Dibrugarh
University B. Com 3rd Sem Solved Question Papers
3
SEM TDC HRM (CBCS) C 305
Human
Resource Management Question Paper’ 2021
(Held
in January/February, 2022)
COMMERCE
(Core)
Paper:
C-305
Full
Marks: 80
Pass
Marks: 32
Time:
3 hours
The
figures in the margin indicate full marks for the questions
1. Answer the following as directed:
a) HRD develops capabilities and competencies only at the individual
level. (Write True or False) 1
Ans: False, it develops competence at individual, inter-personal,
group and organisational level to meet organisational goal.
b) Mention one of the causes of industrial disputes. 1
Ans: Union Rivalry: Most organizations have
multiple unions. Multiplicity of unions leads to interunion rivalries. If one union agrees to a wage settlement, another union
will oppose it.
c) HRD is an interdisciplinary concept. (Write True or False) 1
Ans: True
d) What do you mean by ‘induction’? 1
Ans: Induction or Orientation is a process through which
a new employee is introduced to the organisation. It is the process wherein an
employee is made to feel comfortable and at home in the organisation.
e) State two points of distinction between job description and job
specification. 2
Ans: 1. Job description is a written record of the
duties, responsibilities and requirements of a particular job. On the other
hand, the job specification states the minimum acceptable qualifications that
the incumbent must possess to perform the job successfully.
2.
It is a statement describing the job in such terms as its title, location,
duties, working conditions and hazards. The job specification identifies the
knowledge, skills, and abilities needed to do the job effectively.
f) Mention one of the basic advantages of making seniority as the
basis of promotion. 1
Ans: It develops a sense of loyalty among the employees and
the morale of the employees will be higher.
g) Promotion means decrease in rank and demotion means increase in
rank. (Write True or False) 1
Ans: False
2.
Write short notes on any four of the following (within 150 words each): 4x4=16
a) HR policies.
Ans: A policy is a predetermined course of action established to
guide the performance of work towards accepted objectives. It is a type of a
standing plan that serves to guide subordinates in the execution of their
tasks. Human resource policies are statements of human resource objectives of
an organisation and provide a board framework within which decisions on human
resource matters can be made without reference to higher authorities. Human
resource policies lay down the criteria for decision-making in the field of
human resource management.
These policies define the intentions of the
organisation in the area of human resource management. According to Yoder,
“Human resource or labour or industrial relations policy provides guidelines
for a wide variety of employment relationships in the organisation. These
guidelines identify the organisation’s intentions in recruitment, selection,
promotion, development, compensation, motivation and otherwise leading and
directing people in the working organisation. Human resource policies serve as
a road map for managers.”1 In the words of Calhoon,
“Human resource policies constitute guides to actions. They furnish the general
standards or bases on which decisions are reached. Their genesis lies in an
organisation’s values, philosophy, concepts and principles.”2
The need for human resource policies arises basically
from the fact that in order to achieve the human resource and overall
objectives of the organisation, a corporate thinking is required which will
guide decision-making at operating level. Human resource policies provide the
basis for uniformity and consistency. Sound human resource policies set the
tone for proper administration of human resource programmes so as to achieve
the objectives of the organisation.
b) Importance of Human Resource
Planning (HRP)
Ans:
Significance or need or Importance of Human Resource Planning
Human resource planning aims at fulfilling the objectives of
manpower requirement. It helps to mobilize the recruited resources for the
productive activities. The human resource planning is an important process
aiming to link business strategy and its operation. The importance of human
resource planning is as follows:
1. Future Personnel Needs: Human
resource planning is significant because it helps to determine the future personnel needs of the
organization. If an organization is facing the problem of either surplus or deficiency in staff
strength, then it is the result of the absence of effecting HR planning. All public sector enterprises find
themselves overstaffed now as they never had any planning for personnel requirement and went of
recruitment spree till late 1980’s. The problem of excess staff has become such a prominent problem
that many private sector units are resorting to VRS ‘voluntary retirement scheme’. The excess of
labor problem would have been there if the organization had good HRP system. Effective HRP system
will also enable the organization to have good succession planning.
2. Part of Strategic Planning: HRP
has become an integral part of strategic planning of strategic planning. HRP provides inputs in
strategy formulation process in terms of deciding whether the organization has got the right kind
of human resources to carry out the given strategy. HRP is also necessary during the implementation
stage in the form of deciding to make resource allocation decisions related to organization
structure, process and human resources. In some organizations HRP play as significant role as
strategic planning and HR issues are perceived as inherent in business management.
3. Creating Highly Talented Personnel:
Even though India has a great pool of educated unemployed, it is the discretion of HR manager that will enable
the company to recruit the right person
with right skills to the organization. Even the existing staff hope the job so
frequently that organization
face frequent shortage of manpower. Manpower planning in the form of skill development is required to help the
organization in dealing with this problem of skilled manpower shortage
4. International Strategies: An
international expansion strategy of an organization is facilitated to a great extent by HR planning. The HR
department’s ability to fill key jobs with foreign nationals and reassignment of employees from
within or across national borders is a major challenge that is being faced by international
business. With the growing trend towards global operation, the need for HRP will as well will be the need
to integrate HRP more closely with the organizations strategic plans. Without effective HRP and
subsequent attention to employee recruitment, selection, placement, development, and career planning, the growing
competition for foreign executives may
lead to expensive and strategically descriptive turnover among key decision
makers.
c) Objectives of Management
Development Programmes.
Ans: The programme of
executive development aims at achieving following purposes:
a) To sustain good performance of
managers throughout their careers by exploiting their full potential.
b) To understand economic, technical, and
institutional forces in order to solve business problems.
c) To acquire knowledge about problems of
human resources.
d) To think through problems which may
confront the organization now or in the future?
e) To develop responsible leaders.
f)
To
inculcate knowledge of human motivation and human relationships.
g) To increase proficiency in management
techniques such as work study, inventory control, operations research and
quality control.
d) Advantages of job evaluation.
Ans: Advantages
of Job evaluation
1.
Job evaluation is a logical and
objective technique of ranking jobs and thereby removing wages inequities.
2.
It helps in fitting new jobs at
their appropriate places in the existing wage structure.
3.
It simplifies wage
administration by making wages rates more uniform.
4.
It facilitates job redesign by
re-allocating the easy and difficult tasks equally among different jobs.
5.
It reveals jobs which require
less or more skilled workers than those already performing these jobs.
e) Fringe benefits.
Ans:
Employees are paid several benefits in addition to wages, salary, allowances
and bonus. These benefits and services are called ‘fringe benefits’ because
these are offered by the employer as a fringe. Employees of the organization
are provided several benefits and services by the employer to maintain and
promote employee’s favorable attitude towards the work and work environment. It
not only increases their morale but also motivate them. These provided benefits
and services forms the part of salary and are generally refereed as fringe
benefits.
According to D. Belcher, “Fringe benefits are any wage cost not
directly connected with the employee’s productive effort, performance, service
or sacrifice”.
These are indirect compensation as they are extended condition of
employment and are not related to performance directly.
Kinds of
Fringe Benefits
The various organizations in India offer fringe benefits that may
be categorized as follows:
1) Old Age and Retirement Benefits: These include provident fund
schemes, pension schemes, gratuity
and medical benefits which are provided to employee after their retirement and
during old age as a sense of
security about their old age.
2) Workman’s Compensation: These benefits are provided to employee
if they are got ignored or die under the working conditions and the sole
responsibility is of the employer.
3) Employee Security: Regular wage and salary is given to employee
that gives a feeling of security. Other than this compensation is also given if
there is lay-off or retrenchment in an organization.
Also Read: Papers and Solutions for Dibrugarh University B.Com 3rd Sem
Human Resource Management Question Papers (CBCS Pattern): 2020 2021 (Held in 2022)
Human Resource Management Solved Papers (CBCS Pattern): 2020 2021 (Held in 2022
Human Resource Management Question Papers (NON CBCS Pattern): Nov' 2012 Nov' 2013 Nov'2014 Nov'2015 Nov'2016 Nov'2017 Nov'2018 Nov' 2019
Human Resource Management Solved Papers (NON CBCS Pattern): 2012 2013 2014 2015 2016 2017 2018
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3.
(a) Explain the meaning of human resource. Examine the role of HR managers in a
changing economic scenario. 4+8=12
Ans: Organisations are made up of people and function through
people. Without people organisations cannot exist. The resources of men, money,
materials and machinery are collected, coordinated and utilised through people.
Therefore, people are the most significant resource of any organisation.
According to LF Urwick,” Business houses are made or
broken in the long run not by markets or capital, patents or equipment but by
men.” Of all the resources manpower is the only resource which does not
depreciate, with the passage of time. This resource is called human resource.
Simply human resource represents the people at work.
They are the sum-total of the inherent abilities, acquired knowledge and skills
as exemplified in the talents and aptitudes of its employees.
Role of
Human Resource Manager (HR Manager):
HR also plays significant role in managing finances and managing
information systems. HR manager also
plays a vital role. His roles include role of conscience, of a counsellor, a
mediator, a company spokesman, a problem solver and a change agent.
1. The Conscience Role: HR manager
plays an important role of reminding the management its morals and obligations
towards its employees.
2. The Counsellor: An important role of the HR manager is
that of a counsellor. Whenever an employee is dissatisfied with the job he
approaches the HR manager for counselling and guidance.
An employee can also approach the HR manager for counselling for
other problems related to his/her personal life which is likely to influence
his performance like, health, children education or marriage, mental and
physical problems etc. The HR manager listens to their problems and offers
suggestions to solve those problems.
3. The Mediator: In any organisation, there are times
when there are differences of opinion and misunderstanding between the
management and the employee or between employees themselves. Here, HR manager
acts as a mediator, a peace-maker and a communication link between them.
4. As
a Specialist: Human resource manager is an expert.
As a specialist, he advises the heads of different functional departments on
various aspects of human resource management, such as human resource planning,
recruitment, selection, orientation, training, appraisal, compensation, etc.
With his counsel and suggestions, functional managers can perform these
functions successfully. The human resource manager should provide information,
suggestions and assistance in such a way that he is considered a source of help
rather than a source of threat to line managers. He should earn their
confidence and goodwill. Staff assistance is likely to be effective when it is
wanted rather than when imposed.
5. The Spokesman: HR manager acts as a spokesperson
within the company, as well as are representative of the company.
6. The Change Agent: Change is something always resisted by
the employees. HR manager acts as a change agent in order to bring about a
change on the existing system or an introduction of a new system.
7. As
a Controller: The human resource manager assists
line managers in effective implementation of human resource policies and
programmes. His advice and service is essential for monitoring and controlling
the progress. As an arm of the top management, the human resource manager
ensures that the human resource policies and procedures approved and adopted by
the management are being consistently carried out in all the departments.
8. The Problem Solver: HR
manager acts as a problem solver with respect to the issues that involve human
resources management and over all long range organisational planning.
9. As
a Housekeeper: The human resource manager looks
after the safety, health, welfare, etc. of employees.
10. As a Fire Fighter: In union-management
relations, the human resource manager acts as a shock absorber. He is the
management’s defence against trade union activists. He acts as a trouble
shooter.
Or
(b)
Explain the concept of HRIS and its significance in a dynamic global
environment. 4+8=12
Ans:
A human resource information system (HRIS) is software that provides a
centralized repository of employee master data that the human resource
management (HRM) group needs for completing core human resource (core HR)
processes.
An HRIS stores, processes and manages employee data, such as
names, addresses, national IDs or Social Security numbers, visa or work permit
information, and information about dependents. It typically also provides HR
functions such as recruiting, applicant tracking, time and attendance
management, performance appraisals and benefits administration. It may also
feature employee self-service functions, and perhaps even accounting functions.
In some ways, an HRIS can be considered a smart database of
employee information. The interaction of the data, the processes that can be
performed and the reporting capabilities make the data stored in the system
more accessible and usable.
Advantages and
Uses of Computerised Human Resource Information System
Human resource information system refers to the system
of gathering, classifying, processing, recording and disseminating the
information required for efficient and effective management of human resources
in an organisation. Need for such a system arises due to several factors.
First, large organisations employ a very large number of people. It becomes
necessary to employ data based technology for tackling human resource problems.
Second, in a geographically dispersed company every office requires timely and
accurate information for manpower management. If information is stored in
multiple locations, cost and inaccuracy will increase. Third, modern day
compensation package is complex consisting of many allowances and deductions.
Fourth, an employer has to comply with several labour laws. A computerised
information system would store and retrieve data quickly and correctly enabling
the employer to comply with statutory requirements. Fifth, with the help of a
computerised human resource information system employee records and files can
be integrated for fast retrieval, cross referencing and forecasting. The system
should be oriented towards decision-making rather than towards record-keeping.
Lastly, necessary flexibility for adaptation to changes in environment can be
built into a mechanized information system. In the field of human resource
management, information system has been limited to payroll preparation, job
status and work history, reports of new hires, terminations and insurance
payments, Gradually, progressive companies have started applying computerised
information systems in the area of collective bargaining, employee manuals,
training, performance appraisal, etc. Shows that computer based information
systems can be used in almost all the functions of human resource management.
A sound HRIS can offer the following advantages:
(1) Clear definition of goals.
(2) Reduction in the amount and cost of stored human
resource data.
(3) Availability of timely and accurate information
about human assets.
(4) Development of performance standards for the human
resource division.
(5) More meaningful career planning and counselling at
all levels.
(6) Individual development through linkage between
performance, rewards and job training.
(7) Higher capability to quickly and effectively staff
project teams for problem solving.
(8) Implementation of training programmes based on
knowledge of organisational needs.
(9) Ability to respond to ever changing statutory and
other environment.
(10) High status for the human resource functions due
to its capability for strategic planning within the total organisation.
4.
(a) What is Job Analysis? Elaborate the process of job analysis. 3+8=11
Ans: The process of
studying and collecting informations relating to the operations and
responsibilities of a specific job is called job analysis. The immediate
product of this analysis are job description and job specification.
It analyze the content &
characteristics of the job and requirements/ qualifications needed to perform
those jobs.
According to Michael L. Jucius, “Job
analysis refers to the process of studying the operations, duties and
organizational aspects of jobs in order to derive specifications or as they
called by some, job descriptions.”
According to DeCenzo and P. Robbins, “A
job analysis is a systematic exploration of the activities within a job. It is
a basic technical procedure, one that is used to define the duties,
responsibilities, and accountabilities of a job.”
Thus, job analysis involves the process of identifying the nature
of a job (job description) and the qualities of the likely job holder (job
specification).
Steps in Job Analysis
The various steps of job analysis are given below:
1. Determine the Use of the Job Analysis Information: Start
by identifying the use to which the information will be put, since this will
determine the type of data you collect and the technique you use to collect
them.
2. Collection of Background Information: According
to Terry, “The make-up of a job, its relation to other jobs, and its
requirements for competent performance are essential information needed for a
job evaluation. This information can be had by reviewing available background
information.
3. Selection of Jobs for Analysis: To
do job analysis is a costly and time consuming process. It is hence, necessary
to select a representative sample of jobs for purposes of analysis. Priorities
of various jobs can also be determined. A job may be selected because it has
undergone undocumented changes in job content. The request for analysis of a
job may originate with the employee, supervisor, or a manager.
4. When
the employee requests an analysis it is usually because new job demands have
not been reflected in changes in wages. Employee’s salaries are, in part, based
upon the nature of the work that they perform. Some organizations establish a time cycle for the analysis of each job.
For example: A job analysis may be required for all jobs every three years. New
jobs must also be subjected to analysis.
5. Collection of Job Analysis Data: Job
data on features of the job, requited employee qualification and requirements,
should be collected either form the employees who actually perform a job; or
from other employees (such as foremen or supervisors) who watch the workers
doing a job and there by acquire knowledge about it; or from the outside
persons, known as the trade job analysis who are appointed to watch employees
performing a job. The duties of such a trade job analyst are (i) to outline the
complete scope of a job and to consider all the physical and mental activities
involved in determining what the worker does.; (ii) find out why a worker does
a job; and for this purpose he studies why each task is essential for the
overall result; and (iii) the skill factor which may be needed in the worker to
differentiate between jobs and establish the extent of the difficulty of any
job.
6. Processing the Information: Once job
analysis information has been collected, the next step is to place it in a form
that will make it useful to those charged with the various personnel functions.
Several issues arise with respect to this. First, how much detail is needed?
Second, can the job analysis information be expressed in quantitative terms?
These must be considered properly.
7. Preparing Job Descriptions and Job Classifications: Job
information which has been collected must be processed to prepare the job
description form. It is a statement showing full details of the activities of
the job. Separate job description forms may be used for various activities in
the job and may be compiled later on. The job analysis is made with the help of
these description forms. These forms may be used as reference for the future.
8. Developing Job Specifications: Job
specifications are also prepared on the basis of information collected. It is a
statement of minimum acceptable qualities of the person to be placed on the
job. It specifies the standard by which the qualities of the person are
measured. Job analyst prepares such statement taking into consideration the
skills required in performing the job properly. Such statement is used in
selecting a person matching with the job.
Or
(b)
Briefly outline the most commonly used methods of recruiting people. 11
Ans: Methods or Sources of Recruitment:
The finding out where suitable candidates are available and
informing them about the openings in the organization is the most important
aspect of recruitment process. The candidates may be available inside the
organization as well outsider it. Recruitment sources can be described as:
internal and external sources.
A. Internal Sources:
Internal source is one of the important sources of recruitment the employees
already working in the organization may be more suitable for higher jobs than
those recruited from outside. The present employees may help in the recruitment
of new persons also internal sources are discussed as follows:
1. Transfers: Transfer involves shifting of persons
from present jobs to other similar places. These don't involve any change in
rank, responsibility and prestige. The numbers of persons don't increase with
transfer but vacant posts may be attended to.
2. Promotions: Promotions
refers to shifting of persons to positions carrying better prestige, higher
responsibilities and more salaries. The higher positions falling vacant may be
filled up from within the organization. A promotion doesn't increase the number
of persons in the organization. A person going to get a higher position will
vacate his present position. Promotion avenues motivate employees to improve
their performance so that they get promotions to higher position.
3. Present
Employees: The present employees of an enterprise may be informed about likely
vacant position. The employees recommend their relations or persons intimately
known to them. Management is relieved of botheration for looking out
prospective candidates. The persons recommended by the employees will be
suitable for the job because they know the needs & requirement of various
positions. The existing employees take full responsibility for those
recommended by them and try to ensure their proper behavior and performance.
This method of recruiting employees is suitable for lower position only. It may
create nepotism and favoritism. The workers may be employees on the basis of
their recommendations and not suitability.
B.
External Sources: Every enterprise has to use external sources
for recruitment to higher positions when existing employees are not suitable.
More person is needed when expansion is undertaken. External methods are
discussed as follows.
Advertisement: Advertisement
is the best method of recruiting persons for higher and experienced jobs. The
advertisements are given in local or national press, trade or professional
journals. The requirements of jobs are given in the advertisement. The
prospective candidates evaluate themselves against the requirement of jobs
before sending their applications. Management gets a wider range of candidates
for selection. The flood of applications may create difficulties in the
process.
Employment Exchanges: Employment
Exchanges run by the government are also a good source of recruitment.
Unemployed persons get themselves registered with these exchanges. The
vacancies may be notified with the exchanges, whenever there is a need. The
exchange supplies a list of candidates fulfilling required qualification.
Exchanges are a suitable source of recruitment for filling unskilled,
semi-skilled, skilled and operative posts.
Education Institutions: The
jobs in trade and industry are becoming technical and complex. These jobs
require certain amount of educational and technical qualifications. The
employers maintain a close liaison with universities and technical
institutions. The students are spotted during the course of their studies.
Junior level, executives or managerial may be recruited in this way.
Unsolicited Applicants: Persons
in search of employment may contact employers through telephone, by post or in
person. Generally, employers with good reputation get unsolicited applications.
If an opening is there or is likely to be there, then these persons are
considered for such jobs. Personnel department may maintain a record of
unsolicited applications. When jobs suitable for these persons are available
these persons are available these are considered for employment.
Casual Callers: Management
may appoint persons who casually call on them for meeting short-term demands.
This will avoid following a regular procedure of selection. These persons are
appointed for short periods only. They need not be paid retrenchment or layoff
allowance. This method of recruitment is economical because management does not
incur a liability in pensions, insurance and fringe benefits.
Labour Contractors: It is quite common to engage contractors for
the supply of labour. When workers are required for short period and are hired
without going through the full procedure of selection etc.., contractors
maintain regular contracts with works at their places and also bring them to
the cities at their own expense. The persons hired under this system are
generally unskilled workers.
Labour Unions: Labour unions are one of the sources of external
recruitment. The job seekers are required to register with labour unions, &
the labour unions are require to supply the names of persons for filing the
vacancies. This method may encourage good co-operation between business firms
and labour unions, active participation of persons in labour unions, the
development of leadership qualities in workers, etc.,
Consulting Agencies: Consulting agencies are one of the important
sources of recruitment, especially for big companies. Consulting agencies are
specialised agencies which recruit people on behalf of their clients. They
invite application for jobs specified by their clients from job seekers through
advertisements, screen the application, interview the candidates and select the
suitable candidate. They do these services for their clients for some Fees.
Educational Institutions: Universities, Colleges & Management
institute are also one of the sources of recruitment of personnel, particularly
for the posts of Scientists, Engineers & Management specialist. They have
their own employment bureaus to help business organizations in recruiting the
students for various jobs.
Present Employees: Present Employees are also one of the sources
of recruitment of personnel. The present employees of the concern are asked by
the management to recommend suitable persons for employment in the concern.
5.
(a) “Training offers innumerable benefits to both employers and employees.”
Discuss. 11
Ans:
The following are the advantages of training program to the company:
1. Increase in
efficiency of worker: Training programs can help workers to increase their
efficiency levels, improve quality and thereby increase sales for the company.
2. Reduced
supervision: When workers have been formally trained they need not be
supervised constantly. This reduces the work load on the supervisor and allows
him to concentrate on other activities in the factory.
3. Reduction in
wastage: The amount of material wasted by a trained worker is negligible as
compared to the amount of material wasted by an untrained worker. Due to this
the company is able to reduce its cost its cost of production.
4. Less turnover
of labour: One of the advantages of the training program is that it increases
the confidence of employees and provides them with better career opportunities.
Due to this employee generally do not leave the company. There by reducing
labour turnover.
5. Training helps
new employees: A person, who is totally new to the company, has no idea about
its working. Training helps him to understand what is required from him and
helps him to adjust to the new environment.
6. Union
management relations: When employees are trained and get better career
opportunities. The union starts having a possible attitude about the management.
They feel that the management is genuinely interested in worker’s development.
This improves union management relations.
The following are the advantages of training
program to the employee
1. Better career
opportunities: Training programs provide the latest information, develops
talent and due to this the employee is in a position to get better jobs in the
same company or other companies.
2. High rewards:
Effective training programs result in improved performance. When performance
appraisal is done excellent performance from the employee is rewarded by giving
him incentives and bonus.
3. Increased
motivation: Employees who have been trained are generally more confident as
compared to others. Since their efforts will be rewarded in future they are very
much interested in improving their performance. Therefore, we can say that
their motivation levels are very high.
4. Group efforts:
Training programs are not only technical programs but are also conducted in
areas like conflict management, group dynamics (formal and informal groups),
behavioral skills, stress management etc. this enables employees to put in
group effort without facing problems that groups normally face. In other words,
training teaches people to work in a group.
5. Promotion:
People who attend training programs learn from them and improve themselves are
generally considered for promotion. Thus training increases chances of
promotion.
Or
(b)
Briefly explain the various methods of training. 11
Ans: Various Methods for Training of operating personnel/factory workers
Training is
defined by Wayne Cascio as “training consists of planed programs undertaken to
improve employee knowledge, skills, attitude, and social behaviour so that the
performance of the organization improves considerably.” There are different
methods of training for operating personnel (factory workers). Training these
workers becomes important because they handle equipment worth crores of rupees.
1. On the job
training method: In this method workers who have to be trained are taken to the
factory, divided into groups and one superior is allotted to every group. This
superior or supervisor first demonstrates how the equipment must be handled,
and then the worker is asked to repeat whatever he has observed in the presence
of the supervisor. This method makes it easy for the employee to learn the
details about specific equipment. Once the worker studies the first equipment
thoroughly the supervisor moves on to the next equipment and so on.
2. Apprenticeship
training: In this method both theory and practical session are conducted. The
employee is paid a stipend until he completes training. The theory sessions
give theoretical information about the plant layout, the different machines,
their parts and safety measures etc. The practical sessions give practical
training in handling the equipment. The apprentice may or may not be continued
on the job after training.
3. Vestibule
training: In this method of training an atmosphere which is very similar to the
real job atmosphere is created. The surroundings, equipment, noise level will
be similar to the real situation. When an employee is trained under such
conditions he gets an idea about what the real job situation will be like. Similarly,
when he actually starts doing the job he will not feel out of place. This
method is used to train pilots and astronauts. In some places graphics are also
used to create the artificial surroundings. This method involves heavy
investment.
4. Job rotation:
In this method the person is transferred from one equipment to the other for a
fixed amount of time until he is comfortable with all the equipment’s. At the
end of the training the employee becomes comfortable with all the equipment. He
is then assigned a specific task.
5. Classroom
method: In this method the training is given in the classroom. Video,
clippings, slides, charts, diagrams and artificial modules etc. are used to
give training.
Methods
of training for managers/methods of managerial development/executive
development:
A) On the job method: On
the job method refers to training given to personnel inside the company. There
are different methods of on the job training.
1. Job rotation:
This method enables the company to train managerial personnel in departmental
work. They are taught everything about the department. Starting from the lowest
level job in the department to the highest level job. This helps when the
person takes over as a manager and is required to check whether his juniors are
doing the job properly or not. Every minute detail is studied.
2. Planned
progression: In this method juniors are assigned a certain job of their senior
in addition to their own job. The method allows the employee to slowly learn
the job of his senior so that when he is promoted to his senior job it becomes
very easy for him to adjust to the new situation. It also provides a chance to
learn higher level jobs.
3. Coaching and
counseling: Coaching refers to actually teaching a job to a junior. The senior
person who is the coach actually teaches his junior regarding how the work must
be handled and how decisions must be taken, the different techniques that can
be used on the job, how to handle pressure. There is active participation from
the senior.
Counseling refers
to advising the junior employee as and when he faces problems. The counselor
superior plays an advisory role and does not actively teach employees.
4. Under study:
In this method of training a junior is deputed to work under a senior. He takes
orders from the senior, observes the senior, attends meetings with him, learns
about decision making and handling of day to day problems. The method is used
when the senior is on the verge of retirement and the job will be taken over by
the junior.
B) Off the job training method: Off
the job training refers to method of training given outside the company. The
different methods adopted here are:
1. Classroom
method: The classroom method is used when a group of managers have to be
trained in theoretical aspects. The training involves using lectures, audio
visuals, case study, role play method, group discussions etc. The method is
interactive and provides very good results.
2. Simulation:
Simulation involves creating atmosphere which is very similar to the original
work environment. The method helps to train manager handling stress, taking
immediate decisions, handling pressure on the jobs etc. An actual feel of the
real job environment is given here.
3. Business
games: This method involves providing a market situation to the trainee manager
and asking him to provide solutions. If there are many people to be trained
they can be divided into groups and each group becomes a separate team and play
against each other.
4. Committee: A
committee refers to a group of people who are officially appointed to look into
a problem and provide solution. Trainee managers are put in the committee to
identify how they study a problem and what they learn from it.
6.
(a) What do you mean by ‘performance appraisal’? Discuss its significance. 3+8=11
Ans:
Performance Appraisal is a systematic way of judging the relative worth of an
employee while carrying out his work in an organization. It also helps
recognize those employees who are performing their tasks well and also- who are
not performing their tasks properly and the reasons for such (poor)
performance.
According to Flippo,
a prominent personality in the field of Human resources, “performance appraisal
is the systematic, periodic and an impartial rating of an employee’s excellence
in the matters pertaining to his present job and his potential for a better
job.”
In the words of Yoder, “Performance
appraisal refers to all formal procedures used in working organizations to
evaluate personalities and contributions and potential of group members.” Thus
performance appraisal is a formal programme in an organization which is
concerned with not only the contributions of the members who form part of the
organization, but also aims at spotting the potential of the people.”
According to International Labour
Organization, “A regular and continuous evaluation of the
quality, quantity and style of the performance along with the assessment of the
factors influencing the performance and behaviour of an individual is called as
performance appraisal.”
In short, we can say that performance appraisal is expected to
result in an assessment of: development potential of the employees, training
needs for the employees; capabilities of employees being placed in higher
posts, behaviour and obedience of the employees; and the need of the
organization to evolve a control mechanism.
Need and Importance of Performance Appraisal
Performance is always measured in terms of outcome and not
efforts. Performance Appraisal is needed in most of the organizations in order:
(1) To give information about the performance of employees on the
job and give ranks on the basis of which decisions regarding salary fixation,
demotion, promotion, transfer and confirmation are taken.
(2) To provide information about amount of achievement and
behavior of subordinate in their job. This kind of information helps to
evaluate the performance of the subordinate, by correcting loopholes in
performances and to set new standards of work, if required.
(3) To provide information about an employee’s job-relevant
strengths and & weaknesses.
(4) To provide information so as to identify shortage in employee
regarding ability, awareness and find out training and developmental needs.
(5) To avoid grievances and in disciplinary activities in the
organization.
(6) It is an ongoing process in every large scale organization.
Performance appraisals in an organization provide employees and
managers with an opportunity to converse in the areas in which employees do
extremely well and those in which employees need improvement. Performance
appraisals should be conducted on a frequent basis, and they need not be
directly attached to promotion opportunities only. It is important because of
several reason s such as:
1. Personal Attention: Performance
appraisal evaluation, gives employee to draw personal concern from supervisor
and talk about their own strengths and weaknesses.
2. Feedback: Employees
on a regular basis get feedback of their performances and issues in which they
lack, which needs to be resolved on a regular basis.
3. Career Path: It allows
employees and supervisors to converse goals that must be met to grow within the
company. This may encompass recognizing skills that must be acquired, areas in
which improvement is required, and additional qualification that must be
acquired.
4. Employee Accountability: Employees
are acquainted that their evaluation will take place on a regular basis and
therefore they are accountable for their job performance.
5. Communicate Divisional and Company
Goals: It not only communicates employees’ individual goals but provides
an opportunity for managers to explain organizational goals and in the manner
in which employees can contribute in the achievement of those goals.
Or
(b)
How does an effective compensation management programme help an organization to
achieve its strategic objectives? 11
Ans:
In layman’s language the word ‘compensation’ means something, such as money,
given or received as payment for service. The word compensation may be defined
as money received in the performance of work, plus the many kinds of benefits
and services that organization provides their employee. It refers to wide range
of financial and non-financial rewards to employee for their service rendered
to the organization. It is paid in the form of wages, salaries, special
allowance and employee benefits such as paid vacation, insurance, maternity
leaves, free travel facility, retirement benefits etc.
According to Wendell French,”
Compensation is a comprehensive term which includes wages, salaries and all
other allowance and benefits.”
Wages are the remuneration paid for skilled, semi-skilled and
unskilled operative workforce. Salary is the remuneration of those employees
who provides mental labour to the employer such as supervisor, office staff;
executive etc. wages are paid on daily or hourly basis whereas salary is paid
on monthly basis.
Objectives of Compensation Management
The basic purpose or objective of establishing sound compensation
is to establish and maintain an equitable rewards system. The other aim is the
establishment and maintenance of an equitable compensation structure i.e. an
optimal balancing of conflicting personnel interest so that the satisfaction of
employees and employers is maximised and conflicts minimized, the compensation
management is concerned with the financial aspect of employees need, motivation
and rewards. A sound compensation structure tries to achieve these objectives:
a) To attract manpower in a competitive market.
b) To control wages and salaries and labour costs by determining
rate change and frequency of increment.
c) To maintain satisfaction of employees by exhibiting that
remuneration is fair adequate and equitable.
d) To induce and improved performance, money is an effective
motivator.
Importance
of Compensation Management
a) To Employees:
i. Employees are paid according to requirement of their jobs i.e.
highly skilled jobs are paid more compensation than low skilled jobs. This
eliminates inequalities.
ii. The chances of favouritism are minimised.
iii. Jobs sequence and lines of promotion are established wherever
they are applicable.
iv. Employee’s moral and motivation are increased because of the
sound compensation structure.
b) To Employers:
i. They can systematically plan for and control the turnover in
the organization.
ii. A sound compensation structure reduces the likelihood of
friction and grievance over remunerations.
iii. It enhances an employee morale and motivation because
adequate and fairly administrative incentives are basis to his wants and need.
iv. It attracts qualified employees by ensuring and adequate
payment for all the jobs.
v. In dealing with a trade union, they can explain the basis of
their wages programme because it is based upon a systematic analysis of jobs
and wages facts.
7.
(a) Give a comprehensive view of workers’ health and safety measures offered in
Indian industries. 11
Ans: Employee’s health and safety
Health
is the state of well-being. It not only includes physical well-being, but also
mental and emotional well-being. It is the responsibility of every employer to
provide healthy work environment to his employees. If he is careful about their
health, cost of disability payments, replacement of employees who are injured
or killed could be avoided. Through employee safety and health programs the
company can enhance the emotional and physical well-being of the employees.
Employee’s health and safety is needed
to:
(a)
Improve productivity of employees and the quality of their work. Healthy
employees are more productive and give quality performance.
(b)
Protect workers against any health hazard arising out of work conditions.
(c)
Preserve physical and mental health of all employees.
(d)
Reduce absenteeism, turnover, injuries and accidents.
(e)
To improve the confidence of employees in their work environment. Industrial
health improves the morale of employees.
Recent
years have witnessed rapid increase in the use of sophisticated machinery and
plants in the industry. While technical progress in industry has made it
possible to eliminate certain physically exacting jobs, it has also made work
in the industry riskier. Workers’ safety, thus, has assumed more importance in
recent times.
There
is no doubt that proper precautionary measures coupled with the inculcation of
safety consciousness among workers can go a long way in preventing industrial
accidents which may result in loss of life and property. An unsafe or unhealthy
work environment can affect employees’ ability and motivation to work.
Poor
safety and health conditions are likely to endanger fulfilment of the security
needs of employees, and hence the importance of regulatory measures by various
organizations in different sectors. Safety hazards are those aspects of working
conditions which can cause immediate and sometimes violent harm to an employee.
Examples of such loses are loss of hearing, eye sight, or body parts; sprains
and broken bones; and burns and electric shocks.
Benefits of employee’s health and
safety
Accidents cause personal injury or loss of life, damage of
property, loss of production, loss of man-hours, and heavy cost in replacement
of faulty machines and also loss to workers, employers and to the nation. This
is very serious problem to be solved. We can control or reduce the above
mentioned losses if we can prevent the accidents. Hence the need of safety is
felt. Accident free company shall enjoy the following benefits due to safety:
(a) Controls number of accidents.
(b) Minimizes personal injuries.
(c) Checks the loss of life.
(d) Prevents production loss.
(e) Minimizes damages to property.
(f) Minimizes wage losses to workers.
(g) Ensures proper utilization of resources for production.
(h) Maintains morale of the workers.
(i) Saves costs.
(j) Fulfills legal requirements.
Or
(b)
Define the term ‘grievance’. Explain the advantages of having a grievance
handling mechanism in an organization. 3+8=11
Ans: Meaning
and Definition of Grievance:
A
grievance is a sign of employee’s discontent with job and its nature. The
employee has got certain aspirations and expectations which he thinks must be
fulfilled by the organisation where he is working. When the organisation fails
to satisfy the employee needs, he develops a feeling of discontent or
dissatisfaction. Thus, grievance is caused due to the difference between the
employee expectation and management practices.
According
to Keith Davis “any real or imagined feeling of personal injustice which an
employee has concerning his employment relationship”.
The
International Labour Organisation defines grievance as “a complaint of one or
more workers in respect of wages, allowances, conditions of work, and
interpretation of service stipulations, covering such areas as overtime, leave,
transfer, promotion, seniority, work assignment and termination of services”.
Advantages
of a Grievance Procedure
Grievances are natural in any organisation. These should be solved
as early possible, otherwise they can create serious problems for the
organisation. A systematic procedure should, therefore, be developed to settle
grievances. Such a procedure provides the following benefits:
i) It brings grievances into the open so that management can know
them and take necessary action to settle them.
ii) It helps in preventing grievances from assuming dangerous
proportions. Management can solve a grievance before it becomes a dispute. It
is an orderly and expeditious means for redressal of grievances.
iii) It enables the management to know the attitudes and feelings
of employee concerning the policies, rules and practices of the organisation.
With such knowledge necessary improvements in policies and rules can be made.
iv) It provides the workers a formal opportunity for expressing
their fears, anxiety and dissatisfaction. Such release of emotions helps to
improve the morale and productivity of employees.
v) It helps to maintain cordial relations in the industry. It
brings uniformity in the handling of grievances. It also stimulates confidence
in employees and builds a sense of security among them. It enables both the
parties to settle the grievances to their mutual satisfaction.
vi) It serves as a check upon arbitrary and biased action on the
part of management. Managers know that their actions can be reviewed and
challenged and, therefore, become more careful.
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