UID - D20MBA12095

Course Code – MBA 606

Section –A(10 Marks)

1. Define Human Resource Management?

Ans - Human resource management (HRM) is the process of employing people, training
them, compensating them, developing policies relating to them, and developing strategies
to retain them. As a field, HRM has undergone many changes over the last twenty years,
giving it an even more important role in today’s organizations. In the past, HRM meant
processing payroll, sending birthday gifts to employees, arranging company outings, and
making sure forms were filled out correctly—in other words, more of an administrative
role rather than a strategic role crucial to the success of the organization. Jack Welch,
former CEO of General Electric and management guru, sums up the new role of HRM:
“Get out of the parties and birthdays and enrollment forms.… Remember, HR is important
in good times, HR is defined in hard times”.

2. Define Job Analysis?

Ans - Job analysis refers to a systematic process of collecting all information about a
specific job, including skill requirements, roles, responsibilities and processes in order to
create a valid job description.
Job analysis definition
Job analysis refers to a systematic process of collecting all information about a specific job,
including skill requirements, roles, responsibilities and processes in order to create a valid
job description.Job analysis also gives an overview of the physical, emotional & related
human qualities required to execute the job successfully.

3. List one point of difference between Job description and job Specification?
Ans- Job description usually lists out the job title, location, job summary, environment,
duties to be performed on the job, etc.
Job specification lists out the qualifications, experience, training, skills, emotional
attributes, mental capabilities of an individual to perform the job.

4. Why is Selection called as negative process?

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Ans- Selection is called as a negative process with its elimination or rejection of as many
candidates as possible for identifying the right candidate for the position. Both recruitment
and selection work hand in hand and both play a vital role in the overall growth of an
organization.

5. List one point of difference between training and development?

Ans- Training is the process of teaching employees the basic skills they need to perform
their jobs. Management development refers to teaching managers and professionals to
increase knowledge, skills, attitude needed for future jobs. Training is present-day
oriented. Development is future day oriented.

6. How is Career Planning different from Succession Planning?

Ans- The key difference between career planning and succession planning is that career
planning is an ongoing process where an employee explores his or her interests and
capabilities and purposefully plan career goals whereas succession planning is the process
by which an organization identify and develop new employees to take up key leadership
roles when the existing leaders leave for a different career, retire or die. Career planning is
important from the viewpoint of the employee while succession planning is vital for the
effective continuation of the organization.

7. Explain Balance Scorecard?

Ans- The balanced scorecard (BSC) is a strategic planning and management system.
Organizations use BSCs to: ... Align the day-to-day work that everyone is doing with
strategy. Prioritize projects, products, and services. Measure and monitor progress towards
strategic targets.

8. What is meant by Golden Handshake?

Ans- CalSTRS golden handshake program The CalSTRS Golden Handshake Program
allows participating school districts to provide their credentialed employees as an incentive
for early retirement, two additional years of service credit in the CalSTRS DB Program.

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9. Define Green Human resource management ?

Ans- Green HR is the use of HRM policies to promote the sustainable use of resources
within business organizations and, more generally, promotes the cause of environmental
sustainability. ... GREEN RECRUITMENT Green Recruitment means a paper-free
recruitment process with a minimal environmental impact.

10. What is Employee Grievance?

Ans- Employee grievance refers to the dissatisfaction of an employee with what he expects
from the company and its management. A company or employer is expected to provide an
employee with a safe working environment, realistic job preview, adequate compensation,
respect etc. However, employee grievance is caused when there is a gap between what the
employee expects and what he receives from the employer.

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Section –B(20 Marks)

Q1. Discuss the functions of human Resource Management with relevant examples?
Ans- Human Resource Management is a management function concerned with hiring,
motivating, and maintaining the workforce in an organization. Human resource management
deals with issues related to employees such as hiring, training, development, compensation,
motivation, communication, and administration. Human resource management ensures the
satisfaction of employees and a maximum contribution of employees to the achievement of
organizational objectives.

According to Armstrong (1997), Human Resource Management can be defined as “a strategic

approach to acquiring, developing, managing, motivating and gaining the commitment of the
organisation’s key resource – the people who work in and for it.”

Functions of Human Resource Management

Human Resource Management functions can be classified into the following three categories.
1.Managerial Functions,
2.Operative Functions, and
3.Advisory Functions

The Managerial Functions of Human Resource Management are as follows:

1. Human Resource Planning - In this function of HRM, the number and type of employees
needed to accomplish organizational goals is determined. Research is an important part of this
function, information is collected and analyzed to identify current and future human resource
needs and to forecast changing values, attitude, and behavior of employees and their impact on
the organization.

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2. Organizing - In an organization tasks are allocated among its members, relationships are
identified, and activities are integrated towards a common objective. Relationships are
established among the employees so that they can collectively contribute to the attainment of
the organization's goal.

3. Directing - Activating employees at different levels and making them contribute maximum
to the organization is possible through proper direction and motivation. Taping the maximum
potentialities of the employees is possible through motivation and command.

4. Controlling - After planning, organizing, and directing, employees' actual performance is

checked, verified, and compared with the plans. If the actual performance is found deviated
from the plan, control measures are required to be taken.

The Operative Functions of Human Resource Management are as follows:

1. Recruitment and Selection - Recruitment of candidates is the function preceding the

selection, which brings the pool of prospective candidates for the organization so that the
management can select the right candidate from this pool.

2. Job Analysis and Design - Job analysis is the process of describing the nature of a job and
specifying the human requirements like qualification, skills, and work experience to perform
that job. Job design aims at outlining and organizing tasks, duties, and responsibilities into a
single unit of work for the achievement of certain objectives.

3. Performance Appraisal - Human resource professionals are required to perform this

function to ensure that the performance of employees is at an acceptable level.

4. Training and Development - This function of human resource management helps

employees acquire skills and knowledge to perform their jobs effectively. Training and

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development programs are organized for both new and existing employees. Employees are
prepared for higher-level responsibilities through training and development.

5. Wage and Salary Administration - Human resource management determines what is to be

paid for different types of jobs. Human resource management decides employee's compensation
which includes - wage administration, salary administration, incentives, bonuses, fringe
benefits, and etc,.

6. Employee Welfare - This function refers to various services, benefits, and facilities that are
provided to employees for their well-being.

7. Maintenance - Human resource is considered an asset for the organization. Employee

turnover is not considered good for the organization. Human resource management always tries
to keep their best performing employees with the organization.

8. Labour Relations - This function refers to human resource management interaction with
employees represented by a trade union. Employees come together and form a union to obtain
more voice in decisions affecting wage, benefits, working conditions, etc,.

9. Personnel Research - Personnel researches are done by human resource management to

gather employees' opinions on wages and salaries, promotions, working conditions, welfare
activities, leadership, etc,. Such researches help in understanding employee satisfaction,
employee turnover, employee termination, etc,.

10.Personnel Record - This function involves recording, maintaining, and retrieving

employee-related information like - application forms, employment history, working hours,
earnings, employee absents and presents, employee turnover, and to employees and other data
related to employees.

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2. Advised to Departmental Heads

The personnel manager advises the heads of various departments on matters such as manpower
planning, job analysis, job design, recruitment, selection, placement, training, performance
appraisal, etc

Q2. Elaborate on the Process of Human Resource Planning?

Ans- The Human Resource Planning is a process of forecasting the organization’s demand for
and supply of manpower needs in the near future. Human Resource Planning Process
The Human Resource Planning is a process of forecasting the organization’s demand for and
supply of manpower needs in the near future.

1. Determining the Objectives of Human Resource Planning: The foremost step in

every process is the determination of the objectives for which the process is to be
carried on. The objective for which the manpower planning is to be done should be
defined precisely, so as to ensure that a right number of people for the right kind of job
are selected.
The objectives can vary across the several departments in the organization such as the personnel
demand may differ in marketing, finance, production, HR department, based on their roles or
functions.

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2. Analyzing Current Manpower Inventory: The next step is to analyze the current
manpower supply in the organization through the stored information about the employees in
terms of their experience, proficiency, skills, etc. required to perform a particular job.
Also, the future vacancies can be estimated, so as to plan for the manpower from both the
internal (within the current employees) and the external (hiring candidates from outside)
sources. Thus, it is to be ensured that reservoir of talent is maintained to meet any vacancy
arising in the near future.
3. Forecasting Demand and Supply of Human Resources: Once the inventory of talented
manpower is maintained; the next step is to match the demand for the manpower arising in the
future with the supply or available resources with the organization.
Here, the required skills of personnel for a particular job are matched with the job description
and specification.
4. Analyzing the Manpower Gaps: After forecasting the demand and supply, the manpower
gaps can be easily evaluated. In case the demand is more than the supply of human resources,
that means there is a deficit, and thus, new candidates are to be hired.
Whereas, if the Demand is less than supply, there arises a surplus in the human resources, and
hence, the employees have to be removed either in the form of termination, retirement, layoff,
transfer, etc.
5. Employment Plan/Action Plan: Once the manpower gaps are evaluated, the action plan is
to be formulated accordingly. In a case of a deficit, the firm may go either for recruitment,
training, interdepartmental transfer plans whereas in the case of a surplus, the voluntary
retirement schemes, redeployment, transfer, layoff, could be followed.
6. Training and Development: The training is not only for the new joinees but also for the
existing employees who are required to update their skills from time to time.
After the employment plan, the training programmes are conducted to equip the new employees
as well as the old ones with the requisite skills to be performed on a particular job.
7. Appraisal of Manpower Planning: Finally, the effectiveness of the manpower planning
process is to be evaluated. 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.

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Thus, human resource planning is a continuous process that begins with the objectives of
Human Resource planning and ends with the appraisal or feedback and control of the planning
process.

Q3. What is meant by recruitment? Elaborate on the process of Recruitment?

Ans- In human resource management, “recruitment” is the process of finding and hiring the
best and most qualified candidate for a job opening, in a timely and cost-effective manner. It
can also be defined as the “process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization”.
It is one whole process, with a full life cycle, that begins with identification of the needs of the
company with respect to the job, and ends with the introduction of the employee to the
organization.
When we speak of the recruitment process, we immediately think of activities such as the
analysis of the requirements of a specific job, attracting candidates to apply for that job,
screening the applicants and selecting among them, hiring the chosen candidates to become new
employees of the organization, and integrating them into the structure.
Recruitment Process
Definition: The Recruitment is the process of analyzing the job requirements and then finding
the prospective candidates who are then encouraged and stimulated to apply for the job in the
organization.
The Recruitment programme is designed to attract more and more applicants such that the pool
of candidates applies for the job, and the organization has more options to select the best out of
them. The recruitment process consists of five interrelated stages which are as follows:

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1. Recruitment Planning: The recruitment process begins with the planning where in the
vacant job positions are analyzed and then the comprehensive job draft is prepared that
includes: job specifications and its nature, skills, qualifications, experience needed for the job,
etc.
Here, the recruitment committee decides on the number and the type of applicants to be
contacted. The aim of any organization is to attract more candidates as some of them might not
be willing to join, or some might not qualify for the job position. So the company has a
sufficient number of candidates to choose amongst them. The type of candidates required for
the job is well specified in terms of the task and responsibilities involved in a job along with the
qualification and experience expected.

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2. Strategy Development: Once the comprehensive job draft is prepared, and the type and the
number of recruits required are decided upon; the next step is to decide a strategy that is
adopted while recruiting the prospective candidates in the organization. The following strategic
considerations should be kept in mind:
• Make or Buy Employees, which means the firm either decides to select less skilled
employees and invest in training and education programmes or hire skilled
professionals.
• Methods of Recruitment, the firm decide on the methods used for recruiting the
individuals. Such as the internet provides detailed information about the prospective
candidates and helps in shortlisting the best-qualified individuals.
• Geographical Area, the next decision is related to the area from where the candidates
shall be searched. The firm looks for those areas where the handful amount of qualified
employees is concentrated, with a view to curtailing a search cost.
• Sources of Recruitment, there are two sources of recruitment: Internal source (within the
organization), external source (outside the organization). The firm must decide the
source from where the candidates are hired.
3. Searching: Once the strategy is prepared the search for the candidates can be initialized. It
includes two steps: source activation and selling. The source activation means, the search for
the candidate activates on the employee requisition i.e. until and unless the line manager
verifies that the vacancy exists, the search process cannot be initiated.
The next point to be considered is selling, which means the firm must judiciously select that
media of communication that successfully conveys the employment information to the
prospective candidates.
4. Screening: The screening means to shortlist the applications of the candidates for further
selection process. Although, the screening is considered as the starting point of selection but is
integral to the recruitment process. This is because the selection process begins only after the
applications are scrutinized and shortlisted on the basis of job requirements. The purpose of
recruitment here is to remove those applications at an early stage which clearly seems to be
unqualified for the job.

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5.Evaluation and Control: Evaluation and control is the last stage in the recruitment process
wherein the validity and effectiveness of the process and the methods used therein is assessed.
This stage is crucial because the firm has to check the output in terms of the cost incurred.
The recruitment is a costly process as it includes the salaries of recruiters, time spent by the
management, cost of advertisement, cost of selection, a price paid for the overtime and
outsourcing in case the vacancy remains unfilled. Thus, a firm is required to gather all these
relevant information to evaluate the performance of a recruitment process effectively.
Note: In the case of short-term fluctuations in the work volume the firm can resort to
other Alternatives to Recruitment.

Q4. Define Performance Appraisal? What are various Modern methods of performance
appraisal?
Ans- Definition: The Performance Appraisal is the assessment of the employee’s job
performance against the benchmark previously set for the categories such as output, leadership,
teamwork, versatility, supervision, etc.
Modern Methods of Performance Appraisal

Modern Methods of Performance Appraisal

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1. Management by Objectives: This concept was given by Peter.F.Drucker, according to him,

the performance of an employee can be assessed on the basis of the targets achieved by him as
set by the management of an organization.Firstly, the management sets the goals and
communicate the same to the employees, and then the performance of an employee is compared
against these set goals and is evaluated on this basis.
In case the employee is not able to achieve the pre-established goals, then management decides
on a new strategy or policy that should be undertaken for the accomplishment of unattainable
goals.
2. Psychological Appraisals: This is one of the most frequently used modern methods of
performance appraisal, wherein the psychologist assesses the employee’s potential for the
future performance rather than the past one. Under this method, the psychologist conducts the
in-depth interviews, psychological tests, discussions with the supervisors and the reviews of
other evaluations.
This assessment is done to determine the intellectual, emotional, motivational and other related
characteristics of an employee that is necessary to predict his potential for the future
performance.
3. Assessment Centres: The assessment center is the central location where the managers come
and perform the job exercises. Here the assessee is requested to participate in in-basket
exercises, role playing, discussions, computer simulations, etc. Where they are evaluated in
term of their persuasive ability, communication skills, confidence, sensitivity to the feelings of
others, mental alertness, administrative ability, etc.
This entire exercise is done under the trainer who observes the employee behavior and then
discusses it with the rater who finally evaluates the employee’s performance.
4. 360-Degree Feedback: It is a feedback method wherein the details of an employee’s
performance is gathered from other stakeholders such as superiors, peers, team members and
self. In this method, the employee is asked about himself, i.e. what he feels about his
performance, and then accordingly he can realize his strengths and weaknesses.
Also, the peers or team members are asked about assessee’s performance through which the
employee knows about what others feel about him and can overcome his disbeliefs if any. Thus,
this method is used to have a detailed evaluation of an employee from all the perspectives.

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5. 720-Degree Feedback: This is an another feedback method, wherein the assessment is done
not only by the stakeholders within the company but also from the groups outside the
organization. These external groups who assesses the employee’s performance are customers,
investors, suppliers and other financial institutions.
It is one of the most crucial modern methods of performance appraisal because this is the only
group that determines the success of the organization as a whole.
Nowadays, companies use the modern methods of performance appraisal which have a broader
scope than the traditional methods and provides a more accurate and comprehensive evaluation
of an individual.

Q5.What are important employee training methods? Elaborate the various training Methods?
Ans- By Jeremy Raynolds, Writer, EduBirdie May 22, 2019 Learning & Development
Research on training methods is essential to avoid the unnecessary costs that come with
training. According to Forbes, the training market is worth approximately $109 billion in the
United States. Therefore, the tasks of researchers are to search and define the best methods to
present the information to the targeted trainees, as well as to find the right approach to investing
in project management training.

One excellent study that explores such training methods is “Training Methods: A Review and
Analysis.” The authors of this article performed an integrative review of some of the most

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popular training methods. In addition to defining the core methods for training, the study does
the following:
Defines the key characteristics of the chosen types of training methods
Researches the conditions in which the training methods are most suitable
Based on the authors’ research questions, the study came up with the following information
that’s crucial for successful training. All this information is based on an exhaustive list of 13
core methods.
1.Case Study- The case study is a proven method for training and is known to effectively boost
learner motivation. However, when learners lack access to the resources necessary to
completing a case study or if the project become a challenge, their motivation and learning will
be hindered.
This method is suitable for situations when the trainees have the core knowledge but can still
benefit from training. Because this method comes with lower costs, it’s also one of the more
popular methods in different disciplines like law, counseling, and medicine.
2. Games-Based Training- Games have been used for many educational purposes, including
training. Using games for education is affordable, competitive, and motivational, especially in
the digital era, in which many applicants and employees are highly involved with technology.
One of the disadvantages of this method is the inability to determine the components in a game
that will contribute to the training itself. Trainers can’t really make sure that every learning
concept will be accepted by the trainees through game playing.
3. Internship- Internships are great for both sides. Employers can benefit from the help of
employees, while employees can benefit from the guidance of and training by employers. Still,
in some cases, this can be high-pressured or inconsistent.
However, in situations and environments where the learners have some base knowledge and the
employers are supportive and understanding, this is an excellent training method.
4. Job Rotation- Job rotation can do a lot in terms of employee motivation and commitment.
This method gives people chances to further develop and work toward a promotion and
engenders satisfaction and cooperation. Still, for introverts, this is often a big challenge because
of the fear that they might fail in front of others. Also, it’s a method that requires a lot of time
and room for error.

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But with the right background knowledge, both of these problems can be eliminated or at least
reduced.
5. Job Shadowing- Job shadowing serves to generate employees’ engagement and interest.
Trainees get a chance to see their work from another perspective, which is perfect for those who
are being considered for a promotion or a role change.
6. Lecture- Lectures are often dreaded and ridiculed, but they are the most commonly used
training techniques. Yes, there is often a lack of interaction, but with the right speaker and
simple lectures, this can lead to optimal learning.
7. Mentoring and Apprenticeship- When companies plan to groom people for promotion and
growth, this is the best training method to use. Trainees can truly benefit from such a
personalized learning structure, boost the mentor-trainee relationship, and facilitate their future
career.
8. Programmed Instruction- Programmed instruction doesn’t work without self-discipline, so
it is most effective in cases when some straying from the program isn’t detrimental to the
company’s success. Even so, this is an effective and flexible practice.
9. Role-Modeling- This is the counterpart of the lecture training method—one that promotes
practice on lifelike models. It’s often used in cases when employees need some practice after
they see a lecture or a demonstration.
10. Role-Play- With role-playing, trainees can practice what they’ve learned in a personalized
and simulated situation. They can still fail, but with good content and safe role-playing, there
won’t be any serious consequences.
11. Simulation- Simulation becomes more affordable every day. As such, it’s commonly used
for training that is considered costly or dangerous if performed in a real environment. This is a
safe way to practice what would otherwise be risky.
12. Stimulus-Based Training
Stimulus-based training is a bit unconventional, but it’s becoming more popular as time passes.
It’s a widely applied method that might make trainees a bit uncomfortable but can also enable
them to acquire thorough knowledge faster than the other methods of training described here.
13. Team Training

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Team training has a big and important goal: to connect a team. As such, it doesn’t focus on
trainees as individuals like the previously discussed methods; rather, this method is used to
connect team members and make them more engaged in their training and work.

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