HUMAN RESOURCE

MANAGEMENT

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 UNIT-I

CONCEPT OF HUMAN RESOURCE MANAGEMENT

HRM – DEFINITION

 According to Flippo HRM is “ the planning, organizing, directing and controlling of

procurement, development, compensation, integration, maintenance and reproduction of
human resources to the end that individuals organizational and societal objectives are
accomplished.

HRM- FUNCTIONS

 Managerial functions

 Operative functions

Managerial functions

 Planning

 Organizing

 Directing

 Controlling

FINANCE MARKETING MATERIALS

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 TECHNOLOGY INFORMATION
HRM

Operative functions PRODUCTION

Employment

 Job analysis

 Hr planning

 Recruitment

 Selection

 Placements

 Induction & orientation

HR development

 Performance appraisal

 Training

 Career development and planning

 Internal mobility

 Transfer

 Promotion

 Demotion

 Retention and retrenchment

 Change and organization development

Compensation

 Job evaluation

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  Wage and salary administration

 Incentives

 Bonus

 Social security benefits

 Fringe benefits

Human relations

 Interaction among human beings

 Motivation

 Communication

 Leadership skills

 Grievances

Industrial relations

 Indian labour market

 Trade union

 Collective bargaining

 Industrial conflict

 Workers participation in management

 Quality circle

Recent trends in HRM

 Quality of work life

 Total quality in hr

 Hr accounting and research

 Recent techniques

NATURE OF HUMAN RESOURCES

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Complex Dynamism

 Economic

 Physiological

 Psychological

 Socio-logical

 Ethical begins

A Social System
 Economic satisfaction

 Social satisfaction for group

 Individual job satisfaction.

A challenging task

 Attaining employee objectives

 Attaining organizational objectives

 Attaining societal objectives

 Technological developments

SCOPE OF HRM

 Organization of Hrm

 Strategic HRM

 Employment

 Development

 Wage & salary administration

 Maintenance

 Motivation

 Industrial relation

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  Participative maintenance

 Recent development in HRM.

IMPORTANCE OF HRM

 Significance for an enterprise

 Professional significance

 Social significance

 National significance

HISTORY OF HRM

 The industrial revolution

 Trade union

 Scientific management

 Industrial psychology

 Human relation movement

 Behavioral science

 Human resource specialists and employee welfare.

EVOLUTION OF HRM

 The commodity concept

 The factor of production concept

 The paternalistic concept

 The humanitarian concept

 The behavioral human concept

 The emerging concept.

GROWTH OF HRM IN INDIA

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  Welfare stage (before 1947)

 Industrial relation stage (1947 to 1960)

 Personnel administration (1970)

 Personnel management stage (1980)

 HRM stage (1990 onwards)

IMPORTANCE OF THE HUMAN FACTOR

 Organizations are managed and staffed by people, without people organization cannot exist.

 Business success depends upon the how best they bring right kind of people, develop them
and maintain them.

 Organizations that are able to acquire, develop, stimulate and keep outstanding employees
will be both effective and efficient.

 HRM practices can make an important practical difference in terms of productivity, quality
and work life.

OBJECTIVES OF HRM

 To help the organization attain its goal

 To employ the skills and knowledge of employees

 To enhance job satisfaction and self actualization

 To establish and maintain internally working relation

 To bring out maximum individual development

 To secure integration of all the individuals and groups

 To maintain high morale and human relation within the organization.

 To develop and maintain quality of work life

 To help maintain ethical policies and behavior

 To recognize and satisfy individual needs and groups

INCLUSIVE AND AFFIRMATIVE ACTION

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  Equal opportunity in employment

 Does not practice nor support discrimination in any form

 Does not bias employment away from applicant belonging to disadvantaged sections, of
such applicants possess competitive skills

 Written policy on affirmative action plan

 Company has partnership plan with educational institution to support socially disadvantaged
students

 Company makes all efforts for upskilling and continual training of employees from socially
disadvantage sections.

 Makes its learning and experience as a good corporate citizen in affirmative actions to other
companies to incorporate such policies in their own.

COMPETENCIES (QUALITIES) OF HR MANAGER

 Educational qualification

 Personal attributes

 Training & Experience

 Professional attributes

ROLE OF HR MANAGER

 As a specialist

 As an information source

 As a change agent

 As a controller

 As a liaison man

 As a housekeeper

 As a fire fighter

STATUS OF HR MANAGER

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  The police man

 The law man

 The liaison

 The catering man

 The welfare man

 The productive man

IMPORTANCE OF THE HUMAN FACTOR

 Organizations are managed and staffed by people, without people organization cannot exist.

 Business success depends upon the how best they bring right kind of people, develop them
and maintain them.

 Organizations that are able to acquire, develop, stimulate and keep outstanding employees
will be both effective and efficient.

 HRM practices can make an important practical difference in terms of productivity, quality
and work life.

HUMAN RESOURCES POLICIES

According to “yoder” HR policy provides guidelines for a wide variety of employment relationship
in the organization. These guidelines identify the organization intentions in selection, recruitment,
promotion, development, compensation, motivation and otherwise leading and directing people in
the organization.

 HR Procedures chronological sequence of steps to implement HR policies.

 HR practices styles and methods used in implementation of HR programme.

CHARACTERISTICS OF HR POLICIES

 HR policy is based on or derived from HR objectives.

 HR policies are general statements of broad understanding.

 Contains the conduct which are to govern the organization dealings with employees

 HR policies are standing plan.

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  HR policy formulated by HR dept consult with line manager and approved by top.

NEED AND IMPORTANCE

 Clear thinking

 Uniformity and consistency of administration

 Continuity and stability

 Sense of security

 Delegation of authority

 Orientation and training

 Teamwork and loyalty

 Control

 Prompt decision making

TYPES OF HR POLICY

 On the basis of source

o Originated

o Appealed

o Imposed

 On the basis of scope

o General

o Specific

 According to form

o Written or implicit policies.

HUMAN RESOURCE INFORMATION SYSTEM

It is defined as the system used to acquire, store, manipulate, analyze, ret rive and distribute
information regarding an organization’s human resources

OBJECTIVES OF HRIS

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  To acquire and distribute the information of human resource

 To facilitate HR decision making in following areas

o Man power planning

o Recruitment and selection

o Education and training

o Salary and wages administration.

 To provide relevant information on employees as part of legal requirements.

GENERAL HRIS MODEL

Performanc Training and

Payroll Benefits e appraisal developmen Recruitme
t nt

Employee Relational database

data

Regularly generated
reports Ad hoc
inquiries
BEN
EFITS OF HRIS
 HRIS can process, store and ret rive quantities of data

 The records can be updated quickly

 There is accuracy

 Information can be readily manipulated, merged and presented promptly

HUMAN RESOURCE AUDIT

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A human resource audit evaluates the personnel activities used in an organization. The audit may
include one division or entire company. It gives feedback about

 The function of operating managers.

 The human resource specialists.

 How well managers are meeting their human resource duties.

In short, the audit is an overall quality control check on human resource activities in a division or
company and how those activities support the organization’s strategy

Benefits of a human resource audit

 Identifies the contribution of the personnel departments to the organization

 Improves professional image of the personnel department

 Encourages greater responsibility and professionalism among members of the personnel

department

 Clarifies the personnel department’s duties and responsibilities

 Finds critical personnel problems

Scope of human resource audit

 Audit of Corporate Strategy

Corporate Strategy concerns how the organization is going to gain competitive advantage.

 Audit of the Human Resource Function

Audit touches on Human Resource Information System, Staffing and Development, and
Organization Control and Evaluation.

 Audit of Managerial Compliance

Reviews how well managers comply with human resource policies and procedures.

 Audit of Employee Satisfaction

HUMAN RESOURCE ACCOUNTING

According to American Accounting Association” HRA is the process of identifying and measuring
data about human resources and communicating the information monitor to interested parties”

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OBJECTIVES

 To provide cost value information

 To monitor efficient use of HR

 To assist in development of effective management practices.

Advantages

 Helps management in recruitment planning

 Provides valuable feedback

 Potential investors can judge a company better on strength of human assets

 Helps in taking appropriate decisions.

Limitations

 It is not easy to value the human assets

 Is full of measurement problem

 There is no empirical evidence

 Employees and unions may not like the idea

KEY TERMS
 Human resource management  Role of HR manager

 HRM activities  Hr generalist

 HRM functions  Hr specialist

 HR policies  Managerial functions

 HRIS  Operative functions

 HRA  Benefits of HRM

 Human resource audit  Nature of HRM

 HRM objectives  Inclusive growth

 Types of hr policy  Affirmative action

IMPORTANT QUESTIONS (16 MARKS)

1. Explain the evolution of HRM globally and in India?
2. i) Discuss various applications of computer in HRM?
ii) Highlight the human resource policies in organizations?
3. Bring out the importance of role of HR manager?

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 4. Trace the evolution of HRM.
5. What are the basic factors the HRM manager should bear in mind while formulating HRM policies?
6. How does organizational culture affect HRM policies?
7. Discuss the challenges faced by Human Resource Management.
8. Explain (i) HR Audit (ii)HR Accounting
9. i) Explain the objective of HRM
ii) What are the Qualities of a HR manager?
10. Explain the functions of HRM in detail.
11. Explain various modules in HRIS.
12. State various types of personal policies and explain the steps in policy formulation, also mention the
characteristics of a sound policy.
13. i)Discuss the Scope of HRM
ii) What is the importance of HRM?
14. Explain organizations of personnel department.
15. i) Explain any four HR policies of your choice.
ii) Describe some of applications in HRM.
16. i) Specify the Roles of HR manager.
ii) Write the picture about evolution took place in the field of HRM.
UNIT-II

THE CONCEPT OF BEST FIR EMPLOYEE

HUMAN RESOURCE PLANNING

Human resource planning is a process by which an organization ensures that

 It has the right number and kinds of people

 At the right place

 At the right time

 Capable of effectively and efficiently completing those tasks that will help the organization
achieve its overall strategic objectives

The process by which management determines how an organization moves from its current
manpower position to its desired manpower position through it the management strives to have the
right number and right kind of people at the right place at the right time doing things which result in
both the organization and individual receiving maximum long range benefits

Need and Importance

 Employment situation

 Technological changes

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  Organizational change

 Demographic change

 Shortage of skills

 Legislative controls

 System concept

 Lead time

 Hiring cost

 Increased mobility

Process of HR planning

 Analyzing organizational plans

 Forecasting demand for HR

 Forecasting supply of HR

 Estimating manpower gaps

 Action plan

 Monitoring and control

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Linking organizational strategy to hr planning

Levels of HR planning

 National level

 Sectoral level

 Industry level

 Unit level

Limitations

 Inaccuracy

 Employees resistance

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  Uncertainties

 Inefficient information system

 Lack of top management support

 Unbalance focus

 Time and expense

Job Analysis

Job analysis is a systematic exploration of the activities within a job.

It defines and documents the duties, responsibilities, and accountabilities of a job and the conditions
under which a job is performed

Job Analysis Methods

 Observation– job analyst watches employees directly or reviews film of workers on the job

 Individual interview– a team of job incumbents is selected and extensively interviewed

 Group interview– a number of job incumbents are interviewed simultaneously

 Structured questionnaire– workers complete a specifically designed questionnaire

 Technical conference– uses supervisors with an extensive knowledge of the job

 Diary– job incumbents record their daily activities

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 Job Analysis

understand the purpose review draft

of the job analysis with supervisor

understand the roles of

develop draft
jobs in the organization

benchmark positions seek clarification

determine how to collect

job analysis information

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, sli de 17

Job descriptions list

 Job title

 Job identification

 Job duties/essential functions in order of importance

 Job specifications - minimal qualifications for job

Almost all HRM activities are tied to job analysis; it is the starting point for sound HRM.

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 Job Analysis
Almost all HRM
activities are
tied to job recruiting
analysis; it is the labor selection
relations
starting point for
sound HRM.
HR
safety &
planni ng
health
job analy sis
job description
job specif ications
employee
compensation development

performance employee
management training
career
development

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, sli de 21

RECRUITMENT

According to flippo “recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for in an organization

Once an organization identifies its human resource needs through employment planning, it can
begin recruiting candidates for actual or anticipated vacancies.

Recruiting brings together those with jobs to fill and those seeking jobs

Factors that affect recruiting efforts

 Organizational size

 Employment conditions in the area

 Effectiveness of past recruiting efforts

 Working conditions, salary, and benefits offered

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  Organizational growth or decline

Steps in Recruitment and Selection Process

Recruiting
Sources

INTERNAL RESEARCH

Organizations that promote from within identify current employees for job openings

 By having individuals bid for jobs

 By using their HR management system

 By utilizing employee referrals

Employee Referrals

Current employees can be asked to recommend recruits.

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Advantages

 The employee’s motivation to make a good recommendation

 The availability of accurate job information for the recruit

 Employee referrals tend to be more acceptable applicants, more likely to accept an offer,
and have a higher survival rate

Disadvantages

 The possibility of friendship being confused with job performance

 The potential for nepotism

 The potential for adverse impact

EXTERNAL SOURCES

Advertisements

Must decide type and location of ad, depending on job; decide whether to focus on job (job
description) or on applicant (job specification).

Three factors influence the response rate

 Identification of the organization

 Labor market conditions

 The degree to which specific requirements are listed.

Employment Agencies

 Public or state employment services focus on helping unemployed individuals with lower
skill levels to find jobs

 Private employment agencies provide more comprehensive services and are perceived to
offer positions and applicants of a higher caliber

 Management consulting firms (“headhunters”) research candidates for mid- and upper-level
executive placement

 Executive search firms screen potential mid/top-level candidates while keeping prospective
employers anonymous

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Schools, colleges, and universities

 May provide entry-level or experienced workers through their placement services

 May also help companies establish cooperative education assignments and internships

Job fairs

 Attended by company recruiters seeking resumes and info from qualified candidates

 Virtual online job fairs could bring employers and job seekers together online by logging
into a specific Web site at a certain time. Some sites use avatars as candidates and recruiters.

Professional organizations

 Publish rosters of vacancies

 Run placement services at meetings

 Control the supply of prospective applicants

 Labor unions are also in this category

Unsolicited applicants (walk-ins)

 May provide a stockpile of prospective applicants if there are no current openings

RECRUITING ALTERNATIVES

Temporary help services

 Temporary employees help organizations meet short-term fluctuations in HRM needs

 Older workers can also provide high-quality help

Employee leasing

 Trained workers are employed by a leasing company, which provides them to employers
when needed for a flat fee

 Typically remain with an organization for longer periods of time

Independent contractors

 Do specific work either on or off the company’s premises

 Costs of regular employees (i.e. taxes and benefits costs) are not incurred

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SELECTION

 Choosing the most suitable persons out of all the applicants

The Selection Process

The selection process typically consists of eight steps.

 Preliminary interview

 Application blank

 Selection test

 Employment interview

 Medical examination

 Reference checks

 Final approval

 Employment

Test

 Aptitude test

 Achievement test

 Personality test

 Interest test

 Intelligent test

 Mechanical test

 Psychometric test

Objectives of interview

Interview has at least three objectives and they are a follows

 Helps obtain additional information from the applicants

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  Facilitates giving general information to the applicants such as company policies, job,
products manufactured and the like

 Helps build the company’s image among the applicants.

Types of interview

Following are the various types of interview used in the employee selection process

 Informal Interview

 Formal interview

 Structured or patterned interview

 Unstructured interview

 Depth interview

 Group interview

 Stress interview

 Panel interview

 Structured Interview An interview based on specific questions determined before the

interview.

The same questions are covered with each candidate.

 Unstructured Interview There is no specific list of questions to direct the interview.

The questions are directed by responses to previous questions.

This type of interview allows for more flexibility.

 Closed-ended Question - A question that requires a simple answer such as yes or no.

Closed-ended questions also include those that are answered by a number, such as the number
of years at one job.

Closed-ended questions are easy to answer and easy to use for comparisons.

 Halo Effect The practice of forming an overall opinion on the basis of one outstanding
characteristic.

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Designing and Conducting the Interview

The structured situational interview

Use either situational questions (preferred) or behavioral questions that yield high criteria-related
validities.

 Step 1 Job Analysis

 Step 2 Rate the Job’s Main Duties

 Step 3 Create Interview Questions

 Step 4 Create Benchmark Answers

 Step 5 Appoint the Interview Panel and Conduct Interviews

How to Conduct an Effective Interview

Structure your interview

 Base questions on actual job duties.

 Use job knowledge, situational, or behaviorally oriented questions and objective criteria to
evaluate the interviewee’s responses.

 Train interviewers.

 Use the same questions with all candidates.

 Use descriptive rating scales (excellent, fair, poor) to rate answers.

 Use multiple interviewers or panel interviews.

 If possible, use a standardized interview form.

 Control the interview.

 Take brief, unobtrusive notes during the interview.

Prepare for the interview

 Secure a private room to minimize interruptions.

 Review the candidate’s application and résumé.

 Review the job specifications

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Establish rapport

 Put the person at ease.

Ask questions

 Follow your list of questions.

 Don’t ask questions that can be answered yes or no.

SOCIALISATION BENEFITS

It is the process by which new employees attempt to learn and inculcate the norms and values of
work roles in an organization.

In order to reduce the anxiety that new employees may experience, attempts should be made to
integrate the person into the informal organization. The initial T&D effort designed for employees
is Socialization,

The guided adjustment of new employees to the company, the job, and the work group.

Purpose of socialization

Socialization formats are unique to each firm. However, some basic purposes include emphasizing
these areas the employment situation (job, department, and company), company policies and rules,
compensation and benefits, corporate culture, team membership, employee development, dealing
with change, and socialization.

Stages in socialization Process

Socialization can be conceptualized as a process made up of three stages.

Pre-arrival Stage

This stage explicitly recognizes that each individual arrives with a set of organizational values,
attitudes, and expectations. For instance, in many jobs, particularly high skilled and managerial
jobs, new members will have undergone a considerable degree of prior socialization in training and
in school. Pre-arrival socialization, however, goes beyond the specific job. The selection process is
used in most organizations to inform perspective employees about the organization as whole. In
addition, of course, interviews in the selection process also act to ensure the inclusion of the “right
type” determining those who will fit in. Indeed, the ability of the individuals to present the
appropriate face during the selection process determines their ability to move into the organization

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in the first place. Thus success depends upon the degree to which aspiring members have correctly
anticipated the expectations and desires of those in the organization in charge of selection.

Encounter Stage

Upon entry into the organization, new members enter the encounter stage. Here the individuals
confront the possible dichotomy between their expectations about their jobs, their coworkers, their
supervisors, and the organization in general and reality. If expectations prove to have been more or
less accurate, the encounter state merely provides a reaffirmation of the perceptions generated
earlier. However, this is often not the case. Where expectation and reality differ; new employees
must undergo socialization that will detach them from their previous assumption and replace these
with the organization’s pivotal standards. Socialization, however, cannot solve all the expectation
differences. At the extreme, some new members may become totally disillusioned with the
actualities of their jobs and resign. It is hoped that proper selection would significantly reduce this
latter occurrence.

Metamorphosis Stage

Finally the new member must work out any problems discovered during the encounter stage. This
may mean going through changes. Hence the last stage is termed as metamorphosis stage.
Metamorphosis is complete as is the socialization process – when new members have become
comfortable with the organization and their work teams. In this situation they will have internalized
the norms of the organization and their coworkers; and they understand and accept these norms.
New members will feel accepted by their peers as trusted and valued individuals. They will have
gained an understanding of the organizational system- not only their own tasks but the rules,
procedures and informally accepted practices as well. Finally they will know how they are going to
be evaluated. They will know what is expected of them and what constitutes a good job.
Consequently, successful metamorphosis should have positive effect on new employees’
productivity and the employee’s commitment to the organization, and should reduce the likelihood
that the employee will leave the organization any time soon.

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 The Insider-Outsider Passage

The Socialization Process

Outcomes

Productivity

Prearrival Encounter Metamorphosis Commitment

Turnover

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 8, sli de 6

KEY TERMS
Hr planning Depth interview
Hr forecasting Group interview
Selection Panel interview
Validation Aptitude test
Interview Achievement test
Structured interview Personality test
Unstructured interview Interest test
Stress interview Intelligent test
Socialization Psychometric test
Halo effect Sources of recruitment
Informal interview Socialization stages
Formal interview
IMPORTANT QUESTIONS

1. Describe how human resource planning is integrated with strategic planning?

2. Explain how you would go about in validating selection test. How can this information be
useful to the manager?
3. Explain Internal & External sources of recruitment.
4. Explain the process of HR planning & forecasting?
5. Discuss the various sources of recruitment, their advantages & disadvantages.
6. How is HR forecasting done? Explain the process.

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7. What are the important components of HR selection process? Describe.
8. How would you evaluate whether the selection programme is appropriate.
9. Explain the following (i) Induction (ii) Socialization
10. Discuss the importance of HR planning at corporate level.
11. Explain the stages in HR selection process.
12. Discuss the process of HR planning.
13. Explain Selection Interview in detail
14. Explain various tests used in selection process.
15. i) Discuss the some of the manpower forecasting techniques adopted in Indian organization.
ii) Write about the test in selection process
16. Enumerate the sources of recruitment practices today. Also discuss the advantages and
disadvantages

UNIT- III

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TRAINING AND DEVELOPMENT

ORIENTING EMPLOYEES

Employee orientation

 A procedure for providing new employees with basic background information about the
firm.

Orientation content

 Information on employee benefits

 Personnel policies

 The daily routine

 Company organization and operations

 Safety measures and regulations

 Facilities tour

A successful orientation should accomplish four things for new employees

 Make them feel welcome and at ease.

 Help them understand the organization in a broad sense.

 Make clear to them what is expected in terms of work and behavior.

 Help them begin the process of becoming socialized into the firm’s ways of acting and
doing things.

TRAINING
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behavior to enhance the performance of employees.

NEED FOR TRAINING

 Job requirements

 Technological changes

 Organizational viability

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  Internal mobility

IMPORTANCE OF TRAINING

 Higher productivity

 Better quality of work

 Less learning period

 Cost reduction

 Reduced supervision

 High morale

 Personal growth

 Organizational climate

BENEFITS OF TRAINING

 Self confidence

 Higher earnings

 Safety

 Adaptability

 Promotion

 New skills

A SYSTEMATIC APPROACH TO TRANING

1. Assessment 2. Implementation 3. Evaluation

 Determine  Select training  Compare training

training needs methods outcomes with criteria

 Identify training  Conduct

objectives training

TRAINING METHODS

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ON-THE-JOB TRAINING (OJT)

 Having a person learn a job by actually doing the job.

OJT methods

 Coaching or understudy

 Job rotation

 Special assignments

Advantages

 Inexpensive

 Immediate feedback

Steps in OJT

Step 1 Prepare the learner

 Put the learner at ease—relieve the tension.

 Explain why he or she is being taught.

 Create interest, encourage questions, find out what the learner already knows about this or
other jobs.

 Explain the whole job and relate it to some job the worker already knows.

 Place the learner as close to the normal working position as possible.

 Familiarize the worker with equipment, materials, tools, and trade terms.

Step 2 Present the operation

 Explain quantity and quality requirements.

 Go through the job at the normal work pace.

 Go through the job at a slow pace several times, explaining each step. Between operations,
explain the difficult parts, or those in which errors are likely to be made.

 Again go through the job at a slow pace several times; explain the key points.

 Have the learner explain the steps as you go through the job at a slow pace.

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Step 3 Do a tryout

 Have the learner go through the job several times, slowly, explaining each step to you.

 Correct mistakes and, if necessary, do some of the complicated steps the first few times.

 Run the job at the normal pace.

 Have the learner do the job, gradually building up skill and speed.

 As soon as the learner demonstrates ability to do the job, let the work begin, but don’t
abandon him or her.

Step 4 Follow up

 Designate to whom the learner should go for help.

 Gradually decrease supervision, checking work from time to time against quality and
quantity standards.

 Correct faulty work patterns before they become a habit. Show why the learned method is
superior.

 Compliment good work; encourage the worker until he or she is able to meet the quality and
quantity standards.

Apprenticeship training

 A structured process by which people become skilled workers through a combination of

classroom instruction and on-the-job training.

Informal learning

 The majority of what employees learn on the job they learn through informal means of
performing their jobs on a daily basis.

Job instruction training (JIT)

 Listing each job’s basic tasks, along with key points, in order to provide step-by-step
training for employees.

Effective lectures

 Use signals to help listeners follow your ideas.

33
  Don’t start out on the wrong foot.

 Keep your conclusions short.

 Be alert to your audience.

 Maintain eye contact with the trainees.

 Make sure everyone in the room can hear.

 Control your hands.

 Talk from notes rather than from a script.

 Break a long talk into a series of five-minute talks.

Programmed instruction (PI)

A systematic method for teaching job skills involving

 Presenting questions or facts

 Allowing the person to respond

 Giving the learner immediate feedback on the accuracy of his or her answers

Advantages

 Reduced training time

 Self-paced learning

 Immediate feedback

 Reduced risk of error for learner

Literacy training techniques

Responses to functional illiteracy

 Testing job candidates’ basic skills.

 Setting up basic skills and literacy programs.

Audiovisual-based training
 To illustrate following a sequence over time.

34
  To expose trainees to events not easily demonstrable in live lectures.

 To meet the need for organization wide training and it is too costly to move the trainers
from place to place.

Simulated training (occasionally called vestibule training)

 Training employees on special off-the-job equipment so training costs and hazards can be
reduced.

 Computer-based training (CBT)

 Electronic performance support systems (EPSS)

 Learning portals

Computer-based Training (CBT)

Advantages

 Reduced learning time

 Cost-effectiveness

 Instructional consistency

Types of CBT

 Intelligent Tutoring systems

 Interactive multimedia training

 Virtual reality training

Tele training

 A trainer in a central location teaches groups of employees at remote locations via TV

hookups.

Videoconferencing

 Interactively training employees who are geographically separated from each other—or
from the trainer—via a combination of audio and visual equipment.

35
Training via the Internet

 Using the Internet or proprietary internal intranets to facilitate computer-based training.

OFF-THE-JOB MANAGEMENT TRAINING & DEVELOPMENT TECHNIQUES

Case study method

 Managers are presented with a description of an organizational problem to diagnose and

solve.

Management game

 Teams of managers compete by making computerized decisions regarding realistic but

simulated situations.

 Actual business decisions i.e. how much product to produce, how much $ to spend on
marketing, how much inventory to maintain, etc.

Outside seminars

 Many companies and universities offer Web-based and traditional management

development seminars and conferences.

Role playing

 Creating a realistic situation in which trainees assume the roles of persons in that situation.

Behavior modeling

 Modeling showing trainees the right (or “model”) way of doing something.

 Role playing having trainees practice that way

 Social reinforcement giving feedback on the trainees’ performance.

 Transfer of learning Encouraging trainees apply their skills on the job.

Corporate universities

 Provides a means for conveniently coordinating all the company’s training efforts and
delivering Web-based modules that cover topics from strategic management to mentoring.

36
In-house development centers

 A company-based method for exposing prospective managers to realistic exercises to

develop improved management skills.

Executive coaches

 An outside consultant who questions the executive’s boss, peers, subordinates, and
(sometimes) family in order to identify the executive’s strengths and weaknesses.

 Counsels the executive so he or she can capitalize on those strengths and overcome the
weaknesses.

EXECUTIVE DEVELOPMENT PROGRAMME

It is also called as management development.

It is defined as a systematic process of training and growth by which managerial personnel gain and
apply skills, knowledge, attitudes and insight into managing the work in their organization
effectively and efficiently.

Objectives

 To develop managers to perform better on their present assignments

 To prepare them for higher assignments

 To prevent obsolescence of managers

 To provide a steady source of competent persons at all levels to meet future organizational
needs

 To create conditions and a climate which contribute to the growth process.

Benefits

 To increase quality and productivity

 To improve the technical performance

 To improve the supervision and leadership at each level

 To improve organizational climate

 To develop innovativeness and creativity

37
  To improve interpersonal communication

Management Development Process

 Analysis of organization needs

 Appraisal of present management talent

 Management human resource inventory

 Planning of individual development program

 Establishment of training and development programs

 Program evaluation

Techniques of executive development

On the job development

 Coaching

 Understudy assignments

 Job rotation

 Committee assignments

 Mentoring

 Action learning

 Multiple assignment

Off the job development

 Seminars/ lectures

 Sensitivity training

 Team building

 Case study

 Simulation methods

 Transactional analysis

38
SELF MANAGEMENT

 It is a relatively new approach to resolving performance discrepancies.

 It teaches people to observe their own behavior compare their output to their goals and
administer their own reinforcement to sustain goal commitment and performance.

When to use it

 To continually update skills and to remain marketable in the workplace.

 To determine future career direction.

How to use it?

 Assess your current skills and interest through paper-and-pencil career tests or through
computer programs that analyze skills and interests.

 Maintain a learning log or diary to help you analyze what you are learning from work
experiences.

 Write a personal vision and mission statement.

 Develop a personal development plan that identifies your learning needs and goals.

 Find a mentor who can provide you with support, advice, and assistance in your career
direction.

 Become involved in professional organizations.

 Read professional journals and trade magazines to keep current on the latest developments
in your field.

KNOWLEDGE MANAGEMENT

Knowledge

It is defined as the capacity to act. It is both about issues and the context within which those issues
are being dealt with.

39
Types of knowledge

 Tacit knowledge

 Explicit knowledge

Knowledge management - It is a systematic and organized attempt to generate knowledge within an

organization that can transform its ability to store and use knowledge for improving performance

Process

 Identify

 Collect

 Select

 Store

 Share

 Apply

 Create

 Sell

Benefits

 Increased productivity

 Improve quality of production

 Reduced cost

 Improved work environment

 Better co-ordination in the working of an organization

KEY TERMS

 Orientation  Types of knowledge

 Training  Benefits of training
 Development  Job rotation
 Executive development  Apprenticeship training
 Self development  Simulation method
 Knowledge management  Case study method

40
  Role playing  Coaching
 Laboratory training  Benefits of training
 In basket training  On the job training
 Behavior modeling  Off the job training
IMPORTANT QUESTIONS

1. Bring out the pros & cons of the various on the job training methods presently in use?
2. How does developing & practicing knowledge management help in the organizational
functioning? Explain.
3. Highlight the importance of executive development programmes? Explain the skills
imparted by such programmes with its limitations?
4. Explain the various methods of training, highlighting their advantages & disadvantages.
5. Discuss some of the popular training programmes in vogue. Also bring out the advantages
& disadvantages.
6. i) What are the challenges in executive development?
7. ii) How are these programmes designed executed?
8. What competencies are intended to be developed for the employees through corporate
training?
9. Outline the steps in typical training process?
10. Discuss the objectives of Evaluating Training Program.
11. “Training Program must be defined with clear course objective”-Explain the statement.
12. i) How do you carryout training need assessment? Explain.
13. ii) Discuss various dimensions to evaluate training.
14. Discuss various on-the-job training methods with its advantages & disadvantages.
15. Explain various approaches to management development.
16. Explain various steps essential to carryout for extending proper training.
UNIT-IV

SUSTAINING EMPLOYEE INTEREST

COMPENSATION

Defined as the financial and non-financial rewards provided by an employer for the time, skills and
effort made available by the employee in fulfilling job requirements aimed at achieving
organizational objectives.

TYPES OF REWARDS

41
  Intrinsic and extrinsic rewards

 Financial and non- financial

 Performance related and membership rewards

REWARDS

INTRINSIC EXTRINSIC
 Diversity of activities FINANCIAL

 Greater job freedom  Performance based

 Participation in decision making  Membership based

 More responsibility NON-FINANCIAL

 Opportunities for personal growth  Status rewards

 Social rewards

COMPENSATION ADMINISTRATION

 Companies derive their compensation programs from job evaluation, which defines the
appropriate worth of each job.

 An effective, fair compensation program attracts, motivates and retains competent

employees.

FORMS OF COMPENSATION

 Pay

 Incentive

 Benefit

OBJECTIVES OF COMPENSATION SYSTEM

 Attract potential job applicants

42
  Retain present employees

 Maintain cost effectiveness

 Comply with legal regulations

 Reward desired behavior

 Provide flexibility and administrative efficiency

FACTORS INFLUENCING COMPENSATION

External factors

 Government regulation

 Economy

 Labor market

 Trade unions

Internal factors

 Employee needs

 Job requirements

 Organization culture

 Culture diversity

 Organizational strategy

ESSENTIAL ELEMENTS OF COMPENSATION SYSTEM

 Phase I - Job analysis

 Phase II Job evaluation

 Phase III Wage and salary survey

 Phase IV Pay structuring

JOB EVALUATION AND PAY STRUCTURE

Job analysis information determines the relative value, or rank, of each job in the organization.

43
Other pay structure factors

 Labor market conditions

 Collective bargaining

 Individual skill differences

Job Evaluation and the Pay Structure

Establishing the Pay Structure

compensation wage wage

surveys curves structure

Used to gather factual Draw n by plotting Designates pay ranges

data on pay rates for job evaluation data for jobs of similar
other organiz ations. (such as job points value. Results in a
or grades) against logical hierarchy of
Information is often pay rates (actual
collected on associated wages, in overlapping
or from survey
employee benefits as data). ranges.
well. Indicates whether
pay structure is
logical.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 11, slide 12

SPECIAL CASES OF COMPENSATION

Individual Incentives

 Merit pay plans (annual increase, based on performance)

 Piecework plans (pay based on number of units produced typically in a specified time
period)

 Time-savings bonuses and commissions

44
Group Incentives

Incentives can be offered to groups, rather than individuals, when employees' tasks are
interdependent and require cooperation.

Paying for Performance

Competency-based compensation

 Rewarded for skills, knowledge and behaviors

o Leadership

o Problem solving

o Decision making

o Strategic planning

 Broad-banding pre-set pay levels that determine what people are paid based on their type
and level of competency.

Team-Based Compensation

 Incentives for empowered work teams to exceed established goals and share equally in
rewards

It depends on

 Clarity of team purpose and goals

 Ability of the team to obtain needed resources

 Effective team communication skills and trust

EXECUTIVE COMPENSATION PROGRAM

 Deferred bonuses – paid to executives over extended time periods, to encourage them to
stay with the company

 Stock options – allow executives to purchase stock in the future at a fixed price

 Hiring bonuses – compensate for the deferred compensation lost when leaving a former
company

45
 Executive Compensation Programs

Supplemental Nonfinancial Compensation Perquisite s

club
memberships paid life insurance
free financial, legal and
tax counseling
supplemental
retirement accounts
interest-
free loans
perks may postretirement
include consulting contracts

mortgage assis tance

expense accounts

company cars supplemental

disability insurance

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 1 1, slide 2 2

MOTIVATION

According to William G. Scott motivation means a process of stimulating people to action to

accomplish desired goals

IMPORTANCE OF MOTIVATION

 It increases performance level

 It lowers employee turnover and absenteeism

 It improves efficiency of operation

 It leads to a good human relations

 It ensures stability of workforce

PROCESS OF MOTIVATION

46
 Need deficiencies

Need deficiencies reassessed by the employee Search for ways to satisfy needs

Motivation framework

Rewards or punishments Goal-directed behavior

Performance

TYPES OF MOTIVATION

 Positive motivation

 Negative motivation

DETERMINANTS OF MOTIVATION

 Individual

 Organization

 Environment

THEORIES OF MOTIVATION

47
  Maslow’s hierarchy of need theory

 Herzberg’s two factor theory

 McGregor’s theory X and theory Y

 Alderfer’s ERG theory

 McClelland’s acquired needs theory.

MASLOW NEED HIERARCHY THEORY

 Physiological needs

 Safety needs

 Social needs

 Esteem needs

 Self actualization needs

HERZBERG TWO FACTOR THEORY

The two factors include

 Maintenance factors

 Motivation factors

CAREER MANAGEMENT

A career

 Is a pattern of work-related experiences that span the course of a person’s life

 Reflects any work, paid or unpaid

 Is a broad definition helpful in today’s work environment where employees and

organizations have diverse needs

Career

 The occupational positions a person has had over many years.

48
Career management

 The process for enabling employees to better understand and develop their career skills and
interests, and to use these skills and interests more effectively.

Career development

 The lifelong series of activities that contribute to a person’s career exploration,

establishment, success, and fulfillment.

Career development adds value to the company.

 Ensures needed talent will be available

 Improves the organization's ability to attract and retain talented employees

 Ensures that minorities and women get opportunities for growth and development. New
legislation

 Reduces employee frustration

 Enhances cultural diversity

 Promotes organizational goodwill

Effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt
to aid the employee’s growth

Mentors are typically senior-level employees who

 Support younger employees by vouching for them

 Answer for them in the “highest circles”

 Introduce them to others

 Advise and guide them through the corporate system

49
CAREER STAGES

High
Lo Transitio Getting The elder Preparing

You are ultimately responsible for your own

manage your

reputation
know yourself network contacts

Successf
build and
maintain ul keep current

Career
balance keep your

your options open

document your

achievements

MENTORING

It relates to mental and emotional support and guidance usually by a senior employee to a junior
employee is called protégé.

 Choose an appropriate potential mentor.

50
  Don’t be surprised if you’re turned down.

 Be sure that the mentor understands what you expect in terms of time and advice.

 Have an agenda.

 Respect the mentor’s time.

KEY TERMS

 Compensation  Career development

 Pay  Career management
 Salary  Career stages
 Incentive  Motivation
 Forms of compensation  Types of motivation
 Reward  Benefits of motivation
 Intrinsic reward  Theories of motivation
 Extrinsic reward  Job analysis
 Mentoring  Job evaluation
 Protégé  Pay structure
 Career  Wage and salary survey
IMPORTANT QUESTIONS (16 MARKS)

1. Explain how Herzberg theory is relevant in the present day environment?

2. How are individual career managed in organization? Explain.
3. Compare & contrast Maslow’s & Herzberg theory?
4. What do you mean by career management & what are the responsibilities of mentor-protégé
relationship.
5. Why are the theories of motivation important in deciding the compensation of employees?
Discuss.
6. Write a detailed note on the importance of mentoring the steps involved?
7. What is the skill based pay? When such pay system work well?
8. Explain the Wage determination process in detail
9. Highlight the unique features considered while fixing the executives remuneration for top
management?
10. Explain the following theories of motivation a)Maslow’s Hierarchy need Theory
b)Expectancy Theory c)X & Y Theory d)Equity Theory.
11. Discuss the methods of wage payments.
12. Explain (i) Profit sharing (ii) Labor co-partnership (iii) ESOP

51
13. Explain the objectives of compensation management.
14. Explain Job Changes
15. Discuss the principles of wage fixation and also enumerate factors influencing compensation
level.
16. Enumerate the types of wage incentive plans.
17. Explain the tools used for organizational career development.
18. Discuss wage policy in India
19. Discuss Job Analysis with suitable examples
20. i) What are the factors to be considered before fixing the compensation level?
ii) Write about wage survey?
i) Describe career management policies.
ii) Explain two factor theory of motivation and its implications.

52
 UNIT-V

PERFORMANCE EVALUATION AND CONTROL PROCESS

PERFORMANCE APPRAISAL

 System of review and evaluation of job performance

 Assesses accomplishments and evolves plans for development

Performance Management

 Process that significantly affects organizational success

 Managers and employees work together to set expectations, review results and reward
performance.

Designing a performance management system

 Conduct job analysis

 Set performance standards

 Appraise performance

 Feedback information to employee

360-Degree Valuation

 Multi-rater evaluation

 Input from multiple levels with firm and external sources

 Focuses on skills needed across organizational boundaries

 More objective measure of performance

 Process more legally defensible

The Appraisal Period

 Prepared at specific intervals

 Usually annually or semiannually

 Period may begin with employee’s date of hire

53
  All employees may be evaluated at same time

Problems in Performance Appraisal

 Lack of objectivity

 Halo error

 Leniency/strictness

 Central tendency

 Recent behavior bias

 Personal bias

 Manipulating the evaluation

Characteristics of an Effective Appraisal System

 Job-related criteria

 Performance expectations

 Standardization

 Trained appraisers

 Continuous open communication

 Performance reviews

 Due process

PERFORMANCE APPRAISAL PROCESS

54
Job Description A listing of the characteristics of the job, including the

 title,

 Duties involved, and

 Working conditions.

Job Specification A listing of the characteristics desirable in the person performing the job such as

 Educational and work background,

 Physical characteristics, and

 Personal strengths.

STEPS IN APPRAISING PERFORMANCE

Defining the job

 Making sure that you and your subordinate agree on his or her duties and job standards.

Appraising performance

 Comparing your subordinate’s actual performance to the standards that have been set; this
usually involves some type of rating form.

Providing feedback

 Discussing the subordinate’s performance and progress, and making plans for any
development required.

55
Designing the Appraisal Tool

What to measure?
 Work output (quality and quantity)

 Personal competencies

 Goal (objective) achievement

How to measure?

 Graphic rating scales

 Alternation ranking method

 MBO

PERFORMANCE APPRAISAL METHODS

Graphic rating scale

 A scale that lists a number of traits and a range of performance for each that is used to
identify the score that best describes an employee’s level of performance for each trait.

Alternation ranking method

 Ranking employees from best to worst on a particular trait, choosing highest, then lowest,
until all are ranked.

Paired comparison method

 Ranking employees by making a chart of all possible pairs of the employees for each trait
and indicating which the better employee of the pair is.

Forced distribution method

 Similar to grading on a curve; predetermined percentages of rates are placed in various

performance categories.

Behaviorally anchored rating scale (BARS)

 An appraisal method that uses quantified scale with specific narrative examples of good and
poor performance.

56
Developing a BARS

 Generate critical incidents

 Develop performance dimensions

 Reallocate incidents

 Scale the incidents

 Develop a final instrument

MANAGEMENT BY OBJECTIVES

Involves setting specific measurable goals with each employee and then periodically reviewing the
progress made.

 Set the organization’s goals.

 Set departmental goals.

 Discuss departmental goals.

 Define expected results (set individual goals).

 Performance reviews.

 Provide feedback.

How to Avoid Appraisal Problems

 Learn and understand the potential problems and the solutions for each.

 Use the right appraisal tool. Each tool has its own pros and cons.

 Train supervisors to reduce rating errors such as halo, leniency, and central tendency.

 Have raters compile positive and negative critical incidents as they occur.

Who Should Do the Appraising?

 The immediate supervisor

 Peers

 Rating committees

57
  Self-ratings

 Subordinates

 360-Degree feedback

The Appraisal Interview

Types of appraisal interviews

 Satisfactory—Promotable

 Satisfactory—Not promotable

 Unsatisfactory—Correctable

 Unsatisfactory—Uncorrectable

How to conduct the appraisal interview

 Talk in terms of objective work data.

 Don’t get personal.

 Encourage the person to talk.

 Don’t tiptoe around.

FEEDBACK

Performance appraisal is incomplete without feedback

JOB CHANGE

Job changes provides necessary flexibility

It can be

 Internal – transfer, promotion and demotion

 External- resignation, retirement and termination.

Purpose of job change

 To improve organization effectiveness

 To maximize employee efficiency

 To cope with changes in operations

58
  To ensure discipline

PROMOTION

 Advancement to a position of increased responsibility.

Purpose of promotion

 To recognize

 To boost the employees

 To develop competitive spirit

 To retain skilled and talented employees

 To utilize the knowledge more effectively

BASES FOR PROMOTION

 Seniority based promotion—length of service

 Merit based promotion--- knowledge, skills, performance

 Seniority cum merit based promotion

Making promotion decisions

 Decision 1 Is Seniority or Competence the Rule?

 Decision 2 How Should We Measure Competence?

 Decision 3 Is the Process Formal or Informal?

 Decision 4 Vertical, Horizontal, or Other?

DEMOTION

It implies the assignment of an employee to a job of lower rank with lower pay

Need for demotion

 Adverse business condition

 Incompetence

 Technological changes

59
  Disciplinary measures

SEPEARATION

It is referred as employee service agreement with the organization comes to an end and the
employee leaves the organization. It may be due to

 Resignation

 Retirement

 Death

 Dismissal

 Lay off

CONTROL

Control is the process of monitoring activities to ensure that they are being accomplished as planned
and correcting any significant deviations.

Control system

A good control system should

 ABe flexible so managers can respond as needed.

 Provide accurate information about the organization.

 Provide information in a timely manner.

Three Types of Control

Feed forwaard use in the input stage of the process.

 Managers anticipate problems before they arise.

 Managers can give rigorous specifications to suppliers to avoid quality

Concurrent gives immediate feedback on how inputs are converted into outputs.

 Allows managers to correct problems as they arise.

60
  Managers can see that a machine is becoming out of alignment and fix it.

Feedback provides after the fact information managers can use in the future.

Control Process Steps

Establish standards of performance, goals, or

1
targets against which performance is

2 Measure actual performance

Compare actual performance

3
against chosen standards

Evaluate results and take corrective action

4
when the standard is not being achieved.
Characteristics of an Effective Control System

 Suitable

 Simple

 Selective

 Sound and Economical

 Flexible

 Forward-Looking

 Objective and Impersonal

61
  Responsibility for failures

 Acceptable

Benefits of Control System

 Increases Productivity

 Reduces defects and mistakes

 Helps meet deadlines

 Facilitates communication

 Improves safety

 Lowers costs

 Give workers control over their environment

GRIEVANCES

Grievance

Any factor involving wages, hours, or conditions of employment that is used as a complaint against
the employer.

Sources of grievances

 Absenteeism

 Insubordination

 Overtime

 Plant rules

Grievance Procedure

 Grievant and shop steward meet with supervisor. If not resolved,

 Employee files formal grievance

 Grievant and shop steward meet with supervisor’s boss. If not resolved,

 Meeting with higher-level managers.

62
  If not resolved, matter goes to arbitration.

Handling Grievances Do

 Investigate and handle each case as though it may eventually result in arbitration.

 Talk with the employee about his or her grievance; give the person a full hearing.

 Require the union to identify specific contractual provisions allegedly violated.

 Comply with the contractual time limits for handling the grievance.

 Visit the work area of the grievance.

 Determine whether there were any witnesses.

 Examine the grievance’s personnel record.

 Fully examine prior grievance records.

 Treat the union representative as your equal.

 Hold your grievance discussions privately.

 Fully inform your own supervisor of grievance matters.

Handling Grievances Don’t

 Discuss the case with the union steward alone—the grievant should be there.

 Make arrangements with individual employees that are inconsistent with the labor
agreement.

 Hold back the remedy if the company is wrong.

 Admit to the binding effect of a past practice.

 Relinquish to the union your rights as a manager.

 Settle grievances based on what is “fair.” Instead, stick to the labor agreement.

 Bargain over items not covered by the contract.

 Treat as subject to arbitration claims demanding the discipline or discharge of managers.

 Give long written grievance answers.

63
  Trade a grievance settlement for a grievance withdrawal.

 Deny grievances because “your hands have been tied by management.”

 Agree to informal amendments in the contract.

Grievance Redressal

A grievance can be defined as any sort of dissatisfaction, which needs to be redressed in order to
bring about the smooth functioning of the individual in the organization. Broadly, a grievance can
be defined as any discontent of dissatisfaction with any aspect of the organization. It can be real or
imaginary, legitimate or ridiculous, rated or unvoiced,

The grievance procedure can be divided into two parts-

 A formal grievance redressal process and

 An informal process of grievance handling

Reasons for grievances

Grievances occur for a variety of reasons

Economic

Wage fixation, wage computation, overtime, and bonus. Employees feel they are getting less than
what they ought to get

Working Environment

Poor working conditions, defective equipment and machinery, tools, materials.

Supervision

Disposition of the boss towards the employee perceived notions of favoritism, nepotism, bias etc.

Work Group

Strained relations or incompatibility with peers. Feeling of neglect, obstruction and victimization.

Work Organization

Rigid and unfair rules, too much less work responsibility, lack of recognition.

64
Effects of grievances

Grievances can have several effects which are essentially adverse and counterproductive to
organizational purposes. The adverse effects include

 Loss of interest in work and consequent lack of moral and commitment

 Poor quality of production

 Low productivity

 Increase in wastage and costs

 Increase in employee turnover

 Increase in the incidence of accidents

 Indiscipline

 Unrest, etc.

65
KEY TERMS

 Performance appraisal  Grievance redressal

 Control  Feedback
 Types of control  Appraisal interview
 Job change  360 degree evaluation
 Promotion  Forced distribution method
 Transfer  Bars
 Demotion  MBO
 Separation  Ranking method
 Grievances  Graphic rating scale
 Reasons for grievances  Paired comparison method
 Effects of grievances
IMPORTANT QUESTIONS
1. What criteria do you think should be used by the managed for team
performance? What sources should be used for appraisal
2. What are the possible errors during performance evaluation? How could it
be reduced? Explain.
3. i) Specify the stages in change and how to react new equilibrium after
change? ii) Explain the grievance redressal procedure?
4. Discuss the modern techniques used for performance evaluation of
managers?
5. What are the pitfalls in performance evaluation? Suggest remedies.
6. What are the common causes of employee grievances? Discuss the
development of grievance redressal.
7. Explain performance appraisal process.
8. Define industrial relation? What are the areas it covers?
9. What are the methods available for resolving disputes? Explain any three in
detail?
10. Describe a procedure for redressal of grievance.
11. Select a particular department in an organization and discuss the case of
performance evaluation and control.
12. Specify & explain any four individual & modern techniques of performance
appraisal.
13. What are the pre-requisites of a grievance procedure? Also explain the steps
in grievance redressal.
14. i) Specify the common errors possible in performance appraisal and suggest
means to reduce these errors. ii)Explain about 360 Degree appraisal system
15. Specify the causes for grievance and also explain the grievances handling
procedure
PREVIOUR YEAR QUESTIONS

66
 Reg. No.

Question Paper Code 51013

M.B.A. DEGREE EXAMINATION, JUNE 2011.

Second Semester

571213 — HUMAN RESOURCE MANAGEMENT

(Regulation 2010)

Time Three hours Maximum 100 marks

Answer ALL questions.

PART A — (10  2 = 20 marks)

1. What is the focus of human resource management?

2. What does equal employment opportunity indicate?

3. Explain the purpose of job analysis.

4. How is job redesign done by using employee responses?

5. Explain the term 'training'.

6. Explain the process in simulation training.

7. Explain the characteristics of a person with need for achievement.

8. Discuss how inflationary pressures distort appraisals.

9. What happens in the case of a demotion?

10. Why do organizations reward seniority?

PART B — (5  16 = 80 marks)
11. (a) Explain the roles of the human resource manager.

Or

(b) Discuss the impact of culture and technology on Human Resource

Practices. (8 + 8)

67
12. (a) What is the purpose of assessing current human resources? How is job
analysis done? (8 +8)

Or

(b) What are the reasons for fluctuation in supply of human resources? How
is future demand forecasted? (8 + 8)

13. (a) Explain 'on-the-job' and 'off-the-job' training techniques. (16)

Or
(b) Critically examine the uses of a good careers development
program. (16)

14. (a) Explain Porter and Lawler's theory of motivation. How can it be used to
motivate mid level employees. (8 +8)

Or

(b) Discuss any four applications of motivation in the Indian Information

Technology sector. (16)

15. (a) Discuss the absolute standards used by employers to appraise employees.
(16)

Or

(b) Explain the factors that distort appraisals. (16)

Reg. No.

Question Paper Code

M.B.A. DEGREE EXAMINATION, NOVEMBER/DECEMBER 2011.

Second Semester

BA 9224 — HUMAN RESOURCE MANAGEMENT

(Regulation 2009)

68
Time Three hours Maximum 100 marks

Answer ALL questions.

PART A — (10  2 = 20 marks)

1. List the computer applications in human resource management.

2. Define Human Resource Audit.

3. What is employee selection?

4. List any two sources of recruitment.

5. What is meant by vestibule training?

6. List any two ways of self-development.

7. Elucidate ERG theory.

8. Highlight the need for rewards.

9. Why do the organizations need an effective control system for grievances?

10. How can feedback be used to the benefit of employees?

PART B — (5  16 = 80 marks)

11. (a) Highlight the importance of human resources in business

organizations.

Or
(b) Trace the various objectives of human resource management
function.

69
12. (a) Describe the various methodologies to forecast human resource
requirement.

Or

(b) (i) Describe the relevance of employee induction. (8)

(b) Write a note on knowledge management initiatives of prominent

corporate entities.

14. (a) Elucidate the importance of employee mentoring programmes.

(b) Write a note on compensation and benefits administration.

15. (a) Describe the methods of performance evaluation.

Or

(b) What are the implications of job change? How is an employee

prepared for this?

70
ALPHABETICAL INDEX
360-degree valuation 58 Deferred bonuses 50
A challenging task 10 Defining the job 60
A social system 9 Demotion 64
A successful orientation should accomplish Designing a performance management system
four things for new employees 34 58
A systematic approach to traning 35 Designing and conducting the interview
Advantages 17, 25, 36, 38, 39, 25 29
Alternation ranking method 61 Designing the appraisal tool 60
Appraising performance 60 Determinants of motivation 52
Apprenticeship training 37 Developing a bars 61
Ask questions 30 Directing 7
Assessment 35 Disadvantages 25
Audiovisual-based training 39 Economic 69
Bases for promotion 64 Effective lectures 38
Behavior modeling 40 Effects of grievances 69
Behaviorally anchored rating scale (bars) Employee leasing26
61 Employee orientation 34
Benefits of a human resource audit 16 Employee referrals 24
Benefits of control system 67 Employment agencies 25
Benefits of training 35 Employment 7
Benefits 41 Encounter stage 31
Benefits 44 Essential elements of compensation system
Career development adds value to the 48
company. 54 Establish rapport 30
Career development 54 Evaluation 35
Career management 53 Evolution of hrm 11
Career management 54 Executive coaches 41
Career stages 55 Executive compensation program 50
Career 53 Executive development programme 41
Case study method 40 External factors 48
Characteristics of an effective appraisal External sources 25
system 59 Factors influencing compensation 48
Characteristics of an effective control system Factors that affect recruiting efforts 23
66 Feed forwaard 65
Characteristics of hr policies 14 Feedback 63
Compensation administration 47 Forced distribution method 61
Compensation 46 Forms of compensation 47
Compensation 8 General hris model 16
Competencies (qualities) of hr manager Graphic rating scale 61
13 Grievance procedure 67a
Competency-based compensation 50 Grievance redressal 69
Complex dynamism 9 Grievance 67
Computer-based training (cbt) 39 Grievances 67
Concept of human resource management 7 Group incentives 50
Control process steps 66 Growth of hrm in india 11
Control system 65 Handling grievances do 67
Control 65 Handling grievances don’t 68
Controlling 7 Herzberg two factor theory 53
Corporate universities 41 History of hrm 11

71
How to avoid appraisal problems 62 Levels of hr planning 20
How to conduct an effective interview Limitations 18
29 Limitations 21
How to conduct the appraisal interview Linking organizational strategy to hr planning
63 20
How to measure? 61 Literacy training techniques 38
How to use it? 43 Making promotion decisions 64
Hr development 8 Management by objectives62
Hr practices s 14 Management development process 42
Hr procedures 14 Management game 40
Hrm – definition 7 Managerial functions 7
Hrm- functions 7 Maslow need hierarchy theory 53
Human relations 8 Mentoring 55
Human resource accounting 17 Metamorphosis stage 31
Human resource audit 16 Motivation 51
Human resource information system Nature of human resources 9
15 Need and importance 14
Human resource planning 19 Need and importance 19
Human resources policies 14 Need for demotion 64
Implementation 35 Need for training 34
Importance of hrm 10 Objectives of compensation system 48
Importance of motivation 51 Objectives of hris15
Importance of the human factor 11 Objectives of hrm 12
Importance of the human factor 13 Objectives of interview 27
Importance of training 35 Objectives 17
Important questions (16 marks) 18 Objectives 41
Important questions (16 marks) 56 Off the job development 42
Important questions 32 Off-the-job management training &
Important questions 45 development techniques 40
Important questions 71 Ojt methods 36
Inclusive and affirmative action 12 On the job development 42
Independent contractors 26 On-the-job training (ojt) 36
Index 2 Operative functions 7
Individual incentives 49 Organizing 7
Informal learning 37 Orientation content 34
In-house development centers 41 Orienting employees 34
Internal factors 48 Other pay structure factors 49
Internal research 24 Outside seminars 40
Job analysis methods 21 Paired comparison method61
Job analysis 21 Paying for performance 50
Job change 63 Performance appraisal methods 61
Job description 60 Performance appraisal process 59
Job descriptions list 22 Performance appraisal 58
Job evaluation and pay structure 49 Performance evaluation and control process
Job fairs 26 58
Job instruction training (jit) 38 Performance management 58
Job specification 60 Planning7
Key terms 18, 32, 45, 56, 71 Pre-arrival stage 30
Knowledge management 44 Prepare for the interview 29
Knowledge 44 Previour year questions 72

72
Problems in performance appraisal 59 Supervision 69
Process of hr planning 19 Sustaining employee interest 46
Process of motivation 52 Syllabus 6
Process 44 Team-based compensation 50
Professional organizations 26 Techniques of executive development
Programmed instruction (pi) 38 42
Promotion 63 Tele training 39
Providing feedback 60 Temporary help services 26
Purpose of job change 63 Test 27
Purpose of promotion 64 The appraisal interview 63
Purpose of socialization 30 The appraisal period 58
Reasons for grievances 69 The concept of best fir employee 19
Recent trends in hrm 9 The selection process 27
Recruiting alternatives 26 The structured situational interview 29
Recruitment 23 Theories of motivation 53
Rewards 46 Three types of control 65
Role of hr manager 13 Training and development 34
Role playing 40 Training methods 36
Schools, colleges, and universities 26 Training via the internet 40
Scope of hrm 10 Training 34
Scope of human resource audit 17 Types of appraisal interviews 63
Selection 27 Types of cbt 39
Self management 43 Types of hr policy 15
Sepearation 65 Types of interview 28
Simulated training (occasionally called Types of knowledge 44
vestibule training) 39 Types of motivation 52
Socialisation benefits 30 Types of rewards 46
Sources of grievances 67 Unit- iii 34
Special cases of compensation 49 Unit-i 7
Stages in socialization process 30 Unit-ii 19
Status of hr manager 13 Unit-iv 46
Step 1 prepare the learner 36 Unit-v 58
Step 2 present the operation 36 Unsolicited applicants (walk-ins) 26
Step 3 do a tryout37 Videoconferencing 40
Step 4 follow up 37 What to measure? 60
Steps in appraising performance 60 When to use it 43
Steps in ojt 36 Who should do the appraising? 62
Steps in recruitment and selection process Work group 69
24 Work organization 69
Structure your interview 29 Working environment 69

73