Professional Documents
Culture Documents
1. HRD is a sub section of HRM, i.e. HRD is a section with the department of
HRM.
2. HRM deals with all aspects of the human resources function while HRD
only deals with the development part.
4. HRM functions are mostly formal while HRD functions can be informal like
mentorships.
summary of the work to be performed, primary duties and responsibilities, and the
of the job. USM maintains Job Specifications for nonexempt positions. Because these
the approval of the Chancellor. USM Job Class Specifications may be System-wide or
Institution Specific. System-wide applies to those job classes that are commonly used
on more than one institution. Institution specific applies to those job classes that are
Grievances generally arise from the day-do-day working relations in the undertaking,
usually a employee or trade union protest against an act or omission or management
that is considered to violate worker’s rights. There are certainly some of the causes
that can lead to grievance. Some of them are listed below:-
Morality: there are some rights which must be provided by the company. Which
shows morality for the company:
Working environment: an fulfill environment means so many thing for each staff,
they always wants a perfect and wonderful work place for them and to create a
manageable work place, company has to be persuade, and some effective steps are:
Poor working conditions
Faulty machines and equipments
Attitude of supervisor
Behavior of top management
Favoritism and nepotism
Strained relations
Excessive discipline
Defective promotion
Lay off and retrenchment
Inadequate health and safety devices
Economic manners: it’s an effective motivator for the staffs almost all staffs get
motivated for good amount of wages and other relative facilities and some factors are
given below:
Walter S. Wikstrom proposed that organizations keep 3 types of records that can be
combined to maintain a useful human resources inventory.
Q. 3) Discuss the various sources of recruitment of employees with the merit and
demerit of each?
The sources of recruitment are broadly divided into internal sources and external
sources consisting of the following:
6 Campus Recruitment: These candidates are directly recruited by the Co; from their
college/educational institution. They are inexperienced as far as work experience is
concerned.
4 Data Banks: The management can collect the bio-data of the candidates from
different sources like Employment Exchange, Educational Training Institutes,
candidates etc and feed them in the computer. It will become another source and the co
can get the particulars as and when required.
5 Casual Applicants: Depending on the image of the organization its prompt response
participation of the organization in the local activities, level of unemployment,
candidates apply casually for jobs through mail or handover the application in the
Personnel dept. This would be a suitable source for temporary and lower level jobs.
8 Walk In: The busy organization and rapid changing companies do not find time to
perform various functions of recruitment. Therefore they advise the potential candidates
to attend for an interview directly and without a prior application on a specified date,
time and at a specified place.
9 Consult In: the busy and dynamic companies encourage the potential job seekers
to approach them personally and consult them regarding the jobs. The companies
select the suitable candidates and advise the company regarding the filling up of the
positions. Head hunters are also called search consultants.
Body Shopping: Professional organizations and the hi-tech training develop the pool of
human resource for the possible employment. The prospective employers contact these
organizations to recruit the candidates. Otherwise the organizations themselves
approach the prospective employers to place their human resources. These
professional and training institutions are called body shoppers and these activities are
known as body shopping. The body shopping is used mostly for computer
professionals. Body shopping is also known as employee leasing activity.
11 Mergers and Acquisitions: Business alliances like acquisitions, mergers and take
over help in getting human resources. In addition the companies do also alliances in
sharing their human resource on adhoc basis.
12 E-recruitment: The technological revolution in telecommunications helped the
organizations to use internet as a source of recruitment. Organizations advertise the job
vacancies through the world wide wed (www). The job seekers send their applications
through e-mail using the internet.
Ans :-
Manpower planning means planning means deciding the number and type of the human
resources required for each job, unit and the total company for a particular future date in
order to carry out organizational activities. Manpower planning may be viewed as
foreseeing the human resources requirement of an organization and the future supply of
human resources and (i) making necessary adjustments between these two and
organizational plans and (ii) foreseeing the possibility of developing the supply of
manpower resources in order to match it with the requirements by introducing
necessary changes in the functions of human resources management.
o Supply Forecasting: Obtaining the data and information about the present
inventory of manpower and forecast the future changes in the human
resources inventory.
o In case of future deficit, forecast the future supply of manpower from all
sources with reference to plans of other companies.
Auditing Human Resources — Once the future human resources needs are estimated
the next step is to determine the present supply of manpower resources through "skills
inventory".
(E) Developing a Human Resource Plan — The last step is to develop and to implement
the human resource plan which consists in finding out the sources of labour supply with
a view to making an effective use of these sources.
Internal Assignment No :- 2
1.
Ans :-
BASIS FOR
TRAINING DEVELOPMENT
COMPARISON
HOT-STOVE RULE
According to the Red Hot Stove rule, disciplinary action should have the following
consequences:
(a) Burns immediately: If disciplinary action is to be taken, it must occur immediately so
the individual will understand the reason for it. With the passage of time, people have
the tendency to convince themselves that they are not at fault. As with the hot stove
when we touch it, our hand burns immediately.
(b) Provides warning: It is very important to provide advance warning that punishment
will follow unacceptable behavior. As you move closer to hot stove, you are warned by
its heat that you will be burned if you touch it.
(c) Gives consistent punishment: Disciplinary action should also be consistent in that
everyone who performs the same act will be punished accordingly. As with a hot stove,
each person who touches it is burned the same.
(d) Burns impersonally: Disciplinary action should be impersonal. There are no favorites
when this approach is followed. As with hot stove when we touch it, it burns .
Q.2) Explain the various methods of training employees with the merits and
demerits of each?
Ans. The different methods of training evaluation can be classified in following four
categories on the basis of what is being evaluated.
Evaluation of training program and content is the most simple method. However it is
also the least significant in terms of measuring effectiveness of training. This aspect of
training can be measured in terms of both quantity and quality of training programs.
Quantity of training involves measurement in terms of quantitative measurements such
as number of people trained and number training programs conducted and number of
participant-training days. The quality measurement generally consist of handing over a
questionnaire to the participants of training programs at the end of each program and
obtaining their assessment of various aspects to training program quality. This methods
suffers from the defect that participants are really no in a position to judge quality of
training program in subjects they do not know fully. Also, it has been observed that
generally participants are in good mood when the training programs are drawing to
close and tend to rate them higher.
Performance appraisals are unable to fulfill the aim they are conducted for in the first
place. Since, in an appraisal, an employee is being evaluated and judged, and his pay
rise and promotion is dependent on it, there is no way he will bring out the problem
areas in his work when doing a self-assessment.
In some cases, a superior too might find it uncomfortable to judge his subordinates,
since they are working together on a daily basis in the organization. Sometimes, it can
cause souring of relationships in the office, leading to an unproductive work
environment.
Many management experts who are against employee performance appraisals argue
that, appraisals and incentives should be kept separate. Appraisals should be only
about the training needs, performance, and career development of an employee, and
there should be separate salary reviews done periodically to decide the incentives for
the employees. However, research in this field has shown that, if the reward review is a
separate process from the appraisal system, it may create dissatisfaction among the
employees. Thus, looking at the strengths and weaknesses of annual performance
evaluations, and research findings, it can be concluded that, though there are
advantages and disadvantages of conducting an appraisal, it is a necessary employee
motivation tool, without which, organizations cannot function properly.