HRM Q.1. 15 MARKS LONG QUESTION 1. SOURCES OF RECRUITMENT AND SELECTION PROCEDURE VVV IMP 2. TYPES OF EMPLOYMENT 3.

. MEANING AND USES OF JOB ANALASIS CONCENTRATE ON MEANING 4. ROLES AND TYPES OF INTERVIEW 5. FUNCTIONS OF HRM 6. IMPORTANCE OF HRM 7. HRP STEPS ANSWERS 1. Recruitment Meaning Definition Edwin Flippo Sources- Internal- Transfer, Retirees, Internal Ads, Promotion Advantages- MELTT Morale, Economical, Loyalty, No need for Induction Training, Time saving Disadvantages- BDISC- Bias, Discontent, Innovation (lack), Limited Scope, Confidential reports External- Consultants, Campus Recruitments, Advt, Recommendations Advantages- BISC -Less bias, More innovation, Wider scope, No need of confidential reports Disadvantages- ELTT- Expensive, Loyalty, Time consuming, Need for Induction Training. Selection Procedure Job Analysis- Advertising the job- Initial Screening- Application Blank- Tests- Interviews- Reference CheckMedical Check- Final Interview- Job Offer Recruitment vs. Selection HSC STOP SMF Help from experts Staff/line function Steps Time Cost Order Purpose 2. Types of Employment Tests Draw Chart Performance Interest Personality Intelligence Perception Projective

Subjective Meaning Major Factor

GK Aptitude

Role of employment tests Selection Time saving Uniformity Training Economical Reduces workload on interviewers Placement Promotion 3. Meaning of Job Analysis Definition- Edwin Flippo Job Analysis consists of two factorsi. Job Description- Job title, duties, responsibilities, working conditions, working hours, salary, incentives etc ii. Job Specification- Qualifications, qualities, experience, family background, aptitude. Uses of Job Analysis- HAD PPT CPE OPR

Health and Safety Acceptance of Job Offer Job Design

Placement Promotion Training

Career path Perf Appraisal Job Evaluation

Org. structure HRP Recruitment

4. Role and types of interviews Meaning of Interview Role/ Adv Selection Cross Check App Blanks Training Retention of competent employees Placement Acceptance of job offer Promotion New Insights Types SSUP EFGIII Structured Stress Unstructured Panel

Exit Formal Group Informal Individual In depth 5. Functions/Scope of HRM Initial HRP Acq/ Selection Placement Perf Appraisal Training and Devp Career Devp 6. Importance of HRM Manpower Availability of manpower Effective use of manpower Motivation of manpower Morale of employees Career devp of employees Working relationships 7. Steps in HRP Review of Org obj HR Requirements forecast HR Supply Forecast Comparison No difference Motivating manpower Monitoring HR Req

Employee focused Labour relations Compensation function Employee welfare Employee health and safety

Org. Comp Adv Corp Image Social Obj National Significance

HRP

HR Req

Compare No differences Req = Supply Differences HR Surplus

HR Supply

Take Action HR Shortage

Q.2. Mod 2 and Mod 4 Module 2- HRD 1) Importance, Method and Types of training Meaning of training and development Definition- Wayne Cascio Importance- Draw Chart Related to employees TEAM BIT Team Work Efficiency Absenteeism Reduction Motivation Benefits Innovation Employee Turnover reduction Types Induction Job Promotion Refresher Retraining

Related to Org CCCO Corp Image Comp Adv Customer Satisfaction Optimum use of resources

Methods of training On the Job- Job Rotation, Planned progression, Coaching, Counselling, Understudies, Junior Boards Off the job- Assessment centres, Business games, Classroom methods, simulation, committees, conferences, reading and references, seminar and workshops 2) Limitations of Perf Appraisal Spillover Cost Halo Positive Horn negative Central Tendency Strictness problem Leniency problem 3) Techniques of Perf Appraisal Traditional Check list Confidential reports Critical incident method Ranking method Graphic rating scale Narrative essay 4) Imp of Perf Appraisal PERT CPM TFC Promotion Documentary evidence Relations management labour Training and devp 5) Scope of HRD

Latest behaviour Personal bias Fear of confrontation

Paper work App technique

Modern Role analysis Assessment centres MBO BARS HRA 360 degree appraisal

Career devp HRP Motivation

Transfers Performance feedback Effective communication

Org Org Devp HR Information

Employee Performance App Training and Devp Career Devp Motivation Employee welfare Quality of life

6) 360 Degree Appraisal Systematic feedback of performance of an individual or group in an organisation by a number of parties. Draw charta. Immediate superior b. Subordinate c. Peers d. Top management e. Self assessment f. Clients g. Others 7) Measures to retain employees Matching jobs with individuals Improvement In work environment Persuasive tactics Others

ERM Motivational programmes Stress management techniques ESOP Employee participation and empowerment Retention bonus

8) Elements of compensation package. Salary/ Wages Fringe benefits Bonus Perquisites Incentives Special incentives Retention Bonus

Gain sharing Profit sharing

ESOP Skill based pay

9) Performance related pay Piece rate Commission Bonus Profit sharing Gain sharing Adv- Job satisfaction, Equity in pay, Objective method, Increase In employee commitment, team work Q. 3. Module 3: Human Relations a) Styles of leadership Autocratic style Bureaucratic Consultative Participative

Laissez faire Paternalistic Sociocratic Neurocractic Situational b) Qualities of leader Skills Human Admin Communication

Personal Discipline Patience Self confidence Personality

Required Intelligence Innovative Initiative Balanced judgment Coach and guide

c) Theories of motivation Maslow Physiological needs Safety and security needs Social needs Ego and esteem needs Self actualisation needs

Features : Wide range of needs Structure Lower level to be satisfied first Satisfied need is not a motivator Interdependence of needs

Importance: Study human behaviour- motivate employees Physio- proper wage policies Security- permanent employees Social- quality circles, committees, participative Ego- promotion Self actualisation- challenging jobs

Critics All individuals done have the same needs Needs need not follow same hierarchy Needs are not the only determinants Oversimplification of needs Herzbergs two factor theory Job dissatisfaction factors salaries, wages, working conditions, job security, welfare facilities Motivational factors- challenging tasks, appreciation and recognition, responsibility, career devp. Limitations Limited by methodology Reliability is questioned No overall measure Ignores situational variables Assumes relation between satisfaction and productivity No absolute distinction between two major factors. Appreciation Need for increased understanding of motivation Recommendations for managers to improve motivation Job enrichment Job content

Ms Gregors X Y Theory- LMNO CONFC CAR Leadership style Challenges Self motivation Orthodox Nature of people Needs Opportunities Followers/ leaders Creativity d) Factors of motivation Monetary Salaries Wages Bonus Incentives Special individual incentives Non monetary WAPS DEOS Working conditions Appreciation Workers participation Job security

Centralisation Activeness Responsibility

Delegation of authority Job enrichment other status or job title

e) Importance of human relations Makes management sensitive to employee needs Reduction in conflicts Higher productivity

Job Satisfaction Red in Absen/ TO Innovation Employee participation Effective communication Informal relations Other

f)

Grievance handling procedure Daily contacts Open door policy Exit interviews Suggestion box Job satisfaction surveys Grievance procedure a. Immediate superior 2 days (48 hours) b. Senior manager- 3 days c. Grievance committee- 7 days suggest to management, management will revert to employee w/n 3 days d. Appeal for revision- decision within 7 days e. Voluntary arbitration f. Final decision