SESSION JUL/AUG 2022

PROGRAM MASTER OF BUSINESS ADMINISTRATION (MBA)

SEMESTER I
COURSE CODE & NAME DMBA106 – HUMAN RESOURCE MANAGEMENT
NAME Haroon Rasheed V
ROLL NO 2214511823

SET 1
1. Explain the term ‘Recruitment’. Explain the various sources of recruitment.
Ans: Recruitment – Recruiting is the method of locating and enticing potential employees to
fill open positions within an organisation.

Searching for potential employees and encouraging them to compete for positions in
organisations is the recruitment process. It is the method of analyzing for and recruiting a group
of individuals from which competent applicants can be selected for open positions.
Identification of the demand for human resources is the first step in the recruitment process,
which concludes with attracting potential employees to submit applications for open positions.

Resources for Hiring We covered the numerous elements influencing the hiring process in the
previous section.

Now let's talk about the methods of recruitment. If the hiring sources employed are appropriate
for the type of post that is going to be filled, the recruitment goals are much more likely to be
exceeded. Additionally, it is important to choose recruitment methods that are affordable.
Depending on a variety of variables, including the position's level, the number of candidates
needed, the time available, and the budget set aside for hiring, many sources of recruiting may
be used.

Sources of recruitment may be internal or external.

Internal Sources Many organisations look for individuals who can be developed to take on
more responsibility from within the organisation. Organizations that conduct internal searches
typically post job openings on notice boards, send emails to various departments, or post
information on the corporate website.

Internal candidates reply to job postings by submitting their applications. Due to the fact that
candidates are found within an organisation, advancements and moves are also employees of
recruiting.

Some advantages of internal sources are:

It supports preserving positive worker connections.
It increases the workers' morale (feel important and valued).
It inspires capable and aspirational people since their accomplishment will be recognised. The
cost of hiring is very low.
There will be full access to the employee's information.
External Sources If an organisation chooses to use external recruitment, it will have more
options for human resources. There are numerous approaches to hiring from outside sources.
Advertisements, campus hiring, employee referrals, staff exchanges, HR headhunters, etc. are
a few common techniques.

There are various external sources:

Advertisement – An organisation may post job adverts through newspapers, magazines,
pamphlets, posters, and banners. The following details need to be included in an advertisement:

o Job kind and location

o Task and duties
o Business size and type
o Emoluments, benefits, and other facilities
o Job requirements
o Response deadline
o Methods of reply: email, phone, or postal

2. Explain the elements of a Career Planning Programme.

Ans: A career planning service's components include: -
There are four main parts to the career counselling programme:
Individual profile and need analysis: Many people simply begin their careers without having
their credentials, goals, needs for a career, or aspirations formally evaluated.
Career drift is the phenomena when individuals start their jobs, professions, or occupations
without giving much attention to how their careers will develop and afterwards feel disengaged.
Analysis of organisational opportunities and evaluations The realisation of a worker's goals
and aspirations is fundamentally dependent upon their attainability and viability. They must
consider both the firm's potential and the specific characteristics of the enterprise.

Need – opportunity alignment :- To help the employee achieve this coordination, the
organisation is essential. The business must also develop its own alignments in order to connect
the objectives with the organisational opportunities.
Career guidance:
- Here, the career planning process comes to a close. The employee needs direction from the
supervisor and the HR division regarding reachable possibilities, the person's objectives, and
of necessity, his abilities.
Only analysis is required after evaluation. Many people begin their careers without official
evaluations of their aptitudes, competencies, needs for a profession, or goals. Professional drift
is the phenomenon that occurs when people start their professions, vocations, and careers
before giving much focus to their professional advancement and later feel alienated.
Enhance the workplace and opportunity evaluation For an employee's aims and aspirations to
be realised, setting and completing goals is a requirement. They must consider the
organization's potential as well as the employee's personal traits.
The business can assist the workers in coordinating requirements and opportunities. The
business must also develop its own alignments in order to connect the objectives with the
administrative opportunities.
Career counselling is the last phase of professional development. The employee need direction
from the directors and the HR division regarding the possibilities that are available, the person's
objectives, and of necessity, his capabilities.
.

3. Describe Human Resource Planning. Elaborate on the process of Human Resource

Planning
Ans: HRP is the ongoing practise of strategically planning ahead to make the most use of a
company's most valuable asset—qualified workers. Planning for human resources helps
prevent shortages or surpluses of labour while ensuring the optimal match between employees
and positions.

The HRP process consists of four essential components. They involve reviewing the current
labour market, predicting future need for labour, balancing supply and demand, and advancing
organisational objectives. Any firm should consider investing in HRP since it enables
businesses to continue to operate profitably and productively.

Human resource planning (HRP) is the process of ensuring that the appropriate amount of
qualified individuals are working in the appropriate positions at the appropriate times to
produce results in an effective and efficient manner.
The process of predicting a company's future demand for and supply of the proper kinds of
people in the correct numbers is known as human resource planning (HRP). The HR division
cannot begin the selection and hiring process before this. In terms of overall organisational
planning, HRP is a subsystem. Organizational planning involves managerial operations that
establish the company's future goals and choose the best ways to achieve them.

Process of human resource planning

1. Taking into account how operational plan and objectives affect the need for human resources
in various organisational units.

2. by including the line managers in determining and finalising the human resource
requirements of their respective departments, forecasting the organization's manpower
requirements. Forecasting can be done by making assumptions or utilising mathematical
projection methods.

3. Estimating the quantity and quality of human resources that will be needed by each division
or department.

4. Making a list of the available personnel resources.

5. Matching the organization's current human resources post holders with the anticipated
workforce size.
6. Creating an action plan that will, in a planned and gradual manner, satisfy future
requirements for expansion or separation. In order to adequately meet future labour needs, it
entails preparing the essential recruiting, selection, orientation, growth, utilisation, transfer,
promotion, and pay programmes.

SET 2

4. Describe the concept of Competency and it’s linkage to various HR systems.

Ans: Ans. According to the definition of competency, it is "a ability that persists in a human
that leads to a conduct that fulfils the work demands within institutional parameters and that,
in turn, produces the desired results." Another definition of competence is "a fundamental
quality of a person that produces effective and/or superior level of job performance."

Competency can be viewed as a tool for mapping "best-in-class" performance; the performer
who performs the best is always referred to as the competent performer. Competencies are
determined by.

Knowledge–information gathered in a certain field of expertise,

Skills–the expertise being displayed,
Motive–the persistent idea that directs behaviour,
Attitude–value and self-image in oneself,
Traits–a widespread tendency to act in a certain way.

There are two sets of competencies:

● Threshold competencies – They are the qualities that all job holders must possess in
order to carry out their duties successfully, but they do not distinguish between below-
average and above-average performers.

● Differentiating competencies – They are the qualities that top performers possess but
which are lacking in those of mediocre performers. This way of thinking holds the
secret to differentiating individuals in modern businesses based on the competencies
they possess, as well as their salary and potential for advancement. All other HR
systems, including hiring, process improvement, development and training career
development, pay management, and succession planning, are built using the
competency-based management approach.

Recruitment and selection

When looking for candidates for a position, the aptitude profile for that role is used as a guide.
It is employed at several stages of the hiring and picking process:
● The job title and competency profile are distributed to the recruiting consultant and
made available to potential candidates on the corporate intranet and website.
● The good selection examinations and other techniques are designed using the
competencies.
● The competency list and the desired proficiency levels are specified on the assessment
forms for interviewees.

Performance management: Most firms that use competency frameworks are putting more
and more emphasis on developing competency-based performance assessment procedures. The
performance of the employee is evaluated based on the primary goals and outcomes as well as
the skills needed for the position. The employee is evaluated for development activities to
increase the competency if there are discrepancies between the targeted competency and the
current expertise of the individual. The employee is fostered for new positions and more
responsibilities if his or her competencies are above the necessary competence level.

Training needs: For employees across organisations, data on competency gaps is compiled,
and appropriate training interventions are developed. For competency enhancement, action
learning is typically the mechanism employed. The emphasis is on absorbing the knowledge
by making sure that projects and activities have a workplace application. To ensure the success
of competency training, managers must put out effort.
Career planning: Competency assessments are frequently used to guide employees in
discovering their competencies and are a useful tool for assisting employees in determining
which positions or jobs would be best suited to their competencies. A company's dedication to
its employee values is expressed in its compensation philosophy.

A constant pay philosophy provides a company and employee with a point of comparison when
negotiating a remuneration. A compensation philosophy tries to motivate, keep, and attract
staff members. This frequently necessitates that private sector companies adopt a competitive
compensation mentality. This necessitates a balanced mindset from enterprises in the public
sector, with a focus on compensation and work-life balance.

Companies attract, motivate and retain through total compensation

The goal of a sound business philosophy is to draw in, keep, and inspire top talent. Companies
utilise a combination of the three primary types of compensation to achieve these objectives:
base pay, commonly known as salary; incentive pay, which can take the form of money or non-
cash awards like stock; and perks, or non-financial rewards.

5. Define ‘Job Analysis’. Elaborate the process of job analysis.

Ans: Answer- JobAnalysis is the method of figuring out and documenting all the important
details of a particular work, such as the tasks involved, the skill and knowledge set needed to
accomplish the job, the obligations associated with the job, and the skills required to complete
the task successfully. The process of doing a job analysis include identifying specific work
functions, requirements, and their relative relevance for a certain position. It is a procedure
where decisions are made based on information gathered during a work.
An important principle of employment research is that the job, not the employee, is the subject
of the investigation. While information for job analyses may be gathered from incumbents via
questionnaires or interviews, the analysis's output is a definition or set of requirements for the
position, not a profile of the individual.
Purpose of job analysis
The goal of a work analysis is to assess and record the "job relatedness" of hiring practises such
hiring, training, remuneration, and performance evaluation. A job evaluation is a list of all the
tasks that must be completed as well as the knowledge and skills needed by the worker of the
profession.
Job analysis assists in the following HR activities:
1. Hiring
2. Selection
3. Job design
4. Calculating job value
5. Training
6. Appraisal
These processes rely on work analysis and the results of it to operate. Job analysis results in
job descriptions and specifications (from the basis for recruitment).
Job analysis plays a key role in designing and managing the performance appraisal
system in an organisation:
1. It aids in determining a position's Key Responsibility Areas (KRAs).
2. Setting objectives or goals for the evaluation period is aided by this.
3. This serves as the foundation for evaluating a worker's performance..
4. After doing a work analysis to determine the existing employee's training needs, the job
descriptions were compared.
Process of job analysis
Work analysis is the method of dissecting a particular job into its component elements and
carefully examining each one in order to acquire the necessary data. It necessitates a methodical
and effective evaluation of a job's tasks, responsibilities, duties, and accountability. The job
analysis procedure entails carrying out a number of connected steps..
a) Information gathering
First stage in job analysis is to gather all the necessary information relating to:
● Organisation chart.
● The position's role in respect to other positions held inside the company.
● Job class designation.
● A thorough breakdown of the tasks and obligations inherent in the position.
b) Job-specific competency determination
The skills needed for the work are determined through study and observation.
c) Developing a job description
The job's tasks, responsibilities, duties, and functions are laid forth in a description. The job
description is comprised of this.
d) Developing a job specification
A comprehensive breakdown of the skills and credentials needed to perform the duties of the
position is provided in the job specification.

6. Explain the concept of Employee Welfare and the benefits of Employee Welfare
Ans: Concept of Employee
Welfare The word "employee welfare" is broad and refers to a variety of services, perks, and
facilities provided by companies and to employees. The employer enriches the quality of life
for employees by providing such extensive fringe perks.
The activities an employer engages in to ensure that employees receive specific services and
facilities in addition to pay or salary are referred to as employee welfare.
The goal of offering welfare programmes is to build an organization's workforce that is
effective, healthy, devoted, and contented. By providing these amenities, employers hope to
improve both the working and personal lives of their staff members. The following can be used
to summarise the major advantages of welfare measures:
They foster a positive work environment by improving the physical and mental well-being of
employees.
For the families of workers, amenities like housing programmes, health benefits, and
educational and recreational facilities serve to raise their level of living. This enhances
productivity by getting workers to pay closer attention to their task.
By offering welfare facilities, employers acquire a steady labour force. Employees take a keen
interest in their work and do it with a sense of engagement and involvement.
Employee welfare programmes improve organisational efficiency and foster positive employee
relations, ensuring industrial harmony.
The welfare measures have a bigger impact on reducing the social ills that affect labourers, like
substance misuse.
The Business benefits of Employee Welfare Activities:-

We talked about the duty to consider the welfare of employees in the previous section. Let's
now talk about the advantages that employee welfare programmes have for businesses.

It really would take a while for management and staff at organisations hit hard by the recession
to deal with the problem of employee welfare. It is the management's duty to make sure that
efforts to improve employee wellbeing do not suffer in the name of cost-cutting. One way to
deal with this scenario is to manage it delicately and communicate frequently to prevent
negative rumours and safeguard staff feelings. To go beyond the bottom line and concentrate
on the wellness of the employees in times of declining profitability is not even an easy task,
but it may be necessary at the moment. However, a lot of organisations see employee wellness
as a hygiene concern. Given that motivation is what increases employee satisfaction and
productivity, it must be combined with this aspect. Productivity of the workforce directly
affects an organization's profitability. Therefore, an organization's goal should be to cultivate
people who are driven, productive, and fulfilled by establishing a stimulating environment that
fosters job satisfaction.
Cost-cutting methods do not entail sacrificing employee welfare. To cut costs, it does not entail
diminishing the amenities offered to employees. To minimise waste, boost productivity, and
speed up turnaround times across all organisational operations—all of which lead to cost
savings—employers must stop all wasteful and counterproductive practises in the workplace.
The current economic climate should never be the driving force behind an effort to increase
employee friendliness; it must be a continuous process. The people who work there make up
an organisation. The major ways to increase productivity are through employee-friendly HR
practises. Maintaining a connection between the employee and the employer is also beneficial.
It would be too unrealistic to suggest that, in difficult times, a company should simply prioritise
employee wellbeing, even if profit margins are shrinking. It becomes crucial that both the
company and the employee make every effort to get through the challenging time. In such a
case, the business must choose a balanced strategy; reducing all the advantages is risky, and
doing nothing is risky from the perspective of survival.