output from local educational institutions and training institutions managed by
government and private establishments.
(6) Local transport and communication facilities.
(7) Availability of residential facilities.
(8) Traditional pattern of employment locally and availability of human resources with
requisite qualifications and skills.
(9) The pattern of migration and immigration.
(10) The attraction of the area as a better place to reside.
(11) The attraction of a company as a better workplace and company as a good

paymaster.
(12) The residential facilities, educational health and transport facilities.
(13) The regulations of local government in respect of reservation of backward and

minorities communities.
(b) National Factors:
National factors include the following:
(1) Trends in growth of working population of the country.
(2) National demands for certain categories of human resources such as technical
and management professionals, computer professionals, medical practitioners,
technicians, secretaries, craftsmen, graduates etc.
(3) The output from universities, technical and professional institutions.
(4) Impact of changes in educational patterns.
(5) Cultural patterns, social norms and customs.
(6) Impact of government training schemes.
(7) Impact of government policies in respect of employment regulations.
(8) Migration and immigration patterns.
(9) Impact of national educational facilities.
The net human resource requirement depends upon the human resource
requirement of the organization for future i.e. demand forecasting and the total
supply of human resources available.

Q.20 A well thought of orientation program is essential for all new employees,
whether they have experience or not.- Explain why you agree or disagree with this
statement. (Summer-2012)
Ans: Introduction
Imagine starting a new job in a community-based organization in a new area.

You accept the position, show up for work on the agreed-upon day, and the director
shows you your space, welcomes you to the organization...and leaves. That's it -
your introduction to your new position. You're on your own to learn all the ins and
outs of the job and the organization - who your co-workers are, who does what, what
the pitfalls of your position are, where to eat lunch...all of it.
Do you think you'd be likely to be able to do your best work - or any work,
really - in the first few weeks or months? More important, how would you feel about
working for this organization? Would you have confidence that these folks had things
under control that they'd thought out what they were doing?
Orientation and Training Programs
Once employees are selected, they must be prepared to do their jobs, which
is when orientation and training come in. Orientation means providing new
employees with basic information about the employer. Training programs are used to
ensure that the new employee has the basic knowledge required to perform the job
satisfactorily.
Orientation programs not only improve the rate at which employees are able
to perform their jobs but also help employees satisfy their personal desires to feel
they are part of the organization's social fabric. The HR department generally orients
newcomers to broad organizational issues and fringe benefits. Supervisors complete
the orientation process by introducing new employees to coworkers and others
involved in the job. A buddy or mentor may be assigned to continue the process.
Employee orientation is part of a long-term investment in a new employee. It

is an initial process that provides easy access to basic information, programs and
services, gives clarification and allows new employees to take an active role in their
organization.
In some organizations an employee handbook is available to all employees.

The content of the handbook covers the key topics covered in an orientation session
for new employees.
Why Is Orientation Important to the Employees?
1. Creating First Impressions
An orientation program creates a positive first impression of the organization

for the employees. Orientation demonstrates that the company is sensitive to the
needs of new hires, which can lead to a greater level of comfort. Employees can also

gain the sense that the company is a professional, well-managed organization that
pays close attention to detail and is willing to assist employees during the
sometimes-difficult transition period when starting a new job.
2. Understanding Expectations
Orientation programs help employees gain an understanding of what is

expected of them. Each organization has its own set of rules and policies regarding
areas such as dress, attendance and conduct, and the orientation should make it
clear what is and is not acceptable. Employees should also get a sense of the
organizational culture during this time so they have a better understanding of what
they need to do to fit in more quickly.
3. Understanding Benefits
The orientation period is typically the time when employees can gain a more
in-depth understanding of the employer's fringe benefit program, as opposed to the
brief overview they received during the interview process. Even smaller businesses
may offer more than one option in areas such as health insurance, so a thorough
explanation of these options can help the employee make a more informed selection.
Employees can also learn when benefits become available, as some may require a
waiting period before enrollment.
4. Engaging New Hires
An effective orientation program can enhance employees' engagement,

making them feel like they're a productive part of the organization more quickly.
Engagement can also increase through the use of mentors, who typically are
seasoned employees who help new hires learn the ropes. Having a mentor provides
new hires with someone they can trust to ask questions or voice concerns, as well as
the comfort of having an ally they can trust.
WHY CONDUCT A ST AFF ORIENTATION PROGRAM?
An orientation for new staff can be a boon to both those staff members and the
organization. Some specific advantages to such a program include:
It allows new staff members to hit the ground running. If they have a clear
understanding of the organization, their positions, and the community, they
can jump into their jobs immediately and start to make a difference.
It instills new staff with confidence in both their own ability to be effective -
because they know they have the information and contacts they need - and
the organization which has had the foresight to provide them with that
background, and made them feel a part of the operation.
It improves the possibility - through facilitating a good start and providing
appropriate background - that people will do a good job over the long
term...and stay longer with the organization.

It makes life easier for others in the organization, by eliminating the need for
new staff members to ask them constantly for information and advice.
It enfolds the new staff member into an existing social structure, thereby
helping him to feel comfortable and to bond with others, and at the same time
helping to improve the organizational climate (the way the organization "feels"
to those who work in and have contact with it).
It formally welcomes new staff to the organization, and makes them feel that
they have support for doing a good job.
By familiarizing new staff members with the organizational culture, it increases
the chances that they will fit well into the organization, and absorb and
become part of that culture.
By making staff knowledgeable and better-prepared, it builds the
organizations reputation in the community, leading to community support and
better services.
A well-conceived and well-run orientation can thus address all the factors -
logistical, professional, social, and philosophical - that can help a staff
member fit into the organization and do the best job she can.
W H AT ARE THE ELEMENTS OF A STAFF ORIENTATION

PROGRAM?
So you're convinced - a staff orientation program is a great thing, and can

really benefit your organization. Now you're faced with the question of what such a
program should consist of. Orientation to just about any position needs to
include introductions to the organization, the target population, the community, and
the position itself. The following are some elements that might be included in each of
these introductions.
1 . I NTRO DUCTI O N TO THE O RG ANI Z ATI O N

A. HISTORY
Even if the organization is brand new, it has a history: the conditions that made it
necessary, how it was started and by whom, how it garnered support, and how it got
to the point of hiring staff. If the organization has been around for a while, its history
includes, in addition, those who have worked in it, its accomplishments, its past
challenges and how it overcame them (or didn't), changes in direction, etc.
All of this is important to understanding the organization as it currently exists. Equally

important, it gives new staff members access to the references to people and events
that are part of the common language of the organization, and that allow one to be
an "insider".
B. MISSION
Your organization has - or should have - a mission statement, and new staff
members should have a copy of it and be given a chance to discuss it and digest

what it means. They should also understand clearly what the real mission of the
organization is if it's not stated directly in the mission statement.
C. ORGANIZATIONAL PHILOSOPHY
Often tied in with its mission, an organization's philosophy guides its structure; the
roles of various people within it; the way it treats its employees, volunteers,
participants, and colleagues; the methods it uses in whatever programs or services it
provides; and its ethics.
D. METHODS OR STRATEGIES
While some organizations leave it up to staff members to decide how they'll do their
jobs, others have set ways of accomplishing their goals. A particular drug treatment
program may advocate an individual approach for all participants, while another may
rely only on therapeutic groups. One adult literacy program may use phonics
exclusively, a second only as one of a broad range of techniques. An organization's
choice of methods may be based on research, past successful (or even
unsuccessful) experience, experimentation, intuition, conventional wisdom,
philosophy, inertia, or some combination.
If your organization employs a particular method or technique, it's important that

new staff members understand both what the method itself is, and that they are
expected to use it. Learning to use the method itself should be part of staff training,
but at least a brief explanation of it and the reasons for its required use should be
included in an orientation.
E. PEOPLE
An organization is actually no more than the people who do its work and give
it life. Perhaps the most important task of a new staff member is to become familiar
with those people and to understand what each of them does. To the extent possible
(depending upon the size of the organization, whether people are full-time, etc.), new
staff members should meet individually with the following:
Administrators. In small grass roots and community-based organizations, where

there is often little distinction made between administrators and line staff (those who
work directly with the target population and do the specific work of the organization),
it's usually important to get to know everyone well. In addition, administrators
generally have a broad perspective on the organization that is important for a new
staff member to be aware of.
Line staff. An opportunity to find out how veteran staff members do the work of the
organization, and, for new line staff, to learn with whom they share the most
philosophically, and whom they're most comfortable approaching for help and
advice.
Support staff. Receptionists, maintenance people, technology coordinators, etc.

often are the glue that holds organizations together. Many have close relationships

with participants as well as with other staff, and may orchestrate the logistics of the
organization as well. Knowing them well and understanding and respecting what
they do can be key to the quality of anyone's life in an organization.
F. ORGANIZATIONAL STRUCTURE
Organizational structure includes several components:
Structure of responsibility. Who reports to whom, who's responsible for what areas of
the organization's work, who makes things happen.
Decision-making structure. Who participates in what decisions; when various people

can act independently and when they need to check with someone else; who shares
in hiring, grievance, conflict resolution, and other decisions.
Governance structure. Role, structure, and membership of the Board; actual powers
of the director and other administrators; parts that others - line staff, participants,
community - play in the governance of the organization.
Physical/geographical structure. Depending upon the size and geography of the

organization, anything from where people's desks are located in the (one and only)
office to where various sites are located in different towns and what happens at
each.
G. LOGISTICS AND DAY-TO-DAY ROUTINE
This area covers the "rules" of the workplace, and the small pieces of knowledge that
make it possible for everyone to function in the course of a day (much or most of this
information might be conveyed in print that new staff members can read on their
own):
Equipment. The availability and location of copiers, computers, phone systems, CD

and DVD players, VCRs, etc., and instructions for and restrictions on their use (e.g.,
participants get computer priority during times when programs are in session).
Materials and supplies. Where everything is kept; the routine for ordering; how you
get access to what you need; petty cash.
Time issues. Expected work hours; payday; arrival, lunch, and quitting time; extra
work times (Board meetings, community meetings, etc.)
Benefits. How to take a vacation, personal leave or sick day; how to use health
insurance; comp time; travel reimbursements; etc.
Office routine. Who opens and closes the workspace, where restroom keys are, who
answers which phones, security procedures.
Quality of life. Good places to eat lunch, where to park, soda machines, spring water,
coffee, food rotation for staff meeting.
H. SUPERVISION

There are two facets of supervision that new staff members need to know about: the
basic information about who supervises whom (including whom the new staff
member supervises, and who supervises her), how often, and in what areas of
practice; and the more complex issue of the organization's attitude toward
supervision.
There are at least two ways of looking at supervision. One consists essentially of the
supervisor as watchdog, making sure that the staff member does her job right, and
follows the rules of the organization. Too often, this has been the model followed in
education, the one that generates horror stories of teachers being fired because their
skirts were too short, or because they were critical of an assigned text.
The other view of supervision sees it as a mentoring relationship, aimed at improving

performance through constructive feedback, suggestions, and discussion of
situations. This is the model used most often in counseling and psychology, and
more frequently now in education, medicine, and other areas. It is, in the writer's
opinion, far more effective and useful than the other, and more likely to lead to real
improvement in performance.
I. POLICIES AND PROCEDURES
It's important to have a clear set of policies and procedures that explain and govern
the various tasks and relationships necessary to keep the organization running. You
may even have a handbook that lays out the ways in which the organization
operates and explains how to file a grievance, how to deal with a personal conflict,
how to handle a participant complaint, hiring and firing issues, etc. Even if you have
a handbook, however, it's a good idea to call new staff members' attention to
important issues as part of their orientation. Then, at the very least, if they find
themselves in difficult situations, they'll know that there are policies that cover them.
J. ORGANIZATIONAL CULTURE
Every organization has its own culture, developed over its life. The culture is the
result of the organization's history and of the thinking and behavior of its founders
and former and current staff. It may change a small amount with each departure from
and new addition to the staff, but is generally fairly stable, and includes not only
standards for behavior, but the in-jokes and references that everyone in the
organization is expected to know and respond to.
Some of the areas governed by organizational culture that new staff members
should be aware of:
Dress. Every organization has a dress code, whether formalized or not. If everyone
wears jeans, the one person who dresses up will stand out, just as someone wearing
jeans will stand out in a workplace full of suits. The dress code may be that there is
no code - everyone dresses as she pleases. Whatever the formalized or unspoken
dress code is in your organization, new staff members should be aware of it.

Work expectations. Everyone may get paid for 40 hours a week, but some
organizations expect staff to work much more than that as a matter of course. Others
are far more relaxed - you can go home when your day's work is done, regardless of
what time that is. Still others expect 40 hours a week or more, but allow enormous
flexibility as to when those hours are put in.
Smoking. Is smoking OK in the building? Outside? In the next town? Many

organizations feel extremely strongly about this issue.
Food. Is food in the office OK? Expected? Are you expected to bring in food to share
on a regular basis (even if this is unstated)? Can you eat at your desk, or in the
course of a program? Can participants eat during programs? Are there specific food
and drink rules (no food near the computers, for example)?
Children. Can staff or participants bring children to the workplace if necessary?

Never? Only in emergencies? On a regular basis?
Work relationships. How do people treat one another? Is there an effort to treat
everyone equally? Is there a family atmosphere, or is everything kept formal? Do
real friendships develop? Do staff members see each other outside of work? Do
these friendships sometimes transcend position (i.e. the director or a Board member
becoming close friends with a support staff person or a participant)? What about
language? Gender relations?
Understanding the organizational culture will help a new staff member become "one
of the bunch" more quickly, and reduce the uncertainty (and the stress) of a new
situation. It will make his transition into the organization and the work easier.
2 . I NTRO DUCTI O N TO THE T ARG E T P OP UL ATI O N
If the organization's work is targeted to a particular group, new staff members should
learn as much about this group as possible in orientation.
A. IDENTIFICATION
Toward whose benefit is the work of the organization directed? The answer to that
may have to do with the income, race or ethnicity, age, gender, native language,
place of residence, basic skill or education level, disability, physical or mental health,
homelessness, immigration status, workplace, unemployment, or almost any other
characteristic of a particular group of people. The target population may also be a
whole community.
B. DEMOGRAPHICS
How many of these folks are there in the community? Where do they live? Where do
they work? What's their level of education? How many of them speak English? (A lot
of this information can be gleaned from census data or town reports. You may or
may not want to get that detailed in an orientation.)

C. CHARACTERISTICS AND CULTURE
If they are culturally distinct (e.g. immigrants from the Cape Verde Islands), what are
the defining elements of their culture? What do they eat, wear, believe, hold dear?
What are their families typically like? Are they, as a group, demonstrative or
undemonstrative, hospitable or suspicious, tolerant or intolerant of differences? Do
they all speak the same (non-English) language? (In Boston's Chinatown, for
instance, where once virtually everyone spoke Cantonese, now you can hear several
Chinese dialects, Vietnamese, and Thai, among other languages). Do they have
particular social taboos or imperatives?
D. STRENGTHS AND NEEDS
Why are they the target population, and what are their specific strengths, needs and
issues? Is the organization trying to address all or only some of these? How did it
choose, or did the target population itself do the choosing?
INTERACTION BETW EEN THE ORGANIZATION AND THE

TARGET POPULATION.
How are members of the target population best approached? What seems to work
well with them - what kinds of programs and initiatives do they respond to? Who are
the key individuals in the target community? How does one establish credibility and
build trust in that community?
The more new staff members know or can learn about the target population before
they start work, the less likely they are to make costly mistakes.
3 . I NTRO DUCTI O N TO THE CO MMUNI TY AT L ARG E
Unless she lives in the community in which she'll be working, a new staff member
needs to know a number of things about it.
A. DEMOGRAPHICS
The size, diversity (and what groups constitute that diversity ), average income,
average education level, etc.
B. ECONOMICS
Types of business and industry, major employers, types of housing, nature of

different areas ("wealthy" vs. "poor" parts of town, e.g.), level of employment. In
general, what's the community's socio-economic status?
C. GENERAL CHARACTERISTICS
What are the schools like? How much crime is there? What issues do people care
about? Who do elected officials tend to be? Is the community largely liberal, largely
conservative, or somewhere in between? Is it socially tolerant? Do people from

different groups mix, or do they stay separate, even if relations among them are
good?
D. INSTITUTIONS
What do the power structure and the governing bodies look like - and are they the
same? What are the important institutions in the community (hospitals, banks, major
businesses, etc.)? What are the faith communities? How powerful are the various
media, and what are their biases?
E. ORGANIZATIONAL RELAT IONSHIPS
Who in the community does the organization know well and/or work with, among
both individuals and other organizations and agencies?
4. INTRODUCTION TO THE POSITION
You may have had the experience of starting a new job with very little knowledge of
the job itself, and with the expectation that you'd simply figure out what it was you
were supposed to do. If so, you understand clearly why new staff members need
more than that if they're going to be effective. Some basic information would include:
A. What the job actually looks like day to day.
The job description is a start here, but there's also the question of what the
person in that position actually does. What will an average day look like...or is there
no such thing as an average day? What are the real activities that the new staff
member will find himself engaging in? How much of his day will be occupied with
meetings, with working directly with participants, with community outreach, and/or
with paperwork? It's only fair that he should know what to expect.
B. Unstated job requirements
It may not be in the job description, but staff members may be expected to pick up
and deliver participants, intercede with welfare workers or the court system, act as
counselors, or perform other functions. If anything outside the job description is
expected, new staff members should be aware of it.
C. Trial period
Is there a trial period - a period during which either the individual or the organization
can end the employment without any bad feeling or negative reports? Many
organizations write a three- or six-month trial period into any staff contract. If there is
a trial period, the new staff member should be aware of the criteria on which she'll be
evaluated at the end of it.
D. Regular evaluation
Many organizations evaluate staff performance regularly (usually annually). If you

have a regular performance evaluation, the orientation should specify how often

evaluations are conducted, what form they take, what the grounds for evaluation are,
what is done with the final evaluation, how it is used in the organization, and who has
access to it.
E. Expectations
We've already mentioned unstated job requirements, but there may be other
expectations that have to do with the organizational culture. How many hours are
staff members really expected to work? Does staff get reimbursed for work-related
travel (other than commuting)? What's the policy on personal phone calls, or on
weekend events in the community that the organization is involved in? Are staff
members expected to engage in community fundraising? Is there comp time?
HO W DO YO U ACTU ALLY CO ND UCT A S T AFF O RI E NT ATI O N

PROGRAM?
Actually conducting a staff orientation, in addition to planning out the topics to be

covered, takes some consideration of a number of issues. First, however, you need
to think through what the orientation is really meant to do.
A. Decide at whom your orientation is aimed.
Are you going to orient everyone in the organization, or only some people?
Will there be different orientations for different positions? Once you're clear on your
audience, the rest will follow logically.
B. Clarify what you want to accomplish.
Is the orientation meant simply to introduce the new staff member to others in
the organization, or do you hope that it will equip her to start right in on her job?
What are your goals here? Answering that question will help you reach your next
decision.
C. Decide on the content of the orientation.
Knowing whom you're orienting and to what purpose should give you the
basis for determining how much of the content laid out above you want to include.
Will you go through the personnel policies? Will you take the new staff member to
visit other sites or other organizations? Are there observations or activities that need
to be included?
Start by laying out the specific content areas that need to be covered. Then,
for each of them, you may be able to see what would be the best format and method
to cover that area, and who would be the best person to present it.
D. Decide whether the orientation will be group or individual.
To some extent, this will be determined for you by your situation. If you've just
hired one new staff member and you're not planning to hire others in the foreseeable
future, then an individual orientation is in the cards. If you're new or are overhauling

your organization, you may be hiring several people at once, and a group orientation
probably makes more sense. If you're constantly recruiting volunteer staff, you may
want to run group orientations on a regular basis - perhaps every other month, or
three or four times a year.
E. Choose your format and methods.
The format of your orientation is the medium through which material is

presented. You could present it face-to-face, post it to a website and ask people to
read it or download it from there, give them information in print, involve them in
activities, send them off on their own to talk to and/or observe staff of your or other
organizations, ask them to watch a video or listen to an audiotape, or combine any
number of these and other formats. Varying the format is one way to keep the
orientation interesting and fresh.
Methods are the techniques you choose to present the content of your
orientation. As is probably clear from the previous parts of this section, you have a
range of possibilities in deciding what to actually do in an orientation. The whole
thing can be conceived of, for instance, as a straight presentation of
information...which will probably be dry and boring, and most of which the new staff
member will forget as soon as it's over. It generally makes more sense to think in
other ways:
Practice participatory planning and implementation. In addition to veteran

staff, participants, and others, ask new staff members themselves to help plan out
the orientation. What are they most anxious about, or what do they consider most
important to find out? What or whom in the organization would they like to learn
about first? How do they think they could do that most effectively? By involving them
directly in the planning and presentation, you'll pull new staff members in and give
them ownership of the orientation process. They'll then be far more likely to try to get
as much as possible out of it.
Think active. There is certainly room for straightforward presentation of

material, but most people learn best - and are most interested - when they're doing
something. That "something" may be as simple as being engaged in discussion or as
complex as acting in a role play or guiding a group problem-solving activity. Varying
presentation styles and keeping people active will hold their interest and cement their
learning.
Take or send new staff members on field trips. The best way to understand a
community is to walk, or, in the case of rural areas, to drive through it. The best way
to find out what other organizations are doing is to visit them, talk to their staffs, and
observe their work. Whether in the company of a knowledgeable guide - a member
of the target population, for instance - or alone, new staff members should get out
and see for themselves what's going on in the world they'll be working in.
Encourage as much personal contact as possible. Other people - staff of your

and other organizations, participants, members of the target population, folks in the

community - offer the best information, as well as the potential friendships and good
working relationships that both ease the transition into a new job and continue to
make the job pleasant when it's no longer new.
Remember that different people learn differently. Some people take in

information best by seeing, others by hearing, still others by touching and
manipulating. Some tend to look at the big picture, others at the details; some prefer
a step-by-step approach, others a more diverse and intuitive one. It's important,
especially in a group orientation, to be aware of presenting material in different ways.
Not only does this raise interest levels, but it's also more likely to speak to the
diversity of learning styles in a group. Possibilities include:
Conversation and discussion: Personal contact helps learning for many.

Observation: Seeing the actual practice of what you've talked about or
learned.
Text: Reading printed theory, policies, or other material.
Computer-based learning: On a website (your own, the Tool Box, or some
other) or through some other channel (by e-mail, or on a professional list-serv
or chat group).
Lecture or blackboard/newsprint presentation.
Multimedia: Video and audiotapes, computer, etc.
Direct experience: Role plays, practice with feedback.
Journals: Writing about orientation learning and experience may set them in
the mind.
Involve as many current staff, Board, participants, volunteers, and administrators

as possible. The diversity of people will not only help to increase the scope and
effectiveness of the orientation and the knowledge base of new staff members, but
will also make them feel that they know people in the organization, and contribute to
their comfort as they start work.
Practice what you preach. If your organization uses specific teaching or

presentation methods with participants, or advocates certain ways of approaching
people, those methods should be reflected in the way you conduct your orientation.
F. Decide who will conduct the orientation.
In the ideal world, the orientation would be conducted by the person or

people who know the most about the areas covered. In reality, most organizations
don't have the resources to make this happen.
In small organizations, orientation may be conducted by one person --

probably the director or the new staff member's supervisor. In a larger organization,
many people may be involved, each presenting information about her particular job
or responsibilities. In either case, a new staff member should meet with all other
staff, either individually or in small groups, both to get to know them and to
understand what they do and how they fit into the organization as a whole.

If the orientation is conducted by a number of people, it is still important that one
person oversee the process, acting as the main contact for the new staff person and
making sure that he gets appropriate information, completes assigned tasks, has no
trouble arranging meetings, and gets his questions answered.
G. Decide on the length of the orientation.
Knowing the content and your goals, you should be able to estimate how much time
you'll need to run the orientation you want to. You may run an informal orientation
(some conversation, introductions to other staff, some reading to do), which may
take up part of the first day, or be spread out over a few days. Another possibility is a
formal orientation (i.e. a carefully-structured series of presentations, activities,
meetings, etc.), each part of which lasts a set amount of time. Or you may choose to
designate an orientation period at the beginning of a staff member's employment,
during which she may be working, but may also be involved in orientation-related
activities. In the former cases, orientation might last only a few hours or a day or two.
In the latter, it could last a week or a month, or even several months, and would
probably include initial training.
Formal orientation. If you run a formal orientation of only a few hours or a day, it will
probably involve the direct presentation of a lot of information. You may ask a variety
of veteran staff members, participants, or others to take part in the presentation,
and/or you may ask new staff members to seek out and talk to certain people on
their own time. Training will be separate from orientation in this case, although it may
immediately follow it.
Orientation period. An orientation period may last as little as a few days or a week, or
as much as three or four months. If it's short, it could be pure orientation time, during
which the staff member does nothing else, or it could fit in around a work schedule.
During this time, the new staff member will get some direct information, and also
spend a good deal of time meeting with other staff members, Board members,
participants, people from other organizations, and others who can cast light on her
job and its context. She might also observe or shadow other staff members, read
relevant material, be trained in necessary areas, become familiar with the community
or target area, etc. In any case, the orientation is her job, or part of it, for this period.
As is true for most of the material in this and many other sections of the Community
Tool Box, the above refers to an ideal world, one in which there are the time and
resources for a proper orientation period to take place. In reality, especially in a small
grass roots or community-based organization, the position has probably been empty
for longer than it was supposed to be, other staff have been working overtime to do
the job until someone could be hired, the new staff member is going to have to start
work the instant he appears, and no one in the organization has time to spare to
actually run an orientation.
Even if your organization can't devote much time solely to orientation, however, it's
absolutely crucial to regard at least the first week or two as an orientation period, and

to support a new staff member by providing information, helping him to make contact
with other people inside and outside the organization, and introducing him to the
community. It will make all the difference in the long run, both in the quality of his
work and his attitude toward the organization.
H. Evaluate your orientation each time you run it
Evaluation will help you make your orientation more effective, which, in turn, will
make your staff more effective. An evaluation should include feedback from those
evaluated, and can be built right into the orientation itself. A final piece of the process
might be reflection on what has taken place, and some ideas about what was
missing, what was particularly helpful, and what could have been done better.
You might also consider asking staff members to reevaluate their orientation after
they've been on the job for a while. At the end of the orientation, they may not yet
know what's most or least helpful, and what they'll use or not use. They might have a
better perspective on those issues in three or six months.
I. Create some sort of marker for the end of the orientation or orientation period.
A small party, an official welcome to the staff, the presentation of keys...something

that puts an official end to the orientation. This kind of closure - and it doesnt have to
be tremendously formal - can help to facilitate the transition from "new " to "regular"
staff member.
Q.21 Compare and contrast following methods of job evaluation: ranking, factor
comparison and point method. (Summer-2012)
Ans: Job Evaluation
Job evaluation is the process of analyzing and assessing various jobs

systematically to ascertain their relative worth in an organization.
Job evaluation is an assessment of the relative worth of various jobs on the basis of
a consistent set of job and personal factors, such as qualifications and skills
required.
The objective of job evaluation is to determine which jobs should get more pay than
others. Several methods such as job ranking, job grading, and factor comparison are
employed in job evaluation. Research indicates, however, that each method is nearly
as accurate and reliable as the other in ranking and pricing different jobs. Job
evaluation forms the basis for wage and salary negotiations.
Definitions of Job Evaluation
Job Evaluation involves determination of relative worth of each job for the
purpose of establishing wage and salary differentials. Relative worth is determined
mainly on the basis of Job Description and Job Specification only. Job Evaluation
helps to determine wages and salary grades for all jobs. Employees need to be

compensated depending on the grades of jobs they perform. Remuneration must be
based on the relative worth of each job. Ignoring this basic principle results in
inequitable compensation and attendant ill effects on employees morale. A
perception of inequity is a sure way of De-motivating an employee.
According to International Labour Organisation, "Job evaluation may be

defined as an attempt to determine and compare the demands which the normal
performance of particular job makes on normal workers without taking account of the
individual abilities or performance of the workers concerned."
Jobs are evaluated on the basis of content and placed in order of importance.
This establishes Job Hierarchies, which becomes the basis for satisfactory wage
differentials among various jobs. Jobs are ranked (not jobholders)
A commonly used job evaluation method is the paired comparison evaluation

system. The paired comparison system compares each job within a company with
every other job within the company. A job's resulting score is determined from the
comparisons. The jobs are then ranked by score.
Features of Job Evaluation
The primary objective of job evaluation is to find out the value of work, but this is a
value which varies from time to time and from place to place under the influence of
certain economic pressure, not least of which is the worth of money itself. The main
features of job evaluations are:
To supply bases for wage negotiation founded on facts rather than on vague
intermediate ideas.
It attempts to assess jobs, not people.
Job evaluation is the output provided by job analysis.
Job evaluation does not design wage structure, it helps in rationalising the
system by reducing number of separate and different rates.
Job evaluation is not made by individuals rather it is done by group of experts.
Job evaluation determines the value of job. Further the value of each of the
aspects such as skill and responsibility levels are also related and studied in
connection with the job.
Job evaluation helps the management to maintain high levels of employee
productivity and employee satisfaction.
The objectives of job evaluation
To establish an orderly, rational, systematic structure of jobs based on their

worth to the organization.
To justify an existing pay rate structure or to develop one that provides for
internal equity.
To assist in setting pay rates that are comparable to those of in similar jobs in
other organizations to compete in market place for best talent.

To provide a rational basis for negotiating pay rates when bargaining
collectively with a recognized union.
To ensure the fair and equitable compensation of employees in relation to
their duties.
To ensure equity in pay for jobs of similar skill, effort, responsibility and
working conditions by using a system that consistently and accurately
assesses differences in relative value among jobs and
To establish a framework of procedures to determine the grade levels and the
consequent salary range for new jobs or jobs which have evolved and
changed.
To identify a ladder of progression for future movement to all employees
interested in improving their compensation.
To comply with equal pay legislation and regulations determining pay
differences according to job content.
To develop a base for merit or pay-for-performance.
Advantages of Job evaluation
Job evaluation is a process of determining the relative worth of a job. It is a

process which is helpful even for framing compensation plans by the personnel
manager. Job evaluation as a process is advantageous to a company in many ways:
1. Reduction in inequalities in salary structure
It is found that people and their motivation is dependent upon how well they
are being paid. Therefore the main objective of job evaluation is to have external and
internal consistency in salary structure so that inequalities in salaries are reduced.
2. Specialization
Because of division of labour and thereby specialization, a large number of

enterprises have got hundred jobs and many employees to perform them. Therefore,
an attempt should be made to define a job and thereby fix salaries for it. This is
possible only through job evaluation.
3. Helps in selection of employees
The job evaluation information can be helpful at the time of selection of

candidates. The factors that are determined for job evaluation can be taken into
account while selecting the employees.
4. Harmonious relationship between employees and manager
Through job evaluation, harmonious and congenial relations can be

maintained between employees and management, so that all kinds of salaries
controversies can be minimized.
5. Standardization

The process of determining the salary differentials for different jobs become
standardized through job evaluation. This helps in bringing uniformity into salary
structure.
6. Relevance of new jobs
Through job evaluation, one can understand the relative value of new jobs in a
concern.
Limitations:
Though there are many ways of applying job evaluation in a flexible manner,
rapid changes in technology and in the supply of and demand for particular
skills, create problems of adjustment that may need further study.
When job evaluation results in substantial changes in the existing wage
structure, the possibility of implementing these changes in a relatively short
period may be restricted by the financial limits within which the firm has to
operate.
When there are a large proportion of incentive workers, it may be difficult to
maintain a reasonable and acceptable structure of relative earnings.
The process of job rating is, to some extent, inexact because some of the
factors and degrees can be measured with accuracy.
Job evaluation takes a long time to complete, requires specialized technical
personnel and is quite expensive.
Procedure of job evaluation:
Though the common objective of job evaluation is to establish the relative

worth of jobs in a job hierarchy, there is no common procedure of job evaluation
followed by all organisations. As such, the procedure of job evaluation varies from
organisation to organisation.
1. Preliminary Stage:
This is the stage setting for job evaluation programme. In this stage, the
required informations obtained about present arrangements, decisions are made on
the need for a new programme or revision of an existing one and a clear cut choice
is made of the type of programme is to be used by the organisation.

2. Planning Stage:
In this stage, the evaluation programme is drawn up and the job holders to be
affected are informed. Due arrangements are made for setting up joint working
parties and the sample of jobs to be evaluated is selected.
3. Analysis Stage:
This is the stage when required information about the sample of jobs is
collected. This information serves as a basis for the internal and external evaluation
of jobs.
4. Internal Evaluation Stage:
Next to analysis stage is internal evaluation stage. In the internal evaluation

stage, the sample of bench-mark jobs are ranked by means of the chosen evaluation
scheme as drawn up at the planning stage. Jobs are then graded on the basis of
data pending the collection of market rate data. Relative worth of jobs is ascertained
by comparing grades between the jobs.
5. External Evaluation Stage:
In this stage, information is collected on market rates at that time.
6. Design Stage:
Having ascertained grades for jobs, salary structure is designed in this stage.
7. Grading Stage:
This is the stage in which different jobs are slotted into the salary structure as
designed in the preceding stage 6.

8. Developing and Maintaining Stage:
This is the final stage in a job evaluation programme. In this stage,

procedures for maintaining the salary structure are developed with a view to
accommodate inflationary pressures in the salary levels, grading new jobs into the
structure and regarding the existing jobs in the light of changes in their
responsibilities and market rates.
JOB EVALUATION METHODS
After job analysis preparations of job descriptions comes the essential stage
of job evaluation, namely, the systematic comparison of jobs in order to establish a
job hierarchy. The techniques which have been commonly used tend to fall into one
of the two main categories:
There are four basic methods of job evaluation currently in use which are
grouped into two categories:
1. Non-analytical or Non-quantitative or Summary or Qualitative Methods:
(a) Ranking or Job Comparison
(b) Grading or Job Classification
2. Analytical or Quantitative Methods:
(a) Point Rating
(b) Factor Comparison
The basic difference between these two methods lies in the sense that, under
non-quantitative methods, a job is compared as a whole with other jobs in the
organisation, whereas in case of quantitative methods, the key factors of a job are
selected and, then, measured. The four methods of job evaluation are now
discussed one by one.
1. Ranking Method:
The ranking method is the simplest form of job evaluation. In this method, each
job as a whole is compared with other and this comparison of jobs goes on until all
the jobs have been evaluated and ranked. All jobs are ranked in the order of their
importance from the simplest to the hardest or from the highest to the lowest.
The importance of order of job is judged in terms of duties, responsibilities and

demands on the job holder. The jobs are ranked according to the whole job rather
than a number of compensable factors. The application of the Ranking Method
involves the following procedure:
1. Analyse and describe jobs, bringing out those aspects which are to be used for
purpose of job comparison.

2. Identify bench-mark jobs (10 to 20 jobs, which include all major departments and
functions). The jobs may be the most and least important jobs, a job midway
between the two extremes, and others at the higher or lower intermediate points.
3. Rank all jobs in the organisation around the bench-mark jobs until all jobs are
placed in their rank order of importance.
4. Finally, divide all the ranked jobs into appropriate groups or classifications by
considering the common features of jobs such as similar duties, skills or training
requirements. All the jobs within a particular group or classification receive the same
wage or range of rates.
Ranking method is appropriate for small-size organisations where jobs are simple
and few. It is also suitable for evaluating managerial jobs wherein job contents
cannot be measured in quantitative terms. Ranking method being simple one can be
used in the initial stages of job evaluation in an organisation.
Merits:
1. It is the simplest method.
2. It is quite economical to put it into effect.
3. It is less time consuming and involves little paper work.
Demerits:
1. The main demerit of the ranking method is that there are no definite standards of
judgment and also there is no way of measuring the differences between jobs.
2. It suffers from its sheer unmanageability when there are a large number of jobs.
2. Grading Method:
Grading method is also known as classification method. This method of job

evaluation was made popular by the U.S. Civil Service Commission. Under this
method, job grades or classes are established by an authorised body or committee
appointed for this purpose. A job grade is defined as a group of different jobs of
similar difficulty or requiring similar skills to perform them. Job grades are determined
on the basis of information derived from job analysis.
The grades or classes are created by identifying some common denominator

such as skills, knowledge and responsibilities. The example of job grades may
include, depending on the type of jobs the organisation offers, skilled, unskilled,
account clerk, clerk-cum-typist, steno typist, office superintendent, laboratory
assistant and so on.
Once the grades are established, each job is then placed into its appropriate
grade or class depending on how well its characteristics fit in a grade. In this way, a

series of job grades is created. Then, different wage/salary rate is fixed for each
grade.
Merits:
1. This method is easy to understand and simple to operate.
2. It is economical and, therefore, suitable for small organisations.
3. The grouping of jobs into classifications makes pay determination problems easy
to administer.
4. This method is useful for Government jobs.
Demerits:
1. The method suffers from personal bias of the committee members.
2. It cannot deal with complex jobs which will not fit neatly into one grade.
3. This method is rarely used in an industry.
3. Points Rating:
This is the most widely used method of job evaluation. Under this method,
jobs are broke down based on various identifiable factors such as skill, effort,
training, knowledge, hazards, responsibility, etc. Thereafter, points are allocated to
each of these factors.
Weights are given to factors depending on their importance to perform the job.
Points so allocated to various factors of a job are then summed. Then, the jobs with
similar total of points are placed in similar pay grades. The sum of points gives an
index of the relative significance of the jobs that are rated.
The procedure involved in determining job points is as follows:
Determine the jobs to be evaluated. Jobs should cover all the major
occupational and levels of responsibility to be covered by the method.
Decide on the factors to be used in analysing and evaluating the jobs. The
number of factors needs to be restricted because too many factors result in an
over-complex scheme with overlap and duplication between factors.
Define the factors clearly in written. This is necessary to ensure that different
job raters interpret a particular factor in the same sense.
Determine degrees of each factor and assign point value to each degree.
Point values are assigned to different degrees on the basis of arithmetic
progression.
Finally, money values are assigned to points. For this purpose, points are
added to give the total value of a job. Its value is then translated into money
terms with a predetermined formula.

Merits:
1. It is the most comprehensive and accurate method of job evaluation.
2. Prejudice and human judgment are minimized, i.e. the system cannot be easily
manipulated.
3. Being the systematic method, workers of the organisation favors this method.
4. The scales developed in this method can be used for long time.
5. Jobs can be easily placed in distinct categories.
Demerits:
1. It is both time-consuming and expensive method.
2. It is difficult to understand for an average worker.
3. A lot of clerical work is involved in recording rating scales.
4. It is not suitable for managerial jobs wherein the work content is not measurable in
quantitative terms.
4. Factor Comparison Method:
This method is a combination of both ranking and point methods in the sense
that it rates jobs by comparing them and makes analysis by breaking jobs into
compensable factors. This system is usually used to evaluate white collar,
professional and managerial positions.
The mechanism for evaluating jobs under this method involves the following
steps:
1. First of all, the key or benchmark jobs are selected as standards. The key jobs
selected should have standards contents, well accepted pay rates in the community,
and should consist of a representative cross-section of all jobs that are being
evaluated-from the lowest to the highest paid job, from the most important to the
least importantand cover the full range of requirements of each factor, as agreed
upon by a Committee representing workers and management.
2. The factors common to all jobs are identified, selected and defined precisely. The
common factors to all jobs are usually five, viz., mental requirements, physical
requirements, skill requirements, working conditions and responsibility.
3. Once the key jobs are identified and also the common factors are chosen, the key
jobs are, then, ranked in terms of the selected common factors.
4. The next step is to determine a fair and equitable base rate (usually expressed on
an hourly basis) and, then, allocate this base rate among the five common factors as
mentioned earlier. Following is a specimen of base rate and its allocation scheme:

5. The final step in factor comparison method is to compare and evaluate the
remaining jobs in the organisation. To illustrate, a toolmaker job is to be evaluated.
After comparison, it is found that its skill is similar to electrician (5), mental
requirements to welder (10) Physical requirements to again electrician (12), working
conditions to mechanist (24) and responsibility also to mechanist (3). Thus, the wage
rate for the job of toolmaker will be Rs. 54 (Rs.5 + Rs. 10 + Rs. 12 + Rs.24 + Rs.3).
Merits:
1. It is more objective method of job evaluation.
2. The method is flexible as there is no upper limit on the rating of a factor.
3. It is fairly easy method to explain to employees.
4. The use of limited number of factors (usually five) ensures less chances of
overlapping and over-weighting of factors.
5. It facilitates determining the relative worth of different jobs.
Demerits:
1. It is expensive and time-consuming method.
2. Using the same five factors for evaluating jobs may not always be appropriate
because jobs differ across and within organisations.
3. It is difficult to understand and operate.
Now, all the four methods are summarized as follows:
Q.22 Explain the difference between recruitment and selection. Why is it important to
conduct pre-employment background investigations? Explain with relevant
examples. (Summer-2012)
Ans: Difference between Recruitment and Selection

Basis Recruitment Selection
Meaning It is an activity of establishing contact It is a process of picking up more

between employers and applicants. competent and suitable
employees.
Objective It encourages large number of It attempts at rejecting unsuitable

Candidates for a job. candidates.
Process It is a simple process. It is a complicated process.
Hurdles The candidates have not to cross Many hurdles have to be crossed.
over many hurdles.
Approach It is a positive approach. It is a negative approach.
Sequence It precedes selection. It follows recruitment.
Economy It is an economical method. It is an expensive method.
Time Less time is required. More time is required.

Consuming
Approach Positive Negative
Key Factor Advertising the job Appointment of the job
Sequence First Second
What happens
employment
check? background
on a pre-

Pre-Employment Background Checks
When you receive a job offer there is often a line in the offer letter that says,
"This offer is contingent upon completion of a successful background check." Just
what is involved in that? What can you expect to be uncovered?
Many people are concerned that if they leave a short term job off their resume
or neglect to mention the job where they were fired, it will show up in a background
check. This is unlikely, as it's not like an FBI investigation into your life. Remember
that resumes are marketing documents and you're not required to put anything
negative on them, but if asked to list all positions, you should, since you can be fired
for dishonesty if you don't. But, it's not likely to show up in a background check.
1. Criminal records.
This is usually a first stop for employers. How far back and what crimes
employers can consider largely depends on state laws. If you have a criminal record,
Harris advises you put together a document that explains exactly what happened
and is supported by the evidence. That is, don't just write up your version of events,
and include court documents.
2. Credit checks.
This is another area the EEOC is concerned about -- for the same reason as
criminal records -- it has a disparate impact on African American job candidates. Not
every company uses credit checks and even among those that do, they generally
don't check every job candidate's records. But, if they do, what are they looking for?
Harris writes: "It is unlikely that an employer would hold a late credit card payment
against you." But if it's gone to collection or court, employers may not be willing to
overlook it. Student loan defaults, she says, are also something employers look at.
However, if your debt is due to medical bills or other emergencies, employers tend to
not be as harsh, she says. One thing about credit checks -- you have to authorize
them to do so. Best bet? Run your own credit before applying for a job.
3. Education, certification and licenses.
If you lie about that degree -- even if you were only 6 credits short, your
potential employer will find about it. Didn't pay that final library fine at your university?
Harris cautions that your school may claim you never received your degree. Clear all
those things up before applying for a new job. Most certifications and licences are
public records and are easy to verify. Bottom line, Harris says, don't lie about your
education or try to hide a disciplinary history. It's easy to find.
4. References.
Many people are under the impression that employers can only confirm dates
of service and titles. Company policy may prohibit managers from speaking out, but
most do anyway. Which means, don't burn bridges and always work hard. Harris
also cautions that employers can and do search your "electronic trail." Things like

tweets, videos, blogs and anything that hits the internet are easy to find. Clean up
your trail (the best you can) before applying.
5. Military records.
Harris states that employers are pretty limited in what they can find out about -
- just rank, salary, duties and awards. She reminds that "it is illegal for an employer
to deny you a job because you might be called up to active duty."
6. Bankruptcy.
These records are publicly available, but, according to Harris, employers

cannot hold a bankruptcy against you.
7. Driving records.
These are also public records and subject to employer discretion. Bottom
line? That DUI may prevent you from getting a job.
8. Medical records.
These are off limits in a background check. Employers may ask you if you can
perform the duties of a job, and you can answer yes, or no. If you answer yes, they
have to take your word for it. There is an exception, though, according to Harris. As
long as they require everyone who works in this or a similar job to undergo a medical
exam, they can make that a requirement for the job. That is, if you come in limping,
they can't require a medical exam unless they require everyone to have a medical
exam.
9. Drug testing.
Pre-employment drug testing is legal. Period. If you're taking a prescription for

something normally caught in a drug test (like prescription pain killers or medication
for ADHD), you will be required to provide proof that it's a legal prescription. This can
be as easy as showing your prescription bottle with the proper information attached.
So, if your job offer has the background contingency as part of it, this is what
you can expect. If you're going to have any problem with any of these sections, start
working now to clean up your record. Even old convictions can be expunged in many
cases.
Q. 23 Explain the methods of management development in detail. (Summer-2012)
Ans: What is Management Development in HRM?
Organizations select various people for managerial responsibilities through

different sources. Some of them may not be efficient exactly for the job description
as they were supposed to be. Because of changes in organizational goals,
structures, level of technology, working procedures and etc., efficiency of existing
managers also need to be updated.

For succession planning, some assistant level employees need to be
prepared for the higher level responsibilities. In these different situations,
organizations conduct various development programs to update and uplift the skills,
knowledge and capabilities of managers. Such competency development programs
for managers are known as management development.
Training provides only the skills required for the job but attitude, personality,
knowledge and behavior are merely provided. In order to fulfill this gap, management
training is implemented. In this sense, management development programs are
implemented to impart required knowledge and skills to improve their behavior,
attitude and performance. It is long term educational process of developing
managerial potential by enhancing conceptual, interpersonal and decision making
skills.
For our purpose, Management development is a systematic process of improving

managerial performance. It aims to develop manager's competencies required for
current and future job responsibilities. This program focuses on the basic and
technical skills, knowledge, attitude and capabilities of managerial employees to
enhance their current performances and fit for the future responsibilities. This
program is conducted for managerial employees who are responsible for supervision
and decision making. Management development is future oriented and proactive to
future job requirement. It is carried out by increasing conceptual, inter-personnel and
decision making skills.
"Management Development is an educational process utilizing a systematic

and organized procedure by which managerial personnel learn conceptual and
technical knowledge for general purpose."
Characteristics of Management Development in HRM
1. Growth Oriented:
Management development is growth oriented. It focuses its activities to

enhance the skills, knowledge and capabilities to meet for the higher level
responsibilities. After management development, employees get the opportunity of
higher responsibility which assists for personal growth.
2. Future oriented:
Management development is future oriented. Main objective of management

development is to develop the human competencies for the future job
responsibilities. On the basis of succession planning and market analysis,
management development aims to uplift the skills, knowledge and capabilities of
managerial employees so that future demand can be fulfilled.
3. Focus to managerial employees:

Management development focuses only to the managerial level employees. It
prepares the educational programs to enhance interpersonal skills, decision skills,
and technical skills to the managerial employees.
4. Educational process:
Beyond training, management development is an educational program which

stands in learning progress. It focuses on overall personality development for
business communication, environmental and industry analysis, business planning,
maintaining human and business relation, etc. This is possible only through
educational programs.
5. Proactive:
Management development is advance thinking. This aims to prepare human

resources ready for any types of emergencies. It is not conducted only after realizing
the need.
6. Self-motivation:
Since management development is basis of personal growth. So, each

manager wants to participate in such types of management development programs.
External motivation is not necessary for management development as in training.
7. Behavioral change:
Managerial development aims to enhance the knowledge and skills of

managers. Such programs include different new techniques of doing job, supervising
and motivating employees, and interpersonal communication. Such programs
change the attitude and behavior of managers. The way of events and jobs are
expected to be changed positively after the managerial development.
8. Continuous process:
Management development is not spontaneous learning process. It is long

term planned learning process. It starts with analysis of organizational objectives,
future scopes, strategies and succession planning. As managers require involving in
many managerial activities, they need to acquire different skills which are not
possible in single program. So, managerial development must be arranged as
continuous learning process.
Objectives of Management Development in HRM:
Main objective of management development is to prepare managers for

overall responsibilities. More specially, management development has following
objectives:
1. To increase managerial capabilities:

One of the primary objectives of management development is to increase
managerial capability. Managers require accomplishing varieties of activities. They
need to supervise, motivate, communicating, leading, planning, organizing, etc. Such
functions demand special skills, knowledge and capabilities. Management
development programs aim to increase capabilities essential to conduct such
managerial functions.
2. To enhance managerial potential:
Management development also aims to increase the future potentiality of

each managerial employees. Each managerial employee may have specific skills
and qualities. Such qualities should be awarded with special responsibilities.
Management development prepares different plans and programs to prepare them.
3. To provide personal growth:
In order to increase the tenure of managerial employees at the organization,

their personal growth should be ensured. Future of each manager should be planned
in the organization. Through management development programs, the opportunity
for personal growth is secured.
4. To improve decision making:
Managerial decisions are vital for the success and failure of organization. The
quality of decisions of managers determines the milestone of the organization.
Customer satisfaction, relation with venders, relation with employees, productivity
and profitability of organization all are dependent on decision of managers. So,
decision making quality of employees should be improved. Management
development aims to improve decision making capability of employees.
5. To aim succession planning:
Managerial positions at the future can be generated by market expansion,

resignation, expiry, etc. For managerial job, it is risky to fulfill through external
source. So, organization prepare succession plans to prepare future managers. In
this course of action, management development plays vital role.
6. To cope with change:
Managing change is one of the most important objective of management

development. To analyze the changing environment, managers required special
skills, knowledge and capability. Management development prepares managerial
employees for this purpose. So, by preparing managers for analyzing the changing
environment, it aims to adapt change.
7. To bring change in behavior:
Behavior of managerial employees is the most important in motivating

employees. Their attitude and behavior towards employees, job and organization

affects on behavior of subordinates. Therefore, by implementing educational
programs, management development aims to change the behavior of employees.
8. To foster team work:
Managerial success depends upon the team work. Management development

develops mutual understanding, feelings of cooperation and mutual trust. This foster
team work which leads for the organizational success.
9. To increase job satisfaction:
Managerial employees get the opportunity of personal growth. They enhance

their skills, knowledge and capability by which their efficiency will be increased. Their
effort will have the constructive support for organizational success. All these facts
help to increase managerial job satisfaction.
Methods of Managerial Development in HRM:
Management development can be done by two methods namely on the job

method and off the job method. These methods are described as below:
A. On the job management development methods:
In this method, managers learn different skills, knowledge and competency

developing techniques at their working place doing their day to day job
responsibilities. Technical competencies required to managers are provided by this
method. Expert managers supervise the development programs under which learner
managers need to work. Experts guide for each task of learner managers wherever
they are weak. There are various methods under on the job management
development as follows:
i. Coaching Method:
Under this method, expert managers actively guide to their immediate

supervisors with their experience. Direction advice, criticism and suggestion are
provided by coach at the appropriate time. This method provides opportunity for
interaction between the coach and learner. Effectiveness of the program depends
upon the interest and willingness of learner managers because of expert managers
may be unwilling to coach in their own motives.
ii. Understudy Assignment:
Learner managers are given certain job with the staff post under an
experienced manager. Learner managers get a chance to learn the job skills,
knowledge and capabilities under senior managers. In this method, one learner gets
one supervisor or expert manager therefore she/he gets direct instruction, guidance
and supervision. In case of emergency, or during vocation times, such understudy
managers act as substitutes for the managers.
iii. Job Rotation Method:

Job rotation method involves shifting the managers from one job responsibility
to another so that they learn skills, knowledge and competencies required for top
level management. This method can be planned rotation, situational rotation or line
and staff rotation. Managerial jobs can be shifted horizontally or lateral job transfer.
Planned rotation is the job rotation under which learner managers are rotated as per
the plan to certain time interval. Under situational rotation, learner managers are
rotated as per situation or needs. Under line and staff rotation, learner managers are
rotated under the capacity of staff managers and line manager. Under rotation
method, in general, only the job responsibilities are changed but not the position or
level in the organizational structure. Sometimes vertical rotation is also done in which
additional higher level job responsibilities are given.
iv. Committee Assignment:
This method is also called planned work assignment. In order to accomplish

the work effectively, a group discussion. This method provides opportunity to each
learner manager to explore their internal capabilities. Special project assignment is
given to managers to make them more capable. In the project they plan on the basis
of mutual understanding. They identify the problem with common effort and make
solution with the common agreements. Here, they will get the chance to learn the
skills from others in the group. Every member get opportunity to share own skills and
knowledge to other. This method helps to prepare managers working in the team.
v. Internship:
Internship is the management development method which combines

classroom - oriented theoretical knowledge with practical experience at real working
environment. Learner managers are placed as internee i.e., trainee managers in
organization for a specified period. Best internee may get job opportunity as well.
Advantages of on the job management development method:
1. Simple to administer:
On the job management development is simple to administer. Learner

managers are allowed working in actual working condition. They implement the
theoretical knowledge into practice. So, the objectives of the program can be
achieved easily.
2. Cost effective:
This method is less costly because additional manpower is not essential

during the development period. At the same time additional space and experts are
also not necessary. All these provision reduce the management development cost.
3. Less time consuming:

This method consumes less time for transfer of the skills and knowledge.
They work in regular job responsibilities as well. Learning by doing facilitates quick
learning.
4. No delay in operation:
This method allows to work during the development period as well. There will
be no shortage of managers to conduct regular activities. So, because of on the job
management development programs, there is no chance of delay in operation.
Disadvantages of on the job management development method:
1. Defective output:
Trainee managers lack sufficient knowledge and skills to accomplish their job.
But, in this method, they conduct job activities during their training period. Because
of this reason, their performance output may be defective. This may not be retrieved
at managerial level.
2. Low productivity:
Trainee managers have to work in their job station at the regular basis during
the management development period as well. They have to work under the
supervision of other managers. They need to learn for this they have to ask, consult
and need instruction from other senior and experienced managers. Because of this,
regular and experienced managers also get disturbed. This reduces the overall
productivity of organization.
3. Lack of seriousness:
Trainee managers may lack seriousness specially in internship for their job
responsibilities. Such attitude of the managers may negatively affect to the
organizational image.
B. Off the job management development methods:
In off the job management development, managers attend management

development classes or seminars anywhere outside their working place. It is
believed that if the programs are conducted out from their working place, they can
learn more effectively because of low job stress. Off the job management
development programs can be in house classroom instruction as well as sponsored
in universities and organization specializing in management development. In this
method, trainee managers are being defective output can be low:
Following methods are commonly used for off the job management development:
i. Lecture and Seminar:
Lectures are formal course conducted by professional in special area of knowledge.

This method is based on oral communication of knowledge information. Managers

learn experience and skills delivered by experts in their areas of experience. In
seminars, experts present different papers in different areas of knowledge to the
participants. Audio-visual tools are used to make lectures and presentation more
interesting and lively. In such lectures, large number of trainee managers can be
included at a time but there is little chance of getting quick feedback of attaining the
objectives of program.
ii. Simulation Exercise:
In simulation, participants are placed in artificial environment similar to actual

working place. This means, real world working situations are abstracted in classroom
or laboratory. Through case study, incident method, role play and management
games, managers receive development programs. Managers learn through their
repeated mistakes. This method helps to resemble the real working environment at
management development session which helps to decrease accidents at working
time after the development program.
iii. Behavior Modeling:
This methods combines role play with modeling. In role play method, trainee
managers reflect the behavioral of actual working situation at the artificial
environment. In modeling, training managers watch films, videos, computer
programming or documentary relating to the actual work place problems, Interaction
problems to be faced by managers can be identified, practiced and transferred to
job. This method is more realistic even having off the job. Trainee managers can
learn more practically within the specified time period.
iv. Sensitivity Training Method:
This method is also called laboratory training method. It is a method of

changing behavior through unstructured group interaction in a free and open
environment. Participants discuss on the problem topic and develop their ideas,
belief and attitudes towards the problems and share their impressions with each
other. They become sensitive to the behaviors of self and others. The program
increases awareness of own behavior the other perceive them. They learn by self
consciousness regarding their weakness and strengths of other managers.
v. Transaction Analysis method:
This method concerns about the interaction between individuals and between
groups as transactions. This method is develop by Eric Berne and Thomas Harris.
This method focuses on the study of personality to improve the interpersonal
relations. This method argues that an individual's personality consists of three ego
states namely the parent ego state, the adult ego state and the child ego state.
Child and parent ego state feel and react directly. Personality with parent ego
state demands authority, superiority and controlling. The personality with the child
ego state show more emotion and impulse. But, adult state thins twice before acting.

So, TA method aims at the adult ego state. TA method develop skills in interpersonal
relationships. Managers become capable of understanding others better and
improve their managerial style.
vi. Action learning:
In this method, trainee managers are allowed to work in full time basis where
they identify actual problem and probable solution. They periodically meet to each
other and discuss on the problems and identified potential solutions. They discuss on
the the findings and progress. In this method, high level managing directors are
required to participate.
Advantages of Off the job management development method:
1. No errors on performance:
Since the trainee managers participate in management development program,

they do not influence in regular activities of organizations. There is no chance of
negative effect of trainee managers on the performance of organization. This
protects the management having error in managerial performance.
2. Cost effective:
In this method, maximum trainee managers can be included in same program.

This helps to reduce the cost of management development.
3. Planned development:
In this method, trainee managers get knowledge and skills as per the plan and
schedule. Managerial jobs do not require skills and knowledge at regular basis. So,
on the job management program cannot impart knowledge in schedule. This problem
can be overcome in off the job management development method.
4. High productivity:
Trainee managers do not involve in regular managerial job responsibilities.

Therefore there will be no effect in the performance output. Wastage and errors can
be minimized. This helps to increase the overall productivity.
Disadvantages of off the job management development method:
1. Less effective:
Trainee managers do not get chance to implement skills and knowledge of the
program immediately to the practice. Immediate feedback cannot be obtained.
Managers may show the positive impression even without being clear in the subject
matter. So, this method is less effective in comparison to on the job management
development.
2. Effect on regular activities:

Trainee managers do not attend regular job during the management
development. This affects on the regular managerial activities of organization. There
may be negative impact to the customer and other concern parties which reduces
the image of organization.
3. No base for future programs:
Organizations invest huge amount on management development programs

outside the organization. This investment does not support to the future development
programs.
Q. 24 Whether you are a line manager or a staff manager, you are side by side an
HR manager also. Give your comments on this statement. (Winter 2012)
Ans: HR professionals are an integral part of every organization. Small business

owners need HR professionals to manage employees within an organization and
handle training, compensation and staffing matters. When hiring an HR professional,
you should look for candidates with good speaking, decision-making and customer
service skills. Common HR positions are human resources specialist, recruitment
specialist, human resources manager and employment interviewer.
1. Recruiting Employees
One of the main responsibilities for HR professionals is recruiting new

employees. HR professionals search for new employees by posting job listings,
attending career fairs and visiting colleges and universities. They interview
applicants about their experience and inform them about job openings. HR
professionals must contact references and perform background checks on
applicants. After an applicant is hired, the HR person conducts an employee
orientation providing information about benefits and working conditions.
2. Maintaining Policies and HR Records
HR professionals maintain employment policies within an organization relating

to discrimination, personnel rules and programs. They must be knowledgeable about
human resources laws and government regulations on a national level. HR
executives are typically responsible for meeting with other executive staff to discuss
updates to these policies. After these policies are set, they inform staff about any
changes. HR professionals also maintain and keep records on all employees. They
use HR software to process and file paperwork on job applicants and employees.
3. Administering Compensation and Company Programs
After meeting with executive staff, HR professionals handle compensation and

benefits for all staff. They are responsible for setting the salary for a particular
position and organizing benefits such as healthcare and pensions. They also create
new benefits for employees such as gym memberships and discounts at retail shops
for employees. HR professionals arrange company activities for staff such as
organizing a softball team or sponsoring a picnic.

4. Handling Employee Concerns
When employees have problems with supervisors or other co-workers, they

can arrange a meeting with their HR department. HR professionals often become
referees between employees to handle common workplace disputes. Many
executive HR staff meet with other executives to act as an advocate for employees
and discuss any major concerns taking place within the company. They also handle
a variety of employment concerns including firing and disciplining staff. HR
professionals are responsible for answering questions relating to salary, benefits and
workplace rules within a company.
5. Overall Responsibilities
Human resource managers have strategic and functional responsibilities for

all of the HR disciplines. A human resource manager has the expertise of an HR
generalist combined with general business and management skills. In large
organizations, a human resource manager reports to the human resource director or
a C-level human resource executive. In smaller companies, some HR managers
perform all of the department's functions or work with an HR assistant or generalist
that handles administrative matters. Regardless of the size of department or the
company, a human resource manager should have the skills to perform every HR
function, if necessary.
6. Training and Development
Employee training and development includes new hire orientation, leadership

training and professional development seminars and workshops. Human resource
managers oversee needs assessments to determine when training is necessary and
the type of training necessary to improve performance and productivity. Human
resource managers responsible for conducting needs assessment have a hands-on
role in evaluating overall employee performance to decide if the workforce would
benefit from additional training and orientation. They examine employee
performance records to identify areas where employees could improve through job
skills training or employee development, such as seminars or workshops on
leadership techniques. They also play an integral role in implementing employee
development strategy and succession planning based on training and professional
development. Human resource managers responsible for succession planning use
their knowledge of employee development, training and future business needs to
devise career tracks for employees who demonstrate the aptitude and desire for
upward mobility.
7. Employee Relations
Although the employee relations specialist is responsible for investigating and

resolving workplace issues, the human resource manager has ultimate responsibility
for preserving the employer-employee relationship through designing an effective
employee relations strategy. An effective employee relations strategy contains
specific steps for ensuring the overall well-being of employees. It also ensures that

employees have a safe working environment, free from discrimination and
harassment. Human resource managers for small businesses conduct workplace
investigations and resolve employee complaints. Human resource managers may
also be the primary contact for legal counsel in risk mitigation activities and litigation
pertaining to employee relations matters. An example of risk mitigation handled by a
human resource manager includes examining current workplace policies and
providing training to employees and managers on those policies to minimize the
frequency of employee complaints due to misinterpretation or misunderstanding of
company policies.
Responsibilities of the Line Managers in HR
Small businesses with few employees often have no specialist human

resources (HR) staff. Recruitment and management of employees are carried out by
line managers. Larger businesses may have an HR specialist or even an HR
department to oversee and coordinate their employee management policies and
procedures. Even where a company employs an HR specialist, it is line managers
who have day-to-day responsibility for implementing HR initiatives.
1. Employee Engagement
The approach line managers take to supervising their employees is the most
critical factor in employee engagement. Line managers create the organizational
culture for their teams. If managers focus on their employees' strengths and
encourage open communication, they are more likely to engage and encourage their
employees. Line managers who focus on the negative aspects of employee
performance, micromanage their employees or seek only to boost their own status
will create disengaged and disgruntled employees. HR practitioners measure
employee engagement through surveys, but engagement is generated or
extinguished by line managers.
2. Performance Appraisal
While performance appraisal processes may be designed by HR

professionals, they are implemented by line managers. Employee performance and
behaviors are assessed and rated by direct line managers. Feedback is provided in
a one-to-one meeting between the employee and line manager. For feedback to be
effective, it must be conveyed in a sincere and understandable manner. If line
managers appear disinterested and approach the appraisal as a tick box exercise,
the appraisal process will lose credibility.
3. Disciplining Employees
Discipline in the workplace begins when a line manager sets out his
expectations with his team. These expectations may be supported by policies and
procedures produced by the HR department. However, the line manager's
commitment to enforcing the rules is more likely to influence employee performance
and behavior than any glossy employee handbook. If a line manager is seen to

break the rules, he will struggle to enforce them with his team. If he needs to take
formal disciplinary action against a team member, his own behavior will be cast back
at him.
4. Performance-Related Pay
When a business has a performance-related pay structure, the line manager

has a significant role in determining whether his direct reports will receive a pay
increase. Performance ratings from line managers can influence the amount of
increase employees receive, with top talents receiving more than average workers.
For a performance-related pay scheme to be credible, it must be perceived as fair
and objective. Line managers require training to ensure that their ratings are based
on objective criteria and are not biased or discriminatory.
Q.25 State the different methods of interview and also state the various types of
interviews. (Winter-2012)
Ans: Interview Methods and Types
Interviewers choose from different styles and methods of interviewing. An

interviewer wants to find out as much about a candidate as possible, including how
they might react to different situations. Different styles and methods of interviewing
enable an interviewer to do just that: extract from the candidate important information
that could affect the outcome of the interview.
Types of Methods
1. Behavioral-Based Interviews
Behavioral based interviews focus on a persons specific past performances

and experiences. Questions will predominately surround past work experiences that
can illustrate the candidates competence. For these types of interviews, the STAR
system (Situation/Task, Action, and Result) may be useful for answering questions.
These four titles serve as a framework for describing work experiences. When
relating the facts of your experience, remember that interviewers are often looking
for someone whos optimistic, creative, a leader, and a team player. Use examples
of when you have made concrete, positive contributions. This is also a time to
remember your resume and refer to it as you share examples of your successful
work experiences.
2. Case Interviews
Case questions are most commonly used in consulting interviews. In this type of
interview, the candidate is given a scenario and is tasked with working through the
details. These interviews highlight a candidates poise and analytical ability. Case
questions vary: some may be asked with the purpose of determining how a
candidate formulates long-term strategy, while others may be asked with the
purpose of determining how well a candidate performs specific tasks, such as pricing
promotions for a product. Questions may take a half hour to one hour to answer.

3. Informational Interviews
Informational interviews are forums by which you can discover the nature of
the industry without performance pressure. This style of interview provides
candidates the opportunity to compare their expectations with the position. You may
have the opportunity to speak with those currently employed in the position. Take
this opportunity to discover the positive, and less positive, aspects of the position.
For example, if you love books and decide to pursue employment in the publishing
industry, an informational interview with an honest publisher may reveal that your
love for books would not outweigh your dislike of the tasks involved in publishing. It
is far better for both you and the employer to discover this early in the process.
Informational interviews are best kept to a half hour or less. As with any interview,
prepare questions beforehand.
Types of Interviews
1. In-Person (Traditional)
A staple of the job application process, the traditional in-person, one-on-one

interview is your opportunity to shine and to show a prospective employer why they
should hire you. Though not as stressful as a group or panel interview, it is important
during an in-person interview to carefully consider your answers to questions and
maintain composure.
2. Phone Interview
Despite the fact that a phone interview is the least formal method of
interviewing, phone interviews can be challenging because of a candidate's inability
to sense subtle non-verbal cues, which would be otherwise obvious in an in-person
setting. It is important to pay particular attention to the tone of your interviewers
voice, and clearly express excitement or enthusiasm. Additionally, remember to have
a notepad and pen handy during the course of a phone interview so you can note
questions and answers, and generally track your thoughts.
3. Second Interview
Being asked to return for a second interview could mean a few different
things. It might mean that you made an excellent impression, but the prospective
employer is having difficulty deciding between a few exceptionally strong candidates.
It also might mean that while you made an overall excellent impression, something
you said during your interview raised additional questions for your interviewer.
Regardless, a second interview constitutes a second opportunity to demonstrate why
you are the perfect candidate for the job!
4. Group or Panel Interview
A group or panel interview may be the most challenging type of interview. This
type involves being interviewed by multiple people simultaneously. During a group or
panel interview, maintain eye contact with the speaker or the person whose question

you are answering, think carefully about your response to each question, and, if
needed, ask for time to consider a question.
Q.26 Discuss the different sources of recruitment and for which type of recruitment
they are used. (Winter-2012)
Ans: Sources of Recruitment of Employees: Internal and External Sources
The searching of suitable candidates and informing them about the openings
in the enterprise is the most important aspect of recruitment process.
The candidates may be available inside or outside the organisation. Basically,

there are two sources of recruitment i.e., internal and external sources.
(A) Internal Sources:
Best employees can be found within the organisation When a vacancy

arises in the organisation, it may be given to an employee who is already on the pay-
roll. Internal sources include promotion, transfer and in certain cases demotion.
When a higher post is given to a deserving employee, it motivates all other
employees of the organisation to work hard. The employees can be informed of such
a vacancy by internal advertisement.
The Internal Sources Are Given Below:
1. Transfers:
Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The numbers of
persons do not increase with transfers.
2. Promotions:
Promotions refer to shifting of persons to positions carrying better prestige,

higher responsibilities and more pay. The higher positions falling vacant may be filled
up from within the organisation. A promotion does not increase the number of
persons in the organisation.
A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that they can
also get promotion.
3. Present Employees:
The present employees of a concern are informed about likely vacant

positions. The employees recommend their relations or persons intimately known to
them. Management is relieved of looking out prospective candidates.
The persons recommended by the employees may be generally suitable for

the jobs because they know the requirements of various positions. The existing

employees take full responsibility of those recommended by them and also ensure of
their proper behaviour and performance.
4. Employee Referrals:
This is yet another internal source of recruitment. The existing employees

refer their family members, friends and relatives to the company as potential
candidates for the vacancies to be filled up in the organisation.
This source serves as one of the most effective methods of recruiting people
in the organisation because employees refer to those potential candidates who meet
the company requirements known to them from their own experience. The referred
individuals are expected to be similar in type in terms of race and sex, for example,
to those who are already working in the organisation.
5. Previous Applicants:
This is considered as internal source in the sense that applications from the
potential candidates are already lying with the organisation. Sometimes, the
organisations contact through mail or messenger these applicants to fill up the
vacancies particularly for unskilled or semi- skilled jobs.
Advantages of Internal Sources:
1. Improves morale:
When an employee from inside the organisation is given the higher post, it
helps in increasing the morale of all employees. Generally every employee expects
promotion to a higher post carrying more status and pay (if he fulfills the other
requirements).
2. No Error in Selection:
When an employee is selected from inside, there is a least possibility of errors

in selection since every company maintains complete record of its employees and
can judge them in a better manner.
3. Promotes Loyalty:
It promotes loyalty among the employees as they feel secured on account of

chances of advancement.
4. No Hasty Decision:
The chances of hasty decisions are completely eliminated as the existing

employees are well tried and can be relied upon.
5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and
policies of the organisation. The existing employees require little training and it
brings economy in training costs.
6. Self-Development:
It encourages self-development among the employees as they can look

forward to occupy higher posts.
Disadvantages of Internal Sources:
(i) It discourages capable persons from outside to join the concern.
(ii) It is possible that the requisite number of persons possessing qualifications for
the vacant posts may not be available in the organisation.
(iii) For posts requiring innovations and creative thinking, this method of recruitment
cannot be followed.
(iv) If only seniority is the criterion for promotion, then the person filling the vacant
post may not be really capable.
Inspite of the disadvantages, it is frequently used as a source of recruitment for lower

positions. It may lead to nepotism and favoritism. The employees may be employed
on the basis of their recommendation and not suitability.
(B) External Sources:
All organisations have to use external sources for recruitment to higher

positions when existing employees are not suitable. More persons are needed when
expansions are undertaken.
Methods of External Sources:
1. Advertisement:
It is a method of recruitment frequently used for skilled workers, clerical and

higher staff. Advertisement can be given in newspapers and professional journals.
These advertisements attract applicants in large number of highly variable quality.
Preparing good advertisement is a specialized task. If a company wants to

conceal its name, a blind advertisement may be given asking the applicants to
apply to Post Bag or Box Number or to some advertising agency.
2. Employment Exchanges:
Employment exchanges in India are run by the Government. For unskilled,

semi-skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In
certain cases it has been made obligatory for the business concerns to notify their
vacancies to the employment exchange. In the past, employers used to turn to these

agencies only as a last resort. The job-seekers and job-givers are brought into
contact by the employment exchanges.
3. Employment Agencies:
In addition to the government agencies, there are a number of private

employment agencies who register candidates for employment and furnish a list of
suitable candidates from their data bank as and when sought by the prospective
employers. ABC Consultants, Datamatics, Ferguson Associates, S B Billimoria, etc.
are the popular private employment agencies in our country.
Generally, these agencies select personnel for supervisory and higher levels.
The main function of these agencies is to invite applications and short list the
suitable candidates for the organisation. Of course, the final decision on selection is
taken by the representatives of the organisation. At best, the representatives of the
employment agencies may also sit on the panel for final selection of the candidates.
The employer organisations derive several advantages through this source.

For example, this method proves cheaper than the one organisations recruiting
themselves. The time saved in this method can be better utilized elsewhere by the
organisation.
As the organisational identity remains unknown to the job seekers, it, thus,
avoids receiving letters and attempts to influence. However, there is always a risk of
loosing out in screening process done by the agencies, some applicants whom the
representatives of the organisation would have liked to meet and select.
4. Professional Associations:
Very often, recruitment for certain professional and technical positions is

made through professional associations also called headhunters. Institute of
Engineers, Indian Medical Association, All Indian Management Association, etc.,
provide placement services for their members. For this, the professional associations
prepare either list of job seekers or publish or sponsor journals or magazines
containing advertisements for their members.
The professional associations are particularly useful for attracting highly

skilled and professional personnel. However, in India, this is not a very common
practice and those few that provide such kind of service have not been able to
generating a large number of applications.
5. Deputation:
Another source of recruitment is deputation, i.e., sending an employee to

another organisation for a short duration of two to three years. This method of
recruitment is practiced, in a pretty manner, in the Government Departments and
public sector organisations. Deputation is useful because it provides ready expertise
and the organisation does not have to incur the initial cost of induction and training.

However, the disadvantage associated with deputation is that the deputation
period of two/three years is not long enough for the deputed employee to prove
his/her mettle, on the one hand, and develop commitment with the organisation to
become part of it, on the other.
6. Word-of-Mouth:
Some organisations in India also practice the word-of-mouth method of

recruitment. In this method, the word is passed around the possible vacancies or
openings in the organisation. Another form of word-of-mouth method of recruitment
is employee-pinching i.e., the employees working in another organisation are
offered an attractive offer by the rival organisations. This method is economic, both
in terms of time and money.
Some organisations maintain a file of the applications and bio-data sent by

job-seekers. These files serve as very handy as and when there is vacancy in the
organisation. The advantage of this method is no cost involved in recruitment.
However, the drawbacks of this method of recruitment are non-availability of the
candidate when needed and the choice of candidates is restricted to a too small
number.
7. Raiding or Poaching:
Raiding or poaching is another method of recruitment whereby the rival firms

by offering better terms and conditions, try to attract qualified employees to join
them. This raiding is a common feature in the Indian organisations.
For example, several executives of HMT left to join Titan Watch Company, so
also exodus of pilots from the Indian Airlines to join private air taxi operators.
Whatever may be the means used to raid rival firms for potential candidates, it is
often seen as an unethical practice and not openly talked about. In fact, raiding has
become a challenge for the human resource manager. Besides these, walk-ins,
contractors, radio and television, acquisitions and mergers, etc., are some other
sources of recruitment used by organisations.
8. Schools, Colleges and Universities:
Direct recruitment from educational institutions for certain jobs (i.e. placement)
which require technical or professional qualification has become a common practice.
A close liaison between the company and educational institutions helps in getting
suitable candidates. The students are spotted during the course of their studies.
Junior level executives or managerial trainees may be recruited in this way.
9. Recommendation of Existing Employees:
The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees to
assist them in getting applications from persons who are known to them.

In certain cases rewards may also be given if candidates recommended by
them are actually selected by the company. If recommendation leads to favouritism,
it will impair the morale of employees.
10. Factory Gates:
Certain workers present themselves at the factory gate every day for
employment. This method of recruitment is very popular in India for unskilled or
semi-skilled labour. The desirable candidates are selected by the first line
supervisors. The major disadvantage of this system is that the person selected may
not be suitable for the vacancy.
11. Casual Callers:
Those personnel who casually come to the company for employment may
also be considered for the vacant post. It is most economical method of recruitment.
In the advanced countries, this method of recruitment is very popular.
12. Central Application File:
A file of past applicants who were not selected earlier may be maintained. In
order to keep the file alive, applications in the files must be checked at periodical
intervals.
13. Labour Unions:
In certain occupations like construction, hotels, maritime industry etc., (i.e.,

industries where there is instability of employment) all recruits usually come from
unions. It is advantageous from the management point of view because it saves
expenses of recruitment. However, in other industries, unions may be asked to
recommend candidates either as a goodwill gesture or as a courtesy towards the
union.
14. Labour Contractors:
This method of recruitment is still prevalent in India for hiring unskilled and
semi-skilled workers in brick klin industry. The contractors keep themselves in touch
with the labour and bring the workers at the places where they are required. They
get commission for the number of persons supplied by them.
15. Former Employees:
In case employees have been laid off or have left the factory at their own, they
may be taken back if they are interested in joining the concern (provided their record
is good).
16. Other Sources:
Apart from these major sources of external recruitment, there are certain other
sources which are exploited by companies from time to time. These include special

lectures delivered by recruiter in different institutions, though apparently these
lectures do not pertain to recruitment directly.
Then there are video films which are sent to various concerns and institutions
so as to show the history and development of the company. These films present the
story of company to various audiences, thus creating interest in them.
Various firms organize trade shows which attract many prospective

employees. Many a time advertisements may be made for a special class of work
force (say married ladies) who worked prior to their marriage.
These ladies can also prove to be very good source of work force. Similarly
there is the labour market consisting of physically handicapped. Visits to other
companies also help in finding new sources of recruitment.
Merits of External Sources:
1. Availability of Suitable Persons:
Internal sources, sometimes, may not be able to supply suitable persons from
within. External sources do give a wide choice to the management. A large number
of applicants may be willing to join the organisation. They will also be suitable as per
the requirements of skill, training and education.
2. Brings New Ideas:
The selection of persons from outside sources will have the benefit of new
ideas. The persons having experience in other concerns will be able to suggest new
things and methods. This will keep the organisation in a competitive position.
3. Economical:
This method of recruitment can prove to be economical because new

employees are already trained and experienced and do not require much training for
the jobs.
Demerits of External Sources:
1. Demoralization:
When new persons from outside join the organisation, then present
employees feel demoralized because these positions should have gone to them.
There can be a heart burning among old employees. Some employees may even
leave the enterprise and go for better avenues in other concerns.
2. Lack of Co-Operation:
The old staff may not co-operate with the new employees because they feel
that their right has been snatched away by them. This problem will be acute
especially when persons for higher positions are recruited from outside.

3. Expensive:
The process of recruiting from outside is very expensive. It starts with

inserting costly advertisements in the media and then arranging written tests and
conducting interviews. In spite of all this if suitable persons are not available, then
the whole process will have to be repeated.
4. Problem of Maladjustment:
There may be a possibility that the new entrants have not been able to adjust
in the new environment. They may not temperamentally adjust with the new persons.
In such cases either the persons may leave themselves or management may have to
replace them. These things have adverse effect on the working of the organisation.
Suitability of External Sources of Recruitment:
External Sources of Recruitment are Suitable for the Following Reasons:
(i) The required qualities such as will, skill, talent, knowledge etc., are available from
external sources.
(ii) It can help in bringing new ideas, better techniques and improved methods to the
organisation.
(iii) The selection of candidates will be without preconceived notions or reservations.
(iv) The cost of employees will be minimum because candidates selected in this
method will be placed in the minimum pay scale.
(v) The entry of new persons with varied experience and talent will help in human
resource mix.
(vi) The existing employees will also broaden their personality.
(vii) The entry of qualitative persons from outside will be in the long-run interest of
the organisation.
Q.27 Explain how to recruit a more diverse workforce. (Summer-2013)
Ans: How to Recruit, Engage and Retain a Diverse Workforce.
Recruitment
If you are serious about implementing a diversity/culture change initiative, you must
create a diverse pool of candidates. If you always recruit from the same places, with
the same methods, you will always get the same people. There is still the complaint
We looked all over and just cant find any. In todays competitive market you
need to be creative. You have to go where the candidates are and have a long
enough lead-time to get a good selection of candidates.

Research and develop a list of colleges that historically have large numbers of
women, people with disabilities, and people from different cultural, ethnic and racial
backgrounds. Send recruiting teams to those schools.
Begin to recruit from middle and high schools. Attend career days and come
prepared to discuss the benefits of working for your organization and your industry.
Contact various student groups on mainstream campuses and ask them to suggest
the best candidates or include notices about your organization in their newsletters
or other vehicles for communication.
Send a diverse team to meet with people at schools and other recruiting sites and
build relationships so your organization will be the company of choice to apply to
work.
Develop relationships with diverse community organizations and let them know
about the opportunities in your organization.
Identify new ways of reaching target markets.
Create an information process informing all of your employees about open
positions, and make it easy to apply. Be open to giving opportunities for excellence
to people who are different than you. Become conscious of any biases you may
have about other cultures, communication styles, and decision-making processes.
Your criteria for interviewing and hiring should be based on qualifications and not
just because you are more comfortable with someone who went to the same school,
is the same religion or shares your gender or sexual orientation. Have a diverse
panel conduct interviews so you can get other perspectives.
Include diversity as part of your mission statement and display it on your website
and marketing material. One of the first things a potential recruit will do in
researching your company will be to look at your website. If it does not state and
show a high value for diversity, there is a good chance that recruit will look
elsewhere.
Let suppliers and vendors that champion diversity know of any available positions
and ask them for referrals.
Market your diversity initiative throughout the organization so the word gets out that
your environment is a great place for everyone to work. Identify any changes your
organization has made regarding diversity and how diversity goals are being met.
When using outside recruiters tell them you want a diverse group of candidates and
have then show you their track record.
Identify stereotypes of people who work in your industry and develop strategies for
changing perceptions
Use more inclusive language and visuals in rule books, orientation, and recruiting
materials. Make sure all pronouns arent female in industries like nursing and that all
pronouns are not male in industries like law enforcement.
Develop relationships with ethnically diverse professional associations and
organizations; etc. Get their calendars and attend their conferences. Even if you are
not hiring immediately, talk with people, and get the cards of people who might be
potential recruits in the future.

Advertise in magazines and on-line publications. Use online recruiting websites that
are used by different employee groups such as RECRUITABILITY and
MONSTER.COM
Be aware of your own biases and stereotypes and their impact on the environment
Participate in high-level diversity training.
Create processes to make people who are different from you feel welcome and
included in your organization, and then use the media to alert potential employees
that you are a welcoming inclusive employer.
Mentor people who are from different cultural or ethnic backgrounds or gender from
you. It will help you become more comfortable with other people and will help your
staff grow in their careers.
Incorporate ideas from other cultures to solve problems and be more Innovative.
Use resources that are already in place and research what other organizations have
done to be successful. Develop relationships with employee affinity groups and
keep them apprised of any openings.
Provide cross-cultural communication training to help staff work well together and
serve the client population more effectively.
Survey and interview staff across demographics to determine their needs in order to
create a strategic plan for retention and increased recruitment under represented
populations.
Examine your definition of leadership qualities to include ways in which people who
have different thought processes and communication styles can lead. If you have
been hierarchical in the past, start learning that people with consensus styles can
also be effective leaders and do not exclude them from the recruiting process.
Conduct exit interviews and identify patterns and themes if they exist. Be willing to
change to accommodate and use new ideas and creativity.
Rethink your beliefs that a candidate should always have direct eye contact, be a
certain weight or height, speak the way you do, have children, be single, lead in
only one way, not be in a wheelchair, not be hearing impaired. Unless there are
physical requirements to being able to do the job, dont let your biases exclude
excellent candidates.
Always send a recruiting team who have been trained in diversity and inclusion
awareness and are willing to go beyond their comfort zone to attract the best
candidates.
Q. 28 Explain factors that affect the usefulness of interviews. (Summer-2013)
Ans: All of us go through it sooner or later - the intimidating meeting that can change
our lives. You know well how important it is to create a perfect resume and to show
your advantages in this short job interview time.
Everything counts here starting from the way you dress and finishing with your
answers to the simplest questions. The scary thing is that every wrong word, gesture
or answer can take away the opportunity to get your dream job.

Youve probably heard about all the basic job interview mistakes such as
lying, being rude or wearing your tracksuit pants. We offer you some more factors
that may influence your interviewer's opinion of you. So, here are the things that
make your potential employer say no to you.
1. Focusing only on the financial part
It is not a good thing if all you seem to care about is the money issue. Keep
the balance between questions about your salary and other enquiries. Candidates
who are interested in nothing but their salary usually lose to those who ask about
particular job details. Of course, you want to know how much you will be paid, but
dont forget to ask about your duties, responsibilities and career possibilities. Your
interviewers will appreciate that.
2. Making your resume too detailed
Nobody wants to know that you won ten awards at school contests. No one
cares that you worked as a postman for two months fifteen years ago. Your resume
should be highly informative and laconic. All the information should be useful to your
potential employer. If you are interviewing for an IT job, for example, you may not
mention that you delivered pizza for half a year while you were a student.
Give your resume to a friend or relative to read. It is even better if you can
give it to a person you have never met before. They can tell whether it is easy to
read and which parts should maybe be excluded.
3. Over praising yourself
You will probably be asked a tricky question about your weaknesses. Should
you answer it honestly or should you be more artful and diplomatic? The first option
is probably better. The majority of people start saying loads of rubbish about being
too hard working, too initiative, etc. Honestly speaking, that makes you look
narcissistic in the eyes of your interviewer.
You shouldnt let them know about every single flaw you have, as well. Just
try, to be honest, and dont tell them you are perfect. It is better if you say that you
are, for example, a bit absent-minded in times, but youve developed a system of
notes and reminders to work on this problem. They will definitely appreciate you
saying you are fighting your weaknesses.
4. Making silly mistakes in a resume
Well, you know that a resume is the first thing you are judged upon. Your
potential employers already have a clear picture of you in their heads even before
they see you and talk to you. If you make spelling or grammar mistakes in your
resume or cover letter, they will already see you as a poorly educated person. Even
if they decide to invite you to a job interview after seeing your poor grammar, they
may be a bit condescending at the meeting because you write your instead of
youre.

So, dont be lazy about editing and proofreading your resume. If you are not very
good at writing, better have it checked by some freelancers or friends. Do not risk a
potentially good job by making small silly mistakes.
5. Not knowing much about the company
A job interview is not a place for the questions such as What does your
company do?. You have to come to this meeting prepared knowing the history of
the company, its projects, services, names of the owners, latest news, etc. Not doing
your homework can actually cost you a job. So dont be lazy and make some
researches.
Ask some deeper questions about the company, though. For example, take
the interest in their attitude towards creative approaches to tasks; ask how they
reward initiative employees, etc.
6. Not having any questions
Before going to a job interview, think of several questions you will be asking. If
you have none, you may seem spineless, weak-willed and simply not interested. At
the same time, dont conduct an interrogation for your interviewer asking too many
questions at the first meeting.
7. Being stiff and shy
Surely, you are nervous. But can you, at least, smile or keep an eye contact?
You should be happy and enthusiastic - that is what your job interviewers want to
see. Your important job interview is not a place for excessive shyness. Give yourself
a bit of credit and tell about your victories. Maybe, it is your only chance to impress
your potential employers.
8. Chatting too much
Talking off the point, interrupting your interviewer, answering a simple

question for 15 minutes are all the things that annoy HR managers. Answer to the
point, laconically and with examples. Its as easy as that: sit still, listen carefully and
answer thoughtfully.
No employers would appreciate chatty workers. If they see you talk too much,
they may think that its all that you will do at work if you get the job. You probably do
not want to make such an impression. So, shut it and talk only when you need to.
9. Saying bad things about your previous employer
Maybe, your previous bosses actually were idiots. However, slinging dirt at
them, you only make yourself look bad. These potential employers who interview you
will one day be your previous ones. And they know that. So, if you talk bad about
your bosses now, you will probably say the same at your future job interviews about
them. Thus, dont talk much about your previous bosses and companies you worked

for. You can give the names and talk about your duties there, but dont get into the
details.
10. Not turning off your phone
This demonstration of you being so busy and needed is highly inappropriate

here. Turn your phone off even before you enter the building. Show some respect for
your potential employers; they will appreciate it.
If your phone rings at the middle of your interview, it will most certainly irritate
your interviewer and maybe even cause the rejection. Dont risk it.
So, these were the things that can in a way influence the perception of you at
a job interview. Remember, that you have to be the best version of yourself at this
meeting. To make it happen, you need to take time and think every tiniest detail
through. Thus, you will be prepared for the most unexpected questions and will
charm anyone into hiring you. Good luck!

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MBA SEMESTER-1

Human Resource Management

Introduction to Human Resource Management:

Q.1 What is the history of Human Resource Management?

Meanwhile, in England C S Myers, inspired by unexpected problems among

Birth and evolution of the discipline

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In the late 20th century, advances in transportation and communications

"Human capital management" (HCM) is sometimes used synonymously with

Human Resources is a business field focused on maximizing employee

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According to Leon C. Megginson From the national point of view human

According to Flippo Personnel management, or say, human resource

Thus, HRM can be defined as a process of procuring, developing and

Human resource management (HRM or simply HR) is

Importance of Human Resource Management

1. Recruitment and Training

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HRM encourages the people working in an organisation, to work according to

3. Maintaining Work Atmosphere

This is a vital aspect of HRM because the performance of an individual in an

In an organisation, there are several issues on which disputes may arise

5. Developing Public Relations

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Human resource management ensures the effective utilization of resources.

Organizational structure defines the working relationship between employees

8. Respect for Human Beings

Another importance of human resource management is to provide a respectful

10. Employee Satisfaction

Human resource management provides a series of facilities and opportunities

11. Employee Discipline and Moral

Human resource management tries to promote employee discipline and moral

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Human resource management focuses on achieving higher production and

Objectives of Human Resource Management

2. To utilize the available human resources effectively.

3. To increase to the fullest the employees job satisfaction and self-actualisation.

6. To establish and maintain cordial relations between employees and management.

7. To reconcile individual/group goals with organisational goals.

Q.3 What is the scope of HRM?

Ans: Scope of HRM

Human resources are undoubtedly the key resources in an organization, the

Human Resource Management is not just limited to manage and optimally

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1. HRM in Personnel Management:

This is typically direct manpower management that involves manpower

It also includes performance appraisal, developing new skills, disbursement of

2. HRM in Employee Welfare:

It also relates to supervision, employee counseling, establishing harmonious

3. HRM in Industrial Relations:

Since it is a highly sensitive area, it needs careful interactions with labor or

The main aim is to safeguarding the interest of employees by securing the

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Q.4 What are the functions of HRM?

The definition of HRM is based on what managers do. The functions

(1) Managerial functions, and

(2) Operative functions.

These are discussed in turn.

(1) Managerial Functions:

Planning is a predetermined course of actions. It is a process of determining

Organising is a process by which the structure and allocation of jobs are

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