Question 1

a) What do you understand by training? Describe the pros and cons of employee training.

b) Discuss two (2) specific training methods of human resource management with example.

Answer: Training is the process of imparting the necessary skills to an employee to work effectively,
efficiently, and qualitatively. Staff training is not continuous, but it is given periodically and on time. Will
usually be trained by a specialist or professional in a related field or job.

The pros and cons of employee training something are its advantages and disadvantages of training,
which you consider carefully so that organization can make a sensible decision.

Advantages of training:

 Self- confidence
 Grabs in new talent
 Handles customers well
 Positive attitude

Disadvantages of training:

 Expensive
 Leave for new job
 Time requirements
 Increased stress

There are several methods of Human resource management. Now I am discussing only two methods:

On the job Training: Training methods refer to where individuals with work experience and skills guide
trainees to practice work skills in the workplace. This method is a flexible method, less expensive, high
motivation and encouraged to learn.

Job Rotation: In this training method, the trainee is involved in gaining knowledge and experience from
different job responsibilities from one job to another. This method helps the trainee to understand the
problems of other employees. Example: BATB company apply this method. Trainees are involved in
expanding them from department to department to Understand all parts of the business and test their
capabilities.

Coaching: Under this procedure, the trainee is placed under a special supervisor who acts as the training
instructor and responds to the trainee. Sometimes the trainee may not get a chance to express his ideas.
Example: BATB Company also applies this training method. The trainee works directly with a senior
manager.

Internship training: Under this method, the trainees are provided with instructions through theoretical
and practical aspects. Typically, commerce college students receive this type of training for a small
stipend. Example: BATB organization also do Internship Training. They take Internship students as a
group way, and they are training them.
Technology-based learning

With the development of technology, computerized training is becoming more prevalent. It's sometimes
referred to as computer-based training (CBT) or e-learning, but it essentially refers to the same thing
with one key difference: e-learning is hosted completely online, while computer-based training
encompasses any kind of training that takes place on the computer.

An important benefit of technology-based learning is that it allows trainees to work through the material
at their own pace and removes the need for an in-person facilitator. This type of training often mimics
traditional classroom-style teaching by providing a voiceover with visuals that support the content.
Oftentimes, resources such as videos and additional reading accompany the material to aid in the
training process.

Another major advantage of technology-based learning is its scalability. Whether it's five or 500 people,
any number of individuals can take CBT courses at one time and at their own pace. Some learners may
need more time to thoroughly work their way through the material, while others may want to move
onto more advanced curriculum. In either situation, CBT benefits the learner.

Computer-based training does come with its challenges too. One major challenge is the fact that
trainees are left unmonitored. Because CBT courses are unmonitored, it's difficult to know whether your
employees are engaging with the material. A wonderful way to ensure that trainees are engaged is to
incorporate quizzes and interactive modules into the digital classroom. This will ensure that they are
paying attention, as well as inform you about which concepts were communicated effectively.

Question 4

a) Discuss how organizations are meeting the challenges of the glass ceiling, succession planning, and
dysfunctional managers. Discuss with examples.

b) Explain the errors to be avoided in appraising performance.

Answer:

Glass ceiling: Glass ceiling is a barrier that has been observed that prohibits women and other minorities
from holding top positions in any organization. Development programs should ensure that this worker
has access to development tools such as coaches, mentors, and development work. Example: now a
day’s women are successful beside the man. Many Bangladeshi company like BATB, GP companies
training women so that this company can completes this challenge.

Succession planning: succession preparation ensures that the company trains trained workers to fulfil
management roles when managers leave. It emphasizes the application of workforce growth to high-
potential workers. Successful inheritance plan includes hiring these workers, providing them with
development experience and effectively engaging the CEO with the staff, which shows performance-
related features as they engage in growth activities. Example: In Bangladesh many big companies they
do succession planning. Many banks do MTO programs, so they are training them all sectors to fulfil
management roles when managers leave.
Dysfunctional managers : In the case of a dysfunctional manager who has the potential to contribute to
the organization, the organization can provide targeted development in the right areas of
unemployment. Typically, the process collects information on the manager’s personality, abilities, and
aspirations; Provide input, guidance, and advice; And ensures that the manager is able to adapt to new
practical habits at work. Example: In Bangladesh so many companies have dysfunctional managers. We
should follow some step to survive under dysfunctional managers. Figure out manager’s style and how
can be adapt. Then try harder at it. It’s also important to recognize when a boss is truly a toxic one.

The errors to be avoided in appraising performance are:

 First Impression - First impression error is the rater's tendency to let their first impression of an
employee's performance carry too much weight in evaluation of performance over an entire
rating period.

 Stereotypes - Stereotypes become a problem when reviewing an employee’s performance

because it will be subject to a pre-conceived idea, we have about the group in which we have
labelled them.

 Just-like-me - People often tend to give a higher evaluation to people they consider similar to
themselves. Most of us think of ourselves as effective, so if others are like us, they must be
effective, too.

 Halo Effect - The halo effect is one of the most common errors in a performance appraisal. This
happens when an appraiser generalizes one of the employee’s traits and extends it to all the
other aspects under review.

 Horn Effect - A form of rater bias which occurs when an employee is highly competent or
incompetent in one area, and the supervisor rates the employee correspondingly high or low in
all areas.

 Contrast Effect - If the rater compares an individual, not against an objective standard, but
against other employees, contrast errors occur.

Question 3

a) What is the purpose of a performance appraisal? Answer the question. “Who should do the
appraising?”

b) Discuss two (2) methods of measuring the performance of employees of an organization with
examples.
Answer:

A) Performance Appraisal means evaluating an employee's current and/or past performance

relative to his or her performance standards.

The purpose of Performance Appraisal is to:

 Decide base pay & promotional decisions on the employee’s appraisal.

 The appraisal lets the boss & subordinate develop a plan for correcting any deficiencies & to
reinforce the things the subordinate does right.
 Appraisals provide an opportunity to review the employee’s career plans in light of his or her
exhibited strengths & weaknesses.
 To judge the effectiveness of the other HR functions such as recruitment, selection, training, and
development.
 It is fair and equitable to reward people differentially according to their performance,
competence, or contribution.

The appraising should be done by:

 Immediate Supervisor - The supervisor should be and usually is in the best position to observe
and evaluate the subordinate’s performance and is responsible for that person’s performance.
 Peers - An employee chooses an appraisal chairperson each year. That person in turn selects one
supervisor and three other peers to evaluate the employee’s work.
 Rating Committee - These committees usually contain the employee’s immediate supervisor and
three or four other supervisors.
 Self-Rating – Giving Self rating has a basic problem it is that employees usually rate themselves
higher than they are rated by supervisors or peers.
 Subordinates – Also known as upward feedback, The process helps top managers diagnose
management styles, identify potential people problems, and take corrective action with
individual managers as required.
 360-degree feedback - A 360-degree appraisal is generally found more suitable for the managers
as it helps to assess their leadership and managing styles. This technique is being effectively
used across the globe for performance appraisals.

B) The 2 methods of measuring performance are:

1. Making Comparisons: Compare one individual’s performance with that of others.

 Simple ranking: Requires managers to rank employees in their group from the highest performer
to the poorest performer. For example, there are 5 employees named A,B,C,D and E. 5 of the
employee are given 5 different number on a scale of 5 according to their performance.
 Forced-distribution method: Assigns a certain percentage of employees to each category in a set
of categories. There are 5 categories in common Poor, Below Average, Average, Good and
 Excellent. Not everybody can be in the Excellent category as well as not everybody can be in the
poor category.
 Paired-comparison method: Compares each employee with each other employee to establish
rankings. For example, there are 5 employees named A,B,C,D and E. A is compare with the other
4 employees and given a + or a – sign if he/she is better than that employee.

2. Total Quality Measurement (TQM): Assesses both individual performance & the system.
Combines measurements of attributes & results.

 Subjective Feedback: From managers, peers, & customers about the employee’s personal
qualities such as cooperation & initiative.
 Objective Feedback: Based on the work process. Comes from a variety of methods called
statistical quality control. These methods use charts to detail causes of problems, measures of
performance, or relationships between work-related variables.

Employees are responsible for tracking these measures to identify areas where they can avoid or
correct problems.