Human Resource Management

Assignment -1
Submitted by: MUSKAN RATHI
Roll no.1905100
Answer 1: Human resource management can be defined as a strategic and
coherent approach to the management of the most valued assets of an
organization, i.e., people, who individually and collectively contribute to the
organizational objectives. According to M L Cumming , “Human Resource
Management is concerned with obtaining the best possible staff for an
organization and having got them looking after them so that they want to stay
and give their best to their jobs.”
Human Resource Management is the recruitment, selection, development,
utilisation of and accommodation to human resource management is that part
of management which is concerned with the effective procurement,
development and utilization of human resources. Thus, Management of human
resources is concerned with procurement, development, utilisation and
maintenance of human resource for the accomplishment of organisational
objectives.
FEATURES OF HUMAN RESOURCE MANAGEMENT:
 Concerned with human element: Human resource management deals
with people at work. It includes organisation, motivation, guidance and
leading of people for the accomplishment of goals of the organisation.
Its main objective is to maintain better human relations in the
organisation.
 Integral part of management: Human resource is inherent in managing.
It is integral part of the job of a manager every manager is concerned
with the performance of personal functions such as training
communication appraisal and guidance
 Pervasive function: Human resource management is pervasive in nature
since people are a necessary element of any organisation human
resource management is inherent in all order prices also management
means getting effective results with people at work human resource
 management is a basic management function permitting all levels of
management in any organisation.
 Wide range of activities: Human resource management involves several
functions concerned with the management of people at work. It
includes human resource planning employment placement training
appraisal compensation and maintenance of employees.
 Development of human resource: Human resource management is
concerned with developing potential of employees so that they get
maximum satisfaction from their work and give their best efforts to the
organisation
 Motivation of human resource: Human resource management is
concerned with the motivation of human resources in the organisation
the human beings can’t be dealt with the physical factors of production
 Continuous functions: Human resource management is of a continuous
nature every manager has to perform the function continuously. Human
resource management requires constant alertness and awareness of
human relations and their importance in every day operations.
 Multidisciplinary approach: Human resource management of human
resources involves application of knowledge drawn from several
disciplines like sociology anthropology psychology economics etc.
 Service or staff function: Human resource management it is a staff
function or line departments. It also offers services like recruitment
training and appraisal of staff to the operating departments.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:

 To procure the right types of personal for right jobs at the right time
 To provide right kind of training to sharpen their talents and increase
their productivity.
 To retain talented human resources by offering opportunities for carrier
development to ensure effective utilisation of physical technological and
other organisational resources with the help of trained human
resources.
 To identify and satisfy the needs of individuals by offering various
monetary and non-monitory rewards.
 To improve the quality of working life by providing for their health and
safety and also arranging welfare facilities for them
  To ensure reconciliation of individual group goals with those of the
organisation. In such a manner that the personnel feel a sense of
commitment and loyalty towards it.
 To achieve and maintain higher morale among employees by ensuring
better human relations in the enterprise.
Human resource is defined as the total knowledge, skills, creative
abilities, talents and aptitude of persons working in an organization.
It is the sum total of inherent abilities, acquired knowledge and skill
represented by the talents and aptitude of the persons employed in an
organization. Human resource management is concerned with the
management of people at work. It is concerned with human beings in an
organization. It refers to the systematic approach to the problem of selecting,
training, motivating and retaining personnel in any organization.
On the whole, Human Resource Management concerned with planning,
organising, directing, controlling, selection, recruitment, placement, training
and so on. Its basic aim is to create knowledgeable workers and provide some
facilities to them, like-medical aid, housing, social security, educational
facilities, etc.

For Filippo, Human Resource Management is “the planning, organizing,

directing and controlling of the procurement, development, compensation,
integration, maintenance and reproduction of human resources to the end
that individual, organizational and societal objectives are accomplished”.

Ans. ROLE OF HUMAN RESOURCE MANAGER:

 Policy formulator: policy formulation is one of the important tasks of the
human resource manager it is with a view to overcome problems of the
recurring nature or to prevent anticipated problems in the area of
human resource management those policies are framed
 Advisory role: The advisory role of human resource manager is of crucial
importance line managers are generally confronted with a variety of
problems in their day-to-day operations. These problems may include
grievance over distribution of overtime work, for annual increase in pay,
transfer, promotion, disciplinary action and so on.
  Linking Pin Role: The human resource manager attempts to achieve and
maintain good industrial relations in the organisation. He is responsible
for setting up of various committees on discipline, labour welfare, safety,
grievance etc. He helps in lying down procedure to be redress the
grievance of the employees.
 Representative Role: The human resource manager acts as a
spokesperson of the top management of the company and
communicates management policies and decisions that affect people in
the organisation.
 Fire fighter or mediator role: The human resource manager often acts as
a mediator in the event of conflict between superior and subordinate
employees or groups of employees and even between management and
employees thus he attempts to maintain peace and harmony in the
organisation.
 Leadership role: The human resource manager provides leadership and
guidance to the employees and their groups he ensures effective
communication in the organisation objectives he also acts as a
counsellor by providing advice to the employees on the work and
personal problems.
 Welfare Role: The human resource manager acts as a welfare officer in
the organisation as welfare officer concerned with provision of canteen
transport hospital and other welfare services for the benefit of workers
and their family members.

Ans 4) There are 2 sources of recruitment:

 INTERNAL SOURCES
o Transfer: it means shifting and employees from one job to
another having similar status and responsibilities transfers are
done to fill vacancies with employees from overstuffed
Department transfer means shifting of an employee from one job
to another one unit to another or one shift to another I may
involve a new geographical location.
 o Promotion: Promotion is the transfer of an employee to a job that
carries higher pay and status promotion in the wall’s reassignment
of an employee to position having increased responsibilities,
higher privileges, increased benefits and greater potential. Thus,
promotion is the vertical shifting of an employee. The purpose of a
promotion is to shift to a job which is worth more to the
organisation than the incumbents present position.
o Re- employment of ex - employees: It refers to implement a
feature the organisation because of some reason. It is economical
to employ the retired retrenched personnel to the tune to meet
the short-term HR needs.

 EXTERNAL SOURCES

o Direct Recruitment: Many unskilled persons often contact the

employment section of various enterprises to ascertain if they
could be employed. Many firms follow the practice of recruitment
at factory gate to fill casual vacancies.

o Casual Callers: In case of reputed organisations many qualified

people apply for employment on their own initiative. Such people
are known as unsolicited applicants or casual callers.

o Advertising: Job advertisement has become a popular practise

with the large companies particularly when the vacancy is for a
higher post or when there are a large number of vacancies.

o Employment exchanges: There is a network of employment

exchanges in the country run by the government which has also
made it compulsory for the employers to fill some vacancies to
the employment exchange.
o Placement agencies: Professional bodies have come into existence
which provide their services to the enterprise is for recruitment
and selection of employees these agencies specialize in the supply
of particular category of employees such as trained computer
professionals.

o Management consultants or Head hunters: Management

consultancy firm helps the organization to recruit technical
programs professional and managerial professionals. They
specialize in middle level and top-level executive placement. They
maintain data bank of persons with different qualifications and
skills and even advertise the jobs on behalf of their clients to
recruit right type of personal.

o Campus recruitment: Colleges and Institute of management and

technology have become a popular source of requirement for
technical professional and managerial jobs. Many big
organizations maintain closed liaison with universities vocational
and management Institute to recruit qualified personal for various
jobs.

o Recommendations or referrals: Applicants introduced by friends

and relatives may prove to be a good source of recruitment. In
fact, many employers prefer to take such persons because
something about their background is known when a present
employer or a business friend recommends someone for a job the
person is placed on the job after a brief screening.

o Labour contractors: Labour contractors are an important source of

recruitment in some industries in India. Workers recruited
through labour contractors who are themselves employees of the
organisations.
 o Web Publishing: Internet is becoming a popular source of
recruitment these days. There are certain websites specially
dedicated for the purpose of providing information about job
seekers and job opening both.

o Telecasting: The practice of telecasting of vacant posts over TV

(door darshan and other channels) is gaining importance these
days. Special programs like Job watch Youth pulse employment
news etc. over the TV have become quite popular in requirement
of various types of jobs

Ans 5) Human Resource planning is the process which by an organisation

ensures that it has the right number and kind of people at the right place, at
the right time. capable of effectively and efficiently completing these tasks
that will help the organization achieve its overall objectives.
Human resource planning aims at -ascertaining the workforce needs of the
organisation both in right number and of right kind. It further aims at ensuring
the continuous supply of right kind of personal to fill various" positions in the
organisation.

Characteristics of Human Resource Planning are:

 Human Resource planning aims at ascertaining the human resource

needs of the organisation both in number and kind.

 It presents an inventory of existing human resource of the organisation.

An analysis of the inventory of human resource helps in ascertaining the
status of the available personal and to do discover untapped talent
presently available with the organisation.
  It helps in determining the shortfall (or surplus) supplies of workforce by
comparing the total human resource needs with the present supply of
human resource. It also helps in projecting future human resource
needs.

 iv)It is concerned with the initiation of various programs depending upon

the demand and supply of human resources. If the future needs exceed
presently available talent, presently available latently exceeds the future
needs, this difference may become the basis for a program of
retirements, discharge, etc.

 v)Effective human resource planning is the basic acquisition, utilisation,

improvement and preservation of organisations human resource.

 OBJECTIVES OF HUMAN RESOURCE PLANNING

 1)To ensure optimum use of human resources currently employed

 2)To avoid imbalances in the distribution and allocation of human
resources among different department or divisions.
 3)To assess a forecast future skill requirement for accomplishment of
the organisation’s overall objectives.
 4)To provide control measure to ensure availability of necessary human
resources when required.
 5)To control the cost aspect of human resources.
 6)To provide data for taking transfer and promotion decisions.

PROBLEMS IN HUMAN RESOURCE PLANNING

 I)Lack of understanding of rationale of planning: There is generally

identity crisis and many managers as well as Human Resource specialists
do not fully understand the total Human Resource planning process.
 These can be little doubt that unless the Human resource planning
specialists develop a strong sense of purpose, they are more likely to fail.

 ii)Insufficient support of top management:

 Human resource planning requires full and whole hearted support and
commitment, it would not be possible to ensure the necessary
resources, cooperation and support for the success of human resource
planning.

 iii)Insufficient initial efforts: Human resource planning might fail because

of lack of sufficient initial effort. tube successful, Iman resource planning
should start slowly and expand gradually. Development of accurate skills
inventory, and preparation of replacement chart are integral parts of
manpower planning.

 iv)Lack of coordination with other functions: To be effective, human

resource planning must be coordinated with other Management
functions. Unfortunately, there is a tendency on part of manpower
planned to become totally absorbed in their own world keeping aloof
from the other functional manpower.

 v) Lack of integration with organisational plans: Human resource

planning must the based on organisational objectives and plans. This
requires development of good communication channels between.
organisation planners and the human resource planners. In many
organisations, such a communication is lacking and the human resource
plans are prepared in isolation of the organisational plans.

 vi)Resistance from employees: employees and trade union often resist

human resource planning. They feel that this planning increases their
overall workload and regulate them through productivity bargaining.
They also feel that it would lead to wide spread unemployment
especially of unskilled labour.
 Ans 6) Human resource as a source of competitive advantage
strategically a dynamic manager seeks to balance the two set of Forces:
the firm external opportunities, and threats on the one hand and its
internal strengths and weakness on the other. In essence he tries to
achieve a competitive strengths and weaknesses on the other. The
competitive advantage may be un the form of low-cost leadership in the
industry or being unique in the industry along dimensions that are
widely valued by the customers in particular and the society at large.
And obtaining edge by becoming a low-cost leader or producer of
differentiated products put a heavy premium on having a highly
competent and committed team of human resource.

 In a growing number of organisations. human resources are now

viewed as source of competitive advantage. There is greater
recognition that distinctive competence the obtained through
highly developed employee skills, distinctive organisational
culture, management process and systems.

 Increasingly it is been recognised that competitive advantage can

be obtained with a high-quality workforce that enables the
organisation to compete on the basis of market responsiveness,
product and service quality, differentiated products, and
technological innovation. In the present era of liberalisation and
globalization, a business enterprise must attain human resource-
based competitors’ edge over its competitors to ensure its survival
and growth.

 → because of the critical role of human resources in enabling the

organisation to effectively deal with the external environmental
challenges of the human resource manager has become as a strategic
partner in the formulation of organisations strategies. He creates in
competitive edge for the organisation by giving strategic focus to human
 resource planning, employment, training, appraising and rewarding of
personnel.

Ans 7) The significance of training employers is -

 1.) systematic learning

 A systematic training program helps to reduce the learning time to reach
the acceptable level of performance. The employees need not learn by
trial and error or by observing others and waste time if the formal
training program exists in the organisation."

 2.) Better performance

 A trained employee usually shows better productivity and higher quality
than an untrained employee training increases the skill of the employee
in the performance of the particular job an increase in skill usually helps
in increase in both quantity and quality of output.

 3.) Recruitment through promotion.

 When totally skills are required by an organisation, it has to face great
difficulties in the selection process. training can be used in spotting out
promising men and removing defects in the selection process. It is better
to select and train from within the organization rather than seek, the
skilled employees from outside sources.

 4.) better utilisation of machines and materials. Machine and materials

are handled economically resulting in the elimination of wastage. It leads
to Reduction in cost of production.

 5.) Economical Supervision- If the employees are given proper training.

the responsibility of supervision is lessoned training does not eliminate
the need for supervision, but it reduces the need for detailed and
constant supervision.
 6.) Uniform producer - With the help of training the best available
methods of performing the work can be standardized and made
available to all employees. Standardisation will make high level of
performance rule rather than the exception.

 7.) Reduction in accidents - since the worker are trained in handling

machine and are taught various safety measures, the rate of accidents
falls considerably.

 8.) High morale - Training helps in reducing absenteeism labour turnover

and grievances among the employees this increases the morale of the
workers.

 9.) Better climate - an endless chain of positive reactions results from

training such as higher productivity, better quality, efficient use of
resources more financial incentives, stress on promotion less conflicts
and so on.

 The significance of training to employees

 → increased skills and knowledge. The employees acquire new skills and
knowledge which will help them improve their career.

 → Higher productivity. the productivity of the workers is increased as a

result of training. Because of this, they earn higher wages and bonus.

 → opportunity for promotion. the efficient worker can sharpen skills

during training. this helps them in promotion for higher jobs.
 → High morale. Trained employed knew their jobs fully and have greater
job satisfaction. This increases their morale.

 -Less accident-trained workers are less prone to accidents as they know

how to risky machines and materials. They also know the use of various
devices.

 Ans.8) The emerging issues which are going to influence the working of
the HR professionals in near future include the following:

 -Changing profile of workforce

 the profile of workforce in the present century is changing fast. the
workforce now comprises more of professionally qualified and self-
conscious employees. they have higher level of aspiration. they prefer
empowerment and awareness of growth.

 -Emergence of knowledge workers

 advancement in technology has reduced the demand for manufacturing
jobs through automation and generated new jobs in the service
industries. employment in IT sector is expected to be among the fastest
growing job sector in the coming years. new jobs are being organised
around management of knowledge i.e. acquit ion and application of
information are known as knowledge able workers.

 -Managing work life balance

 several employees are not able to devote sufficient time to their
personal life because of job overload at work. This causes a lot of stress
and strain for the concerned employed. The problem of work life
balance is aggravated in case of dual career couple. A dual career couple
is one whole both the partners have occupational responsibilities and
career issues at stake. the number of working couples in on the Rise
throughout the world even in India the two-income family is replacing
the single income family as the norm.
 -Adaptation to technological change
 increase automation modernization and computerization have changed
the way traditional jobs are handled. In such a scenario unless
employees update their knowledge and skill continuously, they cannot
survive and growth, this has necessitated training retraining and mid-
career training of operation and executive levels the HR professional
need to be proactive and plan for preparing personal for adapting to
technological changes.

 -Creating cultural alignment in mergers and acquisition’s

 execution liberalization and globalisation have increased competitions
among business firms in India. increasing competition required the form
to find out RAW and means to grow, perform and achieve excellence.
several companies have followed the strategy of merger and acquisition
to strengthen their market position and gain competitive advantage over
their companies.one of the most important requirement of successful
merger and acquisition is mutual adjustment of the staff of both
acquiring company and acquired company.

 -Outsourcing of HR Activities
 outsourcing means engaging the services of an external vendor or
agency to manage deliver or operate certain business process, and the
vendor or external provider which designs, manages, controls and
provides the services to the company on a recurring business.

 -Other Issues
 I)Workforce diversity
 ii)Employee empowerment
 iii)global workforce
 iv)Downsizing and voluntary retirement scheme (VRS)

 ANS 9 ROLE PLANNING:

 1.) Role planning may be describing as a technique of creating a life
situation usually one involving conflict between people, and then having
persons in a group play the roles of specific personalities.

 2.) Role planning is structural.

 3.) It modifies attitudes and interpersonal skills of employees.

 4.) It aids trainers to understand certain problems and to enables

observers to evaluate trainer’s role performance.

 SENSITIVITY TRAINING:

 1.) Sensitivity or T-group training is an important technique of

"Laboratory training”. The main objective of sensitivity training is the
development of awareness and sensitivity training is the development of
awareness and sensitivity to one’s own behavioural pattern through
interactions with others.

 2.) Sensitivity trainings is unstructured.

 3.) It increases their awareness about themselves and others.

 4.) Sensitivity training virtually establishes a situation in which the

trainee learns himself.
  Role playing is useful in management development in the present
era of globalisation and liberalisation because of the following
reasons:

 When one is asked to put oneself in someone else place and play
the role of the person, it generally increases awareness of the
other problems.

 ii)Role planning helps the particulars to appreciate that the behaviour

often is a consequence not only of their personalities but also of the
situation, and helps them to identify and recognise some of their own
faults.

 iii)The trainees learn to accept criticism from others and work harder to
overcome the shortcomings.

 iv)Role playing exercise could be videotaped to help the trainers to have

introspection of their performance.

 v)The free-wheeling nature of role planning is a conducive to generating

new ideas and approaches.

 vi)The trainee can broaden his experience by trying different

approaches, while in a real situation he has only one chance. By
evaluating the different ways of handling the same situation, he is able
to see the strengths and weakness of each approach.

 vii)Role playing is more than one experience because it permits

observation, discussion and emphasis that are not found in other
development methods.
 Ans 10) Workforce diversity is concerned with the similarities and
difference in such characteristics as age, gender, ethnic heritage,
physical abilities and disabilities, race, and sexual orientation, among the
employees of organisations.

 Workforce diversity has significant implication for the management. The

managers will be required to shift their approach from treating each
group of workers alike to recognizing differences among them and
following such policies so as to encourage creativity, improve
productivity, reduce labour turnover and avoid disclination, when
workforce diversity of any sort is managed properly, there would be
litter communication and better human relations. and congenial work
culture in the organisation.
 Challenges of Workforce Diversity Some of the challenges faced by
workforce diversity are discussed below: -

 Problematic Gender Relations. Women often encounter many problems

at the workplace. The difference in gender is used as a tool to exploit
them and, at times, it leads to sexual harassment.

 Cultural Differences. Cultural differences make many employees feel like

an outsider. The other cultural group may not accept him as a member
of their groups. Such things affect the performance of the organisation
adversely.

 Communication problem: Profile from diverse backgrounds speaking

different languages may face problems while working together in an
organisation. They might cause misunderstanding among them. The
problem is furthermore aggravated by different body languages used by
people from different region.
 Mistrust: There might be mistrust among different groups belonging to
different communities, regions, and religion. they might not share their
feelings and opinions openly with other groups.

 Discriminatory Treatment. Discriminatory treatment of diverse

workforce by the top official is very common, for e.g., in many
companies in the USA, whites are generally given a performance over
black in the matter of power, facilities and promotions in Japanese
companies. Indian are not treated at par with the Japanese even if they
hold a similar job profile; many companies don’t give similar wages to
women employees as they give to men for the same work. Such
discriminatory practices lower down the morale of the employees.

 vi) Resistant to change because some groups of workers might resist

change proposed by management.

 Ans 11) "Downsizing is a planned elimination of position in the

organisation" 
 Yes, the statement is true because of the following reasons:

 Downsizing literally means reducing the size of the organisation in

order to cut costs, hive off unprofitable operation and improve
operational efficiency. In fact, it is a restructuring process to meet
the challenge of the environment.

 In the context of human resources management,

downsizing involves elimination of certain jobs with a view
to cut pay bill and improve work efficiency. In other words,
a business enterprise may reduce the staff which is in
excess of its current requirements by initiating voluntary
retirement scheme.
 Downsizing involves organisational restructuring which results in
decreasing the size of the organisation leading to a flat organization
Structure so as to respond more readily to the pace of environmental
changes. In many cases downsizing involves reducing the size of the
organisation through prancing of workforce. Jobs are redesigned to
merge duplicate operation and eliminate reductant jobs to decrease the
playbill.

 Downsizing is the strategy has been adopted throughout the world to

achieve operational economies and increase efficiency to be able to
survive and grow in the wake of uncertain environment and cut throat
competition.

 Liberalisation and globalisation of the Indian economy have exposed the

Indian firms to foreign competition. This has forced the Indian firms to
be efficient and cost effective. They have restored to downsizing and say
goodbye to the surplus staff by offering them golden handshake under
the voluntary retirement scheme.

 Downsizing is not the same thing as voluntary retirement scheme.

Downsizing involves reducing the size of business by hiving off
unprofitable activities and restructuring the organisation to make it lean
and efficient. Restructuring means reorganization of Operations to cut
unnecessary and unprofitable activities and regroup certain operations
to increase operational efficiency and reduce costs. 

 This might lead to redundancy of some staff which need to be

redeployed or separated from the enterprise. If separation of employees
is unavoidable, management can offer some handsome package in the
form of golden handshake to make the employee seek voluntary
retirement. Thus, the strategy of downsizing is followed to right size the
enterprise which results in voluntary retirement of a Portion of the
workforce.
 Ans 12) Policies are broad guidelines as to how the objective of a
business are to be achieved. While objective provide the ends which a
manager should try to achieve, policies provide the guidelines which he
should keep in mind while achieving the ends. A policy is designed to
guide the organisational members to deal with a particular situation in a
particular manner. It delimits the area within which a decision is to be
made and assures that the decision will be consistent with and
contribute to business objectives.
 Human resources policies lay down the decision-making criteria in line
with the overall purpose of the organisation in the area of human
resources management. Personnel or HR policies can be interpreted as
to the recognised intention of top management with respect to efficient
management of workforce. Some of personnel policies are given below:

 the employee will not accept any gift from any supplier except for
token gifts of purely nominal value or advertising value.

 each employee will proceed on at least one week vacation each

year.

 the employees will not accept any outside assignment.

 CHARACTERISTICS OF POLICY ARE:

 policy is an expression of intention of top management. It should

present the principles that will guide the organisational actions.
Most of the policy statements reflect a faith in the ethics values of
the society.
  policy is stated in broad terms. The purpose of a policy statement
is to serve as a guide to practice now and in future; so, it should
be stated in the broadcast possible terms.

 policy is long lasting. A policy is enduring in native as it is

formulating after taking into account the long-range plans and
needs of the organisation.

 policy is developed with the active participation of all executives.

Policies live longer than people who frame them. Basic
organisational policies are framed in such a manner that they
apply to all members of the organisation alike from top to bottom.
The policies should also get approval of the highest authority in
the organisation.

 policy is in writing. Policies take concrete shape when they are put
into writing. This will ensure uniformity in application. In case of
disagreement at lower levels, written policy serves as the final
reference point. Written policies ensure continuity and greater
conformity.

 policy is linked with objectives. A policy is derived from specific

objectives and it facilitates the achievement.

 NEED AND IMPORTANCE OF HR POLICIES:

 A policy is a guide for repetitive action in major areas of business. It is a

statement of commonly accepted understanding of decision-making
criteria. Policies are set up to achieve several benefits. By taking policy
decisions on frequently recurving problem, the top management
provides the guidelines to lower-level managers.
 it will permit decision to be made in similar situation without repeating
the reason and expensive Analysis required initially to state the policy.
Policies help manager at various levels to act with confidence without
the need of consultation of superior. This will also ensure promptness of
actions.

 ADVANTAGES OF POLICIES:

 promptness of actions: when situation arise, they call for decisions,

policy will ensure prompt action within the overall framework of the
objective of organization.

 Facilitates decision making: policy helps manager at various levels to act

with confidence without the need of consultation of superior every time.
It gives them alternative to choose from.

 Consistency of action: effective policies ensure uniform and consistent

treatment of all employees throughout the organisation. Sound
personnel policies are therefore an essential base for sound personnel
practice. Policies provide the base for management by principles as
contrasted with management with expediency.

 Continuity and stability: written policies are a means of transmitting the

company's heritage from one generation to another of executive. There
would lie stability in decision making in the organisation even if some
key executives leave or retire.

 Better control: policy provide a rational and continuous system of

achieving results which facilitates better control.
 Eliminate personal hunch and bias: clearly laid down policies liberates
decision maker from his personal bias and self-interest.

 Welfare of people: by removing monetary and hastily decision a policy

ensures long term welfare of people involved in the activities of
organization.

 Confidence in employees: policy make the employee aware of where

they stand in relation to organisation. This will create confidence in
them.

 Ans 13) Job analysis is the process of discovering and identifying the
pertinent information relating to the nature of a specific job. It is the
determination of the tasks which comprises the job and of the skills,
knowledge, abilities and responsibilities of the workers for the successful
performance of the job.

 Job analysis is the systematic collection and compilation of data about

each job in the organisation to redesign each job in such a manner so as
to distinguish it from the other job.

 The process of job analysis is essentially one of data collection and then
analysing that data. It provides the analyst with basic data pertaining to
specific jobs in terms of duties, responsibilities, skills, knowledge etc.

 This data may be classified as follows:

 Job description: it is an organised factual statement of job content in

form of duties and responsibilities of a specific job.
 Job specification: a job specification is a document which states the
maximum acceptable human qualities necessary to perform a job
properly.

 PROCESS OF JOB ANALYSIS:

 Job analysis: first of all, overall view of various jobs in the organisation is
obtained. 

 Obtaining information about jobs: an important preliminary step in

serving information in the gathering of full list of job title organized by
department. All job titles should then be reviewed carefully. In many
cases, similar titles do not denote similar jobs and like jobs are often
referred to by different titles.

 Selecting representative jobs for analysis: it would be highly time

consuming and costly to analyse the jobs. It is therefore desirable to
select a representative sample of jobs for the purpose of detailed
analysis. Priorities of various jobs needing analysis can also be
determined.

 Responsibility for collecting information: having described the kinds of

job information to be collected, it is now appropriate to consider by
whom the data should be collected. Two alternatives are available either
trained help may come from outside or member of staff having relevant
ability may be used.

 Collection of data: in this step data on the characteristics of jobs and

qualifications, qualities and behavioural required to do the job
affectively are collected. Data may be collected from the employee who
actually perform the job or from their superior and from outsiders.
 Developing job description: the information collected in the previous
steps is used in preparing job description. A job description is a written
statement that describes in brief the tasks, duties and responsibilities
which needs to be discharged for effective job performance.

 Performing job description: it is a written statement which specifies the

personal attributes in terms of educate training, skill required, work
experiments, personality etc.

 Ans 14) Part 1 is same as Answer of 7th question

 Evaluation of training effectiveness

 Training effectiveness is the degree to which trainees are able to learn
and apply the knowledge and skills acquired in the training program. It
depends on attitudes, interest, value of the trainees and the training
environment. A training program is likely to be effective when the
trainee wants to learn, are involved in their jobs and have career goals.
Content of a training program and the ability and motivation also
determine training effectiveness.
 It is necessary to evaluate the context to which training program have
achieved the aim for which they are designed. Such an evaluation would
provide useful information about the effectiveness of training as well as
about the future training program. Evaluation enables an organisation to
monitor the training program and also to update or modify its future
program of training. The evaluation of training program and
consequences also provide useful data on the basis of which relevance
of training and its integration with other functions of human resources
management can be judged.
 Evaluation criteria
 The process of training effectiveness involves obtaining information on
the effect of training program and accessing the value of training in the
light of that information. Evaluation involves controlling and correcting
the training program. The basis of evaluation and mode are determined
when the training program is designed. Training effectiveness can be
measured in terms of the following:
  Reaction of participants
 Learning of participants
 Behaviour of participants
 Results achieved
 Data collection for evaluation
 Several methods can be applied to collect data on the outcome of
training. Some of these are:
 Opinion and judgement of trainers, superior and peers.
 *Asking the superior to fill evaluation forms.
 Using a questionnaire to know the reaction of trainers.
 Giving oral and written tests to trainer to ascertain how far they
have learnt.
 Arranging structured interview with the trainers.
 Comparing trainee's performance on the job after and before
training.
 Studying profile and career development charts of trainees.
 Measuring level of productivity, wastage, costs, absents and
employee turnover after training.
 Trainees’ comments and reactions during training period 
 # Feedback
 After evaluation the situation should be analysed to identify the
possible causes for the difference between the expected outcome
and the actual outcome.
 Necessary precautions should be taken in designing and
implementing program should justify the time, money and efforts
invested by the organisation in training.
 Information collected during evaluation should be provided to the
trainees and to the trainer as well as to the concerned with the
designing and implementing of training program. Follow up action
is required to ensure implementation of evaluation report at every
stage.

 Ans 15) Human resources manager in modern organization have to play

multiple roles while managing human resources. for instance, human
resource manager in a company has to act as decision maker, organizer,
 leader, counsel our, change facilitator etc. For the effective performance
of such roles, he requires a number of competencies.

 we can define competencies as demonstrable characteristics of manager

that enables his successful performance. Job related competencies are
observable and measurable behaviour comprising a significant part of
the job as a manager.
 HR competencies are classified into 4 categories as follows: 

 Business mastery
 HR manager and professional need to know the business of their
organisations thoroughly. This requires an understanding of its economic
and financial capabilities so that they can join the term of corporate
manager in order develop the strategic direction and formulate HR
strategies to be aligned with the corporate strategies.

 HR mastery
 HR manager and professional are requested to be experts in behavioural
science. In the areas such as staffing, training, compensation, appraisal,
team building and communication. HR professional should develop
competencies to contribute to the corporate goal.

 Change mastery
 HR manager have to be able to manage change process so that HR
activities are effectively integrated with the business needs of the
enterprise. This involves interpersonal and problem-solving skills, as well
as innovation and creativity.

 Personal credibility
 HR manager must establish personal credibility in the eyes of the
superior, peers and junior. Credibility and trust are earned by developing
personal relationships with them by demonstrating the value of the firm
by standing up one's own beliefs and by being fair in dealing with others.