Q. Define HRM. State the Nature and Scope of HRM. Explain the various HRM functions. Ans.

Human Resource Management (HRM) 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: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: •It is pervasive in nature as it is present in all enterprises. •Its focus is on results rather than on rules. •It tries to help employees develop their potential fully. •It encourages employees to give their best to the organization. •It is all about people at work, both as individuals and groups. •It tries to put people on assigned jobs in order to produce good results. •It helps an organization meet its goals in the future by providing for competent and well-motivated employees. •It tries to build and maintain cordial relations between people working at various levels in the organization. •It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. HRM FUNCTIONS There are eight key functions of any HR: Planning: Preparing forecasts of future HR needs in the light of an organization’s environment, mission, and objectives, strategies, and internal strengths and weakness including it’s structure, technology, and leadership. Staffing: Obtaining people with the appropriate skills, abilities, knowledge and experience to ill jobs in the work organization. Developing: Analyzing learning requirements to ensure that employees possess the knowledge and skills to perform in their jobs or to advance in the organization. Performance appraisal can identify employee’s key skills and competencies. Monitoring: The design and administration of reward systems. HR practices include job evaluation, performance appraisal, pay and benefits.

As the dynamics in relations between trade unions and management changed the personnel management responsibilities grew beyond welfare to other areas such as ensuring amicable industrial relations and effective personnel administration. Q. which resulted in availability of wide choice for customers and that in turn. In union environment it includes negotiating contracts and administering the collective agreement. the changes in the competitive environment brought about by growing competition. health. and welfare policies to retain a competent workforce and comply with statutory standards and regulations. Differentiate between HRM and Personnel Management. Managing Change: This involves helping others to envision the future. The last three decades saw.Maintaining: The administration and monitoring of workplace safety. During this period the emphasis was on formulating and monitoring conformance to rules and procedures. setting clear expectations for performance and developing the capability to reorganize people and reallocate the resources. communicating this vision. Evaluating: Designing the procedures and processes that measure. Managing Relationships: Encompass a range of employee involvement/ participation schemes in work place. Ans. The origins of Personnel management can be traced to the concern about exploitation of people working in factories and was introduced through law of the land in most of the countries to deal with issues pertaining to grievances and welfare of the workmen. evaluate and communicate the value added component of HR practices and entire HR System to the organization. Throw some lights on the evolution of HRM. gave a new dimension to marketplace – customers’ .

their implementation and evaluation of their effectiveness. flexibility and quality Difference between HRM and PM – 1. Strategic HRM refers to the process of developing practices. Q. On the contrary. programmes and policies that help achieve organizational objectives. 5. What is Strategic Management? Give the different challenges to Strategic HRM. Ans. Human Resources Management forms an integral part of a company or an organization. HRM basically deals with developing personnel management skills. their payroll and employment laws. 3. This marked change in attitude of managements saw the emergence of concept of Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity. Strategic management refers to the process of crafting strategies. Personnel management deals with employees. While Personnel management is considered to be reactive. Give the roles of HR Manager. Personnel management is independent from an organization. the prime focus of Human Resources Development is to build a dynamic culture. Human Resources Management is stated to be proactive. 2. On the other hand. Personnel management focuses on administrating people or employees. 4. What is essential is that these policies. On the other hand. programmes . employee commitment. which in effect drives companies to continuously innovate and provide the kind of value to customer that competition cannot match. and contributes to an organization’s success.preference. Human Resources Management deals with the management of the work force. It is Human Resources Management that develops a team of employees for an organization.

HR policies cohere both across policy areas and across hierarchies. 4. 2. HR practices are adjusted. Barriers to SHRM – Though SHRM looks convincing and essential.and practices need to be aligned with organizational strategies. Specifically SHRM involves that – 1. Every line manager is an HR manager too. 3. 5. Most organizations adopt a short-term mentality and focus on current performance. accepted. Inability of HR executives to think strategically. their awareness about technological advancements and their ability to convince colleagues in other department are limited. outputs and the conversion process. 3. so also the operations executive who is obsessed with inputs. Some functional managers see themselves as HR managers as well and are concerned more with technical aspects of their areas of responsibility than the human aspects. Their knowledge about general business functioning. They are unable to go beyond their area of operation. and used by line managers and employees as part of their everyday work. Most senior managers lack appreciation for the value of HR and its ability to contribute to the organization from a strategic perspective. several barriers operate in the way of organizations taking to strategic orientation of their HR functions. are perceived as a higher risk investment than . Another barrier to SHRM is the fact that human assets are not owned by organizations and therefore. They can be defined as follows – 1. 2. finance controller. 4. Problem of quantifying many of the outcomes and benefits of HR programmes. but in reality. for example. 6. HRM is fully integrated with the strategy and the strategic needs of the firm. fails to see beyond cash inflows and outflows. HR architecture of the firm results in its above-average financial performance.

The objective of human resource (HR) planning is to ensure the best fit between employees and jobs. Salary and Benefits 10. Not many executives would be prepared to accept such drastic changes. The more important of them affecting HRP are as follows - . The three key elements of the HR planning process are forecasting labor demand.capital assets. Hiring 3. Communication 6. Training 4. Coaching 8. Policy Recommendation 9. Organization Development 5. the HR manager has responsibility for all of the functions that deal with the needs and activities of the organization's people including these areas of responsibility 1. What do you understand by HRP? Mention the various factors affecting HRP and explain the various steps of HRP. taking a strategic approach to HR may mean making drastic changes in the firm’s architecture and it thus may be resisted. while avoiding manpower shortages or surpluses.Team Building 11. Depending on the size of the organization. and balancing projected labor demand and supply. 7. Ans.Leadership Q. Again. Recruiting 2. analyzing present labor supply. Performance Management 7. The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset – it’s human resources. HRP is influenced by several considerations.Employee Relations 12. This mindset and approach prevents the organizations from investing in it’s people.

3. In addition. timely and accurate information. A major issue of personnel planning is the type of information which should be used in making forecasts. 5. retrenchment and retirement. Planning is done for layoff. In declining stage. For HRP Process check page . Issues like retirement and possible retrenchment dominate planning. the strategic plan of an organization defines its HR needs. 2. The workforce becomes old as few younger people are hired. HRP takes a different focus. Time Horizons – On one hand there are short-term plans spanning six months to one year. 4. 7. there are long term plans which spread over three to twenty years. Political. Growth slows down. Organizational growth cycles and planning – the stage of an organization’s growth can have considerable influence on HRP. Type and Strategy of Organization – the type of organization determines the production process involved and the number of staff retained. HRP is rarely required in such circumstances as the regular employees sit idle. Type and Quality of Forecasting Information – the information used to forecast personnel needs originates from a multitude of sources. 6. Organizations speaking in stable environment are in a better position to obtain comprehensive. A mature organization experiences less flexibility and variability. Outsourcing – Several organizations outsource part of their work to outside parties either in the form of sub-contracting or ancillarisation.1. On the other hand.96 in Aswathappa . social and economic changes affect all organizations. Labor Market – Labor market comprises people with skills and abilities that can be tapped when the need arises. Environmental uncertainties – HR managers rarely have a privilege of operating in a stable and predictable environment.

Typically. disciplinary action received. Management of all employee information. Complete integration with payroll and other company financial software and accounting systems. status changes. pay raises and history. Benefits administration including enrollment. Applicant tracking and resume management. 6. The HRIS that most effectively serves companies tracks: 1. 6. and occasionally. The Human Resource Information System (HRIS) is a software or online solution for the data entry. performance development plans. in a series of inter-related databases. 4. Define HRIS. payroll. 5. Pick your HRIS carefully based on the capabilities you need in your company. management. It is usually done in a database or. Reporting and analysis of employee information. 2. more often. and accounting functions within a business. Ans. 7. pay grades and positions held. hundreds of companies sell some form of HRIS and every HRIS has different capabilities. 5. attendance and PTO use. data tracking. and personal information updating. Normally packaged as a data base. 2. 3.Q. 4. 3. emergency evacuation procedures. An HRIS. Company-related documents such as employee handbooks. personal employee information. . is a system that lets you keep track of all your employees and information about them. training received. and safety guidelines. the abbreviation for Human Resources Information System. and data information needs of the Human Resources. the better The Human Resource Information Systems (HRIS) provide overall: 1.

interviewing. 9. Human Resources staff enables employees to do their own benefits updates and address changes. The process comprises of five interrelated stages – 1. and applicants. and effectively support the success of their reporting employees. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. Additionally. and (ii) type of applicants to be contacted. and equal treatment is facilitated. 2. data necessary for employee management. former employees. high potential employee identification. Ans.8. managers can access the information they need to legally. Q. Finally. ethically. thus freeing HR staff for more strategic functions. State the various recruitment process and sources. Your company will need to select a Human Resources Information System and customize it to meet your needs. With an appropriate HRIS. Strategy Development – Once it is known how many and what types of recruits are required. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. As stated earlier. Define Recruitment. management and key employee succession plans. Applicant tracking. career growth and development. knowledge development. (iii) geographic . Recruitment is of the most crucial roles of the human resource professionals. An effective HRIS provides information on just about anything the company needs to track and analyze about employees. The level of performance of and organization depends on the effectiveness of its recruitment function. and 10. consideration needs to be given to (i) ‘make’ or ‘buy’ employees. (ii) technological sophistication of recruitment. Planning – Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number. and selection. recruitment refers to the process of identifying and attracting job seekers as to build a pool of qualified job applicants.

(iv) sources of recruitment. those applicants who are visibly unqualified for the job. Screening – Screening of applications can be regarded as an integral part of the recruiting process. Present employees b. The purpose of screening is to remove from the recruitment process. and (v) sequencing the activities in the recruitment process. Former Employees d. Previous Applicants 2. Evaluation and control – Evaluation and control is necessary as considerable costs are incurred in the recruitment process. 3. at an early stage. Sources of recruitment can be divided under two headings : 1. the search process can begin. Internal a. 5. Searching – Once a recruiting strategy and plan has been worked out. It include the evaluation of the recruitment process and of recruitment methods. External 1 2 3 4 5 6 Trade Associations Advertisements Employment Exchanges Campus Recruitment Walk-ins and Write-ins Consultants 7 8 9 10 11 12 Contractors Displaced Persons Radio and Television Acquistions and Mergers Competitors E-Recruiters .distribution of labor markets comprising job seekers. Employee Referrals c. 4. The search for right employees.

2. 8. commencing from the preliminary interview of the applicant and ending with the contract of the employee. regional. workers and skills at organizational. 7. Manpower function is one of the newer areas to be brought under the mantle of systematic planning. and supply of. Preliminary Interview Selection Tests Employment Interview Reference and Background Analysis Selection Decision Physical Examination Job Offer Employment Contract Evaluation Q. Selection is a long process. . It is the prediction of future levels of demand for. 3. 4. 6. or national level. In short Human Resource Planning helps in better allocation and control over the organization’s manpower resource. Human Resource planning involves getting the right number of qualified people into the right jobs at the right time.The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. On a very basic note it can be defined as . 9. The different Selection Processes are – 1. What is Human Resource Forecasting? Explain how effectively HR Manager would deal with both shortage and surplus of human resources in an organization? Ans. Human resource forecasting severs as an integral part and the concept closer to Human Resource Planning.Q. What is selection? What are the different steps followed in the Selection process? Ans. A variety of techniques are used in manpower forecasting. 5.

Monitor compliance with legal requirements with regard to reservation of jobs. 5. Prevent shortages of people where and when they are needed most. It gives a picture of manpower available within the organization to undertake any future expansion. organizational structure. Quantify the jobs necessary for producing a given number of goods. or set up a new branch or a new plant or develop a new line of production. There are several good reasons to conduct demand forecasting. . Internal factors include budget constraints. economic climate. political and economic pressures and heightened competition. Determine what staff-mix is desirable in the future. laws and regulatory bodies. 3.Purpose of Human Resource Planning HUMAN RESOURCE PLANNING serves two interrelated purposes. 4. 2. It can help: 1. and employee separations. Demand forecasting must consider several factors – both external and internal factors. new products and services. or offering a given amount of services.  It allows for forward planning to fill anticipated skill requirements as well as allows for needed flexibility in day-to-day utilization of manpower. Demand forecasting is common among organizations. production levels. Assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary costs. Among the external factors are competition (foreign and domestic). It allows for adapting to abrupt changes in such factory as technological advances. changes in technology and social factors.  It prepares the organization for the future in terms of planning its manpower requirement and utilizing them properly in order to meet the impact of rapid technical and economic changes and maintain its competitive position. new markets.

Forecasting Techniques. job evaluation. KNOWLEDGE: understanding acquired through learning. 2.Forecasting techniques vary from simple to sophisticated ones. SKILL: capabilities acquired through practice. we would define a competency as a behavior (i. 4. knowledge and personal attributes. recruitment) of the organization. This refers to a body of information relevant to job performance. Managerial judgment Ratio-trend analysis Regression analysis Work Study techniques Delphi technique Explain giving the features of HRP as in better hiring when shortage and redeploying or training when surplus. Write Short notes on: a) Use of Competency Mapping in Selection Process . leadership) rather than a skill or ability. It can be a financial skill such as budgeting. There are four major components of competency: 1. The techniques are1.Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i. 4. training. PERSONAL ATTRIBUTES: inherent characteristics which are brought to the job. BEHAVIOR: The observable demonstration of some competency. 3. Q. To ensure we are both on the same page. such as knowledge of policies and procedures for a recruitment process. 2. representing the essential foundation upon which knowledge and skill can be developed. It is what people have to know to be able to perform a job.e. skill. 3. It is an essentially definitive . 5. or a verbal skill such as making a presentation.e. communication.

SIXTH STAGE: Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas. can be observed. and measured.expression of a competency in that it is a set of action that. FOURTH STAGE: This stage requires preparation for assessment and the schedule. measurement of competency. presumably. Care should be taken that the indicators should be measurable and gives objective judgment. and employees as well. MAPPING PROCESS: There are about five stages while performing competency mapping. FIRST STAGE: The first stage of mapping requires understanding the vision and mission of the organization. taught. managers. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to. FOR THE COMPANY . The following are the five stages discussed in detail. FIFTH STAGE: This stage involves conducting assessment centre. BENEFITS OF USING COMPETENCY MODEL There are some useful benefits of using competency model for the company. SECOND STAGE: Second stage requires understanding from the superior performers the behavioral as well as the functional aspects required to perform job effectively. etc. etc. learned. THIRD STAGE: Third stage involves thorough study of the BEI Reports/ Structured Interview Reports for identification.

. Provide development tools and methods for enhancing their skills. 2. 4. 3. 3. Provide a clear foundation for dialogue to occur between the manager and employee about performance. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports. 5. resulting in a systematic approach to professional development. organization-wide standards for career levels that enable employees to move across business boundaries. 4. 6.e. FOR MANAGERS: 1. Establish expectations for performance excellence. improved job satisfaction. and better employee retention. Identify the success criteria (i. and vision. Provide a common framework and language for discussing how to implement and communicate key strategies. culture. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i. 3. Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide a common understanding of the scope and requirements of a specific role.1. Reinforce corporate strategy. 2. Provide common. .. Identify performance criteria to improve the accuracy and ease of the hiring and selection process. behavioral standards of excellence). development.e. 2. behavioral standards of performance excellence) required to be successful in their role. FOR EMPLOYEES: 1. and career-related issues.

as well as women. Most see the glass ceiling as only being in the work place. Not all women feel as though they are being suppressed in the household and many women choose to be in the household in which case the glass ceiling does not apply to them. The types of plans offered depend on the employer and are usually outlined for new employees during orientation. . the term has broadened and also become an issue around the world. such practices prevalent in most countries. Although generally illegal. and/or sex.) Types of Employee Benefits – A company can offer many types of benefit plans. political or religious affiliation. some benefit plans are mandated by central and/or state law. Provide the basis for a more objective dialogue with their manager or team about performance. The term only applies to those women that wish to be out in the work field but are unable to be. and others are voluntarily provided by the employer to help attract. Examples: Although she was as qualified as her male colleagues. Such barriers exist due to implicit prejudice on the basis of age. development. which is where it originally was intended for. the glass ceiling kept Miriam from reaching the executive suite. According to the Society of Human Resource Management (SHRM). ethnicity. b. c. and career related issues. Because the glass ceiling also limits the opportunities of women in developing countries.) Glass Ceiling Effect – It is defined as “Invisible but real barrier through which the next stage or level of advancement can be seen. Initially. but cannot be reached by a section of qualified and deserving employees”. it has spread to encompass the household and others as well. retain and motivate employees. the metaphor applied to barriers in the careers of women but was quickly extended to refer to obstacles hindering the advancement of minority men.4. The barrier within the household has been seen as the difficulty a woman has of getting out of the household and accumulating a job.

Some established companies may still offer a defined benefit pension plan. Again. in the event of employment separation. Another possible benefit is . PPO or POS. Employee assistance programs (EAPs) are offered in some cases. long-term disability provides benefits when the disability lasts longer than six months. EAP programs offer free confidential help to employees and their families. and the probation time period varies by employer. Participation in a group health plan also qualifies the employee and covered dependents for continuation of coverage under COBRA. Short-term disability provides approximately 60 percent of the employee's pay in the event he is too ill to work. This insurance is often paid for by the employee if elected.Employers can elect to offer short-term and/or longterm disability insurance. holiday pay and bereavement leave. but this contribution is up to the individual employer. The pension benefits of a defined benefit plan are usually determined by length of service and the highest three years of salary. Employees can also cover their dependents under the group health plan. Health Plans . Some employers offer flexible spending accounts. The paid leave policy is up to the individual employer. better known as a 401k plan. offering these benefits is at the employer's discretion. Typically. The types of health plans vary greatly and include everything from fee-forservice arrangements to managed care plans like HMO. There is usually a probationary period that must be completed before earning paid time off. but most companies now offer a defined contribution plan. The pension benefits of a 401k plan are determined by the amount of money contributed and the investment choices made. Disability Insurance . These accounts allow the employee to cover medical expenses with pre-tax dollars. sick leave.Pension Plans .Health insurance is another common benefit offered. Employee orientation should outline what type of health plan is offered and how to obtain coverage.Many companies offer their employees an employeesponsored pension plan. Paid Time Off . These programs can save jobs and help keep families together. Employers will often match a certain percentage of what the employee contributes.Many employers offer paid time off such as vacation. Additional Benefits -There are many other benefits that are not as common.

Work output (49 elements). and Mecham (1972). domestic partner benefits and disease management programs. among others.educational assistance. Employers that offer this benefit reimburse employees for college tuition and books. however. is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. The format of this method include in both data collection and computer analysis and can yield results much faster than the other methods. 3.) PAQ (Position Analysis Questionnaire) – PAQ model developed by McCormick. Work situation and job context (19 elements). Disadvantages of PAQ method / technique: 1. It consists of 195 job elements that describe generic human work behaviors. PAQ method / technique: is structured to allow for easy quantification. Advantages of PAQ method / technique: There are several advantages inherent in the Position Analysis Questionnaire. depending on the satisfactory completion of job-related course work. and Miscellaneous aspects (41 elements). It has been shown to be extremely reliable. is related to its taxonomic approach. Information input (35 elements). results usually replicate on a second administration. Contents of PAQ method / technique: 195 items of job elements includes six categories:       Interpersonal activities (36 elements). 2. 1. The taxonomic approach of the PAQ makes comparison of jobs relatively easy. . Mental processes (14 elements). Jeanneret. 4. One of the major disadvantages of PAQ. d. Other employers offer adoption assistance.

Process of PAQ method / technique: 1. such as training. Induction is the process of acquainting the new employees with the existing culture and practices of the new organization. the job. abilities and knowledge needed to perform the job. Job incumbents (and sometimes their managers) answer questions on form outlining skills. the surroundings.2. Typically. 4. work rules and employee benefits. Getting Human Resources probably because its language is not specific to particular jobs. Another criticism of the language used in PAQ is that its reading level is too difficult. the firm and the industry. 2. Introduction to the company/department and its personnel structure 6. and (iii) a detailed presentation of organization’s policies. To sort out all anxiety of recruited person To ensure the effective integration of staff History and introduction of founders Understand the standards and rules (written and unwritten) of the organization 5. Relevant personnel policies. 7. e. Responses are compiled and a composite job requirement statement is produced. (ii) a review of the firm’s history. 3. 3. 2. The purpose of Induction Process can be defined as follows – 1. To clear doubtful situation between new employee and existing one . Orientation conveys three types of information – (i) general information about the daily work routine. promotion and health and safety.Induction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people.) Induction Process .

Orientation Programme can have many choices – (i) (ii) (iii) (iv) formal or informal individual or collective serial or disjunctive investiture or divestiture Some of the requisites of an effective system are – Prepare for the new employee. a) Why is this so? What could be done to improve the perception? b) How would you implement 360 Degrees Performance Appraisal for your back office employees (like HR employees)? Ans. A. of forms Employee is thrown into action too soon Wrong perception develop in short span Q. And giving an employee bad news during a performance review is tough enough. So why make the job any tougher by saddling managers with complicated appraisal systems? Though a great tool but what often HR and top management do is —create performance management systems that make managers defer. hesitate or just .) Appraisal time may or may not be a good time for any employee. determine how to present information and completion of paper work. The major problems faced in the Orientation programme can be defined as follows – (i) (ii) (iii) (iv) (v) To keep it simple Supervisor is not trained enough Large no. Many managers describe performance appraisal as the responsibility which they like the least. Determine information new employees want to know.

need to impress on managers the importance of the process. Need input from the managers themselves.  that they give a great review and their favorite employee decides to go for a promotion somewhere else. Commitment at the top of the organization is very critical. . start by motivating managers to do a thorough job on reviews. Make it meaningful .  Managers also may feel that they lack control over the process because higher-ups dictate the results the system should give  Managers may not see a real link between performance evaluations and compensation.  They see no evidence that it affects the work quality of those whose performances are being reviewed.plain resist because they see the system as a hassle.  The performance evaluation process is too complicated. Some of the simple and easy ways by which the can improve managers’ compliance with performance evaluation processes: 1. 2. Make everyone a player .If we want to motivate employees to improve their performance.  that the manager won't do it "right" somehow. or  that the manager works hard to give a balanced review and nothing changes in terms of behavior.  Managers also fear possible legal challenges if the employee ties a negative review to a missed promotion or a denied pay raise. The question is WHY? Because –  someone may cry or get angry.  that someone may disagree and take a case against the manager. And not only this but fear also plays a very important role in the managers not liking the performance appraisal responsibility. not a tool for developing and rewarding employees. How to Motivate Managers and Change the Perception .Get buy-in from the management team even if it means spending a good deal of time developing a customized performance measurement format.

Compile and analyze collected data. The plan sets a schedule. Prepare a succinct report based on the information collected from all sources. but some circumstances warrant assessments be done in person or by phone. they may have excellent insights and suggestions on how to improve them. Typical assessments include rating scales. including the individual's self- . If it’s tied to a manager’s compensation in some way. Keep it Simple . Make it a Must .Many managers complain about the complexity and length of performance evaluation forms. Design the assessment form. Mutually agree on key competencies. identifies who will be asked to complete an evaluation and determines the format of the assessment (e.. Meet with the person being evaluated and decide what job skills and competencies will be assessed. Assessments are usually done online or on paper.The organization has to have a culture that encourages performance evaluation. interview. Keep the assessment brief: one page and under 30 minutes to complete. Make it as specific as possible. 4. Train the Managers . online. Review job descriptions. Implement 360 Degrees Performance Appraisal 1. 5. there will be a better incentive to make sure that it happens.3. including the employee. how individual performance benefits the organization and how managers can measure performance objectively. Administer the assessment to those identified in Step 2.g. on paper).Show managers why the organization values performance appraisals. Through their experience in working with the forms. 5. descriptive statements that ask "agree" or "disagree. 3. based on job competencies agreed on in Step 1. 4. Ensure complete anonymity of participants to encourage their honest input. being as specific as possible. 2. Choose evaluators who normally interface with the employee and can provide a well-rounded perspective of the individual's performance. questionnaire. personal objectives and workplace goals. Develop a plan for conducting the evaluation." and openended questions.

put necessary supports in place and schedule follow-up actions. a personnel manager tries to gather. 6. Typically it includes . Q. Job description .) Job analysis is primary tool in personnel management. a) What is the difference between job description and job specification? b) Design a KRA sheet with respective KPI for a Movie Ticket Seller in an upcoming Cineplex. It is an overall view of what is to be done in the job. Discuss and interpret the information collected.evaluation. At this meeting. and areas for improvement based on the competencies selected in Step 1. Present the report to the employee. A personnel manager has to undertake job analysis so as to put right man on right job. strengths. It is an overall view of what is to be done in the job. make new goals. The report identifies trends. In this method. 7. relationships and results expected of anyone in the job. synthesize and implement the information available regarding the workforce in the concern. relationships and results expected of anyone in the job. Typically it includes is a written statement that defines the duties. Repeat the process in a year. Facilitate a second meeting with the employee one to two days after presenting the evaluation. a.Job description is a written statement that defines the duties. set measurable and tangible targets for improvement. There are two outcomes of job analysis : I. Ans. address any questions or issues the employee may have. 8.

Job Title 2. Typically this would include 1. Job specification . Primary Responsibilities 6. Statement of the Purpose of the Job 5.1. General Information related to the job 8. Degree of education Desirable amount of previous experience in similar work Specific Skills required Health Considerations . Tool use 10. 2.Transportation 11. 4. Normally. it lists the qualifications.Signature of the person who has prepared the job description II. List of Typical Duties and Responsibilities 7. Title of immediate supervisor 4. that is to say. it lists the qualifications. 3. Training requirements 9.Job Specification is an analysis of the kind of person it takes to do the job. that is to say. this would include is an analysis of the kind of person it takes to do the job. Date 3.

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