What are the objectives of HRM?

This primary objective can further be divided into the following sub-objectives:
1. To help the organisation to attain its goals effectively and efficiently by providing competent and
motivated employees.
2. To utilize the available human resources effectively.
3. To increase to the fullest the employee’s job satisfaction and self-actualisation.
4. To develop and maintain the quality of work life (QWL) which makes employment in the
organisation a desirable personal and social situation.
5. To help maintain ethical policies and behaviour inside and outside the organisation.
6. To establish and maintain cordial relations between employees and management.
7. To reconcile individual/group goals with organisational goals.
Werther and Davis have classified the objectives of HRM into four categories as shown in table 1.2.
Table 1.2: HRM Objectives and Functions:

State the need for human Resource Planning.

The main objective of having human resource planning is to have an accurate number of employees
required, with matching skill requirements to accomplish organisational goals.
In other words, the objectives of human resource planning are to:
. Ensure adequate supply of manpower as and when required.
2. Ensure proper use of existing human resources in the organisation.
3. Forecast future requirements of human resources with different levels of skills.
4. Assess surplus or shortage, if any, of human resources available over a specified period of time.
ADVERTISEMENTS:
5. Anticipate the impact of technology on jobs and requirements for human resources.
6. Control the human resources already deployed in the organisation.
7. Provide lead time available to select and train the required additional human resource over a
specified time period.
According to Sikula “the ultimate purpose/objective of human resource planning is to relate future
human resources to future enterprise need so as to maximise the future return on investment in
human resources”.
Need for and Importance of HRP:
The need for human resource planning in organisation is realised for the following reasons:
1. Despite growing unemployment, there has been shortage of human resources with required skills,
qualification and capabilities to carry on works. Hence the need for human resource planning.

HRM 1
2 Large numbers of employees, who retire, die, leave organisations, or become incapacitated because
of physical or mental ailments, need to be replaced by the new employees. Human resource planning
ensures smooth supply of workers without interruption.
3. Human resource planning is also essential in the face of marked rise in workforce turnover which is
unavoidable and even beneficial. Voluntary quits, discharges, marriages, promotions and seasonal
fluctuations in business are the examples of factors leading to workforce turnover in organisations.
These cause constant ebb and flow in the work force in many organisations.
4. Technological changes and globalisation usher in change in the method of products and
distribution of production and services and in management techniques. These changes may also
require a change in the skills of employees, as well as change in the number of employees required. It
is human resource planning that enables organisations to cope with such changes.
ADVERTISEMENTS:
5. Human resource planning is also needed in order to meet the needs of expansion and diver-
sification programmes of an organisation.
6. The need for human resource planning is also felt in order to identify areas of surplus personnel or
areas in which there is shortage of personnel. Then, in case of surplus personnel, it can be redeployed
in other areas of organisation. Conversely, in case of shortage of personnel, it can be made good by
downsizing the work force.

What is programmed instruction training

Programmed learning (or programmed instruction) is a research-based system which helps learners
work successfully. The method is guided by research done by a variety of applied psychologists and
educators.[1]
The learning material is in a kind of textbook or teaching machine or computer. The medium presents
the material in a logical and tested sequence. The text is in small steps or larger chunks. After each
step, learners are given a question to test their comprehension. Then immediately the correct answer
is shown. This means the learner at all stages makes responses, and is given immediate knowledge of
result

Define promotion
promotion refers to any type of marketing communication used to inform or persuade target
audiences of the relative merits of a product, service, brand or issue. The aim of promotion is to
increase awareness, create interest, generate sales or create brand loyalty.

What is quality of work life?

The present era is an era of knowledge workers and the society in which we are living has come, to be
known as knowledge society. The intellectual pursuits have taken precedence over the physical efforts.
Quality of work life (QWL) refers to the favourableness or unfavourableness of a job environment for
the people working in an organisation. The period of scientific management which focused solely on
specialisation and efficiency, has undergone a revolutionary change.
The traditional management (like scientific management) gave inadequate attention to human values.
In the present scenario, needs and aspirations of the employees are changing. Employers are now
redesigning jobs for better QWL.
Write short notes on Interviews.
an interview means a private meeting between people when questions are asked and answered. The
person who answers the questions of an interview is called in the interviewer. The person who asks the
questions of our interview is called an interviewer. It suggests a meeting between two persons for the
purpose of getting a view of each other or for knowing each other. When we normally think of an
interview, we think a setting in which an employer tries to size up an applicant for a job.
What is sensitivity training?
The Sensitivity Training refers to the unorganized meeting held between the group members,
generally fewer in number, away from the workplace to gain the insights of their own as well as others
behavior.

HRM 2
e sensitivity training means, putting oneself in the other member’s shoes and behaving in a given
situation from his point of view. It is the mental ability than an individual possesses, that enables him
to be sensitive and understand the emotions of others, and at the same time, being able to manage
one’s own behavior and impulses.
Examine the qualities and qualifications required for HR manager.
Wears Many Hats

In a small business environment, the HR manager tends to wear many hats. Still, her duties are geared
toward the employment aspect of the business. Duties may include allocating resources to different
departments or projects, determining compensation and pay increases, employee benefits
administration, hiring and termination, handling employee issues, maintaining ethical principles in the
workplace, and ensuring that the business complies with labor, health and safety laws. Determine the
chain of command before you advertise the position.

In a small business, the senior HR person typically reports directly to the owner, CEO or an active
partner of the business.
Strong Interpersonal Skills

Wearing many hats successfully requires strong interpersonal skills. The HR manager must interact
with various types of people on a daily basis. Much of his day is spent interviewing prospective
employees, attending budgeting meetings, addressing concerns from employees and management,
and interacting with service providers, such as for healthcare and insurance benefits. Each time he
comes into contact with people, he must relate to them so their questions are properly addressed and
the employment sector of the company operates efficiently. He must be a “people person” who likes
interacting with others.
Ability to Display Objectivity and Tact

One of the most crucial aspects of an HR manager’s job is the ability to display objectivity and tact.
She is required to address conflicts among employees, conduct performance appraisals on her own
subordinates and hire the right employee for each open position. These processes require her to be
objective rather than emotional so she makes decisions that positively impact the company. She
should have a detached point of view in each situation rather than allowing her personal feelings to
sway her judgment.

Further, she should deliver her words tactfully rather than brashly to avoid employees feeling hurt or
disrespected.
Fairness and Resolve in Oversight

Acute awareness of employment discrimination laws is paramount to avoid breaking them. Your HR
manager should treat all employees equally by complying with discrimination regulations. He must be
firm in his decision once he has weighed a situation and arrived at a conclusion. Fickleness or
indecisiveness indicates a lack of resolve, which can cause employees to view him as soft.
Approachable and Compassionate to Employees

Employees must feel they can approach the HR manager with their problems. They want to know that
she truly listens to them and will help them find viable solutions to their issues. If an employee has a
problem at work, it will likely affect his job performance. If the HR manager seems unapproachable,
the employee will be reluctant to go to her. If she lacks compassion, he won’t trust her with his
problem. This is particularly important to employee retention and productivity; workers often quit or
become demotivated when they feel that HR or management doesn’t care about them.
Strong Leadership Skills

A good leader inspires his employees. He sets favorable examples for his employees to follow. For
example, an employee who is admonished for frequently being late by a manager who is usually tardy
himself can view the manager as hypocritical. HR managers are not exempt from company policies; if
the manager follows them, the employees will be inclined to do so.

HRM 3
 An effective leader is also trustworthy. HR duties require confidentiality and the ability to keep
employees’ personal information private. Your HR manager should have all the qualities of a good
leader.
Negotiating and Motivating Employees

Your HR manager must have fine negotiation skills when making compensation offers to prospective
employees or when trying to retain a valuable employee who has decided to resign. A keen sense of
timing is also necessary to de-escalate conflicts before they become unmanageable. She should know
what employees need to motivate them, as well as what the company requires to grow, and seek ways
to achieve both. In short, the consummate HR manager is organized, able to multitask, discreet, team-
oriented and forward-thinking – a strategic planner, dedicated to constant improvement, ethical,
impartial and dual-focused on the needs of the employee and the company.
Discuss the process of Human Resource Planning.
Human Resource Planning Process

1. Determining the Objectives of Human Resource Planning: The foremost step in every process is the
determination of the objectives for which the process is to be carried on. The objective for which the
manpower planning is to be done should be defined precisely, so as to ensure that a right number of
people for the right kind of job are selected.
The objectives can vary across the several departments in the organization such as the personnel
demand may differ in marketing, finance, production, HR department, based on their roles or
functions.

2. Analyzing Current Manpower Inventory: The next step is to analyze the current manpower supply in
the organization through the stored information about the employees in terms of their experience,
proficiency, skills, etc. required to perform a particular job.
Also, the future vacancies can be estimated, so as to plan for the manpower from both the internal
(within the current employees) and the external (hiring candidates from outside) sources. Thus, it is to
be ensured that reservoir of talent is maintained to meet any vacancy arising in the near future.

3. Forecasting Demand and Supply of Human Resources: Once the inventory of talented manpower is
maintained; the next step is to match the demand for the manpower arising in the future with the
supply or available resources with the organization.
Here, the required skills of personnel for a particular job are matched with the job description and
specification.

4. Analyzing the Manpower Gaps: After forecasting the demand and supply, the manpower gaps can be
easily evaluated. In case the demand is more than the supply of human resources, that means there is
a deficit, and thus, new candidates are to be hired.
Whereas, if the Demand is less than supply, there arises a surplus in the human resources, and hence,
the employees have to be removed either in the form of termination, retirement, layoff, transfer, etc.

HRM 4
5. Employment Plan/Action Plan: Once the manpower gaps are evaluated, the action plan is to be
formulated accordingly. In a case of a deficit, the firm may go either for recruitment, training,
interdepartmental transfer plans whereas in the case of a surplus, the voluntary retirement schemes,
redeployment, transfer, layoff, could be followed.
6. Training and Development: The training is not only for the new joinees but also for the existing
employees who are required to update their skills from time to time.
After the employment plan, the training programmes are conducted to equip the new employees as
well as the old ones with the requisite skills to be performed on a particular job.

7. Appraisal of Manpower Planning: Finally, the effectiveness of the manpower planning process is to be
evaluated. Here the human resource plan is compared with its actual implementation to ensure the
availability of a number of employees for several jobs.
At this stage, the firm has to decide the success of the plan and control the deficiencies, if any.
Thus, human resource planning is a continuous process that begins with the objectives of Human
Resource planning and ends with the appraisal or feedback and control of the planning process.
Explain the internal and external sources of Recruitment.

Sources of recruitment

Internal sources of recruitment

Internal sources of recruitment involve motivating the employees of the organization to apply for the
openings within the organization. Job openings are informed to the employees of the same
organization by giving internal advertisements, word of mouth or communication through the
hierarchy. Many organizations are practicing this approach to motivate the skilled employees of the
organization, to reduce the employee turnover, to reduce the cost and to get a competitive
advantage. Various methods of internal sources or recruitment are as follows.

1.Transfers

HRM 5
The employees of the organization are transferred to the similar jobs of other departments. It may not
involve a change in salary, responsibility, and position of the job. Transfers help in reducing the
boredom and monotony of the employees or it may be used to fill the vacancies with suitable internal
candidates.

2.Promotions
Promotions involve vacancies of the organization are filled by promoting the skilled employees to the
suitable jobs and it can motivate the employees by giving higher position, increased salary, status, and
responsibility. Promotions can help in reducing employee turnover by creating the hope of getting
higher positions.

3.Demotions
Depending on the performance of the employees of the organizations, sometimes managers have to
take decisions regarding lowering the positions of few employees of the organization. These
employees can act as a source of recruitment to the lower positions.

4.Employees of the organization

Employees of the organization communicate or inform about the vacant positions of the organization
to their friends and relatives. In many organizations, they allowed referring potential candidates for
the suitable vacancies.

5.Retired employees
If the organizations do not find the right persons to fulfill the key managerial positions then they call
back the retired employees for achieving the objectives.

Advantages of internal sources recruitment

 When the existed employees are given a chance to get the higher positions of the
organization then the employee loyalty increases towards the organization.
 It highly motivates the employees and helps in maximizing the job satisfaction.
 Existed employees of the organization are well known about the organization culture.
 Internal sources of recruitment highly reduce efforts and cost.
 It helps in reducing the employee turnover.
 It creates a scope to get a competitive advantage by recruiting the skilled employees for
the higher positions.
 It helps in maximizing job security and job satisfaction
 Transfers from one department to another department helps in eliminating boredom and
monotony in employees.
 It helps in reducing the efforts of induction programs.

Disadvantages of internal sources of recruitment

 Internal sources of recruitment reduce the scope of finding skilled and more efficient
people.
 The introduction of new methods and strategies may not always possible with this
approach.
 Losing more efficient persons from the external environment becomes a competitive
advantage to the competitors.
 This approach is not suitable for all the organizations

HRM 6
External sources of recruitment
External sources of recruitment involve motivating the skilled and more efficient candidates external
to the organization to apply for the vacant positions in the organization. Job openings are informed to
the external environment by using various methods such as advertisements, campus recruitment,
employment exchanges, walk in interviews, organizational websites, job fairs, and job portals.

1.Advertisements
To find the skilled and more efficient manpower giving advertisement for the vacant job position is
the better way. Advertisements help in attracting the right candidates and in maximizing brand image.
Advertisements may be given in print media or electronic media, it gives better results and it is
cheaper than approaching third parties.

2.Job portals
With the growing technology and internet usage, job portals are playing a major role in finding right
candidates for right jobs. Job portals can inform up to date job alerts to the candidates and offer
attractive benefits and packages to the employers. The tools and techniques used by the job portals
highly reduce the efforts in finding the skilled candidates.

3.Company’s websites
With the increase in business operations and globalization, the need for human resources is also
increasing day by day. To face a severe competition and to reduce the cost during the long run, many
companies are setting up their own websites for finding and attracting candidates with competitive
skills.

4.Social networking sites

Communicating about vacant positions of the organization through social networking sites help in
motivation and attracting the highly skilled and more efficient candidates to apply for the jobs.

5.Placement agencies
Approaching placement agencies reduces the time and efforts to find the right candidates from the
pool of skilled candidates. They use various tools and techniques to filter the resumes and they send it
to the companies for further processing. The main drawback of this method is commission basis on
hiring the candidates.

6.Job fairs and walk in interviews

Walk in interviews and job fairs are declared and conducted by companies to find the skilled
candidates. Following this method highly reduces efforts in finding more efficient human resources for
the bulk requirement.

HRM 7
7.Campus interviews
This is an easy and economical method helps in finding eligible candidates, through this method
organization can find energetic and more competitive candidates for suitable vacancies, this method
is beneficial for both the candidates and companies.

What are the objectives of Job evaluation?

Job evaluation is the systematic process for assessing the relative worth of jobs within an organization.
It is the technique of analysis and assessment of jobs to determine their relative value within the firm
so that a fair wage and salary structure can be established for various jobs. The main objective of job-
evaluation is to have external and internal consistency in wages structure.

Objectives of Job Evaluation:

 To determine equitable wage differentials between different jobs in the organization.
 It aims at developing a systematic and rational wage structure
 To eliminate wage inequities. It aims at establishing consistency between the wage and salary
structure adopted by the firm and that of the other firms.
 To establish a rational basis for incentive and bonus schemes.
 Proper job evaluation helps to settle disputes relating to salaries between the employers and
employees and thus helps to promote industrial peace and harmony.
 To provide a framework for periodic review and revision of wage rates.
 To provide a basis for wage negotiation with Trade Unions.
 To minimize wage discrimination on the basis of age, sex, caste, region etc.
 To enable management to gauge and control the payroll costs.
 It discloses characteristics and conditions relating to different jobs which are very helpful at the
time of recruitment.
 It also helps in eliminating discrepancies among employees of a group of the organization in
any particular industry.
 Maintenance of a consistent career and employee growth policy/ guidelines.
Explain the concept of management development programmes.
Management development, therefore, means any planned, guided or directed activity undertaken by a
manager to help himself become more competent in his present and/or to consciously prepare
himself for assuming higher and more important managerial duties and responsibilities so that he can
claim promotion by merit or competence.
There are two ways to develop as managers:
1. Active and intelligent participation in the formal courses of instructions and management training
pro-grammes.

HRM 8
 2. Learning the techniques of management through actual job experiences in a work environment
itself.
Management development programme must be based on three principles:
. All development is self- development,
2. Development programme should recognise individual differences, and
3. Development programme is a long-range process and a manager cannot be produced overnight.
Classify the types of training methods in detail.
Many methods of training are available- each has certain advantages and disadvantages. Here we list
the different methods of training...you can comment on the pros and cons and make the examples
concrete by imagining how they could be applied in training truck drivers.
1. Technology-Based Learning
Common methods of learning via technology include:
 Basic PC-based programs
 Interactive multimedia - using a PC-based CD-ROM
 Interactive video - using a computer in conjunction with a VCR
 Web-based training programs
The forms of training with technology are almost unlimited. A trainer also gets more of the learner''s
involvement than in any other environment and trainees have the benefit of learning at their own
pace.
Example: In the trucking industry one can imagine interactive multimedia training on tractor-trailers
followed by a proficiency test to see how well the employee knows the truck.
2. Simulators
Simulators are used to imitate real work experiences.
Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are
indispensable. Astronauts also train extensively using simulators to imitate the challenges and micro-
gravity experienced on a space mission. The military also uses video games (similar to the "shoot-em-
up" ones your 14-year old plays) to train soldiers.
Example: Truck drivers could use simulators to practice responding to dangerous driving situations.
3. On-The-Job Training
Jumping right into work from day one can sometimes be the most effective type of training.
Here are a few examples of on-the-job training:
 Read the manual - a rather boring, but thorough way of gaining knowledge of about a task.
 A combination of observation, explanation and practice.
 Trainers go through the job description to explain duties and answer questions.
 Use the intranet so trainees can post questions concerning their jobs and experts within the company
can answer them.
On-the-job training gives employees motivation to start the job. Some reports indicate that people
learn more efficiently if they learn hands-on, rather than listening to an instructor. However, this
method might not be for everyone, as it could be very stressful.
Example: New trucking employees could ride with experienced drivers. They could ask questions
about truck weigh stations, proper highway speeds, picking up hitchhikers, or any other issues that
may arise.
4. Coaching/Mentoring
Coaching/mentoring gives employees a chance to receive training one-on-one from an experienced
professional. This usually takes place after another more formal process has taken place to expand on
what trainees have already learned.
Here are three examples of coaching/mentoring:
 Hire professional coaches for managers (see our HR.com article on Understanding Executive
Coaching)
 Set up a formal mentoring program between senior and junior managers
 Implement less formal coaching/mentoring to encourage the more experienced employees to coach
the less experienced.
Coaching/mentoring gives trainees the chance to ask questions and receive thorough and honest
answers - something they might not receive in a classroom with a group of people.

HRM 9
 Example: Again, truck drivers could gain valuable knowledge from more experienced drivers using this
method.
5. Lectures
Lectures usually take place in a classroom-format.
It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of
people in a short amount of time. It has been said to be the least effective of all training methods. In
many cases, lectures contain no form of interaction from the trainer to the trainee and can be quite
boring. Studies show that people only retain 20 percent of what they are taught in a lecture.
Example: Truck drivers could receive lectures on issues such as company policies and safety.
6. Group Discussions & Tutorials
These most likely take place in a classroom where a group of people discuss issues.
For example, if an unfamiliar program is to be implemented, a group discussion on the new program
would allow employees to ask questions and provide ideas on how the program would work best.
A better form of training than lectures, it allows all trainees to discuss issues concerning the new
program. It also enables every attendee to voice different ideas and bounce them off one another.
Example: Truck drivers could have group discussions and tutorials on safety issues they face on the
road. This is a good way to gain feedback and suggestions from other drivers.
7. Role Playing
Role playing allows employees to act out issues that could occur in the workplace. Key skills often
touched upon are negotiating and teamwork.
A role play could take place between two people simulating an issue that could arise in the workplace.
This could occur with a group of people split into pairs, or whereby two people role play in front of
the classroom.
Role playing can be effective in connecting theory and practice, but may not be popular with people
who don´t feel comfortable performing in front of a group of people.
Example: Truck drivers could role play an issue such as a large line-up of trucks is found at the
weighing station and one driver tells another that he might as well go ahead and skip the whole thing.
Or role play a driver who gets pulled over by a police officer and doesn´t agree with the speeding
charge.
8. Management Games
Management games simulate real-life issues faced in the workplace. They attract all types of trainees
including active, practical and reflective employees.
Some examples of management games could include:
 Computer simulations of business situations that managers ´play´.
 Board games that simulate a business situation.
 Games surrounding thought and creativity - to help managers find creative ways to solve problems in
the workplace, or to implement innovative ideas.
Example: In a trucking business, managers could create games that teach truckers the impact of late
deliveries, poor customer service or unsafe driving.
9. Outdoor Training
A nice break from regular classroom or computer-based training, the usual purpose of outdoor
training is to develop teamwork skills.
Some examples include:
 Wilderness or adventure training - participants live outdoors and engage in activities like whitewater
rafting, sailing, and mountain climbing.
 Low-impact programming - equipment can include simple props or a permanently installed "low
ropes" course.
 High-impact programming - Could include navigating a 40-foot "high ropes" course, rock climbing, or
rappelling.
Outgoing and active participants may get the most out of this form of training. One risk trainers might
encounter is distraction, or people who don´t like outdoor activities.
Example: As truck drivers are often on the road alone, they could participate in a nature-training
course along with depot personnel to build esprit de corps.
10. Films & Videos
Films and videos can be used on their own or in conjunction with other training methods.

HRM 10
To be truly effective, training films and videos should be geared towards a specific objective. Only if
they are produced effectively, will they keep the trainees attention. They are also effective in
stimulating discussion on specific issues after the film or video is finished.
Films and videos are good training tools, but have some of the same disadvantages as a lecture - i.e.,
no interaction from the trainees.
A few risks to think about - showing a film or video from an outside source may not touch on issues
directly affecting a specific company. Trainees may find the information very interesting but irrelevant
to their position in the company.
Some trainers like to show videos as a break from another training method, i.e. as a break from a
lecture instead of a coffee break.
This is not a good idea for two reasons. One: after a long lecture, trainees will usually want a break
from any training material, so a training film wouldn´t be too popular. Two: using films and videos
solely for the purpose of a break could get expensive.
Example: Videos for truckers could show the proper way to interact with customers or illustrate
preventive maintenance techniques.
11. Case Studies
Case studies provide trainees with a chance to analyze and discuss real workplace issues. They
develop analytical and problem-solving skills, and provide practical illustrations of principle or theory.
They can also build a strong sense of teamwork as teams struggle together to make sense of a case.
All types of issues could be covered - i.e. how to handle a new product launch.
Example: Truck drivers could use case studies to learn what issues have been faced in the trucking
industry in the past and what they could do if a similar situation were to occur.
12. Planned Reading
Basically planned reading is pre-stage preparation to more formal methods of training. Some trainees
need to grasp specific issues before heading into the classroom or the team-building session.
Planned reading will provide employees with a better idea of what the issues are, giving them a
chance to think of any questions beforehand.
Example: Here we may be stretching if we think that truckers are going to read through a lot of
material the training department sends them.

Describe the factors influencing of performance appraisal.

Below are a few factors that affect employee performance appraisal.
1. Performance : Performance of an employee by default affects his appraisal. Every organization
would want to make better profits. If certain employees perform above their caliber to help
company achieve better results, the organization would appreciate their efforts by giving them
a raise in their compensation. It is a motivating factor as well for employees who continue to
contribute efficiently to the organization.
2. Attendance : A very essential part of employment is to be present at the workstation and other
team and company activities. Taking a day off once in a while is okay, but frequent absenteeism
will no doubt weigh down your appraisals. Employees who have lesser absenteeism and are
punctual can expect good appraisals.
3. Being motivated: A manager would love to see his employees work with excitement and energy.
Employees who get to work with motivation, take initiatives and show interest to perform
exceptionally are highly looked upon. Positive employees are retained, respected and rewarded
by the organization.
4. Team work: Organizations like team players. Employees who gel well with the team and help
the team improve will surely be recognized and the efforts will be honored. This would be one
of the reasons why employees with still performance will manage to get a healthier raise in their
appraisals. Employees who spread negativity among the team might have to face a tough time
during their appraisals.
5. Service to the customers: Employees who deal with customers of the organization should make
sure that they fulfill the required complainants. This is essential as ‘employee client relations’
will be responsible for bringing revenue to the organization. Employees who do a good job
here will definitely receive a bonus.

HRM 11
 6. Product knowledge: Employees should know in and out about the product or service that they
deal with. Product knowledge or process knowledge is an attribute by which the employee is
measured. Limited knowledge about the product or service restricts customer experience, and
also it is difficult to convince the customers about the benefits of the product/service. This in
turn shows your inefficiency which leads to poor appraisal.
Evaluate the various ways available to make the quality circle effective.

uality circle in Operation Management

The quality circles begun in Japan in 1960s. The concept of quality circles is based on the participating
style of management. It assumes that productivity will improve through an uplift of morale and
motivations which are in turn achieved through consultation and discussion in informal groups. One
organizational mechanism for worker participation in quality is the quality circle. It is typically an
informal group of people that consists of operators, supervisors, managers and so on who get
together to improve ways to make the product or deliver the service.
According to Juran, quality circle defined as “a group of work force level people, usually from within
one department, who volunteer to meet weekly (on company time) to address quality problems that
occur within their department.”
Quality circle members select the problems and are given training is problem-solving techniques. A
quality circle can be an effective productivity improvement tool because it generates new ideas and
implements them. Where the introduction of quality circle is capably planned and where the company
environment is supporting they are highly successful.
The benefits fall into two categories: those are measurable saving and improvement in the attitudes
and behavior of people. Quality circles pursue two types of problems, those concerned with the
personal well being of the worker and those concerned with the well being of company.
Benefits of QC
The most important benefit of quality circles is their effect on people’s attitudes fall into three
categories:
1. Quality Circles Effect on Individual Characteristics

a. Quality circles enable the individual to improve personal capabilities group participation and
learning specific problem-solving tools.
b. Quality circles increase the individual’s self-respect.
c. Quality circles help worker change certain personality characteristics shy person become as
active.
2. Quality Circles Effect on Individuals Relations with Other

a. Quality circles increase the respect of the supervisor for the worker.
b. Quality circles increase workers understanding of the difficulties faced by supervisors problem
selection, solving and implementations.
c. Quality circle increase management’s respect for worker.
3. Quality Circles Effect on Workers and Their Attributes

a. Quality circles change some workers negative attitudes.

b. Quality circle reduces conflict stemming from the working environment.
c. Quality circles help workers to understand better the reasons while many problems solved
quickly.
Quality circles, as a management tool, are based on the following basic principles of people:
d. People want to do a good job.
e. People want to be recognized as intelligent, interested employees and to participate in
decisions affecting their work.
f. People want information to better understand goals and problems of their organization and
make informed decisions.
g. Employees want recognition and responsibility and a feeling of self-esteem.

HRM 12
Motivational methods are not enough for successful quality circle programs. Management support,
technical knowledge, and statistical procedures are essential.

M/S modern dept stores is having a chain of stores in leading cities with its HQ at Bangalore. In
Bangalore the store has 150 employees. This firm follows graphic rating scale for performance
evaluation. Annual performance rating is the basics of increment, promotion, selection for training and
posting to attractive positions. 6862 2 Following are the attributes which formed the Graphic rating
scale. Integrity: Dependability: Internet Leadership: friendliness: Hard work Social responsibility A
number of representations were received by the MD in regard to the subjectiveness of the present
assessment system. MD interview 10 persons and all of them complained that they were denied
increment because of lesser rating where as many others who are less qualified and less experienced
got the increment because of better rating. On further survey it is found that nearly one third of
employees are unhappy with the present rating system. At present there is no union activities but
there are strong of rumours that the employees are thinking of forming a union. Questions: 1. What
are the problems you find in the present rating system of the company? Put up your suggestions for
improvement. 2. Can you propose a better alternate performance evaluation system?
Differentiate Personnel Management and HRM

Comparison Chart

BASIS FOR
PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT
COMPARISON

Meaning The aspect of management The branch of management that

that is concerned with the
work force and their
relationship with the entity is
known as Personnel
Management.
focuses on the most effective use of
the manpower of an entity, to
achieve the organizational goals is
known as Human Resource
Management.

Approach Traditional Modern

Treatment of Machines or Tools Asset

manpower

Type of function Routine function Strategic function

Basis of Pay Job Evaluation Performance Evaluation

Management Transactional Transformational

Role

Communication Indirect Direct

Labor Collective Bargaining Individual Contracts

Management Contracts

Initiatives Piecemeal Integrated

HRM 13
 BASIS FOR
PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT
COMPARISON

Management Procedure Business needs

Actions

Decision Making Slow Fast

Job Design Division of Labor Groups/Teams

Focus Primarily on mundane Treat manpower of the organization

activities like employee hiring, as valued assets, to be valued, used
remunerating, training, and and preserved.
harmony.

Limitations of Employment Tests:

Employment tests suffer from the following limitations:
(a) Some tests like lie detection tests are not advisable as they demoralize the candidates.
(b) Tests are not always suitable measures of selection. A candidate may spoil his test but may
still be suitable for the job.
(c) Tests cannot fully understand a candidate’s personality. At best, they can only differentiate
between those who have scored above and below the cut off point. This limitation is,
however, overcome by the proceedings of the further selection process.
what is job enlargement in hrm
Job enlargement means increasing the scope of a jobthrough extending the range of its job duties
and responsibilities generally within the same level and periphery. Job enlargement involves
combining various activities at the same level in the organization and adding them to the existing job.
Benefits of Job Enlargement

The following are the major benefits of Job enlargement

1. Reduced Monotony: Howsoever interesting the job may appear in the beginning, sooner or
later people complain of boredom and monotony. Job enlargement if planned carefully can
help reduce boredom and make it more satisfying and fulfilling for the employees.
2. Increased Work Flexibility: There is an addition to the number of tasks an individual performs.
There is thus an increased scope of carrying out tasks that are versatile and yet very similar in
certain aspects.
3. No Skills Training Required: Since the individual has already been performing the task in the
past, there is no great requirement for imparting of new skills. However people and time
management interventions may be required. The job thus gets more motivational for the one
performing it.

What are the need and importance of training?

The objectives of training are as follows:
ADVERTISEMENTS:
(i) To provide job related knowledge to the workers.
(ii) To impart skills among the workers systematically so that they may learn quickly.
(iii) To bring about change in the attitudes of the workers towards fellow workers, supervisor and the
organization.
(iv) To improve the productivity of the workers and the organization.

HRM 14
(v) To reduce the number of accidents by providing safety training to the workers,
(vi) To make the workers handle materials, machines and equipment efficiently and thus to check
wastage of time and resources.
(vii) To prepare workers for promotion to higher jobs by imparting them advanced skills.
Need and Importance of Training:
Why is Employees’ Training Necessary?
The need for training of employees arises due to the following factors:
ADVERTISEMENTS:
(i) Higher Productivity:
It is essential to increase productivity and reduce cost of production for meeting competition in the
market. Effective training can help increase productivity of workers by imparting the required skills.
(ii) Quality Improvement:
The customers have become quality conscious and their requirement keep on changing. To satisfy the
customers, quality of products must be continuously improved through training of workers.
(iii) Reduction of Learning Time:
Systematic training through trained instructors is essential to reduce the training period. If the workers
learn through trial and error, they will take a longer time and even may not be able to learn right
methods of doing work.
(iv) Industrial Safety:
Trained workers can handle the machines safely. They also know the use of various safety devices in
the factory. Thus, they are less prone to industrial accidents.
(iv) Reduction of Turnover and Absenteeism:
Training creates a feeling of confidence in the minds of the workers. It gives them a security at the
workplace. As a result, labour turnover and absenteeism rates are reduced.
(vi) Technology Update:
Technology is changing at a fast pace. The workers must learn new techniques to make use of
advance technology. Thus, training should be treated as a continuous process to update the
employees in the new methods and procedures.
(vii) Effective Management:
Training can be used as an effective tool of planning and control. It develops skills among workers and
prepares them for handling present and future jobs. It helps in reducing the costs of supervision,
wastages and industrial accidents. It also helps increase productivity and quality which are the
cherished goals of any modern organization.
What are the contents of job analysis?

Job Analysis can be used in compensation to identify or determine:

 skill levels
 compensable job factors
 work environment (e.g., hazards; attention; physical effort)
 responsibilities (e.g., fiscal; supervisory)
 required level of education (indirectly related to salary level)
 The same is specified as follows:
 1. Human Resource Planning:
 The estimates the quantity and quality of people will be required in future. How many and
what type of people will be required depends on the jobs to be staffed. Job-related
information available through job analysis is, therefore, necessary for human resource
planning.
 2. Recruitment and Selection:
 Recruitment succeeds job analysis. Basically, the goal of the human resource planning is to
match the right people with the right job. This is possible only after having adequate
information about the jobs that need to be staffed. It is job analysis that provides job
information. Thus, job analysis serves as basis for recruitment and selection of employees in
the organisation.

HRM 15
  3. Training and Development:
 Job analysis by providing information about what a job entails i.e., knowledge and skills
required to perform a job, enables the management to design the training and development
programmes to acquire these job requirements. Employee development programmes like job
enlargement, job enrichment, job rotation, etc.
 4. Placement and Orientation:
 As job analysis provides information about what skills and qualities are required to do a job,
the management can gear orientation programmes towards helping the employees learn the
required skills and qualities. It, thus, helps management place an employee on the job best
suited to him/her.
 5. Job Evaluation:
 The job evaluation refers to determination of relative worth of different jobs. It, thus, helps in
developing appropriate wage and salary structures. Relative worth is determined mainly on
the basis of information provided by job analysis.
 6. Performance Appraisal:
 Performance appraisal involves comparing the actual performance of an employee with the
standard one, i.e., what is expected of him/her. Such appraisal or assessment serves as basis
for awarding promotions, effecting transfers, or assessing training needs. Job analysis helps in
establishing job standards which may be compared with the actual performance/contribution
of each employee.
 7. Personnel Information:
 Increasing number of organisations maintain computerised information about their
employees. This is popularly known as Human Resource Information System (HRIS). HRIS is
useful as it helps improve administrative efficiency and provides decision support^
Information relating to human resources working in the organisation is provided by job
analysis only.
 8. Health and Safety:
 Job analysis helps in identifying and uncovering hazardous conditions and unhealthy
environmental factors such as heat, noise, fumes, dust, etc. and, thus, facilitates management
to take corrective measures to minimise and avoid the possibility of accidents causing human
injury
Process of job analysis:
Job analysis is as useful is not so easy to make. In fact, it involves a process.
Though there is no fool-proof process of making job analysis, following are the main steps involved in
job analysis:
1. Organisational Job Analysis:
Job analysis begins with obtaining pertinent information about a job’. This, according to Terry is
required to know the makeup of a job, its relation to other jobs, and its contribution to performance
of the organisation.
Such information can be had by dividing background information in various forms such as
organisation charts i.e., how the particular job is related to other jobs; class specifications i.e., the
general requirement of the job family; job description i.e., starting point to build the revised job
description, and flow charts i.e., flow of activities involved in a particular job.
2. Selecting Representative Jobs for Analysis:
Analysing all jobs of an organisation is both costly and time consuming. Therefore, only a
representative sample of jobs is selected for the purpose of detailed analysis.
3. Collection of Data for Job Analysis:
In this step, job data features of the job and required qualifications of the employee are collected.
Data can be collected either through questionnaire, observation or interviews. However, due care
should be taken to select and use the method of data collection that is the most reliable in the given
situation of the job.
4. Preparing Job Description:
The job information collected in the above ways is now used to prepare a job description. Job
description is a written statement that describes the tasks, duties and responsibilities that need to be
discharged for effective job performance.

HRM 16
5. Preparing Job Specification:
The last step involved in job analysis is to prepare job specification on the basis of collected
information. This is a written statement that specifies the personal qualities, traits, skills, qualification,
aptitude etc. required to effectively perform a job. The job analysis process discussed above is now

delineated in Figure 5.1.

What are purposes of promotion?

The purpose of promotion

Promotion may have a number of purposes depending on the needs of an organisation. For example,
it can raise awareness of a brand or business, highlight the benefits or value of its products to attract
sales or help to change the image of a firm.
Promotion covers a variety of techniques by which an organisation communicates with its customers
and potential customers. These communications may have different forms and content to ensure that
the target audience can understand and receive the messages properly.
What is MBO?
Management by Objectives (MBO) is a personnel management technique where managers and
employees work together to set, record and monitor goals for a specific period of time. Organizational
goals and planning flow top-down through the organization and are translated into personal goals for
organizational members.
Management by objectives (MBO) is a management model that aims to improve the performance of
an organization by clearly defining objectives that are agreed to by both management and employees.
Describe the functions of Human resource management.

Managerial Function Includes:

1. Planning

One of the primary function where number & type of employees needed to accomplish organizational
goals are determined. Research forms core HRM planning which also helps management to collect,
analyze and identify current plus future needs within the organization.

2. Organizing

Organization of the task is another important step. Task is allocated to every member as per their skills
and activities are integrated towards a common goal.

HRM 17
3. Directing

This includes activating employees at different levels and making them contribute maximum towards
organizational goal. Tapping maximum potentialities of an employee via constant motivation and
command is a prime focus.

4. Controlling

Post planning, organizing and directing, performance of an employee is checked, verified and
compared with goals. If actual performance is found deviated from the plan, control measures are
taken.

Operative Function Includes:

1. Recruitment/Hiring

Hiring is a process which brings pool of prospective candidates who can help organization achieve their
goals and allows managements to select right candidates from the given pool.

2. Job Analysis & Design

Describing nature of the job like qualification, skill, work experience required for specific job position is
another important operative task. Whereas, job design includes outlining tasks, duties and
responsibilities into a single work unit to achieve certain goal.

3. Performance Appraisal

Checking and analyzing employee performance is another important function that human resource
management has to perform.

4. Training & Development

This function allows employees to acquire new skills and knowledge to perform their job effectively.
Training and development also prepares employees for higher level responsibilities.

5. Salary Administration

Human Resource Department also determines pays for different job types and incudes compensations,
incentives, bonus, benefits etc. related with a job function.

6. Employee Welfare

This function takes care of numerous services, benefits and facilities provided to an employee for their
well-being.

HRM 18
 7. Maintenance

Minimizing employee turnover and sustaining best performing employees within the organization is
the key. Minimizing ROI within HR department is also a key goal for Human resource management
team.

8. Labor Relations

Labor relation is regards to the workforce who work within a trade union. Employees in such domain
form a union/group to voice their decisions affectively to the higher management.

9. Personal Research

Research is a vital part of human resource management. It is performed to keep a check on employee
opinion about wages, promotions, work condition, welfare activities, leadership, employee satisfaction
and other key issues.

10. Personal Record

This function involves recording, maintaining and retrieving employee related information including
employment history, work hours, earning history etc.
Explain the methods of job evaluation\
Job Evaluation Methods
There are non-analytical and analytical job evaluation methods that are employed by the
organizations to realize the worth of a set of jobs.

Non-analytical Job Evaluation Methods

1. Ranking Method: This is the simplest and an inexpensive job evaluation method, wherein the jobs are
ranked from he highest to the lowest on the basis of their importance in the organization. In this
method, the overall job is compared with the other set of jobs and then is given a rank on the basis of
its content and complexity in performing it.

HRM 19
 Here the job is not broken into the factors, an overall analysis of the job is done. The main advantage
of the ranking method is, it is very easy to understand and is least expensive. But however it is not free
from the limitations, it is subjective in nature due to which employees may feel offended, and also, it
may not be fruitful in the case of big organizations.

2. Job Grading Method: Also known as Job-Classification Method. Under this method the job grades or
classes are predetermined and then each job is assigned to these and is evaluated accordingly.
For Example Class, I, comprise of the managerial level people under which sub-classification is done
on the basis of the job roles such as office manager, department managers, departmental supervisor,
etc.
The advantage of this method is that it is less subjective as compared to the raking method and is
acceptable to the employees. And also, the entire job is compared against the other jobs and is not
broken into factors. The major limitation of this method is that the jobs may differ with respect to their
content and the complexity and by placing all under one category the results may be overestimated
or underestimated.

Analytical Job Evaluation Methods

1. Factor-Comparison Method: Under this method, the job is evaluated, and the ranks are given on the
basis of a series of factors Viz. Mental effort, physical effort, skills required supervisory responsibilities,
working conditions, and other relevant factors. These factors are assumed to be constant for each set
of jobs. Thus, each job is compared against each other on this basis and is ranked accordingly.The
advantage of this method is that it is consistent and less subjective, thus appreciable by all. But
however it is the most complex and an expensive method.
2. Point-Ranking Method: Under this method, each job’s key factor is identified and then the subfactors
are determined. These sub-factors are then assigned the points by its importance.
For example, the key factor to perform a job is skills, and then it can be further classified into sub-
factors such as training required, communication skills, social skills, persuasion skills, etc.
The point ranking method is less subjective and is an error free as the rater sees the job from all the
perspectives. But however it is a complex method and is time-consuming since the points and wage
scale has to be decided for each factor and the sub factors.
The important thing to note is, the job evaluation is considered only with the analysis of a job and not
with the job holders.
Causes of Indiscipline:
The following are the common causes of indiscipline:

1. Lack of Proper Leadership:

People are to be motivated, inspired and prepared to conform to rules and regulations and behave
accordingly. This can be effectively done by leaders whether it is managerial leadership or union
leadership. Ineffective leadership leads to indiscipline because they fail to motivate and control the
bahaviour of the employees. They cannot seek their cooperation in achieving organisational
objectives.

2. Lack of Supervision:
ADVERTISEMENTS:

Lack of proper supervision can create problems. Maintaining discipline and controlling the behaviour
of the employees and forcing them to follow rules and regulations is the supervisory responsibility.
Lack of effective supervision will promote indiscipline.

HRM 20
3. Violation of Rights of Employees.
Employees are human beings. They are treated as human resources. As human beings employees
have certain rights which should not be violated in any case. Some of these rights are, they must be
treated with respect, they should be allowed to express themselves or raise their voice, right to
contribute to the best of their abilities, right to justice, right to security of service, right for self
development etc. If these rights are violated and they are suppressed they will feel dissatisfied.
Discontent will prevail which will lead to gross indiscipline.

4. Absence of Grievance Settlement Machinery:

Grievances of the employees should be redressed quickly at the lowest level as far as possible.
Settlement should not be postponed. Effective grievance settlement machinery should be set up to
resolve the disputes otherwise indiscipline will result.

5. Lack of Proper Promotional Policy:

Every employee has an inspiration to rise. If his claim in promotion is set aside and his junior and
inefficient is given promotion he feel discontented. This will provoke him for revolt and he will behave
in indisciplined manner.

6. Employer’s Attitude:
ADVERTISEMENTS:

Employers’ attitudes towards their employees are also cause for indiscipline. Employers’ have certain
obligation to be fulfilled e.g. ensuring safety at workplace, healthy conditions, adequate tools and
implements, supply of raw materials, conforming to rules and regulations, payment of adequate
wages and salaries etc. The breach of these obligations by the employers will lead to indiscipline.

7. Lack of Communication:
There must be effective two way communication channel. Especially upward communication.
Superiors must listen to feelings and opinions of lower level staff. Lack of this channel of
communication is responsible for employee dissent and indiscipline.

8. Lack of Proper Rules and Regulations:

The rules and regulations which are impractical and cannot be followed are responsible for creating
indiscipline among employees. Also the lack of proper code of conduct and manual pose problems.

9. Divide and Rule Policy:

Managements adopting divide and rule policy also create an atmosphere of misunderstanding and
chaos keeping the employees divided and killing their team spirit.

10. Bad Working Conditions:

Bad and intolerable working conditions promote indiscipline among employees of the organisation.

11. Discrimination:
Discrimination on the basis of religion, caste, sex, language and other forms of favouritism in the
matters of placement, transfer recruitment and promotion etc. lead to indiscipline among employees.
Explain the traditional methods of performance appraisal.
Traditional Methods of Performance Appraisal

HRM 21
1. Rating Scales: The numerical scale is prepared that represents the job evaluation criterion such as the
output, initiative, attendance, attitude, dependability, etc. and ranges from excellent to poor. Thus,
each employee is given the rating based on his performance against each set criteria and then the
consolidated score is computed accordingly. The rating scales are one of the easiest traditional
methods of performance appraisal and can be applied to any job.
2. Checklist: A checklist of employee traits in the form of statement is prepared where the rater put a tick
mark in “Yes” or “No” column against the trait checked for each employee.Once the checklist gets
completed the rater forwards the list to the HR department for the final evaluation of the employee.
3. Forced Choice Method: Under this method, the rater is forced to answer the ready-made statements
as given in the blocks of two or more, about the employees in terms of true or false.Once he is done
with the list, it is forwarded to the HR department for the final assessment of the employee.
4. Forced Distribution Method: This method of performance appraisal is based on the assumption that
employee’s job performance conforms to the normal distribution curve i.e. a bell shaped curve.Hence,
the rater is compelled to put employees on each point on the scale. It is seen that cluster of
employees is placed at the highest point on a rating scale.
5. Critical Incidents Method: Under this method, the critical behavior of each employee that make a
difference in the effective or non-effective performance is recorded by the supervisor and is taken into
consideration while evaluating his performance.
6. Behaviorally Anchored Rating Scale: The descriptive statements about employees’ behavior, both
effective and ineffective are put on the scale points, and the rater is asked to indicate which behavioral
point describes the employee behavior the best.
7. Field Review Method: Under this method, the performance evaluation of an employee is done by
someone who does not belong to his department or is usually from the corporate office or the HR
department.The outsider reviews the performance of an employee through his records and holds
interviews with the assessee and his superiors.
8. Performance Tests and Observations: The test either written or oral is conducted to test the
knowledge and the skills of employees. Sometimes the employee is asked to demonstrate his skills in
the given situation and then he is evaluated on that basis.
9. Confidential Reports: The confidential reports are mostly prepared by the government departments,
wherein the employee is evaluated on some of the following parameters:

 Attendance

 Leadership

HRM 22
  Self-expression

 Ability to work with others

 Initiative

 Technical ability

 Integrity

 Responsibility, etc.
10. Essay Method: Under this method, the detailed description of the employee performance is written by
the rater. The performance of an employee, his relations with other Co-workers, requirements of
training and development programs, strengths and weaknesses of the employee, etc. are some of the
points that are included in the essay.The efficiency of this traditional method of performance appraisal
depends on the writing skills of the rater.
11. Cost Accounting Method: In this method, the employee’s performance is evaluated in monetary terms,
i.e. how much cost company is incurring on keeping the employee and how much he is contributing
to the firm in terms of his output.
12. Comparative Evaluation Approaches: Under this method, several comparative analysis are done,
wherein the performance of one employee is compared with that of another Co-worker, and the
rating is determined accordingly.The Ranking Method and the Paired Comparison Method are the
usual comparative forms used in this approach.

 Ranking Method: In the Ranking Method, superiors give the rank from best to worst, to their
subordinates on the basis of their merits. Here, the detailed description of why best or why the
worst is not given.

 Paired Comparison Method: Under this method, the performance of each employee is compared
with the other employee and then the decision on whose performance is better is made.
Thus, the performance of an individual can be evaluated using either of the methods that best
measures the behavior of an employee and gives the exact evaluation of worker’s doings.
Discuss the steps involved in selection process.
9 Steps in the Recruitment and Selection Process
Step 1: Advertise the sales position.
Be clear and highlight the capabilities needed for the job.
Step 2: Resume screening.
The goal is to eliminate the applicants who definitely don't fit the profile you are seeking. John
recommends using a screening tool to ensure you have an objective process to narrow the pool of
resumes.
Step 3: Phone interview.
Use the phone interview as the second screening device. Keep it to ten minutes.
Step 4: Face-to-face interview.
This should last about an hour and be held in a neutral place, not your office (example: conference
room). Use the same, predetermined questions with each applicant. Questions should focus on the
capabilities required for the job.
Step 5: Assessment.
Use a predictive assessment tool.
Step 6: Secondary face-to-face interview.
The goal is to clear up any discrepancies, sell the candidates on the position, and broadly explain the
compensation package.
Step 7: Job Shadow.
The purpose is to see if the applicant is a good cultural fit. It also helps you identify whether the
applicant is comfortable with the actual job.
Step 8: Reference Check.
Ask about their capabilities as it relates to the job. Also ask about attribute match.
Step 9: Job Offer.

HRM 23
Make sure the compensation plan offered is clear and unambiguou
Explain the various techniques of training.
. On-the-job Training (OJT) Methods:
This is the most common method of training in which a trainee is placed on a specific job and taught
the skills and knowledge necessary to perform it.
The advantages of OJT are as follows:
1. On the job method is a flexible method.
ADVERTISEMENTS:
2. It is a less expensive method.
3. The trainee is highly motivated and encouraged to learn.
4. Much arrangement for the training is not required.
On-the-job training methods are as follows:
1. Job rotation:
This training method involves movement of trainee from one job to another gain knowledge and
experience from different job assignments. This method helps the trainee understand the problems of
other employees.
2. Coaching:
Under this method, the trainee is placed under a particular supervisor who functions as a coach in
training and provides feedback to the trainee. Sometimes the trainee may not get an opportunity to
express his ideas.
3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing the jobs to the
trainee and in case of mistakes, corrects the trainee.
4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by discussing the problem. This
helps to improve team work.
5. Internship training:
Under this method, instructions through theoretical and practical aspects are provided to the trainees.
Usually, students from the engineering and commerce colleges receive this type of training for a small
stipend.
2. Off-the-job Methods:
On the job training methods have their own limitations, and in order to have the overall development
of employee’s off-the-job training can also be imparted. The methods of training which are adopted
for the development of employees away from the field of the job are known as off-the-job methods.
Explain the factors influencing wage and salary administration.
Following factors influence the determination of wage rate:
1. Ability to Pay:
ADVERTISEMENTS:
The ability of an industry to pay will influence wage rate to be paid, if the concern is running into
losses, then it may not be able to pay higher wage rates. A profitable enterprise may pay more to
attract good workers. During the period of prosperity, workers are paid higher wages because
management wants to share the profits with labour.
2. Demand and Supply:
The labour market conditions or demand and supply forces to operate at the national and local levels
and determine the wage rates. When the demand for a particular type of skilled labour is more and
supply is less than the wages will be more. One the other hand, if supply is more demand on the other
hand, is less then persons will be available at lower wage rates also.
According to Mescon,” the supply and demand compensation criterion is very closely related to the
prevailing pay comparable wage and on-going wage concepts since, in essence to all these
remuneration standards are determined by immediate market forces and factors.
3. Prevailing Market Rates:
No enterprise can ignore prevailing wage rates. The wage rates paid in the industry or other concerns
at the same place will form a base for fixing wage rates. If a unit or concern pays low rates then
workers leave their jobs whenever they get a job somewhere else. It will not be possible to retain good
workers for long periods.
4. Cost of Living:
ADVERTISEMENTS:

HRM 24
In many industries wages are linked to enterprise cost of living which ensures a fair wages to workers.
The wage rates are directly influenced by cost of living of a place. The workers will accept a wage
which may ensure them a minimum standard of living.
Wages will also be adjusted according to price index number. The increase in price index will erode
the purchasing power of workers and they will demand higher wages. When the prices are stable, then
frequent wage increases may not be required
5. Bargaining of Trade Unions:
The wage rates are also influenced by the bargaining power of trade unions. Stronger the trade union,
higher will be the wage rates. The strength of a trade union is judged by its membership, financial
position and type of leadership.
6. Productivity:
Productivity is the contribution of the workers in order to increase output. It also measures the
contribution of other factors of production like machines, materials, and management .Wage increase
is sometimes associated with increase in productivity. Workers may also be offered additional bonus,
etc., if productivity increases beyond a certain level. It is common practice to issue productivity bonus
in industrial units.
7. Government Regulations:
To improve the working conditions of workers, government may pass a legislation for fixing minimum
wages of workers. This may ensure them, a minimum level of living. In under developed countries
bargaining power of labour is weak and employers try to exploit workers by paying them low wages. In
India, Minimum Wages Act, 1948 was passed empower government to fix minimum wages of workers.
Similarly, many other important legislation passed by government help to improve the wage structure.
8. Cost of Training:
In determining, the wages of the workers, in different occupations, allowances must be made for all
the exercises incurred on training and time devoted for it.
What are fringe benefits? List out some.
Fringe benefits are forms of compensation you provide to employees outside of a stated wage or
salary. Common examples of fringe benefits include medical and dental insurance, use of a company
car, housing allowance, educational assistance, vacation pay, sick pay, meals and employee
discounts. Total compensation includes regular income and all of these paid benefits.
Fringe benefits are often taxable income and the IRS publishes an annual Taxable Fringe Benefit
Guide that helps address routine and special treatment of fringe benefits in individual tax preparation.
The IRS defines various benefits as either nontaxable, partially taxable or tax-deferred, meaning you
pay taxes later when you file your return.
WHAT IS INDUCTION?

Induction is process meant to help the new employee to settle down quickly into the job by becoming
familiar with the people, the surroundings, the job, the firm and the industry.
Induction is the process of acquainting the new employees with the existing culture and practices of
the new organization.
Induction is the process of receiving and welcoming an employee when he first joins the company and
giving him basic information he needs to settle down quickly and happily and stars work.
Explain the guideline for job description.
This guide provides the basics of writing a job description and covers the following sections of the job
description:
♦ Position Details
♦ Job Duties (“What you do”)
♦ Performance Standards (“How you do it”)
♦ Job Factors
For more comprehensive instruction, the Compensation Department offers Job Description workshops to
provide administrators, managers, supervisors, and staff employees with the necessary tools to write effective
job descriptions. Please see the Compensation Main page or FSDP page on the Organization Development
website for dates and times of the next Job Description Workshop available to you.
Position Details
This Position Details section contains general information about the job – the current or requested
classification, working title, pay range, exemption status, department name and number, position number,
percentage of effort, the job description summary, comparable positions, etc.
Working Title –
The working title for a job should be based upon the main function or role of the job. It is important to stray
away from vague and very specific job titles, instead create a working title that appropriately describes both

HRM 25
the level of responsibility and role of the job. Here are some examples of good working titles and those that
need some improvement:
Job Description Summary – Summarizes the main points of the job description which may include key
responsibilities, functions, and duties; education and experience requirements; and any other pertinent
information (i.e. scheduling requirements, travel, etc)

Explain the process and problems in recruitment

1. Finding a qualified employee in time:
Many companies need an employee right now. They’ve just laid someone off or had to fire
someone because of uncontrollable circumstances. They might also had to let a person go
because they voluntarily left for a better opportunity.
Either way, this employer likely has an immediate need. With an immediate need, you have
to fill that position promptly or also can cost the employer money.
2. Making sure a resume is legitimate:
As mentioned above, employees will oftentimes fake resumes. There will also fake referrals,
certifications, and even education. This is because most employers don’t have time to
research a potential employee’s resume.
In order make sure that an employee’s resume is legitimate, a recruiter or recruiting service
should look into every qualification that employ claims to have.
3. Finding a qualified employee:
Assuming the qualifications are accurate, many employees simply don’t have the right
qualifications they need in order to get the job. This can sometimes be as simple as looking
at the resume. Other times you ask and did a little deeper.
Given the fact that many job postings get hundreds of resumes, it is quite a bit of work to
sort through all that in order to find the qualified candidate.
4. Planning the interview process:
Most jobs of a very detailed interview process. You’ll start with a manager, then maybe
move your way up one or two levels higher for follow-up interview.
Someone has to plan the structure of the interview. They also have to be asking the right
questions. Having someone present to do an interview and plan out the interview process is a
lot of work especially when you have dozens of candidates.
5. Making the right choice:
At the end of the day, and employer still is a hard choice to make. Who to hire is never
easy choice. You can lose a lot of money. With so many different employees and varying
qualifications, it’s pretty overwhelming to even consider who you might hire.

HRM 26