1. Human resource management is a goal-oriented function.

Discuss the
objectives of HRM at individual, organizational and societal levels.

Human resource management (HRM) is a strategic approach to managing people in an

organization. It involves the recruitment, selection, training, development, and retention of
employees to achieve organizational goals. The objectives of HRM can be categorized into three
levels: individual, organizational, and societal.

Individual Level Objectives:

1. Recruitment and selection of the best candidates for the job.
2. Providing training and development opportunities to enhance employee skills and knowledge.
3. Ensuring employee satisfaction and motivation to increase productivity and reduce turnover.
4. Ensuring employee safety and well-being.
Organizational Level Objectives:
1. Developing and implementing HR policies and practices that align with the organization's
goals and objectives.
2. Ensuring workforce diversity and inclusion to promote creativity and innovation.
3. Enhancing organizational performance by improving employee productivity and efficiency.
4. Creating a positive work environment that fosters teamwork, collaboration, and innovation.

Societal Level Objectives:

1. Ensuring compliance with legal and ethical standards in HR practices.
2. Promoting social responsibility by engaging in sustainable HR practices that benefit society.
3. Contributing to economic growth by creating employment opportunities.
4. Enhancing the quality of life for employees and their families.
In conclusion, the objectives of HRM are multifaceted and aim to achieve the goals of
individuals, organizations, and society as a whole. HR managers must balance these objectives to
create a positive impact on all stakeholders involved.

2. Discuss the emergence of human resources management retrospectively

(historical perspective). Explain the contribution of international Labor Day
(May 1) and the International Labour Organization (ILO) in the development of
human resources management.
The emergence of human resources management can be traced back to the early 20th century
when industrialization led to the need for more efficient management of workers. Before this
time, workers were often treated poorly and subjected to harsh working conditions. However,
with the rise of labor unions and the recognition of workers' rights, there was a need for
organizations to manage their workforce in a more humane and efficient manner.
One significant event in the development of human resources management was the International
Labor Day, which is celebrated on May 1st every year. This day commemorates the struggle of
workers for their rights and better working conditions. It was first celebrated in 1889 by the
International Socialist Congress in Paris and has since been recognized as a public holiday in
many countries worldwide.
Another significant contributor to the development of human resources management was the
International Labour Organization (ILO), which was established in 1919 as part of the Treaty of
Versailles. The ILO is a specialized agency of the United Nations that aims to promote social
justice and decent working conditions worldwide. It has played a crucial role in the development
of international labor standards and policies, including those related to human resources
management.
The ILO has also been instrumental in promoting gender equality and diversity in the workplace,
as well as advocating for the elimination of child labor and forced labor. Its efforts have helped
shape modern human resources management practices, which prioritize the well-being and rights
of workers.
In conclusion, the emergence of human resources management can be attributed to the need for
more efficient and humane management of workers. The International Labor Day and the
International Labour Organization have played significant roles in shaping modern human
resources management practices, emphasizing social justice, diversity, and workers' right

3. Write a short note on strategic human resource management (SHRM) and

discuss how it evolved philosophically and practically.

They are shifting from traditional human resource management to strategic human resource
management (SHRM). SHRM is an approach that aligns human resource strategies with the
overall business strategy of the organization. It aims to create a competitive advantage by
managing human resources in a way that supports the organization's goals.
SHRM evolved philosophically as a response to the changing business environment. In the past,
organizations viewed human resources as a cost center and focused on reducing costs. However,
with the increasing importance of knowledge workers and the need for innovation, organizations
started realizing the strategic value of human resources. SHRM emerged as an approach that
recognizes the importance of human capital in achieving organizational success.
Practically, SHRM evolved through various stages. In the early stages, SHRM was focused on
aligning human resource policies with business strategies. This involved designing policies that
support the organization's goals, such as recruitment and selection policies that attract employees
with the necessary skills and competencies.
In the later stages, SHRM evolved to become more proactive. It involved anticipating future
business needs and developing human resource strategies to meet those needs. This included
developing talent management programs to identify and develop high-potential employees, as
well as succession planning to ensure continuity of leadership.
Overall, SHRM has evolved from a reactive approach to a proactive approach. It recognizes the
strategic value of human resources and aims to create a competitive advantage by managing
human resources in a way that supports the organization's goals.

4. There is increasing trend in all organizations alike to value employees

as important assets. Why is this so? As a result of this view, issues such
as the following are pertinent in the discourses of human resources
management.
A .Human capital refers to the knowledge, skills, abilities, and experience possessed by an
organization's employees. It is a critical resource that can be leveraged to create a competitive
advantage and drive organizational success. Human capital management (HCM) is the process of
managing this resource effectively.
The central argument of HCM is that employees are not just a cost to be managed but an asset to
be invested in. By investing in employee development, organizations can improve their
performance, increase productivity, and reduce turnover. HCM emphasizes the importance of
aligning human resource strategies with business strategies to achieve organizational goals.
There are several strategies and practices related to HCM, including:
1. Talent acquisition: This involves attracting and selecting the best candidates for open
positions. Organizations use various methods, such as job postings, employee referrals, and
social media recruiting, to find the right talent.
2. Performance management: This involves setting performance goals and providing feedback to
employees on their progress towards those goals. It also includes coaching and development
opportunities to help employees improve their skills and abilities.
3. Learning and development: This involves providing training and development opportunities to
employees to help them acquire new skills and knowledge. This can include on-the-job training,
classroom training, and e-learning programs.
4. Succession planning: This involves identifying key positions within the organization and
developing a plan for filling those positions in the event of a vacancy. Succession planning
ensures that the organization has a pipeline of qualified candidates ready to step into leadership
roles.
5. Employee engagement: This involves creating a positive work environment where employees
feel valued and motivated to contribute to the organization's success. Employee engagement can
be improved through various practices, such as recognition programs, flexible work
arrangements, and open communication channels.
In summary, HCM is a strategic approach to managing human resources that recognizes the
importance of investing in employees to achieve organizational goals. By aligning human
resource strategies with business strategies, organizations can create a competitive advantage and
drive success.

B. Knowledge management- discusses the basics of knowledge management, the central

argument (tenets), strategies and practices related to it.
Knowledge management (KM) refers to the process of identifying, capturing, storing, and
sharing knowledge within an organization. The goal of KM is to improve organizational
performance by leveraging the collective knowledge and expertise of employees.
The central argument of KM is that knowledge is a critical resource that can provide a
competitive advantage and drive innovation. By managing knowledge effectively, organizations
can improve decision-making, reduce duplication of effort, and foster a culture of continuous
learning.
There are several strategies and practices related to KM, including:
1. Knowledge creation: This involves generating new knowledge through research and
development, experimentation, and collaboration. Organizations can encourage knowledge
creation by providing resources and incentives for innovation.
2. Knowledge capture: This involves capturing knowledge from employees, customers, and other
sources and storing it in a central repository. Knowledge capture can be facilitated through tools
such as wikis, databases, and document management systems.
3. Knowledge sharing: This involves sharing knowledge across the organization through formal
and informal channels. Organizations can encourage knowledge sharing by creating communities
of practice, holding knowledge-sharing events, and providing training on effective
communication.
4. Knowledge application: This involves using knowledge to solve problems, make decisions,
and improve processes. Organizations can encourage knowledge application by providing access
to relevant information and tools and creating a culture of experimentation and continuous
improvement.
5. Knowledge preservation: This involves preserving valuable knowledge for future use.
Organizations can preserve knowledge through documentation, archiving, and succession
planning.
In summary, KM is a strategic approach to managing organizational knowledge that recognizes
the importance of leveraging knowledge to achieve organizational goals. By implementing KM
strategies and practices, organizations can improve performance, foster innovation, and create a
culture of continuous learning.

C. Talent Management- discusses the basics of talent management, the central

argument (tenets), strategies and practices related to it.
Talent management refers to the process of attracting, developing, and retaining talented
employees within an organization. The central argument of talent management is that human
capital is a critical resource that can provide a competitive advantage and drive organizational
success. By managing talent effectively, organizations can improve performance, foster
innovation, and create a culture of excellence.
The basics of talent management include:
1. Talent acquisition: This involves identifying and attracting talented individuals to join the
organization. Organizations can attract talent through effective recruitment strategies, employer
branding, and employee referrals.
2. Talent development: This involves providing employees with opportunities to develop their
skills, knowledge, and abilities. Organizations can develop talent through training programs,
mentoring, coaching, and job rotations.
3. Talent retention: This involves retaining talented employees within the organization.
Organizations can retain talent through competitive compensation packages, career development
opportunities, and a positive work environment.
The tenets of talent management include:
1. Talent is a critical resource: Organizations must recognize that talent is a critical resource that
can provide a competitive advantage and drive organizational success.
2. Talent is scarce: Talented individuals are in high demand, and organizations must compete for
their services.
3. Talent is diverse: Talented individuals come from diverse backgrounds and have different
skills, knowledge, and abilities.
Strategies and practices related to talent management include:
1. Succession planning: This involves identifying and developing potential successors for key
positions within the organization.
2. Performance management: This involves setting performance goals, providing feedback, and
evaluating employee performance.
3. Career development: This involves providing employees with opportunities to advance their
careers within the organization.
4. Employee engagement: This involves creating a positive work environment where employees
feel valued, motivated, and committed to the organization.
In summary, talent management is a strategic approach to managing human capital that
recognizes the importance of attracting, developing, and retaining talented employees. By
implementing talent management strategies and practices, organizations can improve
performance, foster innovation, and create a culture of excellence.

D. Career Management- discuss the basics of career, its management, the central
argument (tenets), strategies and practices related to it.
Career management refers to the process of planning and managing one's career path. It involves
setting career goals, developing skills and knowledge, and making career-related decisions. The
central argument of career management is that individuals have the power to shape their careers
and achieve their desired outcomes. By managing their careers effectively, individuals can
increase their job satisfaction, achieve career success, and improve their overall well-being.
The basics of career management include:
1. Self-assessment: This involves identifying one's strengths, weaknesses, interests, and values to
determine the best career fit.
2. Career exploration: This involves researching different career options, industries, and
organizations to identify potential career paths.
3. Goal setting: This involves setting short-term and long-term career goals based on personal
aspirations and career aspirations.
4. Skill development: This involves developing skills and knowledge through education, training,
and work experience.
5. Networking: This involves building relationships with professionals in one's field to gain
insights and opportunities.
The tenets of career management include:
1. Self-awareness: Individuals must be self-aware of their strengths, weaknesses, interests, and
values to make informed career decisions.
2. Continuous learning: Individuals must continuously develop their skills and knowledge to stay
relevant in their field.
3. Adaptability: Individuals must be adaptable to changing job markets and industry trends.
Strategies and practices related to career management include:
1. Career planning: This involves creating a roadmap for achieving career goals and identifying
the necessary steps to get there.
2. Professional development: This involves seeking out opportunities to learn new skills, gain
certifications, and attend conferences or workshops.
3. Mentoring: This involves seeking guidance from experienced professionals in one's field.
4. Job search strategies: This involves developing effective job search strategies such as
networking, resume writing, and interview preparation.
In summary, career management is a proactive approach to managing one's career path that
emphasizes self-awareness, continuous learning, and adaptability. By implementing career
management strategies and practices, individuals can achieve career success, increase job
satisfaction, and improve their overall well-being

5. Human resource management as a field of study (investigation)

witnessed rigorous developments in theories, models and methods over
years. Prepare short notes on each of the following covering
classifications, central arguments and applications
 Theories of human resource management (classifications, central arguments
and applications)
Theories of human resource management refer to the various conceptual frameworks that explain
how organizations can effectively manage their human resources. The following are some of the
main theories of human resource management:
1. Resource-Based View (RBV) Theory: This theory argues that a firm's human resources are a
valuable asset that can provide a sustained competitive advantage. The central argument is that
firms should invest in their employees' skills, knowledge, and abilities to enhance their
performance and productivity. Applications of this theory include talent management, employee
development, and performance management.
2. Contingency Theory: This theory suggests that there is no one best way to manage human
resources, and the most effective approach depends on the specific situation. The central
argument is that organizations should adapt their HR practices to fit their unique circumstances.
Applications of this theory include HR planning, recruitment and selection, and compensation
management.
3. Social Exchange Theory: This theory posits that employment relationships are based on a
social exchange between employees and employers, where both parties give and receive benefits.
The central argument is that organizations should create a positive work environment that fosters
trust, commitment, and loyalty among employees. Applications of this theory include employee
engagement, motivation, and retention.
4. Equity Theory: This theory argues that employees compare their inputs (e.g., effort, skills) and
outcomes (e.g., pay, recognition) to those of their peers to determine if they are being treated
fairly. The central argument is that organizations should strive to create a fair and equitable
workplace to promote employee satisfaction and well-being. Applications of this theory include
compensation management, performance appraisal, and employee relations.
5. Institutional Theory: This theory suggests that organizations are influenced by external factors
such as societal norms, regulations, and industry standards. The central argument is that
organizations should conform to these institutional pressures to gain legitimacy and acceptance
in their environment. Applications of this theory include corporate social responsibility, diversity
and inclusion, and ethics management.
In summary, theories of human resource management provide conceptual frameworks that guide
organizations in managing their human resources effectively. By understanding these theories
and applying them to real-world situations, organizations can enhance their HR practices and
achieve their strategic goals.

 Models of human resource management (classifications, central arguments

and applications)
There are several models of human resource management that provide a framework for
understanding how organizations can effectively manage their human resources. The following
are some of the main models of human resource management:
1. Harvard Model: This model argues that HR policies should be integrated with the overall
business strategy and should focus on four key areas: situational factors, stakeholder interests,
HR policy choices, and HR outcomes. The central argument is that HR policies should be
designed to achieve both organizational effectiveness and employee well-being. Applications of
this model include HR planning, recruitment and selection, training and development,
performance appraisal, and compensation management.
2. Guest Model: This model emphasizes the importance of HR practices in achieving high-
performance work systems. The central argument is that HR practices should be aligned with the
organization's strategic goals and should focus on four key areas: HR strategy, HR practices, HR
outcomes, and behavioral outcomes. Applications of this model include talent management,
employee engagement, and performance management.
3. Michigan Model: This model focuses on the role of HR in achieving organizational
effectiveness. The central argument is that HR practices should be designed to support the
organization's strategic goals and should focus on three key areas: selection, appraisal, and
rewards. Applications of this model include HR planning, recruitment and selection,
performance appraisal, and compensation management.
4. Normative Model: This model emphasizes the importance of ethical and moral principles in
HR management. The central argument is that HR policies should be designed to promote
fairness, justice, and respect for human dignity. Applications of this model include diversity and
inclusion, ethics management, and employee relations.
5. Behavioral Model: This model emphasizes the importance of understanding human behavior
in designing effective HR policies. The central argument is that HR policies should be designed
to motivate and engage employees by addressing their needs and expectations. Applications of
this model include employee motivation, job design, and organizational culture.
In summary, models of human resource management provide a framework for understanding
how organizations can effectively manage their human resources. By understanding these models
and applying them to real-world situations, organizations can enhance their HR practices and
achieve their strategic goals

 Research methods in human resource management (classifications, central

arguments and applications)
There are several research methods that can be used in human resource management, including
surveys, interviews, case studies, experiments, and meta-analyses. Each method has its own
strengths and weaknesses, and the choice of method will depend on the research question, the
availability of data, and the resources available.
Some common classifications of research methods in human resource management include
quantitative methods (such as surveys and experiments) and qualitative methods (such as
interviews and case studies). Quantitative methods are often used to measure and analyze
numerical data, while qualitative methods are often used to explore complex phenomena and
generate rich descriptions of human experiences.
The central argument of research in human resource management is that effective HR practices
can lead to improved organizational performance and employee well-being. Research in this
field often focuses on understanding the factors that contribute to effective HR practices, such as
leadership, culture, and employee engagement. Applications of research in human resource
management include developing HR policies and practices that promote organizational
effectiveness, enhancing employee well-being and job satisfaction, and improving the
recruitment and retention of talented employees.
Overall, research in human resource management plays an important role in helping
organizations understand how to effectively manage their human resources. By using rigorous
research methods and applying the findings to real-world situations, organizations can improve
their HR practices and achieve their strategic goals

6. Differentiate between job analysis and job evaluation by showing the

specific purposes of each. Discuss the various methods under each
function of human resource management.
Job analysis and job evaluation are two important functions of human resource management that
help organizations to understand the nature of work, determine the value of jobs, and establish
fair compensation policies. Although both functions are related to job design and compensation,
they serve different purposes and use different methods.
Job analysis is the process of collecting and analyzing information about the duties,
responsibilities, skills, and requirements of a job. The purpose of job analysis is to identify the
essential functions of a job, the knowledge and skills required to perform it, the physical and
mental demands of the job, and the working conditions. Job analysis is used for various purposes
such as recruitment and selection, training and development, performance appraisal, and legal
compliance.

Some of the methods used for job analysis are:

1. Observation: The analyst observes the job being performed by the employee and records the
tasks, skills, and behaviors required for the job.
2. Interviews: The analyst interviews the employee, supervisor, and other stakeholders to
gather information about the job.
3. Questionnaires: The analyst distributes questionnaires to employees to collect information
about their job duties, responsibilities, and requirements.
4. Critical incident technique: The analyst collects data on specific incidents that illustrate
effective or ineffective performance on the job.
Job evaluation, on the other hand, is the process of determining the relative worth of jobs
within an organization. The purpose of job evaluation is to establish a fair and equitable pay
structure based on the value of jobs to the organization. Job evaluation is used for setting salary
structures, determining pay differentials, and establishing internal equity.

Some of the methods used for job evaluation are:

1. Ranking method: Jobs are ranked in order of their importance to the organization based on
a set of predetermined criteria.
2. Classification method: Jobs are classified into predetermined grades or levels based on
their complexity, responsibility, and skill requirements.
3. Point-factor method: Jobs are evaluated based on a set of factors such as skill, effort,
responsibility, and working conditions, and assigned a point value.
4. Market-based method: Jobs are evaluated based on their market value, which is
determined by comparing them to similar jobs in other organizations.
In conclusion, job analysis and job evaluation are two important functions of human resource
management that serve different purposes and use different methods. Job analysis is used to
identify the essential functions of a job, while job evaluation is used to determine the relative
worth of jobs within an organization. The methods used for each function depend on the specific
needs and goals of the organization.

7 Training and Development

Training and development are crucial components of human resource management that aim to
improve the knowledge, skills, and abilities of employees to enhance their performance and
productivity. Training refers to the process of imparting knowledge and skills to employees to
perform their current job more effectively, while development refers to the process of preparing
employees for future roles and responsibilities within the organization.
The purpose of training and development is to ensure that employees have the necessary skills
and knowledge to perform their job duties effectively and efficiently. It also helps to enhance
employee motivation, engagement, and job satisfaction, leading to improved retention rates.
Some of the methods used for training and development are:

 Why do we need to have training as human resource management function?

Training is an essential function of human resource management because it helps employees
acquire the necessary knowledge, skills, and abilities to perform their job duties effectively. It
also helps them adapt to changes in the workplace, such as new technology, policies, and
procedures. Training can improve employee productivity, job satisfaction, and retention, which
can ultimately benefit the organization's bottom line. Additionally, training can help
organizations maintain compliance with laws and regulations, ensure safety in the workplace,
and promote a culture of continuous learning and improvement.

 What are the common problems in planning and providing trainings in

Ethiopian organizations?
1. Lack of budget: Many Ethiopian organizations struggle to allocate sufficient funds for
training programs, which can limit the quality and effectiveness of the training.

2. Limited resources: Ethiopian organizations may not have access to the necessary
resources, such as training materials or qualified trainers, to provide comprehensive training
programs.

3. Resistance to change: Employees may resist training programs due to a fear of change or
a lack of understanding about the benefits of training.

4. Language barriers: Ethiopia is a multilingual country, and language barriers can make it
difficult to provide training programs that are accessible to all employees.

5. Inadequate evaluation: Many Ethiopian organizations do not have a system in place to

evaluate the effectiveness of their training programs, which can make it difficult to identify areas
for improvement.

6. Lack of alignment with organizational goals: Some training programs may not be
aligned with the strategic goals of the organization, which can limit their impact on employee
performance and productivity.

7. Limited access to technology: Many Ethiopian organizations may not have access to the
necessary technology to provide online or remote training programs, which can limit the
flexibility and accessibility of training opportunities.

 Also, discuss on the essentials of human resource development.

Human resource development (HRD) is a process that involves the development of
employees' skills, knowledge, and abilities to improve their performance and
productivity. The essentials of HRD include:
1. Needs assessment: HRD begins with identifying the training needs of
employees based on their job responsibilities, performance gaps, and
organizational goals.
2. Training design: Once the training needs are identified, the next step is to design
the training program. This involves selecting appropriate training methods,
materials, and trainers.
3. Training delivery: The training program is delivered to employees using
various methods such as classroom training, online training, on-the-job training,
and coaching.
4. Evaluation: After the training program is completed, it is important to evaluate
its effectiveness. This involves measuring the impact of the training on employee
performance and productivity.
5. Feedback: Providing feedback to employees after the training program is
essential to help them understand their strengths and areas for improvement.
6. Continuous improvement: HRD is an ongoing process that requires continuous
improvement. Organizations need to regularly assess their training programs and
make necessary changes to ensure they are effective.
7. Employee engagement: HRD programs should be designed to engage
employees and encourage them to take an active role in their own development.

Overall, HRD is essential for organizations to remain competitive in today's

rapidly changing business environment. By investing in the development of their
employees, organizations can improve their performance and achieve their
strategic goals.

8. Performance and reward management

Employee performance appraisal is a process of evaluating and assessing the job
performance of employees against predetermined standards and objectives. The
purpose of conducting employee performance appraisal is to identify areas of
improvement, provide feedback, and make decisions regarding promotions,
transfers, or terminations. Some of the justifications for conducting employee
performance appraisal are:
1. To provide feedback: Performance appraisal provides employees with feedback on their
job performance, which helps them, identify areas of strengths and weaknesses.

2. To identify training needs: Performance appraisal helps to identify the training needs of
employees, which can help improve their job performance.
3. To make decisions regarding promotions and transfers: Performance appraisal
helps to identify employees who have the potential for promotion or transfer to other positions
within the organization.

4. To identify areas of improvement: Performance appraisal helps to identify areas

where employees need to improve their job performance, which can help them, become more
productive and efficient.

There are several methods used for conducting employee performance appraisal,
including:
1. Rating scales: This method involves rating employees on a scale of 1-5 or 1-10 based on
predetermined criteria.

2. Critical incident method: This method involves documenting specific incidents that
demonstrate an employee's strengths or weaknesses.

3. Behavioral observation scale: This method involves observing an employee's behavior

and rating them based on predetermined criteria.

4. 360-degree feedback: This method involves collecting feedback from multiple sources,
including supervisors, peers, and subordinates.

5. Management by objectives: This method involves setting specific objectives for

employees and evaluating their performance based on their ability to achieve those objectives.
In conclusion, employee performance appraisal is a crucial component of human resource
management that helps to improve employee performance, identify training needs, and make
decisions regarding promotions and transfers. The methods used for conducting employee
performance appraisal depend on the specific needs of the organization and the goals of the
program .
Employee compensation refers to the total amount of money and benefits that an employee
receives in exchange for their work. It includes both direct and indirect forms of compensation
such as salary, bonuses, health insurance, retirement plans, and other perks.
There are several different schemes of employee compensation that organizations use, including:
1. Fixed salary: This is the most common form of compensation, where employees receive a
fixed amount of money on a regular basis, usually monthly or bi-weekly.
2. Hourly wage: This scheme pays employees based on the number of hours they work. This is
commonly used for part-time or temporary employees.
3. Commission-based: This scheme pays employees a percentage of the sales they generate or
the revenue they bring in.
4. Performance-based: This scheme rewards employees based on their individual or team
performance. This can include bonuses, profit-sharing, or stock options.
5. Benefits-based: This scheme provides employees with benefits such as health insurance,
retirement plans, and paid time off.
6. Equity-based: This scheme provides employees with ownership in the company through stock
options or other forms of equity.
7. Perks-based: This scheme provides employees with non-monetary benefits such as flexible
work hours, company cars, or gym memberships.
Each of these schemes has its own advantages and disadvantages, and organizations may choose
to use a combination of them to create a comprehensive compensation package that meets the
needs of their employees and the goals of the organization
Performance appraisal is often linked to employee compensation as it helps organizations
determine how much an employee should be rewarded based on their performance. Here are
some examples of how performance appraisal is linked to employee compensation:
1. Bonus: An organization may offer a bonus to an employee who has exceeded their
performance goals. For example, if a salesperson exceeds their sales target for the quarter, they
may be given a bonus.
2. Promotion: An employee who consistently performs well may be promoted to a higher
position with a higher salary and more responsibilities.
3. Merit-based increase: An organization may offer a merit-based increase in salary to employees
who have shown exceptional performance during their performance appraisal.
4. Stock options: An organization may offer stock options to employees who have shown
exceptional performance as a way to reward them and encourage them to continue performing
well.
5. Profit-sharing: An organization may offer profit-sharing to employees who have contributed
significantly to the organization's profits during the year.
Overall, performance appraisal helps organizations determine how much an employee should be
compensated based on their contributions and achievements.

9. Elaborate the essence of employee well-being, employee occupational

safety and health (OSH) in today’s employment relations. What does the
Ethiopian Labor law proclamation no.377/96 say about this? What does
the proclamation say about equal employment opportunities?
Employee well-being, employee occupational safety and health (OSH) are essential aspects of
today's employment relations. Employee well-being refers to the physical, mental, and emotional
health of employees, while employee OSH refers to the measures taken by organizations to
ensure that employees are safe and healthy while at work.
In Ethiopia, the Labor Law Proclamation No. 377/96 emphasizes the importance of employee
well-being and OSH. The proclamation requires employers to provide a safe and healthy
working environment for their employees and to take measures to prevent accidents and injuries
at work. Employers are also required to provide training and education on OSH to their
employees.
The proclamation also emphasizes the importance of equal employment opportunities.
Employers are prohibited from discriminating against employees based on their race, gender,
religion, or any other characteristic. The law requires employers to provide equal opportunities
for all employees, including equal pay for equal work.
In summary, employee well-being, employee occupational safety and health, and equal
employment opportunities are crucial aspects of today's employment relations. Employers must
take measures to ensure that their employees are safe, healthy, and treated equally in the
workplace. The Ethiopian Labor Law Proclamation No. 377/96 provides guidelines for
employers to follow in ensuring these aspects are met

10. What is corporate social responsibility (CSR)? What is the rational

to engage in CSR? What could the human resource related CSR
activities?
Corporate social responsibility (CSR) is a business approach that involves taking responsibility
for the impact of a company's actions on society and the environment. It involves going beyond
the legal requirements and taking proactive steps to address social and environmental issues.
The rationale for engaging in CSR is multifaceted. Firstly, it is seen as a way to build a positive
reputation for the company and enhance its brand image. Secondly, it can help to attract and
retain customers, investors, and employees who are increasingly concerned about social and
environmental issues. Thirdly, CSR can help to mitigate risks associated with environmental,
social, and governance (ESG) issues. Finally, it is seen as a way to contribute to sustainable
development and create shared value for both the company and society.
Human resource related CSR activities can include initiatives aimed at promoting employee
well-being, such as health and wellness programs, training and development opportunities, and
work-life balance policies. It can also include efforts to promote diversity and inclusion in the
workplace, such as hiring practices that prioritize diversity, equal pay policies, and anti-
discrimination measures. Additionally, companies can engage in community outreach programs
that involve their employees, such as volunteering or fundraising for local charities or
environmental initiatives. These activities not only benefit society but also contribute to
employee engagement and retention