This document contains questions and answers related to the subject of Human Resource Management for an MBA program. It includes 6 questions covering topics such as the functions of HRM, management development methods, HRIS applications, disciplinary policies, grievance handling procedures, and job enlargement vs job enrichment. The answers provide detailed explanations and discussions of each topic in multiple paragraphs with examples.

1. ASSIGNMENT, Drive SPRING 2015
Program MBA, Semester 1
Subject code & name- MB0043 – Human Resource Management
Book ID B1626, Credit & Marks 4 CREDIT, 60 MARKS
Answerall questions.
Q1. Explain the functions of Human Resource Management
Q2. Define Management Development. Discuss the off the job development methods.
Q3. Discussthe concept of HRIS. Explain the applications of HRIS in Human Resource Management.
Q4. Discuss the basic guidelines of a Disciplinary policy.
Q5. Suppose youhave joinedas an HR and you have beenassignedatask to carry out the grievance
handlingprocedureinyourorganization.Whataccordingtoyouare the causesof Grievance?Describe
in detail the Grievance handling procedure.
Q6. Write short notes on the following: a) Job Enlargement b) Job Enrichment
Q. No 1. Explain the functions of Human Resource Management.
Ans.1- Human Resource Managementisa managementfunctionconcernedwithhiring,motivating,
and maintainingworkforce inanorganisation.Humanresource managementdealswithissues
relatedtoemployeessuchashiring,training,development,compensation,motivation,
communication,and administration.Humanresource managementensuressatisfactionof
employeesandmaximumcontributionof employeestothe achievementof organisational
objectives.
According to Armstrong (1997), Human Resource Management can be defined as “a strategic
approach to acquiring, developing, managing, motivating and gaining the commitment of the
organisation’s key resource – the people who work in and for it.”
Human Resource Management functions can be classified in following two categories.
 Managerial Functions, and
 Operative Functions.
The Managerial Functions of Human Resource Management are as follows:
1. Human Resource Planning- Inthisfunctionof HRM, the numberandtype of employeesneededto
accomplish organisational goals is determined. Research is an important part of this function,
information is collected and analysed to identify current and future human resource needs and to
forecast changing values, attitude, and behaviour of employees and their impact on organisation.
2. Organising - In an organisationtasksare allocatedamongitsmembers,relationshipsare identified,
and activities are integrated towards a common objective. Relationships are established among the
employees so that they can collectively contribute to the attainment of organisation goal.
3. Directing - Activating employees at different level and making them contribute maximum to the
organisationispossible throughproperdirectionandmotivation.Tapingthe maximumpotentialities
of the employees is possible through motivation and command.

2. 4. Controlling - After planning, organising, and directing, the actual performance of employees is
checked,verified,andcomparedwiththe plans.If the actual performance isfounddeviatedfromthe
plan, control measures are required to be taken.
The Operative Functions of Human Resource Management are as follows:
1. Recruitment and Selection - Recruitment of candidates is the function preceding the selection,
which brings the pool of prospective candidates for the organisation so that the management can
select the right candidate from this pool.
2. Job Analysisand Design- Jobanalysisisthe processof describingthe nature of ajobandspecifying
the humanrequirementslike qualification,skills,andworkexperience toperformthatjob.Jobdesign
aims at outlining and organising tasks, duties, and responsibilities into a single unit of work for the
achievement of certain objectives.
3. Performance Appraisal - Human resource professionals are required to perform this function to
ensure that the performance of employee is at acceptable level.
4. Training and Development- Thisfunctionof humanresourcemanagementhelpsthe employeesto
acquire skills and knowledge to perform their jobs effectively. Training and development programs
are organised for both new and existing employees. Employees are prepared for higher level
responsibilities through training and development.
5. Wage and Salary Administration - Humanresource managementdetermineswhatistobe paidfor
different type of jobs. Human resource management decides employees’ compensation which
includes - wage administration,salaryadministration,incentives,bonuses, fringe benefits, and etc,
6. Employee Welfare - Thisfunctionreferstovariousservices,benefits,andfacilitiesthatare provided
to employees for their well-being.
7. Maintenance - Human resource is considered as asset for the organisation. Employee turnover is
notconsideredgoodforthe organisation.Humanresource managementalwaystrytokeeptheirbest
performing employees with the organisation.
8. Labour Relations - This function refers to the interaction of human resource management with
employees who are represented by a trade union. Employees comes together and forms a union to
obtain more voice in decisions affecting wage, benefits, working condition, etc,
9. Personnel Research - Personnel researches are done by human resource management to gather
employees' opinions on wages and salaries, promotions, working conditions, welfare activities,
leadership, etc,. Such researches helps in understanding employee’s satisfaction, employee’s
turnover, employee termination, etc.
10. Personnel Record- Thisfunctioninvolvesrecording,maintaining,andretrievingemployeerelated
informationlike - applicationforms,employmenthistory,workinghours,earnings,employee absents
and presents, employee turnover and other data related to employees.
Q. No 2. Define Management Development. Discuss the off the job development methods.
Ans.2- Managementdevelopmentisrelatedtothe developmentandgrowthof the employeesinan
organisationthroughasystematicprocess.Thisdevelopmentisfuture-orientedandprepares
managersfor a careerof valuable contributiontothe organisation.Itisconcernedwiththe learning
and developmentof the employees.Ithelpsinthe developmentof the intellectual,managerial and
people managementskillsof managers.It trainsmanagerstounderstandandanalyse different
situations,andtoarrive at and implementthe correctsolutions.

3. Objectives of management development
The main objectives of management development programmes are:
 Improving the performance of the managers.
 Enabling the senior managers to have an overall perspective about the organisation and also
equipping them with the necessary skills to handle various situations.
Off the job development methods
The different types of off the job development methods are:
1) Simulation exercises: The popularly used simulation exercises are:
a. Case study: Case studies are prepared based on actual experience of the organisation.
Trainees study, analyse and discuss the case, identify the hidden problem and try to get an
appropriate solution.
b. Business games: In this method, the trainees are divided into different groups and teams.
They play the roles of competing firms in a simulated market.
c. Role play: In thismethod,participantsenactrolestosolve problemsthatare commoninreal
life.Theyreacttothe situationandtoone another,inthe same wayas theywoulddointheir
managerial jobs.
d. Incidental method: This method aims to develop the intellectual ability, practical judgment
and social awareness of the employees. Each employee is givena written incident which he
analyses, identifies the problems and the probable causes and suggests a solution.
e. In basketmethod:Thisisa methodof developmentthatsimulatestheaspectsof amanager’s
job. The trainee receives documents similar to the items normally found in managers in
basket, such as memos, letters, reports etc.
2) Sensitivitytraining:
SensitivitytrainingorLaboratorytrainingisa methodwhichhelpstochange the behaviourthrough
unstructuredgroup interaction.
 Traininggroups(T-groups) thatseektochange behaviourthroughunstructuredgroup
interaction.
 Providesincreasedawarenessof othersandself.
 Increasesempathywithothers,listeningskills,openness,andtoleranceforothers.
3) Transactional analysis:
Thisis a theoryof personalitydevelopmentwhichprovidesanapproachfor definingandanalysing
the interactionbetweenpeople.The basictheorybehindtransactional analysisisthatanindividual’s
personalitycomprisesthree egostates,namely,the parent,the childandthe adultegostates.
The parent egostate is characterisedbya feelingof superiorityandauthority.A personinthe
parentegostate isdominatingandauthoritative.
The childego state includesall those impulses thatare commoninan infant.A personinthe child
egostate is eitherobedientormanipulative,charmingatone pointof time andrepulsive atanother.
The adult egostate is objective andrational.Inthe adultstate,actionssuchas processingof data,
estimationof probabilitiesoralternativesandmakingdecisionsare done systematicallyand
logically.
4) Conferences:
A meetingof peopletodiscussatopicof commoninterestisreferredtoasa conference.

4. 5) Lectures:
A lecture isthe simplesttechniqueof presentingandexplainingaseriesof facts,principlesand
concepts.
Q. No 3. Discuss the concept of HRIS. Explain the applicationsof HRIS in Human Resource
Management.
Ans.3- Conceptof HRIS: - HRIS,HR technologyorHR modulesare an intersectionbetweenHRMand
IT. It mergesHRMas a discipline andinparticularitsbasicHR activitiesand processeswithITfield,
whereasthe planningandprogrammingof dataprocessingsystemsevolvedintostandardize
routinesandpackagesof enterprise resource planningERPsoftware.
COMPONENTSOF HRIS: HRIS performsthree interconnectedactivitiesasa database.
Input Data Processing Output
i. Receivinginputsinthe formof data fromdifferentsources.
ii. Storingand processingdatawiththe purpose of transformingthemintomeaningful
information.
iii. Generatingoutputindifferentforms,asrequiredbythe users.
APPLICATIONOF HRIS:
HR needstohandle manythingsinan organizationincludingincreasingnumberof employeesand
differentHRactivities.It became importantformanyorganizationstobringalmostall HRactivities
underHRIS.The DifferentapplicationHRsystemsare as follows.
1) APPLICATION TRACKING SYSTEM: Many organizationsare now graduallyadopting andinstalling
applicationtrackingsystemsoftware.The purpose of thissystemistogive supporttorecruitment
processand to streamlinethe overall recruitmentprocess.
2) TRAINING AND DEVELOPMENT SYSTEM: The purpose of trainingand developmentsystemis tohelp
the employeesgainnewknowledge.HRISfacilitatesworkplace e-learningbythe employeesaspart
of theirtrainingprogram.
3) COMPENSATION MANAGEMENT SYSTEM: The compensationmanagementsystemaimsatcomputing
employee’spaymentthroughanintegratedpayrollsystem.Thiscompensationsystemnormally
considersemployeeworkinghours,attendance andproductivityforcomputingsalaryof the
employees.
4) PERFORMANCE MANAGEMENT SYSTEM: The main goal of performance managementsystemisto
track employeesperformance reviewsanddue date fornextreviews.
5) MANPOWER PLANNING SYSTEM: The manpowerplanningsystemempowersthe employee
inventoryandsupportsseveral HRactivities.
6) SUCCESSION PLANNING SYSTMES: The successionplanningmodule bringsthe identifiedandselected
employeesintothe successionchannel.

5. 7) GRIEVANCE MANAGEMENT SYSTMES: The grievance management assiststhe managementin pre-
emptingemployeegrievance by analysingthe nature, source andfrequencyof earlier grievances.
Q. 4. Discuss the basic guidelinesofa Disciplinarypolicy.
Ans.4- Discipline isemployee self-controlwhichpromptshim/hertowillinglycooperate withthe
organizational standards,rulesandobjectives.
Accordingto Richards.Dcalhoon,“ Disciplinemanybe consideredasa force that prompts
individualsorgroupstoobserve the rules,regulationsandprocedureswhichare deemedtobe
necessaryforthe effectivefunctioningof anorganization”.
Basic guidelinesofa Disciplinarypolicy:
In orderof increasingseverity,disciplinarymeasuresare asfollows:
1) Location of responsibility:The responsibilityof creatingawarenessregardingdiscipline is
entrustedwitheveryindividual inthe organisation.Incase of employeeindiscipline,the line
managerissuesonlyverbal andwrittenwarnings.Inseriouscases,whichwarrantdischarge or
suspension,the IndustrialRelationsOfficerandotherindependentlegal consultantsneedtobe
consulted.
2) PROPER FORMULATION AND COMMUNICATION OF RULES: It outlinesthe nature of the misconduct,
the corrective actionrequired,andthe consequencesshoulditnotbe corrected.If more severe
disciplinaryactionshouldlaterbecome necessary,the recordof the reprimandorreprimandsonthe
personnel file demonstratesthatthe employee wasmade aware of the consequencesof further
misconduct.
3) EQUAL TREATMENT: Financial penaltiesare appropriate insituationsinvolvingmassunlawful
withdrawal of services,continuousshiftoperations,shipsatsea,orisolatedpostswhere itmaybe
difficulttoschedulesuspensionswithoutthe use of replacementsandovertime.
4) DISCIPINARY ACTIONS SHOULD BE TAKEN IN PRIVATE: At all the timesthe organizationneedstobe
watchful of remainingrespectfulof itsemployeesandcarry outany actionin respectful andina
confidentialmanner.Demotioncouldbe usedinsituationswhere amanagerisfoundguiltyof
harassmentandis movedtoa positionwithnomanagerial responsibilities.
5) GET THE FACTS: Terminationisthe mostsevere disciplinarymeasure,andthe decisiontoproceedis
takenonlyaftercareful considerationandwhenitisdeterminedthatthe employee isnolonger
suitable forcontinuedemploymentbyreasonof misconduct.
6) IMPORTANCE OF PROMPTNESS: As goesthe popularsaying– justice delayedisjustice denied.The
temporaryremoval of the employee fromthe place of workwithoutpayasa consequence of
misconductbringsinmore awarenessof promptnessinotherco- employees.The notice of
suspensionincludesthe nature of the misconduct,the corrective actionrequired,andthe
consequencesshoulditnotbe corrected.

6. Hence,the actionsshouldbe takeninNon-threateningatmosphere,basedonappropriateevidence
managementcantake properactionagainstthe accusedemployee.
Q. 5. Suppose you have joinedas an HR and you have beenassigneda task to carry out the
grievance handlingprocedure in your organization.What according to you are the causes of
Grievance?Describe indetail the Grievance handlingprocedure.
Ans.5:-
Causesof Grievance:Grievancesgenerallyarise fromthe day-do-dayworkingrelationsinthe
undertaking,usuallyanemployeeortrade unionprotestagainstanact or omissionormanagement
that isconsideredtoviolate worker’srights.There are certainlysome of the causesthatcanleadto
grievance.
Some of themare listedbelow:
1) Morality
2) Workingenvironment
3) Economicmanners
4) Supervision
5) Work group
6) Maladjustmentof the Employee
Grievance handlingprocedure:-
It isimportantthat those involvedwiththe grievance are clearaboutthe resolutionprocessand
your role inhandlingthe grievance,however,theremaybe instanceswhere agrievance isof sucha
seriousnature thatformal actionisrequiredregardlessof the staff member’swishes.
1. Listenand respondsensitivelytoanydistressexhibitedbythe staff member.
2. Treat each case as importantandgetthe grievance inwriting.
3. Talk to the employee directly.Encourage himtospeakthe truth.Give hima patienthearing.
4. Discussin a private place.Ensure confidentiality,if necessary.
5. Memberto raise the issue directlywiththe personconcernedif the grievance involvesanother
staff memberorwork area
6. Ask the staff memberwhatotheradvice orresolutionavenue/stheyhave alreadyexplored
7. Clarifywhat,if any,action the staff memberisrequesting,outline the likelyprocessif the
grievance proceeds,giveacopyof the policyandguidelinesonthe handlingof staff grievancesto
the staff memberandinformthe staff memberthattheymay,if theychoose,requestsupportfrom
a representative of theirchoice
8. Advise the staff memberthatanyallegationsinwritingwillbe made available toall partiesagainst
whomthe allegationsare made andthat inthe interestof procedural fairnesstheywillhave tobe
willingtobe identifiedunlessthe allegationsrelate tocorruption,maladministrationandserious
waste or childabuse
9. Be aware of the limitsof yourownauthority,andreferthe grievance toa more seniormanagerif
appropriate;informyoursupervisorof the grievance andproposedcourse of actionwhere
appropriate
10. Be aware of the staff member'spotential concernastothe possible repercussionsof raisinga
grievance;take all possible steps toensure thatnovictimizationoccursasa resultof the grievance
beingraised.

7. Hence,The Managers,supervisors,unionleadersandothersdealingwithemployeegrievance must
be well trainedingrievance handlingprocedure.
Q. 6. Write short notes on the following:a) Job Enlargementb) JobEnrichment.
Ans.6 –
Jobenlargementandjobenrichmentare twocloselyrelatedapproachestoimprove the jobdesign.
Jobenlargementreferstoincreasingthe range of activitiesperformedbyanindividual.Job
enrichmentisjobenlargementcarriedoutwiththe specificobjectiveof makingajobmore
interestingandsatisfyingforindividual employees.
Job enlargement
Jobenlargementinvolvesincreasingthe lengthandhence the operatingtimeof eachcycle of work
for the jobholder. Jobenlargementisajob designtechnique whereinthere isanincrease inthe
numberof tasks associatedwithacertainjob.Inother words,itmeansincreasingthe scope of one’s
dutiesandresponsibilities.The increase inscope isquantitative innature andnotqualitativeandat
the same level.
Jobenlargementisahorizontal restructuringmethodthataimsat increasingthe workforce flexibility
and at the same time reducingmonotonythatmaydevelopoveraperiodof time.Itisalsoknownas
horizontal loadinginthatthe responsibilities increaseatthe same level andnotvertically.
Many believe thatsince the enlargementishorizontalinnature there isnota greatneedfor
training!Contraryto this,jobenlargementrequiresappropriate trainingespeciallyontime and
people management.Taskrelatedtrainingisnotrequiredmuchsince the personisalreadyaware of
the same or doingitfor some time.
The followingare the majorbenefitsofjobenlargement:
 Reducedmonotony: Howsoeverinterestingthe jobmayappearinthe beginning,soonerorlater
people complainof boredomandmonotony.Jobenlargementif plannedcarefullycanhelp
reduce boredomandmake itmore satisfyingandfulfillingforthe employees.
 Increasedwork flexibility:There isanadditiontothe numberof tasks an individual performs.
There isthus an increasedscope of carryingouttasks thatare versatile andyetverysimilarin
certainaspects.
 No skillstraining required:Since the individualhasalreadybeenperformingthe taskinthe past,
there isno greatrequirementforimpartingof new skills.However,people andtime
managementinterventionsmaybe required.The jobthusgetsmore motivationalforthe one
performingit.
Job enrichment:-
Jobenrichmentisthe mostpopulartechnique forenhancingemployee motivation.
Jobenrichmentisdone byredesigningjobssoasto increase boththeirscope andtheirdepth.
Typicallyjobenrichmentinvolvescombiningvariousexistingandnew tasksintoone large module of
work.The workisthenhandedoverto an employee,whichmeansthere isanincrease in

8. responsibilitiesandscope.Thisincrease inresponsibilityisoften vertical.The ideaistogroupvarious
taskstogethersuchthat natural work unitsare created.
In addition,expandingjobsverticallyalsogivesemployeedirectcontrol overworkunitsthatwere
formerlyunderthe jurisdictionof topmanagementonly.Whileonone handthisincreasesthe
ownershipof the employeesintheirwork,italsorelievesthe unnecessaryburdenfromthe top
management.
Jobenrichmentalsoopensupa feedbackchannel forthe employees.Employeesare frequently
apprisedof theirperformance.Thiskeepsthemontrackand helpsthemknow theirweakandstrong
points.Performance standardsare setforthe employeesthemselvesandfuture performancesare
matchedagainstthe benchmarks.All thiswithoutanyseriousinterventionorinvolvementof the top
management.
Job enrichmentinvolvesthe followingsteps:
 Selectingthe jobthatcan motivate employeesandimprove performance.
 Providingscope forchange.
 Making a listof changes.
 Concentratingonachievement,responsibility, self-control.
 Changingthe contentof jobrather than the incumbents.
 Providingadequatetrainingguidance encouragementandhelp.
 Introducingthe enrichedjobscarefully.
 Preparingspecificprogrammesforeachproject.
Benefitsofjob enrichment: -
Researchstudiesonjobenrichmentfoundoutdecreasedlevelsof absenteeismamongthe
employees,reducedemployee turnoverandamanifoldincrease injobsatisfaction.There are certain
caseshoweverwhere jobenrichmentcanleadtoa decrease inproductivity,especiallywhenthe
employeeshave notbeentrainedproperly.Evenaftertraining,the processmaynotshow results
immediately,since ittakestime toreflectinthe profitline.