7m or 10m (HRM) Either by visiting the organisation, posting the letter

1.Exp Various sources of Recruitment. mailing the CV on the company’s mail id.
Internal Sources of Recruitment: Contractors: The organisation hires a contractor w
1. Promotions: The promotion policy is followed as casual workers temporarily, especially for a partic
motivational technique for the employees who work hard and such workers have no existence in the company
and show good performance. Promotion results in Acquisition and Mergers: At the time of the comp
enhancements in pay, position, responsibility and authority. or acquisition of another company; it has to lay off
The important requirement for implementation of the employees as well as recruit new talents. The comp
promotion policy is that the terms, conditions, rules and changes drastically.
regulations should be well-defined. Competitors: By offering better terms and conditio
2.Retirements: The retired employees may be given the the human resource managers try to get the emplo
extension in their service in case of non-availability of suitable in the competitor’s organization.
candidates for the post.
3.Former employees: Former employees who had performed
well during their tenure may be called back, and higher wages
and incentives can be paid to them.
4. Transfer: Employees may be transferred from one
department to another wherever the post becomes vacant.

2.Discuss various methods of Training.

External Sources of Recruitment:

Advertisements: The organisation advertises the job
openings in the newspaper, media, company’s bulletin, social
networking sites (Facebook, LinkedIn, Twitter), job portals,
etc.
Campus Recruitment: The organisation collaborates with the
educational institutes and colleges to hire their students for
the available job vacancies, by conducting the recruitment
process in the respective college campus.
E-Recruitment: The organisation uses the web-based
software as a source of recruitment involving electronic
screening of candidates, online skill test, online profile checks
and interviews on video-conferencing.
Employment Exchange: The organisation gets itself
registered with the employment exchange, i.e. a government-
affiliated agency who have a database of many prospective
candidates. These candidates register with such employment
exchanges in search of better job opportunities.
Outsourcing Consultancies: Some private consultancies are
professionally working to recruit employees on behalf of the
organisation. The organisation hires such consultants on a
commission basis to acquire the desired human resource.
Walk-ins and Write-ins: The organisations without any effort,
get random applications when the job seekers submit their
CV. 5.Benefits of Training & Development in Organisati
3.Difference between HRM & Personnel mgmt.

6.Exp Components of Compensation.

4.Discuss Employees Retention Strategies of Organisation.

 Provide More Positive Feedback.
 Encourage Employee Creativity.
 Foster Respect in The Workplace.
 Give Your Employees an Opportunity to Grow.
 Earn The Trust of Your Employees.
 Encourage Your Employees to Give You Feedback.
 Challenge Your Employees in A Balanced Way.
 Encourage A Healthy Work-Life Balance.
 Connect With Your Team
 Avoid Sudden Changes in The Workplace
 Create A Clean & Safe Environment for Your Employees
 Give Your Employees the Tools They Need To Succeed
 Provide Adequate Rest Periods for Your Employees 7.Functions of HRM.
 Employee compensation
 Training and development
 Recognition and rewards systems
 Mentorship programs

8.Causes of Grievances.
10.Difference between Job description & Job specification.
11.Steps in selection process of an organisation.
9.Process of HRM planning.
Determining Organisational Objectives: Human resource
process starts with determining the aims and objectives t
organisations want to achieve. These objectives to be ach
future are in terms of production, sales, marketing and va
expansion programmes. Clear knowledge of objectives to
makes the human resources planning process easy. It hel
estimation of the precise number of manpower needed f
performance of an organisation.
Assessing Present Human Resource Capacity: Once the o
clearly known, the next step is to analyse the current cap
employees working in the organisation. The information
current employees is assessed in terms of their skills, kno
experience and potential from maintained database in th
organisation. It gives clear pictures of job positions in org
also job vacancies that may arise in future. Estimation of
vacancies helps in planning the sources from which these
be filled that may be internal or external sources.
Demand And Supply Forecast Of Human Resource: After
analyse the stock of manpower, the next step is to foreca
optimum human resource capacity required for the achie
objectives. The demand for the human resources needed
positions and roles in future is forecasted. Different sourc
where these future demands and current supply are to b
recognized that may be internal sources and external sou
Identifying Manpower Gaps: This step involves finding o
manpower supply and future manpower demand gap. It
finding out surplus or deficit of human resource in organi
of deficit of human resources, the supply is less than dem
organisation need to recruit more new employees. In cas
supply is more than the required demand and therefore t
to reduce the number of employees through retirement,
transfer etc.
Formulation Of Human Resource Action Plan: Once t
gaps are clearly identified, now the human resource
formulated. Human resource action plan aims at remov
and surplus of manpower in organisation. Accordingly a
plan is formulated like in case of deficit planning f
employees is done. Whereas in case of surplus focus on
number of employees through termination, layoff, reti
done.
Training And Development: It involves training and deve
programmes for employees. Training and development p
are meant for both newly hired employees and existing e
This programme aims to update and improve the skills of
according to the various job roles and positions. It helps i
current skills of employees with requisite skills for achiev
objectives.
Evaluation And Monitoring Of Manpower Planning: Fina
Human resource planning is monitoring and evaluation o
process. Here the effectiveness of whole human resource
checked. It involves the comparison of manpower plans w
implementation of these plans. This evaluation helps in e
whether the deficiency and surplus of employees is fulfill
case of any unfavourable situation, appropriate measure
timely to overcome them.
 13.Discuss methods of Performance Appraisal.

14.process of Performance appraisal.

12. A promotion should be based on seniority. Comment.

Seniority of an employee refers to the relative length of
service in an organization. When seniority is considered as
the basis of promotion, the rule is to promote the employee
having the longest length of service, irrespective of the
employee is competent to occupy a higher post or not. The
reason behind seniority as the basis of promotions is that
there is a positive correlation between the length of service in
the same job and the amount of knowledge and the level of
skill acquired by an employee in an organization. This practice
of promoting employees is followed in unionized industrial
establishments, government-owned undertakings and
sometimes in private corporate and educational institutions.
Advantages:
a. Seniority being quantifiable provides an objective means of
identifying the personnel eligible for promotion.
b. It is easy to measure the length of service and administer the
rule.
c. There is less scope for subjectivity or arbitrariness in fixing
seniority.
d. It gives a sense of certainty of getting promotion to every
employee and their turn of promotion. 16.Explain Systematic approach of Training.
e. It is also considered that seniority and experience go hand in SAT is an approach that provides a logical progression fro
hand. Hence it is right to have promotions on this basis. identification of the tasks required to perform a job to th
f. Subordinates are interested to work under a senior and implementation and evaluation of training.
experienced boss. Analysis phase: Analysis determines training requiremen
g. As promotion is predictable under this system, it generally Determines if training is needed and makes sure it is the
reduces employee turnover. • The following types of analysis can be used to gather in
Disadvantages:  Needs analysis- uses a variety of instruments to gather
a. Seniority always does not indicate competence.  Job analysis – breaks down the person’s job into logical
b. The idea that employees learn more with length of service is not identifying and organizing the knowledge, skills and attitu
valid. (competencies) required to perform a job correctly.
c. Employees learn up to a particular stage. After that grasping  Task analysis – is the process of finding out what tasks a
power diminishes. necessary to do a job. The end result is a task list for a pa
d. This basis of promotion de-motivates the young and competent Design phase: In this phase the training approach is dete
employees.
e. It kills the zeal and interest to learn and develop.
f. It does not guarantee quality staffing of promotional vacancies as
merit or ability is altogether ignored.
g. Judging seniority practically is a difficult task.
h. It discourages creativity and innovation in the organization .
15. 7 Principles of HRM.
1. Principle of Maximum Individual Development
2. Principle of Scientific Selection
3. Principle of High Morale
4. Principle of Effective Communication
5. Principle of Dignity of Labour
6. Principle of Team Spirit
7. Principle of Fair Reward
8. Principle of Co-partnership
9. Principle of Effective Utilisation of Human Resources
10. Principle of Contribution to National Prosperity
leads to the most efficient and costeffective training
strategy.
Development phase: The goal of development phase is t
materials required for the implementation of the training
Along with the design phase, the development phase ens
training is appropriate and adequate.
Implementation phase: The purpose of the implementati
deliver the training program in an efficient and effective m
Evaluation phase: The purpose of the evaluation phase is
and document the degree to which training has achieved
stated objectives i. e. to evaluate:
 the adequacy,
 appropriateness,
 effectiveness, and
 efficiency of training
18.Methods of Collecting job analyses data.
“Job analysis is a systematic way to gather and analyz
about the content and the human requirements of
context in which jobs are performed.” – Decenzo and Rob

17.Contents of Job description & Job specification.

21. Exp

19. Explain Objectives & Imp of HRP.

Objectives:
To identify the skills required in future.
To determine the T & D needs for organization.
To anticipate surplus of shortage of staff & avoid unnecessary .
To ensure the controlling of wage and salary cost.
To ensure optimum use of HR in the organization.
To consider the higher labour productivity.
To ensure career planning of all employees.
Importance:

24. Explain types of Transfers.

“A transfer involves a change of job without any significa
responsibility or income and a promotion involves a cha

20. Exp statutory & Non statutory welfare programme of an org.
Statutory welfare measures mainly include welfare facilities
provided within the precincts of an industrial establishment. They
form part of the employers‟ statutory obligations. All welfare states
provide welfare to the labour by securing and protecting social
order to ensure social, economic and political justice.
Statutory:
Drinking water/ Facilities for sitting/ Fist aid appliance/ Latrine &
urinals/ canteen facility/ spittoons/ lighting/ washing places/
changing room / rest rooms.
Non statutory:
Personal health care/ Flexi time/ employee assistance programme
Harassment policy/ maternity & adoption room/ Medi claim
insurance scheme/ Employee referral scheme.
22. Compensation pay structure in India.
Pay structure in a company depends upon several factors. Ex:
wage settlements. Labour market situation. Company’s
nature and size. etc. Pay structure consists of certain grades.
Scale and range of pay in each scale. Each scale has a
minimum and a maximum limit. Jobs places within a
particular grade carry the same value though the actual pay
in a grade depends upon length of service and or
performance of the employee. Pay structure in India
generally consists of the following components.1- Basic
wage/salary. 2-Dearness allowance (D.A.) and other
allowances. 3- Bonus and other incentives. 4- fringe benefits
or perquisites.
23. Explain how difficult to manage Employee.
 characteristics and behaviours may help you identify
difficult employees in your workplace:
 Attendance issues.
 Failure to meet expectations.
 Distracting others from their work.
 Lack of motivation, energy, enthusiasm or pride
in their own work.
significant increase in responsibility or income occurs”
Types:
1.Production transfer: In order to stabilise the emplo
company and avoidance of lay off, an employee may
from one department to another department. Such a tra
as production transfer.
2.Replacement Transfers: An employee with a long se
transferred in some other department to replace a p
shorter service.
3. Versatility Transfers: The versatility transfers are
purpose of preparing the employees for production and
transfer. An employee is trained on different jobs so as a
different job when there is no work at his seat or job.
4.Shift Transfers: In case of manufacturing concern
normally three shifts. Usually these shifts are rotating
assignments are not rotating, an employee may be tra
one sift to another shift.
5. Remedial Transfers: In case an employee does not fe
on his job, he may be transferred to some other j
placement might be faulty; his health might have gone
not be getting along with his supervisor or workers i.e.,
developed personal friction with his boss or fellow emplo
6.Miscellaneous Transfers: Transfers may also be
temporary or permanent transfers. If a transfer
department to another, it is known as departmental
transfer is made within the department, such a transfe
sectional transfer. An employee may be transferred from
another plant. Such a transfer is known as inter-plant tran
7.Penalty Transfer: Management may use transfer as an
penalize employees involved in undesirable activities in th
organisation. Employee transfer from one’s place of conv
far-flung and remote area is considered as a penalty to th
25.Exp types of Separation.
  Difficulty accepting accountability for their
actions.
 Argumentative, rude, violent or disruptive
behaviour.
 Behaviour that intimidates, threatens or
humiliates others.
 Lack of respect or tolerance for the opinions,
skills or talents of others.
 Difficulty building positive work relationships or
working on a team.
 Taking part in workplace gossip.
 Ignoring established rules or procedures.
Manage:
1.Acknowledge and identify the problem
2. Find the positives
3.Ask for the employee’s feedback
4.Create an action plan and document it
5. Follow up consistently