Major problems faced in benefits management include: 1. Maintaining competitive advantage in a global economic climate. 2. Guiding organizational culture and direction to promote innovation and productivity. 3. Effective communication and management of conflicting communication styles within the organization. 4. Strategic planning and organizing employees and resources to achieve organizational goals.

1. Master of Business Administration
Semester I
MB0038 –Human Resource Management
Set- 1
Q1. Trace out the growth of Human Resource Management in India.
Ans.
Growth of Human Resource Management in India.
Contrary to these forces, in INDIA the owner manager/ government/public sector manager was
an industry icon and a national hero of sorts. The personnel management practices were
dominant of the brick- and-motor‟ industry. Though the approach it was largely welfare oriented
and reactive in nature it served effectively for the large PSU organizations that built the
country‟s foundation.
A large part of the workforce was migrant from the rural parts of the country and armed with
educational qualifications that served as their passport to a secure future. Many left the country
to study and pursue career overseas. This phenomenon was called „brain drain‟ and happened
during
1990 through 2005. The best of the Indian talent left the country. Per present statistics there are
close to 1.7 million people of Indian origin in AMERICA according to the US census bureau.
The INDIAN AMERICAN median family is $60,093 as against the national median family
income of $38,885 left the country, the estimated buying power of the INDIAN AMERICANS in
the United States is around US $20 billion, the high income clearly reflects the advanced
educational levels achieved by Indian abroad. Its only in the past 10-12 years with the immense
growth on account of the IT industry that winds of change began to blow. It was largely the
advent of the information technology era in INDIA that brought with it the western management
practices.

2. MNC‟S started up their operations in INDIA the FDI (FOREIGN DIRECT INVESTMENT)
went up steeply as the world saw the potential in the country human resources. In INDIA became
a preferred location for MNC‟s primarily from the USA followed by others developed countries.
It was natural for the MNC‟s setting up operations in INDIA to establish their existing and
proven management practices that were successfully working in the organization back home. It
also helped them manage their business similarly.
This gave birth to a new generation of management as well as HRMpractices. New hiring
methods new ways of paying salaries, new employment terms and most importantly increased
focus on individual performance and outcome. There was emphasis on deliverables and linking
individual and team performance to business results and success. Given the highly educated
workforce there was a de-emphasis in the role of the trade unions, the era of the trade unions
dominance give way to the new order of individual negotiated salaries and terms and clearly
performance linked assessment system. Another transformation that the Indian workplace
witnessed was focused on the ethics and ethical practices in doing business it was only fair to
except that with the weak legal system, it needed the support of the government policies and the
corporate policies to beat the corruption that existed .This has significantly contributed to INDIA
emerging as a preferred destination for doing business.
All of this yielded to give the way to the birth of the „professional manager‟.
Professional manager today are a critical and essential part of the INDIAN corporate. The
professional manager brought about a shift in the culture from a highly author it Arian approach
of getting work done to more collaborative and participative approach. In the traditional Indian
culture where the child is brought up to dependents on parents and superiors these shift was
break through and took it time to manifest. The entrepreneurs who earlier operated in a secure,
sheltered market and hardly face challenges , were challenged by the globalization that swept in
with the liberalization policies and measure brought in by the Indian employee and his manager
evolved. Together they stopped up to face the challenges head- on and to win not only in INDIA
but also globally. The levers of a) low cost b) highly skilled c) English as the medium of
education and it being the corporate language that enabled the flow of global business to INDIA?
Hence human relations movement in INDIA has evolved very differently as compared to the
developed economies of the USA and the UK. What is currently acting as a limitation is the
enhanced awareness on the need for research based HRM practices. While there is a lot of work
happening in education system to promote this.

3. Q2. What are the factors that impact recruitment in organizations?
Ans.
The sources of employee‘s recruitment can be classified into two types:
Internal and external
Filing a job opening from within the firm has advantages of stimulating preparation for possible
transfer of promotion, increasing the general level of morale, and providing more information
about job candidates through analysis of work histories within the organization. A job posting
has number of advantages. From the view point of employee, it provides flexibility and greater
control over career progress. The jobs posted on notice boards, group emails and publishing in
internal news papers. Internal applications often restricted to certain employees, the guidelines
for companies include:-Good or better in most recent performance review-Dependable
attendance record-Not under probationary sanction-Having been in present position for at least
one year. The personnel department acts as a clearing house in screening applications that are
unrealistic, preventing an excess number of bids by a single employee and counseling
unsuccessful employees in their constant attempt to change their jobs. Similarly the firm may go
to external sources for recruitment of lower entry jobs, for expansion, and positions whose
specifications cannot be met by the present personnel.
The following external resources are available for firms:
a) Advertising:
There is a trend toward more selective recruitment in advertising. This can be affected in at least
two ways. First advertisements can be placed in media read only by particular groups. Secondly,
more information about the company, the job, and the job specification can be included in the
ad to permit some self-screening.
b) Employment Agencies:
Additional screening can be affected through the utilization of employment agencies, both public
and private. Today, in contrast to their former unsavory reputation, the public employment
agencies in several states are well-regarded, particularly in the fields of unskilled semi-skilled
and skilled operative jobs. In the technical and professional areas, however, the private agencies
tend to specialize in a particular engineer.

4. c) Employee Referrals:
Friends and relatives of present employees are also a good source from which employees may be
drawn. When the labour market is very tight, large employers frequently offer their employees
bonus or prizes for any referrals that are hired and stay with the company for a specific length
of time. Some companies maintain a register of former employees whose record was good to
contact them when there are new job openings for which they are qualified. This method of
recruitment, however, suffers from a serious defect that it encourages
nepotism, i.e. Persons of one„s community or caste are employed, who may or may
Not be fit for the job.
d) Schools, colleges and professional institutions:
These offer opportunities for recruiting their students. They will also have separate placement
cell where the bio data and other particulars of the students are available. The prospective
employers can review credentials and interview candidates for management trainees or
probationers. This is an excellent source of potential employees for entry-level positions in the
organizations.
e) Labour Unions:
Firms which closed or union shops must look to the union in their recruitment efforts. This has
disadvantage of monopolistic workforce.
f) Casual applicants:
Unsolicited applications, both at the gate and through the mail, constitute a much-used source
of personnel. These can be developed through attractive employment office facilities, prompt
and courteous reply to unsolicited letters.
g) Professional organizations or recruiting firms or executive recruiters:
Maintain complete records about employed executives. These firms are looked upon as
headhunters, raiders and pirates by organizations may employ―executive search firms‖ to help
them find talent. These consulting firms recommend persons of high calibre for managerial,
marketing and production engineers„ posts.
h) Indoctrination seminars for colleges
Are arranged to discuss the problem of companies and employees. Professors are invited to
take part of these seminars. Visits to plants are arranged so that professors may be favourably
impressed. They may speak well of a company and help it in getting the required personnel.

5. i) Unconsolidated 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 the possible vacancies on their own, or may send unsolicited applications. This
would be helpful to firms for future vacancies.
j) Nepotism:
The hiring of relatives will be an inevitable component of recruitment programmes in family-
owned firms, such a policy does not necessarily coincide with hiring on the basis of merit, but
interest and loyalty to the enterprise are offsetting advantages.
k) Leasing:
To adjust to short term fluctuations in personnel needs, the possibility of leasing personnel by the
hour or day should be considered. This principle has been particularly well developed in
the office administration field because they can avoid any obligation in pensions, insurance and
any other fringe benefits.
l) 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.
m) Computer Data Banks:
When a company desires a particular type of employees, job specifications and requirements are
fed to computers, where they are matched against data stored in. This method is very useful in
identifying candidates for hard-t-fit positions which calls for unusual combinations of skills.

6. Q3. State the major career development activities found in organizations.
Ans.
Career Development:
Although scholars have defined career development (CD) in a variety of ways, Simonsen‟s
(1997) definition will be used as the foundation for the proposed framework:
Career development is an ongoing process of planning and directed action toward personal work
and life goals. Development means growth, continuous acquisition and application of one‟s
skills. Career development is the outcome of the individual‟s career planning and the
organization‟s provision of support and opportunities, ideally a collaborative process. . .
(Simonsen as cited in Simonsen, 1997, pp. 6-7)
This definition recognizes that career development is ongoing, that it involves reciprocal
interaction between employee and employer, and that attainment and/ or enhancement of
individual capabilities are not restricted to a particular job, career path, or organization.
This definition and the framework that follows are predicated on a few essential assumptions.
• HRD remains integral to the career-development process. The HRD function is uniquely
positioned to integrate the interests of employees with the needs of the system, staying attuned to
the strategic plans of the organization while remaining cognizant of the free agent nature of the
employer employee relationship (Boudreaux, 2001; Swanson & Holton, 2001; van Dijk, 2004).
• The return on investment of career development must be considered to gain organizational
interest in expanding CD efforts. However, the potential value of career development to
organizational success depends on how well the system supports the career development process
in terms of resources allotted and priority assigned to career development endeavors. For
example, when small systems find their minimal resources stretched, career development may
languish so that seemingly more urgent needs, like mandatory training, can be addressed
(Kuchinke, 2003).
Larger systems simply may choose to focus on more high profile initiatives, like organization
development, rather than invest resources in career development in this era of uncertain loyalties.
Yet, one of the advantages of less structured learning activities is that they often are embedded
within daily work. As a result, they can be implemented with little financial investment while
contributing to the success of other endeavors, like organization development.
• Career development should not be restricted to a select few or to those at particular levels
within the system. Conlon (2004) addresses this by noting both the practical as well as the ethical

7. aspect of this premise. As organizations become flatter, a broad-based, well-developed
workforce will be essential to meet their current and future needs. Ironically, although the HRD
literature has routinely discussed “management development” as separate from “career
development,” much of what traditionally has been described as “career development” has
targeted managerial-level employees and excluded those in non management tracks (McDonald,
Hite, & Gilbreath, 2002).
• Career development can be both formal and informal and may take place within and outside of
the organization. For example, Gilley et al. (2002) describe an “effective career development
program” (p. 63) as one that includes a variety of experiences in addition to classroom training,
citing for example, “self-directed learning projects and involvement in professional organizations
and associations” (p. 63).
• Individual life and work priorities influence choices about careers and development
opportunities. In some instances, the choice is one of focusing on intrinsic rather than extrinsic
rewards to define career success and satisfaction (Forret & Sullivan, 2002). In others, the
decision may be based less on a quest for a balanced life and/or work experience and more on
necessity.
Hite and McDonald (2003) found that women often make career choices based on their family
responsibilities, sometimes choosing to curtail their career progress to accommodate family roles
and expectations.
A Strategic HRD Framework for Career Development.
Most HRD practitioners and scholars would argue that HRD needs to be represented in
determining the strategic direction of organizations. Fewer would agree that HRD typically is
present at the strategic planning table.
However HRD‟s presence is critical in determining a company‟s role and responsibility
regarding employees‟ careers. It also is important so career development is not considered a
stand-alone program, but rather as a process that is integrated into the system such that it
influences the strategic direction of the organization (Gilley et al., 2002). Gutteridge, Leibowitz,
and Shore (1993) advocate for companies to incorporate career development into their strategic
plans by recommending a systems approach. Specifically, they suggest that career development
be viewed as a way of achieving important business objectives and that employee and
organizational needs be aligned when planning career-development processes. Hall (2002)
reinforces the need for career development endeavors to be “managed and integrated” to yield
maximum benefits to individuals and the system (p. 284). Simonsen (1997) echoes the
recommendation that career development be “driven by business needs” and proposes that
organizations need to develop both a vision and a philosophy of career development (p. 181).

8. The overarching question at the strategic planning table is as follows:
What should the organization‟s philosophy be regarding career development and how, given
today‟s environment, should this be enacted? Doyle (2000) suggests that a strategy “based on
formalized career structures and systems is unlikely to cope with the diversity and „messiness‟
that is likely to characterize career management in the future” (p. 239). Rather, a strategy is
needed that is sensitive to the contextual elements that influence CD and recognizes the need for
innovative ways to learn and develop given the current nature of work and organizations.
HRD practitioners are well positioned to shape a system that is less paternalistic and controlling
and that focuses more on the partnership approach that fosters employee self-development while
still meeting organizational needs. As the planning evolves from developing a philosophy and
determining goals, a framework may help guide professionals as they work to implement and
integrate career development into the organization (see Figure 1).
We suggest three critical elements to consider in this process: organizational support
mechanisms, learning activities, and evaluation processes.
The arrows in the figure indicate that each component of the framework will influence and be
influenced by the other. For example, the organizational support mechanisms will influence what
learning activities are developed and nurtured in the organization. In turn, the learning activities
will affect organizational support mechanisms (e.g., networks and community-based learning
may assist employees in dealing with work-family conflicts). Organizational support
mechanisms will influence what is evaluated regarding CD and how it is evaluated. The
evaluation process also should determine if organizational support mechanisms assist employees
and the organization in achieving career-development objectives.

9. Q4. What are the major problems faced in benefits management?
Ans.
Major problems faced in benefits management
One of the main problems faced by management in organizations is the need to maintain a
competitive advantage. With the global economic climate it has been difficult for companies and
organizations to keep up with their rivals, let alone better them. Corporate culture is one
responsibility that management need to adhere to because it is vital when you want to succeed in
business. It creates a sense of innovation and productivity as opposed to a more negative culture
which may stifle employees and detrimentally affect job gratification. In addition, managers have
a huge responsibility for guiding the organization in the right direction as they are the prime
decision makers. Managers have to make the plans and organize their employees and resources
in order to put the organization in a direction that will grant them success. Most modern
management take on a strategic management style which initially states the main aim of the
particular mission which follows by the processes that will be carried out on a day-to-day basis.
Moreover, one of the most important aspects that a good manager requires is solid
communication skills. It is very likely in business that you are going to come into contact with
conflicting styles of communication, however it is the manager's job to be aware of this as well
as their own style. They need to be able to enforce their own style of communication while being
able to adapt to others, especially if they are consulting with other organisations and companies.
Some of the basic problems faced by management are
1: How to produce a qualitative product:
This is the first problem faced by management that what is to produce, how much to produce and
where to be produce. And the organization has to decide either they have to produce different
products or to emphasis on one product.
2: How to deal the labour union:
The labour is the group of people working for the betterment of the employees working in the
organization. The management has to decide that how to full fill the demands of the labour
union in respect of salaries, bonuses, insurance, medical allowances, fringe benefits etc.

10. 3: How to compete in the market:
Various decisions for example how to charge the price, how to place the product, how to
promote the product has to be taken by the management and they try to solve these problems in a
best manner.
4: How to utilize the organization resources:
The management made various decisions about the organization resources that is man, money,
material, machinery, market and methodology.
5: To avoid stick out situation:
Stock out situation is that situation when the customer demands for the product and the company
has no product at that time. The management has to decide how to tackle this problem.

11. Q5.Assume yourself as an HR Manager of a publishing house. You find that the morale of the
employees is generally low. What steps would you take to improve employee morale?
Ans.
The motivation techniques may be divided into two parts
[a] that is to be done; and
[b] how and why what is done.
The former are steps in motivation and the later are rules governing the steps. Both are
performed simultaneously.
These are listed below:
a) Size up situation requiring motivation:
The first step of motivation is to make sure of motivational needs. Every employee needs
motivation; however, all people do not react exactly as the same way to the same stimuli.
Keeping this in mind executive shall size up how much and what kind of motivation is
needed.
b) Prepare a set of motivational tools:
An executive from his personnel experience should prepare a list of what devices are likely to
work with what type of people and under what circumstances.
c) Selecting and applying motivator:
Proper application of motivational plan is important. This involves selection of the
appropriate technique, method of application and the timing and location of applications.
d) Follow up the results of applications:
The last stage of motivation is to follow-up
ther e s u l t s o f t h e a p p l i c a t i o n o f t h e p l a n . T h e p r i m a r y o b j e c t i v e i s t o a
s c e r t a i n i f a n employee has been motivated or not. If not some other technique should be
tried.

12. Rules of motivating:
The motivation manager must be guided with some fundamental rules which should be based on
the following principles.
a. Self interest and motivation:
Motivation is mainly built on selfishness. Psychologically speaking, selfishness is a part and
parcel of life. To deny this is to build the theory on unrealistic foundation. To seek some other
basis of motivation would be to ignore the real nature of man. The aim should be to learn more
about selfishness.
b. Attainability:
Motivation must be establish attainable goals. This does not mean that the goal is realized at
once. This may take years to attain. But it must be within reach.
Eight ways to motivate plant employees:
Th e fol l o wi n g r e co m m e nd at i ons ar e f o r improving the motivation of employees in the
routine jobs.
a. Provide assembly line employees with more than minimum training. This would result in
greater personnel involvement in the job.
b. Crate sub goals to measure accomplishment. A sense of completion is important
for motivation. They are likely to be more interested in the work which will reduce monotony
and mental fatigue.
c. Provide regular feedback on performance. Studies show that people work better when they
receive positive feedback.
d. Maintain a neat and orderly work area. If the foreman does not care abouthousekeeping then
employees may feel that they also need not care about it and this attitude may affect quality of
work.
e . A r r a n g e work situations so that conversation between employees is either easy or possible.
Experience workers may to their job with little attention to the task.Conversation my reduce
monotony and thus fatigue.
f. In c r e as e t h e num be r o f o p er at i on s pe rf o rm ed b y o ne em p l o ye e . Th i s c an b e
don e b y simplification of manual operations. It offers several advantages:

13. The risk of errors reduced;
Management can hire employees at lower wages;
Training costs are minimized.
g . S t r uc t u r e j obs , so t h at w or ke r s c an at l e a st oc c as i on al l y m ov e a bou t t he
wo rk a r e a. B esi d e s j ob rotation, there are other ways to provide for physical movement like
stetting employees secure their own tools etc.
h. Explore ways to assign greater personnel responsibility.
Increased responsibility means greater self esteem and greater job meaningfulness. One
way to enlarge responsibility is to let the employee inspect his own work.

14. Q6.Explain the general procedures followed in the case of a disciplinary action.
Ans.
Disciplinary Action
There are varying penalties for first, second, and third offences of the same rule. Among
the penalties available in business are:
1. Oral reprimand
2. Written reprimand
3. Loss of privileges
4. Fines
5. Lay off
6. Demotion
7. Discharge
The penalties are listed in the general order of severity, from mild to severe for most cases,
amoral reprimand is sufficient to achieve the desired result. The supervisor must know his or
her personnel in determining how to give a reprimand. For one person, a severe “chewing out”
may be necessary in order to get attention and co-operation; another person may require only a
casual mention of a deficiency. If the offence is more serious, the reprimand may be put in
written form. Since a written reprimand is more permanent than an oral one, it is considered a
more severe penalty. For such offences as tardiness or leaving work without permission, fines or
loss of various privileges can be used. The loss of privileges includes such items as good job
assignments, right to select machine or other equipment, and freedom of movement about the
workplace or company. The more severe penalties of layoff, demotion, and discharge are usually
outside the grant of authority to the immediate supervisor. Disciplinary layoffs can vary in
severity from one
toseveral days‟ loss of work without pay. The use of demotions as a penalty is highlyquestionabl
e. If the employee is properly qualified for the present assignment, he or she will be improperly
placed on a lower job. Discharge is the most severe penalty that a business organization can give
and constitutes “industrial capital punishment”.

15. Set 2
Q1. What are the objectives of human relations?
Ans.
Objectives of human relations
A human Relations Programme thereby attempts at enhancing employee motivation and
workplace morale through an improved three-way communications and through employee
participation in the decision making processes. Human relations seek to emphasize employee
aspects of work rather than technical or economic aspects. For example while it might be in the
best interest of an organization to have a employee skilled and completely proficient in
one job/set or responsibilities, today‟s organization provides opportunities for employees to
multi-skill and acquire knowledge of new yet related jobs/responsibilities
These acts as a motivator for employees as they benefit by learning new skills / jobs and given an
opportunity can perform and excel in another job. It also seeks to make employment and working
conditions less impersonal. The human relations approach emphasizes policies and techniques
designed to improve employee morale and job satisfaction. For example it is common place in
organizations to provide for / encourage employee empowerment where-in the team brings about
creative measures to reduce cost/improve customer satisfaction. Such teams design and
implement self-driven initiatives to bring about the business result. It is believed that this is
accompanied by increased employee efficiency and reduction in employee dissatisfaction. An
understanding of emerging workplace human behavior can be summarized as:
i) Assist the manager to develop a better realization of how his own attitudes and behavior play
a part in everyday affairs of the team and its morale;
ii) Assist the manager to develop a keener sensitivity towards the team members and
interpersonal dynamics
iii) Partner with the managers in helping him drive the business goals and take part ownership of
work challenges and how best to resolve them
iv) Enable him to anticipate and prevent problems, or at least to resolve more effectively those
that he cannot avoid;
v) Network with other teams with related dependencies and help resolve inter-team business
impacting challenges.

16. This Scope of Human Relations springs up from the problems which have many different causes
and perspectives.
Halloran has stated these as:·
Every person brings a unique set of talents, ambitions and work experience to a job.
These personal attributes change over time, often as a result of the degree of success or failure
the person experiences in the work world.
Matching so many unique sets of personal qualities to a standardized technology can create
problems.·
The organizational aspects of a company, such as its size, geographic location, economic health,
and degree of automation, define the scope of work and the activity in each work division. These
frequently arbitrary, structural definitions often cause difficulties inhuman relations
Innovations in technology and production methods generally require the restructuring of job
roles and responsibilities. Radical changes in basic organizational structure can cause severe
strains between employees and management and create intense problems in human relations.

17. Q2. Explain the need for human resource planning.
Ans.
Need for human resource planning
Human resource planning system is a mandatory part of every organization‟s annual planning
process. Every organization that plans for its business goals for the year also plan how it will go
about achieving them, and therein the planning for the human resources:
1. To carry on its work, each organization needs competent staff with the necessary qualification,
skills, knowledge, work experience and aptitude of work.
2. Since employees exit and organization both naturally
(As a result of superannuation) and unnaturally (as a result of resignation), there is an on-going
need for hiring replacement staff to augment employee exit. Otherwise work would be impacted.
3. In order to meet for the more employees due to organizational growth and expansion, this is
turn call for large quantities of the same goods and services as well as new goods. This growth
could be rapid or gradual depending on the nature of the business, its competitors, its position in
the market and the general economy.
4. Often organization might need to replace the nature of the present workforce as a result of its
changing needs, therefore the need to hire new set of employees. To meet the challenges of the
changed needs of technology/product/service innovation the existing employees need to be
trained or new skills sets induced into the organization.
5. Manpower planning is also needed in order to identify an organizations need to reduce its
workforce. In situation where the organization is faced with severe revenue and growth
limitation it might need to plan well to manage how it will workforce. Options such as
redeployment and outplacement can be planned for and executed properly.

18. Q3. How can we evaluate the effectiveness of training programs conducted in
organizations?
Ans.
Training Evaluation and Organizational Performance (Level Four)
The foremost strengths of a particular T&D evaluation model are especially those that emphasize
the role of T&D on organisation performance and show a ROI from T&D. These perceptions are
found in the Kirkpatrick evaluation model, which introduces the relationship between T&D
evaluation and organisation performance. Assessing level four of the Kirkpatrick evaluation
model demonstrates these important features.
Valued results are connected to the organisational performance measurements, such as ROI,
changes in productivity, quality improvement, customer satisfaction and market share (Miller
2002). Continuous training programmes are essential for achieving higher productivity, better on
the job performance and improved quality (Tennant, Boonkrong & Roberts 2002). These social
scientists also pointed out that Japanese organisations emphasise the roles of training more than
USA and European manufacturing organisations. This is revealed in the automotive sector with
380.3 training hours per year for Japanese workers, compared with 46.4 for USA workers and
173.3 for European workers. This heavy investment in T&D has led to dramatic performance
improvement, in terms of cost, quality and delivery in Japanese organisations. Horwitz (1999)
contends that T&D contributes to the organisation's performance, success and competitiveness
through providing the capacity to enhance individual abilities and competencies as necessary
requirements for effective organisational performance. Armstrong (1989) also refers to
performance related training designed to develop competencies that impact directly on the
bottom line by promoting flexibility and supporting innovation. He also argues, that if the
learning that is derived from training is not associated with enhanced job performance or raised
capability, then the credibility of both HRD specialist and the process are at risk.
The effectiveness of T&D programmes on organisational performance improvement is a
difficult, vexatious and problematic task. Thus, training professionals have been challenged to
document or demonstrate the results of training on organisational performance improvement
(level four) by using organisational performance impact measures, such as ROI, changes in
productivity, customer satisfaction, and quality and market share. In this regard, Muhlemeyer
and Clarke (1997) argue that it is difficult to measure the correlation between the implementation
of T&D and the overall success of the organisation, especially in the case where the
organisation's success is measured in financial terms, because there is a little evidence to suggest
that training per se can improve the financial performance.

19. Arguably, evaluation should focus on all organisational stakeholders, comprehensively, and on
the long-term results, and should also use the most suitable information to make judgments about
training effectiveness (Russ & Preskill 2001, Burrow & Berardinelli 2003). It is also suggested
that evaluation could be very focused and short term or quite comprehensive with a focus on the
long term results depending on the type of training and its objectives (Russ & Preskill 2001,
Collins 2002, Burrow & Berardinelli 2003). Evaluation should be based on a clear identification
of the purpose and results expected from the programme. Thus, if the programme is designed to
respond to a particular problem, or meet a specific requirement, evaluation should be used to
determine if that specific goal was successfully achieved and not focus on broader expectations.
According to Brinkerhoff (1988), good evaluation is likely to provide convincing evidence that
the programme is aimed at important organisational benefits. Specifically, robust evaluations are
likely to lead to participants reporting greater job satisfaction, the achievement of important job
reverent skills, a gaining of knowledge and improved work attitude as well as effective
transference to the job of learned skills acquired from the T&D programme. However, much of
the training efforts in organisations are not specifically related to organisational final outcomes.
Training Evaluation Models
In order to understand how the T&D evaluation stage should be conducted successfully, it needs
to be based on a particular T&D evaluation model. There are many training evaluation
approaches and techniques. However, there are four main complementary evaluation
frameworks: (a) Kirkpatrick, (b) the Bell system, (c) Parker, and (d) CIRO. However,
Kirkpatrick's evaluation model is the one most commonly used by many organisations (Hale
2003).
According to Kirkpatrick (1996), there are four stages to be considered when evaluating training
effectiveness: reaction, learning, behaviour and results level. The reaction level answers whether
people are happy with the training inputs (Hall 2003). It evaluates participants' reactions,
opinions, impressions and attitudes toward the programme. The learning level answers, "what do
people remember from the training session?" (Hale 2003). To what extent have the participants
learned the material and the particular skills or 'know how' that are contained in the programme?
This measurement is made through special standardised tests at the end of the programme, such
as pre, post, paper and pencil tests, skill practice, workshops and job simulation. The behaviour
level addresses the issue of "whether people use what they know at work?" (Hale 2003), and the
changes in the participants' behaviour, skills, patterns of work, relationships and abilities that are
necessary to undertake the task at hand. These indications could be collected through
observations, survey, interview and comments of supervisors, and colleagues and from
performance appraisal reviews. Finally, the results level determines "what are the outcomes of
applications on the job over a period of time?" (Hale 2003). This level of evaluation focuses on

20. the impact of behaviour change on the organisation's performance. Because changing an
employee's behaviour and attitudes is not the final objective of T&D, the end results should
include important elements such as, improved productivity, better quality, lower costs, more
speed, fewer accidents, improved morale, lower turnover, and ultimately, more profit and better
service. To determine the cost efficiency of training, recent ROI is used to establish whether the
monetary values of the results exceed the cost of the programme. In this regard, Mann (1996)
cited two empirical studies that reviewed the most popular evaluation levels used by USA
organisations when evaluating their training programmes. Both of the studies found that most of
the surveyed organisations (over half) use assessment of their participants' reaction and
satisfaction with the programme as the key methods of evaluating training.
All of the evaluation models focus on the following important criteria for determining training
effectiveness.
* Stakeholder perceptions (level one: reaction)
* Learning gain (level two: learning)
* On the job performance improvement (level three: behaviour)
* Organisational improvement and ROI (level four: results).
Stakeholder reaction provides insight into trainees' motivation and satisfaction, but does not
directly measure training results. Historically, training was conducted through measuring the
number of trainees, as well as their perceptions and attitude towards the programme.
Nevertheless, while trainees' attendances, perceptions, motivation and attitude towards the
programme are important outcomes of any training programme, there has yet to be reported a
significant relationship between these outcomes and achieving the programme objectives,
including improving an organisation's performance (Combs & Falletta 2000, Green 2001).
Assessing training effectiveness based on trainees' perceptions is described by James and Roffe
(2000), and Acton and Gloden (2003) as ad hoc, unsystematic, informal and unstructured
evaluations of training programmes, which tends to be post training appraisals rather than
approaching the evaluation of training programmes from their design stages.
Training effectiveness no longer focuses on trainees' perceptions, but is directed at other
important factors. These factors incorporate such questions as: Did employee performance
improve as a result of training? How did training contribute to achieving the organisation's
critical goals? (Burrow & Berardinelli 2003). Now there is a stronger acknowledgement for T&D
results to be connected to the organisational performance measurements, such as ROI, changes in
productivity, quality improvement, customer satisfaction and market share (Miller 2002).

21. Alternative outcomes are less valued and valuable. Therefore, of the identified evaluation criteria
there are two critical and essential levels that affect other evaluation levels, and they are (a)
learning gain (acquired skills, competencies, attitudes and capabilities); and (b) on the job
performance improvement achieved through changing trainees' behaviour and work patterns,
which is often called training transfer. Bramley and Kitson (1994) contend that the appropriate
training evaluation model is the model that facilitates evaluating the third and fourth levels of the
Kirkpatrick evaluation model (behaviour change and results). These training needs and
objectives are defined in terms of the changed behaviour and increased effectiveness, rather than
just increasing knowledge, skills and abilities. Also, top management and line managers are
involved in the whole training process and are able to evaluate the changes in behaviour and
effectiveness, which are occurring as a result of training.

22. Q4. Assume yourself as an HR Manager. You have been given the responsibility of
promoting the rightful employees. For this, performance appraisal of the employees must
be carried out. What appraisal method would you choose? Justify.
Ans.
A performance appraisal, employee appraisal, performance review, or (career)
development discussion is a method by which the job performance of
an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the
corresponding manager or supervisor. A performance appraisal is a part of guiding and
managing career development. It is the process of obtaining, analyzing, and recording
information about the relative worth of an employee to the organization. Performance appraisal
is an analysis of an employee's recent successes and failures, personal strengths and weaknesses,
and suitability for promotion or further training. It is also the judgement of an employee's
performance in a job based on considerations other than productivity alone.
Aims
Generally, the aims of a performance appraisal are to:
 Give employees feedback on performance
 Identify employee training needs
 Document criteria used to allocate organizational rewards
 Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,
bonuses, etc.
 Provide the opportunity for organizational diagnosis and development
 Facilitate communication between employee and employer
 Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
 To improve performance through counseling, coaching and development.
Methods
A common approach to assessing performance is to use a numerical or scalar rating system
whereby managers are asked to score an individual against a number of objectives/attributes. In
some companies, employees receive assessments from their manager, peers, subordinates,
and customers, while also performing a self assessment. This is known as a 360-degree
appraisal and forms good communication patterns.

23. The most popular methods used in the performance appraisal process include the following:
 Management by objectives
 360-degree appraisal
 Behavioral observation scale
 Behaviorally anchored rating scales
Trait-based systems, which rely on factors such as integrity and conscientiousness, are also used
by businesses but have been replaced primarily by more objective and results-oriented methods.
The scientific literature on the subject provides evidence that assessing employees on factors
such as these should be avoided. The reasons for this are twofold:
1) Trait-based systems are by definition based on personality traits and as such may not be
related directly to successful job performance. In addition, personality dimensions tend to
be static, and while an employee can change a behavior they cannot change their personality. For
example, a person who lacks integrity may stop lying to a manager because they have been
caught, but they still have low integrity and are likely to lie again when the threat of being caught
is gone.
2) Trait-based systems, because they are vague, are more easily influenced by office politics,
causing them to be less reliable as a source of information on an employee's true performance.
The vagueness of these instruments allows managers to assess the employee based upon
subjective feelings instead of objective observations about how the employee has performed his
or her specific duties. These systems are also more likely to leave a company open
to discrimination claims because a manager can make biased decisions without having to back
them up with specific behavioral information.
People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Performance appraisals of Employees are necessary to understand each
employee‟s abilities, competencies and relative merit and worth for the organization.
Performance appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society.
The history can be dated back to the 20th century and then to the second world war when the
merit rating was used for the first time. An employer evaluating their employees is a very old
concept.It is an indispensable part of performance measurement.
Performance appraisal is necessary to measure the performance of the employees and the
organization to check the progress towards the desired goals and aims.
The latest mantra being followed by organizations across the world being – "get paid
according to what you contribute" – the focus of the organizations is turning to performance
management and specifically to individual performance. Performance appraisal helps to rate

24. the performance of the employees and evaluate their contribution towards the organizational
goals. If the process of performance appraisals is formal and properly structured, it helps the
employees to clearly understand their roles and responsibilities and give direction to the
individual‟s performance. It helps to align the individual performances with the
organizational goals and also review their performance.
Performance appraisal takes into account the past performance of the employees and focuses
on the improvement of the future performance of the employees. Here at naukri hub, we
attempt to provide an insight into the concept of performance appraisal, the methods and
approaches of performance appraisal, sample performance appraisal forms and the appraisal
softwares available etc. An attempt has been made to study the current global trends in
performance appraisal.

25. Q5. What are the objectives of job evaluation?
Ans.
Job Evaluation
Learning Objectives:
1. To know basic approach to Job Evaluation.
2. to importance of Job Evaluation and its effectiveness.
3. To know the important methods of Job Evaluation.
Now friends CIQ will discuss about how jobs used to be evaluated in an organization;
f somebody having any idea about it pleases start explaining it; this can be explained in the
following way. Job evaluation is the process of analyzing and assessing the various jobs
systematically to ascertain their relative worth in an organization. Job is evaluated on the basis of
their content and is placed in the order of their importance. It should be noted that in a job
evaluation programme, the jobs are ranked and not the jobholders. Jobholders are rated through
performance appraisal. “Job evaluation is a process of finding out the relative worth of a job as
compared to other jobs” Now, who is going to explain the objectives of job evaluation?
The following objectives are derived from the analysis of the above-mentioned definitions: -
1) To gather data and information relating to job description, job specification and employee
specifications for various jobs in an organization.
2) To compare the duties, responsibilities and demands of a job with that of other jobs.
3) To determine the hierarchy and place of various jobs in an organization.
4) To determine the ranks or grades of various jobs.
5) To ensure fair and equitable wages on the basis of relative worth or value of jobs. In other
words equal wages are fixed to the jobs of equal worth or value.
6) To minimize wage discrimination based on sex, age, caste, region, religion etc. How
many of you know the principles of job evaluation programme? Job evaluation
programme should be implemented carefully.

26. The following principles help in successful implementation of the programme:
1. Rate the job but not the employee. Rate the elements on the basis of the job demands.
2. The elements selected for rating should be easily understood.
3. The elements should be defined clearly and properly selected.
4. Employees concerned and the supervisors should be educated and convinced about the
programme.
5. Supervisors should be encouraged to participate in rating the jobs.
6. Secure employee cooperation by encouraging them to participate in the rating programme.
7. Discuss with the supervisors and employees about rating but not about assigning money
values to the points.8. Do not establish too many occupational wages. For, better understanding
let us look at the flowchart given below: Job
EvaluationProcess Employee Classification Wage Survey Job Evaluation ProgrammeJobSpecific
ation Job Description Job Analysis Objectives of Job Evaluation Job Evaluation Process:
The job-evaluation process starts defining objectives of evaluation and ends with establishing
wage and salary differentials. The main objective of job evaluation, as
was stated earlier, is to establish satisfactory wage and salary differentials. Jobanalysis should
precede the actual program of evaluation.
Job analysis
job analysis, as was discussed earlier, provides job-related data, which would be useful in
drafting job description and job specification. A job-evaluation program involves answering
several questions: The major ones are: • Which jobs are to be evaluated?• Who should evaluate
the jobs?• What training do the evaluation need?•How much time is involved?• What should be
the criteria for evaluation?• What methods of evaluation are to be employed? Which jobs are to
be evaluated in any exercise, where there are more than 30 or 40 jobs to be evaluated, it is
necessary to identify and select a sample of benchmark jobs, which can be used for comparisons
inside and outside the organs. The benchmark jobs should be so selected to achieve
representative sample of each of the main levels of jobs in each of the principal occupations. The
size of the sample depends on the number of different jobs to be covered. It is likely to be less
than about five percent of the total number of employees in the organization and it would be
difficult to produce a balanced sample unless at least 25 percent of the distinct jobs at each level
of the organization were included. Staffing the Evaluation exercise:

27. A committee, which consists of Head of several of department‟s, as was pointed out earlier, does
representatives of employee unions and specialist drawn from the National Productivity council
Job evaluation. HR
specialistswill be normally the chairmen of the committee. Responsibility for the overallcoordina
tion of the job-evaluation programme should be in the hands of a senior executive who can then
report its progress to the board, and advise it on ensuring wage and salary development. Training
for the Committee:
Members of the job-evaluation committee should be trained in its procedure so as to make the
program successful. Time Factor: Job evaluation should not be conducted in haste. Any rushing
through will lead to appeals against the grading of jobs. Eight jobs in a day can be the ideal pace.
After this, the quality of evaluation tends to drop, and more time has to spend later in checking
and assessing the validity of the grading. The final review of all the time should be allowed for
re-evaluation, if necessary. Isolating Job-evaluation criteria: The heart of job evaluation is the
determination of the criteria for evaluation. Most job evaluations use responsibility, skill, effort
and working conditions as major criteria. Other criteria used are difficulty, time-span
of discretion, size of subordinate staff, and degree of creativity needed. It needs no emphasis that
job evaluation criteria vary across jobs. So friends you must have got a fair idea what is job
evaluation.

28. Q6. Why is it important to handle grievances carefully?
Ans.
Handling a grievance
When dealing with a grievance:
ensure you're familiar with the procedure and apply it correctly
hold any grievance hearing in private without interruptions
where a grievance relates to the person's line manager, ensure that the employee can raise
the grievance with someone else
listen carefully to the person's explanation of the problem and consider whether there is a
deeper issue which might be the root cause of the grievance
listen to any conflicting points of view
weigh up all evidence to see whether there is an issue you need to address
decide what action to take, trying to balance fairness to the person without compromising
the business or other workers
inform all concerned parties of your decision and the appeal process

29. ensure you resolve any problems relating to policies, procedures or conduct where the
grievance procedure highlights these
keep the process as confidential as possible Deal with grievances sensitively, particularly
where they concern
Other workers
You may wish to develop specific procedures for very sensitive matters involving unfair
treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle
blowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing
eg fraud, internally rather than disclosing them outside the business. If a worker raises a separate
grievance during a disciplinary hearing, it's good practice to adjourn the hearing until
the grievance is dealt with. By dealing with problems in a fair and reasonable manner, you're
much less likely to lose valued and skilled staff through resignation. It will also help you
successfully defend a constructive dismissal claim.

30. THANK YOU