BBA-RO

Human Resource Management

Name:SANJITH KRISHNA C R
Roll No:520967890
Centre Code:2760
Module Code:CA0009A, CA0009B
BACHELOR OF BUSINESS ADMINISTRATION
IN RETAIL OPERATIONS-BBA-RO
SEMESTER 1
ASSIGNMENT SET- 1

CA0009A, CA0009B – RETAIL Cashiering - 2 Credits

(BOOK ID: BO080,BO0079)

Q.1 What do you understand by „Human Resource Planning‟? Explain

various steps involved in the „Human resource planning‟ process.

Human Resource is the primary resource without which other resources like money, materials etc.
cannot be put to use. Even a fully automatic unit such as an unmanned satellite requires manpower to
execute it and make further improvements. That is why man learnt the use of manpower much before
he learnt to use other resources. Human resource planning is one of the most important elements in a
successful HRM programme.

Specifically, human resource planning is the process by which an organisation ensures that it has the
right number and kinds of people, at the right places, at the right time, capable of effectively and
effeciently completing those tasks that will help the organisation achieve its overall objectives. Human
resource planning, then, translates the organisation‟s objectives and plans into the number of workers
needed to meet those objectives. Without clearcut planning, estimation of an organisation‟s human
resource need, is reduced to mere guess work.

To ensure that people are available to provide the continued smooth development of an organisation,
organisations engage in human resource planning. The purpose of human resource planning is to
assess where the organisation is, where it is going, and what implications these assessments have on
future supplies of and demands for human resources. Attempts must then be made to match supplies
and demands, making them compatible with the achievement of the organisation‟s future needs.
According to Edwin B. Gester “Human Resource planning is a process including forecasting,
developing, implementing and controlling by which a firm ensures that it has the right number of
people and the right kind of people at the right place and at the right time for things for which they
are economically useful”

Various Steps in HRP

1. Assessing current Human Resources.

2. Forecast of future human requirement.

3. Drawing up recruitment plan.

4. Designing training and development plan.

1. Assessing current HR (HR inventory): The input to this report would be derived from forms
completed by employees and then checked by supervisors and the personnel department. Such
reports would include a list of names, education, training, prior employment, current position,
performance ratings, salary level, languages spoken, capabilities and specialised skills for every
employee in the organisation.

From a human resource planning viewpoint, this input is valuable in determining what skills are
currently available in the organisation. It can act as a guide for considering new pursuits for the
organisation and can take advantage of opportunities to expand or alter to organisation‟s strategies.
This report also has value in other personnel activities, such as selecting individuals for training and
executive development, for promotion and for transfer.

The profile of the human resource inventory can provide crucial information for identifying current or
future threats to the organisation‟s ability to perform.

2. Forecast of future HR requirement: It involves assessing the manpower requirement in terms of

(quantity and quality) anticipating the future plans and programmes of the company and translate
these into talent and skill requirements. Basically HR forecast is concerned with anticipating the
number of replacements required due to resignation, refinement, death, dismissal, transfer and
promotion. Determining the company human resource requirement involves two projections for each
functional area.

i) The incremental number of positions needed as a result of growth.

ii) Number of vacancies created by retirement and terminations.

 The forecast of HR requirement may be made by executive judgement, past trend, work study and
productivity.

3. Drawing up recruitment plan: A realistic recruitment plan for HR is drawn by comparing present
HR with the future requirement of HR and ascertaining additional requirement of HR. Thus, it entails
anticipating manpower problems by projecting the present human resources into future and
comparing them with the forecast of requirement to determining their adequacy both quantitatively
and qualitatively.

4. Designing Training and Development Plan: This is aimed at conditioning the human resource
acquisitions to the organisation‟s exact requirements. Human source becomes a resource only when
appropriate knowledge, skills and attitudes are provided to transform them into appropriate productive
work force. This transformation is possible through training and development. This plan is not only
necessary for existing human resource but also for the future acquisition of human resource in the
plan period to achieve the human resource targets.

Q.2 What are the various sources of recruitment? Explain in detail all the
internal and external sources of recruitment.

These are the various sources of recruitment:

Internal recruitment and External recruitment.

1. Internal Recruitment:

Internal source of recruitment include –

a) Present employees: Promotion and transfers from among the present employees can be a good
source of recruitment. Promotion to higher positions has several advantages. They are:

i) It is good public relations

ii) It builds morale

iii) It encourage competent individuals who are ambitious

iv) It improves the probability of a good selection, since information on the individual‟s performance is
readily available.

v) It is cheaper than going outside to recruit.

vi) Those choses internally are familiar with the organisation.

b) Present temparary or casual employees: Organisations find this source to fill the vacancies
relatively at the lower level owing to the availability of suitable candidates or trade and pressure or in
order to motivate them on the present job.

c) Retrenched or retired employees: Generally a particular organisation retrenches the employees due
to lay-off. The organisation takes the candidates for employment from the retrenched employees due
to obligation, trade union pressure and the like.

Sometimes the organisations prefer to re-employ their retired employees as a token of their loyalty to
the organisation or to postpone some inter-personal conflicts for promotion etc.

d) Dependents of deceased, disabled, retired and present employees. Some organisations with a view
to developing the commitment and loyalty of not only the employee but also his family members and
to build up image provide employment to of deceased, disabled and present employees such
organisations find this source as an effective source of recruitment.

e) Employee Referrals: Employee can develop good prospect for their families and friends by
acquainting them with the advantages if a job with the company, funnishing cards of introduction and
even encouraging them to apply. This source is usually one of the most effective methods of recruiting
because many qualified people are reached at a very low cost to the company.

2. External Sources include:

a) Campus Recruitment: Different types of organisations like industries, business firms, service
organisations, etc. can get inexperienced candidates of different types from various educational
institutions like colleges, universities imparting education in Science, Commerce, Arts, Engineering
and Technology, Agriculturing Medicine, Management studies etc. and trained candidates in different
disciplines like vocational, engineering, medicine from the training institutes like vocational training
institutes of State Govts. in various trades, National Industrial Training institutes for engineers etc.
They maintain bio-data and performance required of the candidates. Organisations seeking to recruit
the candidates from this source can contact the colleges or institutes and stimulate the candidates to
apply for jobs.

b) Private Employment Agencies/Consultants: These agencies or consultants perform the recruitment

functions on behalf of a client company by charging fee. These agencies functions effectively in the
recruitment of executives. Most of the organisations depend on this source for highly specialised
positions and executive positions.
 c) Public Employment Exchanges: The Govt. set up Public Employment Exchanges in the country to
provide information about vacancies to the candidates and to help the organisations in finding out
suitable candidates. In India the Employment Exchange Act, 1959 makes it obligatory for public sector
and private sector enterprises in India to fill certain types of vacancies through public employment
exchanges.

d) Professional Organisations: Professional Organisations or associations maintain complete bio-data

of their members and provide the same to various organisations on requisition. They also act as an
exchange between their members and recruiting firms in exchanging information. Organisations find
this source more useful to recruit the experienced and professional employees like executives,
managers engineers.

e) Advertisements: These constitute a popular method of seeking recruits as many recruiters prefer
advertisements because of their wide reach. It provides the candidates in different sources, the
information about the job and company and stimulates them to apply for jobs. It includes advertising
through different media like newspapers, magazines of all kinds, radio television etc. A number of
factors influence the response rate to advertisement. There are three important variables identification
of the organisation, labour market conditions and the degree to which specific requirements are
included in the advertisement.

The technique of advertising should aim at (a) Attracting attention of the prospective candidates (b)
Creating and maintaining interest (c) Stimulating action by the candidates.

Q.3 Mr. Sunil after finishing his MBA from a premium business school has
joined Axon, a medium size leather manufacturing company, as an Asst.HR
Manager. His company has offered him the post with lots of responsibilities.
As a HR Manager he has various roles and responsibilities.

List out all the possible roles and responsibilities of Sunil as a HR Manager
and relate it with the organizational functioning, also find out what are the
expected qualities he should possess to accomplish his job successfully?

Role and Realities of Human Resource Manager

The role of HR managers in practice lies in how they fit into the day to day functioning of the
organisation. A personnel/HR manager is consulted for all activities and operations of the organisation.
Some of the important functions of HR manager in an organisation, in addition to the managerial and
operative functions are-

a) Policy initiation and formulation: It is with a view to overcome problems of a recurring nature or to
prevent anticipated problems in the area of human resource management that company policies are
framed to communicate to employees the basic ground rules under which the organisation functions
and thus avoid discrimination, inconsistency, adhesion, and confusion over right and obligation. The
HR manager also helps management in the formulation of policies on wages and salary administration,
welfare activities, personnel records and statistics, good working environment etc.

b) Advisory Role: The advisory role of HR manager is of crucial importance. Line managers are
generally confronted with a variety of problems in their day to day operations. The HR Manager can
advise them to resolve these problems satisfactorily.

c) Problem solver Role: The HR manager can also help line managers to know their defects and solve
their problems. Like auditors, the HR manager should be conscious of difficulties which each manager
faces in meeting the high standard set for his unit by top management. By helping them to sort out
their difficulties and by providing them with skills and expertise in coping with them, the HR manager
can render invaluable assistance.

d) Mediator Role: The HR manager often acts as a mediator in the event of conflict between
employees or groups of employees, superiors and subordinates, management and employees and thus
maintains industrial peace and harmony in the organisation.

e) Welfare Role: The HR/Personnel manager also acts as welfare officer in the organisation. As welfare
officer he deals with –

i) Research in personnel and organisational problems.

ii) Managing employee services – Canteen, stores transport, cooperatives etc.

iii) Group dynamics – group counselling, motivation leadership, communication etc.

f) Representative Role: The HR manager is generally a spokesman of the management or a

representative of the company. It is because, he has a better understanding and overall picture of the
company‟s operations. some times, he also acts as workers‟ representative to put forward their
problems to the management.

g) Decision Making Role: The HR manager also plays an effective role in decision-making on issues
related to human resources. He formulates and designs objectives, policies and programmes of human
resource management.
h) Conduct Research: The HR manager undertakes personnel research in order to keep the
management constantly informed about problems and issues so that better decisions can be made by
the management.

i) Developing Effective Appraisal system: The responsibility of HR manager also includes development
of an effective appraisal system which may be used by management to provide a current inventory of
manpower resources in the organisation.

j) Management and Training: The HR manager is invariably required to conduct programme of

management education and training for the members of the organisation in order to develop their skill
and competence.

k) Effective Communication: Personnel/HR manager aids management in assuring effective

communication throughout the organisation. This develops cordial employee management relations.

Qualities of HR manager

i) Fairness and firmness: This is a basic quality of HR manager. He should be fair in matters of
promotions, demotions, transfers, layoffs and firm in enforcing discipline.

ii) Sense of vocation: The responsibilities of the HR manager are so heavy that they cannot be
discharged without some sense of an inner urge. That is why, the possibilities of disappointment are
greater in a personnel job. The only safeguard against disappointment is the ability to draw upon the
springs of an unfailing idealism. The HR Manager must have faith in humanity and also in the
possibility of creating a finer social and industrial order.

iii) Tact and Resourcefulness: The HR manager must be tactful in dealing with difficult situations. The
HR manager must be resourceful too. He should have an open mind, objectivity and adjustability to
tackle a difficult matter from different angles.

iv) Personal integrity: HR manager must be a man who can be trusted completely so that members of
the organisation may not hesitate to come to him with their worries, anxieties and problems. Even
fellow managers should confide in him for their difficulties.

v) Sense of social responsibilities: An organisation is a part of society and it draws various factors of
production from society. It has social obligation to various groups like shareholders, customers,
workers, suppliers and the Govt. The HR manager should have a sense of social responsibility so as to
help the organisation to discharge its social obligations.
vi) Sympathy and consideration: The HR manager must be guided by a sympathetic attitude towards
employee demands. Though several of the demands are unreasonable, patient listening, an open mind
and concern for employees‟ welfare will make arrogant workers more obedient.

vii) Knowledge of labour and other terms: The HR manager must possess a sound knowledge of the
constitution and other acts that influence labour interest. He must be aware of the government policy
towards labour and the general economic conditions prevailing at a given time.

viii) Communication skill: Readiness and fluency of speaking combined with the necessary vocabulary
and their meaning are essential for a HR manager Great oratorical skill is not what is needed, but the
ability to express a view point clearly and concisely.

Further Role of HR managers

In view of the changes in the social, economic and technological environment of business and industry
at a fast rate, the future role of HR managers would lie in their ability to accept the process of change
involving a readjustment in the existing functions of the HR department. Modernisation of plant and
machinery and introduction of new technology will not only involve re-training of manpower but also
increasing stresses, strains and resistance to change and to resolve the problems, new approaches to
man management will have to be adopted. The HR manager will thus have to be development
oriented and will need to be conversant with the latest developments in the field of industrial
engineering, social psychology and organisational behaviour. He will have to initiate meaningful
personnel research in the light of changing social, political and economic conditions, help managers to
anticipate personnel problems which may arise due to contemplated changes in manufacturing
processes and personnel policies and be conscious of cost effectiveness as regards the function of the
personnel department as well as proposals that he may submit for consideration of top management.

Human Resource wheel

Source: American Society for Training and Development model for excellence.
Training and development

Focus: Identifying, assessing and – through planned learning, helping develop the key competencies
which enable individuals to perform current or futures jobs.

Organisation Development

Focus: Assuring healthy inter and intra-unit relationships and helping groups initiate and manage
change.

Organisation/Job Design:

Focus: Defining how tasks, authority and system will be organised and integrated across organisation
units and in individual jobs.

Human Resource Planning

Focus: Determining the organisation‟s major Human Resource needs, strategies and philosophies.

Selection & Staffing:

Focus: Matching people and their career needs and capabilities with jobs and career paths.

Personnel Research and information system

Focus: Assuring a personnel information base.

Compensation/Benefits:

Focus: Assuring compensation and benefits, fairness and consistency.

Employee Assistance:

Focus: Providing personal problem-solving, counselling to individual employees.

Union Labour Relations:

Focus: Assuring healthy union/organisation relationships.

These are the main thing Mr. Sunil suppose to do to accomplish his job successfully.
 BACHELOR OF BUSINESS ADMINISTRATION
IN RETAIL OPERATIONS-BBA-RO
SEMESTER 1
ASSIGNMENT SET- 2

CA0009A, CA0009B – RETAIL Cashiering - 2 Credits

(BOOK ID: BO080,BO0079)

Q.1) Write short notes on:

 Minimum wages Act,1948

 Employee sate Insurance Act,1948

Minimum wage: A minimum wage is a wage which is sufficient to satisfy at least the minimum needs
of a worker. It should be need based so that it is necessary for the physical subsistence of the worker
and his family and for the preservation of his efficiency at work. It must also provide for education,
medical care and some other amenties.

In India. Minimum wages act 1948 empowers the central government to fix minimum rates of wages
payable to workers in scheduled industries and to regulate the conditions of work.

Employee sate Insurance Act,1948 (ESI)"An Act to provide for certain benefits to employees in
case of sickness, maternity and employment injury and to make provision for certain other matters in
relation thereto."

Q.2)„Maslow‟s Need Hierarchy‟ theory is an important theory of motivation.

Explain this theory by giving an example of a fresher who has joined a
company and wanted to move ahead in his career and life. Try to arrange his
level of needs according to Maslow‟s hierarchy of need theory

Maslow’s Need Hierarchy Theory

According to Maslow, human needs can be arranged into levels. He suggested that there is a fairly
definite order to human needs and until the more basic needs are adequately met a person will not
strive to meet higher order needs. Maslow‟s well known hierarchy (a ladder of five successive
categories) may be depicted thus;

· Physiological needs : These needs are required to preserve human life; these include needs for air,
water, food, clothing, shelter, rest etc. Until such needs are reasonably well satisfied, they remain
strong, driving forces.

· Safety needs : These are the needs to feel from economic threat and physical harm. These include
protection from arbitrary lay-off and dismissal, disaster and avoidance of the unexpected. These
needs, obviously, require job security freedom from coercion, or feelings of arbitrary treatment and
cleanly defined regulations.

· Social or Love Needs : These needs are concerned with love, affection, belongingness, acceptance
and friendship. Man wants to be „one of the gang at work. He finds satisfaction in association with
others and feels a real deprivation when it is not possible.

· Esteem needs : These are two types : The desire for achievement and competence (self esteem)
and the desire for status and recognition (esteem of others). In organisational terms, people want to
be good at their jobs; they want to feel that they are achieving something important when they
perform their jobs.

· Self-actualisation needs : These are the needs for realizing one‟s potential; for becoming what one
is capable of becoming. A musician must make music, an artist must paint, a poet must write if he is
to be ultimately happy.

According to Maslow, people attempt to satisfy their physiological needs first. As long as these are
unsatisfied they dominate behaviour. As they become reasonably gratified; they, however, lose their
motivational power and the next level of needs occupy their place. This process continues up in the
need hierarchy. According to Maslow when lower order needs (physiological, safety and social) are
satisfied externally (monetary compensation, union contracts, job tenure etc.) whereas higher order
needs (esteem and self actualisation needs) are satisfied internally to the person.
Q.3 Define the term job evaluation. Outline the various methods of job
evaluation.

Evaluation

One of the important limitations of the theory is the lack of empirical support. It is difficult to interpret
and operationalize its concepts such as unsatisfied needs motivate, a satisfied need activates
movement to a new need. It is not very clear as to what does dominance of a given need mean. There
is no definite evidence that once a need has been gratified, its strength diminishes. It is also doubtful
whether gratification of one need automatically activates the next need in the hierarchy.

Methods of job Evaluation

(a) The subjects stated extremely satisfying and dissatisfying job experiences, People tend to tell the
interviewer what they think the individual would like to hear. So results obtained under the method
may be a product of people‟s defensiveness than a correct revelation of objective sources of
satisfaction and dissatisfaction.

(b) The method is full of procedural deficiencies also. The analysis of the responses derived from his
approach is highly subjective, sometimes the researchers had to interpret the responses.

(c) Assumptions : The assumption that the two sets of factors operate primarily in one direction is also
not accurate. Critics questioned the mutual exclusiveness of the motivators by bluecollar employees.
In one study it was found to be viewed as motivators by bluecollar employees. In one study it was
found that hygiene factors were as useful in motivating employees as were their motivators.