Human Resource Management (What Do You Mean by Human) DL

Human Resource Management
Assignment - A
Q1. What do you mean by Human Resource Management? Also discuss in brief both
the managerial and the operative function of Human Resource Management.
Answer:
Human Resources Management is one of the most complex and challenging fields of
management, it deals with the people dimension in management. Over the past eighty
years, various approaches to human resource management have been adopted by
companies. The human resource approach which is currently in vogue, has redefined the
way people are treated and managed in organizational contexts. This approach requires that
employees of the work force be treated as resources and not just as factors of production
(as in scientific approach) or emotional beings with psychological needs (as in the human
relations approach).
Basically, HRM includes the four functions of acquiring, developing, motivating and
managing the human resources. HRM functions are broadly classified into two categories:
1. Managerial functions
2. Operative Functions
Managerial functions include planning, organizing, directing and controlling. The

operative functions of human resource management are related to specific activities of
HRM such as recruitment, development, compensation and employee relations.
Human resources play an important role in the development of business and countries. An
attracting, retaining, motivating and developing person with varied interests and
expectations is a major human resource challenge. Moreover, challenges posed by the
turbulent business environment, rapid technological changes, a diverse workforce, and the
changing legal and governmental regulations also affect organizations. In this situation, a
new role has emerged for Human Resources function, as a value provider, as a key player
in organizational working and as a contributor to organization's strategy.
The specialist role of the Human Resource professional takes a number of forms: the
auditor's role, the executive's role, the facilitator's role, the consultant's role and the service
provider's role. Human Resource Management objectives should be in alignment with the
organizational objectives, and should balance them with the individual and social goals.
Human Resource policies, framed after determining the objectives of Human Resource
Management, are described as a set of proposals and directions that guide the managers in
pursuit of the objectives.
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Today's Human Resource professional has a lot of challenges to face in the form of
changing composition and attitudes of the work force, growing emphasis on quality of
products and services and the quality of the work life, fast paced technological changes,
government policies, etc... He has to gear up to meet these challenges effectively by being
more innovative and proactive.
Strategic Human Resource Management helps the organization in the achievement of long-
term and short-term goals through optimum utilization of human resources. It involves the
development of human resources objectives and their alignment with the organizational
objectives. Strategic Human Resource Management is the optimum utilization of human
resources to achieve the set goals and objectives in the business environment. This has to
be in alignment with organizational strategy and in tandem with the strategies of other
functional areas like finance and marketing. Objectives are achieved and visions realized
only when synchronization takes place. Strategic Human Resource Planning involves
designing Human Resource goals in alignment with the goals of the organization,
identifying the human resources required to achieve these goals and then developing these
resources internally or acquiring them from outside. It also includes the conception and
implementation of new Human Resource initiatives required to accomplish organizational
goals.
Q2. Define the term ‘Human Resource Planning’. Also explain in brief, the process
of Human Resource Planning.
Answer:
Is both a process and a set of plans. It is the process used by organizations for assessing the
supply and demand for future human resources. In addition, an effective HR plan also
provides the mechanisms that will be used to eliminate any gaps that may be exist between
supply and demand. Thus HR planning is process that is used to determine the number of
employees to be recruited in to the organization or the phased out of it.
Human Resource Planning as a process involving the following activities:

 Forecasting of future human resource requirements;
 Task of inventorying present resources and assessing the extent to which these
resources are optimally utilized;
 Anticipation of human resources problem, and
 Planning of necessary human resource programmer
Manpower Planning Provides information in three dimensions:
 The estimated manpower requirements (including expectations of manpower

utilization);
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 The analysis of the external manpower market situation

 The resulting estimate of manpower availability from the two dimensions
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3. Discuss the significance of Job Description, Job Analysis Job, Enlargement

& Job Enrichment
Answer:
Significance of Job Description, Job Analysis Job, Enlargement & Job

Enrichment
The Importance of Job Descriptions
All employees like to know what is expected of them and how they will be
evaluated. Job descriptions can also be a great value to employers. Creating a job
description often results in a thought process that helps determine how critical the
job is, how this particular job relates to others and identify the characteristics
needed by a new employee filling the role.
A job description typically outlines the necessary skills, training and education
needed by a potential employee. It will spell out duties and responsibilities of the
job. Once a job description is prepared, it can serve a basis for interviewing
candidates, orienting a new employee and finally in the evaluation of job
performance. Using job descriptions is part of good management.
Job Analysis:
Job Analysis is a written record of actual requirements of the job activities.
Definitions:
“Job Analysis is the process of determining and reporting pertinent information
relating to the nature of a specific job.”
--- Bayer’s and Rue
It is the determination of tasks, which comprise the job of the skills, knowledge,
abilities, and responsibilities required of the holder for the successful job
performance. Putting it in other words it is the process of getting information about
the job incumbent’s skills, education and training to carry out the job effectively
and terms on time for completion, performance standard.
It is procedure by which pertinent information is obtained about a job, i.e. it is

detailed and systematic study of information relating to the operations and
responsibilities of a specific job.
Job Enlargement:
Job enlargement means increasing the scope of a job through extending the range
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of its job duties and responsibilities. This contradicts the principles of specialization
and the division of labor whereby work is divided into small units, each of which
is performed repetitively by an individual worker. Some motivational theories
suggest that the boredom and alienation caused by the division of labor can actually
cause efficiency to fall. Thus, job enlargement seeks to motivate workers through
reversing the process of specializations. A typical approach might be to replace
assembly lines with modular work; instead of an employee repeating the same step
on each product, they perform several tasks on a single item. In order for employees
to be provided with Job Enlargement they will need to be retrained in new fields
which can prove to be a lengthy process. However results have shown that this
process can see its effects diminish after a period of time, as even the enlarged job
role become the mundane, this in turn can lead to similar levels of de-motivation
and job dissatisfaction at the expense of increased training levels and costs. The
continual enlargement of a job over time is also known as 'job creep,' which can
lead to an unmanageable workload.
Job Enrichment:
Job enrichment is an attempt to motivate employees by giving them the opportunity

to use the range of their abilities. It is an idea that was developed by the American
psychologist Frederick Herzberg in the 1950s. It can be contrasted to job
enlargement which simply increases the number of tasks without changing the
challenge. As such job enrichment has been described as 'vertical loading' of a job,
while job enlargement is 'horizontal loading'. An enriched job should ideally
contain:
 A range of tasks and challenges of varying difficulties (Physical or Mental)
 A complete unit of work - a meaningful task
 Feedback, encouragement and communication
Job enrichment, as a managerial activity includes a three steps technique:

 Turn employees' effort into performance
 Link employees performance directly to reward
 Make sure the employee wants the reward
Q4. Discuss in brief, the methods of training.
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Answer:
Training is a process of learning a sequence of programmed behavior. It is the

application of knowledge & gives people an awareness of rules & procedures to
guide their behavior. It helps in bringing about positive change in the knowledge,
skills & attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level
of knowledge so that the employee is better equipped to do his present job or to
mould him to be fit for a higher job involving higher responsibilities. It bridges the
gap between what the employee has & what the job demands.
Since training involves time, effort & money by an organization, so an organization

should to be very careful while designing a training program. The objectives &
need for training should be clearly identified & the method or type of training
should be chosen according to the needs & objectives established. Once this is done
accurately, an organization should take a feedback on the training program from
the trainees in the form of a structured questionnaire so as to know whether the
amount & time invested on training has turned into an investment or it was a total
expenditure for an organization.
Training is a continuous or never ending process. Even the existing employees need
to be trained to refresh them & enable them to keep up with the new methods &
techniques of work. This type of training is known as Refresher Training & the
training given to new employees is known as Induction Training. This is basically
given to new employees to help them get acquainted with the work environment &
fellow colleagues. It is a very short informative training just after recruitment to
introduce or orient the employee with the organization's rules, procedures &
policies.
Training plays a significant role in human resource development. Human resources

are the lifeblood of any organization. Only through trained & efficient employees,
can an organization achieve its objectives.
 To impart to the new entrants the basic knowledge & skills they
need for an intelligent performance of definite tasks.
 To prepare employees for more responsible positions.
 To bring about change in attitudes of employees in all directions.
 To reduce supervision time, reduce wastage & produce quality products.
 To reduce defects & minimize accident rate.
 To absorb new skills & technology.
 Helpful for the growth & improvement of employee's skills & knowledge.
METHODS OF TRAINING: -
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The most widely used methods of training used by organizations are classified
into two categories: On-the-Job Training & Off-the-Job Training.
ON-THE-JOB TRAINING is given at the work place by superior in relatively

short period of time. This type of training is cheaper & less time-consuming. This
training can be imparted by basically four methods: -
Coaching is learning by doing. In this, the superior guides his sub-ordinates &
gives him/her job instructions. The superior points out the mistakes & gives
suggestions for improvement.
Job Rotation: - In this method, the trainees move from one job to another, so that
he/she should be able to perform all types of jobs. E.g. In banking industry,
employees are trained for both back-end & front-end jobs. In case of emergency,
(absenteeism or resignation), any employee would be able to perform any type of
job.
OFF THE JOB TRAINING: - is given outside the actual work place.
Lectures/Conferences: - This approach is well adapted to convey specific

information, rules, procedures or methods. This method is useful, where the
information is to be shared among a large number of trainees. The cost per trainee
is low in this method.
Films: - can provide information & explicitly demonstrate skills that are not easily
presented by other techniques. Motion pictures are often used in conjunction with
Conference, discussions to clarify & amplify those points that the film emphasized.
Simulation Exercise: - Any training activity that explicitly places the trainee in
an artificial environment that closely mirrors actual working conditions can be
considered a Simulation. Simulation activities include case experiences,
experiential exercises, vestibule training, management games & role-play.
Cases: - present an in depth description of a particular problem an employee

might encounter on the job. The employee attempts to find and analyze the
problem, evaluate alternative courses of action & decide what course of action
would be most satisfactory.
Experiential Exercises: - are usually short, structured learning experiences where

individuals learn by doing. For instance, rather than talking about inter-personal
conflicts & how to deal with them, an experiential exercise could be used to create
a conflict situation where employees have to experience a conflict personally &
work out its solutions.
Vestibule Training: - Employees learn their jobs on the equipment they will be
using, but the training is conducted away from the actual work floor. While
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expensive, Vestibule training allows employees to get a full feel for doing task
without real world pressures. Additionally, it minimizes the problem of
transferring learning to the job.
Role Play: - Its just like acting out a given role as in a stage play. In this method
of training, the trainees are required to enact defined roles on the basis of oral or
written description of a particular situation.
Management Games: - The game is devised on a model of a business situation.

The trainees are divided into groups who represent the management of
competing companies. They make decisions just like these are made in real-life
situations.
Decisions made by the groups are evaluated & the likely implications of the
decisions are fed back to the groups. The game goes on in several rounds to take
the time dimension into account.
In-Basket Exercise: - Also known as In-tray method of training. The trainee is

presented with a pack of papers & files in a tray containing administrative
problems & is asked to take decisions on these problems & is asked to take
decisions on these within a stipulated time. The decisions taken by the trainees are
compared with one another. The trainees are provided feedback on their
performance.
Q5. What are the skills required by executives? Also explain the methods of
developing such skills.
Answer:
There are various skills and qualities should be in management executives:
Physical qualities required for the Executives:

It is reported by majority Human Resource Managers that they are looking upon
qualities like Ability to work long hours, less Absent from regular work, Agile and
enthusiastic,
Extra Physical fitness, Energetic, Able to manage physical stress, and Practice
relaxation techniques to be physically alert in their personal life. Better personal
hygiene is expected from the new generation executives to handle the work
situation efficiently and effectively.
Emotional Attributes required for the Executives:

executives having Equanimity, Confidence, Emotional maturity, Patience,
Optimistic, Calm and composed, Emotional control, Empathetic, Good Listener,
Accept Mistakes, Unbiased, Understanding ability, Courageous, Flexible and
Persistent to be stable in their personal life and professional life. They should
maintain equidistance to both rational and emotional thoughts. Conscious use of
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professional self to be used for effective decision-making and control.
Intellectual and Analytical Attributes required for the Executives:

executives who are in Tune with latest business changes, Rationale in decision
making, Quick decision-making, Having Team spirit, Constant learner, Having
Technical competency and Logical reasoning, Better Human Relation, Be Creative,
Good Intelligent quotient, Be Innovative and Communicative, Knowledge based,
and Having Better Concentration Power for initiation, innovation, risk taking and
proactive in effective problem solving process.
Spiritual and Moral Attributes required for the Executives:

executives, who have Strong ethical base, Trust, Morally upright, Sincere and
frank, Spiritual inclination, Open / transparent, Belief in social responsibilities, Get
away from malpractices, Keep Commitments, Be responsible, No false
commitments, Fair business practices, Give respect and take respect, Belief in
oneself and Control over mind. The strong ethical attributes on executives help the
organization to communicate quality of the product ethically convincing and help
in better customer relationship. Strong ethical work force is an asset to any
organization.
Interpersonal and Customer Relation Attributes required to Executives:

executives, who have Better Listening, Better Communication ability, High Value
orientation, Polite and warm, Diplomatic, Ability to Control emotions, Competent
to handle redresses, Human relation, Need orientation, Networking, Healthy
negotiation, Faithful, Pleasing character, Better understanding skill, empathetic and
Acceptance of each other for better interaction and inter relationship with
customers. A better market orientation requires individuals having better inter
personal skills and goal orientation. These qualities enable the executives to
develop strong relation with the customers by understanding their needs and
expectations.
Managing Time and Stress Attributes required for the Executives:

t is reported by majority Human Resource Managers that they are looking upon
executives, who practices Relaxation Techniques, are Conscious of Time
Management, do Prioritization of activities, Planning Meticulously, Leave ego
aside, Faith in one’s own abilities, Delegation of authority, Distinguish Important
and unimportant, Better self-understanding, Realistic Perception and Control over
self. Among which major one is allocation of one’s own activities to important and
unimportant. A better activity prioritization enables the executives to manage their
work in time with efficiency.
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Conclusion: Management is an art of getting things done through and with people.
Today in the highly competitive and demanding entrepreneurship, management is
not knowledge centered alone. It is talent and potential centered. In order to enrich
the performance and potential of executives, more action oriented intellectual
inputs and transformational activity-centered are inevitable. A competent, mentally
alert, emotionally stable, intellectually talented executive are required to manage
the business with fidelity and accuracy. The findings of this qualitative research
help the new generation executive students to discover the undiscovered self and
prepare towards better personal and professional career.
Q6. Distinguish between ‘Performance Appraisal’ and ‘Potential Appraisal’.

Also discuss in brief, the methods of performance appraisal.
Answer:
Performance appraisal is a part of career development. The latest mantra being
followed by organizations across the world being – "get paid according to what you
contribute" – the focus of the organizations is turning to performance management
and specifically to individual performance. Performance appraisal helps to rate the
performance of the employees and evaluate their contribution towards the
organizational goals. Performance appraisal as Career Development leads to the
recognition of the work done by the employees, many a times by the means of
rewards and appreciation etc. It plays the role of the link between the organization
and the employees’ personal career goals.
Potential appraisal, a part of Performance appraisal, helps to identify the hidden

talents and potential of the individuals. Identifying these potential talents can help
in preparing the individuals for higher responsibilities and positions in the future.
The performance appraisal process in itself is developmental in nature.
Performance appraisal is also closely linked to other HR processes like helps to

identify the training and development needs, promotions, demotions, changes in the
compensation etc. A feedback communicated in a positive manner goes a long way
to motivate the employees and helps to identify individual career developmental
plans. Based on the evaluation, employees can develop their career goals, achieve
new levels of competencies and chart their career progression. Performance
appraisal encourages employees to reinforce their strengths and overcome their
weaknesses.
Performance appraisal form provides the basis for the performance review,
providing the feedback to the employees and the final rating of the employee. It
also facilitates various other HR decisions and career development plans and
decisions of the employees. Therefore, performance appraisal from should be filled
with utmost care and objectivity.
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The Performance appraisal form should be filled by the immediate supervisor or

manager of the employee in order to ensure that the appraiser if fully acquainted
with the performance, responsibilities, targets and standards of the employee. All
the instructions and guidelines on the appraisal form should be read and followed
carefully.
 Be prepared with all the details of the performance, the standards,

job description and the past appraisals of the employee.
 Clear and unambiguous description of the employee performance should
be given in terms of average, above average, good and excellent
performance.
 The focus should be on the employees’ behavior throughout the year and
not just his recent performance.
 Quantify the ratings, wherever possible, to ensure easy comparability.
 Substantiate and support your rating, and attach all the necessary
documents (if required).
 Apart from the defined performance objectives and results, discuss the
related issues as well covering all the aspects of the performance.
 When filling the appraisal form, be honest and objective.
Q7. Distinguish between ‘Monetary Rewards’ and ‘Non-Monetary Rewards’.

Also enlist various types of monetary and non-monetary rewards.
Answer:
Managers are constantly searching for ways to create a motivational environment
where associates (employees) to work at their optimal levels to accomplish
company objectives. Workplace motivators include both monetary and non-
monetary incentives. Monetary incentives can be diverse while having a similar
effect on associates. One example of monetary incentives is mutual funds provided
through company pension plans or insurance programs. Because it has been
suggested that associates, depending on their age, have different needs pertaining
to incentives, traditional incentive packages are being replaced with alternatives to
attract younger associates.
Monetary Rewards
Monetary policy is the regulation of interest rates and the availability of money in
order to provide sustainable growth and prevent hard crashes in the market. In the
United States, monetary policy is set by an agency known as the U.S. Federal
Reserve. Other countries may use a similar system or some other sort of centralized
agency, up to and including the federal government itself. The value of monetary
policy is somewhat debatable, but is used in many free market economies as a way
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for the government to provide some oversight in the market.
When an institution is in charge of monetary policy, it is usually done in one of two

ways. One way is to buy securities back from banks. This will increase the bank's
reserves, stimulating them to lend to other institutions. The other way the do that is
to set interest rates at a certain level, which can also affect the economy.
In the United States, the Federal Reserve executes monetary policy through a board
and a chairman. The chairman is appointed by the president. The Federal Reserve
has a committee that usually meets eight times every year to set interest rates. They
may raise them, lower them, or keep them the same, depending on the analysis
presented. The overall goal is to keep the economy sound. Other than making some
appointments, the U.S. federal government has no other say in the monetary policy.
This is an independent model that many other countries choose not to follow.
Monetary policy works by first considering how the economy is performing. In

more difficult times when the economy is down, a lowering of interest rates may
be needed in order to stimulate borrowing. As borrowing increases, so will
economic activity associated with that borrowing, which will create jobs and
provide money for others. If the economy is going well, the Federal Reserve or
other governing body may become concerned there is too much growth, which
could set the economy up for a hard crash. To try to avoid that, there may be an
increase in interest rates to try to gently cool off the economy.
However, any institution that controls monetary policy needs to be aware that
interest rates are tied to inflation to a great degree. As interest rates are lowered,
money becomes cheaper to borrow and more is passed around. This devalues the
currency by leading to an oversupply, which causes inflation to increase. If interest
rates are raised, then inflation may decrease because there is less money flowing
through the system and it, therefore, becomes more valuable.
Non-Monetary Rewards
Non-monetary rewards should form one important part of a complete employee
recognition program along with monetary rewards. Each motivates employees
differently. Non-monetary rewards can be used for either individual or team
rewards.
Research shows that employees some employees are primarily motivated by

financial rewards, and will dramatically improve their performance to achieve such
rewards. On the other hand, some other employees may see motivating others with
money as vulgar, and are disinfected by such offers. This second group of
employees is more likely to be motivated to improve their performance through the
use of non-monetary rewards such as being thanked publicly at a departmental
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function, having lunch with the head of the organization, or receiving an extra day
off. The desired outcome of rewards and recognition programs is to improve
performance. Non-monetary recognition can be very motivating, helping to build
feelings of confidence and satisfaction. An American Society for Training and
Development (ASTD) report on employee retention research identified consistent
employee recognition as a key factor in retaining top-performing workers.
Q8. Write short notes on any three of the following:
a. Emerging HR issues in knowledge industry

Ans:
The management of Human Resources has now assumed strategic importance in

the achievement of organizational growth and excellence. As globalization
advances and we move into the information age, organizations need to adapt to the
changes in technology and the changing issues in management of people.
Some critical issues have clearly emerged - planning, acquisition and development
of human resources, responding to the demands of the work place and, above all,
evolving a strategy of dealing with industrial conflict. As a management practice,
it covers all the conventional areas of personnel management and industrial
relations, as well as the relatively new areas such as communication, counseling,
training and development, and job enrichment. An attempt has been made in this
paper to point out the experiences on the emerging issues in managing human
resources.
The Changing Nature of HRM Function

Today, competitive advantage is based on the successful application of knowledge.
Managing people, as an HRM function, has broadened, to include managing
organizational capabilities, relationships, learning and knowledge. These functions
include four generic areas, i.e.
(i) Roles,
(ii) Relationships,
(iii) Strategic focus, and
(iv) Learning focus.
These areas are different from each of the economy functions, like traditional,
transitional and knowledge.
 Innovate HRM
 Crafting creative business strategies
 Organizational restructuring
 Creating social networks
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 Invoking new challenges
 Shifting approach
 Enabling companies to go global
 Leading to superior performance
 Creating knowledge work force
 Human Resource Information System (HRlS) for Effective HRM
In today's competitive business environment, the cutting edge for any organization
is given by the speed with which it takes decisions to respond to changes in the
environment, internal or external. A well-designed computerized HRIS alone can
provide the information and analysis within the shortest possible time. Now-a-days,
many organizations are using the computerized HRIS. They keep records in a
compact manner, enabling access and retrieval, in a flexible way.
1. Benefits of HRIS
2. Simplified data entry
3. Less paperwork
4. Fast and accurate
5. Better use of feedback
6. Increased efficiency
7. Improved tools for data analysis
HRIS has great significance in every sector and it can play a vital role. It helps to
have a better communication process in the organization and we can offer better
service with less effort at reduced cost.
Most importantly, organizations can hire and retain top performers, improve
productivity and enhance job satisfaction of the employees.
Aspects of HRM
Human Resource Planning, Recruitment, Selection, Placement, Inductions,
Transfer & Planning, Job Analysis, Performance Appraisal, HR Audit, Total
Quality Management, Quality of Working Environment, Quality Cycle.
 HRM in the Present Scenario
 Low motivation or mounting frustration
 Promotions are consolations for transfers
 Cadre conflict
 Reward and punishment system
 Development of strong training system
b. Incentive plans for operative staff
Ans:
Incentive plans that employ a profit sharing component work well in that they tend
to emphasize that what is best for the company is also best for the employee. When
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company profits increase and more money is available for bonuses, the employees
get larger bonuses. However, during lean times, bonuses can be quite small. For
small companies, this large fluctuation in compensation can become a problem.
There is also a problem with this approach in that there is sometimes a long delay
between the time when the effort that earns the profit occurs and the time when the
bonus is paid.
Some incentive plans are best avoided, as they tend to be counterproductive. A

salary at risk plan is such a scheme. In this incentive plan, the employee is given a
minimum base salary and can only earn the full salary if certain performance
objectives are met. Incentive plans of this type tend to cause employees to become
discouraged, particularly if the performance objectives seem out of reach. This
approach feels like a punishment to the employee, an approach known as negative
reinforcement. Studies have shown that positive reinforcement of desired behaviour
is much more effective than a negative approach.
Different types of incentive plans can be in place at the same company at the same
time. This approach allows the company to take advantage of the benefits of the
various incentive plans while minimizing their disadvantages. Incentive plans that
use merchandise prizes, for instance, can be very closely linked to a specific
activity, while an incentive plan that uses long term objectives can also be in place
to help keep all of the employees motivated and focused over the entire year.
Using different types of incentive plans within the same company allows the
company to respond and motivate employees who may be very different. Some
employees focus on long term goals, while other employees only focus on short
term goals. Employees' needs tend to be different also, some desiring more vacation
time while others prefer more money. Using different incentive plans allows the
employer to respond to these unique needs and implement a more effective overall
plan.
c. Functions of Trade Union
Answer:
Trade unions have a number of functions, some of which have been more prominent
than others at different periods in history. But over the course of time trade unions
have developed five principal functions. These are respectively: a service function;
a representation function; a regulatory function; a government function; and a
public administration function. This paper examines these different functions and
argues that the balance is shifting, with more emphasis being placed on service,
governmental and public administration functions. We are witnessing the
emergence of a new ‘supply side trade unionism’ with a corresponding dilution of
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their representative and regulatory functions. These developments—engineered by
governments of both parties in recent years—are assessed in the context of the
Warwick agreement in 2004 where the trade unions and the Labor Party concluded
a deal on the shape of a possible third term Labor government.
d. The Expatriate Problems
Ans
It is only natural that expatriates should seek and pursue friendships with fellow
expatriates who hail from their home country once they have moved abroad. This
gives expatriates the opportunity to converse in their native language and to
reminisce about home with others who understand what they are going through.
They can also relive their native culture and traditions with people who share the
same background. But what are the disadvantages of only seeking out friendships
with expatriates who come from the same country as you?
Distorted View of the New Country
Expatriates who all band together in a tight circle abroad will find that they can
develop a very insular and distorted view of the new country that they live in. It is
easy to gather with fellow expatriates and put the world to rights about all that their
adopted country is doing wrong and how life was so much better at home.
Expatriates who have lived abroad longer can influence newly arrived expatriates
and put them off things before they have even experienced them! This will hardly
make it any easier to adjust to a new culture and way of life. In order to avoid this
sort of negative thinking and conversation, it is important to also make an effort to
form friendships with native born citizens so that expatriates can form a more
balanced view of the new country they are living in.
e. Existing machinery for settlement of industrial dispute in our country

Ans
Industrial disputes settlement machinery for India
1. Work Committee: There is a Works Committee in factories employing 100 or
more workers. [Section 3]. The committee will consist of equal number of
representatives of employer and employees. Representatives of employees will be
selected in consultation with Registered Trade Union. The Works Committee will
first try to settle disputes.
2. Conciliation: Conciliation refers to the process by which representatives of

employees and employers are brought together before a third party with a view to
discuss, reconcile their differences and arrive at an agreement through mutual
consent. The third party acts as a facilitator in this process. Conciliation is a type of
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state intervention in settling the Industrial Disputes. The Industrial Disputes Act
empowers the Central & State governments to appoint conciliation officers and a
Board of Conciliation as and when the situation demands.
Consolation Officer: If dispute is not solved, it will be referred to Conciliation

Officer‘. He is appointed by Government. [Section 4]. The duties of a conciliation
officer are:
 To hold conciliation proceedings with a view to arrive at amicable
settlement between the parties concerned.
 To investigate the dispute in order to bring about the settlement between the
parties concerned.
 To send a report and memorandum of settlement to the appropriate
government.
 To send a report to the government stating forth the steps taken by him in
case no settlement has been reached at.
Board of consolation. The matter may also be referred to Board of Conciliation‘.

[Section 4]. The Board of Conciliation consists of a chairman who must be an
independent person and 3/4 members. Unsolved matters may be referred to labor
tribunal / industrial tribunal / labor court (sec. 12 (5))
2. Adjudication: Adjudication is the ultimate legal remedy for settlement of

Industrial Dispute. Adjudication means intervention of a legal authority appointed
by the government to make a settlement which is binding on both the parties. In
other words adjudication means a mandatory settlement of an Industrial dispute by
a labor court or a tribunal. For the purpose of adjudication, the Industrial Disputes
Act provides a 3-tier machinery:
1. Labour court
2. Industrial Tribunal
3. National Tribunal
Labour Court: The appropriate government may, by notification in the official

gazette constitute one or more labour courts for adjudication of Industrial disputes
relating to any matters specified in the second schedule of Industrial Disputes Act.
They are:
 Dismissal or discharge or grant of relief to workmen wrongfully dismissed.
 Illegality or otherwise of a strike or lockout.
 Withdrawal of any customary concession or privileges.
 Where an Industrial dispute has been referred to a labour court for
adjudication, it shall hold its proceedings expeditiously and shall, within the
Page 17 of 30
period specified in the order referring such a dispute, submit its report to the
appropriate government.
Industrial Tribunal: The appropriate government may, by notification in the official

gazette, constitute one or more Industrial Tribunals for the adjudication of
Industrial disputes relating to the following matters:
 Wages
 Compensatory and other allowances
 Hours of work and rest intervals
 Leave with wages and holidays
 Bonus, profit-sharing, PF etc.
 Rules of discipline
 Retrenchment of workmen
 Working shifts other than in accordance with standing orders
It is the duty of the Industrial Tribunal to hold its proceedings expeditiously and to
submit its report to the appropriate government within the specified time.
National Tribunal: The central government may, by notification in the official

gazette, constitute one or more National Tribunals for the adjudication of Industrial
Disputes in
Matters of National importance
Matters which are of a nature such that industries in more than one state are likely
to be interested in, or are affected by the outcome of the dispute.
It is the duty of the National Tribunal to hold its proceedings expeditiously and to
submit its report to the central government within the stipulated time.
4. Arbitration: A process in which a neutral third party listens to the disputing

parties, gathers information about the dispute, and then takes a decision which is
binding on both the parties. The conciliator simply assists the parties to come to a
settlement, whereas the arbitrator listens to both the parties and then gives his
judgment. There are two types of arbitration:
1. Voluntary Arbitration: In voluntary arbitration the arbitrator is appointed by
both the parties through mutual consent and the arbitrator acts only when
the dispute is referred to him.
2. Compulsory Arbitration: Implies that the parties are required to refer the
dispute to the arbitrator whether they like him or not. Usually, when the
parties fail to arrive at a settlement voluntarily, or when there is some other
strong reason, the appropriate government can force the parties to refer the
Page 18 of 30
dispute to an arbitrator.
Case Study
Q.1 what specific policies might a company follow to avoid interviews like this
one?
Ans.1
Companies should have interview policies to avoid this type of interview process.
They should have an interview panel who can interview select the right candidate.
There should be a process in place. First they should go through resume and then
they can call for interview after having a brief history about the candidate. Hr
manager should behave properly not like Suresh who was busy on phone calls and
not giving the right picture about the company.
Q.2 Explain why Suresh and not Anil should make the selection decision.
Ans.2
Suresh should make the selection decision because he was the one who is looking
after production department in the company. He is well versed about the function
and candidate requirement according. to the job. Suresh is the right person who
knows each and every thing about the production department requirements. Anil is
the HR manager and he must be having good knowledge of HR but while selecting
the candidates Suresh should be in loop.
Q.3 is it a good policy to pick up candidates through ‘employee referral

method’? Why or why not. Explain keeping the case in the background.
Ans. 3
Yes, it is a good policy to pick up candidate from the referral method, because it
save time and cost of the company. Referral method is also very helpful into finding
Page 19 of 30
the right candidate and trusty person. But selecting the candidate through referral
system does not mean select everybody. In the above case a candidate through
referral was there but he should be selected only if he is having that required skills.
Page 20 of 30
Assignment C
Q1. The secret of the success of Japanese companies lies in the fact that:
A. they use state of the art technology
B. they pay higher wages to their employ
C. they view employs as there most valuable asset
D. they are hard task masters
They View Employee As Their Most Valuable Asset
Q2. Human resource management does not look after:

A. procurement and development of human factor for the human organization
B. Compensation and integration of human factor for the organization
C. Maintenance of human factor in the organization
D. Dehumanizing in the Organization
Q3. Which of the following is not a true statement in respect of objectives of hrm?
A. HRM ensure respect for human factor in the organization
B. HRM motivates satisfies and maintain high moral of the employees
C. HRM helps in promoting well being of the society
D. HRM helps in enhancing the rate of labour turnover
Q4. New concepts like TQM, kaizen, QWL and Employment came into prominence
during:
A. 1950s
B. 1970s
C. 1990s
D. 1930s
Q5. The concept of welfare stage in HRM started from:

A. 1920-1930
B. 1980-1990
C. 1905-1910
D. 1915-1920
Q6. Which of the following in managerial function?

A. Staffing and directing
B. Procurement and development
C. Compensation and integration
D. Maintenance and integration
Q7. HRM is now being considered as:

A. Disciplinary department
B. Strategic management function
C. Inter disciplinary department
D. Auxiliary function
Page 21 of 30
Q8. Which is not true?
A. HR planning is helpful in detailing the number of kinds of personal required
B. It spell out the qualification skill and expertise of personal required in all
organization
C. It give lead times for recruitment Selection training and development of
personal
D. HR planning integrates the employees into the organization
Page 22 of 30
Q9. Which of the following is not a stage of the process of the HR planning?
A. Identifying objective
B. Developing manpower
C. Assessing Business plan
D. Manpower audit
Q10. Once job analysis is conducted, the data reviewed is:

A. Job description
B. Job enlargement
C. Job enrichment
D. Downsizing
Q11. Which is not true regarding job analysis?

A. It is a process of data collection
B. It is a procedure through which fact are gathered for rich job
C. Information about the job is systematically discovered & noted
D. It is a process of data dissemination
Q12. Job description does not consist of:

A. Job summary
B. Job evaluation
C. Hazards involved
D. Pay
Q13. Who of the following is not the source of job information in connections with job
analysis?
A. Job holder
B. Independent observers
C. Interviews
D. Pay commission
Q14. Recruitment is not:

A. The process of searching for prospective candidates and simulating them to apply
for job in the organization
B. Attracting lot of potential for the company
C. A positive concept
D. Selecting the best candidates
Q15. Which of the following is not a stage in the process of selection?

A. Advertisement
B. Initial contract
C. Screening
D. Physical examination
Q16. Which is not a Pseudo way of selecting applicant?

Page 23 of 30
A. Astrology
B. Phrenology
C. Graphology
D. Ecology
Q17. Career planning is:
Page 24 of 30
A. All the jobs that are held during ones working life
B. Future position ones trives to reach as a part of career
C. The stage through which a person's career evolves
D. The process by which one selects career goals and the path to these goals
Q18. Which of the following is not the step in the career planning and development
process?
A. Analyzing the skill aptitudes & knowledge of the employ
B. Formulation policies
C. Identifying and analyzing career opportunities
D. Preparing action plans and periodic review
Q19. Which of the following is not on-the- job method of training?

A. Apprenticeship
B. Position rotation
C. Vestibule school
D. Role playing
Q20. Which of the following is not off-the- job method of training?

A. case studies
B. simulation
C. sensitivity training
D. special project
Q21. Which of the following is not the technique of developing executives?

A. Business games
B. Case studies
C. In basket exercises
D. Apprenticeship
Q22. Which of the following is not the principle of training?

A. Motivation
B. Active participation
C. Perception
D. Re-enforcement
Q23. In the paired comparison technique of performance appraisal, which of the

following formulae is applied?
A. no. of comparison =N(N-1)
2
B. no. of comparison =N-(N-1)
1
C. no. of comparison =N-(N-1)
2
D. no. of comparison =N-(N-1)
Page 25 of 30
131
Q24. Which of the following is not one of the modern methods of performance
appraisal?
A. 360o Technique
B. Human resource accounting
C. Descriptive evaluation
D. Bars
Page 26 of 30
Q25. Which of the following statements regarding MBO is not true?

A. MBO has emerged as reaction to the traditional management practices
B. MBO has a special provision for mutual goal setting
C. There is no special provision in MBO for appraising of progress by
both the appraiser and the appraise
D. MBO is based on behavioral value of fundamental trust in the goodness of human
beings
Q26. Which of the following incentives plans is not for blue collar employees?
A. straight piece rate plan
B. salary plan
C. differential piece rate plan
D. straight piece rate with guaranteed minimum wages
Q27. Which of the following incentive plans is not for while collar employees?
A. salary plan
B. salary & commission plan
C. commission plan
D. bedaux plan
Q28. Which of the following is not an incentive plan for individuals under blue
collar employees?
A. Priest man plan
B. Rowan plan
C. Emerson plan
D. Bedaux plan
Q29. Performance based rewards do not include:

A. Social security benefits
B. Piece work
C. Commission
D. Merit pay plan
Q30. The objectives of compensation administration are not to:

A. Simplify collective bargaining
B. Boost the moral of employee
C. Plan for effective manpower training
D. Eliminate chances of favoritism
Q31. Which of the following is not a closely related aspect of wage administration?
A. Compensation survey
B. Job evaluation
C. Performances appraisal
D. Merit rating
E. Incentives
Page 27 of 30
Q32. Which of the following is not one the principles of compensation administration?
A. Wages policies need not be clearly expressed in writing
B. Job description and rating should be periodically checked to keep them updated
C. Wage decision should be checked up against carefully formulated policies
D. It is a management's responsibility to make the wage policy known to every
employee
Page 28 of 30
Q33. Which of these is not an internal cause of indiscipline?

A. Divide and rule policy
B. Biesed attitude of management
C. Defective supervision
D. Violence and disturbance in the country
Q34. Which of the not the objectives of labour relations?

A. To promote general welfare of workers
B. To promote industrial democracy through workers participation in
management
C. To enhanced labour turnover
D. To improve productivity of the organization
Q35. Which of the following is not a measure to prevent industrial disputes?

A. Works committees
B. voluntary arbitration
C. Collective bargaining
D. Labour co partnership
Q36. Which of the following is not a part of adjudication machinery?

A. Labour court
B. Board of conciliation
C. Industrial tribunals
D. National tribunals
Q37 Which of the following is not the feature of collective bargaining?

A. It is a group action
B. It is a static and rigid process
C. It is a continuous process
D. It is an advanced form of human relations
Q38. Which of the following is not a sub part of negotiating stage?

A. Identification of problems
B. Preparation of negotiation
C. Negotiation of agreement
D. Workers of participation in management
Q39. Which of the following is not a type of negotiating procedure?

A. Haggling bargaining
B. Price bargaining
C. Continuous bargaining
D. boulwarism bargaining
Q40. Which of the following is not the cause for limited success of collective
bargaining in India?
Page 29 of 30
A. Multiplicity of trade union

B. Weak trade union
C. Difficult accessibility of adjudication
D. Interference of political parties
Page 30 of 30

Human Resource Management (What Do You Mean by Human) DL

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Human Resource Management (What Do You Mean by Human) DL

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Human Resource Management

Managerial functions include planning, organizing, directing and controlling. The

Human Resource Planning as a process involving the following activities:

Manpower Planning Provides information in three dimensions:

 The estimated manpower requirements (including expectations of manpower

 The analysis of the external manpower market situation

3. Discuss the significance of Job Description, Job Analysis Job, Enlargement

Significance of Job Description, Job Analysis Job, Enlargement & Job

The Importance of Job Descriptions

Job Analysis is a written record of actual requirements of the job activities.

It is procedure by which pertinent information is obtained about a job, i.e. it is

Job enrichment is an attempt to motivate employees by giving them the opportunity

 A range of tasks and challenges of varying difficulties (Physical or Mental)

 A complete unit of work - a meaningful task

 Feedback, encouragement and communication

Job enrichment, as a managerial activity includes a three steps technique:

 Link employees performance directly to reward

 Make sure the employee wants the reward

Q4. Discuss in brief, the methods of training.

Training is a process of learning a sequence of programmed behavior. It is the

Since training involves time, effort & money by an organization, so an organization

Training plays a significant role in human resource development. Human resources

ON-THE-JOB TRAINING is given at the work place by superior in relatively

Lectures/Conferences: - This approach is well adapted to convey specific

Cases: - present an in depth description of a particular problem an employee

Experiential Exercises: - are usually short, structured learning experiences where

Management Games: - The game is devised on a model of a business situation.

In-Basket Exercise: - Also known as In-tray method of training. The trainee is

Physical qualities required for the Executives:

Emotional Attributes required for the Executives:

Intellectual and Analytical Attributes required for the Executives:

Spiritual and Moral Attributes required for the Executives:

Interpersonal and Customer Relation Attributes required to Executives:

Managing Time and Stress Attributes required for the Executives:

Q6. Distinguish between ‘Performance Appraisal’ and ‘Potential Appraisal’.

Potential appraisal, a part of Performance appraisal, helps to identify the hidden

Performance appraisal is also closely linked to other HR processes like helps to

The Performance appraisal form should be filled by the immediate supervisor or

 Be prepared with all the details of the performance, the standards,

Q7. Distinguish between ‘Monetary Rewards’ and ‘Non-Monetary Rewards’.

When an institution is in charge of monetary policy, it is usually done in one of two

Monetary policy works by first considering how the economy is performing. In

Research shows that employees some employees are primarily motivated by

Q8. Write short notes on any three of the following:

a. Emerging HR issues in knowledge industry

The management of Human Resources has now assumed strategic importance in

The Changing Nature of HRM Function

b. Incentive plans for operative staff

Some incentive plans are best avoided, as they tend to be counterproductive. A

c. Functions of Trade Union

d. The Expatriate Problems

Distorted View of the New Country

e. Existing machinery for settlement of industrial dispute in our country

2. Conciliation: Conciliation refers to the process by which representatives of

Consolation Officer: If dispute is not solved, it will be referred to Conciliation

Board of consolation. The matter may also be referred to Board of Conciliation‘.

2. Adjudication: Adjudication is the ultimate legal remedy for settlement of

Labour Court: The appropriate government may, by notification in the official

Industrial Tribunal: The appropriate government may, by notification in the official

National Tribunal: The central government may, by notification in the official

4. Arbitration: A process in which a neutral third party listens to the disputing

Q.3 is it a good policy to pick up candidates through ‘employee referral

Q2. Human resource management does not look after: