Q.1 Training refers to the process of imparting specific skills.

Training need analysis is required for effective training program. Explain in detail, all the three factors of Thayer and McGhee model of identify training needs. Ans- Training needs consider both the organizations demands and that of the individuals. Diversification of product lines, new technology, and hence a new kind of job, or a shift in organizational culture or ways of conducting business are common organizational needs that cover most employees in the company. On the other hand demands that pertain to individuals growth and development, including induction training for new hires, or training necessitated by job rotation due to an organizations internal mobility policies are examples of individual need based training. Thayer and McGhee model is based on the following three factors: 1. Organization analysis 2. Task analysis 3. Individual analysis 1 Organization Analysis Total Organization Analysis is a systematic effort to understand exactly where training effort needs to be emphasized in an organization. It involves a detailed analysis of the organization structure, objectives, human resources and future business plans, and an understanding of its culture. The first step in organization analysis is establishing a clear understanding of both shortrun and long-run business and people goals. Longterm objectives are the broad directions in which the organizations would move over a long duration. These long-term objectives are then broken down into specific strategies and short-term goals for each of the units/departments. In an organization, the cumulative effect of all these would ultimately lead to the long-term goal. Short-term goals are

constantly in need of adaptation to the changing environment, both external and internal. For an organization analysis, there are three essential requirements: (1) an adequate number of employees available to ensure fulfillment of the business operation; (2) that employee performance is up to the required standard; and (3) that the working environment in their units/departments is conducive to fulfillment of tasks. In order to ensure the first two requirements a human resource inventory needs to be made. Data regarding positions, qualifications, vacancies, replacements and training time required for replacements have to be worked out. Job standards must also be worked out. Various efficiency and productivity indexes, or ratios such a productivity ratios, cost per unit etc, can be worked out to determine not only efficiency but also adequacy, in terms of undermanning or over-manning, of the workforce. An important dimension of organizational need-based analysis is the diagnosis of the state of the organization "climate" or culture. While rules, procedures, systems and methods all contribute to the making of the environment, much of it is also determined by the attitude that the "people" have in the organization-for instance, the attitude that top management has towards its subordinate staff and the attitudes that members have towards work, Managers and company procedures. These attitudes are learnt, they result from the persons experience both within and outside the organization, and training inputs could be used to effect changes of attitude and consequently of the organizational climate. In analyzing the organization climate, both direct and indirect methods could be used. Direct methods are observation, use of questionnaires, and interviews. Reliance or indirect methods would not give a clear understanding of the attitudes and

predispositions of employees. In fact, factors such as low absenteeism and low turnover are not by themselves indicators of positive or negative attitudes, and high or low morale. It would be better to make a careful analysis and study each indicator in a particular situation in conjunction with more direct methods like attitude surveys. Analysis and interpretation of the data may give clear clues not only to attitudinal training needs but possibly also to kill training needs. 2 Task Analysis This activity entails a detailed examination of each job, its components, its various operations and the conditions under which it has to be performed. The focus here is on the "task" itself and the training required to perform it, rather than on the individual. Analysis of the job and its various components will indicate the skills and training required to perform the job at the required standard. Standard of Performance: Every job has an expected standard of performance (SOP). Unless such standards are attained, not only will inter-related jobs suffer, but organizational viability will be affected, and so will the expectations that have been set for that particular job itself. If the standards set for the performance of a job are known, then it is possible to know whether the job is being performed at the desired level of output or not. Knowledge of the "task" will help in understanding what skills, knowledge and attitudes an employee should have. Methods: If an employee is asked to perform a job, the exact components of the job and the standard of performance must be known. Task analysis entails not merely a simple listing of the various job components, but also of the various sub-tasks. Conventional methods of job analysis are usually suitable for task analysis. They are:

1. Literature review regarding the job. 3. Job observation, 4. Data Collection regarding job interviews. For blue-collar employees, more precise industrialengineering techniques, like time and motion studies, could be used, and for white-collar employees, work sampling observation, interviews, and job performance data analysis could be employed. The focus in task analysis approach to identifying training needs is with the clear objective of enhancing the performance standard of a given task. This information is then utilized to establish the training programme for the employee. It helps identify the skill required, either in terms of education or training, to perform the job, knowledge, and finally attitudinal pre-dispositions such as the attitudes, towards safety, or interpersonal competence that will ensure that the job is performed optimally. 3 Individual Analysis Individual analysis is the third component in identifying training needs. The focus of individual analysis is on the individual employee, his abilities, and the inputs required for job performance, or individual growth and development in terms of career planning. The common source for this needs analysis usually forms parts of the performance assessment process. Clues to training needs can also come from an analysis of an individuals or a groups typical behavior. The primary sources of such information are: (1) Observation at place or work, examination of job schedules, quantum of spoilage, wastage, and clues about interpersonal relations of the employees; (2) interviews with superiors and employees; (3) comparative studies of good vs. poor employees, to identify differences, skills and

training gaps; (4) personnel records; (5) production reports; and (6) review of literature regarding the job and machines used. Job-knowledge tests, work sampling and diagnostic psychological tests also provide information about employees. Q.2 India is considered as the leading emerging economy. Indias organizational success is rooted in its culture; bring out Indian culture and historical perspective to HRM. Write a brief note on Human relations movement in India. AnsHuman relations movement (HRM) in India The Indian organization in addition to being strategically positioned on the corporate world map as a low-cost, highly skilled destination, is also emerging as a base for committed, intelligent and a knowledgeable workforce. This has been achieved by the help of a strong foundation provided by the Indian education system at the primary, secondary, technical and at professional level. It is a undisputed fact that the Indian Institute of Technology, the National Institute of Technology and the famed India Institute of Management are among the world-class institutions to name a few. Quality education and research are encouraged on these campuses and across the country, which mould and contribute to the practices in Indian organizations. The HRM practices in Indian organizations are a parody of sorts. There is a strong foundation that is a simple extension of the HR practices from the established western organizations and the developed countries. However there is a equally strong cultural impact on the hiring practices, compensation standards, benefits and statutory benefits, performance linked rewards and payout, which though in-step with international HRM practices have a flavour their own. We will discuss a few distinct differentiators that impact HRM practices in Indian organizations:

 The Indian culture is one that is deeply rooted in its societal and collectivistic values whereby there is a natural urge to collaborate at the workplace, work in teams and groups with ease. The diversity that is seen in the Indian society w.r.t. diverse religions and states are reflected in the ability of the Indian to accept diversity of views and thought without inhibitions. Not much effort needs to be expended to practice tolerance towards others points of view. The tolerance for ambiguity and uncertainty however is low in the Indian which requires a lot more detailing of jobs and roles and responsibilities. There is need therefore to establish definite boundaries of authority and responsibility. Work culture-wise, the natural ability to work hard and long hours, perseverance and the need to earn money impact the way the work is organized in Indian organizations. It is not uncommon for the Indian to compromise personal time with family / friends to instead attend to work and satisfy a customer. There is a overwhelming sense of service that manifests itself at the workplace. Availability of a large educated group of individuals of different calibre of knowledge and skill allows the country to undertake different nature of work beginning with lower skilled activities such as BPOs(Business Process Outsourcing) and moving up the value curve to far more advanced activities .KPOs (Knowledge Process Outsourcing). Compensation and benefits costs continue to provide a competitive advantage for India making it a preferred business location the world over. There is a natural expressed need to belong. This again is typical of the Indian and has brought about a significant amount of customisation of the workplace and its norms to allow for cultural events and activities through the year. There is a

lot more scope for socialising that exists in the Indian organizations. Current trend in the over populated urban part of the country are quickly fading out to tire 2 and tire 3 cities and town where the cost of living and wage levels are not as competitive, further expanding the Indian resource base for hiring and building talent, contributing to the overall gain of the country. HRM in India however is not structurally wellresearched and hence a lack of theoretical information to track and document its progress. Unlike in the emerged countries like the USA and the UK where the research networks are mature and well established. Research is yet at its infancy in India and there is a lot of dependence on the emerged countries in emulating best practices in the way people are hired and managed. Today the organizations of Indian origin have their unique HR strategies that work best for them. Work more and earn more is a common and accepted philosophy at the Indian workplace. Work is respected and revered and almost worshipped in Indian organizations. Benefits are basic yet equitable and adequate. There is a high focus on cash in hand as opposed to benefits and perks. Our statutory and legal frameworks, as a result, are a lot more liberal and less restrictive as compared to the emerged countries. An open society drives openness at the workplace and hypocrisy is largely discouraged, leading to well structured policies and processes that drive workplace behaviour. Diversity for India is a challenge very different from its existence in the rest of the world. Diversity initiatives in India normally focus around challenges related to gender diversity. Its only in the past few years that there is a pattern of women in the Indian corporate. Today this is a key issue. There is a lot of strategising and initiatives in all Indian MNCs as well as Indian domestic firms toward

wooing this critical potential talent for organizational advantage. Q.3 A company is being set up by a group of 3 Professionals. The business objective is to sell mobile phones of Chinese company which has come up with inexpensive range of handset ranging from a Rs. 1200 to Rs. 7000. They need to submit a human resource plan to their investors. Explain the process of Human Resource Planning system for this company, which covers all important steps needed for HRP. Ans- Human resource or manpower planning is the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit". The organizations business plan to invest in a particular product/market or a service will drive the HRP activity towards hiring to meet the business need. In the event an organization is divesting or shutting down a particular business unit or a manufacturing division the HRP activities would focus on the redeployment of the workforce that will be rendered unemployed as a result of the business decision. An organization wanting to retain its current market share and revenue projection at status quo would be supported by HRP activities that are limited to only filling positions falling vacant due to natural organizational attrition. Hence the HRP focus in a organizations is closely linked to the business plan and acts as a bridge between what an organization wishes to achieve and how it will go about achieving it w.r.t. the human resources requirements. The scope of HRP is futuristic in nature and usually runs parallel to the annual business planning exercise. It commences prior to the start of the companys new financial year. For example if

the business year for a company runs April to March. The business planning and the HR planning activities for the New Year beginning in April is usually completed and in place by the 1st week of April. Once the HR plan is in place it is broken up into a quarterly or even a monthly plan which then is the input for the recruitment team to go and hire accordingly. Steps in Human Resource Planning: The Human Resource Planning process consists of a set of activities,viz. a)Forecasting manpower requirements, either by using mathematical tools to project trends in the economic environment and development in industry, or in by using simple judgemental estimates based on the specific future business plans of the company; b) Creating an inventory of present manpower resources and assessing the extent to which these resources are employed/ optimally; c)Identifying manpower problems by projecting present resources into the future to determine their adequacy, both quantitatively and qualitatively; and d)Planning the necessary programmes of requirement selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met. Thus, it will be noted that manpower planning consists in projecting future manpower requirements and developing manpower plans for the implementation of the projections.

Q.4Organizations hire candidate through various sources. Discuss all the possible sources of recruitment. Ans- Sources of Recruitment The sources of employees can be classified into two types,internal andexternal. Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer / promotion, serves as a key motivator for internal employees who are aspiring for a move, increasing the general level of morale, and provides more information about job candidates through analysis of work histories within the organization. A job posting has a number of advantages. From the view point of the employee, it provides flexibility and greater control over career progress. For the employer, it should result in better matches of employee and job. However, not all jobs are posted by an organization internally. In opening a job for internal aspirants an organization make a conscious decision and then moves forward. It is also possible that organizations might post all job opening internally as well as externally and the internal candidates compete for the job along with other external candidate. Whatever is the case, the objective remains to find the best person for the job. In most instances, the jobs are posted on the employee intranet portals/ notice boards, though some carry listings in the company newspapers. The posting period could be anywhere between 2-3 weeks, with the final decision for hiring being completed within 4-6 weeks. Internal applications are usually open to all employees with a few restrictions such as tenure within the company and poor performance issues if any. The present manager must keep in the loop and usually his or her approval might be required to proceed with the application for the job opening. Some organizations require immediate notification, while others inform only if the employee qualifies as a prime candidate for the

listed opening. The human resources team acts as a hub in screening applications that are unrealistic, preventing an excessive number of bids by a single employee, and counselling employees who are constantly unsuccessful in their attempt to change jobs. External recruitment is when the organization clearly prefers to hire from outside the organization for the job. Organizations most definitely go for external hiring for lower level jobs, when they are expanding, during phases of rapid growth and for positions whose skills/ experience specifications cannot be met by existing human resources. Common outside sources available: 1.Advertising: In both the print as well as the web media. Among the best methods when the organization needs to reach a large audience and usually at least 5-6 or more job openings. First, advertisements can be placed in the appropriate media to be read by particular media groups. Secondly, more information about the company, the job, and the job specification can be included in the advertisement to permit some self-screening. Advertisement invites a fair amount of poor candidate profiles and therefore a fair amount of time and effort of the firms recruitment team is spent in screening. Often organization that can afford the cost, outsource this to a placement agency those take care of the first few steps in the screening process. 2. Professional Placement organizations or recruiting firms or executive head-hunters: maintain complete information about employable

candidates, who usually are already employed elsewhere. These consulting firms therefore

maintain a active database of skilled and experienced resources. They work closely with organizations through contractual agreements to source appropriate candidates for the firms requirements. They recommend persons of high calibre for almost any job in information technology, managerial, marketing and production engineers posts. They have slowly and steadily emerged as extremely popular and fairly effective means for find good resources. These firms are looked upon as head hunters, raiders and pirates by organizations which lose human resources through their efforts. However, these same organizations may employ "executive search firms" to help them find talent. 3. Job Portals and Job Sites: Job portals are hosted by a recruitment agency with a large database of skilled and experienced candidates. An organization looking for a particular skill set can register on the portal for a monthly/quarterly /annual fee and browse for the desired candidate profile and obtain a potential list of candidates who fit the profile. That these candidates would be interested in a new job and would keen to move from the existing role/ organization is another matter all together. A significant amount of time and effort of the recruitment team goes in reaching out to these candidates and validating that the information on the resume is accurate and the person matches the requirement and that the candidate is indeed looking to change the job. This is also a common sourcing method in organizations. 4. Employment Agencies: Additional screening can be affected through the utilization of employment agencies, both public and private. Today, in contrast to their former un-popular reputation, the public employment agencies in several States effective, particularly in the fields of unskilled, semi-skilled and skilled operative jobs. In the technical and professional areas, however, the private recruiters are doing most of the work.

5. Employee Referrals: Fast emerging as the latest most effective method is the referral route to staffing. Friends and relatives of present employees are also a good source from which employees may be drawn. In the current times when the talent market is most challenged, large employers frequently offer their employees bonus or prizes for any referrals that are hired. This is usually linked to the referred employees stay with the company for a specific length of time. In these time of talent crunch that the organizations are facing they are constantly coming up with innovative ways to hire good talent. Some companies maintain details of former employees whose performance record was good to woo them back when there are new job openings for which they are qualified. 6. Schools, Colleges and Professional Institutions: Popularly called Campus Recruitment, organizations engage with education institutions that educate students for ready-to-work jobs, like engineers and management graduates by offering opportunities for recruiting their students. These institutions operate (usually annual) placement services / events where complete bio-data and other particulars of the students are made available along with interviewing opportunities. The companies that hire such resources maintain contact with Placement Bureaus of these institutions and enlist with them to showcase the organization and carry out the selection process for those who fit the organizations requirement and are interested. The prospective employers can review credentials and interview candidates for management trainees or

probationers. Whether the education sought involves a higher secondary certificate, specific vocational training, or a college background with a bachelors, masters or doctoral degree,

educational institutions provide an excellent source of potential employees for entry-level positions in organizations. These general and technical/ professional institutions provide bluecollar applicants, white-collar and managerial human resources. 7. Casual applicants: Unsolicited applications, both at the gate and through the Career site on the web page and even on post mail, constitute a muchused source of human resources. But are fast losing their value and are no longer counted as a valid method. Similarly unsolicited applications for positions in which large numbers of candidates are not available from other sources, the companies may gain keeping files of applications received from candidates who make direct enquiries about possible vacancies on their own, or may send unconsolidated applications. The information may be indexed and filed for future use when there are openings in these jobs. 8. Indoctrination seminars for colleges professors are arranged to discuss the problem of companies and employees. Professors are invited to take part in these seminars. Visits to plants and banquets are arranged so that the participant professors may be favourably impressed. They may later speak well of a company and help it in getting the required human resources. 9. Contractual Staffing: To adjust to short-term fluctuations in human resources needs, it is commonplace in organizations to contract employees of another employer by the hour or day. While this practice has been particularly well-established in the office administration field today almost any job can be sub contracted through a third party vendor with whom the firm enters into a contract. This way the firm not only obtains well-trained and selected human resources while its liability as a permanent employer of the resources is absolved.

10. Voluntary organizations: such as private clubs,social organizations might also provide employees handicaps, widowed or married women, old persons,retired hands, etc., in response to advertisements. Q.5Write short notes on: MBO 360 Degree Ans- Management by objectives(MBO): one of the most popular individual evaluation methods in use today is Management by Objectives (MBO). In this system, the Manager and employee to be evaluated jointly set objectives/targets in advance for the employee to try to achieve during a specified period. And usually the objectives framed are of quantitative nature. MBO is a very common industry practice. At the beginning of the year clear objectives are laid down for achievement during the course of the year. These objectives are popularly called by the following names: 1. 2. 3. 4. KRA-key result areas KPA -key performance areas Targets Commitments

These objectives are designed using the SMART framework as in Specific, Measurable, Achievable, Results oriented and Time bound. All objectives must conform to this framework. Thereafter the objectives are broken up into half yearly, quarterly and maybe monthly objectives, again keeping in mind the SMART framework. All along the process both the employee and the manger are in consensus of the objectives and the timelines as well as the deliverables.

MBO is one of the most effective methods for performance review primarily because it is identified at the beginning of the review period and is regularly reviewed for achievements and modified on-going again in consensus between the employee and the manager. At the end of the review year, the MBOs are reviewed for completion with the SMART framework. In case of a new employee or someone moving jobs/assignments between teams; after about 6-8 weeks of being in the job this process is undertaken and the objectives are set. The evaluation too is a joint review of the degree of achievement of the objectives. This approach combines the manager and self-evaluation systems. 360 degree 360-degree feedback, also known as multi-rater feedback, multisource feedback, or multisource assessment, is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers. This multiple-input approach to performance feedback is sometimes called "360-degree assessment" to connote that full circle. There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employees Manager, for assessing

performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information. For this reason, HR Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The circle, or perhaps more accurately the sphere, of feedback sources consists of Managers, peers, subordinates, customers, and ones self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a Managers performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the teams or agencys results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate. Contributions of each source of ratings and feedback In addition, precautions are listed to consider when designing a performance management program that includes 360-degree assessment. Superiors: Evaluations by superiors are the most traditional source of employee feedback. This form of evaluation includes both the ratings of individuals by Managers on elements in an employees performance plan and the evaluation of programs and teams by senior managers. What does this source contribute? 1. The first-line Manager is often in the best position to effectively carry out the full cycle of

performance management: Planning, Monitoring, Developing, Appraising, and Rewarding. The Manager may also have the broadest perspective on the work requirements and be able to take into account shifts in those requirements What does this source contribute? 1. The first-line Manager is often in the best position to effectively carry out the full cycle of performance management: Planning, Monitoring, Developing, Appraising, and Rewarding. The Manager may also have the broadest perspective on the work requirements and be able to take into account shifts in those requirements. 2. The superiors (both the first-line Manager and the senior managers) have the authority to redesign and reassign an employees work based on their assessment of individual and team performance. 3. Most Government employees in a national survey felt that the greatest contribution to their performance feedback should come from their firstlevel Managers. What cautions should be addressed? 1. Research demonstrates that appraisal programs that rely solely on the ratings of superiors are less reliable and valid than programs that use a variety of other rating sources to supplement the Managers evaluation. 2. Superiors should be able to observe and measure all facets of the work to make a fair evaluation. In some work situations, the Manager or rating official is not in the same location or is supervising very large numbers of employees and does not have detailed knowledge of each employees performance. 3. Managers need training on how to conduct performance appraisals. They should be capable of coaching and developing employees as well as planning and evaluating their performance.

Q.6 Hawthorne study has played a critical role in human resource development: Elucidate the Hawthorne study and explain its contribution to human relations movement. Ans- Hawthorne study The human relations or behavioral school of management began in 1927 with a group of studies conducted at the Hawthorne plant of Western Electric, an AT&T subsidiary. Curiously, these studies were prompted by an experiment carried out by the companys engineers between 1924 and 1932. Following the scientific management tradition, these engineers were applying research methods to answer job-related problems. Two groups were studied to determine the effects of different levels of illumination on worker performance. One group received increased illumination, while the other did not. A preliminary finding was that, when illumination was increased, the level of performance also increased. Surprisingly to the engineers, productivity also increased when the level of illumination was decreased almost to moonlight levels. One interpretation made of these results was that the employees involved in the experiment enjoyed being the centre of attention; they reacted positively because management cared about them. The reason for the increase in the production was not the physical but the psychological impact of the employees attitude towards the job and towards the company. Such a phenomenon taking place in any research setting is now called the Hawthorne effect. contribution to human relations movement. Leadership Style and Practices: As a consequence of the Hawthorne Studies, worker attitudes, morale, and group influences became a concern of researchers. A notable development of the nature occurred shortly after World War II at the

University of Michigan. A group of social scientists formed an organization, later to be called the Institute for Social Research, to study those principles of leadership that were associated with highest productivity. Based upon work with clerical and production employees, an important conclusion was that supervisors of high-producing units behaved differently from those of low-producing units. Among the differences in style noted were that supervisors of productive groups in comparison to their lower producing counterparts were: More emotionally supportive of subordinates. More likely to pay a differentiated role plan, regulate, and coordinate the activities of subordinates, but not become directly involved in work tasks. More likely to exercise general rather than close or light supervision. The origin and progress of the human relations movement (particularly in U.S.A.) has been due to certain social and cultural forces working there, such as Recognition of the dignity of the individual and his personality. The individual has a lot of freedom of choice and the idea of decision-making by oneself is deep-rooted in the national tradition. A child is brought up to value independence and encouraged to think on his own and not to be dependent on parents. Virtual disappearance of owner managers and the growth of professional managers capable of managing according to professional code. Strong organizations of labour, at all levels, calling for higher skills in communication and participative behaviour on the part of the management.

 Shortage of labour led to skilled labour being treated as nearly irreplaceable. Hence, much greater care in utilising this scarce and valuable resource had to be thought of in the form of "Human Relations." Higher standards of living of American labour. Since their physical and security needs were generally satisfied, increased participation alone could satisfy their emerging social and ego needs. The possible weakening of work ethics, requiring managers to develop new attitudes towards labour. The changing work environment-greater specialization and a large scope of operations which require a greater degree of managerial effectiveness with and through employees. A significant increase in the general educational level of employees who, as a result, demanded more from their employers. Concurrent with the growth of human relations in work organizations, has been the burgeoning of techniques and programmes to foster human growth off the job. In the last two decades, millions of people seeking personal growth (or sometimes simply emotional arousal) have participated in programmes such as encounter groups, marriage enrichment groups, seminar training, couples groups, and transactional analysis.