Submitted By. Sanket Chothe PGDM Ebiz 2 Roll No. 74 Question No. 1.

How do you see the role of HRM changing in the present day context of business? What are the new mandates of HRM? Explain with the example of the organization you have been working for or familiar with. Quote specific situations to explain your point. Briefly describe the organization you are referring to. Answer: - Human Resource Management is much discussed in todays business world. But how well is
it understood? In a world where peoples competencies and skill sets are described in paragraphs rather than in a few words and where media reports of salaries make us do a double-take to ensure that seeing indeed believes, it is becoming increasingly challenging to manage this high potential we consider as the countrys asset. Today, managing the expectations and motivations of a skilled workforce has brought with it attendant complexities in terms of the need for robust HR practices and organizational procedures. The shift in focus from traditional HRM to strategic HRM was inevitable. Competitive advantage for an organization lies not just in differentiating a product or service or in becoming the low cost leader but in also being able to tap the companys special skills or core competencies and rapidly respond to customers needs and competitors moves. HR management can play a role in identifying and analyzing external opportunities and threats that may be crucial to the companys success. It is in a unique position to supply competitive intelligence that may be useful in the strategic planning process. Human Resource Accounting Over the years, some of the traditional HR practices have been revisited and analyzed to evaluate their suitability in todays world. One such major practice is the concept of Human Resource Accounting (HRA). Initially, one might hesitate to accept a concept which tries to put a monetary value to human beings. How does one attach a number to a persons capabilities? However, HRA represents a way to gauge how strong and profitable an organizations workforce is. Organizations have been claiming that their employees are their most valuable assets. The spate of downsizings and increasing job insecurity notwithstanding, the resurgence of interest in the area of HRA is perhaps testimony to this approach, where investments in human resources are now included as assets in a companys balance sheet, rather than expense heads in their profit and loss statements. The signals are clear the employee is an asset who can be groomed to bring in future profitability an asset which can define the companys image in the market today. HRA also involves accounting for investment in people and their replacement costs, as also the economic value of people in an organization. A trend yet to catch up in the Indian industry, with a few exceptions such as BHEL, Infosys, SBI and Reliance industries, it has been extensively embraced in the West. Competency mapping

With the growth of the industries in the `knowledge-verticals, human talent is undoubtedly the most important asset today. To make sure that a company selects the right person for the right job, and manages him/her carefully, processes like competency mapping are gaining ground. Competency mapping is a process of identifying key competencies for a particular position in an organization, and then using it for job-evaluation, recruitment, training and development, performance management, and succession planning. In conjunction with the balanced scorecard, this can be an extremely robust tool to manage an organizations performance. Despite the growing level of awareness, however, in India, competency development and mapping still remains in the nascent stages of implementation. As far as the HR function is concerned, the time has perhaps come where it needs to be treated as a line function with every manager having HR activities as part of his line responsibilities, rather than treating HR as a separate, support-providing activity only. Todays manager is expected to wear multiple hats that of a leader, internal change agent, coach, counselor, mentor in addition to his/her `technical responsibilities. This would entail that every manager, irrespective of his/her functional area of specialization, would have to have a thorough grounding in concepts and processes of HR. It has become fashionable among organizations to use terms such as HRD (Human Resource Development) and HCM (Human Capital Management) as being representative of the changing trends in HR practices. Merely renaming the function is however not going to be sufficient. The need of the hour is for premier institutes such as the IIMs, IITs as well as other professional institutions to rise to the occasion and re-design their curriculum and pedagogical methods in consultation with the industry, in order to train their students to meet the changed expectations of the industry.

Question No. 2 What are the methods of Job Analysis and techniques of writing Job Description? Take example of a few job descriptions and explain its components as techniques of writing it. Explain the organization and the context of the job adequately to support your answers.
There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods. The analyst may then meet with a group of workers or incumbents. And finally, a survey may be administered. In these cases, job analysts typically are industrial/organizational psychologists or Human Resource Officers who have been trained by, and are acting under the supervision of an industrial psychologist. In the context of vocational rehabilitation, the primary method is direct observation and may even include video recordings of incumbents involved in the work. It is common for such job analysts to use scales and other apparatus to collect precise measures of the amount of strength or force required for various tasks. Accurate, factual evidence of the degree of strength required for job performance is needed to justify that a disabled worker is legitimately qualified for disability status. In the United States, billions of dollars are paid to disabled workers by private insurers and the federal government (primarily through the Social Security Administration). Disability determination is, therefore, often a fairly "high-stakes" decision. Job

analysts in these contexts typically come from a health occupation such as occupational or physical therapy..

Question No. 3 what are the methods of Competency Mapping? Explain briefly with organizational example of the organization you are working for or familiar with. Briefly describe the organization and the context leading to mapping. Answer: - Competency Mapping is a process of identifying key competencies for a company or
institution and the jobs and functions within it. Competency mapping is important and is an essential exercise. Every well managed firm should: have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placement and training needs identification. The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results. Competency Mapping Process The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioral interview methods so that the organization creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Start with small, discrete groups or teams, ideally in two directions-a horizontal slice across the business that takes in a multi-functional or multi-site group, more or less at the same organizational level, and a vertical slice taking in one whole department or team from top to bottom. From that, the organization can learn about the process of competency modeling, and how potential alternative formats for the models may or may not fit the needs of the business. It is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. So if recruitment and selection or performance management is the key strategic needs of the business, and where the pain is being felt, then start there. It is advisable to begin with a horizontal slice of the management or senior-most team as the benefits will percolate down to the whole organization. Methodology for designing: The most effective route to employ recognized best-practice internal research methodology using behavioral event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and Competency Requirement Questionnaires to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organizational strategy and business objectives, and also against external research relevant and analogous to the organizations situation-not as a driver, but as a reference point. Once the behavioral data is collected, it should be sorted, categorized and leveled carefully to create models that are concise and comprehensive, simple and sophisticated. Developing BEI skills within the organization has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on. International organizations must ensure that the methodology does not screen-out those competencies that do not match the culturally-influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. This is a common errorthe Universalist, all-powerful global leadership model. Common Steps In Competency Mapping

First: A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioral as well as skill-based. Second: Having discovered the similarities in the questionnaires, a competency-based job description is crafted and presented to the personnel department for their agreement and additions if any. Third: Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive; one starts mapping the capability of the employees to the benchmarks. There are several index points within the responsibility level. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assesses is in terms of personal development and achievement. These give an adept HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops every indicator at his level, he moves on to the next and begins there at the bottom in short, he is promoted. This reasonably simple though initially (the first year only) tedious method helps everybody to know what the real state of preparedness of an organization to handle new business (or its old one) because it has a clear picture of every incumbent in the organization. It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. A win-win situation for everyone.

Question No. 4 Explain the concept of Role and Role systems. Explain them with the help of organizational example. How do you see your role fitting into Role set and Role space, explain. Briefly describe the organization you are referring to. Answer:ROLE The actions and activities assigned to or required or expected of a person or group in an organization. Role efficacy It is important to understand that the performance of people working in a programme or in an organization, depends on their technical competence, managerial skills, and their potential effectiveness in the roles they perform. It is the merging of the two (the person and the role) that ensures the individuals effectiveness in an organization. Role efficacy means the potential effectiveness of an individual occupying a particular position in an organization. People with high role efficacy seem to experience less role stress and work-related tension. They rely on their own strengths to cope with problems, use more focused behaviour, interact with people and the environment, persist in solving problems (mostly by themselves), and show commitment to their work. A participatory environment provides staff higher satisfaction and contributes to role efficacy. An environment characterized by control seems to lower role efficacy.

The Ten Aspects of Role Efficacy Role efficacy has ten aspects. These aspects can be classified into three groups or dimensions, namely, -role making, -role centering and -role linking. Role making is an active attitude towards the role, i.e. defining and making the role one likes to take on. Role centering is concerned with increasing the power of the role, making it more important. Role linking is concerned with extending the relationship of the role with other roles and groups. The three dimensions have been further sub-divided into the ten aspects of role efficacy Role making Self-role integration All people have strengths, experience, technical expertise, special skills, and some unique contributions to make. The roles that people play should provide an opportunity to utilize these skills and strengths to ensure a high level of role efficacy. When their role provides them with greater opportunity for using their special strengths, their role efficacy is likely to be higher. If there is a gap between people and their roles, role efficacy is likely to be low. Role efficacy It is important to understand that the performance of people working in a programme or in an organization, depends on their technical competence, managerial skills, and their potential effectiveness in the roles they perform. It is the merging of the two (the person and the role) that ensures the individuals effectiveness in an organization. Role efficacy means the potential effectiveness of an individual occupying a particular position in an organization. People with high role efficacy seem to experience less role stress and work-related tension. They rely on their own strengths to cope with problems, use more focused behaviour, interact with people and the environment, persist in solving problems (mostly by themselves), and show commitment to their work. A participatory environment provides staff higher satisfaction and contributes to role efficacy. An environment characterized by control seems to lower role efficacy.

Influence The more influence and power people have in their roles, the higher their efficacy is likely to be. Influence and power at work come about from personal competence, position in the work place, leadership style, the ability to gain the respect of others and handle threats and bullying. One factor that makes roles in the public sector or in civil services more effective is the opportunity to influence a large section of the community. Health care providers have more influence because they treat people who are sick and are therefore, often highly respected by the community.

Personal growth Another factor, which contributes to role efficacy, is the perception that the position provides the individual with an opportunity to grow and develop. There are several instances of people leaving one position and becoming very effective in another. This happens primarily because they have greater opportunity to grow in the second position, due to the role they play in that position. If people feel that they are stagnating in a position without any opportunity to grow, they are likely to have a low role efficacy.

Inter-role linkage Linking ones role with that of others in the programme increases efficacy. If there is an exchange of ideas, discussions, greater communication, and an effort to understand problems and devise solutions etc., the efficacy of the various roles involved is likely to be high. The feeling of role isolation (that a person works without any linkage with other roles) reduces role efficacy. Helping relationship There are two kinds of helping relationships - feeling free to ask for help and expecting that help will be available when it is needed, as well as willingness to give help and respond to the needs of others. The opportunity for staff to receive and give help increases their role efficacy. If there is a feeling that no help is available when asked for, or that the other person is hostile, role efficacy will be low. Staff must be made to understand that helping is a two-way interchange. Super-ordination when people performing a particular role feel that what they do is likely to be of value to a larger group, their efficacy is likely to be high. Super-ordination is working to serve large causes or groups, usually with some collaboration. One major motivating factor for health personnel, especially those working at the grass roots level is the feeling that their contribution to people they deal with, is likely to help larger sections of the community and society.

Question No.5 What are the functions, determinants and objectives of compensation in an organizational context? Explain with example whether the compensation structures are essentially based on evaluation programme? Briefly describe the organization, you are referring to. Answer: - Pay satisfaction results in positive work attitude and behavior among employees. This has
positive impact on organizational effectiveness and performance. Maximize the potential of compensation impact on organizational effectiveness by giving fair and just pay. None can deny the fact that most people seek employment and expect fair compensation for the work they have done. There are very few people - possibly none - who are willing and readily do work for free. Those involved in charitable activities are possibly the exceptions.

According to Barber and Bretz (2000), "pay is one of the most important job attributes to job seekers."Employees are interested to know their commencing pay and the pay structure indicating the minimum and maximum pay range. They also want to know the formula for calculating pay increases whether given annually or on the occurrence of certain events such as upon promotion or when additional responsibilities are given. Benefits which are non-cash compensation are also important to employees. Profit-Oriented Organizations Maslow's Theory of Needs indicates how compensation impact on organizational effectiveness may apply. Pay allows people to satisfy their needs at the lower levels. Fairness in compensation systems is important. Employees must not only feel that they are compensated fairly but that they - as well as others - must perceive that the compensation is fair in the circumstances.Money is one of the things that can motivate workers. However, it has its limit in maintaining employee motivation. Money - that is, compensation - has different effect on different people. Even if this is so, every employee will perform the necessary required work for as long as he or she is fairly compensated.Motivated people perform well. In this way they have impact on the productivity, and thus, profitability, of organizations. Charitable Organizations You may want to know the compensation impact on organizational effectiveness in charitable organizations. You can say that people who involve themselves in charitable works have different motivation in life. They are motivated more by the good resulting from their contribution than by monetary gains. They feel happy that they have participated for the general good and want to continue as long as they possibly can. Their good feeling and joy in giving help freely is a form of "compensation." These people will feel that they have not used their time, energy and talent in vain. However, charitable organizations have full-time employees. Surely, pay is an important motivation for them. Compensation and Job Satisfaction There are surveys that indicate compensation affects job satisfaction. It has impact on employee attitude and behavior. When employees are dissatisfied, 1. The quality of their work will become worse 2. They tend to be late or do things other than their core tasks, and 3. The level of absenteeism and turnover is higher. These have negative impacts on organizational performance. An organization can lose its capability but only to the degree that negative attitude and behavior are shared by the majority of employees. Delivery of products or services of the required quality and number on time will suffer a setback.

Rampant absenteeism and high turnover, for example, can spell disaster for organizations. You may have noticed that there are other factors involved. Take for example, the real possibility that fairness in compensation is perceived differently by different people. There are also external forces that influence employees' understanding of what constitutes fairness. Employee unions can sway members' thinking. Union officials who negotiated a poor pay for members can have negative impact on employees satisfaction with their pay. Employees who are satisfied with their union's action tend to be satisfied with their pay. They tend to perform better. However, if the union's performance and the negotiated pay is not satisfactory, employees tend to perform poorly. Some surveys had been conducted on this. You can conclude that compensation impact on organizational effectiveness is playing a role here. Employee performance has a corresponding effect on the organization's performance. It is important to remember that different outcomes may result in different organizations. Strategic Compensation Since compensation impact on organizational effectiveness is a reality, it is only logical that you optimize its potential by giving your people fair and just compensation for works well done or to motivate employees to perform better. Again, many factors come into play including union membership, understanding and perception of what constitutes "fair and just" compensation, present conditions, and so on. A fair compensation framework has the potential of making employees more satisfied. Since pay is one of the important attributes of work, employees will perform well for a fair pay. This, in turn, impacts on organizational performance and effectiveness. If you manage to strike a good balance between pay and work, among other things, you will surely achieve some degree of compensation impact on organizational effectiveness.