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Based on Latest Syllabus of MBA prescribed By
Maharshi Dayanand University, Rohtak (DDE)
M.B.A.
2nd Semester
SCF-181, HUDA Complex,
Near New Telephone Exchange, Rohtak (Haryana)
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CONTENTS
HUMAN RESOURCES MANAGEMENT
INDIAN BUSINESS ENVIRONMENT
PRODUCTION & OPERATIONS MANAGEMENT
....................................................................
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UNIT –II..................................................................18 - 38
UNIT –III.................................................................39 - 52
UNIT –IV.................................................................53 - 99
Past Year Question Paper....................................100 - 103
Worksheet..........................................................104 - 106
Syllabus.............................................................107 - 107
UNIT –I................................................................108 - 120
UNIT –II..............................................................121 - 135
UNIT –III.............................................................136 - 149
UNIT –IV.............................................................150 - 166
Past Year Question Paper.....................................167 - 171
Worksheet..........................................................172 - 174
Syllabus.............................................................175 - 175
UNIT –I................................................................176 - 190
UNIT –II..............................................................191 - 202
UNIT –III.............................................................203 - 216
UNIT –IV.............................................................217 - 238
Past Year Question Paper.....................................239 - 244
Worksheet..........................................................245 - 248
5 - 5
Syllabus
UNIT –I 6 - 17
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UNIT-I
UNIT-II
UNIT-III
UNIT-IV
Concepts & Perspectives of HRM : HRM in changing environment, HRM
functions, Role of HR Practitioners; HR Policies, Corporate objectives
and Human Resource Planning.
Job Analysis, Role Analysis, Methods of Manpower Search, Attracting
and selecting HR; Induction and socialisation, Manpower training &
development; Career and succession Planning, Managing
Organisational Renewal.
Compensation-Aims & components, Factors determining pay rates;
Establishing pay rates, Job Evaluation; Pay for performance; Employee
benefits & services; Performance appraisal, 360 degree feed back,
Potential appraisal.
Industrial Relations; Industrial disputes and dispute resolution; Trade
Unions; Employee grievances and Discipline; Participation and
Employee empowerment.
NOTE : The question paper will be set by the external examiners. The
external examiner will set 8 questions in all, selecting not more than two
questions form each unit. If a case study in included in the question
paper then it will carry marks equivalent to two questions. The
candidates will be requited to attempt five questions in all, selecting
atleast one question from each unit. However, in question paper (s)
where any deviation is required, special instructions will be issued by
the Chairman.PG Board of Studies in Mangement.
HUMAN RESOURCE MANAGEMENT
MBA–2nd SEMESTER, M.D.U., ROHTAK
SYLLABUS
5
External Marks : 70
Time : 3 hrs.
Internal Marks : 30
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Q. What is Human resource management? Explain its features &
approaches. Also explain scope & objectives of HRM?
Human Resource Management (HRM)
Approaches :–
HRM is really personnel management :–
HRM is a strategic model :–
HRM is people management :–
HRM is very important to us for the following reasons :–
Development and Growth of the organisation :–
Ans. is the function within an
organization that focuses on recruitment of, management of, and providing
direction for the people who work in the organization. Human Resource
Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance
management, organization development, safety, wellness, benefits, employee
motivation, communication, administration, and training.
Human resource management is a
modernized form of ‘personnel’, repackaged to enhance the status of personnel
managers. HRM is based on integrated and coherent recruitment, assessment
and development programmes.
It employs the techniques of strategic
management for the utilization of human resources. It focuses on senior
manager concern with achieving objectives and containing costs. HRM aims for
a seamless link between business policy and recruitment, performance
assessment, reward management, development and dismissal. HRM is a
mechanism for control and the exercise of power by top management.
It covers all aspects of managing employees in
its widest sense and emphasises the role of line managers in overseeing their
own staff.
1. By improving the
individual capabilities, acquiring necessary cooperation and developing
UNIT – I
MBA 2nd Semester (DDE)
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teamwork. HRM makes sure that the organization develops and grows
well. Goals of the organization are met by HRM by effective motivation and
excellent utilization of employees.
2. HRM creates and
maintains excellent culture in the organization and it makes people
develop and grow.
3. The development, care of Human
Resources is done by the HRM.
4. The concept of Human beings is a very crucial and vital factor of
production , HRM is gaining more and more importance day by day. It also
has important implication in societal development also. IT IS THE HEART
AND SOUL OF MODERN MANAGEMENT.
1. Human beings are the crucial aspects of every organization. The greater is
the commitment of the human resources the more successful is the
organization.
2. An individual is a whole person. He brings all aspects of his personality,
attitudes, traits and behavior to the work place.
3. All people represent the organization. The building, equipment and other
resources productive only because they are being handled by the hyper
energic force of humans.
4. People are different from each other. They vary in abilities, nature,
personality; religion etc. People are also influenced by social economic and
environmental factors.
5. Human resources have to be acquired, developed and motivated to give
higher performances and also must be retained.
6. The success of an organization depends upon the satisfaction of
organizational needs and employees needs. There are various levels of
hierarchical levels in an organisation. The people who manage (i.e., the
managers), and people who are at work (subordinates). The effective
coordination and commitment between managers and subordinates is
essential for organizational success. Apart from that healthy relation
ships are to be maintained with consumers, shareholders, entrepreneurs,
governments and suppliers.
7. Human relations enable people to work effectively in an organization with
other people in organization.
Creation of healthy culture in the Organization :–
Maintenance of Human Resources :–
Core values of HRM :–
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Features of HRM :–
Pervasive force :–
Action oriented :–
Individually oriented :–
People oriented :–
Development oriented :–
Integrating mechanism :–
Comprehensive function :–
Inter disciplinary function :–
Continuous function :–
Auxiliary service :–
Scope of HRM :
Personal aspect :–
Welfare Aspect :–
Human resource management is concerned with most effective use of people to
achieve organizational & individual goals. It has the following features :–
(i) HRM is pervasive in nature as it is present in every
enterprises & at all level of management in an organization.
(ii) HRM focuses attention on action rather then record
keeping, written procedures or any rules.
(iii) It helps employees develop their potential fully &
encourages them to give output their best to the organization & motivates
them through systematic process.
(iv) HRM in all about people at work both as group &
individuals. It tries to put people an assigned job in order to produce good
result.
(v) HRM intends to develop full potential of
employees. The reward structure is turned if turned to need of employees,
Training to sharpen & improve their skills, rotation on various job to gain
experience
(vi) HRM tries to build & maintain relations
between people working at various level in the organization & integrate
human assets in best possible manner.
(vii) HRM is to some extent concerned with any
organizational decision which has an impact on the workforce of
organization at all levels.
(vii) HRM is a multi disciplinary activity
utilizing knowledge & inputs drawn from psychology, sociology
anthropology, economics etc
(ix) HRM is not one shot deal. It cannot be practiced
one hour a day or one day a week. It requires constant alertness &
awareness of Human Relations & their importance in all operations.
(x) HRM deptt. Exist to assist & advise the line or the
operating managers to do their personal work more effectively.
– The scope of HRM is very wide.
1. This is concerned with manpower planning
recruitment, selection, placement, transfer, promotion training &
development, retrenchment, incentive & productivity etc.
2. It deals with working conditions such as canteens,
lunch room, restroom, crèches, housing, transport , medical assistance,
education, safety about health & recreation facilities.
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3. This covers union management relation
joint consultation, collective bargaining, grievance and disciplinary
procedures settlement of disputes etc.
The primary objective of
HRM is to ensure the availability of competent and willing workforce to an
organization. Specifically HRM has four fold- Social, organization, functional &
personnel.
1. To be ethically & socially responsible to the needs &
challenges of the society while minimizing the negative impact of such
demands upon the organization.
2. To recognize the role of HRM bringing about
organizational effectiveness. The HRM deptt. Exists to serve the rest of
organization.
3. To maintain the deptt’s contribution at a level
appropriate to the organization needs.
4. To assist employees in achieving their personnal
goals as these goals enhance individual’s contribution to the
organization.
HRM plays an important role. It helps an organization
in many ways.
1. Good human resource practice can help in attracting
& retaining best people in the organization.
2.
a. At individual level-Effective management of human resource
promote teamwork & team spirit among employees.
b. It offers excellent growth opportunities to the people who have the
potential to rise.
c. It inspires people to work with diligence & commitment.
3.
a. Society as a whole is major beneficence of good human resource
practice.
b. Employment opportunities multiply.
c. Scarce talent is put to best use.
1. It is multifaceted concept. The premise of quality is
work life is having work environment where an employees activities
become more important. It means implementing procedures or policies
that make the work less routine and more rewarding for employee. These
Industrial relation aspect :–
Objectives of Human Resource Management :–
Social objectives :–
Organizational Objectives :–
Functional objectives :–
Personnel objectives :–
Importance of HRM :–
Enterprise level :–
It is needed in short, medium & long run.
At society level :–
Human Resource Areas :–
Quality of Work life :–
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procedures or policies include autonomy, reorganization, belonging,
progress & development and some external reward. Autonomy deals with
amount of freedom that employee can work in their job. Reorganization
involves being valued by others in company. Belonging refers to internal
rewards available from the company’s challenge & accomplishment.
External reward means reward in form of salary benefits & also include
promotion, rank & status. These components provide quality of work life
for individual. If quality of work life is lacking then worker’s productivity
may suffer.
2. Productivity is the quantity or volume of the major
product or services that an organization provides. Many components
constitute the productivity factor-:
a. Capital investment includes having the best possible machinery
available that will help improve the efficiency of workers.
b. is a process where by new ideas & creative ideas are
welcomed, studied for the feasibility & implemented, if found
feasible.
c. Not only we want individual to
work efficiently but also effectively. Finnaly productivity is contigent
on an employee’s motivation. Productivity improvement can be
achieved through proper equipement, training, new ideas &
increased motivation.
3. Change is a fact of life everywhere.At work we
must be aware that changes will occur .The changes might be suitable
such as getting a new Boss or organization installing a new work system.
But fear must not be associated with changes & to reduced their fear,
training is important about getting ready for change. Employers must
make changes to remain competitive, innovative & responsible.
Ans.
1. This is a very crucial function of
HRM. The organization needs people human assets. People appreciate day
by day with experience and are extremely valuable assets in an
organization.
2. He does bring his abilities, attitudes,
personality, and behaviour with himself. An individual aims for
development and personal growth in the work sphere.
3. HRM functions include
maintenance of effective interpersonal relations. In this context the
functions of legal compliance, maintenance and Industrial relations are
done by HRM.
Productivity :–
Innovation :–
Learning looks at training issues :–
Readiness for change :–
Q. What activities does HRM do? Explain.
Human resources management is responsible for the following :–
Promotion of organisational needs :–
Development of employees :–
Relationship maintenance function :–
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4. It is the provision of greater freedom and discretion to
employees. When employees are given freedom they work effectively as a
team and strive(struggle) for the development and growth of the
organization. The function of empowerment leads to the prosperity of the
organization.
5. HRMs crucial function also includes Good and effective communication of
policies. Communication when streamlined effectively leads to excellent
network building and growth.
6. Employees need to be treated with fairness and equality. HRM
function of equal policies and justice make sure that the employees are
protected fully. Equality leads to well trained and well-motivated
employees.
7. Job is the duty which one is expected to do.
An employee works well when the job matches with his expectations,
abilities and talents. Job Satisfaction is vital for all.
(i) Organizational, work, and job design
(ii) Planning
(iii) Recruitment and selection
(iv) Training and development
(v) Performance management
(vi) Compensation
(vii) Occupational health and safety
(viii) Employee and labour relations
Recruitment is the process of generating of applications or attracting
applicants for specific positions through four common sources, viz.
Advertisement, state employment exchange agencies , present employees and
campus recruitment.
Having identified the potential applicants the next step is to evaluate their
experience and qualification for ascertaining their suitability for a job and
make selection. Selection refers to the process of offering job to one or more
applicants from the applications. Selection is thus a means of selecting the
”best-fit” for a job by using multiple hurdles such as screening, short listing
based on marks, tests, interviewing, and an equal opportunity dispenser.
Empowerment :–
Equality :–
Functions relating to job :–
HRM Function :–
Recruitment and Selection :–
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Performance & Potential Appraisal :–
Counselling :–
Career Planning :–
Succession Planning :–
Performance appraisal also called “merit rating” or “employee rating is a
means of helping supervisors to evaluate the work of employees. It is the name
given to the regular formalised and recorded review of the way in which an
individual performs in his or her job. This is normally carried out by the job
holder’s immediate boss.
1. It helps employee in self-appraisal
2. It Reviews his performance in relation to the objectives and other
behaviors.
3. It Checks reviews done by the superiors.
4. It sends summary information for central storage and use.
5. It analyses the difficulties of the employees and works to remove
them. It helps employees to face challenges and accept
responsibilities. It plans Potential.
“Counselling is helping the employee to recognise his own strengths,
weaknesses and potential and helping him to prepare action plans for own
development.” Giving feedback in “threatening way” or correcting the
undesirable or unsatisfactory behaviour of employees by pointing it out the
deficiencies or other malfunctioning and warning them not to repeat these
behaviour are all integral parts of a manager’s role and are not the same as
counselling.
1. They give critical and supporting feedback.
2. They discuss with the employee the difference between his self rating
and the rating by the immediate superior.
3. They discuss the steps the employee can take for improvement.
4. They provide support
Career planning involves identifying the right potential well
in time, for development to take over higher responsibilities. This includes
promotion and planned job rotation under various conditions and
environments of challenge. In this process, attention is focused on individual’s
style of working than his current performance results. Current results can
provide reasonable clues of future potential, but they are not the sole criterion;
current results only, could be misleading in judging one’s potential.
Succession planning entails in identifying the key jobs
in an organisation and ensuring that , if anything, planned or unplanned were
to remove the present job holder from his post, there would be some one ready
to take the place. This benefits the company by ensuring that there are no
expensive gaps, or panic measures to fill them. It benefits the individual by
providing him with opportunities for advancement. Three broad steps are
required in this context (I) to decide which are the key jobs in the organisation;
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(ii) to identify the potential incumbent who can fit the position; & (iii) to make
necessary records in the organisation chart. Therefore, a succession plan to
indicate who can succeed whom in the hierarchy.
The purpose of training is to improve the capabilities of the human
resources in order to increase their efficiency and effectiveness on the job.
Training is expected to indicate positive changes in knowledge, skill and
attitudes. Training is job oriented and fulfills the current needs of an individual
to overcome job difficulties.
Job evaluation is concerned with establishing the relative
worth of a job compared to other jobs within an organisation. In job evaluation
one attempts to consider and measure the inputs required of employees (know-
how, accountability and problem solving etc.) for minimum job performance
and to translate such measures into specific monetary returns.
Transfer is a lateral movement within the same grade, from one job to another.
A transfer may result in changes in duties and responsibilities, supervisory
and working conditions, but not necessarily salary.
Promotion is the advancement of an employee from one job level to a higher
one, with increase in salary.
Demotion is the opposite of promotion. It is a downward movement from one
job level to another, leading to a reduction in rank, status, pay and
responsibility.
Job analysis is the process of studying and collecting
department information relating to operations and responsibilities of a specific
job. The immediate products of this analysis are job description and job
specification. Job description is an organised factual statement of duties and
responsibilities of a specific job, whereas, job specification is a statement of the
minimum acceptable qualities necessary to perform a job properly.
Role analysis is the process of defining a role in the context of
its work system., in terms of expectation of important persons, detailing
specific tasks under each function, and elaborating the process, standards and
critical attributes namely knowledge, attitude, skill, habits required for
effective role. Role is a position or an office a person occupies as defined by
expectations from significant persons in the organisation, including the person
himself. Position is the collection of tasks and responsibilities performed by one
person. Communication Policies.
HR Department stresses a lot on Communication aspects to be developed.
Communication policies do pave way for effective ness and efficiency.
Rewards are the positive reinforcements given by the organization .
Rewards act as effective motivators and help people to increase productivity
and efficiency. Rewards include:
Training :–
Job Evaluation :–
Transfer, Promotion & demotion!!!
Job Analysis :–
Role Analysis :–
Rewards :–
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1. Promotion
2. Salary Review
3. Salary Administration
To hire the wrong person for the job
To experience high turnover
To find our people not doing their best
To waste time with countless and useless interviews
To have our company sued for our discriminatory actions.
To be quoted under bad example of unsafe practices
To have some of your employees think their salaries are unfair and
inequitable relative to others in the organization
To allow a lack of training to undetermine your department’s effectiveness
To commit any unfair labor practices
The HR managers have keen role in the effective
planning and implementation of the policies and decisions that in tune with the
business changes. They should act as strategic partners and be proactive in
their role. The HR managers should understand how far their decisions
contribute to business surplus incorporating human competency and
performance to the organisation. Strategic HR managers need a change in their
outlook from seeing themselves as relationship managers to strategic resource
managers. The major HRM innovations occur when senior management takes
the lead and adoption of innovative SHRM practices is dependent on the nature
of relationship of the HR Department with the CEO and the line managers. the
actions of the personnel practitioner in the innovation process suggests that
adoption of an innovation by an organization depends largely on HR
practitioners’ credibility with information and resource providers. HR
Department and HR managers in these innovative organizations play a
strategic role linking the HR strategy with the business strategy of the
organization. A crucial aspect concerning SHRM is the concepts of fit and
flexibility. The degree of fit determines the human resource system’s
integration with organization strategy. It is the role of HR Managers to ensure
this fit in between Human Resource System with the Organization Strategy.
Ans. is the process of anticipating and carrying out
the movement of people into, within, and out of the organization. Human
resources planning is done to achieve the optimum use of human resources
and to have the correct number and types of employees needed to meet
organizational goals.
Thus, it is a double-edged weapon. If used properly, it leads not only to proper
utilization, but also reduces excessive labor turnover and high absenteeism,
and improves productivity.
Importance of HRM functions :–
Role HR Practitioners :–
Q. What is Human Resource Planning? Explain briefly all concepts
related to it.
Human resource planning
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It can also be defined as the task of assessing and anticipating the skill,
knowledge and labor time requirements of the organization, and initiating
action to fulfill or ‘source” those requirements. Thus, if the organization as a
whole or one of its subsystem is not performing to the benchmark, in other
words, it is declining, it may need to plan a reduction in its existing labor force.
The process by which management ensures that it has the right personnel, who
are capable of completing those tasks that help the organization reach its
objectives.
(i) Forecasting future manpower requirements, where we use mathematical
projections you might have studied in ‘business economics’ and
‘quantitative techniques’ paper, to project trends in the economic
environment and development of the industry.
(ii) Making an inventory of present manpower resources and assessing the
extent to which these resources are employed optimally. Procuring
competent personnel requires positive recruitment efforts and the
development of a variety of recruitment sources. These sources must
consider not only the nature and conditions of the external labor market,
but also the presence of qualified personnel who are available to fill
vacancies through internal promotions or transfers.
(iii) Anticipating manpower problems by projecting present resources into the
future and comparing them with the forecast of requirements to determine
their adequacy, both quantitatively and qualitatively; and
(iv) Planning the necessary programmes of requirement, selection, training,
development, utilization, transfer, promotion, motivation and
compensation to ensure that future manpower requirements are properly
met.
1. It’s a systematic approach. It ensures a continuous and proper staffing. It
avoids or checks on occupational imbalances (shortage or surplus)
occurring in any of the department of the organization.
2. There is a visible continuity in the process
3. There is a certain degree of flexibility. That is, it is subject to modifications
according to needs of the organization or the changing circumstances.
Manpower plans can be done at micro or the macro levels depending upon
various environmental factors.
1. Match Human resources related activities and future organization and
future organization objectives efficiently.
The features of HRP
The salient features of HRP :–
Uses of HRP :–
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2. Achieve economic in hiring new workers.
3. Expand the human resource management information base to assist
other human resources activities and other organizational units.
4. Make major demands on local labour markets successfully.
5. Co-ordination different human resources management programs such as
employment equity plans and hiring needs.
Planners face significant barriers while formulating an
HRP. The major ones are the following:
1. People question the importance of making HR practices future oriented
and the role assigned to HR practitioners in formulation of organizational
strategies. Their argument is simple-there are people when needed. Offer
attractive package of benefits to them to quit when you find them in
surplus.
2. HR practitioners are perceived as experts in handling personnel matter,
but are not experts in managing business. The personnel plan conceived
and formulated by the HR practitioners when enmeshed with
organizational plan, might make the overall strategic plan itself defective.
3. HR information often is incompatible with the information used in
strategy formulation. Strategic planning efforts have long been oriented
towards financial forecasting often to the exclusion of other types of
information.
4. Conflicting may exist between short-term and long-term HR needs. For
example, there arises a conflict between the pressure to get work done on
time and long-term needs, such as preparing people for assuming greater
responsibilities. Many managers are of the belief that HR needs can be met
immediately because skills are available on the market as long as wages
and salaries are competitive. These managers fail to recognize that by
resorting to hiring or promoting depending on short-term needs alone,
long-term issues are neglected.
5. There is conflict between quantitative and qualitative approach to HRP.
Some people view HRP as a number game designed to track the flow of
people across the departments. These people a strictly quantitative
approach to planning. Others take a qualitative approach and focus on
individual employee concerns such as promotabilty and career
development. Best results would accrue if there is a balance between the
quantitative and qualitative approaches.
6. Non-involvement of operating managers renders HRP ineffective. HRP is
not strictly and HR department function. Successful planning needs a co-
ordinated effort on the part of operating managers and HR personnel.
Barriers to HRP :–
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FIGURE HR Planning Process
Organizational
Objectives and
Strategies
Scan External
Environmentfor
ChangesAffecting
Labor Suppy
Analyze Internal
Inventory of
HR Capabilities
Forecasting
Organizational
Need for
People
Survey of
People
Available
HR Strategies
and Plans
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Q. What is Job Analysis? How we analyse any job?What information
we can geathered from Job Analysis?Explain its scope. What are
methods of collecting Job Analysis data?
To analyse any job there are 6 steps :–
Step 1 :–
Ans. A defined data collection and analysis procedure through which
information about job tasks and job requirements are obtained.
Job analysis is the procedure for determining the duties and skill requirements
of a job and the kind of person who should be hired for it.
Organizations consist of positions that have to be staffed. Job analysis is the
procedure through which you determine the duties of these positions and the
characteristics of the people who should be hired for them .The analysis
produces information on job requirements, which is then used for developing
job descriptions (what the job entails) and job specifications (what kind of
people to hire for the job).
1. Identify how information will be used
2. Review background information
3. Select representative positions to analyse
4. Collect data to analyse job
5. Review information with incumbents
6. Develop Job Description / Job Specification
Identify the use to which the information will be put, since this will
determine the types of data you collect and how you collect them. Some data
collection techniques like interviewing the employee and asking what the job
entails and what his responsibilities are good for writing job descriptions and
selecting employees for the job.
UNIT – II
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Step 2 :–
Step 3 :–
Step 4 :–
Step 5 :–
Step 6 :–
job description
job specification
Job Description Vs. Job Specification :–
Job Description :–
Review relevant background information such as organization charts,
process charts, and job descriptions. Organization charts show how the job in
question relates to other jobs and where it fits in the overall organization. The
chart should identify the title of each position and, by means of its
interconnecting lines, show who reports to whom and with whom the job
incumbent is expected to communicate.
Select representative positions to be analyzed. This is done when
many similar jobs are to be analyzed and it is too time-consuming to analyze,
say, the jobs of all assembly workers.
Next actually analyze the job by collecting data on job activities,
required employee behaviors, working conditions, and human traits and
abilities needed to perform the job.
Review the information with job incumbents. The job analysis
information should be verified with the worker performing the job and with his
or her immediate supervisor. This will help to confirm that the information is
factually correct and complete. This “review” step can also help gain the
employee’s acceptance of the job analysis data and conclusions by giving that
person a chance to review and modify your description of his or her job
activities.
Develop a job description and job specification. A job description and
a job specification are usually two concrete products of the job analysis. The job
description is a, written statement that describes the activities and
responsibilities of the job, as well as important features of the job such as
working conditions and safety hazards. The job specification summarizes the
personal qualities, skills, and background required for getting the job done; it
may be either a separate document or on the same document as the job
description.
Job analysis is a systematic procedure for studying jobs to determine their
various elements and requirements. The job analysis for a particular position
typically consists of two parts-:
A is a list of the elements that make up a particular job.
A is a list of the qualifications required to perform
particular job.
written narrative describing activities performed on a job;
includes information about equipment used and working conditions under
which job is performed.
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Job Specification :–
Job Analysis helps to find information about the following :–
Work activities :–
Human behaviors :–
Performance standards :–
Job context :–
Human requirements :–
Types of Information Gathered :–
Work Activities
Human Behaviours
Tools, equipment, etc used
outlines specific skills, knowledge, abilities, physical and
personal characteristics necessary to perform a job.
1. Information is usually collected on the actual work
activities performed, such as cleaning, selling, teaching, or painting. Such
a list may also indicate how, why, and when the worker performs each
activity.
2. Information on human behaviors like sensing,
communicating, decision-making, and writing may also be collected.
Included here would be information regarding human job demands such
as lifting weights, walking long distances, and so on.
Machines, tools, equipment, and work aids used. Included here would be
information regarding products made, materials processed, knowledge
dealt with or applied (such as finance or law), and services rendered (such
as counseling or repairing)
3. Information is also collected regarding
performance standards (in terms of quantity, quality, or speed for each job
duty, for instance) by which an employee in this job will be evaluated.
4. Included here is information about such matters as
physical working conditions, work schedule, and the organizational and
social context-for instance, in terms of the number of people with whom
the employee would normally have to interact. Also included here might be
information regarding incentives for doing the job.
5. Finally, information is usually compiled
regarding human requirements of the job, such as job-related knowledge
or skills (education, training, work experience) and required personal
attributes (aptitudes, physical characteristics, personality, interests).
Work activities performed
How, why, when activity is performed
Communicating, decision making, and
Other physical job demands, e.g., lifting
Products made
Knowledge dealt with / applied
Services rendered
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Quantity, quality, speed
Used to evaluate employee performance
Job analysis provides information about what
the job entails and what human characteristics are required to carry out these
activities. Such job description and job specification information is used to
decide what sort of people to recruit and hire.
Job analysis information is also essential for estimating the
value of and appropriate compensation for each job. This is so because
compensation. (such as salary and bonus) usually depends on the job’s
required skill and education level, safety hazards, degree of responsibility and
so on-all factors that are assessed through job analysis. Job analysis provides
the information determining the relative worth of each job so that each job can
be classified.
Job analysis information is also used for designing training and
development programs because the analysis and resulting job description
show the skills-and therefore training-that are required.
A performance appraisal compares each employee’s
actual performance with his or her performance standards. It is often through
job analysis that experts determine the standards to be achieved and the
specific activities to be performed.
JOB ANALYSIS = Process of defining jobs in terms of tasks, behaviors and
personal requirements.
1. In this method the job analyst actually performs the
job in question. The analyst, thus, receives first hand experience of
contextual factors on the job including physical hazards, social demands,
emotional pressures and mental requirements. This method is useful for
jobs that can be easily learned. It is not suitable for jobs that are
hazardous (e.g., fire fighters) or for jobs that require extensive training
(e.g., doctors, pharmacists).
2. The analyst observes the worker(s) doing the job.
The tasks performed, the pace at which activities are done, the working
conditions, etc., are observed during a complete work cycle. During
observation, certain precautions should be taken
a. The analyst must observe average workers during average
conditions.
Performance standards
Recruitment and Selection :–
Compensation :–
Training :–
Performance Appraisal :–
Methods of Collecting Job Analysis Data
Job performance :–
Personal observation :–
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Scope of Job Analysis :–
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b. The analyst should observe without getting directly involved in the
job.
c. The analyst must make note of the specific job needs and not the
behaviours specific to particular workers.
3. The critical incident technique (CIT) is a qualitative
approach to job analysis used to obtain specific, behaviorally focused
descriptions of work or other activities. Here the job holders are asked to
describe several incidents based on their past experience. The incidents so
collected are analysed and classified according to the job areas they
describe. The job requirements will become clear once the analyst draws
the line between effective and ineffective behaviours of workers on the job.
4. The interview method consists of asking questions to both
incumbents and supervisors in either an individual or a group setting. The
reason behind the use of this method is that jobholders are most familiar
with the job and can supplement the information obtained through
observation. Workers know the specific duties of the job and supervisors
are aware of the job’s relationship to the rest of the organisation.
5. The questionnaire is a widely used method of
analysing jobs and work. Here the jobholders are given a properly
designed questionnaire aimed at eliciting relevant job-related
information. After completion, the questionnaires are handed over to
supervisors. The supervisors can seek further clarifications on various
items by talking to the jobholders directly. After everything is finalised, the
data is given to the job analyst.
meaningful, discrete, unit of work activity generally performed on job
by one worker within some limited time period; represents composite of
methods, procedures, and techniques
area of work that includes several distinct tasks - e.g., preparing
operating room for surgery, monitoring patient
Position - set of tasks and duties performed by single individual, Chief surgical
nurse
group of positions that is identical with respect to their major significant
tasks; sufficiently alike to be covered by single analysis - surgical nurse
general class of jobs - nurses
sequence of jobs held by individual throughout lifetime
Ans. It is a process of finding and attracting capable applicants
Critical incidents :–
Interview :–
Questionnaire method :–
Important Terms :–
Task :–
Duty :–
Job :–
Occupation :–
Career :–
Q. What are the sources of manpower searching? Explain each of them
with there merits & demerits.
Recruitment :–
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for employment. The process begins when new recruits are sought and it ends
when their proper applicants are submitted. The result is pool of applicants
from which new employees are selected. Then process extends to screening of
applicants. In simple terms recruitment is understood as the process of
searching for manpower and obtaining applicants for jobs from among whom
right manpower can be selected.
Recruitment & Selection are required for manpower searching. Specifically
these require-:
1. Doing employment planning and forecasting to determine the duties of the
positions to be filled.
2. Building a pool of candidates for these jobs by recruiting internal or
external Candidates.
3. Having the applicants fill out application forms and perhaps undergo an
initial screening interview.
4. Utilizing various selection techniques such as tests, background
investigations, and physical exams to identify viable job candidates.
5. Sending to the supervisor responsible for the job one or more viable job
candidates.
6. Having the candidate go through one or more selection interviews with the
supervisor and other relevant parties for the purpose of finally
determining to which candidate an offer should be made.
Selection of a particular source of manpower supply depends on several factors
enumerated below :–
We must understand that the first problem is to identify outside sources.
Normally, following external sources are utilized for different positions :–
Advertisement is the most effective means to search
potential employees from outside the organisation. Employment
advertisement in journals, newspapers, bulletins, etc., is quite common in
our country.
Many organisations get the information about
the prospective candidates through employment agencies. In our country,
two types of employment agencies are operating: public employment
agencies and private employment agencies. Though both of these perform
activities regarding employment suggestions to their clients, often they
differ considerably
There are employment exchanges
run by the government almost in all districts. The employment
seekers get themselves registered with these exchanges. Normally,
External Sources :–
1. Advertisement :–
2. Employment Agencies :–
a. Public Employment Agencies :–
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such exchanges provide candidates for lower positions like semi-
skilled and skilled workers, and lower-level operatives like clerks,
junior supervisors, etc.
There are many consultancy and
employment agencies like ABC Consultants, A.F. Ferguson and
Company, Personnel and Productivity Services, S.B. Billimoria and
Company, etc., which provide employment services particularly for
selecting higher level and middle level executives. These agencies
also undertake total functions of recruiting and selecting personnel
on behalf of various organisations. They charge fees for this purpose.
Many organisations conduct preliminary
search of prospective employees by conducting interviews at the
campuses of various institutes, universities, and colleges. This source is
quite useful for selecting people to the posts of management trainees,
technical supervisor, scientist, and technicians
Many organisations take people on deputation from other
organisations. Such people are given choice either to return to their
original organisation after a certain time or to opt for the present
organisation. At the initial development of public sector organisations,
this source was quite common for filling managerial vacancies in these
organisations. People from civil and defense services were put on
deputation in these organisations. Organisations promoted by various
industrial groups also use this source to fill up higher managerial
positions. People working in one organisation are deputed in another
belonging to the same industrial house.
Employee recommendations can be
considered to employ personnel particularly at the lower levels. The idea
behind employee recommendations as a source of potential applicants is
that the present employees may have specific knowledge of the individuals
who may be their friends, relatives, or acquaintances. If the present
employees are reasonably satisfied with their jobs, they communicate
these feelings to many persons in their communities.
In many organisations, labour unions are used as
source of manpower supply, though at the lower levels. Many such union
leaders whose styles are cooperative and constructive can be promoted to
supervisory level.
The concept of gate hiring is to select people who approach
on their own for employment in the organisation. This happens mostly in
the case of unskilled and semi-skilled workers.
:– This is a method of filling vacancies from
within through transfers and promotions.
b. Private Employment Agencies :–
3. On Campus Recruitment :–
4. Deputation :–
5. Employee Recommendations :–
6. Labour Unions :–
7. Gate Hiring :–
Internal Sources :–
1. Promotions and Transfers
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A transfer is a lateral movement within the same grade, from one job to
another. It may lead to changes in duties and responsibilities, working
conditions, etc., but not necessarily salary. Promotion, on the other hand,
involves movement of employee from a lower level position to a higher-level
position accompanied by (usually) changes in duties, responsibilities,
status and value.
Job posting is another way of hiring people from within. In
this method, the organization publicizes job openings on bulletin boards,
electronic media and similar outlets. One of the important advantages of
this method is that it offers a chance to highly qualified applicants working
within the company to look for growth opportunities within the company
without looking for greener pastures outside.
Employee referral means using personal contacts
to locate job opportunities. It is a recommendation from a current
employee regarding a job applicant.
Persons who are already working in an organization
constitute the ‘internal sources’ are retrenched employees, retired
employees, dependents of deceased employees may also constitute the
internal sources. Whenever any vacancy arises, someone from within the
organisation is upgraded, transferred, promoted or even demoted.
The cost of recruiting internal candidates is minimal. No
expenses are incurred on advertising.
The organization can pick the right-candidates having the
requisite skills. The candidates can choose a right vacancy where their
talents can be fully utilized.
The organization has knowledge about the suitability of a
candidate for a position. ‘Known devils are better than unknown angels!’
A policy of preferring people from within offers regular
promotional avenues for employees. It motivates them to work hard and
earn promotions. They will work with loyalty, commitment and
enthusiasm.
The organization is forced to select candidates from a
limited pool. It may have to sacrifice quality and settle down for less
qualified candidates.
It discourages entry for talented people, available outside
an organization. Existing employees may fail to behave in innovative ways
and inject necessary dynamism to enterprise activities.
2. Job Posting :–
3. Employee Referrals :–
:–
A. Internal Sources :–
Merits :–
1. Economical :–
2. Suitable :–
3. Reliable :–
4. Satisfying :–
Demerits :–
1. Limited Choice :–
2. Inbreeding :–
Merits & Demerits
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3. Inefficiency :–
4. Bone of contention :–
B. External Sources :–
Merits :–
1. Wide choice :–
2. Motivational force :–
3. Long-term benefits :–
4. Injection of fresh blood :–
Demerits :–
1. Expensive :–
Time consuming :
2. De-motivating :–
3. Uncertainty :–
Promotions based on length of service rather than merit,
may prove to be a blessing for inefficient candidates. They do not work
hard and prove their worth.
Recruitment from within may lead to infighting
among employees aspiring for limited, higher level positions in an
organization. As years roll by, the race for premium positions may end up
on a bitter note.
External sources lie outside an organization. Here the
organization can have the services of: (a) Employees working in other
organizations; (b) Job aspirants registered with employment exchanges; (c)
Students from reputed educational institutions; (d) candidates referred by
unions, friends, relatives and existing employees; (e) candidates forwarded by
search firms and contractors; (f) Candidates responding to the advertisements,
issued by the organization; and (g) Unsolicited applications/ walk-ins.
The organization has the freedom to select candidates
from a large pool. Persons with requisite qualifications could be picked up.
It helps in motivating internal employees to work
hard and compete with external candidates while seeking career growth.
Such a competitive atmosphere would help an employee to work to the
best of his abilities.
Talented people could join the ranks, new ideas
could find meaningful expression, a competitive atmosphere would
compel people to give out their best and earn rewards, etc.
People with special skills and knowledge could
be hired to stir up the existing employees and pave the way for innovative
ways of working.
Hiring costs could go up substantially. Tapping multifarious
sources of recruitment is not an easy task either.
It takes time to advertise, screen, to test and to select
suitable employees. Where suitable ones are not available, the process
has to be repeated.
Existing employees who have put in considerable
service may resist the process of filling up vacancies from outside. The
feeling that their services have not been recognized by the organization,
forces them to work with less enthusiasm and motivation.
There is no guarantee that the organization, ultimately,
will be able to hire the services of suitable candidates. It may end up hiring
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someone who does not ‘fit’ and who may not be able to adjust in the new
set-up.
This is a method of filling vacacies from with
in through transfers and promotions .Transfer is a lateral moment within
the same grade from one job to another leading to change in duties
responsibilities and wrong conditions but not necessarily the salary. The
promotion on the other hand involves movement of employees from a
lower level position to a high level position, accompanied by change in
duty, stand by values ,Responsibilities and salary and perks also.
It is the another way of hiring the people within. In this
method organization publishes job openings in bulletin boards, electronic
media and similar cutlets .One of the most important advantage of this
method is that it offers a change to highly qualified applicats working
within the company to look for growth opportunities within the company
without looking out.
Employee refrals means using personal contacts to
locate job opportunities. It is a recommendation from a current employee
regarding a job applicant. The logic behind it is that it takes out to know
one employee working in an organization are encouraged to recommend
the names of some potential and outstanding friends and tell them
working in other organization, for a possible vacancy in near future.In fact
this has become a popular way of man power search in highly competitive
management field and IT industry now a days.
It is a method of searching man power and
recruiting work force by visiting and participating in campus of colleges
,institutions and universities and their placement cells and centers .Here
recruiters visits highly reputed educational institutions colleages, and
universities with a view to pick up job aspirants
Having requisite technical and professional skills along with good
academic approach .Students (job seekers) are provided information
about jobs and recruiters int turn get a snapshot of job seekers through
constant inter change of information with respective institutions. A
preliminary screening is done at campus and shortlisted students are
then called for selection process campus recruiting steps should be taken
by human resource dept to ensure that recuiters acknowledge connecting
the jobs that are to be filled.
Method of Recruitement
A.Internal Method :–
B. DIRECT METHODS :–
1. Promotions and Transfers :–
2. Job Posting :–
3. Employee Refrals :–
1. Campus Requirement :–
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But some common mistakes are generally made in campus recruiting :–
The recruiters is not professionally trained in intevewing
The recruiters does not have authority to make decision of hirirng.
The recruiters does not get involved in development of new employee
The actual plan visit is mishandled
There are some guideline for campus recruiting:-
Identify the potential candidate early
Use various means to attract potential and outstanding candidate
Use effective recruiting materials
Offer training to campus interview to trained them to answer specific
questions of students and candidate
Come out with a competitive offer
These constitute a popular and most common method of
seeking recruiters as many as recruiters prefer advertisement in newspaper of
their wide reach and scenario. This include want ads in newpaper, trade,
professional and tech. journals and radios and television. Nowadays this
medium has become just as colorful lively and imaginative as consumer
advertising
The want ads describe the job benifets identify the employer, job
responsibility, packages & prospect in organization alongwith the way to apply.
this method is suitable(a) when organisation intends to reach large targets
group(b) It want a fairly good number of talented people, who are geographically
spread out advertisement must be effectively drafted before publishing or
releasing. Experience advertiser use four points called AIDA-: A stands for
attention, I stands for interest, D stands for desire, A stand for action.
A search firm is a private
employment agencies that maintains list of qualified applicants supplies
these to employers willing to hire manpower from the list for a fee and vice
versa. These search firms provide services to both recruiters & recruits.
Employment exchanges have been set up all
over the country under employment exchange act 1959 which applies to
all industrial establishment. It require to notify vacancies before filling.
The employment exchange act as a link between employers & prospective
employees.
Gate hiring where job seekers generally blue
collars present themselves at factory gate & offer their services on daily
basis, hiring through contractors & recruiting through word of mouth
publicity are still in use despite misuse.
C. INDIRECT METHOD :–
D. Third party Method
Advertisement :–
:–
1 Private Manpower Search Firms :–
2. Employment Exchanges :–
3. Gate Hiring &contractors :–
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4. Walk in :–
Recruitment policies :–
In the recruitment companies will :–
The company will not :–
Q. What is selection? What are objectives of selection? What are types of
selection devices & explain its process also.
Definition :–
Objectives of the selection process :–
1. Screening of Applications :–
The most common & least expensive approach for candidates is
direct application in which jobseekers submit unsolicted application
letters or Resumes.
a. Advertise all vacancies internally.
b. Respond to every applicant of job without delay.
c. Process all applications with efficiency & courtsy
d. Inform all applicants the basic details of job alongwith conditions.
e. Ensure that every person invited for interview will be given fair
dealing & through hearing.
a. Discriminate unfairly against potential candidates on basis of
religion , caste etc
b. Knowingly make any false claim in recruitment adv.
Ans.
“Selection is the process of differentiating between applicants in order to
identify (and hire) those with a greater likelihood of success in a job”.
Selection is the process of gathering information about applicants for a position
and then using that information to choose the most appropriate applicant.
1.Gather as much relevant information as possible
2.Organize and evaluate the information
3.Assess each candidate in order to:
(i) Forecast performance on the job, and
(ii) Give information to applicants, so that
(iii) They can judge whether or not they wish to accept an offer of
employment.
Prospective employees have to fill up some
sort of application form. These forms have a variety of information about
the applicants like their bio-data, achievements, experience, etc.
Selection Process :–
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2. Selection Tests :–
Types of Test :–
I Achievement Test :–
II Intelligence Test :–
III Personality Test :–
IV Aptitude test
V. Interest Test
Many organizations hold different kinds of selection
tests to know more about the candidates or to reject the candidates who
cannot be called for interview, etc. Selection tests normally supplement
the information provided in application forms. Such forms may contain
factual information about candidates. Selection tests may give
information about their aptitude, interest, personality etc, which cannot
be known by application forms.
It is also called performance test or trade test.
Achievement is concerned with what one has accomplished. When
candidates claim that they have done certain things and know these, the
achievement test may be conducted to measure how well the candidates
know these.
Intelligence test tries to measure the level of
intelligence of a candidate. This test generally includes verbal
comprehension, word fluency, memory, inductive, reasoning, number
facility, speed of perception, spatial, visualization, etc.
The personality test is administered to predict
performance success for jobs that require dealing with people, or jobs that
are essentially supervisory or managerial in character. Dimensions of
personality such as interpersonal competence, dominance-submission,
extroversion-introversion, self-confidence, leadership ability, patience,
and ambition can be measured through personality tests.
is used for measuring human performance characteristics
related to the possible development of proficiency on specific jobs. These
basic characteristics can be thought of as aptitudes. As such, aptitude
test measures the latent or potential characteristics to do something,
provided proper environment and’ training are provided to the individuals.
This test is more valid when the applicants have no experience or very little
experience along the lines of the jobs. Specific tests have been developed
for jobs that require clerical, mechanical, spatial relationships, and
manual dexterity, abilities and skills. However, aptitude test does not
measure motivation. Since on-the-job motivation is found to be more
important than aptitude for the job, aptitude test is supplemented by
interest tests.
Interest test is designed to discover a person’s area of
interest, and to identify the kind of jobs that will satisfy him. It is assumed
that a person who is interested in a job can do much better than the
person who is not interested. Interest test generally measures interest in
outdoor activities, mechanical, computational, scientific, persuasive,
artistic, literary, musical, clerical, social services, etc.
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3. Interviews :–
Role of Interview :–
1.
2.
3.
4. Checking Of References :–
5. Physical Examination :–
6. Approval by Appropriate Authority :–
Selection tests are normally followed by personal interview
of the candidates. The basic idea is to find out overall suitability of candidates
for the jobs. It also provides opportunity to give relevant information about the
organization to the candidates. In many cases, interview of preliminary nature
can be conducted before the selection tests.
We must try and understand that interviews are so
essential in the selection process that many times, selection of the candidates
is made on the basis of interview alone. If handled properly, interview
contributes in, the following, ways:
It is the only method of direct contact between the candidates and the
employer in which the employer can see a candidate in” action-how he
looks, his manner, his wearing, his appearance, etc., method of
interaction and answering, etc.
Many of the information can be sought through the interview, which may
not be available in application form, or cannot be disclosed by the
selection tests, such as: family background, future plans; etc.
The ‘interview can be used as a tool for giving information about the
organization, its policies, nature of the work to be performed by the
candidate salary and other benefits to be offered. Negotiations, if any,
about the salary and- perks to be offered to the candidate can also be
undertaken.
Hence we should remember that interview can be used ‘as a method to
promote goodwill among the candidates by offering courtesy, by providing
vocational literature, by constructive suggestions, and by showing
interest in them.
Many organizations ask the candidates to
provide the names of referees from whom more information about the
candidates can be solicited. Such information may be related to character,
working, etc.
Physical examination is carried out to ascertain
the physical standards and fitness of prospective employees.
On the basis of the above steps,
suitable candidates are recommended for selection by the selection
committee or personnel department. Though such a, committee or
personnel department may have authority to select the candidates finally,
often it has staff authority to recommend the candidates for selection to
the appropriate authority. Organizations may designate the various
authorities for approval of final selection of candidates for different
categories of candidates. Thus, for top-level managers, Board of Directors
may be approving authority; for lower levels, even functional heads
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concerned may be approving authority. In university, it may be
syndicate/executive committee. When the approvals received, the
candidate are informed about their selection and asked to report for duty
to specified persons.
After all the formalities are completed, the candidates are
placed on their jobs initially on probation basis. The probation period may
range from three months to two years. During this period, they are
observed keenly, and when they complete this period successfully, they
become the permanent employees of the organization. After a candidate is
selected for employment, he is placed on the job.
Ans. is the process of acquainting new employees with the
organization. Orientation topics range from such basic items as the location of
the company cafeteria to such concerns as various career paths within the
firm.
Hence we can say that induction or orientation is the process through which a
new employee is introduced to the job and the organization. In the words of
Armstrong, induction is “the process of receiving and welcoming an employee
when he first joins a company and giving him the basic information he needs to
settle down quickly and start work.
Induction serves the following purposes:
A newcomer steps into an organization as a stranger. He
is new to the people, workplace and work environment. He is not very sure
about what he is supposed to do. Induction helps a new employee
overcome such fears and perform better on the job.
Another purpose of induction is to make
the newcomer feel at home and develop a sense of pride in the
organization.
Induction serves as a valuable
source of information to new recruits. It classifies many things through
employee manuals/handbook. Informal discussions with colleagues may
also clear the fog surrounding certain issues. The basic purpose of
induction is to communicate specific job requirements to the employee,
put him at ease and make him feel confident about his abilities.
The HR department may initiate the following steps while organizing the
induction programme:
7. Placement :–
Q. What is orientation? Why orientation is necessary? What are steps in
orientation programme? Explain with examples.
Orientation
a. Removes fears :–
b. Creates a good impression :–
c. Act as a valuable source of information :–
Steps in Induction Programme :–
Objectives :–
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1. Welcome to the organization
2. Explain about the company.
3. Show the location, department where the new recruit will work. .
4. Give the company’s manual to the new recruit.
5. Provide details about various work groups and the extent of unionism
within the company.
6. Give details about pay, benefits, holidays, leave, etc. Emphasize the
importance of attendance or punctuality.
7. Explain about future training opportunities and career prospects.
8. Clarify doubts, by encouraging the employee to come out with
questions.
9. Take the employee on a guided tour of buildings, facilities, etc. Hand
him over to his supervisor.
Content :–
The areas covered in employee induction programme may be stated as follows:
History of company
Names and titles of key executives.
Employees’ title and department.
Layout of physical facilities
Probationary period
Products/services offered
Overview of production process
Company policy and rules
Disciplinary procedures
Safety steps
Employees’ handbook
Pay scales, pay days
Vacations, holidays
Rest pauses
Training Avenues
Counseling
Insurance, medical, recreation, retirement benefit
To supervisors
To co-workers
To trainers
To employee counselor
Job location
1. Organizational issues :–
2. Employee benefits :–
3. Introductions :–
4. Job duties
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Job tasks
Job safety needs
Overview of jobs
Job objectives
Relationship with other jobs
Socialization is a process through which a new recruit begins
to understand and accept the values, norms and beliefs held by others in the
organization. HR department representatives help new recruits to internalize
the way things are done in the organization”. Orientation helps the newcomers
to interact freely with employees working at various levels and learn behaviors
that are acceptable. Through such formal and informal interaction and
discussion, newcomers begin to understand how the department/ company is
run, who holds power and who does not, who is politically active within the
department, how to behave in the company, what is expected of them, etc. In
short, if the new recruits wish to survive and prosper in their new work home,
they must soon come to ‘know the ropes’.
The company takes its new entrants through a structured induction-
training program. The one-day Programme includes a briefing on the
company’s market position, The business it is in, its functioning style, its
organizational structure and its HR policies. The entrants are also familiarized
with what others do before being deputed to their own departments. A six-
month behavioral training is also offered in team building, self-development,
customer-sensitivity etc. Finally, the recruits are put through an appraisal
process to gauge fitment and progress.
The company customizes its initiation programs to suit the
profile of the new recruit. For engineers, the programme is offered in four parts:
(1) familiarize with various functions and meet division heads (ii) work on shop
floor (iii) work at various other departments (iv) work finally in departments for
about 2 months, where they will eventually work.
The management trainees are picked up from
premium B- schools and undergo introduction training for about 6 months.
During this period, the trainees see me in the various divisions of the bank to
get a holistic view of the bank’s operations, and get a chance to meet each of the
bank’s business heads. A two-day session dedicated to team building is also
conducted thereafter. After taking charge of the job, the new recruits have to
attend a review session about the job itself.
Ans. Career planning is the process by which one selects career
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Socialization :–
Employee Induction Programme :– Three Examples
Aptech :–
Maruti Udyog :–
Standard Chartered Bank :–
Q. What is career planning? Why it is necessary? How we plan & develop
career? What are advantages & disadvantages of career planning &
development?
Meaning :–
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goals and the path to these goals. Career development is those personal
improvements one undertakes to achieve a personal career plan. Career
management is the process of designing and implementing goals, plans and
strategies to enable the organization to satisfy employee needs while allowing
individuals to achieve their career goals. So, due to this career planning and
development is necessary to each and every employee in an organization. The
need of career planning and development is felt in each and every organization
of today’s global world.
Career Planning is necessary due to the following reasons :–
1. To attract competent persons and to retain them in the organization.
2. To provide suitable promotional opportunities.
3. To enable the employees to develop and take them ready to meet the future
challenges.
4. To increase the utilization of managerial reserves within an organization.
5. To correct employee placement.
6. To reduce employee dissatisfaction and turnover.
7. To improve motivation and morale.
The following are the steps in Career Planning and Development :–
1. Analysis of individual skills, knowledge, abilities, aptitudes etc.
2. Analysis of career opportunities both within and outside the organization.
3. Analysis of career demands on the incumbent in terms of skills,
knowledge, abilities, aptitude etc., and in terms of qualifications,
experience and training received etc.
4. Relating specific jobs to different career opportunities.
5. Establishing realistic goals both short-term and long-term.
6. Formulating career strategy covering areas of change and adjustment.
7. Preparing and implementing action plan including acquiring resources for
achieving goals.
There are four steps in establishing a career development system. They are :–
Defining the present system i.e. this step involves in the
conducting a needs assessment as in a training programme.
The needs of the career system must be linked with the
interventions. An ideal career development system known as the vision
links the needs with the interventions.
-An action plan should be formulated in order to achieve
the vision. The support of the top management should be obtained in this
process.
Need for Career Planning :–
Process of Career Planning and Development :–
Steps involved in Career Development System :–
1. Needs :–
2. Vision :–
3. Action Plan :–
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4. Results :–
The above points can further elaborated in the following way :–
Step 1 :– Needs: Defining the present system
Step 2 :– Vision: Determining New Directions and Possibilities
Step 3 Action Plan: Deciding on practical first steps
Step 4 :– Results: Maintaining the change
Advantages of Career Planning and Development
For Individuals :–
Career development programme should be integrated with the
organization’s on-going employee training and management development
programmes. The programme should be evaluated from time to time in
order to revise the programme.
a. Establish roles and responsibilities of employees, managers, and the
organization.
b. Identify needs; establish target groups.
c. Establish cultural parameters; determine organizational receptivity,
support, and commitment to career development.
d. Assess existing HR Programme or structure; consider possible links
to a career development programme.
e. Determine prior attempts at solving the problem or need.
f. Establish the mission or philosophy of the programme.
g. Design and implement needs assessment to confirm the data or
collect more data.
h. Establish indicators or criteria of success.
a. Create a long-term philosophy.
b. Establish the vision or objectives of the programme.
c. Design interventions for employees, managers, and the organization.
d. Organize and make available career information needed to support
the programme.
a. Assess the plan and obtain support from top management
b. Create a pilot programme
c. Assess resources and competencies.
d. Establish an advisory group.
e. Involve advisory group in data gathering, programme design,
implementation, evaluation and monitoring
a. Create long-term formalized approaches.
b. Publicize the programme.
c. Evaluate and redesign the programme and its components.
d. Consider future trends and directions for the programme.
1. The process of career planning helps the individual to have the knowledge
of various career opportunities, his priorities etc.
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2. This knowledge helps him select the career that is suitable to his life
styles, preferences, family environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be
promoted.
4. Internal promotions, upgradation and transfers motivate the employees,
boost up their morale and also result in increased job satisfaction.
5. Increased job satisfaction enhances employee commitment and creates a
sense of belongingness and loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another
organization. This will lower employee turnover.
7. It improves employee’s performance on the job by taping their potential
abilities and further employee turnover.
8. It satisfies employee esteem needs.
1. Efficient career planning and development ensures the availability of
human resources with required skill, knowledge and talent.
2. The efficient policies and practices improve the organization’s ability to
attract and retain highly skilled and talent employees.
3. The proper career planning ensures that the women and people belong to
backward communities get opportunities for growth and development.
4. The career plan continuously tries to satisfy the employee expectations
and as such minimizes employee frustration.
5. By attracting and retaining the people from different cultures, enhances
cultural diversity.
6. Protecting employees’ interest results in promoting organizational
goodwill.
With the increase in career orientation among
women, number of female employees in on increase. With this, the dual
career families have also been on increase. Consequently, one of those
family members might face the problem of transfer. This has become a
complicated problem to organization.
Some careers do not have scope for much
advancement. Employees cannot get promotions despite their career
plans and development in such jobs.
Career opportunities for certain
categories reach the declining stage due to the influence of the
technological or economic factors. Solution for such problem is career
shift.
Business process reengineering,
technological changes and business environmental factors force the
business firms to restructure the organizations by delayering and
For Organizations :–
Limitations of career planning :–
1. Dual Career Families :–
2. Low ceiling careers :–
3. Declining Career Opportunities :–
4. Downsizing/Delayering and careers :–
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downsizing. Downsizing activities result in fixing some employees, and
degrading some other employees.
(i) There is an evidence indicating
that employees who take up initial challenging jobs perform better at later
stages.
(ii) Mostly employees lack
information about career choices/options. The managers identify career
paths and succession paths. This information should be made available to
all.
(iii) Management should provide job information to
employees through job positioning. For posting the jobs organizations can
use bulletin board displays, company publications, electronic billboards
and similar means.
(iv) The assessment centers evaluate the people
regarding their ability to certain jobs. This technique helps to identify the
available skills, abilities and knowledge.
(v) Career Counseling helps employees in setting
directions, reviewing performance, identifying areas for professional
growth.
Succession may be from internal employees or external people.
Succession from internal employees is advantageous to the organization as
well as to the internal employees. Organization can buy the employees loyalty
and commitment, belongingness, shared feeling of development along with the
organization by promoting the internal employees. Employees get the benefits
of growth in the organization. The organization mostly prefers to encourage the
growth and development of its employees and as such tends to prefer
succession from within. Organizations, appraise employee’s potentialities,
identify training gaps for future vacancies, and develop them for higher and
varied jobs. The scope of succession plan would be more when the organization
grows steadily and employees have potentialities to take up higher
responsibilities.
Professionally run organizations ask their managers to identify the
internal employees having potentialities and develop them in order to occupy
their positions as and when they feel vacant. However, it is necessary to allow
the inflow of new blood also. Hence, organizations should also search for
outside talent in certain cases like when competent internal people are not
available, when major expansion, diversification and growth plans are in offing,
complete dependence on either internal source or external source not advisable
to any organization.
There are some suggestions for effective career development. They are :–
Challenging Initial Job Assignments: -
Dissemination of Career Option Information :–
Job Positioning :–
Assessment Centres :–
Career Counseling :–
Succession Planning :–
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Q. Explain Training & Development with its purpose and nature?
What are methods & techniques of training?
Training could be compared to this metaphor - if I miss one meal in a
day, then I will starve to death. The survival of the organization
requires development throughout the ranks in order to survive, while
training makes the organization more effective and efficient in its
day-to-day operations.
‘Training
Development
Nature of Training and Development :–
Training and development need = standard performance-actual
performance
Ans. is the formal and systematic modification of behaviour through
learning which occurs as a result of education, instruction, development and
planned experience.”
is any learning activity, which is directed towards future, needs
rather than present needs, and which is concerned more with career growth
than immediate performance.
In simple terms training and development refer to the imparting of specific
skills, abilities and knowledge to an employee.It is any attempt to improve
current or future employee performance by increasing an employee’s ability to
perform through learning, usually by changing the employee’s attitude or
increasing his her skills and knowledge.
The need for training and development is determined by the employee’s
performance deficiency as follows:
The purpose of training is to:
To increase productivity and quality
To promote versatility and adaptability to new methods
To reduce the number of accidents
The purpose of training :–
UNIT – III
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To reduce labour turnover
To increase job satisfaction displaying itself in lower labour turn-over and
less absenteeism
To increase efficiency
1. Leads to improved profitability and/or more positive attitudes toward
profits orientation.
2. Improves the job knowledge and skills at all levels of the organization.
3. Improves the morale of the workforce.
4. Helps people identify with organizational goals.
5. Helps create a better corporate image.
6. Fasters authentically, openness and trust.
7. Improves the relationship between boss and subordinate.
8. Aids in organizational development.
9. Learns from the trainee.
10. Helps prepare guidelines for work.
11. Aids in understanding and carrying out organizational policies.
12. Provides information for future needs in all areas of the organization.
13. Organization gets more effective decision-making and problem solving.
14. Aids in development for promotion from within.
15. Aids in developing leadership skill, motivation, loyalty, better attitudes,
and other aspects that successful workers and mangers usually display.
16. Aids in increasing productivity and/or quality of work.
17. Helps keep costs down in many areas, e.g. production, personnel.
Administration, etc.
18. Develops a sense of responsibility to the organization for being competent
and knowledgeable.
19. Improves labor-management relations.
20. Reduces outside consulting costs by utilizing competent internal
consulting.
1. Can be a financial drain on resources; expensive development and testing,
expensive to operate?
Advantages of training :–
Disadvantages of training :–
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2. Often takes people away from their job for varying periods of time;
3. Equips staff to leave for a better job
4. Bad habits passed on
5. Narrow experience
Hamlin observed development as training of future jobs.
According to Nadler :– development is concerned with providing learning
experiences to employees so that they may be ready to move in new directions
that organisational change may require.
A limitation of training needs based solely on needs analysis that it fails to
address the development issue Development is the need to enhance
competencies beyond those required by the immediate job, for example:
Values & ethics of organisation & professional group
Sources of enthusiasm
1. Organizational objectives
2. Assessment of Training needs
3. Establishment of Training goals
4. Devising training programme
5. Implementation of training programme
6. Evaluation of results
I. The first step in the training
process in an organization is the assessment of its objectives and
strategies.
II. Needs assessment diagnosis present problems and
future challenges to be met through training and development.
Needs assessment occurs at two levels- group and individual. An
individual obviously needs training when his or her performance falls
short of standards, that is, when there is performance deficiency.
Inadequacy in performance may be due to lack of skill or knowledge or any
other problem. The problem of performance deficiency caused by absence
of skills or knowledge can be remedied by training. Faulty selection, poor
job design, improving quality of supervision, or discharge will solve the
problem.
1. Trainers may be informed about the broader needs of the training
group and their sponsoring organizations.
Development :–
Steps in the Training Process :–
Organizational Objectives and Strategies :–
Needs Assessment :–
Benefits of Needs assessment are :–
Ø
Ø
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2. The sponsoring organizations are able to reduce the perception gap
between the participant and his or her boss about their needs and
expectations from the training programmes.
3. Trainers are able to pitch their course inputs course inputs closer to
the specific needs of the participants.
III. Once training needs are
assessed, training and development goals must be established. Without
clearly set goals, it is not possible to design a training and development
programme and, after it has been implemented there will be no way of
measuring its effectiveness. Goals must be tangible, verifiable, and
measurable. This is easy where skills’ training is involved.
IV. Every training and
development programme must address certain vital issues
1. Who participates in the programme?
2. Who are the trainers?
3. What methods and techniques are to be used for training?
4. What should be the level of training?
5. What learning principles are needed?
6. Where is the program conducted?
Who are the trainers: Trainers should be selected on the basis of self-
nomination, recommendations of supervisors or by the HR department
itself. Whatever is the basis, it is advisable to have two or more target
audience. For example, rank-and-file employees and their supervisors or
by the HR department itself.
V. A multitude of methods of
training is used to train employees. Training methods are categorized into
two groups :–
(i) On the job training and
(ii) Off-the job methods.
Refers to methods that are applied in the workplace, while the employees is
actually working.
“Training that is planned and structured that takes place mainly at the normal
workstation of the trainee- although some instruction may be provided in a
special training area on site - and where a manager, supervisor, trainer or peer
colleague spends significant time with a trainee to teach a set of skills that have
been specified in advance.”
1. Tailor-made course content with use of REAL company
situations/examples.
Training and Development objectives :–
Designing Training and Development Programme :–
Methods and Techniques of training :–
On the job training :–
Advantages :–
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2. It is usually less expensive than off-job training
3. Learning will take place using the equipment which will be actually used
1. Possibility of poor instruction and insufficient time.
2. Trainee may be exposed to bad work practices.
3. A large amount of spoiled work and scrap material may be produced.
4. Valuable equipment may be damaged.
5. Training takes place under production conditions that are stressful, i.e.
noisy, busy, confusing and exposing the trainee to comments by other
workers.
1. A specialist instructor enables delivery of high quality training.
2. Wider range of facilities and equipment are available.
3. The trainee can learn the job in planned stages.
4. It is free from the pressures and distractions of company life.
5. It is easier to calculate the cost of off-job training because it is more self-
contained
6. Cross-fertilisation of ideas between different companies.
1. Can result in transfer of learning difficulties when a trainee changes from
training equipment to production equipment.
2. No training can be entirely off-job as some aspects of the task can only be
learned by doing them in the normal production setting, with its own
customs and network of personal relationships.
3. Can be more expensive.
4. Carrying out the training
Orientation training
Job-instruction training
Apprentice training
Internships and assistantships
Job rotation
Coaching
Vestibule
Lecture
Disadvantages :–
Advantages :–
Disadvantages :–
On the Job Training
Off-the –job training: are used away from workplaces.
Off-job training
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
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Special study
Films
Television
Conference or discussion
Case study
Role playing
Simulation
Programmed instruction
Laboratory training
1. This training method attempt to duplicate on-the-
job-situation in a company classroom. It is a classroom training that is
often imported with the help of the equipment and machines, which are
identical with those in use in the place of work. This technique enables the
trainees to concentrate on learning new skill rather than on performing on
actual job. This type of training is efficient to train semi-skilled personnel,
particularly when many employees have to be trained for the same kind of
work at the same time. Often used to train – bank tellers, inspectors,
machine operators, typists etc. In this, training is generally given in the
form of lectures, conferences, case studies, role-play etc.
2. In this type of training method trainer
describes and displays something, as & when he teaches an employee,
how to do something by actually performing the activity himself & going on
explaining why & what he is doing. This method is very effective in
teaching because it is much easier to show a person how to do a job than
tell him or give him instruction about a particular job. This training is
done by combination with lectures, pictures, text materials etc.
3. Lecture is a verbal presentation of information by an
instructor to a large audience. The lecture is presumed to possess a
considerable depth of knowledge of the subject at hand. A virtue of this
method is that is can be used for very large groups, and hence the cost per
trainee is low. This method is mainly used in colleges and universities,
though its application is restricted in training factory employees.
Limitations of the lecture method account for its low popularity. The
method violates the principle of learning by practice. It constitutes a one-
way communication.
There is no feedback from the audience. Continued lecturing method can
be made effective it if is combined with other methods of training.
4. Audio-visuals include television slides, overheads,
video-types and films. These can be used to provide a wide range of
realistic examples of job conditions and situations in the condensed
period of time. Further, the quality of the presentation can be controlled
and will remain equal for all training groups. But, audio-visuals constitute
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Vestibule Training :–
Demonstrations And Example :–
Lectures :–
Audio-visuals :–
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a one-way system of communication with no scope for the audience to
raise doubts for clarification. Further, there is no flexibility of presentation
from audience to audience.
5. This is method where training is offer
without the intervention of a trainer. Information is provided to the trainee
in blocks, either in a book form of through a teaching machine.
1. Presenting questions, facts, or problems to the learner
2. Allowing the person to respond
3. Providing feedback on the accuracy of his or her answers
4. If the answers are correct, the learner proceeds to the next block. If
not, he or she repeats the same.
6. this is an extension of the PI
method. CAI provides for accountability as tests are taken on the
computer so that the management can monitor each trainee’s progress
and needs. CAI training program can also be modified easily to reflect
technological innovations in the equipment for which the employee is
being trained. This training also tends to be more flexible in that trainees
can usually use the computer almost any time they want, thus get training
when they prefer.
7. This method of training is usually done in crafts,
trades and in technical areas. It is the oldest and most commonly used
method, if the training is relatively for a longer period. Here a major part of
training is spent on the job productive work. Each apprentice is given a
programme of assignments according to a pre-determined schedule,
which provide for efficient training in trade skills.
8. A simulator is any kind of equipment or technique that
duplicates as nearly as possible the actual conditions encountered on the
job. Simulation then, is an attempt to create a realistic decision-making
environment for the trainee. Simulations present likely problem
situations and decision alternatives to the trainee. The more widely held
simulation exercises are case study, role-playing and vestibule training.
9. In this method, the participating individuals confer to
discuss points of common interest to each other. It is a basic to most
participative group centered methods of developments. This emphasis on
small group discussion, on organized subject matter and on the active
participation of the members involved.
There are three types of conferences,
Here trainer guides the discussion in such a
way that the facts, principles or concepts are explained.
The instructor gets the group to pool its
Programmed Instruction (PI) :–
PI involves:–
Computer-Assisted Instruction (CAI) :–
Apprenticeship :–
Simulation :–
Conference :–
Direct discussion :–
Training Conference :–
Ø
Ø
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knowledge and past experience and brings different points of view to
bear on the problem.
In this method instructor defines the
problem, encourages and ensures the full participation in the
discussion.
10. This method is developed in at the Harvard Law School.
When the trainees are given cases to analyse, they are asked to identify the
problem and recommend tentative solution for it. The case study is
primarily useful as a training technique for supervisors and is specially
valuable as a technique of developing discussion-making skills, and for
broadening the prospective of the trainee.
In case study method the trainee is expected to master the facts, should
acquainted with the content of the case, define the objective sought in
dealing with the issues in the case, identify the problem, develop
alternative courses of action, define the controls needed to make the
action effective and role play the action to test its effectiveness and find
conditions that may limit it.
11. In role-playing trainees act out the given role as they
would be in stage play. Two or more trainees are assigned parts to play
before the nest of the class. Here role players are informed of a situation
and of the respective roles they have to pay. Sometimes after the
preliminary planning, the situation is acted out by the role players. This
method primarily involves employee-employer relationship – Hiring,
firing, discussing a grievance procedure, conducting a post appraisal
interview etc.
12. This method involves a sequence of steps
that are often set up through the central panel of an electronic computer
as guides in the performance of desired operation or series of operations.
This method involves breaking information down into meaningful units
and then arranging these in a proper way to form a logical and sequential
learning. The programme involves – presenting questions, facts or
problems to trainees to utilize the information given and the trainee
instantly receive feedback on the basis of the accuracy of his answers.
V.
1. To monitor the quality of training
2. Provide feedback
3. To appraise the overall effectiveness of the investment in training
4. To assist the development of new methods of training
5. To aid the individual evaluate his or her own learning experience.
Ø Seminar Conference :–
Case Studies :–
Role Playing :–
Programmed Instructions :–
Points in Planning Training Evaluation
Objectives of Evaluation are-:
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Methods of Evaluation :–
TYPES OF TRAINING
Various methods can be used to collect data on the outcomes of training. Some
of these are :
Comprehensive questionnaires could be used to obtain
opinion reactions, views of trainees.
Standard tests could be used to find out whether trainees have learnt
anything during and after the training.
Interviews could be conducted to find the usefulness of training
offered to operatives.
Comprehensive studies could be carried out eliciting the opinions
and judgments of trainers, superiors and peer groups about the training.
After the evaluation, the situation should be examined to identify
the probable causes for gaps in performance. The training evaluation
information. (about costs, time spent, outcomes, etc.) should be provided to the
instructors’ trainees and other parties concerned for control, correction and
improvement of trainees’ activities. The training evaluator should follow it up
sincerely so as to ensure effective implementation of the feedback report at
every stage.
1. induction or orientation training is for comforting the new
recruits to put them at ease and making them aware of everything about
work,job organization structure norms, values, rules and regulation and
technique required.
2. JIT is given to employees for giving them
necessary instruction about new technology of job.
3. This kind of training is given to accommodate rapid
change in technological knowhow and new invention in form of short term
courses or training programs.
4. Here some apprentices spend a prescribed
time of working with an expert & experienced worker as trainee.
5. It is training offered on actual equipment used on
job but conducted away from actual work.
Ans.
1. The organization and its renewal process
2. The identification of and linkage with its target publics/learner systems
through collaboration with learners and their leaders in needs
identification, assessment and analysis.
Questionnaires :–
Tests :–
Interviews :–
Studies :–
Feedback :–
Orientation :–
JIT job instruction training :–
Refresher Training :–
Apprenticeship Training :–
Vestibule Training :–
Q. Write a short note on term “organizational renewal management”.
Two Distinct Dimensions of Planning :–
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