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Set- 1 (60 Marks) Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are the components of human resource development audit?
Organisation and administration of human resource Information management through documentation Computerized Human Resource Information System 2.2.1 Organisation and administration of human resource In this you should consider following points: · The way in which the organization’s HR office is organized · The operating standards and internal controls followed in the business unit. · The ways of administrating retention rights, including notices, matrix, use of separation incentives, and outplacement practices. · The procedure of making HR staff up to date with the HR field. · The techniques used for communicating with employees and appointing authorities in department. 2.2.2 Information management through documentation You must be aware that information is managed in the business unit through documentation of various records of the employees and factors concerned to them. So following are some important considerations in this:
· It should be seen that whether there is training of managers and employees about personnel files. and reference checks -Compensation and benefits -Leave and overtime information -Transitions -Training -Discipline -Work history -Work Assignments -Significant accomplishments -Emergency contact information -Performance evaluation and performance management Termination · The duration of holding the files. payroll. and position files. · The ways to document following in your organization : -Hiring: Application. · The person responsible for filling the requests for information when they are made to your organization. · The place at which they are stored after employees leave.· The person with whom the personnel files currently held. medical. interviewing. · The policies and procedures for accessing files. . · The documents are held in personnel files. · The various internal controls to ensure accuracy of information and control access. · The content of employee.
3 Computerized Human Resource Information System In this you need to check the System requirements. · The data security issues. Consider the following: · Whether HRIS system is being used in the organisation or not.2. features and capabilities. · Are discreet pieces of information captured about employees and their jobs: -Personnel data -Recruitment/selection data -Training and development data -Compensation data -Performance appraisal/promo ability data -Benefit Plan data -Health/safety/accident data · The ways of translating the information into usable forms.· The process for purging records. · To judge that system is based on same platform as rest of the organization. . · Whether the HRIS system is comprehensive or not. · The formal training program for employees and managers to access the HR information through the system. · The individuals who are able to update and change information controlled to enhance accuracy. · The methods to ensure timely and accurate reporting of information to the top management. · The way of maintaining employee timesheets. 2. · The type of HRIS system used. · The place at which various notices are posted.
Master of Business Administration-MBA Semester 3 MU0004 ± Human Resource Audit .The self-administered yes/no questionnaire asks a number of questions about current HR policies and practices. Each phase is designed to buildupon the preceding phase so that the organization will have a very strong overview of thehealth of the HR function. not urgent but not important needs(NNI)). and important opportunities needs (IO). managements can prioritize their steps. The auditreport categorizes action needs into four separate areas. annual salary. Audit Report: The information gathered is used to develop an HR audit report. at the conclusion of the audit. Q2.employee claims. A very in-depth HR audit checklist iscompleted. The areas that are urgent andimportant (UI). and years of service. Pre-Audit Self-Assessment: In order to maximize the time spent during subsequent portions of the audit.1 (30 Marks) Question 1: Explain the process of HR Audit in detail Answer 1: The audit process The HR audit process is conducted in different phases.The completion of this selfadministered questionnaire allows auditors to identify keyareas for focus during the HR audit.2 Credits (Book ID: B0799)Assignment Set. a pre-audit selfassessment form. On-site Review: This phase involves an on-site visit at the client’s facility interviewingstaff regarding HR policies and practices. if sent to the client can be of use. grievances and other relevant HR relatedinformation are checked. These phases include: Pre-Audit Information: This phase involves the acquiring and review of relevant HR manuals. disciplinary actions. A pre-audit informationrequest is forwarded to the client who compiles the necessary information for review byauditors. Explain the audit of human resource function. · The local area networks that is fully compatible with the system. handbooks. including age. Employee personnel files are randomly examined as well as compensation. for 500 employee records. The critical areas . As a result of this scheme of classification. Answer:. forms. a separate review is conducted of HR recordsand postings.· The hardware is used to operate the system. Records Review: During the on-site visit. · The estimated processing time to generate a standard 10-field employee roster listing. not urgent needs but important (NUI). reports and other information.
compensation and benefits. there is no evidence of prior empirical work in the Indian context focusing on relationship between HR practices and organizational level outcomes. It is in this context that present study was undertaken to explore the existence and seek confirmation of relationship between HR practices and organizational performance. 1992. job design. once they signagreement for confidentiality. health. and organization level outcomes like employee turnover. Ichniowski. 1989. Q3. Also. Ostroff. Pfeffer. Auditors must be given unrestricted access to records. promotions. attitude surveys. Begin. Explain the linkages between HR Audit and business functions. Preparation for an audit Auditor engagement : If external firm carrying out the audit. Schuler. handbooks. training and development. and Lawler (1986). forms and reports auditor must have access to relevantinformation contained in employee files and other confidential documents of theorganization.strategic HR issues. 1991. the HR audit also cites relevantlaws. 1990. employee and unionrelations. it is better to appointthem formally with clarity on scope and select persons who are non political or those whoare not high on hierarchy. 1994.If using internal resource. manuals. 1990. Recent empirical work has highlighted the connections between HR practices like selection. On-site access: The on-site portion of the audit is the most critical. and financial performance (Delaney et al. performance appraisal. Porter (1985). The broad objective of this study was: .The comprehensive HR audit covers all areas of HR management like recruitment practices. A study of relationship between Human Resource practices and performance of business The belief that Human Resource (HR) management and development practices have linkages with organizational level outcomes has been focus of the theoretical and conceptual work undertaken by Peters and Waterman (1982). Arthur. Huselid.Documents. manpower planning/budgeting. if internal persons are auditing there must be training inauditing. 1995. cases and research to support the recommendations. training. it is preferable to set termsin writing defining and agreeing on scope . MacDuffie and Krafcik. Kleiner. 1995). 1994. incentive system and employee participation. productivity. information sharing. safety and security. Data gathering: Completion of a self-assessment questionnaire significantly expeditesthe audit process and allows for better audit planning. However. 1989.Besides classifying needs in each of the above areas. miscellaneous HR policies and practices-welfare.
together. not covering all categories of employees. .40%. are likely to increase organizational performance as indicated by objective as well as perceived measures? 5. Human Resources Costing Procedures. The present study was undertaken with the following research questions: 1. The questionnaire used in the present study was an adoption of the questionnaire developed by Huselid (1993). the selected HR practices have been implemented by the organizations under study? Do they place different degrees of emphasis on these? 2. and thus the overall response rate was 23. and Human Resources Planning and Forecasting Techniques? To answer the above questions. The major findings of the study were: 1. The universe for the study was Business Today (BT) 500 organizations using the criterion of selecting only those organizations which figured consecutively in the BT 500 list during the years 1995. Do high performing organizations differ from low performing organizations in terms of the strategic importance accorded to HR function as evidenced by the HR-Business Strategy linkages and use of Human Resources Information System. Finally. and how far. What are the key HR practices which if earnestly implemented. This means that application of HR practices is often partial. and in interaction with each other? 4. Both extensity and intensity measures of HR practices individually appear to be related to objective and perceived organizational performance. and in interaction with each other? 3. individually. 2. What is the impact of HR practices on measures of objective organisational performance. How many of. together. and also the relationship between these practices and organizational performance both-objective and perceived. the present study was carried out through a mail survey questionnaire method. 84 organizations responded with the filled questionnaire. 1996 and 1997. individually. What is the impact of HR practices on measures of perceived organizational performance. The analysis of data shows that all the HR practices selected for the current study have been adopted by the organizations though the proportion of employees in an organization covered by such practices is low. This is evidenced by explaining a significant variation in all the measures of the objective and perceived organizational performance by individual HR practices. It indicates that relationships of individual HR practices with all the measures of objective and perceived organizational performance are statistically significant. A sample of 359 organizations emerged.· To arrive at an understanding of the adoption of HR practices in Indian organizations.
The use of HR practices like human resources information system. *. 4. - . the implications of the same seem to be substantial. 5. HR function still does not appear to have acquired the status of a strategic function as evidenced by the organizations participating in the study. The findings of the study need further confirmation on larger samples. This is evidenced by large number of organizations from high performing category having a person from HR function as the member of business planning committee. Q4. iii) To provide control measures to ensure that necessary resources are available as and when required. At the end of the dissertation. human resources costing procedures. However. interaction explains a significant variation in dependent variable. The result shows that extensity and intensity measures of all HR practices together do not explain a significantly higher variation in the measures of objective and perceived organizational performance as compared to the variation explained by individual HR practices. pravide a basis for management development programnes. The interaction of HR practices does not result in explaining higher variation in the measures of objective organizational performance. in the case of perceived organizational performance.a nticipate redundancies. . involvement of HR department in strategic planning process etc. High performing organizations appear to emphasize the HR-business strategy linkages to a greater degree than low performing organizations. 6. What are the main objectives of Human Resource Planning? OBJECTIVES OF HUMAN RESOURCE PLANNING The three main objectives of human resource planning are: i) To ensure optimum use of human resources currently employed. .3. 1' determine optimum training levels. though there appears to be a positive trend in this direction. A number of specific reasons for attaching importance of manpower planning and forecasting exercise are to: link manpower planning with organisational planning. and human resources forecasting techniques is not widely prevalent among the organizations and thus HR management and development have not yet reached a state of sophistication extensively. ii) To assess or forecast future skill requirements. However. determine recruitment levels. major implications for practitioners and future research issues have been indicated. . 7. though the magnitude is low. The present study was an exploratory study.
including an overview of legislation. Employee orientation should be an on-going learning process. management manuals. Departments may wish to create check-lists or a guide for managers. Employee orientation programs should be offered using multiple learning methods. to help employees understand their job and performance expectations. division and department goals and priorities. providing right service at the right moment or meet the demand of changing trends and fashions in hotel industry. corporate planning. This can include coaching. and decide whether certain activities need to be subcontracted. These objectives are relevant for any hotel though as per its specific requirements the hotel may add more to it. Guidelines Guidelines are divided into two sections—the first section discusses the development of employee orientation programs. have a competitive edge over other service providers. including central agencies and corporate service unit structure o Information about public service values o Information about government as a preferred employer. budgeting. business planning. like. to best meet the needs of employees. The Public Service Commission will provide the corporate component to employee orientation. and corporate goals and government priorities.cost the manpower in new projects. and examples of strategic initiatives. as well as checklists or a guide for employees to explain the employee orientation process. assess future accommodation requirements. Developing Employee Orientation Programs An employee orientation program should take into consideration the culture and values of the department. o An overview of departments and agencies. ideally starting on the employee’s first day. peer support. information sessions and on-line learning. meeting the increasing demands of guests. This information may include things like: o An overview of the structure of government. Write a short note on employee orientation programme. while the second section discusses the planning and delivery of employee orientation programs. Q5. and roles of Ministers and Deputy Ministers o Information about government’s strategic direction and vision. corporate policies. study the cost of overheads and value of service functions. etc. and performance management processes . and pride in our workplace o Information about working in government.
This information may include things like: o Overview of the position description and job posting o Information about roles and responsibilities. work hours. including its divisions o Overview of the department’s goals. goals. Deputy Heads will be accountable for the development of the department component of employee orientation.) How long is the employee with you (permanent. priorities and the business plan o Information about department policies and procedures o Overview of the programs and services delivered by the department o Review of the departmental organizational chart o Information about human resources initiatives for employees. learning and development. nonprofit. etc. within province/out of province. Answers to the questions outlined below can help managers or supervisors plan the employee’s orientation and anticipating their learning needs. and can assist the implementation of employee orientation activities. diversity. private sector. This information may include things like: o Overview of the department’s vision. and employee recognition activities o Information about employee benefits and pensions o Information about Employee Self-Serve (ESS) Managers will lead the development of the job-specific component to employee orientation. and priorities of the division and the employee’s work unit o Introduction to key contacts and team members o Information about work assignments. casual basis)? What do they need to know to perform best in their role? Who do they need to know to perform best in their role? . What is the employee’s employment background? (Within the Government of Nova Scotia. including a discussion about probationary periods. including performance review timelines o Review of applicable dress code o Tour of work space o Equipment orientation and training o Occupational Health and Safety (OHS) information o Review of security procedures o Review of acronyms and common terminology used in the work unit o Information about mandatory training for the position Planning and Delivering Employee Orientation for a New Employee The information in this section is directed to managers and supervisors. temporary. o Information about the terms and conditions of employment. o Review of performance management cycles for the division. such as healthy workplace. mission and values o Information about the department’s structure. public sector outside of the Government of Nova Scotia. etc. etc. client groups (if appropriate).
so managers and supervisors are encouraged to use these suggested timeframes and build on them as they see fit. the employee’s first day on the job. and the employee’s first month on the job. the employee’s first week on the job. Q6. What resources (internal/external) are available for the new hire? Is there something unique about your department and/or work team? Suggested activities have been outlined below. consider the use of a ―buddy system‖. divided into four phases: prior to the employee’s first day. In addition. Employee orientation should be an on-going learning process. having a team member available to coach the new employee throughout the orientation process. What are the reasons for implementing the human resource scorecard? Reasons to Implement HR Scorecard 72 rate or flag By ivantsoft .
all big companies have HR departments. it might be better to hire inexperienced employees and educate them. if positive results are achieved. You should be able to identify own needs and budget in order to get the required services and software. check out articles and tips at our website to get more info on how to align HR with Balanced Scorecard. Luckily. some companies are willing to pay much for seasoned professionals who know how to do the job. HR BSC in particular. this is a popular way to test BSC. implementation of BSC. BSC is used in the entire company. In fact. For example.. office environment etc. To the contrary. Company employees should be prepared to work with this system.. especially when using specialized BSC software. managers evaluate efficiency of Balanced Scorecard and acquire skills of using this framework. managerial approaches. However. Thus. Of course.Nowadays. make sure you find reliable companies with good reviews. The best way to align HR goals and company strategy is to use Balanced Scorecard which is a fantastic performance evaluation tool which is also used in strategy planning. What Does A Balanced Scorecard Company Do? The Balanced Scorecard is a well established method of determining business performance while conducting an overall review of company and organisation success rather than just focusing of financial aspects. That is why when companies develop strategies they should make sure that HR approaches are aligned with general strategy. HR department may overpay when hiring employees or do nothing to improve organization climate. often HR managers deviate from company strategy. requires time and efforts. 10 or 20 employees might require trainings if software is used in the entire company and all levels. if employees perform better the company has better chances to implement strategy. . The performance management is about the efficiency and increasing outputs of the departments in the organization. Indeed. Stats show that satisfied employees can perform better. Besides. As known. Moreover. companies start using BSC in one department which does not require sufficient investments. Thus. it is very important that employees are satisfied with wages. For example. By the way. The HR was. Later on. If employees are not experienced in BSC it is recommended to look for trainings and seminars. When looking for consulting and software. HR managers must understand how achievement of HR goals will contribute to implementation of company strategy.. In such a way. The process of BSC implementation starts with discussion of company strategy. this is an excellent opportunity to analyze own mistakes in using BSC. . it is not recommended to star using BSC unless any company has a realistic strategy. HR Performance Management and HR Balanced Scorecard The performance management is not just about the performance of the employees. recent economic crisis demonstrated importance of having educated and motivated personnel. Today. HR department should identify goals. HR became extremely popular since business owners understood that their employees are the most valuable asset they have. Even experienced employees might require additional knowledge. Balanced Scorecard may be used only in HR departments. Sometimes. it is easy to find lots of helpful seminars and online trainings. Please. Some companies even managed to generate revenues during crisis thanks to innovative approaches and dedication of employees..
At the same time. The HR scorecard helps HR professionals balance the two and find the optimal solution. It is thus important to monitor the alignment of the HR decisions and systems that drive the HR deliverables. but at the same time defend investments in intangibles and HR by outlining the benefits in concrete terms. It allows HR professionals to drive out costs where appropriate. there are drivers and outcomes in the HR value chain as well. Assessing this alignment provides feedback on HR’s progress towards these deliverables and lays the foundation for HR’s strategic influence. HR has to fulfil its strategic goal. An appropriate HR measurement system will encourage HR professionals to think both strategically as well as operationally. • It assesses HR’s contribution to strategy implementation: The cumulative effect of the HR Scorecard’s deliverable measures provides the answer to the question regarding . • It enables cost control and value creation: HR is always expected to control costs for the firm.Benefits of the HR Scorecard The HR Scorecard offers the following benefits: • It reinforces the distinction between HR do-ables and deliverables: The HR measurement system must clearly distinguish between the deliverables that influence strategy implementation and do-ables that do not. • It measures leading indicators: Just as there are leading and lagging indicators in the overall balanced performance measurement system. which is to create value. Policy implementation is not a deliverable until it has a positive effect on the HR architecture and creates the right employee behaviours that drive strategy implementation.
• It lets HR professionals effectively manage their strategic responsibilities: The scorecard encourages HR managers to focus on exactly how their decisions affect the successful implementation of the firm’s strategy. . It provides a clear framework to think in a systemic manner. It helps them look at the bigger picture and since there are no perfect numbers it makes it easier for managers to change direction when needed. • It encourages flexibility and change: The basic nature of the scorecard with its causal emphasis and feedback loops helps fight against measurement systems getting too standardised. All measures have a credible and strategic rationale. measures simply become indicators of the underlying logic that managers accept as legitimate. Every decision needs to be taken based on the past and future scenarios. which constantly demands change. Line managers can use these measures as solutions to business problems. The HR scorecard engenders flexibility and change because it focuses on the firm’s strategy implementation. Standardisation is good for things that don’t tend to have a dynamic nature but firm performance is a dynamic phenomenon. This is due to the systemic nature of the scorecard. One of the common problems of measurement systems is that managers tend to get skilled to obtain the right numbers once they get used to a particular measurement system. With this framework.HR’s contribution to firm performance.
One researcher (the moderator) leads the discussion by asking participants to respond to open-ended questions – that is. These sessions are usually taperecorded. the method is especially well suited for sociobehavioral research that will be used to develop and measure services that meet the needs of a given population.2 (60 Marks) Note: Each Question carries 10 marks. Focus groups are often used to determine what service or product a particular population wants or would like to have. questions that require an indepth . as well as the range of perspectives that exist within that community or subgroup.4 Credits (Book ID: B1231) Assignment Set. This module presents the fundamentals of using focus groups in applied qualitative research. Focus Groups F ocus groups are a qualitative data collection method effective in helping researchers learn the social norms of a community or subgroup. Answer all the questions. Q1. It includes: • Overview of Focus Groups • Ethical Guidelines • Logistics of Focus Groups • How to Be an Effective Moderator • How to Be an Effective Note-taker • Suggested Readings • Case Study Samples • Steps in Moderating a Focus Group • Steps in Note-taking for a Focus Group • Focus Group Checklist Overview of Focus Groups What is a focus group? A focus group is a qualitative data collection method in which one or two researchers and several participants meet as a group to discuss a given research topic. such as in marketing studies. and sometimes videotaped. Write a short note on focus groups.Winter / November 2011 Master of Business Administration Semester III MU0013 –HR Audit. Because focus groups seek to illuminate group opinion.
Q2. Explain how audit of training is conducted. A second researcher (the note-taker) takes detailed notes on the discussion. . They are also effective for accessing a broad range of views on a specific topic. Q3. Focus groups are not the best method for acquiring information on highly personal or socially sensitive topics. Q6. one-on-one interviews are better-suited for such topics. Elaborate on the need for Human Resource Audit. A principal advantage of focus groups is that they yield a large amount of information over a relatively short period of time. as opposed to achieving group consensus. Explain the different types of competencies with examples. Q5. Elaborate on the different aspects work place policies and practices to be considered by the employers.response rather than a single phrase or simple ―yes‖ or ―no‖ answer. What are the trends in HR audit seen in Indian scenario? Q4.