AMITY UNIVERSITY HARYANA

AMITY LAW SCHOOL

ASSIGNMENT OF HUMAN RESOURCE MANAGEMENT

SUBMITTED BY : SIMRAN DHAUNDIYAL

PROGRAMME : BBA LLB (H)

BATCH : 2019-2024

ENROLL NO. : A50821519016

SUBMITTED TO : MS. MINAKSHI SONI

Q.1 EXPLAIN PROCESS OF GRIEVANCE HANDLING:

ANS-
A grievance is any dissatisfaction or feeling of injustice having
connection with one’s employment situation which is brought to the
attention of management. Speaking broadly, a grievance is any
dissatisfaction that adversely affects organizational relations and
productivity. To understand what a grievance is, it is necessary to
distinguish between dissatisfaction, complaint, and grievance.

1. Dissatisfaction is anything that disturbs an employee, whether or

not the unrest is expressed in words.

2. Complaint is a spoken or written dissatisfaction brought to the

attention of the supervisor or the shop steward.

 Steps in Grievance Handling Procedure:

I. ACKNOWLEDGE DISSATISFACTION:

Managerial/supervisory attitude to grievances is important. They

should focus attention on grievances, not turn away from them.
Ignorance is not bliss, it is the bane of industrial conflict.
Condescending attitude on the part of supervisors and managers
would aggravate the problem.

II. DEFINE THE PROBLEM:

Instead of trying to deal with a vague feeling of discontent, the

problem should be defined properly. Sometime the wrong complaint
is given. By effective listening, one can make sure that a true
complaint is voiced.

iii. Get the Facts:

 Facts should be separated from fiction. Though grievances result in
hurt feelings, the effort should be to get the facts behind the feelings.
There is need for a proper record of each grievance.

IV. ANALYSE AND DECIDE:

Decisions on each of the grievances will have a precedent effect.

While no time should be lost in dealing with them, it is no excuse to
be slip-shod about it. Grievance settlements provide opportunities for
managements to correct themselves, and thereby come closer to the
employees.

Horse-trading in grievance redressed due to union pressures may

temporarily bring union leadership closer to the management, but it
will surely alienate the workforce away from the management

V. FOLLOW UP:
Decisions taken must be followed up earnestly. They should be
promptly communicated to the employee concerned. If a decision is
favourable to the employee, his immediate boss should have the
privilege of communicating the same.
A WELL-DESIGNED AND A PROPER GRIEVANCE
PROCEDURE PROVIDE:

(i) A channel or avenue by which any aggrieved employee may

present his grievance;

(ii) A procedure which ensures that there will be a systematic

handling of every grievance;

(iii) A method by which an aggrieved employee can relieve his

feelings of dissatisfaction with his job, working conditions, or with
the management; and
(iv) A means of ensuring that there is some measure of promptness in
the handling of the grievance.

Q 2.Write a note on: -

ANS-
I . PROMOTIONS: - Promotion is a marketing tool, used as a
strategy to communicate between the sellers and buyers. Through this,
the seller tries to influence and convince the buyers to buy their
products or services. It assists in spreading the word about the product
or services or company to the people. The company uses this process
to improve its public image. This technique of marketing creates an
interest in the mindset of the customers and can also retain them as a
loyal customer.
Promotion is a fundamental component of the marketing mix, which
has 4 Ps: product, price, place, and promotion. It is also an essential
element promotional plan or mix, which includes advertising, self and
sales promotion, direct marketing publicity, trade shows, events, etc.,
Some methods of this procedure contain an offer, coupon discounts,
free sample distribution, trial offer, buy two items in the price of one,
contest, festival discounts, etc. The promotion of a product is
important to help companies improve their sales because customers
reaction towards discounts and offers are impulsive. In other words,
promotion is a marketing tool that involves enlightening the
customers about the goods and services offered by an organization.
TYPES OF PROMOTION:

ADVERTISING-
It helps to outspread a word or awareness, promote any newly
launched service, goods or an organization. The company uses
advertising as a promotional tool as it reaches a mass of people in a
few seconds. An advertisement is communicated through many
traditional media such as radio, television, outdoor advertising,
newspaper or social media. Other contemporary media that supports
advertisement are social media, blogs, text messages, and websites.

DIRECT PROMOTION-
It is that kind of advertising where the company directly
communicates with its customers. This communication is usually
done through various new approaches like email marketing, text
messaging, websites, fliers, online adverts, promotional letters,
catalog distributors, etc.

SALES PROMOTION-
This utilizes all sorts of a marketing tool to communicate with the
customers and increase sales. However, it is for a limited time, used to
expand customers demand, refresh market demand and enhance
product availability

SELF-PROMOTION-
It is a process where the enterprises send their agents directly to the
customers to pitch for their product or service. Here, the response for
the feedback of the customer is prompt and therefore, easy to build
trust.

PUBLIC RELATION-
Popularly know as PR is exercised to broadcast the information or
message between a company (NGO, Government agency, business),
an individual or a public. A powerful PR campaign can be valuable to
the company.
Online Promotion-
This includes almost all the elements of the promotion mix. Starting
from the online promotion with pay per click advertising. Direct
marketing by sending newsletters or emails.

II. VOLUNTARY RETIREMENT SCHEME (VRS).

Definition: Voluntary retirement scheme is a method used by
companies to reduce surplus staff. This mode has come about in India
as labour laws do not permit direct retrenchment of unionized
employees.
Description: VRS applies to an employee who has completed 10 years
of service or is above 40 years of age. It should apply to all employees
(by whatever name called), including workers and executives of a
company or of an authority or of a co-operative society, excepting
directors of a company or a co-operative society.
It has to result in an overall reduction in the existing strength of
employees. The vacancy caused by voluntary retirement is not to be
filled up. The retiring employee shall not be employed in another
company or concern belonging to the same management. The amount
receivable on account of voluntary retirement of the employee does
not exceed the amount equivalent to three months' salary for each
completed year of service, or salary at the time of retirement
multiplied by the balance months of service left before the date of
retirement on superannuation of the employee. It is the last salary
drawn which is to form the basis for computing the amount of
payment.

III. TRANSFER:
Transfer means a change in job assignment. It refers to a horizontal or
lateral movement of an employee from one job to another in the same
organization without much change in his status or pay package.
Transfer causes a shift of individual from one job to another without
there being any marked change in his responsibilities, skills and other
benefits.
0.0
Transfer is the movement of an employee from one job to another. “A
transfer involves a change of job without any significant increase in
responsibility or income, and a promotion involves a change in which
a significant increase in responsibility or income occurs.”

However, this difference between promotion and transfer should be

treated as a broadly conceived idea only. Sometimes, transfers may
(and often do) involve some changes in responsibilities and duties.

Sometimes they may involve change in pay also. For example, in

permanent personnel transfers, an employee normally receives the
rate of pay on the job to which he is transferred.

In case of production transfers rate of the earlier job, or that of the

new job whichever is higher, is paid. On temporary transfers,
employees may continue receiving their usual rate.

Transfers are an important source for internal recruiting. Often the

most suitable candidate for an existing opening may be someone
already working in one or the other department of the working
organisation. Transfer of such an employee to fill the job is preferred
by managers of the organisation.

If a newly hired employee, assigned to a certain job at the initial stage

of placement is left there in spite of his desire for a change, it may
create resentment This resentment may be expressed in terms of
reduced work, formal complaints or increased rate of labour-turnover.
By transferring such an employee maladjustment problem can be
solved.

Transfers may be initiated by the organization or employee. When the

organization feels that an employee is required at another job in the
same department or another, it transfers him/her there where they are
likely to be more effective. But sometimes, employees demand it on
account of their ill health, change in their work load, family issues etc.
General public these days is empowered to initiate transfer if an
employee’s behaviour has been proved to be objectionable, or against
the public interest.
Changes in organization structure, technology and also changes in the
knowledge, skill, aptitudes and values of employees need movement
of employees from one job to another and from one place to another.
This movement, of an employee from one job to another in the same
organisation without any change in the nature of duty, responsibility
and pay is called transfer.
Transfer may be permanent or temporary and it may be within the
same department or across the department. Transfer takes place due to
change in work load or death, retirement or resignation of employees.

IV. Exit Interview:

The Exit Interview is conducted at the time an employee is

separating from the organization. The main purpose of the exit
interview is to determine the employee’s reason for departure.

Through this interview, the organization can get an effective

feedback from the departing employee and can assess the weakness
and the strength of a firm. It is often recommended to have a face-to-
face interview with the departing employee in order to have an
effective communication and to give him the sense of how important
he was for the organization. In case the employee is shy and is
reluctant to give the feedback in person, then the mailed questionnaire
is the best method to gain insight on his departure. Organizations
conducting the exit interview makes the existing employees feel good
about the culture of an organization and sense of being heard at their
difficult time of separation. Through the exit interview, an interviewer
tries to ask all the questions from the interviewee to arrive at the
definite reason for his departure.

V. Retirement:

Retirement is one of the goals of every working person’s life. Go old

and retire. We hear it so often. According to the
dictionary, retirement is “to stop working at one’s occupation,” or
“withdraw from one’s position or occupation or from active working
life.” However, retirement cannot be achieved in today’s world
without having the appropriate planning and funds in motion well
before you reach retirement age.
Moreover, many people will use the terms “financial independence”
alongside “retirement,” because one cannot exist without the other.
Both statuses are achieved when you have garnered enough
investments, savings funds, and pension income to cover whatever
living expenses you have.
In short, when you retire, work isn’t something you have to do to
survive. It’s something you do only if you want to

RETIREMENT AGE
There is actually no mandatory age in any country where you are
forced to stop working. Most people shoot for around 60-65, when
they can begin drawing on Roth-IRA accounts and other savings
without penalties. In general, those who retirement before 60 years of
age are considered “early.”
But keep in mind that the challenge is knowing when you want to
finally retire. Some people never do, for a number of reasons. Some
choose part-time retirement and work just enough to keep them busy
Q 3. What are current issues in Human Resource Management?
ANS-The current issues in human resource management are discussed
below:

Recruiting new staff: Companies sometimes need to recruit new

talent for various reasons such as an increase in project scope,
operations. While recruiting, HRM faces major challenges i.e.
selecting the best candidate and making the hired candidate familiar
with the environment and culture.

HRM has to select such candidates which are not only technically
expert but socially too because the company cannot receive expected
output from employees who are unable to socialize. This affects the
productivity of the company.
RETENTION
Hiring employees is not only the challenge that HRM faces; retaining
them is also one. Retention of employees is essential to
minimize employee turnover rate. This is a major challenge for HRM
because of following reasons:

i. Contingent workforce

The contingent workforce includes part-time, temporary contract and

work-at-home employees. Maintaining such employees in the
company is a challenge because they are less attached to the company.
So it becomes a major duty of HRM to make such employees feel that
they are a part of the company in order to retain them for a long term.
ii. Demand of expert employees
Personnel with greater professional and technical knowledge are
highly demanded in the job market as such employees have the ability
to keep their company ahead in the race. Such employees are an
invaluable asset for any company and HRM should focus on
maintaining them.

PRODUCTIVITY
Maximizing profit and minimizing cost is the essence of productivity.
Higher the productivity level, more successful will be the company.
HRM should always focus on maintaining high productivity level.

Despite HRM’s continuous effort, the company might sometimes get

an unsatisfactory result. In such case, it should thoroughly analyze the
situation and make a proper conclusion i.e. whether it is the result of
inefficient employee or inadequate resources. If an inefficient
employee is the case, HRM should look forward to train employee, or
even recruiting new staffs while it should find alternative resources
for sufficient input if inadequate resources are the case.

Advancement in technology

With rapid advancement in technology, companies nowadays require

such human force that has the ability to learn and cope with the
changes at an opportune moment. Technological changes must be
taken into consideration by any kind of company. It is because the
present world demands every firm to move along with the change, or
else be left behind and get extinct. Technological changes influence
overall nature of work and the company will need to

find out employees that are capable to adjust with the change. During
this process, unemployment, as well as employment opportunities,
arise, creating new challenges for HRM.

Q 4. Explain International Human Resource.

ANS-International Human Resource Management (IHRM) is the term
used for organisations that manage their human resources activities at
an international level. IHRM includes ‘typical’ HR functions such as
recruitment, selection, performance management, training and
development, and remuneration, however these are analysed and/or
managed at an international level (e.g. companies may advertise
positions globally or update their policies following a review of
international best practice).
Furthermore, IHRM may also encompass additional activities such as
expatriate management, multiple industrial relation activities (e.g.
varying international collective agreements/employment contracts to
meet differing country legal and tax requirements), global succession
planning and so on.
Essentially, IHRM concerns the global understanding or management
of HR activities within an organisation. More specifically there are
three broad approaches that relate to IHRM:
Strategic or cross-cultural IHRM: managing HR practices within any
organisation from an international perspective (e.g. consideration of
global trends, talent etc)
Comparative IHRM: any organisation seeking, describing, comparing
and analysing HRM systems and practices in various countries (e.g.
review of industrial relations or HRM theories to assist in HR policy
development)
Multinational enterprises (MNE) focus: management of HR activities
for organisations that have offices, and employees or representatives
spread across two or more countries.
IHRM typically applies to MNEs, and in turn the focus of AHRI’s
guidelines on IHRM are around MNEs. Many of the same principles
apply to and overlap across all three approaches. I.e. MNEs would
need to consider cross-cultural management, and would likely
undertake a systems analysis when updating their HR activities.
There are many factors a MNE must consider when deploying and
engaging staff across different countries and regions. Tax regulations,
industrial relations, law, immigration and culture are examples of
some of the additional issues MNEs face when managing human
resources across international boundaries. In turn it’s essential that an
organisation have a clear purpose and objective to its international
assignments, and be well prepared to manage anything that comes of
an international assignment.