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MS-22 JAN JUNE 2016 SOLVED ASSIGNMENT

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Dharmendra Sikarwar

This document provides a sample assignment for the course "Human Resource Development" covering all blocks. It includes coaching and mentoring processes followed in organizations with examples from NASA. It discusses compensation systems and reward management in organizations citing examples from companies like Genpact and Cognizant. It also explains international theory building in HRD and HRS trends in multinational companies focusing on emerging economies.

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SAMPLE ASSIGNMENT MS-22 JAN JUNE 2016 Course Code MS - 22 Course Title Human Resource Development Assignment Code MS-22/TMA/SEM - I/2016 Assignment Coverage All Blocks MBA Help Material Provided by Unique Tech Publication Unauthorized copying, selling and redistribution of the content is prohibited. This Material is provided for your reference only. The utility of this content will be lost by sharing. Please do not share this material with others. To know price of this assignment & For more inquiry visit: http://ignousolvedassignmentsmba.blogspot.in/ Dharmendra Kumar Singh ignousolvedassignmentsmba@gmail.com Mail us- ignou4you@gmail.com School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068
This is sample copy, Only for viewing. You cannot copy or take print of this copy. 1. Discuss the process of coaching. What are the basic steps followed in conducting coaching and mentoring in an organization? Explain with an example. Process of coaching- Coaching is training or -------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------, as opposed to general goals or overall development. Coaching is the process of helping the employee to grow and develop in the organisation. Every manager is coaching his employee, knowingly or -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------of action for the employee’s growth and contribution to the organisation. Support involves acceptance of the employee as a total person, with his strengths and weaknesses, and encouraging him with warmth. Coaching requires certain interpersonal skills that a manager can acquire easily if he is genuinely interested in developing his subordinates. Coaching skills are important for a manager, particularly at the time of performance review. Good managers, whenever the ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------phases: rapport building, exploration, and action planning. In the rapport-building phase------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------expressing empathy with and genuineness of interest in him. In the exploration phase, the coach attempts to help the employee to understand himself and his problem better. He may do this by raising questions to help the employee explore his problems and diagnose the problem properly. In the action planning ---------------------------------------------------------------------------------------------- the development of the latter. The manager makes commitments to provide the specific support to employee for development. Three phases (-------------------------------------------- process- 1. Rapport Building- Rapport -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------frame of reference can do this. Attending: The opening --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------. However, all such rituals should come out of the genuine concern for and full attention to the employee during the coaching session.  Listening: It has already ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------are indicators of listening.  Acceptance: ---------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------can communicate back to the employee by paraphrasing or mirroring or reflecting what the employee says. 2. Exploration- Besides accepting the --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------and exploring questions.  Exploring: Exploring ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------discussed, a variety of questions may be used. Problem. Identification: After general --------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------- to generate information on some concerns and problems and to narrow down focus to identify a more probable problem. Diagnosis: Diagnosis of the ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------should be to generate several alternative causes of a problem. 3. Action Planning- Managers are expected to guide --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------------------. Three sub-phases can be identified in action planning. Searching: The main ------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------------------------------------------------------------------------------. This should, however, be done only after some time. The employee should primarily take the responsibility of generating alternatives. Decision Making: After the ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------to be altered in the light of further experience. Supporting: The final and, ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------, and not his
dependence on the coach. A system for monitoring and follow up of the action plan may be prepared. This closes the coaching interaction. Basic steps -------------------------------------------------------------------------- mentoring in an organization- Coaching and Mentoring is a ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------procedures, and hit individual and team targets—through other people. Step One: Identify the Opportunity There are five ways to identify opportunities.  You identify ----------------------------------------------- person.  An --------------------------------------------------------------- for themselves.  A customer, -----------------------------------------------------------------------.  You ---------------------------------------------------------------------- your team.  A ------------------------------------- an opportunity. Step Two: Picture the Desired Outcome Once the opportunity is identified, it ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------------of making the needed changes. Step Three: -------------------------------------------------- How well you really ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------move through the coaching process with less friction. These skills are: Leadership, Communication, Building trust, Getting commitment vs. compliance. Step Four: Provide the Resources In order for a coaching process ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------then not getting it. It can make everyone feel like they have been set up to fail. Step Five: Practice & Skill Development Once the resources are in place ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------for improvement. Step Six: Reinforce Progress Making progress is one thing------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------learned new skills,
Giving the right kind of feedback, Following up, Handling nonperformance issues, Handling mistakes and people who get off track Step Seven: Reward One of the best ----------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------of the skills you put into coaching in this step of the process are: Praise and recognition, Positive feedback techniques, Recognizing people’s strengths and accomplishments, Having the right credibility and impact in the delivery. I am familiar with NASA. NASA is the ------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------spread throughout the United States. Process opted by NASA for coaching and mentoring is discussed below- 1. Identify a Coaching Opportunity A coaching need --------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------or competence will position the person well for future job opportunities. Once a coaching need has been identified, and before a discussion is initiated with the person, it will is useful to assess your own experience. 2. Develop a Coaching Plan A coaching -------------------------------: • Agree ------------------------------------------ • ------------------------------------------------- • Agree on coaching process, roles and responsibilities 3. Coach Choosing a style to ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------to gradually reach higher levels of capability and performance. Describe the development goal: Start by knowing where you’re going. Describe the desired level of performance in terms of behaviour and results. Assess the current capability level: ------------------------------------------------ with respect to the work. Is the performer confident and motivated? How much skill and/or experience does he or she have? Encourage growth by adjusting your style: Use the "Stewardship Cycle" below to visualize this. Adjust the amount of directing and supporting behaviour so as to move in the model toward "Empowering". For example, if you’re currently "Directing" (Hi Structure/Hi Support) you ----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------a little ("Teach" a bit less) and observe progress. Continue/Re-adjust: If your ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------a single meeting, you can adjust your style in response to evidence of growth. 4. Follow-Up Effective coaches follow up with performers by giving them feedback on their progress, and determining with performers, if desired outcomes have been met. Mentoring Process at NASA Headquarters 1. Mentoring program information sessions – -------------------------------------------------------------------------------------------- -----------------------------------. These sessions help prospective participants decide whether this program is right for them. 2. Mentoring program orientation/kickoff workshop – --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------part includes an opportunity for mentors and mentees to “meet and greet”. 3. Dynamic mentoring orientation training – --------------------------------------------------------------------------------------------- --------------------------------------------------------------------------- the beginning of the formal mentoring partnerships. 4. Progress reviews and program evaluation - ------------------------------------------------------------------------------------------- -------------------------------, uncover problems and recommend improvements or adjustments to the program design. 5. Meetings/connections with mentors – Mentees ---------------------------------------------------------------------------------------- ---------------------------------- their personal and professional capabilities, while increasing their organizational effectiveness. Mentoring agreement – --------------------------------------------------------------------- of the mentoring partnership. Mentoring action plans – Each partnership design and define -------------------------------------------------------------------------- ------------------------------------------- the specific goals and activities that are to be accomplished during the partnership. ------------------------------------------------------------------------------------------ to help the partnerships develop personalized activities, measure progress and troubleshoot problems and challenges. End of program recognition –At the end --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------- the relationship from dwindling without focus or disintegrating from inactivity. It's an excellent time to evaluate your work together, finish your last objectives, and plan for future options. 2. What is compensation system? Explain how reward management is carried out in an organisation citing relevant examples. Compensation system- Compensation can be ------------------------------------------------------------------------- labour. This includes:  Direct financial compensation ------------------------------------------------------------------------------------ and commissions provided at regular and consistent intervals  ------------------------------------------------------------------------------------------------------------------------ the employer and employee such as benefits, leaves, retirement plans, education, and employee services  Non-financial compensation ------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------ opportunities, opportunities for recognition, as well as work environment and conditions
In determining ------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------- will meet these individual needs. To a large degree, adequate or fair compensation is in the mind of the employee. A good compensation strategy ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------compensated and knowledgeable of their benefits. Equity or fairness has been -------------------------------------------- system. It can be defined in the following three ways:  Workplace equity refers --------------------------------------------------------------------------- being treated fairly  External pay equity exists when ---------------------------------------------------------------------------- rewarded fairly in relation to those who perform similar jobs in other organizations  Internal pay equity exists ------------------------------------------------------------------------------------ fairly according to the relative value of their jobs within an organization There are a number of --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------equity issues, will directly inform the culture of your organization. A compensation philosophy is ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------and the employee. Without a philosophy, leaders often find themselves unsure of what to offer as a starting salary for a new employee. This can lead to offering too high a total compensation package for a new employee in relation to existing employees, or being unable to successfully hire because the total compensation offer is too low to be competitive. compensation-cum-reward system Compensation is the ---------------------------------------------------------- for their work, or Pay is an ------------------------------------------------------------------------------------------- and the employer.
From a manager's perspective---------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------for savings (perhaps for retirement) and leisure, increase over time, and are fair. A firm's compensation ------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------. Therefore, for example, if -------------------------------------------------- reinforced through some element of the total compensation system. RECENT TRENDS – A FEW EXAMPLES It’s an annual affair at Genpact to ---------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------of non-compensation rewards to retain leaders. Retaining and ------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------success of the company with them. It is common to see firms ring fence -------------------------------------------------------------------------------- in the form of retention pay, deferred bonus plans, stock options and shadow options. Companies are arriving at a reward system, which is linked with the company’s performance. As a business leader in Accenture ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------ it works well as it makes leaders conscious of the fact that they carry the weight of the organization. Employee stock plans offered by ------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------still a small percentage of their overall numbers. The attractiveness quotient for Indian companies is increasing all the time. Even though we see emergence of several “employee millionaires”, analysis caution, relying on generous compensation as the only strategy for retaining your key resources is a sure shot recipe for disaster. There is interplay of multiple ------------------------------------------------------------------------ for top talent and creates a long- term sustainable employer brand. That’s why the best employers need not necessarily be the best paymasters.
“First and foremost is to --------------------------------------------------------------------------------------------------------------------- behaviour, the freedom to make informed business decisions and above all eliminates the fear of failure. HR fraternity believes ICICI Bank --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------with senior people in ICICI group. REWARD SYSTEM IN COMPANY: COGNIZANT A company gifting a small --------------------------------------------------------------------------------------- who has decided to leave the organization. But, for those staying on, such gifts can make a lot of difference. Giving instant gifts to reward employees is catching up. Cognizant Technology Solutions with large software development centers in India, have used the instant reward scheme to motivate their employees. ‘Out wehing Others’ Wahl Cognizant is an incentive -------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------to Pondicherry and chartered flights to Malaysia. Designed on the lines of a frequent --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------definition. For example, works such as training, knowledge harvesting, recruiting, participation in quality ------------------------------------------------------------ for reward points based on certain defined parameters. “Wah! has been a big hit in ------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------of the company’s associates have been awarded Wah! points that can be redeemed for Cognizant branded merchandise. As one enters any of Cognizant’s offices, the branded merchandise is prominently displayed to remind and motivate employees to earn the gift of their choice, he says. This motivation prompts them to excel and take advice interest in contributing to multiple areas such as certification, quality or training. Even prospective applicants or interviewees notice the array of gifts that adorn the reception area. 3. What is international theory building in HRD? Explain the HRS trends in multinational companies. International Human Resource Development provides thought-provoking questions and stimulating answers to key issues in human resource development today, putting HRD in its strategic organizational context and examining in depth the process of learning from different perspectives. International human resource development is an integral part of international development work. For example, the ----------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------------------------------------- training methods and channels in the mission of spreading the
“Taiwan experience” to ----------------------------------------------------------------------------------------------------- with international organizations and NGOs to enable Taiwan’s diplomatic objectives to be achieved throughout the world. There is a lot of effort in the US --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------------------theory building in HRD in this conference. Lynham (2000) observes ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------of observed phenomena are generated, verified, and refined. There is a growing recognition of ----------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------to have come from Industrial Psychology, Sociology, Social Work studies, Social Psychology, and organizational studies. “Theory building is important --------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------develop multiple and inclusive methods of research for theory building and practice in HRD.” The five steps suggested ----------------------------------------------------------------------------------------------------- HRD, are important next steps for HRD Profession. These are: 1) We must ------------------------------------------------------------------------------- to the maturity of thought and practice 2) We must commit to agree and to ------------------------------------------------------------------- rather than at methods level; 3) We must conduct --------------------------------------------------------------------------------------------, multiple methods and paradigms of theory building to HRD researcher and practitioner; 4) We must --------------------------------------------------------------------- in HRD 5) Although some of these ---------------------------------------------------------------------------------------------------------------------- -----, these pioneering steps of discovery and ------------------------------------------------------------------------- explicit in the HRD body of knowledge; 6) We need to -------------------------------------------------------------------------------------------- building in HRD. This discussion indicates that in the U.S.A and U.K. HRD has come to be accepted as a profession though debates about what constitutes it exactly, how is different from HRM, etc. go on. One can draw the following conclusions from this discussion and the review of literature:  There is a body of ---------------------------------------------------------------------------------- it is universal and some of it may be context specific  There are well defined long term programs to provide education and training  There is a good ---------------------------------------------------------------------------------------- basis  Professional bodies take interest in promoting research and theorization  Universities offer ------------------------------------------------------------------------------------ at various levels.  There are serious --------------------------------------------------------------------------------------- for the profession. Theoretical Frameworks of HRD As HRD came to -----------------------------------------------------------------------. Some of these are briefly reviewed here.
The Strategic HR Framework Approach: ------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------- contribution; and (4) management of transformation and change. The activities for managing strategic human resources include: --------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------ to employees: “providing resources to employees”, managing transformation and change: “ensuring capacity for change”. The activities for Management of firm infrastructure includes: constant ----------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------, and finding ways to provide employees with resources that meet their changing demands. The activities for Managing transformation and change includes: identifying and framing problems, building relationships of trust, solving problems, creating and fulfilling action plans. The HRD trends and concerns in ----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------------. HRD has a strategic role to play in transforming Asian societies into fast growing economies of the world. HRS trends in multinational companies- The rapid rise of multinational Corporations (MNCs) from emerging economies has led to greater interest and urgency in developing a better understanding of ------------------------------------------------------------------------- perspective and without assuming the prevailing Western ethnocentric orthodoxy. Research on MNCs has tended to be ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------------of investments’ (UNCTAD, 2004). Whilst most MNCs come from the world’s top five economies, a growing number are from developing and newer industrialized economies. UNCTAD categorizes developing economies into two groups - South Korea, Taiwan and Singapore who are newer industrialized and have an established track record as outward investors and those such as India and China that are rapidly developing. Some trends are as follows- 1. International Recruitment and Hiring Globalization ------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------of the business. 2. Progressive Approaches to Benefits and Compensation Similar to the trend of recruiting -------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------offering paternity leave, extended holiday time, work-from-home programs and flexible childcare options for their employees. These approaches to compensation allow employees to balance their work with their personal life and are aimed to increase happiness and productivity among the staff. 3. Introduction of Social Media Social media and --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------who are tech savvy and eager to embrace new ways of doing business. 4. Professional Development Professional development training programs have also arisen as a trend in response to global compensation approaches. Professional development is about providing employees with opportunities for growth outside the day-to-day routine of the organization. For example, -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------motivated and feeling rewarded, and the new skills these employees learn are put to direct use within the company. 5. Global Issues This is focused on issue of corporations operating globally as well as cross-cultural issues and trends in Training from different regions of the world. They are as follows:  The -------------------------------------------------- leaders;  New -------------------------------------------------------------------------------------- Peking and Paris;  Developing --------------------------------------------------------------------------------- skills;  Training in ------------------------------------------------------------------------- America;  ----------------------------------------------------------------------------;  Developing --------------------------------------------------------------------------------------- from Middle East;  Identifying effective cross cultural leadership behaviour;  Developing ------------------------------------------------------------------------ cultures;  Y2K --------------------------------------------------------------------------- global learning;  Using virtual teams to develop global leaders, and  Methodologies for --------------------------------------------------------------------- acquisitions. 6. ---------------------------------------- This included in this theme are:  Interactive ---------------------------------------- and Activities;  High --------------------------------------------------------------- your system administrator will love;  Integrating ------------------------------------------------------------------------- and Human Performance;  The Future of -------------------------------------------------------------------------;  Asynchronous distance learning for Corporate Education : Experiences with Lotus learning space;  Blending ----------------------------------------------------------------------------------------;
7. Changing skill requirements Recruiting and developing ---------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------leaders etc. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programmes to bridge the skill gaps & deficiencies. 8. Re-engineering work processes for improved productivity Although continuous improvement initiatives ----------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------------------------up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the re- engineering of the organization. Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------------------new skills as a result of the re-engineering process. 9. Employee involvement For today’s organization’s to be --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------------------do. Empowering employees requires extensive training in all aspects of the job. Workers may need to understand how new job design processes. They may need training in interpersonal skills to make participative and work teams function properly. Conclusion- Despite the increasing trend towards ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------differences, the importance of country of origin is a consistent theme in the research in this area. Our conceptual framework adopts a -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------IHRM research by giving ‘equal weight to both the subsidiary level and to corporate headquarters within a firm’ (Ferner, 2009). Increasing investment by ---------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------MNCs. If the East becomes, in popular jargon, the new West we need to develop newer models to aid the understanding of how Asian MNCs, particularly from China and India, are going to exercise corporate control in an increasingly multi-polar world. In the 21st century knowledge economy where services and creative industries dominate the economic landscape that is tilting more towards developing and transition economies, the theories and practices applicable to Western MNCs that monopolized the 20th century ------------------------------------------------------------------------------------- management paradigms. Accordingly, reexamining the management approaches and practices of MNCs from newer industrialized and developing economies such as India is likely to remain a key research issue for the next decade, given the speed of economic development and the increasing influence and numbers employed by such companies. 4. What is 360 degree feedback? Explain how 360 degree appraisal is carried out in an organisation. Cite examples. 360 degree feedback- In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------------------- the employees are most often reviewed only by their managers. The results from a 360-degree ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------should be used exclusively for development purposes, or should be used for appraisal purposes as well. Unlike, the traditional top------------------------------------------------------------- of their subordinate, 360 Degree feedback incorporates multiple perspectives by using feedback from a variety of sources. These sources include peers, subordinates, customers, self, and supervisor. The results of this type of feedback ----------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------- how others perceive their work performance. This kind of information can guide employee development and identify training needs. Feedback is essential to facilitating performance improvements. Feedback allows people to utilize their strengths to their advantage. Feedback informs employees which actions create problems for others and to know what changes may be needed. 360 Feedback can also be a -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------want to move into a management role. A study on the patterns of rater ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------.” The study concludes that
the most accurate ratings come from those who have known the individual being reviewed long enough to get past the first impression, but not so long that they begin to generalize favorably. It has been suggested that multi-rater --------------------------------------------------------------------------------------------------------- ------------------------- that self-ratings are generally significantly higher than the ratings given from others. What a 360 Feedback Survey Measures:  360 feedback ------------------------------------------------------------------------------  360 --------------------------------------------------------------------------------------- an employee  360 feedback -------------------------------------------------------------------------, and goal-setting  A 360 evaluation --------------------------------------------------------------, character, and leadership effectiveness What 360 -------------------------------------------------------:  360 feedback is not a ------------------------------------------------------------------------------ (MBOs)  360 ---------------------------------------------------------------------------------------------------- basic job requirements  360 feedback is not -------------------------------------------------------------------------------- skills  360 feedback should not -------------------------------------------------------------------, sales quotas, etc. How is 360 ------------------------------------------------------? Companies typically -------------------------------------------------------------- ways: 1. 360 Feedback as a ------------------------------------------------------------------------- and become more effective When done properly, 360 is highly --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------and develop skills that will enable them to excel at their jobs. 2. 360 Feedback as a ----------------------------------------------------- measure employee performance Using a 360 degree ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------possible and can be beneficial to incorporate 360 feedbacks into a larger performance management process, but only with clear communication on how the 360 feedback will be used. Example- Starwood Hotels & Resorts Worldwide, Inc. owns, --------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------is one of the world's largest hotel companies and one of the well-respected in the industry. BUSINESS CHALLENGE Starwood wanted to provide a valuable developmental offering for all leaders across the global organization. The organization had considerable experience with 360 degree feedback in the past but over the years had decided to refine their approach and had developed specific criteria for this initiative:  Implement an easy-to-use -------------------------------------------------------------------- across the organization,  Tailor the survey ------------------------------------------------------------------------------------- leadership team,  Partner with a ---------------------------------------------------------------------------- but at a very reasonable cost, and  Customize the feedback reports to ----------------------------------------------------------------- areas but also to allow individuals to interpret their feedback report without the use of individual coaching. The HR leadership team ------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------------------------------------------------------------------------). Starwood chose viaPeople for this global 360 degree feedback initiative. SOLUTION viaPeople worked closely ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------and need to be addressed. viaPeople and Starwood implemented a three-step process to achieve these objectives: 1. Design ---------------------------------------- Content 2. Configure ------------------------------------------------ Solution 3. Provide Individual and Aggregate Reporting Step 1: --------------------------------------- The first step in the ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------ruso, Consultant at viaPeople. Step 2: Configure a Customized, Multi-Lingual Solution To ensure that the system ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------development areas were some of the features chosen. viaPeople translated the 360 degree ----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------version of Spanish,” says Lisa Frischer, Project Manager at viaPeople. “The Translation Manager tool ensure that the translation process is handled efficiently, cost-effectively and in real-time,” adds Frischer. Starwood had almost 2,700 leaders ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------site was easy to navigate.” adds Fernandez. Step 3: Provide Individual and Aggregate Reporting Providing individuals as well as division ----------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------------information they needed to leverage strengths and mitigate any talent risks due to skill gaps across the company. RESULTS The Human Resources team at ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------decisions. The 360 degree feedback data allowed the team to address a variety of individual and organizational aspects including: Individual Benefits:  A simple, easy---------------------------------------------------------------- tool  A “self-paced” 360 --------------------------------------------------------------------------- the leader through the process of uncovering strengths and development areas  Specific interpretive -------------------------------------------------------------------------- leaders analyze their data.  A downloadable --------------------------------------------------------------------------- to focus on, how to lead and focus the discussion, and how to deal with emotions/defensiveness Organizational Benefits:  Competency/skill ------------------------------------------------------------------------and employee level  By better --------------------------------------------------------------------------------------- effectively leverage the leadership strengths and refocus efforts where developmental opportunities may exist.  In addition, having specific data ---------------------------------------------------- thereby saving precious resources.
 Each divisional leader received an analysis --------------------------------------------------------------------------------------- -------------------- on the data and have a better understanding of the team strengths/development areas. The HR leadership team, ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------the Starwood implementation is a great example of how companies can provide the broader organization with measurable benefits as well. I am sending sample of MS-22 assignment. If you like then you can buy this assignment. We provide excellent assignments. Assignments Code Assignment Name Price (Rs.) MS-22 Human Resource Development 130 Following options are available in our below mentioned Account. 1. Click on below link and purchase online from web store This method is very simple. In this method you can purchase assignments like anything you purchases online. Here you can directly pay using your debit card/ credit card/ net banking within seconds. This is a faster method and you will get assignments faster than any other method. https://www.payumoney.com/store/buy/mba-jan-june-2016-solved-assignments 2. If you have Paytm App then you can send money direct to our Paytm wallet using our mail id ignousolvedassignmentsmba@gmail.com or mobile no 8604607390
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MS-22 JAN JUNE 2016 SOLVED ASSIGNMENT

  • 1. SAMPLE ASSIGNMENT MS-22 JAN JUNE 2016 Course Code MS - 22 Course Title Human Resource Development Assignment Code MS-22/TMA/SEM - I/2016 Assignment Coverage All Blocks MBA Help Material Provided by Unique Tech Publication Unauthorized copying, selling and redistribution of the content is prohibited. This Material is provided for your reference only. The utility of this content will be lost by sharing. Please do not share this material with others. To know price of this assignment & For more inquiry visit: http://ignousolvedassignmentsmba.blogspot.in/ Dharmendra Kumar Singh ignousolvedassignmentsmba@gmail.com Mail us- ignou4you@gmail.com School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068
  • 2. This is sample copy, Only for viewing. You cannot copy or take print of this copy. 1. Discuss the process of coaching. What are the basic steps followed in conducting coaching and mentoring in an organization? Explain with an example. Process of coaching- Coaching is training or -------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------, as opposed to general goals or overall development. Coaching is the process of helping the employee to grow and develop in the organisation. Every manager is coaching his employee, knowingly or -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------of action for the employee’s growth and contribution to the organisation. Support involves acceptance of the employee as a total person, with his strengths and weaknesses, and encouraging him with warmth. Coaching requires certain interpersonal skills that a manager can acquire easily if he is genuinely interested in developing his subordinates. Coaching skills are important for a manager, particularly at the time of performance review. Good managers, whenever the ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------phases: rapport building, exploration, and action planning. In the rapport-building phase------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------expressing empathy with and genuineness of interest in him. In the exploration phase, the coach attempts to help the employee to understand himself and his problem better. He may do this by raising questions to help the employee explore his problems and diagnose the problem properly. In the action planning ---------------------------------------------------------------------------------------------- the development of the latter. The manager makes commitments to provide the specific support to employee for development. Three phases (-------------------------------------------- process- 1. Rapport Building- Rapport -------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------frame of reference can do this. Attending: The opening --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------
  • 3. ----------------------------------------------------------------------------------------------------------------------. However, all such rituals should come out of the genuine concern for and full attention to the employee during the coaching session.  Listening: It has already ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------are indicators of listening.  Acceptance: ---------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------can communicate back to the employee by paraphrasing or mirroring or reflecting what the employee says. 2. Exploration- Besides accepting the --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------and exploring questions.  Exploring: Exploring ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------discussed, a variety of questions may be used. Problem. Identification: After general --------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------- to generate information on some concerns and problems and to narrow down focus to identify a more probable problem. Diagnosis: Diagnosis of the ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------should be to generate several alternative causes of a problem. 3. Action Planning- Managers are expected to guide --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------------------. Three sub-phases can be identified in action planning. Searching: The main ------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------------------------------------------------------------------------------. This should, however, be done only after some time. The employee should primarily take the responsibility of generating alternatives. Decision Making: After the ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------to be altered in the light of further experience. Supporting: The final and, ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------, and not his
  • 4. dependence on the coach. A system for monitoring and follow up of the action plan may be prepared. This closes the coaching interaction. Basic steps -------------------------------------------------------------------------- mentoring in an organization- Coaching and Mentoring is a ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------procedures, and hit individual and team targets—through other people. Step One: Identify the Opportunity There are five ways to identify opportunities.  You identify ----------------------------------------------- person.  An --------------------------------------------------------------- for themselves.  A customer, -----------------------------------------------------------------------.  You ---------------------------------------------------------------------- your team.  A ------------------------------------- an opportunity. Step Two: Picture the Desired Outcome Once the opportunity is identified, it ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------------of making the needed changes. Step Three: -------------------------------------------------- How well you really ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------move through the coaching process with less friction. These skills are: Leadership, Communication, Building trust, Getting commitment vs. compliance. Step Four: Provide the Resources In order for a coaching process ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------then not getting it. It can make everyone feel like they have been set up to fail. Step Five: Practice & Skill Development Once the resources are in place ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------for improvement. Step Six: Reinforce Progress Making progress is one thing------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------learned new skills,
  • 5. Giving the right kind of feedback, Following up, Handling nonperformance issues, Handling mistakes and people who get off track Step Seven: Reward One of the best ----------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------of the skills you put into coaching in this step of the process are: Praise and recognition, Positive feedback techniques, Recognizing people’s strengths and accomplishments, Having the right credibility and impact in the delivery. I am familiar with NASA. NASA is the ------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------spread throughout the United States. Process opted by NASA for coaching and mentoring is discussed below- 1. Identify a Coaching Opportunity A coaching need --------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------or competence will position the person well for future job opportunities. Once a coaching need has been identified, and before a discussion is initiated with the person, it will is useful to assess your own experience. 2. Develop a Coaching Plan A coaching -------------------------------: • Agree ------------------------------------------ • ------------------------------------------------- • Agree on coaching process, roles and responsibilities 3. Coach Choosing a style to ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------to gradually reach higher levels of capability and performance. Describe the development goal: Start by knowing where you’re going. Describe the desired level of performance in terms of behaviour and results. Assess the current capability level: ------------------------------------------------ with respect to the work. Is the performer confident and motivated? How much skill and/or experience does he or she have? Encourage growth by adjusting your style: Use the "Stewardship Cycle" below to visualize this. Adjust the amount of directing and supporting behaviour so as to move in the model toward "Empowering". For example, if you’re currently "Directing" (Hi Structure/Hi Support) you ----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------------------------------------------a little ("Teach" a bit less) and observe progress. Continue/Re-adjust: If your ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
  • 6. ---------------------------------------------------------------------------a single meeting, you can adjust your style in response to evidence of growth. 4. Follow-Up Effective coaches follow up with performers by giving them feedback on their progress, and determining with performers, if desired outcomes have been met. Mentoring Process at NASA Headquarters 1. Mentoring program information sessions – -------------------------------------------------------------------------------------------- -----------------------------------. These sessions help prospective participants decide whether this program is right for them. 2. Mentoring program orientation/kickoff workshop – --------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------part includes an opportunity for mentors and mentees to “meet and greet”. 3. Dynamic mentoring orientation training – --------------------------------------------------------------------------------------------- --------------------------------------------------------------------------- the beginning of the formal mentoring partnerships. 4. Progress reviews and program evaluation - ------------------------------------------------------------------------------------------- -------------------------------, uncover problems and recommend improvements or adjustments to the program design. 5. Meetings/connections with mentors – Mentees ---------------------------------------------------------------------------------------- ---------------------------------- their personal and professional capabilities, while increasing their organizational effectiveness. Mentoring agreement – --------------------------------------------------------------------- of the mentoring partnership. Mentoring action plans – Each partnership design and define -------------------------------------------------------------------------- ------------------------------------------- the specific goals and activities that are to be accomplished during the partnership. ------------------------------------------------------------------------------------------ to help the partnerships develop personalized activities, measure progress and troubleshoot problems and challenges. End of program recognition –At the end --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------- the relationship from dwindling without focus or disintegrating from inactivity. It's an excellent time to evaluate your work together, finish your last objectives, and plan for future options. 2. What is compensation system? Explain how reward management is carried out in an organisation citing relevant examples. Compensation system- Compensation can be ------------------------------------------------------------------------- labour. This includes:  Direct financial compensation ------------------------------------------------------------------------------------ and commissions provided at regular and consistent intervals  ------------------------------------------------------------------------------------------------------------------------ the employer and employee such as benefits, leaves, retirement plans, education, and employee services  Non-financial compensation ------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------ opportunities, opportunities for recognition, as well as work environment and conditions
  • 7. In determining ------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------- will meet these individual needs. To a large degree, adequate or fair compensation is in the mind of the employee. A good compensation strategy ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------compensated and knowledgeable of their benefits. Equity or fairness has been -------------------------------------------- system. It can be defined in the following three ways:  Workplace equity refers --------------------------------------------------------------------------- being treated fairly  External pay equity exists when ---------------------------------------------------------------------------- rewarded fairly in relation to those who perform similar jobs in other organizations  Internal pay equity exists ------------------------------------------------------------------------------------ fairly according to the relative value of their jobs within an organization There are a number of --------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------equity issues, will directly inform the culture of your organization. A compensation philosophy is ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------and the employee. Without a philosophy, leaders often find themselves unsure of what to offer as a starting salary for a new employee. This can lead to offering too high a total compensation package for a new employee in relation to existing employees, or being unable to successfully hire because the total compensation offer is too low to be competitive. compensation-cum-reward system Compensation is the ---------------------------------------------------------- for their work, or Pay is an ------------------------------------------------------------------------------------------- and the employer.
  • 8. From a manager's perspective---------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------for savings (perhaps for retirement) and leisure, increase over time, and are fair. A firm's compensation ------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------. Therefore, for example, if -------------------------------------------------- reinforced through some element of the total compensation system. RECENT TRENDS – A FEW EXAMPLES It’s an annual affair at Genpact to ---------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------of non-compensation rewards to retain leaders. Retaining and ------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------success of the company with them. It is common to see firms ring fence -------------------------------------------------------------------------------- in the form of retention pay, deferred bonus plans, stock options and shadow options. Companies are arriving at a reward system, which is linked with the company’s performance. As a business leader in Accenture ------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------ it works well as it makes leaders conscious of the fact that they carry the weight of the organization. Employee stock plans offered by ------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------still a small percentage of their overall numbers. The attractiveness quotient for Indian companies is increasing all the time. Even though we see emergence of several “employee millionaires”, analysis caution, relying on generous compensation as the only strategy for retaining your key resources is a sure shot recipe for disaster. There is interplay of multiple ------------------------------------------------------------------------ for top talent and creates a long- term sustainable employer brand. That’s why the best employers need not necessarily be the best paymasters.
  • 9. “First and foremost is to --------------------------------------------------------------------------------------------------------------------- behaviour, the freedom to make informed business decisions and above all eliminates the fear of failure. HR fraternity believes ICICI Bank --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------with senior people in ICICI group. REWARD SYSTEM IN COMPANY: COGNIZANT A company gifting a small --------------------------------------------------------------------------------------- who has decided to leave the organization. But, for those staying on, such gifts can make a lot of difference. Giving instant gifts to reward employees is catching up. Cognizant Technology Solutions with large software development centers in India, have used the instant reward scheme to motivate their employees. ‘Out wehing Others’ Wahl Cognizant is an incentive -------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------to Pondicherry and chartered flights to Malaysia. Designed on the lines of a frequent --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------definition. For example, works such as training, knowledge harvesting, recruiting, participation in quality ------------------------------------------------------------ for reward points based on certain defined parameters. “Wah! has been a big hit in ------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------of the company’s associates have been awarded Wah! points that can be redeemed for Cognizant branded merchandise. As one enters any of Cognizant’s offices, the branded merchandise is prominently displayed to remind and motivate employees to earn the gift of their choice, he says. This motivation prompts them to excel and take advice interest in contributing to multiple areas such as certification, quality or training. Even prospective applicants or interviewees notice the array of gifts that adorn the reception area. 3. What is international theory building in HRD? Explain the HRS trends in multinational companies. International Human Resource Development provides thought-provoking questions and stimulating answers to key issues in human resource development today, putting HRD in its strategic organizational context and examining in depth the process of learning from different perspectives. International human resource development is an integral part of international development work. For example, the ----------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------------------------------------- training methods and channels in the mission of spreading the
  • 10. “Taiwan experience” to ----------------------------------------------------------------------------------------------------- with international organizations and NGOs to enable Taiwan’s diplomatic objectives to be achieved throughout the world. There is a lot of effort in the US --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------------------theory building in HRD in this conference. Lynham (2000) observes ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------of observed phenomena are generated, verified, and refined. There is a growing recognition of ----------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------------------------------------to have come from Industrial Psychology, Sociology, Social Work studies, Social Psychology, and organizational studies. “Theory building is important --------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------develop multiple and inclusive methods of research for theory building and practice in HRD.” The five steps suggested ----------------------------------------------------------------------------------------------------- HRD, are important next steps for HRD Profession. These are: 1) We must ------------------------------------------------------------------------------- to the maturity of thought and practice 2) We must commit to agree and to ------------------------------------------------------------------- rather than at methods level; 3) We must conduct --------------------------------------------------------------------------------------------, multiple methods and paradigms of theory building to HRD researcher and practitioner; 4) We must --------------------------------------------------------------------- in HRD 5) Although some of these ---------------------------------------------------------------------------------------------------------------------- -----, these pioneering steps of discovery and ------------------------------------------------------------------------- explicit in the HRD body of knowledge; 6) We need to -------------------------------------------------------------------------------------------- building in HRD. This discussion indicates that in the U.S.A and U.K. HRD has come to be accepted as a profession though debates about what constitutes it exactly, how is different from HRM, etc. go on. One can draw the following conclusions from this discussion and the review of literature:  There is a body of ---------------------------------------------------------------------------------- it is universal and some of it may be context specific  There are well defined long term programs to provide education and training  There is a good ---------------------------------------------------------------------------------------- basis  Professional bodies take interest in promoting research and theorization  Universities offer ------------------------------------------------------------------------------------ at various levels.  There are serious --------------------------------------------------------------------------------------- for the profession. Theoretical Frameworks of HRD As HRD came to -----------------------------------------------------------------------. Some of these are briefly reviewed here.
  • 11. The Strategic HR Framework Approach: ------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------- contribution; and (4) management of transformation and change. The activities for managing strategic human resources include: --------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------ to employees: “providing resources to employees”, managing transformation and change: “ensuring capacity for change”. The activities for Management of firm infrastructure includes: constant ----------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------, and finding ways to provide employees with resources that meet their changing demands. The activities for Managing transformation and change includes: identifying and framing problems, building relationships of trust, solving problems, creating and fulfilling action plans. The HRD trends and concerns in ----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------------. HRD has a strategic role to play in transforming Asian societies into fast growing economies of the world. HRS trends in multinational companies- The rapid rise of multinational Corporations (MNCs) from emerging economies has led to greater interest and urgency in developing a better understanding of ------------------------------------------------------------------------- perspective and without assuming the prevailing Western ethnocentric orthodoxy. Research on MNCs has tended to be ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------------of investments’ (UNCTAD, 2004). Whilst most MNCs come from the world’s top five economies, a growing number are from developing and newer industrialized economies. UNCTAD categorizes developing economies into two groups - South Korea, Taiwan and Singapore who are newer industrialized and have an established track record as outward investors and those such as India and China that are rapidly developing. Some trends are as follows- 1. International Recruitment and Hiring Globalization ------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------of the business. 2. Progressive Approaches to Benefits and Compensation Similar to the trend of recruiting -------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------
  • 12. -----------------------------------------------------------------------------------------------------------------------------offering paternity leave, extended holiday time, work-from-home programs and flexible childcare options for their employees. These approaches to compensation allow employees to balance their work with their personal life and are aimed to increase happiness and productivity among the staff. 3. Introduction of Social Media Social media and --------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------who are tech savvy and eager to embrace new ways of doing business. 4. Professional Development Professional development training programs have also arisen as a trend in response to global compensation approaches. Professional development is about providing employees with opportunities for growth outside the day-to-day routine of the organization. For example, -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------motivated and feeling rewarded, and the new skills these employees learn are put to direct use within the company. 5. Global Issues This is focused on issue of corporations operating globally as well as cross-cultural issues and trends in Training from different regions of the world. They are as follows:  The -------------------------------------------------- leaders;  New -------------------------------------------------------------------------------------- Peking and Paris;  Developing --------------------------------------------------------------------------------- skills;  Training in ------------------------------------------------------------------------- America;  ----------------------------------------------------------------------------;  Developing --------------------------------------------------------------------------------------- from Middle East;  Identifying effective cross cultural leadership behaviour;  Developing ------------------------------------------------------------------------ cultures;  Y2K --------------------------------------------------------------------------- global learning;  Using virtual teams to develop global leaders, and  Methodologies for --------------------------------------------------------------------- acquisitions. 6. ---------------------------------------- This included in this theme are:  Interactive ---------------------------------------- and Activities;  High --------------------------------------------------------------- your system administrator will love;  Integrating ------------------------------------------------------------------------- and Human Performance;  The Future of -------------------------------------------------------------------------;  Asynchronous distance learning for Corporate Education : Experiences with Lotus learning space;  Blending ----------------------------------------------------------------------------------------;
  • 13. 7. Changing skill requirements Recruiting and developing ---------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------leaders etc. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programmes to bridge the skill gaps & deficiencies. 8. Re-engineering work processes for improved productivity Although continuous improvement initiatives ----------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------------------------up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the re- engineering of the organization. Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave -------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------------------new skills as a result of the re-engineering process. 9. Employee involvement For today’s organization’s to be --------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------------------do. Empowering employees requires extensive training in all aspects of the job. Workers may need to understand how new job design processes. They may need training in interpersonal skills to make participative and work teams function properly. Conclusion- Despite the increasing trend towards ------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------differences, the importance of country of origin is a consistent theme in the research in this area. Our conceptual framework adopts a -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------IHRM research by giving ‘equal weight to both the subsidiary level and to corporate headquarters within a firm’ (Ferner, 2009). Increasing investment by ---------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
  • 14. ------------------------------------------------------------------MNCs. If the East becomes, in popular jargon, the new West we need to develop newer models to aid the understanding of how Asian MNCs, particularly from China and India, are going to exercise corporate control in an increasingly multi-polar world. In the 21st century knowledge economy where services and creative industries dominate the economic landscape that is tilting more towards developing and transition economies, the theories and practices applicable to Western MNCs that monopolized the 20th century ------------------------------------------------------------------------------------- management paradigms. Accordingly, reexamining the management approaches and practices of MNCs from newer industrialized and developing economies such as India is likely to remain a key research issue for the next decade, given the speed of economic development and the increasing influence and numbers employed by such companies. 4. What is 360 degree feedback? Explain how 360 degree appraisal is carried out in an organisation. Cite examples. 360 degree feedback- In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is --------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------------------- the employees are most often reviewed only by their managers. The results from a 360-degree ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------should be used exclusively for development purposes, or should be used for appraisal purposes as well. Unlike, the traditional top------------------------------------------------------------- of their subordinate, 360 Degree feedback incorporates multiple perspectives by using feedback from a variety of sources. These sources include peers, subordinates, customers, self, and supervisor. The results of this type of feedback ----------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------- how others perceive their work performance. This kind of information can guide employee development and identify training needs. Feedback is essential to facilitating performance improvements. Feedback allows people to utilize their strengths to their advantage. Feedback informs employees which actions create problems for others and to know what changes may be needed. 360 Feedback can also be a -------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -----------------------------------------------------------------------------------------------------------------------want to move into a management role. A study on the patterns of rater ---------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------.” The study concludes that
  • 15. the most accurate ratings come from those who have known the individual being reviewed long enough to get past the first impression, but not so long that they begin to generalize favorably. It has been suggested that multi-rater --------------------------------------------------------------------------------------------------------- ------------------------- that self-ratings are generally significantly higher than the ratings given from others. What a 360 Feedback Survey Measures:  360 feedback ------------------------------------------------------------------------------  360 --------------------------------------------------------------------------------------- an employee  360 feedback -------------------------------------------------------------------------, and goal-setting  A 360 evaluation --------------------------------------------------------------, character, and leadership effectiveness What 360 -------------------------------------------------------:  360 feedback is not a ------------------------------------------------------------------------------ (MBOs)  360 ---------------------------------------------------------------------------------------------------- basic job requirements  360 feedback is not -------------------------------------------------------------------------------- skills  360 feedback should not -------------------------------------------------------------------, sales quotas, etc. How is 360 ------------------------------------------------------? Companies typically -------------------------------------------------------------- ways: 1. 360 Feedback as a ------------------------------------------------------------------------- and become more effective When done properly, 360 is highly --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------and develop skills that will enable them to excel at their jobs. 2. 360 Feedback as a ----------------------------------------------------- measure employee performance Using a 360 degree ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------
  • 16. -----------------------------------------------------possible and can be beneficial to incorporate 360 feedbacks into a larger performance management process, but only with clear communication on how the 360 feedback will be used. Example- Starwood Hotels & Resorts Worldwide, Inc. owns, --------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------is one of the world's largest hotel companies and one of the well-respected in the industry. BUSINESS CHALLENGE Starwood wanted to provide a valuable developmental offering for all leaders across the global organization. The organization had considerable experience with 360 degree feedback in the past but over the years had decided to refine their approach and had developed specific criteria for this initiative:  Implement an easy-to-use -------------------------------------------------------------------- across the organization,  Tailor the survey ------------------------------------------------------------------------------------- leadership team,  Partner with a ---------------------------------------------------------------------------- but at a very reasonable cost, and  Customize the feedback reports to ----------------------------------------------------------------- areas but also to allow individuals to interpret their feedback report without the use of individual coaching. The HR leadership team ------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ -------------------------------------------------------------------------------------------------------------). Starwood chose viaPeople for this global 360 degree feedback initiative. SOLUTION viaPeople worked closely ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------and need to be addressed. viaPeople and Starwood implemented a three-step process to achieve these objectives: 1. Design ---------------------------------------- Content 2. Configure ------------------------------------------------ Solution 3. Provide Individual and Aggregate Reporting Step 1: --------------------------------------- The first step in the ----------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------- -----------------------------------------------------ruso, Consultant at viaPeople. Step 2: Configure a Customized, Multi-Lingual Solution To ensure that the system ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------
  • 17. ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------development areas were some of the features chosen. viaPeople translated the 360 degree ----------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------version of Spanish,” says Lisa Frischer, Project Manager at viaPeople. “The Translation Manager tool ensure that the translation process is handled efficiently, cost-effectively and in real-time,” adds Frischer. Starwood had almost 2,700 leaders ---------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ---------------------------------------------------------------------------------------------------------------------------site was easy to navigate.” adds Fernandez. Step 3: Provide Individual and Aggregate Reporting Providing individuals as well as division ----------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------------------information they needed to leverage strengths and mitigate any talent risks due to skill gaps across the company. RESULTS The Human Resources team at ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------------decisions. The 360 degree feedback data allowed the team to address a variety of individual and organizational aspects including: Individual Benefits:  A simple, easy---------------------------------------------------------------- tool  A “self-paced” 360 --------------------------------------------------------------------------- the leader through the process of uncovering strengths and development areas  Specific interpretive -------------------------------------------------------------------------- leaders analyze their data.  A downloadable --------------------------------------------------------------------------- to focus on, how to lead and focus the discussion, and how to deal with emotions/defensiveness Organizational Benefits:  Competency/skill ------------------------------------------------------------------------and employee level  By better --------------------------------------------------------------------------------------- effectively leverage the leadership strengths and refocus efforts where developmental opportunities may exist.  In addition, having specific data ---------------------------------------------------- thereby saving precious resources.
  • 18.  Each divisional leader received an analysis --------------------------------------------------------------------------------------- -------------------- on the data and have a better understanding of the team strengths/development areas. The HR leadership team, ----------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------------------------------------------------------------------------ --------------------------------------------------------------------------------------------------------------the Starwood implementation is a great example of how companies can provide the broader organization with measurable benefits as well. I am sending sample of MS-22 assignment. If you like then you can buy this assignment. We provide excellent assignments. Assignments Code Assignment Name Price (Rs.) MS-22 Human Resource Development 130 Following options are available in our below mentioned Account. 1. Click on below link and purchase online from web store This method is very simple. In this method you can purchase assignments like anything you purchases online. Here you can directly pay using your debit card/ credit card/ net banking within seconds. This is a faster method and you will get assignments faster than any other method. https://www.payumoney.com/store/buy/mba-jan-june-2016-solved-assignments 2. If you have Paytm App then you can send money direct to our Paytm wallet using our mail id ignousolvedassignmentsmba@gmail.com or mobile no 8604607390
  • 19. 3. If you have MobiKwik App then you can send money direct to our MobiKwik wallet using our mail id mobile no 8604607390 4. ONLINE TRANSFER USING NET BANKING: Bank details are given below along with IFSC code of the bank branch. You can transfer funds online conveniently from your home/office without any extra charges. 5. CASH DEPOSIT- You can directly walk-in to any nearest branch of bank and deposit cash directly in the given bank account. 6. IMPS TRANSFER- HDFC/CITI BANK ACCOUNT HOLDERS can transfer funds to our account instantly using their net banking. There is a new feature called IMPS transfer. This transfer happens instantly and is very simple Bank Details Bank Name ICICI Bank Account no. 628101546792 Account Type SAVING A/C Account Holder Name DHARAMENDRA KUMAR SINGH IFSC code & branch address IFSC Code- ICIC0006281 Branch- HAZRAT GANJ, LUCKNOW Note- Bank Transaction charges – No extra charge in case of Cash deposit Bank Name STATE BANK OF INDIA Account no. 31436792295 Account Type SAVING A/C Account Holder Name DHARMENDRA KUMAR SINGH IFSC code & branch address IFSC Code- SBIN0003085 Branch- TOWN HALL, SHAHJAHANPUR (UP) Note- Bank Transaction charges – Rs. 50/- applicable for cash deposit/ATM /Cheque payment in SBI A/C. (Rs. 50/- extra on total amount). DHARMENDRA KUMAR SINGH