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 ASSIGNMENT SOLUTIONS GUIDE (2015-2016)
M.P.A.-14
Human Resource Management
Disclaimer/Special Note: These are just the sample of the Answers/Solutions to some of the Questions given in the

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Assignments. These Sample Answers/Solutions are prepared by Private Teacher/Tutors/Authors for the help and guidance
of the student to get an idea of how he/she can answer the Questions given the Assignments. We do not claim 100%
accuracy of these sample answers as these are based on the knowledge and capability of Private Teacher/Tutor. Sample

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answers may be seen as the Guide/Help for the reference to prepare the answers of the Questions given in the assignment.
As these solutions and answers are prepared by the private teacher/tutor so the chances of error or mistake cannot be
denied. Any Omission or Error is highly regretted though every care has been taken while preparing these Sample Answers/

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Solutions. Please consult your own Teacher/Tutor before you prepare a Particular Answer and for up-to-date and exact
information, data and solution. Student should must read and refer the official study material provided by the university.

This assignment consists of Sections I and II. There are five questions in each section. You have to answer

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a total of five questions in about 500 words each. It is necessary to attempt at least two questions from each
section. Each question carries 20 marks.
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Q. 1. Define HRM and discuss its objectives.
SECTION-I

Ans. Hrm: Meaning and Definitions: Human Resource Management (HRM) may be defined as a set of poli-
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cies, practices and programmes designed to maximise both personal and organisational goals. It is the process of
building people and organisations together so that the objectives on each are achieved. It is known by different
names, e.g., personnel management, manpower management, and personnel administration, staff management, etc.
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Human resource management is not something, which can be turned over to a human resource department. It is a
responsibility of each and every manager. It has emerged as a distinct discipline. It seeks to accomplish societal,
organisational and individual goals.
In the HRM, different thinkers gives their views in various ways, which is explained in the following:
Ø According to Mazarrese, HRM involves with compensation benefit, staffing, HR forecasting, succession
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planning, management and executive development, performances management, employee relations, organisation
development, total quality management, needs analysis, instructional design and development training programme
evaluation, Return On Investment, (ROI) impact studies to name a few.
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Ø From Keeney: HRM is the conceptual, which describe all the transformative changes in the management of
employee relations.
Ø In the opinion of Blunt, HRM is the discipline, which concerned with the human side of the enterprise was
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largely regarded as covering moribund house keeping operational activities. Thus, there was no status and influence
of the discipline.
Ø From Guest, HRM concern with the personnel management, which based on scientific management or
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welfare management.
Ø Flippo: “Replanning organising directing and controlling of the procurement, development, compensation,
integration and maintenance of human resource to the end these individual organisational and social objectives are
accomplished.
Ø According to Tracey, “The organisation function that focuses on the effective management, direction, and
utilisation of people, both the people, who manage produce and market and sell the products and services of an
organisation and those who support organisational activities. It deals with the human elements in the organisation,
people as individuals and groups, their recruitment, selection, assignment, motivation, empower-ment, compensation,
utilisation, services, training, development, promotion, termination and retirement.”
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 Ø According to Alan Price, in his book, “Human Resource Management in a Business context,” HRM has
become the dominant approach to people management and it basically related to the human behaviour in the work
place. It also deal with various activities and functions just like human resource planning, recruitment, training,
compensation packages, moral boosting, discipline and conflict resolution, etc.
Ø According to Patrick Hurringle, in his work, “Human Resource management in Ireland,” HRM emphasis
on modern trends such as employee attraction and retention, job design, employee motivation, reward system and
employee relations.
From the above definitions, there are some most important aspects of HRM, which emerge could be started as:
Ø There is an explicit link between managing human resource and success of administrative or management

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strategy.
Ø Sector strategies cannot be appreciated in is solution, but only as parts on the integral whole.
Ø Senior line managers are required to assume more responsibility with regard to managing human resource.

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Ø There is a stress on inter-personal relations as a determinant of performance.
Human Resource Management plays a significance role in management regulatory and policy planning functions.
It also related in advising, implementing and organizing change. Human resource management is the art and science

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of managing people in an organisation.
It is basically related with compensation benefit, staffing, HR forecasting, succession planning, management

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and executive development, performance management, employee relation, organisation development, total quality
management and development training programme evaluation. According to Simon—Management is the art and
science of “getting things done.” According to Fayol—Management function is universal in public and private
organisations. 26 GN
Hrm: Main Objectives: The primary objectives of human resource management is basically deals with workforce
on employees in an organisation. The objectives of HRM can be classified into four categories, which are analysed
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as follows for a better understanding:
(1) Societal Objectives: The modern society deals with human resource decisions through the laws of the
Constitution. For example, reservation and other laws that address social discrimination, health and safety of workers,
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morale, ideological bias and other such issues of social concern.

Therefore, the aim of the society is to give equal rights to all the workers in an organisation without social
discrimination. Health care and safety of workers is most essential for each and every workers. It is the duty of an
organisation to take care of all workers and provide this types of facilities and also reward, so that, they are more
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interested for their work.

(2) Organisational Objectives: Organisations are not mere structural entities, but social units. It has been
observed by scholars that an organisation is not a complex of matter but rather a complex of humanity. An organisation
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must make appropriate use of human capital for achievement of both collective organisational and individual goals.
The organisational objective is organisational strategy, coordinating and harmonizing organisation wide efforts and
stressing on the role of human resource management in contributing towards organisational effectiveness. Human
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resource management’s aim is to balance the equation and bring about required synergy to reinforce mutuality of
effort towards the common purpose. HRM is not an end in it self. It is a means to the end of increasing organisational
capability. Primary objectives of individual are fulfilled by an organisation.
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(3) Functional Objectives: On the functional role of HRM, resources are wasted when human resource is
neither in excess or too scarce. The department function is to gain organisational fit with respect to human resource
requirements.
Empowerment is a core concept of the new management model. In this way, powerment is preferred to delegation,
ownership to responsibility. It is contended that authority and responsibility are formal aspects of organising. So that
they are based on organisational properties and not on individual capabilities. Empowerment and ownership are
social aspects of organizing. They are based on efficacy and initiative, and not just on roles and requirements.
According to theorists, two main concerns regarding competitive philosophy are (a) people-centered philosophy,
and (b) unity and focus. Wider philosophy is needed for success of any organisation and that also success of the free
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market. Philosophy internally provides a focus to collective effort and helps competitors anticipate future moves of
a company.
Therefore, sound human resource management should determines the level of innovation or creativity in an
organisational processes. It is no doubt that, organisational capability is a dynamic concept. It depends on the
premium attached to the HR function by the management. In the opinion of Bob Garratt, theory of organisations as
“learning systems” in which success depends on the ability of managers to become “direction-givers” and on the
organisation’s capacity for learning continuously.
4. Personal Objectives: It is basically related to employees in achieving their personal goals and these goals
depend on an individual’s contribution to the organisation. Personal objectives of employees must be met if workers

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are to be motivated towards better performance. In this way, employee performance and satisfaction are likely to
decline and employees could even contemplate leaving the organisation. Managing approach to employee benefits
and compensation, employee records and personnel policies is an important aspect of human resource management.

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William Werther Jr. and Keith Davis discusses the objectives and functions of HRM in the following table:

HRM Ob j ec t i v es Su p p o r t i n g Fu n c t i o n

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Societal Objectives 1. Legal compliance
2. Benefits
3.Union-management

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Organisational Objectives 1. Human resource planning
2. Employee relations
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4. Training and development
5. Appraisal
6. Placement
7. Assessment
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Functional Objectives 1. Appraisal

2. Placement
3. Assessment
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Personal Objectives 1. Training and development

2. Appraisal
3. Placement
4. Compensation
5. Assessment
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In the study of public administration divergent views has been attract in the objectives of human resource
management. In fact, due to changing environment and dynamics of relationship among management, employees
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and trade unions, human resource management objectives have had new vistas added to its defining purpose. V.S.P.
Rao (2000) explains some of these changes and places forth a set of emerging objectives:
1. Research and development is a new facet to human resource management. It need to change the legal,
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political, and social environment.

2. The primary purpose of HRM is to realise people’s strengths, which basically deals with productive assets
and customer’s benefit.
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3. HRM requires that employees be motivated to make them their maximum efforts, in the organsition.
4. HRM helps employees grow to their fullest potential, with reference to job satisfaction and self-actualisation.
5. To develop and maintain quality of work life, good working conditions and good standard of life for the
worker makes employment in the organisation a desirable personal and social condition.
6. It is the responsibility of HRM to establish and maintain communication. For understanding the views of
internal human resources.
7. HR function helps to maintain ethical policies and behaviour in the organisation.
8. The aim of HRM is to improve the quality of work life.

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 Q. 2. Discuss various methods to obtain data for job Analysis.
Ans. Methods to Obtain Data for Job Analysis: For obtaining data several methods are required which help
for job analysis. They are:
1. Technical Conference: In this method, data or information about the job is collected from experts, Supervisors,
and not from actual job incumbents. One important defects of this method is that experts show poor knowledge of
the job since they do not perform it themselves. They give answers based on past experience or abstract perception.
2. Self-recording or Dairy: In this method, information about the job are obtained through dairy or self-recording.
Here, the head of the organisation or incumbent asked each employee to record his daily activities, by using some
type of log book or dairy. From this method incumbents know the time spent on various activities during a day. It is

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a time-consuming method. Here the incumbents are heard complaining that they spend more time on writing diaries
than actually doing the job. This method is useful, in systematically collecting information about a job. It is particularly
useful for studying high level managerial jobs.

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3. Interview and Questionnaire: Interview and questionnaire are the important method for obtaining data
about job. Interview is a two person conversation. It is initiated by the interviewer for obtaining information on the
subject-matter. It is of two types- formal or informal. Formal interview is one in which set questions are asked and

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answers recorded in a standardised form. On the other hand informal interview is not charted. It is in the nature of an
informal conversation. Interview in an organisation or anywhere are of supervisor interviews or incumbent interview.
Further, the success of survey depends upon the questionnaire. Care has to be taken in formulating questions, wording

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subject-matter, sequence, format etc. Questions are of either pre-coded or open. In the pre-coded question, questions
are put in the appropriate code category and respondent is given on a limited number of answers. On the other hand,
in open question, respondent is left free on the format of his answer, to decide its form, detail, length etc. Responses
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help for the development of job design. The interviewer can use questionnaire personally. It should be user friendly
so that the respondent is able to handle it without trouble. In a mailed questionnaire, there is no opportunity for the
interviewer to explain or supplement arguments by observational data. Therefore, it had self-sufficient document.
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Questionnaire should also be tested before being put to use.
(4) Observation and Collection of Data: Observation and collection of data serve the purpose of scientific
investigation. Science begins with observation and returns to observation for validation. Observation serves the
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investigator’s purpose in the following ways:

Ø Observation provides supplementing data, which help for obtaining other techniques.
Ø It is used for determining complex social phenomena, culture or behaviour.
Ø It helps the observer to get actual phenomenon that can be later tested by other techniques.
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Ø It also used as the primary method of data collection.

Ø It provides clear and authentic picture of a given situation.
5. The Position Analysis Questionnaire (PAQ): The position analysis questionnaire is a practical job analysis
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method which compare specific job with other jobs. It has been thoroughly researched and enables statistical
comparison of job elements. It contains a hundred and ninety four job elements.
6. Participation: In this method, the job analyst himself performs the job to study the characteristic or nature of
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job. This method is suitable for simple jobs, but in case of complex jobs, it required advance training of the analyst,
which is not possible. This method is also time-taking and expensive for collecting data about job.
7. Management Position Analysis Questionnaire: Management position analysis questionnaire is a highly
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structured questionnaire, designed with two hundred and eight items. It is used in describing, comparing, classifying
and evaluating executive white collar jobs. The latest version of MPAQ is classified into thirteen parts.
Other important methods are also used separately to aid job analysis exercise. These include:
(a) Task Inventories: Task inventories provides vital information about the skills, knowledge and abilities
required to perform a job. This information is valuable for developing employee selection procedures, and training
programs. It is also valuable for setting standards in performance appraisals and evaluating jobs to determine the
correct pay level. For training purposes, it tells the developer what the job requires.
(b) Check Lists: Check lists are used to avoid duplication of work across tiers. If any duplication is taken place,
concerned employee can be advanced in the career ladder on the basis of his experience of the added task. It also
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helps in the selection of employees. It is used to order tasks sequentially. It also classified task as logistic support,
service delivery, sales etc. A good check list is a result of collaborative effort of the supervision and the employee.
(c) Expert Panels: Job analysis experts are hired by organisations for conducting job analysis. Analysis is done
on the basis of critical incidents of good and job element. Job element is defined as a worker characteristic which
influences success in a job, including combination of abilities, skills, knowledge or personal characteristics.
Limitations of Job Analysis: There are various limitations on job analysis. Even in case of organisation, a well-
established job analysis programme provides information only a snapshot of a particular job. A well-formulated job
analysis programme facilitates organisational change by providing an inbuilt mechanism for periodically assessing
jobs. This reassessment may be done through observation, interviews, or by using a brief questionnaire or a check

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list. Unlike performing job analysis is a less expensive and time-consuming effort.
Q. 4. Write a note on Employee Benefits.
Ans. Meaning of Employee Benefits: The concept of benefits is a dynamic one. The scope of employees’

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benefits varies from time to time, organisation to organisation and with different governments.
According to Terry L.Leap and Michael D. Crino (1990) employee benefit programmes have become an integral
part of compensation packages. Group life and health insurance programmes, retirement programs, and vacations

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and holidays, prepaid legal plans and dental and optical insurance coverage etc. are the employee benefits which is
found in private and public sector organisations. Today, employee benefits comprise approximately forty per cent of
the total compensation package.

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A employee benefits programme generally believed to aid the organisation in attracting high-quality employees
to the organisation and the morale, job satisfaction and motivation of current employees.
Examples of Employee Benefits 26 GN
Employee benefits take the form of:
1. Legally Required Payments
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(a) Old-age, survivors, disability, and health insurance (commonly known as social security)
(b) Workers compensation
(c) Unemployment compensation
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2. Accidental and Deferred Benefits

(a) Pension plans
(b) Group life insurance
(c) Group health insurance
I. Medical expenses (hospitalisation and surgical)
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II. Disability income (short and long-term)

(d) Guaranteed annual wage (GAW)
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(e) Prepaid legal plans

(f) Military leave and pay
(g) Jury duty and bereavement paid leave
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(h) Maternity leave

(i) Child care leave
(j) Sick leave
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(k) Dental benefits

(l) Tuition-aid benefits
(m) Suggestion awards
(n) Service awards
(o) Severance pay
3. Payment for Time Not Worked
(a) Vacations
(b) Holidays
(c) Voting pay allowances
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 4. Other Benefits
(a) Travel allowances
(b) Company cars and subsidies
(c) Moving expenses
(d) Uniform and tool expenses
(e) Employee meal allowances
(f) Discounts on employer’s goods and services
(g) Child care facilities.
Types of Employee Benefits: In addition to dearness allowance, house rent allowance, city compensation

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allowances, the following benefits are also available. Let us discuss some of the important benefits in detail:
Fringe Benefits: Employees are paid several benefits in addition to wages, salaries, allowances and bonus.
These benefits and services are called Fringe benefits as these are offered by the employer as a fringe. The International

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Labour Organisation has described fringe benefit as follows: “Wages are often augmented by special cash benefits,
by the provision of medical and other services or by payments in kind that form part of the wage for expenditure on
the goals and services.” In addition, workers commonly receive such benefits as holidays with pay, low cost meals,

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low rent housing etc. such additions to the wage proper are sometimes referred to as fringe benefits. Benefits that
have to relation to employment or wages should not be regarded, as fringe benefits even though they may constitute
a significant part to the worker’s total income.

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Fringe benefits are a supplement to regular wages or salaries. Obtained by the employees at the cost of the
employers. These benefits are called wage extra, hidden payments, non-wage labour costs and supplementary wage
practices. These benefits are statutory or voluntary. Provident fund is a statutory benefit where as housing for workers
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is a voluntary benefit. These benefits increase the living standard of the worker. It also improve employer-employee
relation, minimise excessive labour turnover costs and provide a sense of individual security. These benefits can be
most effective if they are geared to the preferences of the employee as determined by research programme.
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Fringe benefit also known as non-pecuniary incentive i.e. visualizing beyond money wages. These benefits are
described as welfare expanses, wage supplements, perquisites other wages and sub-wages.
Types of Fringe Benefits: Fringe benefit includes these ideas such as:
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(a) Retirement benefit e.g., provident fund, pension, gratuity etc.

(b) Health benefits such as accidental insurance, like insurance, medical care, hospitalization etc.
(c) Safety benefit includes unemployment, lay off pay, holiday pay, etc.
(d) Payment without work includes sick leave, maturity leave, paid vacations, etc.
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(e) Child care, counselling, educational, recreational facilities.

(f) Consumer cooperative stores, interest-free loans, holiday homes etc.
(g) Subsidized housing, transport, lunch, free dress, etc.
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All these Fringe benefits are provided to the employee for their improvement and security. It also offered to
recruit and retain the best employees, to improve work environment and industrial relations to provide health, safety
and welfare of employees, to satisfy the demand of the trade union, to motivate the employee towards the industrial
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work to protect employees against certain hazards to improve the public image of the industry, to develop a sense of
belonging and loyalty among workers and also to meet statutory requirements.
SECTION-II
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Q. 6. Discuss various approaches to Managment Development.

Ans. Management development means to improve managerial effectiveness through a planned and deliberate
learning process, by which managers and executive acquire not only skills and competency in their present jobs, but
also capabilities for future managerial tasks.
It is sure that, development is a continuous and dynamic process where managers often learn through informal,
and unplanned experiences. To achieve a more comprehensive view of development, there is need to incorporate
additional aspects such as:
• Framework for setting, linking and balancing individual and organisational objectives;
• Systems for identifying and selecting managers;
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 • Structures to support, motivate and reward;
• Plans to enable career progression; and
• Mechanisms to measure and evaluate performance.
According to Mumford, “Management development is an attempt to improve managerial effectiveness through
a planned and deliberate learning process.”
For Flippo, “Management development includes the process by which managers and executive acquire not only
skills and competency in their present jobs but also capabilities for future managerial tasks of increasing difficulty
and scope.”
Approaches to Management Development

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Mumford describes three types of approaches to management development. They are:
1. Piecemeal Approaches
2. Open System Approaches

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3. Unified Approaches
TYPE (1) ‘ Informal Managerial’ Accidental Process
Characteristics:

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• Occurs within manager’s activities
• Unstructured in development terms
• Owned by managers

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• Explicit intention is task performance
• Not planned in advance
• No clear development objectives.
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TYPE (2) Integrated Managerial Opportunistic Processes
Characteristics
• Occur within managerial activities
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• Structured for development by boss and subordinate
• Owned by managers
• Explicit intention is both task performance and development.
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• Planned beforehand and reviewed subsequently as learning experiences.

• Clear development objectives.
TYPE (3) ‘Formalised Development’ Planned Process
Characteristics
• Often away from normal managerial activities
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• Structured for development by developers

• Owned more by developers than managers
• Explicit intention is development
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• Planned beforehand or reviewed subsequently as learning experiences.

• Clear development objectives.
1. Characteristics of Piecemeal Approach: Piecemeal approaches are inefficient and ineffective development.
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They are similar to Type 1 and Type 2 development. Here there is no management development infrastructure.
Development is not linked to business strategy. Development is based on the needs of the organisation and it fails to
meet the learning needs and aspiration of individuals and groups. Here management education and training is of
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silent support. Therefore, it is an inefficient and ineffective development. In this approach, there is lack of common
vision among those responsible for management development. It is very difficult to evaluate the effectiveness of a
piecemeal approach as there is no clear direction and established objectives.
Most of the organisations don’t like to adopt this approach, but they are forces to adopt it. There are some
reasons why organisations are forced to adopt these approaches. These are:
• Limited resource.
• Group who seek to exert control over development.
• Lack of awareness about linking management development to organisational strategy on the part of those
responsible for initiating development.

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 2. Open System Approach: Open system approach becomes an integral part of a wider organisational system.
It is linked to the reality of management work. In the open system approach, management development focuses on
the following:
• The management development process interacts influences and is influenced by variables from other
environmental and organisational sub-systems.
• Ιt is composed of identifiable parts or components. A range of inputs is transformed in the management
development process to produce a range of output.
If an organisation like to adopt an open system perspective of management development they must overcome the
problem created by the piecemeal approach. In this system management development, reveals full extent of its

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influence on the organisation, if you devlop the manager. You develop the organisation and vice-versa.
3. Unified Approach: In the unified system, management development is at the heart of the organisation’s
mission, business goal, philosophy and human resource strategy. Here manager performance is measured and

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development activity can be linked clearly to the organisational values and the achievement of strategic goals.
Conclusion: Management development is future-oriented and manager is the key person, who play a significant
role in the process of development. Development bring change in an organisation, it helps to change the structure

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and the process of the organisation. And this change bring only through training and education process. That means,
to improve the relationship between the employee and employer. Management deals with individuals activities and
a body of knowledge.Thus, management as a “Working organisation perform”. Top management should accept

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responsibility for management development. A senior executive should be made incharge of initially and implementing
the organisation’s executive development programmes. Feedback should be made available to the learner so that he
can take necessary steps to improve himself. Management development begins with the selection of the right man
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for management position.
Q. 7. Discuss the objectives, significance and process of Capacity Building.
Ans. Employee capacity building emerges due to the development of eco-friendly technologies, information
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technology, etc. Generally, capacity buildings are the development of an organisation’s core skills and capabilities.
Leadership, management, finance and funds helps to build the organisation more effective.
There are two components of capacity building organisational and human. Organisational capacity building
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involves both technical updating of the organisation through periodic reviews and the development of human capital
through education and training. Human capacity building is the process of assisting an individual or a group to
identify key areas of development.
Capacity building involves building on the available knowledge base both in technical and human relations
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fields. Human Strategies for Human Rights (HSHR) provides capacity building services on development of effective,
efficient and sustainable physical working conditions for the promotion of human rights.
Objectives of Capacity Building: National AHEC leadership conference was held on August 20, 2003 at
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Portland. In this conference especially topic discuss on “Capacity Building Needs and Strategies”, had the following
agenda:
1. Developing capacity building plan;
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2. Building effective collaborations;

3. Assessing organisation capacity;
4. Assessing change management strategies; and
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5. Developing keyboard and management capacities.

The following objectives were articulated by the–
National AHEC Leadership Conference
1. Developing specific outcomes to achieve along with strategies and tactics;
2. Prioritizing the areas for improvement;
3. Identifying resource required to achieve identified outcomes;
4. Beginning again including suitable modifications;
5. Implementing, and
6. Evaluating, what worked, what did not and what was learnt in the process.
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 Significance of Capacity Building: Capacity, building means it is the development of an organisation’s core
skills and capabilities. Such as leadership, management, finance and fund are held to build the organisation’s
effectiveness and sustainability. Significance of capacity-building has been discusses in the following:
1. It helps the organisation to acquire competitive advantage in identified fields.
2. It provides training and guidance to facilitate development of individual careers.
3. It helps in developing a database to measure and evaluate the current working capacity of the organisation.
4. It is based on optimum utilization of resources through consistent application of R&D.
5. Preparation of the organisation to face the future through assessment of prevailing logistics and the where
with all of augmenting the same.

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6. Facilitating long-term decisions in the organisation.
7. Organisational and human are the two basic component of capacity building.
8. Human capital can be developed through both education and training.

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Process of Capacity Building: The process of capacity-building involves the following activities:
1. Developing and implementing job descriptions.
2. Preparing and maintaining a core operating budget.

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3. Preparing information material to promote the organisation’s work.
4. Developing a database to measure, trend and evaluate working activities.
5. Developing a formal organisational chart.

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6. Developing a routine for strategic planning and work plan management.
7. Developing fund raising strategies and building a donor database.
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