Contents

Human Resource activities in Management ....................................................................................................... 3

Functional of HRM ............................................................................................................................................... 3
The process of HRP .............................................................................................................................................. 6
The Purposes of Performance Evaluation ........................................................................................................... 9
Study Name : Mg Kyaw Thura Htwe

Study ID : Marketing

Module Name :
No.(1)

Human Resource activities in Management

Even though it is the responsibility of human resource personal to look after in an
organization of the people, all people in managerial / supervisory role – managers, supervisors,
foremen etc. – have to perform certain human resource functions. They may have to be involved in
performing the following additional functions in cooperation with the HR department; employee
selection, introduction of new employees, training and development, performance appraisal, working
practices, job structure, implementing disciplinary procedures, motivating, providing communication
channels, implementing safety policy, planning for effects of change on employees, etc. The HR
department provides support in performing the above activities.

Functional of HRM
The function of human resource of management are Staffing, Training and Development,
Performance Appraisal, Compensation and Benefit, Safely and Health, Employee and Labor relation
(Gary D. , 2005).
Staffing
Staffing involves Job analysis, Recruitment and selection. The Basic of job analysis – Talent
management begin with understanding what jobs need to be filled, and the human traits and
competencies employees need to do those jobs effectively (Gary D. , 2005). Job analysis includes
Job descriptions and Job specifications (Gary D. , 2005). Job analysis is the procedure analysis
produces information for writing job description (a list of what the job entails) and job specifications
(what kind of people to hair for the job) (Gary D. , 2005). Virtually every personal related action you
take – interviewing applicants, and training and appraising employees, for instance – depends on
knowing what the job entails and what human traits one needs to do the job well (Gary D. , 2005).
The supervisor or human resources specialist normally collects one or more of the types of
information via the job analysis; work activities, human behaviors, machines, tools, equipment, work
aids, performance standards, job context and human requirements (Gary D. , 2005).
Recruitment and selection and selection are information about what duties the job entails and
what human characteristics are required to perform these activities helps manages decide what sort of
people to recruit and hire (Gary D. , 2005).
Training and development
Training involves on the job training and off the job training. on the job training involves
specific job training, apprenticeship training, coaching and understudy programme, job rotation,
special projects and task forces (Gary D. , 2005). Off the job training involves special courses and
lectures, conferences, case studies, simulation, sensitivity training (Gary D. , 2005). On Directly after
orientation, training should begin (Gary D. , 2005). Training means giving new or current employees
the skill that they need to perform their jobs (Gary D. , 2005). This might mean showing new Web
designers the intricacies of your site, new sales people how to sell your firm’s product, or new
supervisors how to complete the firm’s weekly payroll (Gary D. , 2005). It might involves simply
having the current jobholder explain the job to the new hire, or a multi-week training process
including classroom or Internal classes (Gary D. , 2005). In any case, training is a task that managers
ignore at their peril. Having high-potential employees doesn’t guarantee they’ll succeed (Gary D. ,
2005). They must know what to do and how to do it. If they don’t, they will improvise or do nothing
useful at all (Gary D. , 2005).
 Development involves learning that goes beyond today’s job; it has a more long-time focus
(Gary D. , 2005). The management development process consists of assessing the company’s
strategic needs, appraising manager’s current performance, and then developing the managers (Gary
D. , 2005). Development is usually part of the employer’s succession planning (Gary D. , 2005).
Succession planning refer to the process through which a company plan for and fill senior – level
opening (Gary D. , 2005).
Performance appraisal
Performance appraisal means evaluating an employee’s current and or past performance
relative to his or her performance standards. Effective appraisal also requires that the supervisor set
performance standards (Gary D. , 2005). And it requires that the employee receive the training,
feedback, and incentives required to eliminate performance deficiencies (Gary D. , 2005). Effective
appraisal before the actual appraisal, with the manager defining the employee’s job and performance
criteria. Performance appraisal always involves the 3-steps performance appraisal process; (1) setting
work standards, (2) assessing the employee’s actual performance appraisal relative to those standards
and (3) providing feedback to the employee with the aim of helping him or her eliminate
performance deficiencies or to continue to perform above par (Gary D. , 2005). Why performance
appraisal? Because, most employers still base pay, promotion, and retention decisions on the
employee’s appraisal (Gary D. , 2005). Appraisal should facilitate career planning (Gary D. , 2005).
Supervisor use appraisal to identify employee’s training development needs (Gary D. , 2005).
Appraisal play a central role in the employer’s performance management process (Gary D. , 2005).
Performance management means continuously making sure that each employee’s and team’s
performance makes sense in terms of the company’s overall goals (Gary D. , 2005). The
accompanying HR as a profit center feature illustrates this (Gary D. , 2005).

Compensation and benefits

Employee compensation includes all forms of paying going to employees and arising from
their employment. It has two main components, direct financial payment (wages, bonuses, etc…) and
indirect financial payments (Financial benefits like employer-paid insurance and vacations.) (Gary
D. , 2005). in turn, there are two basic ways to make direct financial payments to employees; based
on increments of time or based on performance (Gary D. , 2005). Time-based pay is still the
foundation of most employers pay plan (Gary D. , 2005). Blue-collar and clerical workers receive
hourly or daily wages, for instance (Gary D. , 2005). Other, like manager or web designers, tend to
be salaried and paid weekly, monthly or yearly (Gary D. , 2005). The second direct payment option
to pay for performance (Gary D. , 2005). For example, piecework ties compensation to the amount of
production the worker turns out (Gary D. , 2005). Sales commissions are another performance-based
compensation (Gary D. , 2005).
What are your benefits? is the first thing many applicants ask (Gary D. , 2005). Benefits-
indirect financial and nonfinancial payments employees receive for continuing their employment
with the company – are an important part of just about everyone’s compensation (Gary D. , 2005).
They include things like health and life insurance, pensions, time off with pay and child care
assistance (Gary D. , 2005). Virtually all employers offer some health insurance coverage. Health
care benefit costs are rising (Gary D. , 2005).
Employees and Labor Relation
A business firm is required by law to recognize a union and bargain with it in good faith if
the firm’s employees want the union to represent them (Gary D. , 2005). In the past, this relationship
was an accepted way of life for many employers (Gary D. , 2005). But most firms today would like
to have a union-free environment (Gary D. , 2005). When a labor union represents a firm’s
employees, the human resource activity is often referred to as industrial relations, which handles the
job of collective bargaining (Gary D. , 2005).

No.(2)

Manpower Planning and HR Planning

Human resource planning may be defined as a strategy for the acquisition, utilisation,
improvement and retention of the human resources required by the enterprise in pursuit of its
objectives (Gary D. , 2005). The traditional “manpower planning” model may be broadly outlined as
follows;
(a) Forecast demand for specific skills, competences or grades of employee.
(b) Forecast supply of these skills, competences or grades, both within and outside the
organization.
(c) Plan to remove any discrepancy between and supply (Gary D. , 2005). If there is a shortage of
labour, for example, you would need to reduce demand or improve supply (Gary D. , 2005).

Liff (2000) notes that there has been a shift from reconciling numbers of employees available with
predictable, stable jobs, towards a greater concern with skills, their development and deployment
(Gary D. , 2005). Emphasis is now given on following aspects; recruiting, retaining, utilising,
improving (Gary D. , 2005). HR planning is a form of rise management (Gary D. , 2005). Its
involves realistically appraising the present and anticipating the future in order to get the right people
into the right jobs at the right time and managing employee behavior, organizational culture and
systems in order to maximise the human resource in response to anticipated opportunities and threats
(Gary D. , 2005).
Aims of HRP
Armstrong (2009) sums up the aims of HRP as follows;
(a) To attract and retain the number of people required, with the skills, expertise and
competences required. (Gary D. , 2005)To anticipate potential surpluses or shortfalls which
will need to be adjusted.
(b) To develop a well-trained and flexible workforce which will support organizational
adaptation to external changes and demands.
(c) To reduce dependence on external recruitment to meet key skill shortages.
(d) To improve the utilization of people.
A contingency approach to HRP
In uncertain environments, a different, less prescriptive approach to HRP may be required
(Gary D. , 2005). Kane and Stanton (1994) suggest three broad approaches that respond to these
uncertainties (Gary D. , 2005).
(a) The staff replacement approach
 (b) Short-term Human Resource strategy
(c) Vision-driven Human Resource Development

The process of HRP

When the future environment can be descried with some certainty, traditional long range
HRP remains a useable approach (Gary D. , 2005).
Forecasting demand
Forecasting of the demand for labour, competences and productivity levels will be affected
by both internal and external factors (Gary D. , 2005). Internal factors included organizational
objectives, staff characteristics and utilization, the cost of labour (Gary D. , 2005). External factors
included demand in the relevant labour markets, government policy, technological developments
(Gary D. , 2005).
Forecasting supply
The available supply of labour, competences and productivity levels may be forecast by
considering internal and external factors (Gary D. , 2005). Internal factors included (a) the
competences, skills, trainability, and current productivity level of the existing work force (b) the
structure of the existing workforce in terms of age distribution, skills, hours of works, rates of pay
and so on (Gary D. , 2005). (c) the likelihood of changes to the productivity, size and structure of the
workforce (Gary D. , 2005). Such changes may come through; wastage, employee trainability,
morale and motivation, which influence productivity and flexibility (Gary D. , 2005). Organizational,
technological, culture, managerial and other changes which may positively (Gary D. , 2005).
External factors included skill availability, changes in skill availability, competitor activity,
demographic changes, wages and salary rates (Gary D. , 2005).
Labour turnover and retention
Measuring labour turnover
Labour turnover is the number of employees leaving an organization and being replaced
(Gary D. , 2005). The rate of turnover is often expressed as the number of people leaving, as a
percentage of the average number of people employed, in given period (Gary D. , 2005). The term
natural wastage is used to describe a normal flow of people out of an organisation through
retirement, career or job change, relocation, illness and so on (Gary D. , 2005). There are different
ways of measuring labour turnover; crude labour turnover rate, labour stability (Gary D. , 2005).
Cases of labour turnover
Labour turnover is also influenced of the factors; the economic climate and the state of the
job market, the age structure and length of service of the work force (Gary D. , 2005).
Evaluation HRP
How reliable is HRP?
Human resource planning is regarded as a scientific, statistical exercise, but it is important to
remember that statistics in themselves are limited in value (Gary D. , 2005). Statistical methods can
be used to create a more accurate model of the future than simple subjective estimates (Gary D. ,
2005). Computerization has greatly enhanced the speed, ease and accuracy with which they can be
applied, and many PC-based HR software packages are now available (Gary D. , 2005). Even so
there are a number of assumptions involved, and the results are purely quantitative; for example;
number of staff required where qualitative information may be required for meaningful decision-
making the effect of change, restaffing or management style on the culture of the organisation and
individual/group behavior and so on (Gary D. , 2005).
Is HRP working?
A human resource audit is an investigation designed to; give a picture of the current structure,
size and productivity of the organisation’s labour force, check that HR plans, system, polices and
producers have been and are being carried out (Gary D. , 2005).
Is HRP cost effective?
Although labour costs in many manufacturing companies are falling as a proportion of total
cost, as processes are increasingly automated, HR cost are still significant and may form a large
proportion of total costs in labour - intensive sectors such as services (Gary D. , 2005). An
organisation should therefore assess that cost effect of any plan – recruitment drive, training
initiative or downsizing exercise – in proportion to the expected benefits to be derived from it (Gary
D. , 2005). A cost-benefit analysis is a comparison of the cost of an actual or proposed measure with
an evaluation or estimate of the benefits gained from it (Gary D. , 2005). This will indicate whether
the measure has been, or is likely to be, cost-effective – or worthwhile (Gary D. , 2005).
Retention planning
A systematic investigation into the cause of unusually or undesirably high turnover will have
to be made, using various methods (Gary D. , 2005). (a) information given in exit interview with
leaving staff, which should be the first step after an employee announces his/her intention to leave
(Gary D. , 2005). (b) attitude surveys to gauge the general climate of the organisation, and the
response of the workforce as a whole to working conditions, management style and so on (Gary D. ,
2005).
Elements of HRP
Once the analysis of human resource requirement has been carried out, and the various
options for fulfilling them considered, the human resource plan will be drawn up (Gary D. , 2005).
This may be done at a strategic level. It will also involve tactical plans and action plans for various
measures, according to the strategy that has been chosen (Gary D. , 2005). Typical elements might
include the following (Gary D. , 2005).
(a) The resourcing plan; approaches to obtaining skills/people within the organisation, and by
external recruitment (Gary D. , 2005).
(b) Internal resource plan; availability of skills within the organistion, plans to
promote/redeploy/develop (Gary D. , 2005).
(c) The recruitment plan; numbers and types of people, and when required, sources of
candidates; the recruitment programme; desired employer brand and or recruitment incentives
(Gary D. , 2005).
(d) The training plan; numbers of trainees required and or existing staff who need training;
training programme (Gary D. , 2005).
(e) The re-development plan; programmes for transferring or retraining employees (Gary D. ,
2005).
(f) The flexibility plan; plans to use part-time workers, jobsharing, homeworking, outsourcing,
flexible hour arrangements and so on (Gary D. , 2005).
 (g) The productivity plan; programmes for improving productivity, or reducing manpower costs;
setting productivity targets (Gary D. , 2005).
(h) The downsizing plan; natural wastage forecasts; where and when redundancies are to occur,
policies for selection and declaration of redundancies; redevelopment, retraining or relocation
of employees; policy on redundancy payments, union consultation and so on (Gary D. ,
2005).
(i) The retention plan; actions to reduce avoidable labour wastage (Gary D. , 2005).
The plan should include budgets, targets and standards. It should allocate responsibilities for
implementation and control (reporting, monitoring achievement against plan) (Gary D. , 2005).

No.(3)

Motivation theory
What is motivation? The word motivation is commonly used in different contexts to mean;
(a) the mental process of choosing desired outcomes, deciding to go about them, assessing whether
the likelihood of success warrants the amount if effort that will be necessary, and setting in motion
the required behaviours (Gary D. , 2005). This is sometimes called intrinsic motivation, as it arises
from factors and process within the individual (Gary D. , 2005). (b) the social process by which the
behaviour of in individual is influenced by other “motivation” in this sense usually applies to the
attempts of organization to maintain or increase worker’s effort and commitment by using rewards
and punishments (Gary D. , 2005). This is sometimes called “extrinsic motivation”, as it arises from
actions done to or for the individual by other (Gary D. , 2005).
Theory of motivation are often categorized as “content theories’’ and “process theories’’.
Content theories assume that human beings have an innate package of motives (need or desired
outcomes) which they take action pursue (Gary D. , 2005). They ask “What motivates people?”
Maslow’s need theory and Herzberg’s two factor theory are two of the most important approaches of
this type (Gary D. , 2005). McClelland’s work on high achievers offer an interesting sidelight on pay
and motivation. Process theories explore the psychological process through which outcomes become
desirable and are pursued by individuals (Gary D. , 2005). The ask “How are people motivated?”
(Gary D. , 2005). This approach assumes that people are able to select their goals and choose the
paths towards them, by a conscious or inborn among human beings (Gary D. , 2005). Process theory
assumes that there is a psychological process that creates motivation (Gary D. , 2005). Need theories
of motivation (Maslow, Herzberg) suggest that intrinsic rewards must be included in reward strategy.
According to content theory, motivational drive is inborn among human beings (Gary D. , 2005).
Process theory assumes that there is a psychological process that create motivation (Gary D. , 2005).
Need theory
Need theories suggest that individuals have certain innate needs (Gary D. , 2005). When a
need is unsatisfied, the individual experiences tension-and acts in pursuit of goals that will satisfy the
need (Gary D. , 2005). Abraham Maslow developed the original and most famous need theory (Gary
D. , 2005). He argued that human beings have five innate needs, which he suggested could be
arranged in a hierarchy of relative prepotency (Gary D. , 2005).
Self-actualisation - for growth and fulfilment of personal potential
Esteem needs - for independence, recognition, status, respect from others
Love/social needs – for relationship, affection, belonging
Safety needs - for security, order, predictability, freedom from threat
Physiological needs – for food, shelter, sleep
Each level of need is dominant until satisfied; only then does the next level of need become a
motivating factor.
Two factor Theory
Frederick Herzberg interviewed Pittsburgh engineers and accountants about “critical
incidents” which made them feel good or bad about their work (Gary D. , 2005). He identified two
basis need categories of individual at work (Gary D. , 2005).
The need to avoid unpleasantness, associated with fair treatment in compensation,
supervision, working conditions and administrative practices (Gary D. , 2005). These needs are
satisfied by what Herzberg called “hygiene” factor; they may minimize dissatisfaction and poor job
performance, but have little ability to motivate the individual to higher levels of job satisfaction or
extra performance (Gary D. , 2005). Hygiene factors are essentially extrinsic rewards, deriving from
factors in the environment or context of work, and offering satisfaction of lower-level needs (Gary
D. , 2005).
The need of develop in one’s occupation, as a source of personal growth, associated with
factors such as advancement, recognition, responsibility, challenge and achievement (Gary D. ,
2005). These needs are satisfied by what Herzberg called “motivator” factors, which are seen to be
effective in motivating the individual to more positive attitudes, and greater effort and performance
(Gary D. , 2005). Motivator factor are essentially intrinsic rewards, deriving from factors inherent in
the content of the word itself, and offering psychological satisfaction of higher-level needs (Gary D. ,
2005).
McClelland – achievement motivation theory
David McClelland identified four main needs-based motives are achievement, power,
affiliation, avoidance. The first three correspond, roughly, to Maslow’s self-actualisation,
esteem and love needs (Gary D. , 2005). People who have a high need for achievement are
motivated far more by challenging opportunities they are by money; however, these high
achievers also have a strong need for feedback on their performance and monetary rewards
are valued as a means of keeping score (Gary D. , 2005). Such people are unlikely to remain
in jobs that do not pay them well for their high achievement, which reinforces the view that
pay is a hygiene factor (Gary D. , 2005).
No.(4)

The Purposes of Performance Evaluation

(a). Formal evaluations of employee work behaviour help the employer and employee build
on the strengths of the employee and identify those areas the employee needs improvement to
be more effective and efficient in her/his job (www.the purposes of performance
evaluation.com, 2005).
(b). Performance evaluations enable the creation of reasonable performance standards so that
both supervisor and employee are aware of work that is considered “acceptable performance”
because of the active involvement of both the supervisor and the employee in performance
evaluations, an important channel of two-way communication of opened (www.the purposes
 of performance evaluation.com, 2005). Communication can result in increased cooperation
and understanding between supervisors and employees, which in turn can enhance work
performance and work environment thus providing better customer service to our community
and each other (www.the purposes of performance evaluation.com, 2005).
(c). Used property, the performance Evaluation will;
Inform-It allow the supervisor and employee to communicate openly about performance
(www.the purposes of performance evaluation.com, 2005). This should happen throughout
the year and not only at this time (www.the purposes of performance evaluation.com, 2005).
Issues discussed now should not be unexpected to the employee. It also provides supervisor
the opportunity to hear employee’s views of the work situation (www.the purposes of
performance evaluation.com, 2005).
Set Goals-the supervisor and employee mutually establish goals for progress (www.the
purposes of performance evaluation.com, 2005). Goals should be realistic, measurable, and
obtainable within six months to one year (www.the purposes of performance evaluation.com,
2005).
Develop-The supervisor and employee identify actions that can be taken to enhance
development and performance of the employee (www.the purposes of performance
evaluation.com, 2005).
Evaluate-the supervisor and employee evaluate evaluate results based on previously
established goals and performance standards, which provides a basis and documentation for
transfer, promotion, reassignment, or disciplinary action (www.the purposes of performance
evaluation.com, 2005).
Provide-Standards for decisions on merit advances (www.the purposes of performance
evaluation.com, 2005).
Process
(a). The performance of employee shall be determined by their supervisor (www.the purposes
of performance evaluation.com, 2005).
(b). Policies and procedures require that performance evaluations be prepared on the third
month and during the sixth month of continuous service for all probationary classified
employees (www.the purposes of performance evaluation.com, 2005).
(c). In order to be granted regular tenured status, an employee’s work performance, as
measured in her/his sixth month performance evaluation, must meet acceptable standards
(www.the purposes of performance evaluation.com, 2005). The probationary performance is
a continuation of the initial examining process and is more important than a written test or
interview since “on the job” performance is measured (www.the purposes of performance
evaluation.com, 2005). The supervisor should complete the evaluation with utmost
deliberation (www.the purposes of performance evaluation.com, 2005). Once granted regular
tenured status, the employee will be evaluated on a yearly basic on his / her current
classification date (www.the purposes of performance evaluation.com, 2005). Additional
evaluations may be required upon request of the City Manager, Human Resources manager,
or the appropriate department head. Example employees will be evaluated once a year in June
(www.the purposes of performance evaluation.com, 2005).
Preparation of Performance Evaluation
Performance evaluation involve making judgments about employee performance and
behaviour (www.the purposes of performance evaluation.com, 2005). An effective and
equitable performance evaluation program requires that all supervisors evaluate their
employees in substantially the same manner (www.the purposes of performance
evaluation.com, 2005). The following is presented as a guide to evaluating an employee
(www.the purposes of performance evaluation.com, 2005).
A. Familiarize yourself with the performance evaluation form and review the contents of this
booklet (www.the purposes of performance evaluation.com, 2005).
B. Compare the employee’s performance with standards that were established the year
before (www.the purposes of performance evaluation.com, 2005).
- Try to eliminate all personal prejudice, bias, or favouritism, and do not allow your
own personal likes and dislikes to get in the way of measuring actual performance
(www.the purposes of performance evaluation.com, 2005).
- Base your decisions on actual performance, not anticipated or potential work
performance (www.the purposes of performance evaluation.com, 2005).
- Analyse the employee’s performance in each factor listed on the performance
evaluation form (www.the purposes of performance evaluation.com, 2005).
- Determine if the goals that were established the previous year have been met, and
if not, why (www.the purposes of performance evaluation.com, 2005).
C. Pre-interview Procedure
- Choose a quiet place where the evaluation can be conducted without interruption
(www.the purposes of performance evaluation.com, 2005).
- Make notes of items to be discussed with the employee (www.the purposes of
performance evaluation.com, 2005).
D. Conducting the evaluation Interview
- Always meet privately and avoid all interruptions, including telephone calls
(www.the purposes of performance evaluation.com, 2005).
- Allow plenty of time for the evaluation, this will help alleviate concern about time
constraints (www.the purposes of performance evaluation.com, 2005).
- Talk about the employee’s strengths as well as his/her weaknesses. A major
purposes of a performance evaluation is to acknowledge and encourage high
quality performance (www.the purposes of performance evaluation.com, 2005).
- When discussing weaknesses, be able to include specific suggestions for
improvement (www.the purposes of performance evaluation.com, 2005). You and
the employee should agree on specific actions to be taken and goals for the
upcoming year (www.the purposes of performance evaluation.com, 2005).
- Remember, a major goal of performance evaluations is to open an effective
channel of communication between the supervisor and employee (www.the
purposes of performance evaluation.com, 2005). Therefore, let the employee do
most of the talking, do not dominate or cross-examine the employee, and be
 willing to learn from the employee (www.the purposes of performance
evaluation.com, 2005).

Part (II)

No.(1)

HR planning to use in the Company

The name of my company is Kyaw Travel & Tour

Goal

To become the leading private-owned travel and tour operator in Myanmar, by relying on a
well- motivated workforce, applying appropriate technology, and providing maximum satisfaction
to the customer. This vision is progressively being achieved by the following:

- An increased focus on improved profitability,

- Enhancing employee motivation and loyalty to the company,

- Implementing cutting-edge reservation and marketing tools available in the industry,

- Seeking out-of-the-box strategies in distinguishing ourselves from the competition in order to

get the most customer satisfaction possible.

Staffing

The process through which an organization ensures that it always has the proper number of
employees with the appropriate skill in the right time to achieve the organization’s objectives.

Job Analysis

Job analysis is the systematic process of determining the skill, duties and knowledge required
for performing jobs in an organization. Its impacts virtually every aspect of HRM in planning,
recruitment and selection

Vacancy Announcement

We would like to announce new job opening for our new branch company. Currently job
opening for below mention positions in our company. Champion company would like to fill this
position internally or through referrals if possible. We will hold public announcement of the vacancy
 until we have exhausted these options. If you know anyone with similar qualifications, you are
encouraged to inform them about this opportunity.

COMPANY ORGANIZATION CHAT

CEO

Professional Secretary
COO

General Manager

IT Department HR Department Finance Department Operation Department

IT Manager Finance Inbound Tour Outbound Domestic Ground

Manager Manager Tour Manager Operation Operation

Office
Department
Account
ant Tour Guides

Office Staff Buyer & Tour Bus Tour Operation Assistant

Cleaner Driver

Requirement Positions Posts

1. Chief Operating Officer 1

2. General Manager 1

3. IT Program Manager 1

4. Finance Manager 1

5. Accountant 2

6. Tour Operator Manager (Inbound) 1

7. Tour Operator Manager (Outbound) 1

8. Tour Guide (Permanence, Freelance, Trekking) 15

Requirement Positions Posts

9. Reservation Executive 2

10. Sale Executive 2

11. Tour Operation Assistant 5

12. Office Assistant 1

13. Buyer & Cleaner 1

14. Tour Bus Driver 7

For example of the company Job analysis

1. General Manager (GM)

Job Description

• Increases management's effectiveness by recruiting, selecting, orienting, training, coaching,

counseling, and disciplining managers, communicating values, strategies, and objectives,
assigning accountabilities; planning, monitoring, and appraising job results, developing
incentives; developing a climate for offering information and opinions; providing educational
opportunities.

• Develops strategic plan by studying technological and financial opportunities; presenting

assumptions; recommending objectives.

• Accomplishes subsidiary objectives by establishing plans, budgets, and results

measurements; allocating resources; reviewing progress; making mid-course corrections.

• Coordinates efforts by establishing procurement, production, marketing, field, and technical

services policies and practices; coordinating actions with corporate staff.

• Builds company image by collaborating with customers, government, community

organizations, and employees; enforcing ethical business practices.

• Maintains quality service by establishing and enforcing organization standards.

 • Maintains professional and technical knowledge by attending educational workshops,
reviewing professional publications, establishing personal networks, benchmarking state-of-
the-art practices, participating in professional societies.

• Contributes to team effort by accomplishing related results as needed.

Job Responsibilities

• Performance Management, Staffing, Management Proficiency, Coordination, Coaching,

Developing Standards.

• Financial Planning and Strategy, Process Improvement, Decision Making, Strategic

Planning, Quality Management

Manpower Planning (or) HR Planning

HR Planning is the process of comparing HR requirements with their availability and

determining whether the film has a shortage or excess of personal.

Recruitment

Recruitment is the process of attracting qualified individuals and encouraging them to apply
for work with the organization. Recruitment methods includes Advertising, Newspaper, Online,
Billboard, Other media, Employment agencies, Casual application etc…

Selection

Selection is the process through which the organization chooses, from a group of applicants,
those individuals best suited both for open positions and for the company.

Training and Development

Training is designed to provide learners with the knowledge and skill needed for their present
jobs. Development involves learning that goes beyond today’s job; it has a more long-time focus.
Training and Development method includes two types of methods. They are On-the-job methods and
Off-the-job methods.On-the-job methods are Specific job training, Apprenticeship training,
Coaching and understudy programme, Job rotation and Special projects and task forces.Off-the-job
methods are Special courses and lectures, Conferences, Case studies, Simulation-role playing,
Sensitivity training.

Compensation and Benefits

 The compensation of Kyaw Kyaw Travel & Tour Co;Ltd are Basic salary, Meal Allowance,
Transpiration Allowance, OT Charges, Indemnity Fees by Operation, Annual Bonus. A well-
thought-out compensation system provides employees with adequate and equitable wards for their
contributions to the meeting of organizational goals. The compensation includes the total of all
rewards provided employees in return for their services. A reward may be one or a combination of
the following; Pay; The money that a person receives for performing a job Benefit; Additional
financial reward, other than base pay including paid vacations, sick leave, holidays and medical
insurance. Non-Financial rewards; Nonmonetary rewards, such as enjoyment of the work performed
or a satisfactory workplace environment that provides flexibility. Pay and benefit are given by
motivation to employees. If we are pay leader, will be more labor cost than competitors. If we are
pay follower, would not be retained the latent persons. View on competitors pay structure and must
make decision.

Interview Section

Interview is the verbal conversation between two people with the objecting of collecting
relevant information for the purpose of research. Interviews are particular useful getting the story
behind a participant’s experiences. The interview can purchase in-depth information the topic.
Interview may be useful as follow-up to certain respondents.

Types of Interview

1. Personal Interview

2. Telephone Interview

3. Focus Group Interview

4. Depth Interview

Personal Interview

A person interview involves a lot of preparation. Generally personal interview should go through the
following five steps they are as follow :

1. Rapport Building (Believe, Opinions, Pleasure rather than an ordeal /trail)

2. Introduction (About of Interviewer and Interviewees and Company)

3. Probing (Compliantly, Freely, Relevantly)

4. Recording (During Interview Time)

5. Closing

Focus Group Interview

Focus group interview is an unstructured interview which involves a moderator leading a discussion
between a small group of respondents on a specific topic.

Focus group interview result I advantages summed up as ten S they as follow:

1. Synergism (Working together of two things)

2. Snowballing (Collect information as it transfers form one person to another)

3. Stimulation (Inspires the data collection)

4. Security

5. Spontaneity (information collected would be nature)

6. Serendipity (Change of getting relevant information to the study)

7. Specialization

8. Scientific Scrutiny

9. Structure

Speed

Mainly Follow this Question

• Introduce for about of Interviewer?

• Why should we hire you?

• What is your strengths?

• What is your weakness?

• Tell me what you know about our company?

• How did you thinks about of our company?

• Why are you looking for a job change?

• Did you have any disappointant in your leave job?

• How to do when you have to meet in serious time?

 • Why do you want to work at our company/ department?

• How many you want salary for your position?

• What is your carrier goal?

• What is your future plan for your life?

• etc. . .

Safety and Health

Safety involves protecting employee from injuries caused by work-related accidents.

Health refers to the employee’s freedom from physical or emotional illness. These aspects of the
job are important because employees who work in a safe environment and enjoy good health are
more likely to be productive and yield long-time benefits to the organization. Today, because of
federal and state legislation that reflects societal concerns, most organizations have become
attentive to their employee’s safely and health.

Employee and Labor Relations

A business firm is required by law to recognize a union and bargain with it in good
faith if the firm’s employees want the union to represent them. In the past, this relationship was
an accepted way of life for many employers. But most firms today would like to have a union-
free environment. When a labor union represents a firm’s employees, the human resource activity
is often referred to as industrial relations, which handles the job of collective bargaining.

Performance Appraisal

Performance appraisal is a formal system of review and evaluation of individual or team task
performance. It affords employees the opportunity to capitalize on their strengths and overcome
identified deficiencies, thereby helping them to become more satisfied and productive
employees.

No.(2)

Exit Interview Producer

Summary
The city of Minneapolis is committed to the development and relation of employees
(Minneapolis, 1997-2018). To support This commitment, the human resource department has
developed an exit interview process and survey (Minneapolis, 1997-2018). In human
resource terms, an exit interview is set of questions that are designed to elicit information
 from an employee who has decided to leave the organization (Minneapolis, 1997-2018). The
exit interview can play an important part in understanding why employees choose to leave the
organization (Minneapolis, 1997-2018). The information received from each interview
provides insight into the City’s work environment and the factors that may lead to an
employee’s decision to leave the City (Minneapolis, 1997-2018). Trends can be identified
that may lead to changes in employment practices and the work environment (Minneapolis,
1997-2018). The goads of any changes that are made will be designed to improve employee
retention, reduce turnover (Minneapolis, 1997-2018).
Exit interview process step by step procedures
The human resources department has developed and utilizes a number of tools to
conduct interview (Minneapolis, 1997-2018). The exit interview can be conducted via a 1,
face to face interview 2) online exit interview that can be accessed via survey Monkey
(Minneapolis, 1997-2018).
The steps listed below should be followed;

A. Once an employee provides notice that they are leaving (i.e retiring, resigning etc) the
city, the immediate supervisor should contact a member of their assigned HR generalist
team about the pending employee separation and request that the exit interview process
be initiated (Minneapolis, 1997-2018). The supervisor should provide the employee’s
name, contact information and last date of employment (Minneapolis, 1997-2018).
B. After the supervisor makes contact with Human Resources, a member of the human
resources generalist team will contact the employee and ask them to participate in the
interview process (Minneapolis, 1997-2018). If the employee agrees to participate, they
will be provided with the option of participating in a face to face interview and or be
given the option to complete the online exit interview via survey Monkey (Minneapolis,
1997-2018).
C. If the employee agrees to a face to face exit interview they will also be asked to complete
the online exit interview so data can be captured about the employee’s experience
working with the City (Minneapolis, 1997-2018). Capturing consistent data on a number
of variables; work environment, salary, benefits, etc can provide valuable data that can be
analysed on a citywide basis or by individual city departments to identify trends on why
people are leaving (Minneapolis, 1997-2018).
Exit interview; know why they leave
Every company loses employees (Minneapolis, 1997-2018). But successful organizations
understand WHY and constantly make improvement efforts to retain their best employees
(Minneapolis, 1997-2018). Did you know that employee’s reasons for leaving are dramatically
changing? Do you want to know what is affecting employee retention in your organization? Do you
know what is changing in your company? Using an exit interview program your company can get the
answers questions like these, understand your ever-changing workforce and transform departing
employees into valuable company improvement consultants (Minneapolis, 1997-2018).
What it is?
Often used by many companies as the only way to understand employee motivations, the exit
interview is a powerful tool that provides invaluable information about the reasons a person leaves
(Minneapolis, 1997-2018). Many time company leaders believe they already know the answers and
often point to compensation as the reason they believe an employee has left (Minneapolis, 1997-
2018). The truth is when an exit interview is not handled correctly more than 40% of employees will
give a false answer (Minneapolis, 1997-2018). Executives frequently discover that what they thought
they knew as the reasons for leaving were, turns out to be inaccurate (Minneapolis, 1997-2018).
Compensation may be in the list, but it is rarely number 1 (Minneapolis, 1997-2018). Employees
leave for a myriad of issues, and an exit interview can pinpoint what those issues are, why those
issues matter and how to make changes for success (Minneapolis, 1997-2018).
Why you need it?
At the work institute, we don’t believe you just need an exit interview strategy (Minneapolis,
1997-2018). We believe you need our exit interview strategy (Minneapolis, 1997-2018). There is a
right way to conduct exit interviews rivals none in our industry (Minneapolis, 1997-2018). We have
a 65% response rate with our exit interview program because of our specific planning process and
why Methodology that uses interviewer not surveys and takes into account the timing of the
interview which always occurs two weeks after an employee departs (Minneapolis, 1997-2018).
The benefits for conducting the exit interview the right way
Most companies come to us having tried a basic survey given online to an employee right
before they leave or may be an internal person conducts the interview (Minneapolis, 1997-2018). We
have found these to be some of the worst ways to get accurate information on the exit (Minneapolis,
1997-2018). Our process of using unbiased trained interviewers and our why methodology will get
you the most truthful responses and the best data you need to make changes and lower turnover
(Minneapolis, 1997-2018).
The connection between the job they had and they job they wanted contrary to popular belief,
employees leave a company for reasons other than just compensation (Minneapolis, 1997-2018). An
employee who isn’t clear on what the job was or is becomes disengaged quickly (Minneapolis, 1997-
2018).
True thoughts and feelings about their supervisor
The supervisor is a key reason that a person will stay or leave a company (Minneapolis,
1997-2018). It’s imperative for you to understand how a leaving employee would rate their boss but
even more imperative for you to find out why (Minneapolis, 1997-2018).
Success of your training and support of your staff
Employee feel empowered and engaged when their company invest in them (Minneapolis,
1997-2018). A company who isn’t providing tools for growth is one with high turnover
(Minneapolis, 1997-2018).
The real reason your employee is leaving and how to encourage them to say
Most of the reasons a disengaged employee exits are in your control (Minneapolis, 1997-
2018). When you use exit interviews and uncover why you have turnover, you can use this
information make simple, cost effective changes to management training, internal communication,
the workplace itself, and company culture (Minneapolis, 1997-2018).
Your effectiveness in the hiring process
High turnover, or the loss of top performers could point to hiring inefficiencies, or simply
making poor hiring decisions (Minneapolis, 1997-2018). Did you hire the wrong person in the first
place? Were you in a hurry to fill a void? Did supervisors and or HR property vet the employee’s
skillset, station in life, temperament and aptitude for the position hired? (Minneapolis, 1997-2018).
Bibliography
www.the purposes of performance evaluation.com. (2005). Retrieved from www.the purposes of
performance evaluation.com.