NAME: UZNA TENGEYA MOKORA

REG NO: DCGE/237J/2020

CLASS : DIPLOMA IN COUNTY GOVERNANCE AND ETHICS.

LESSON: HUMAN RESOURCE AND MANAGEMENT

QUESTIONS:

1.Highlight any five characteristics/features of HRM (10MKS)

a). Integrating Mechanism – HRM builds and maintains cordial relations among people working at
various levels in the organization . It tries to integrate human assets in the best possible manner in the
service of an organization .

b). Inter-Disciplinary Function – HRM involves utilization of knowledge and inputs drawn from
psychology, sociology, anthropology, economics etc. In order to unravel the mystery surrounding the
human brain, managers require to understand and appreciate the contributions of all such ‘soft
disciplines’.

c). Continuous Function – l It cannot be practiced only one hour each day or one day a week. It requires
a constant alertness and awareness of human relation and their importance in every day operations”.

d). People-Oriented – HRM is concerned about people at work, both in individual capacity as well as
members of groups. It aims to put people on assigned jobs in order to produce good results. The
resultant gains are used to reward people and motivate them towards further improvements in
productivity.

e). Pervasive in Nature – HRM is pervasive in nature and it is present in all enterprises. It spreads
through all the levels of management in an organization.

2. Highlight any five disadvantages of recruiting from within the organization (10mks )

a). Create resentment among employees and managers: Employees who were considered for a role
could feel resentful if a colleague or external candidate is eventually hired. Also, managers are often
uncomfortable losing good team members and may even go so far as to hinder the transfer or
promotion process.

b).Leave a gap in your existing workforce: When you promote someone to fill an open position, their
old position becomes vacant. This means that a series of moves and promotions may ensue that could
disrupt your business’ operations. Ultimately you may need to turn to external recruitment in addition
to your internal hire.

c).Limit your pool of applicants: While your company may have a lot of qualified candidates for specific
positions, this isn’t necessarily true for every open role. For example, if a role is fairly new to your
business, your employees will have other specialties and may not be able to fill this skills gap. Relying
solely on internal hiring means you could miss the chance to hire people with new skills and ideas.

d).Result in inflexible culture: Doing most of your hiring from inside your business may result in a
stagnant culture. This is because employees can get too comfortable with the ‘way things are done’ and
struggle to spot inefficiencies and experiment with new ways of working. An inflexible culture will be
more problematic in leadership positions where employees may need to advocate for change and
improvements instead of relying on established, inefficient practices. External hires are essential in
shaking up culture and offering a fresh perspective on existing problems.

e).Business Culture Stagnation: Businesses and industries change over time, and current employees
sometimes lack the skills or knowledge necessary to help your company stay competitive or explore new
opportunities. In some cases, it may make sense to encourage one or more workers to obtain additional
training, but getting an education takes time. If you can't delay hiring someone with specific skills,
external recruitment makes sense.

3.Discuss five problems that can be experienced in human resource planning and suggest solutions to
them(10 mks)

a. lack of support

b. uncertainties

c. time and expense

d. lack of purpose

e. employees resistance

solutions to the above problem facing HR planning;

lack of support; before starting the human resource planning process the support and commitment of
top management should be ensured.

Time and expense; human resource planning should be appropriate to the needs and circumstances of
specific enterprise. Also should be carried out within the limits of a budget.

Lack of purpose; the quantity and quality of human resource should be stressed in a balanced manner.
the focus should be on filling up future vacancies with right kind of people who can help in achieving the
objectives of he organization.

Employees resistance; human resource plans should be flexible enough to take care of the changing
situation and in harmony

Uncertainties; HR plan should ensure there is well structured in economic growth, wellness, how the
generations get along, shortages of talent, uncertain competences ,which work relationships will prevail
and how performance is measured.
4. Explain the employee selection process.

It’s a process of putting/marching/choosing individuals who have relevant skills to fill jobs/positions in
an organization.

5. Discuss the on- the- job and off- the- job training techniques

On-the-job training methods include;

a. Job rotation
b. Coaching
c. Job instruction or training through
d. Internship
e. Committee assignment

1. Coaching or one-on-one training

Coaching is a positive way to train your new recruits. It is role-specific and seeks to comprehensively
train new employees on the duties of their role. It will also highlight what is required of them to work
efficiently and successfully in the team and wider business. but the central part of this on-the-job
training technique is that it is conducted one-on-one, and seeks to increase the new recruit’s knowledge
and practice, improving confidence and competence.

2. Mentoring programs

Mentoring is a mutually beneficial training technique in which a more senior staff member provides
support and guidance to a new staff member. In addition mentors also tend to provide emotional advice
and support to new recruits. This is important because it helps to effectively develop bonds between
staff of varying departments, fostering cohesion throughout the business. A strong mentoring program
has the capacity to build an organization that feels truly supported professionally and connected
personally.

3. internship training;

Under this method, instructions through theoretical and practical aspect are provided to the trainees.
Usually students receive this type of training.

4. Job rotation

Job rotation is the practice of moving a new recruit between different roles in your organization. This
can help to give them broader experience and train them in a variety of skills. This approach will
improve your new recruit’s knowledge of the work each team is responsible for on a daily basis. It will
also help them to understand who the best points of contact are for each team. Job rotation can help
develop strong ties between staff members from a range of departments, creating a confident and
transparent group of employees who are excited about working collaboratively. It is also important that
there are distinct tasks and goals in place so that you and your new recruit can critically assess the
benefits of this OJT method.

5. committee assignment;

A group of trainees are asked to solve a given organizational problem by discussing the problem. This
helps to improve team work.

Off the job method: This is a training method which is adopted for the development of employees
away from the field of the job.

i. Case study method: Usually case -study deals with any problem confronted by a business which
can be solved by an employee. The trainee is given an opportunity to analyse the care and come
out with all possible solutions. This method can enhance analytic and critical thinking of an
employee.
ii. Incident method: Incidents are prepared on the basis of actual situation which happened in
different organizations and each employee in the training group is asked to make decisions as if
it is real life situation.
iii. Role play: In this case also problem situation is stimulated asking the employee to assume the
role of a particular person in the situation. The participants interests with other participants
assuming different roles. The whole play will be recorded and trainee gets an opportunity to
examine their own performance.
iv. In-basket method: The employees are given information about an imaginary company.\

6 .Highlight the managerial and operative functions of human resource management.(10mks)

Some of the major functions of human resource management are as follows:

(i) Managerial,

(ii) Operative and

(iii) Advisory functions.

1.Managerial Functions:

The Human Resource Manager is a part of the organisational management. So he must perform
the basic managerial functions of planning, organising, directing and controlling in relation to his
department.

2. Operative Functions:

The operative functions are those tasks or duties which are specifically entrusted to the human
resource or personnel department. These are concerned with employment, development,
compensation, integration and maintenance of personnel of the organisation.
3. Advisory Functions:

Human resource manager has specialised education and training in managing human resources.
He is an expert in his area and so can give advise on matters relating to human resources of the
organisation.