MANAGING H MAN RE O RCE (BP 187)

Tutor �'larked Assignments (T)1A)

Course Code: BPCS187

Assignment Code: Asst /TMA /July 2021.Jan uary 2023
TotaJ Marks: 100

NOTE: AU assignments arc compulsory.

Instructions:
I. Have a title page. Include details like Name, Enrolment number, Email id, Regional Centre,
Study Centre, Programme Title and code, Course title and code.
2. Use A4 size paper for the tutorial (ruled/ bank).
3. For making tables, blank pages can be used and table graphs (if any) to be drawn in pencil.
4. Content should not be plagiarised.

Part A
Assignment O11c

Answer t he following questions in about 500 words each. Each question carries 20 marks.
J X 20= 60

1. Describe the nature of hwnan resource development.

2. Explain tl1e meaning of perfonnance appraisal and describe its methods.
3. Explain the concept of employee engagement and describe the ways in which employee
engagement can be promoced.

Assignment Two

Ans,"·cr the foUowing questions in about JOO words each. Each question carries S marks.
8 X 5=40

4. Describe the functions of human resource management.

5. Elucidate globalisation.

6. Describe the uses ofjob analysis.

7. Explain various barriers to effective selection.

8. Elucidate the concepts of training and development.

9. Describe various faclors affecting employee relention.

I0. Elucidate psychological contract.

11. Describe the ways of promoting occupational safety.

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Disclaimer/Special Note: These are just the sample of the Answers/Solutions to some of the
Questions given in the Assignments. These Sample Answers/Solutions are prepared by Private
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idea oflww he/she can answer the Questions given the Assignments. We do not claim 100%
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Guide/Help for the reference to prepare the answers of the Questions given in the assignment.
As these solutions and answers are prepared by the private Teacher/Tutor Meenakshi Sharma so
the chances of error or
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before you prepare a Particular Answer and for up-to-date and exact infonnation, data and
solution. Student should must read and refer the official study rnaterial provided by the university.
Pait A Assignment One Answer the following questions in about 500 words each. Each question
canies 20 marks. 3 x 20 = 60
1. Describe the nature of human resource development.
ANS: Human Resource Development is the process of enhancing and developing the skills of
human resources. It is a people-oriented process and involves providing education and training to
employees at work. This overall process aims at the development of people's personal and
organizational knowledge, skills and competencies.
Nature of Human Resource Development
Learning: Human resource development aims at impaiting learning to all members working within
an organization. TI1is approach relates to development of individual abilities, skills, and
competencies. HRD facilitates employees in improving their lrnowledge and learning new
concepts so that they perfonn efficiently in dyn amic environment. It stTives to develop such work
culture that fosters constant learning for individuals.
System composition: TI1e stmchire of HRD is composed of several subsystems within it which are
intenelated and interdependent to each other. These subsystems include training and development,
role analysis, performance appraisal,job enrichment, potential appraisal and communication. HRD
is core of human resource system which influences other subsystems of enterprise like production,
finance, marketing etc.
Pervasive function: HRD is a pervasive function that need to be implemented by all business
organizations at every level. It is required for overall development and performance enhancement
of each type of workforce whether skilled or un-skilled operating at distinct roles. HRD has an
immense significance in monitoring the perfonnance of human resource operational in key ai·eas
such as production, finance and mai·keting.

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Use of Behavioural Science: Human resource development draws concepts fo1m behavioural
science for designing human resource development programmes. Different principles and concepts
ofsubjects such as sociology, psychology, anthropology, economics and management are used for
planning and implementation of distinct programmes related to training of employees. Even the
organizational development programmes are based on concepts of behavioural science.
Systematic approach: HRD is a systematic approach that aims at raising the overall efficiency of
workforce. It considers all goals and objectives ofbusiness enterprise prior to planning any training
programmes for workforce. Various programmes for development of human resource are
implemented in accordance with requirements of changing environment. HRD ens ures the
contin uity of business by bringing the needed adjustments for time to time.
Continuous process: This approach is followed continuously within the business enterprise as
long as it operates in market. HRD is required for consistent development of each type of
skills of human resource like manage1ial, technical, conceptual and behavioural. It facilitates
mganization in sharpening their employee's skills till the point ofretirement.
Quality of work life: HRD pays attention on providing quality of work life to all its workforce. It
ensures that employees are provided with safe and hygienic work environment for raising their
satisfaction level. Proper care is taken with regard to health and well-being of employees and
their families. All these efforts lead to boost the morale of working people thereby raising the
overall efficiency.
Variety of techniques: The concept of HRD employs a wide range of techniques and process for
strengthening the abilities and skills of employees. It is embodied with methods like perfo1mance
appraisal, car·eer planning, quality circles, training, mar1agement development, counselling and
workers' participation. These techniques collectively assist in providing effective learning to
people operational at different fimctional areas ofbusiness.

2. Explain the meaning of perfo1·mance appraisal and desc1ibe its methods.

ANS: A perfo1mance appraisal is a regular· review ofan employee's job perfo1mar1ce and overall
contribution to a company. Also known as an "annual review," "perfo1mance review or
evaluation," or "employee appraisal," a performance appraisal evaluates an employee's skills,
achievements and growth, or lack thereof
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Pe1ormance Appraisal is the systematic evaluation of the perfo1mance of employees and to
understand the abilities ofa person for further growth and development.
Methods:
1. Management by Objective (MBO)
l\,ffiQ does not comprise of feedbacks, and thus it is less time-consuming. Rather mar1agement by
objective focuses on self-introspection by the employee as the employee is well aware of the
standards which are taken into consideration while evaluating perfonnar1ce. The employee targets
to perform better as the employee and the employer both are aware of their goals and deliverables

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towa1ds the organization, and hence management by objective is one of the fair methods of
pe1fo1mance appraisals. As the goals are aheady known to the employee, the employee tends to
pe1fo1m better for his/her appraisal and recognition, and thus there is no need for constant
feedback. This method saves the effo1t of the employer and helps the employee to improve and
excel by self-evaluation.
2. 360-Degree Feedback Method
This method of performance appraisal is very useful for sta1tups as it involves collecting
feedback from each and every individual who interacts with the employee during the course of
work These individuals could be customer or friends, or supervisors of the employee. Collecting
feedback and gathering data gives a clear insight into the employee's personality traits and attitude
towards work assigned. This method is time-consuming, although it gives the overall
perfmmance card of the employee, and the management can plan the career development
accordingly with the help of the data collected. This method benefits both the employee and
the organization as the constant feedback would help understand the employee and his work
approach better, helping them grow_ The advantage of this method is that it is cost-effective and
gives a clear picture of employee's pe1f01mance.
3. Assessment Centered Method
The organization basically uses this method of evaluation for evaluating managers who are
subsequently going to deal with their juniors. The assessment-based method judges the employee
as per the different situations and analyses their overall behavior like acceptability, openness,
tolerance towa1ds fellow employees and ce1iain situations, etc. and performance. It includes
vaiious kinds of business gaines like big basket games etc., to assess the performance of the
employee. Thus this method is best to evaluate the performance of the employees at a senior
level.
4. Behaviourally Anchored Rating Scale Method
This method has been recognized as the most effective perfonnance appraisal methods and gives
the most precise result. It is the combination of essay evaluation method and rating scale method
which makes it a bit expensive perfonnance appraisal method; however, it assures the best results.
In this method of performance appraisal, the employee is anchored as a good, average or poor
employee based on the overall performance and behavior evaluation. The human resource
department is also involved in this method, and they are infonned about the employee's behavior
ad perfo1mance simultaneously.
5. Critical Incident Method
This is a pretty lengthy and time-consuming method of performance appraisal, although it is very
effective. As per this approach of perfmmance appraisals, the manager documents all the incidents
of statements and behavior of the employee and maintains a log of such incidents which are critical
or displays the ineffective behavior of the employee and the perfo1mance rating of the employee
is done on the basis of such recorded incidents after a discussion with the employee. The managers
ai·e expected to maintain the log of both outstanding incidents and critical incidents, and also, the
manager is expected to be fair while making the decisions.

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It must be chosen wisely by the organizations such that it benefits both the employee and the
organization. The future is a mixture of technology, and the effectiveness of these perfonnance
appraisal methods will depend on how the organization will use the technology to benefit both
employees and the organization. Employees are the most valuable asset for any organization, and
it is crucial for the organization to make its policy employee-fiiendly to keep them motivated and
satisfied. A happy employee will lead to a satisfied customer and a growing business. TI1e policies
m ust be tailored to keeping the employees in mind, and they must be flexible enough to incmvorate
timely amendments. Thus it must be fair and innovative enough to value both for a bright future
and higher business turnover.

3. Explain the concept of employee engagement and describe the ways in w hich employee
engagement can be promoted.

ANS: Employee engagement is the stTength of the mental and emotional connection employees
feel toward the work they do, their teams, and their organization.
9 Best ways to promote employee engagement
Although you've hand-picked your staff and know that you've got a great set of people, the bottom
line is that it can be hard to keep things lively in the workplace.
People tend to get bored with routine and the daily slog starts to begin. As their boss, you know
that the team is better than this.
How can you motivate your team and increase engagement in the workplace if you notice everyone
starting to wilt?
1. Be nice and promote a positive environment
As time has passed and the world has seen the harmful effects of bullying, the culture of positivity
is spreading not only in schools but in the workplace too.
Sometimes the best way to support employee engagement is to promote an environment of
kindness.
No, this doesn't necessarily mean holding hands and singing Kumbaya in the breakroom, but it's
easy to promote a positive culture in a few different ways:
Avoid swearing. This seems like it should go without saying in a professional environment, but
even in small, close-knit businesses you should avoid using foul language. The boundaries between
'acceptable' and 'offensive· are blurred as employees curse among themselves and an HR
nightmare can become a reality in a hurry. Remember the grandma rule: If your best friend's great­
grandmother was visiting, would you say that in front of her?
Don't participate in gossip and encourage your employees to do the same. Understand the
difference between excited buzz about Nick's wedding this weekend and catty speculation about
what Susan will wear to the reception. There is no benefit in talking about somebody behind their

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back, and a wise woman once said that if they're gossiping to you then they're gossiping about
you.
Follow the golden rule and treat everyone how you want to be treated. It's so easy to be nice to
people, and respect breeds respect; if you treat your employees with kindness, they're likely to
reciprocate. Positivity doesn't have to be cupcakes and rainbows all the time. Encourage a
kindness culhlre by simply being a decent human being and your staff will follow your lead
2. Allow flexibility
Once you've found great employees, hanging on to them and keeping them happy is another way
to increase employee engagement. Lessen the 1igidity a little bit as the boss:
Be understanding. Sometimes life gets in the way: Kids get sick, tyres go flat and dogs go missing.
Yes, it can be annoying to have to find emergency coverage at that moment, but if someone's
having a rough day ah-eady then a snarky comment from their boss can make the day even
worse. Take it for what it is and do what you need to do to get the situation covered.
Relax the dress code on Fridays. Draw boundaries, of course, but allow jeans and sweatshirts to
pave the way for a great weekend. A chilled-out dress code can do wonders for staff morale.
Switch up the daily routine. It can be easy to fall down a black hole of same-old, same-old, but
that gets monotonous after a while. Give employees the freedom to take on projects or tasks of
their own, or allow them to try job shadowing someone in another department for a day. Switching
up the nom1 can be exciting.
All this being said, don't allow yourself to be taken advantage of. You are, after all, the boss, and
there's only so much flexibility you can realistically give before you have to stait holding them
accountable. Be understanding to a point - but know where the line between understanding and
doo1mat is washed away.
3. Discourage idle hands
If you stait to notice that more stahls updates from your staff tend to happen dming the workday,
this is a sign that they have too much free time on their hai1ds. Keep them busy throughout the
day with real, significai1t tasks that will help them feel valued and appreciated once they have
been
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completed. Don't give them mindless 'busywork' to fill their days; ty things like assigning a new
project or setting a goal to meet by the end of the quaiter. A busy day goes by so much faster than
a b01ing one, and everyone likes to feel like they've done something meaningful at the end of the
day.
When you feel like employee engagement is a problem, think of ways to shake it up at the
workplace. You want your staff to be happy and content at work so that you can keep them as long
as you can, ai1d mixing up the day cai1 help to accomplish that goal.
4. Volunteer as a team

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No one ever feels bad or teuible after helping an old lady crosses the road- No one! When
you lend a helping hand, you generally feel good about yourself because you managed to
make someone's day better than before.
Employers should support charitable organisation and get involved with the community.
Encourage your employees to take pait in volunteer projects as a team. Working together to
help others demonstrates that the company is not just about making money, but about
making a difference in the community.
5. Always be authentic
Always remember that a sincere relationship between employees and the management motivates
bust and builds teainwork. As an employer, b·y your best not to falsify relationships and develop
a trnsting workplace environment.
When employees realise that the workplace is an open concept with no suga--coating, they will
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then feel as though they do not need to hide things from their peers or colleagues and will always
be honest.
6. Promote taking breaks
You can also encourage (and remind!) your employees to take a short 5 minutes break from their
desk and sb·etch. It is a great way to take your mind off work for a while after focusing on a
shessful proposal or documentation that requires your full attention.
There are a couple of applications that you can set on your computers, which reminds you to take
breaks ai1d rest your eyes from the computers. When employees see that you care for their well­
being instead of just getting the sales or preparing paperwork, they tend to work harder for you
or the company.
7. Asking for feedback
Another secret on how to increase employee engagement in the workplace is by asking
for feedback. Employers are often the one giving feedback to employees, about their working
styles, office environment, workload and others. However, this time ai·olmd by asking for some
of your employees' input on a certain proposal or a design concept.
By asking your employees for feedback, it makes them feel that their opinion matters and it
plays an important pait in the company.

Assignment Two Answer the following questions in about 100 words each. Each question cai1ies
5 marks. 8 x 5= 40
4. Describe the functions of human resource management.
ANS: 1: Recrniting and Hiring

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Recmiting and hiring talent is one of the most important HR functions, and it goes far beyond
attending job faiJs and going through resumes. W01kforce planning, writing job descriptions,
adve1tising openings, screening and inte1viewing applicants, and helping managers make the
best hiring decisions are all part o f this c1itical HR function. HR managers need to do this
while
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accomplishing the company's wider goals of attracting a diverse, multigenerational workfo ce.
2: Compensation Management
Compensation management includes establishing salary rnnges for positions, placing employees
within the ranges based on their qualifications, and adjusting pay to recognize milestones and
accomplishments. It also includes managing perfo1mance incentives such as year-end bonuses and
sales commissions. The HR manager may be responsible for setting corporate strategy and
working with front-line supervisors ar1d managers to ensure competitive, equitable compensation
practices across the organization.
3: Pe1fonnance Management
Pe1fo1mance management is a continual process of evaluating how individual employees ar·e
pe1fo1ming, identifying areas of improvement, and recognizing achievement. Many organizations
conduct pe1fo1mance reviews on a regular· schedule, often annually, with additional reviews as
desired by the employee or manager.
4: Benefits Management
According to the BLS, benefits make up approxilnately 30 percent of total employee
compensation. Benefits that are provided as part of an employee's compensation are known as
fringe benefits. Fringe benefits have monetar·y value and are generally subject to taxation Some
examples include education benefits, child care assistance, and use of a company car·.
Administering employee benefits is a substantial part of the HR management fimction.

S. Elucidate globalisation.

ANS: Globalization is simply the process through which integration and interaction of countries,
companies, and people across the globe. The process is as a result of the investment, outsourced
manufacturing and international trade. All these are supported by information technology, with
an aim of b1inging economies of various countries together. It is only through globalization that
people, se1vices, ar1d goods get to move freely across the world, in a manner that is linked and
smooth.
Globalization has enabled international trade, thus allowing different countries to
utilize competitive adv antages in terms of production. This means if two countries are producing
the same product, but say country D produces the product at a lower cost than country C, then
country D will be producing and export the product to counti·y D.
To make it clear, here is an example. IfUSA and China have firms that produce the stuffed animal,
but the production cost is lower in China, then the interest of both counti·ies is China to perform

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the production, and the US will import the products. This is because, instead of either of the
counhies getting benefits alone, they will both enjoy the benefits, through the creation of
employment in shipping, retailing, marketing and manufacturing industi·ies.

6. Describe the uses of job analysis.

ANS: 1. Human Resource Planning:
Job analysis is useful in human resource planning in tenns of demand forecasting. It finds out the
requisite knowledge and skills required to perfo1m a job.
2. Recrnitment:
Job analysis helps in recruitment in te1ms of finding how and when people should be hiied for
new job openings. It makes the recrnitment process easier by highlighting the skills, knowledge
and abilities required to perform a job.
3. Selection:
Job analysis helps in selecting the 1ight person by making the employer understand what is to
be done on a job.
4. Placement and Orientation:
Job analysis is useful in putting the newly selected person at the right place in the organization.
5. Training:
Job analysis eases the ti·aining process by identifying the duties and responsibilities associated
with a job. If the candidate doesn't have enough knowledge, then training is provided to
make him effective.
6. Cmmselling:
Proper counselling of the employee is possible only after knowing the details about the employee's
job. l11is helps in grooming the career of the employees.
7. Employee Safety:
Through a proper job analysis the analyst can know the health hazards and accidents
associated with a job. By knowing, proper steps can be undertaken to eradicate those situations.
8. Pe1fonnance Appraisal:
In case of perfo1mance appraisal the appraiser compares the perfo1mance of the employee with
the standa1d perfo1mance based on job analysis. It makes the process of performance appraisal
easy and simple.

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7. Explain various barrier s to effective selection.
ANS: PERCEPTION: Our inability to understand others accurately is probably the most
fundamental banier to selecting right candidate. Selection demands an individual or a group to
assess and compare the respective competencies of others, with the aim of choosing the 1ight
persons for the jobs. But our views are highly personalized. We all perceive the world
differently. Our limited perceptual ability is obviously a stumbling block to the objective and
rational selection of
people. FAIRNESS: Fairness in selection requires that no individual should be discriminated
against on the basis of religion, region, race or gender. But the low number of women and other
less privileged sections of society in the middle and senior management positions and open
discrimination on the basis of age in job advertisements and in the selection process would
suggest that all the efforts to m1111m12e inequity have not been
very effective.
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VALIDIY: Validity, as explained earlier, is a test that helps predict job pe1fonnance of an
incumbent. A test that has been validated can differentiate between the employees who can
pe1fonn well and those who will not. However, a validated test does not predict job success
accurately. It can only increa
s e ss po ibility of success.
RELIABILITY: A reliable method is one which will produce consistent results when repeated in
similar situations. Like a validated test, a reliable test may fall to predict job performance with
prec1s10n.
PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives, fiiends, and
peers to select paiticular candidate. Candidates selected because of compulsions ai·e obviously not
the right ones. Appoinhnents to public sector unde1takings generally take place under such
pressure.
8. Elucidate the concepts of training and development.
ANS: We can make a distinction among training, education ai1d development. Such distinction
enables us to acquire a better perspective about the meaning of the terms. Training, as was stated
earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined
to theoretical leai·ning in classrooms.
*Training refers to the process of impaiting specific skills.
*Development refers to the lea.ming opportunities & designed to help employees grow.
*Education is theoretical learning in classroom.
Though training and education differ in nature and orientation, they are complementaiy. An
employee, for example, who undergoes training is presun1ed to have had some formal education.
Furthe1more, no training programme is complete without an element of education. In fact, the
distinction between training and education is getting increasingly bluned nowadays. As more and
more employees are called upon to exercise judgments and to choose alternative solutions to the
job problems, training programmes seek to broaden and develop the individual through education.
For instance, employees in well-paid jobs and/or employees in the service industry may be required
to make independent decision regai·ding there work and their relationship with clients. Hence,

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organization must consider elements of both education and training while planning there training
programmed.
Development refers to those learning oppmtunities designed to help employees grow.
Development is not primarily skill-oriented. Instead, it provides general knowledge and
attitudes which will be helpful to employees in higher positions. Efforts towards development
often depend on personal drive and ambition. Development activities, such as those supplied by
management developmental progra.Imners, are generally voluntary.

9. Describe various factors affecting employee retention.

ANS: 1: Employee Morale

In Human Resources, employee morale is defined as job satisfaction, outlook, and wellbeing,
and employee experiences in a workplace.
According to Dalton E. McFarland, morale is a group phenomenon. It is a concept that desc1ibes
the level of the favorable or unfavorable attitude of employees on their work, the company, their
tasks, work environment, fellow workers, and superiors.
2: Lack of Career Development
Often employees are not content with their career path. Lack of proper training and development
programs hinders their career growth. Their skills become limited with time, and they lose
interest in what they do.
Every employee has his/her talents. It is an organization's responsibility to show them the path to
use these skills and give their c3.1·eer a direction. Every employee wants to excel in what they do
and grows in the process. They need to lrnow where their job is heading. A sense of security is
a must for every employee. Nobody wants to ride a boat without a rudder.
: Poor Employee Manager Relationship
The employee-manager relationship is crncial. Employees crave good relationships at work.
Managers need to fo1rn an interpersonal connection with their employees. For most employees,
a good salary and benefits may not keep them engaged and happy if they can't tolerate
t heir managers.
4: Lack of Recognition
Effective leadership involves reinforcing and motivating employees to b1ing out the best in them.
Society for Human Resource Management repo1ted that the most essential workplace challenge is
employee turnover and retention.
Also, in the same smvey report, 71 % of respondents b elieved employee recognition progra.Ins
increased retention.

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5: Work-life Balance
Work-life balance is becoming gradually more imp01tant for employees. It tends to affect
employees' decisions to stay in an organization. Nowadays, employees long for flexible work
schedules that allow them to take cru:e of their personal and professional lives. The balance
between personal and professional is critical for them.

10. Elucidate psycho lo gical contract.

ANS: The psychological contract refers to the unwiitten set of expectations of the employment
relationship as distinct from the fo1mal, codified employment contract. Taken together, the
psychological contract and the employment contract define the employer-employee relationship.
Originally developed by organisational scholar Denise Rousseau, the psychological contract
includes inf01mal anangements, mutual beliefs, common groUI1d and perceptions between the two
patties.
The psychological contract develops and evolves constantly based on c01mmmication, or lack
thereof, between the employee and the employer. Promises over promotion or salary increases,
for example, may form pait of the psychological contract.
Managing expectations is a key behaviour for employers so that they don't accidentally give
employees the wrong perception of action which then doesn't materialise. Employees should also
manage expectations so that, for example, difficult situations or adverse personal circumstances
that affect productivity aren't seen by management as deviant.

11. Describe the ways of promoting occupational safety

ANS: Observe Employee Habits and Behaviors - During the initial stage, supervisors will need
to gather data about their employees' habits. They do so in order to understand the ins and outs
of all work-related safety issues that may exist. This will include analyzing both safe and
unsafe behaviors in order to pinpoint all trends and opp01tunities for in1provement.
Analyze the Info1mation - After collecting all the relevant data, supervisors will need to
analyze it to detennine which habits and behaviors need to be adjusted to promote more
safety in the workplace.
Generate Solutions - Once problem areas have been identified, it's crucial that you come up
with ways to reduce or eliminate those safety hazards. \Vhile there are general best practices for all
so1ts of different situations, it's important to keep in mind that there are no one-size-fits-all
solutions. Every working environment is, more or less, unique, meaning that the solutions also
need to be specially tailored to that environment. This also means that involving your
employees in the decision-making process and allowing them to offer solutions is beneficial.
Not only will they be in the best position to do so, but they will also have a greater sense of
responsibility for the solutions provided.

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Fit Testing - Just because an idea makes sense on paper, it doesn't mean that it will also
perform in reality. This is where supervisors will test the new safety protocols and solutions on
the front lines, making adjustments wherever necessary and encouraging employees to keep to
these safe behaviors.
The Evaluation Stage - The final step of an effective behavior-based safety program is to nm
through the entire safety checklist to determine if the desired change has been completely
implemented and if it is, in fact, effective.

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