Assignment on Discussion

Questions
Submitted to: Submitted By:
Dr. Sabnam Jahan Adnan Islam
Associate Professor 2019-2-91-031
East West University
Course Title: Human
Course Code: HRM-501 Submission Date: 21.07.2020
Resource Management

East West University

DQ-1: Define Human Resources Management?
Answer:
Human resource management is the process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and safety, and fairness concern.

Human Resource Management involves management functions like planning, organizing, directing and
controlling
 It involves procurement, development, maintenance of human resource
 It helps to achieve individual, organizational and social objectives
 Human Resource Management is a multidisciplinary subject. It includes the study of management,
psychology, communication, economics and sociology.
 It involves team spirit and team work.
 It is a continuous process.

M.W. Cumming (1989) has described the objectives of HR management in these words: HR management
aims to achieve both efficiency and justice, neither of which can be pursued successfully without the
other.
According to Mathis and Jackson (1999), the main goal of HR management is to enhance human capital
of the organization.

DQ-2: Why is employee the key to productivity?

Answer:
Depending on the nature of your business, the definition of productivity can range from selling more
goods to bringing in more revenue, giving good customer service, or simply going above and beyond
what guests expect. To have productive employees, you need engaged employees. While there are many
ways to define employee engagement, it basically means having staff who feel connected to your
business, buy in to what you are trying to do, feel they are involved and productive, and plan to stay
with your organization. Employees who are engaged at work are more likely to be productive on a
consistent basis – which leads to more revenue. Companies with a high level of engagement report 22%
higher productivity. For these reason employee is the key to productivity.

DQ-3: “Assets make things possible but people make things happen”. Justify?
Answer:
Both assets and people are important for the operations of any organization. Without any one of these,
the operation can’t be done. But asset is used for the transformation purpose, the other all of the tasks
done by the human. People use the asset for the purpose of the organization. The tasks of Policy
formulation, Policy execution, motivation to the employee, collection of resources, placement of assets,
maintaining the equipment, etc. are only can be done by the people not by the assets. Assets are used
for the final output processing purpose. But the other tasks including maintaining the assets are done
by the people. Human believe in themselves and their abilities, nothing is ever impossible to them. They
have tremendous self-esteem and usually don’t need others to validate them or show them their
greatness. Human beings can think, imagine, and feel. They have creative and innovative power. Human
beings can be motivated and stimulated. Human beings have synergetic power. So, from the above
discussion we can say with the given statement that asset make things possible but people make things
happen.

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DQ-4: Why is managing employee at work so complex?
Answer:
Businesses are becoming increasingly more complicated as industries evolve. These days, it’s the norm
to have an extremely complex and diverse workforce. People of all generations are working together as
one. They are employees from different backgrounds, all working in the same institution. With such a
diverse group of employees, there are bound to be certain problems that occur. Your staff might not
communicate effectively with one another. It’s easy for misunderstandings to occur, and for employees
to become disengaged with what they’re doing. Modern employees are used to having flexibility, and
being given more freedom to conduct their work. This is especially relevant for any younger members
of staff that you have. They’ve grown up in a generation filled with remote technologies that offer them
freedom and flexibility. It’s much harder for them to follow a strict schedule than it might be for an older
employee, who has been doing this their whole life. For the above reason, now a day, managing
employee at work is so complex.

DQ-5: “Productivity is through people”. Explain?

Answer:
Modern businesses face three major challenges: improving quality, improving productivity, and
competing in a global marketplace. In its struggle for success and continuation, every business directs
all its human, capital, and material resources to meet these challenges. But gaining the competitive
advantage increasingly depends on improving productivity at all levels--on investing in our human
resources.

Every business leader knows how difficult it can be getting time away from the business to focus on the
future, but also that doing so will allow you to introduce fresh ideas, shape your business strategy and
lay down plans to engage your teams and deliver the best performance possible.

Becoming more productive and competitive means looking at all aspects of operations, including sales,
marketing and technology. But, most of all, it comes down to your people, who should be your biggest
asset and best ambassadors.

In any organization, people are the key to growth – of ideas, innovation, capability and productivity.
Investing in people and teams – inspiring and equipping them to do their best work together – is not
only smart but essential to sustainable successful business performance.

DQ-6: Discuss the following statement: “In many ways, all managers are and must be HR
managers.”?
Answer:
According to Gary Dessler, all managers are, in a sense, HR managers, since they all get involved in
activities like recruiting, interviewing, selecting, and training.

The functions of HR Managers and Line Managers are not entirely different from each other, but noted
by Aswathappa (2008), HR Manager is a managerial function with assists managers with hiring,
motivating and maintaining employees within the organization. Line managers implement most of
these HR roles as they are in direct contact with the ‘human resources’ of the organization. Effective HR
implementation would lead to greater employee motivation and thereby productivity. However, lack of
understanding and poor execution of HR practices could cost organizations heavily ranging from
employee productivity to legal action. According to Dave Ulrich (1996), HRM involves the roles of being

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an employee champion, administrative agent, a strategic business partner and assisting in change
management.

It could be then, concluded that all managers exercise HR functions irrespective of their department
and level considering the high level of human relations. It would be extremely important that they have
adequate knowledge in handling HR in order to become effective managers and achieve maximum
productivity, which is essential for all organizations across varying industries. HR professionals would
have to assist and guide line managers consistently in achieving the strategic goals of the organization.
Effective coaching to line managers on HR practices and policies would allow HR professionals to take
on the vital roles of being a strategic business partner and play an effective role in change management
(Gaskell 2007). Now, we could conclude that all managers are HR managers.

DQ-7: A HR manager must be effective and efficient. Why?

Answer:
A HR manager must be effective and efficient. Because he/she has to:

 Provide management direction and counseling.

 Supervise clerical assistant and temporary staffing as needed.
 Establish company standards, procedures, and guidelines which allows the employees to know and
learn acceptable behaviors and practices at workplace premises.
 Help the company to stabilize the firm for continuous change.
 Develop a management plan for changes in work flow, disasters, and for reassuring employees in
times of alarming change or disaster.
 Estimate the size and makeup of the future work force.
 Ensure that the company has the right number and kinds of people, at the right places, at the right
time.
 Attract people to work for the organization and selecting the best qualified and highest-potential
candidates.
 Ensure that workers stay productive and engaged through performance management.
 Enable employees to develop the skills they need for the future of the company and employee
himself.
 Show employees how their personal ambition can align with the future of the company which helps
to engage and retain them.
 Reward employees for their work and shows that rewards are more than just money.
 Maintain good relations with unions will help to spot and resolve potential conflicts quickly.
 Create and implement health and safety regulations.
 Assist and take care of employees when they run into personal problems.
 Develop compensation and benefits plans.
 Review departmental budgets.
 Monitor HR metrics (e.g. turnover rates and cost-per-hire).

DQ-8: “Management is getting things done with and through others.” Do you agree?
Answer:
A simple definition of management that is often quoted and it sounds very simple. According to this
definition, managers do not do things they get other people to do things. A good management requires
a good manager in directing or leading his subordinates, as well as a good subordinate in doing things
in a right way in order to meet the goal and objectives of the organization. It is also said that
management requires an understanding of the economic principle of the division of labor, which breaks

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down into subtasks, and the coordination of effort, which recognize the subtasks into an efficient and
effective whole. The managers do not do the work themselves. They get the work done through the
workers. The workers should not be treated like slaves. They should not be trickled, threatened or
forced to do the work. A favorable work environment should be created and maintained. We have to
understand the behavior of other people and must have knowledge as to how to motivate them in order
to get things done through them. We have to consider the conveniences and interest of others also in
planning and implementing things.

In getting things done through others, people have to be coaxed, they have to be shown, they have to
inspired, they have to be motivated and this is what management means. These activities are performed
not only by the people at the top but from the chairman of the board to the front line supervisors and
foremen. They use the above mentioned methods to get things done through other people.

DQ-9: What do you mean by the term Human Resources Planning?

Answer:
Robbins (1998) defines HRP as “the process by which an organization ensures that it has the right
number and kinds of people at the right places, at the right time, capable of effectively and efficiently
completing those tasks that will help the organization achieve its overall objectives”.

In the words of Coleman Bruce (1997), HRP is the process of determining manpower requirements and
the means of meeting those requirements in order to carry out the integrated plan of the organization.

It translates the organization’s objectives and plans into the number of people needed to meet those
activities. Through planning management makes a balance between demand for and supply of right
number and kinds of people at the right time. It is a supply and demand calculation. Manpower is an
asset; it is an asset which appreciates-which grows over time. Machines depreciate as time goes on.

A manpower plan must be a set of two plans: a manpower demand plan and a manpower supply plan.

DQ-10: What is Job Analysis?

Answer:
Job analysis defines the jobs within the organization and the behaviors necessary to perform these jobs.

Mathis and Jackson (1999) view job analysis as a systematic way to gather and analyze information
about the content and human requirement of jobs, and the context in which jobs are performed.

Dale Yoder (1983) defines job analysis as a process in which jobs are studied to determine what tasks
and responsibilities they include their relationships to other jobs, the conditions under which work is
performed, and the personnel capabilities required for satisfactory performance.

In the opinion of Strauss and Sales, Job analysis consists of two parts, a statement of work to be done
(Job description), and the skills and knowledge which must be possessed by anyone filling the job (Job
Specification).

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DQ-11: Distinguish between Job Description and Job Specification?
Answer:

Differentiation Job Description Job Specification

Base
Definition Describes about the job Describes about the experience, skills,
responsibilities, duties, functions etc. qualifications etc. required
Contents Job title, duties, tasks and Employee's qualification, skills and
responsibilities involved in a job abilities.
What is it? Expresses what a prospective Expresses what an applicant must
employee must do when he will get the possess for getting selected.
placement
Origination From job analysis From job description
Describes Jobs Job Holders
Importance Provide job details which helps in Helps the candidate to assess their
performance evaluation eligibility
Reason Providing clear job explanation Providing detailed requirements for
the job role
Advantage Scheduling roles and duties without Aid in offering bonuses, promotions,
overlapping rewards etc.
Comprises of Designation, place of work, scope, Educational qualifications, experience,
salary range, working hours, skills, knowledge, age, abilities, work
responsibilities, reporting authority etc. orientation factors, etc.

DQ-12: Mention different job analysis techniques?

Answer:

Job analysis information can be gathered in a variety of ways. Common job analysis methods are:

Observation Method: The job analyst observes the individual performing the job and takes notes to
describe the tasks and duties performed. He keenly observes the work connected with a job. It is a direct
method. Its main limitation is that when the work of employee is being observed, the employee becomes
conscious. In certain job like managerial, observation method is impossible.

Work sampling: Under this method, a manager can determine the content and pace of a typical
workday through statistical sampling of certain actions rather than through continuous observation
and timing of all actions.

Individual interview: Here a manager or job analyst visits each job site and talk with employees
performing each job. A standardized interview form is used most often to record the information.
Frequently, both the employee and the employee’s supervisor must be interviewed to obtain a complete
understanding of the job.

Structured questionnaire: A survey instrument is developed and given to employees and managers
to complete. The main advantage of this method is that information on a large number of jobs can be
collected inexpensively in a relatively short period of time.

Diary method: Under this method, the employees observe their own performance by keeping a diary
of their job duties, noting how frequently they are performed and the time needed for each duty.

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DQ-13: Outline the steps in the Human Resource Planning Process.
Answer:
Human resource planning is a process involving few stages. There are as follows:

Measuring the Forecasting

Analyzing Formulating
Analyzing Internal and Demand and Estimating Monitoring,
Current the Human
Organizational External Supply of Manpower Control and
Manpower Resource
Objectives environmental Human Gaps Feedback
Inventory Action Plan
factors Resource

Figure: Steps in Human Resource Planning Process.

1. Analyzing Organizational Objectives: HR planning process begins with considering organizational

objectives and strategies. The first stage of HR planning is to integrate it with corporate planning. All
manpower planning stems from business plans in relation to a corporate strategy.

2. Measuring the Internal and External environmental factors: The second stage in the HR planning
is to forecast or assess the internal and external environmental factors that affect demand and supply
of labor. Some of the more significant environmental factors include government influences; economic,
geographic and competitive conditions; technological factor, workforce composition, management
philosophy, and work patterns. There are a number of techniques now available for doing HR forecast.
Among the important these are: Delphi technique, Brain Storming. Committee board, expert opinion.
Constancy, Trend analysis, Regression and correlation analysis, PERT and CPM.

3. Analyzing Current Manpower Inventory: From the updated human resource information storage
system, the current number of employees, their capacity, performance and potential can be analyzed.
To fill the various job requirements, the internal sources (i.e., employees from within the organization)
and external sources (i.e., candidates from various placement agencies) can be estimated.

4. Forecasting Demand and Supply of Human Resource: The information gathered from external
environmental scanning and assessment of internal strengths and weaknesses is used to predict or
forecast HR supply and demand in light of organizational objectives and strategies. Forecasting periods
may be short (less than one year), intermediate (one to five years), and long range (beyond five years).
Forecasts of demand may be either judgmental or mathematical. The HR forecast is concerned with
anticipating the number of replacements required due to resignations, retirements, death, dismissals,
transfer and promotions, and technological changes resulting in increased productivity.

5. Estimating Manpower Gaps: Comparison of human resource demand and human resource supply
will provide with the surplus or deficit of human resource. Deficit represents the number of people to
be employed, whereas surplus represents termination. Extensive use of proper training and
development program can be done to upgrade the skills of employees.

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6. Formulating the Human Resource Action Plan: Once the demand for HR has been forecasted, then
their availability must be identified. In this stage, locate the sources from where personnel required will
be available. The source may be internal and external. Although the internal supply may be easier to
calculate, it is important to calculate the external supply as accurately as possible.

7. Monitoring, Control and Feedback: It mainly involves implementation of the human resource
action plan. The final stage of HRP is concerned with allocation of human resources within an
organization over time. Here the human resource plan is compared with its actual implementation to
ensure the availability of a number of employees for several jobs. At this stage, the firm has to decide
the success of the plan and control the deficiencies, if any.

DQ-14: Distinguish between Recruitment and Selection.

Answer:

Basis Recruitment Selection

Meaning It is an activity of searching for potential It is a process of selecting the best
candidates and encouraging them to apply. candidates and offering them the job.
Objective Inviting more candidates to apply for a Choosing the most suitable candidate
vacant position. and rejecting the rest.
Process It is a simple process. It is a complicated process.
Hurdles The candidates have not to cross over Many hurdles have to be crossed.
many hurdles.
Approach It is a positive approach. It is a negative approach.
Sequence It is performed before selection. It is performed after recruitment.
Economy It is an economical method. It is an expensive method.
Time Less time is required. More time is required.
Consuming

DQ-15: Mention the popular sources of employee recruitment.

Answer:
These sources can be divided into two categories.

Internal Sources of Recruitment:

 Transfers
 Promotions
 Demotions
 Employees of the organization
 Retired employees
External Sources of Recruitment:
 Advertisements
 Job portals and Social networking sites
 Company’s websites
 Placement agencies
 Job fairs and Walk in interviews and Campus interviews
 Employment Exchanges
 Recommendation of Existing Employees
 Factory Gates
 Labor Contractors and Trade Unions

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