ASSIGNMENT

DRIVE
PROGRAM
SEMESTER
SUBJECT CODE &
NAME
BK ID

B1626

NAME & ROLL NO.

RAJAN 1311003418

Q. 1.
Ans.

WINTER 2013
MBADS/ MBAFLEX/ MBAHCSN3/ MBAN2/ PGDBAN2
1
MB0043 Human Resource Management

What do you mean by Human Resource Management? Describe the functions of

Human Resource Management.
Human resource management (HRM) is the governance of an organizations employees.
HRM is sometimes referred to simply as human resources (HR).
A companys human resources department is responsible for creating, implementing
and/or overseeing policies governing employee behavior and the behavior of the company
toward its employees.
Human resources are the people who work for the organization; human resource
management is really employee management with an emphasis on those employees as
assets of the business.

The major functional areas in human resource management are:

1. Recruitment,
2. Training,
3. Professional Development,
4. Benefits and Compensation,
5. Ensuring Legal Compliance
1. Recruitment
Attracting, hiring and retaining a skilled workforce are perhaps the most basic of the human
resources functions. There are several elements to this task including developing a job
description, interviewing candidates, making offers and negotiating salaries and benefits.
2. Training
Even when an organization hires skilled employees, there is normally some level of on-the-job
training that the human resources department is responsible for providing. This is because every
organization performs tasks in a slightly different way. One company might use computer software
differently from another, or it may have a different timekeeping method.
Professional Development
Closely related to training is HR's function in professional development. Many human resource
departments offer professional development opportunities to their employees by sponsoring them

to visit conferences, external skills training days or trade shows. The result is a win-win: it helps
the employee feel like he/she is a vital and cared-for part of the team and the organization
benefits from the employee's added skill set and motivation.
3. Benefits and Compensation
While the management of benefits and compensation is a given for human resources, the
globalization of companies in the twenty-first century has meant that HR must now adapt to new
ways of providing benefits to an organization's employees. Non-traditional benefits such as
flexible working hours, paternity leave, extended vacation time and telecommuting are ways to
motivate existing employees and to attract and retain new skilled employees. Balancing
compensation and benefits for the organization's workforce is an important HR function because it
requires sensitivity to the wants and needs of a diverse group of people.
4. Ensuring Legal Compliance
Ensuring legal compliance with labor and tax law is a vital part of ensuring the organization's
continued existence. The federal government as well as the state and local government where the
business operates impose mandates on companies regarding the working hours of employees,
tax allowances, required break times and working hours, minimum wage amounts and policies on
discrimination. Being aware of these laws and policies and working to keep the organization
completely legal at all times is an essential role of human resources.

Q.2.

Give an overview of the Human Resource Management (HRM) in India. Explain the
HRM challenges faced by HR Managers.

Ans. In Figure 1 is presented a variety of HRM practices that are being employed in
Indian organizations.
Figure 1
Key HRM Practices in Indian Organizations
HRM Practice

Observable Features

Job Description

Percentage of employees with formally defined work roles is very high in the
public sector.

Recruitment

Compensation

Strong dependence on formal labor market. Direct recruitment from institutions

of higher learning is very common amongst management, engineering and
similar professional cadres. Amongst other vehicles, placement agencies,
internet and print media are the most popular medium for recruitment.
Strong emphasis on security and lifetime employment in public sector including
a range of facilities like, healthcare, housing and schooling for children.

Figure 1
Key HRM Practices in Indian Organizations
HRM Practice

Observable Features

Training and
Development

Poorly institutionalized in Indian organizations. Popularity of training

Programmes and their effect in skill and value development undeveloped.

Performance
Appraisal

A very low coverage of employees under formal performance appraisal and

rewards or organisational goals

Promotion and
Reward
Career Planning

Moderately variable across industries. Seniority systems still dominate the

public sector enterprises.
Limited in scope. The seniority based escalator system in the public sector
provides stability and progression in career.

The challenges facing Human Resource Management include;

Limited Resources for Training

When training organization must have budgeted funds for accommodation, travelling and this
needs money and the organization may not have the funds to facilitate this.

Recognition of Human Resource Management

Most companies dont see the need to employ human resource managers when they have
a general manager.

Trade Unions

Trade unions can be very ruthless when it comes to negotiation and they include the employees
to strike. This affects the HR practice because the Human Resource managers are supposed to
provide good working environment for workers.

Retrenchment and Downsizing

When the economy becomes bad the companies are supposed to reduce the employees in the
organization which affects the company and management in general.

HIV/AIDS

HIV/AIDS is a major challenge because when companies lose very competent and able
employees who know their work well, it really affects the productivity of the company.

Limited Research Work in Human Resource Management

There are very few publications in HRM. There is limited knowledge available in Human Resource
Management and people dont know a lot about it.

Work Ethics

People are still influenced on their backgrounds and the employees dont judge people by their
expertise and skills but their tribal background. Employees still believe that if a person from their
community becomes a CEO somewhere it is their time to get rich and be employed and therefore
dont concentrate on their work.
Q.3.

what do you mean by HRIS? Explain the components of HRIS. Describe the different
Applications of HRIS in Human Resource Management.

Ans.

HRIS is an information system or managed service that provides a single, centralized view

of the data through the use of enterprise resource planning (ERP) software that a HRM or
human capital management (HCM) group requires for completing HR processes.
The components of HRIS

Database

HR professionals can input all personnel data into the system, which can be accessed from
anywhere, around the clock.
Time and Labor Management
HRIS packages allow employees to input their own hours worked and allows managers to
immediately verify vacation requests, and the data is directly fed to payroll.
Payroll
HR can easily download or upload employee hours and issue checks or payroll deposits to
employees. Salaried employees can also be paid automatically.
Benefits
Some HRIS packages allow employers to establish and maintain medical benefits and retirement
investments through their software.

Employee Interface

Employee users access a part of the database wherein they can update their personal
information, review pay stubs, change retirement benefit selections, etc.
Industry watchers break down the field of HR software into three main categories:-

Core HR encompasses the three traditional human resources management functions.

Every company will require these functions once it has reached a critical mass of
employees.

Workforce Management comprises the range of software solutions intended to effectively

schedule and track your workforce. These solutions are ideal for organizations whose
employees work in shifts.

Strategic HR involves growing your company by attracting and developing the best people,
as well as better managing your workforce overall.

There are also integrated suites boasting across-the-board functionality.

HR Application Categories
Core HR

Benefits
Administration

Manages employee benefits such as paid time off, medical/dental/life

insurance policies and 401k participation.

Personnel Tracking

Centralizes employee data, such as SSN, contact information, past

employment and demographic information.

Payroll

Tracks employee salaries, bonuses, 401k contributions, health and

other deductions; calculates withholding for taxes; and cuts paychecks.

Workforce
Management
Time & attendance

Employee scheduling

Helps staff track employee attendance and absences, and enables

employees to clock in and out. Many solutions also track accrual and
usage of sick days and PTO.

Systems can schedule employees across departments, locations and

projects, and provide alerts to employees when schedules change and
when staffing levels are inadequate.

Strategic HR

Applicant Tracking
Systems (ATS)

Provides a centralized database that lets recruiters store applicant

information and employment applications throughout the application
process.

Employee Evaluation

These applications offer a centralized system where supervisors can

conduct and track reviews with employees.

Learning &
Development

Establishes a centralized hub to monitor new employee training and the

ongoing skills development of existing employees.

Q.4.

Discipline in the broad sense means orderliness-the opposite of confusion. What

do you mean by Discipline? Explain the basic guidelines of a Disciplinary policy.

Ans.

Discipline is systematic instruction intended to train a person, sometimes literally called

a disciple, in a craft, trade or other activity, or to follow a particular code of conduct or "order".
Often, the phrase "to discipline" carries a negative connotation. Discipline is a course of actions
leading to certain goal or ideal. A disciplined person is one that has established a goal and is
willing to achieve that goal at the expense of his or her individuality.

BASIC GUIDELINES
The objective of the disciplinary procedure is to provide a fair and equitable process that could be
applied when the work performance or behavior of an employee is unacceptable.
All employees are expected to carry out their duties and conduct themselves in a reasonable
manner. Any breach by an employee of conditions of employment will be dealt with in accordance
with this procedure (the exception is industrial action, where it would not be appropriate).
FIRST WRITTEN WARNING - FINAL WRITTEN WARNING
1.
2.
3.
4.
5.
6.
7.
8.
9.

Contact Human Resources to review situation

Determine if a policy in the State Personnel Manual has been violated.
Determine if Personal Conduct or Job Performance
Check employees record to determine disciplinary action that is still in force.
If discipline is appropriate, prepare the letter of warning per attached guidelines from State
Personnel Manual.
Complete the Disciplinary Action Report.
Obtain all required signatures.
Meet with employee to discuss problem and to discuss the proper way the employee
should be handling the problem situation.
Written warnings are not grievable.

DISMISSAL, DEMOTION OR SUSPENSION WITHOUT PAY

1.
2.
3.
4.
5.
6.

Contact Human Resources to review situation.

Determine if a policy in the State Personnel Manual has been violated.
Determine if Personal Conduct or Job Performance.
Check employees disciplinary record to determine disciplinary action that is still in force.
Prepare a pre-disciplinary letter to the employee.
Meet with the employee. Discuss the situation. Tell them the action that is being
considered.
NOTE: At least one workday must pass before action can be taken after pre-disciplinary
conference.
7. If decision is made to pursue action:
* Prepare letter per attached State Personnel Manual guidelines.
* Compete the Disciplinary Action Report
* Obtain all signatures.
* Meet with employee.

*
*

Q.5.

If employee is not present send letter certified and regular mail.

Dismissal, demotion and suspension without pay are grievable.

Suppose you have joined as an HR and you have been assigned a task to carry out
the grievance handling procedure in your organization. What according to you are
the causes of Grievance? Describe in detail the Grievance handling procedure.

Ans. Causes of Grievance

Morality:
It gives an opportunity to the workers to express their feelings.
The management comes to know that what the workers think.
There may be some complaints, which cannot be solved at supervisory level.
It improves the policies and practices of the company.
Working environment:
Poor working conditions
Faulty machines and equipments
Behavior of top management
Favoritism and nepotism
Strained relations
Excessive discipline
Defective promotion
Lay off and retrenchment
Economic manners:
Wage fixation and revision
Payment of overtime
Inadequate bonus
Incentive
Allowances
Increments
Work group:
Suffer from feeling of neglect
Victimization an object of ridicule and humiliation.
Maladjustment of the Employee

When dealing with a grievance, I will:

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

Q.6.

Write short notes on the following:

A) Competency Mapping B) Flexi Time.

Ans.
COMPETENCY MAPPING
Competency Mapping is a process of identifies key competencies for an organization and/or a job
and incorporating those competencies throughout the various processes (i.e. job evaluation,
training, recruitment) of the organization.
The steps involved in competency mapping with an end result of job evaluation include the
following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire
(PIQ). This can be provided for incumbents to complete, or we can conduct one-on-one interviews

using the PIQ as a guide.

2) A sample of a competency based job description generated from the PIQ may be analyzed.
This can be developed after carefully analyzing the input from the represented group of
incumbents and converting it to standard competencies.
3) The competencies of the respective job description become our factors for assessment on the
performance evaluation. Using competencies will help guide us to perform more objective
evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, we can use the results of our evaluation to
identify in what competencies individuals need additional development or training. This will help
us focus our training needs on the goals of the position and company and help our employees
develop toward the ultimate success of the organization.

FLEXI TIME
Flextime is an arrangement that allows an employee to alter the start and end times of
her/his work day around the normal schedule of 8:00 am to 5:00 pm.
Flextime does not reduce the total number of hours worked in a given week. Core hours when all
employees must be at the worksite are usually required. The core period may vary depending
upon the requirements of the position and operational needs of the unit/department.
Flextime is intended to create flexible conditions that help employees integrate their work and
personal lives more effectively and better manage issues regarding their such as commuting, care
giving, continuing education, and community service. Successful flextime arrangements serve the
needs both of individual employees and of their work unit/unit/departments. The focus of the
arrangement is on job performance and meeting business demands, including extended hours of
operation. A written agreement clarifying both parties expectations is required.
An example of a typical flexi time day is below:

Begin work between 0700 1000 (flextime)

Must be there between 1000 1200 (core time)
Lunch break between 1200 1400 (flexible lunch hour)
Must be there from 1400 1600 (core time)
Leave between 1600 1900 (flextime)