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HUMANRESOURCEMANAGEMENT-2019

SECTION-A

a.Whatisqualityoflife?

Qualityofworklifedenotesalltheorganizationinputswhichaimattheemployee’ssatisfactionand
enhancingorganizationaleffectiveness.Qualityofworklifereferstothefavorablenessor
unfavorablenessofatotalthatjobenvironmentofthepeople.

b.whatisjobenrichment?

Jobenrichmentascurrentlypracticedinindustry,isadirectoutgrowthofHerzberg'sTwoFactorTheory
ofmotivation.Itis,thereforebasedontheassumptiononthatinordertomotivatepersonnel,thejob
itselfmustprovideopportunitiesforachievementrecognition,responsibility,advancementandgrowth.

c.whatisthirdpartyinvention?

Third–partyinventionisaninvestmentofperson/teamintoon-goingconflictoftwopartieslike
managementandunionoftwoconflict.Generally,thirdpartyinventionshelppartiesanalyse
consequenceoftheiractionandmanagers/resolveconflictmutuallybeneficialway.

d.WhatareBehaviourallyAnchoredRatebars(BARS)?

Itisanappraisalmechanismthatseekstocombinethebenefitsofnarratives,criticalincidentsand
quantifiedratingsbyanchoringaquantifiedscalewithspecificnarrativesofperformancerangingfrom
good,satisfactoryandpoorperformance.

e.whatdoyoumeanbyhumanresourceaudit?

HRAuditmeansthesystematicverificationofjobanalysisanddesign,recruitmentandselection,
orientationandplacement,traininganddevelopment,performanceappraisalandjobevaluation,
employeeandexecutiveremuneration,motivationandmorale,participativemanagement,
communicationwelfare,andsocialsecurity,safetyandhealth,industrialrelations,tradeunionism,and
disputesandtheirresolution.

f.writeanytworeasonsforindustrialaccidents?

1.Unsafeconditions

2.Unsafeoccurrences

3.unsafeActs

g.Whatisfairwage?

Fairwagesareminimumwageratesforspecificoccupations.Theymustbepaidbycontractorsdoing
workforGovernment'swithfairwagepolicies.

h.Whatarequalitycircles?

Aqualitycircleisavolunteergroupcomposedofworkers,usuallyundertheleadershipoftheir
supervisor,whoaretrainedtoidentify,analyseandsolvework-relatedproblemsandpresent
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performanceoftheorganization,andmotivateandenrichtheworkofemployees.

i.Givethemeaningofworkstress?

Workstressisstressinvolvingworkstressisdefinedintermsofphysicalandphysiologicalor
emotionalstrain.Itcanalsobeatensionorasituationorfactorthatcancausestress.

SECTION-B
2.Whatistheimpactofhightechnologyonjobdesign?

Jobdesignistheprocessofputtingtogethervariouselementstoformbearinginmind
organizationalandindividualworkerrequirements,asconsiderationsofhealth,safetyand
ergonomics.Jobdesigntypicallyreferswaythatasetoftasks,oranentireposition,isorganised.

Technologyischangingtheemployeerelationship,andevenwhatitmeanstobean“employee”,
however,sucheffectsareonlybrieflydiscussed.
Labourmarketpolarization

Asnewtechnologysubstitutesorcomplementsdifferenttypesoftasks,itchangestherelative
demandforskillsneededtoperformthosetasks.Skillsassociatedwithtasksthatmachinescannow
performtendtoseearelativedeclineindemand.
Pros

∙ Technologycomplementmanytasks,increasingproductivity,quality,andinnovation.

∙ Bigdataandmachinelearningareincreasingmachinesabilitytoperformcognitive,physicaland
evensomesocialtasks.

∙ Technologymakesmanyhighskilljobsmoreintrinsicallymotivating,enhancingmoretasks,skills
anddecentralization.
Cons

∙ Machinessubstituteforhumansinmanymanualandroutinejobs.

∙ Labourmarketshavepolarisedandunequallyhasrisen,withrelativelylessdemandformid-skill
workersandincreasedvalueforhigh-skillworkers.

∙ Thetechnologymakesmanymiddle-skilljobslessintrinsicallymotivating,withfewertasksand
skills,andmorecentralizationandmonitoring.

3.Ethicsinthe“manpowerplanninghasbecameirrelevant“brieflydiscuss.

Manpowerplanningwhichisalsocalledashumanresourceplanningconsistsofputtingrightnumberof File
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people,rightkindofpeopleattherightplace,righttime,doingtherightthingsforwhichtheyaresuited
fortheachievementofgoalsoftheorganization.Humanresourceplanninghasgotanimportantplace
intheareaofindustrialization.HRPlanninghastobeasystemsapproachandiscarriedoutinaset procedure.
Obstaclesofmanpowerplanning
Followingarethemainobstaclesthatorganizationsfaceintheprocessofmanpowerplanning.

1.Underutilizationofmanpower:Thebiggestobstacleincaseofmanpowerplanningisthefactthat
theindustriesingeneralarenotmakingoptimumuseoftheirmanpowerandoncemanpowerplanning
begins,itencountersheavyoddsinsettinguptheutilization.

2.DegreeofAbsenteeism:Absenteeismisquitehighandhasbeenincreasingsincelastfewyears.

3.LackofEducationandskilledLabour:

Theextentofilliteracyandtheslowpaceofdevelopmentoftheskilledcategoriesaccountforlaw
productivityinemployees.Lowproductivityhasimplicationsformanpowerplanning.
4.Manpowercontrolandreview:

a.Anyincreaseinmanpowerplans,personnelbudgetsareprepared.Theseactadcontrolmechanism
tokeepthemanpowerundercertainbroadlydefinelimits.
b.Theproductivityofanyorganizationisusuallycalculatedusingtheformula
Productivity=output/input

Feworganizationsdonothavesufficientrecordsandinformationonmanpower.Severalofthosewho
havedonothaveaproperretrievalsystem.Thesearecomplicationsandinresolvingtheissuesindesign,
definitionandcreationofcomputerizedpersonnelinformationsystemforeffectivemanpowerplanning
andutilization.

4)whatistheneedforcollectivebargaining?

Collectivebargainingisperceivedbybothemployersandemployeesasanimportantmachinerytosettle
differencesontheworkrelatedissues.Wehaveadequatelycoveredthegeneralissueswhichare
usuallysettledthroughcollectionbarging.

TheneedsforcollectivebargaininginIndiaaroseduetosomecontroversialproblemswhicharethe
Indianindustryhadtofaceaftertheterminationofthesecondworldwar.

1. Inindividualbargainingtheworkersmaybetemptedtoacceptundesirableconditionsandmay
thusbringdownthegenerallevelofremunerationduetoimmobilityoflabourallworkersare
notinapositiontodesertawagecuttingemployer.

2.Thespeedyworkersmayacceptalowerrateofpaymentwhichmayyieldthemareasonable File
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amountofwages,butsuchalowrateofwagewouldyieldinsufficientearningstoagreat
majorityofworkers.

3.SometimesemployersareInapositiontocontrolthebulkdemandsofthelaboursandtheymay
throughcombineactionforcetheworkerstoacceptlowwages.

4. Themarketapparatusconsistingofthetwoforcesofdemandandsupplycansettleonlythe
problemsofdeterminationofwagessomeofthenonwagesissuessuchasthelengthofa
workingday,healthandsafetyoftheworkersect.

5.Collectivebargainingalsoprovidessomevoiceintheconductandmanagementoftheindustry.
Workersnowhaveadefinitemeansfortheexerciseofrealinfluenceinthedeterminationof
labourrelatedmattersaffectivethemeverynowandthen.

6.Toensurecontinuityofproduction,workersandemployeesmustshakehandsandthismakesit
inevitabletomalecollectivebargainingaregularfeatureofindustriallife.

5)“Fringebenefitshavepsychologicalandsocialbase”comment.

Fringebenefitsmeansanyprivilege,service,facilityoramenity,directlyindirectlyprovidedto
employeebyanemployer.

ThetermFringebenefitsreferstovariousextrabenefitsprovidedtotheemployees,in
additiontothecompensationpaidintheformofwageorsalary.Thesebenefitscanbedefined
asanywagecostnotdirectlyconnectedwiththeemployeesproductiveeffort,performance,
serviceorsacrifice.

Itisalsodefinedasthosebenefitswhichareprovidedbyanemployertoorforthebenefitof
anemployeeandwhicharenotintheformofwages,salariesandtimerelatedpayments.

Coverage:Fringebenefitscoversbonus,socialsecuritymeasures,retirementsbenefitslike
providentfund,gratuity,pension,workmen’scompensation,housing,recreationalfacilities,
financialadviceandsoon.

ObjectivesofFringebenefits

TheimportantobjectivesofFringebenefitsare:

∙ Tocreateandimprovesoundindustrialrelation

∙ Toboostupemployeemorale

∙ Tomotivatetheemployeesbyidentifyingandsatisfyingtheirunsatisfiedneeds ∙

Toprovidequalitativeworkenvironmentandworklife
∙ Toprovidesecuritytotheemployeesagainstsocialriskslikeoldagebenefitsand
maternitybenefits.

∙ Toprotectthehealthoftheemployeesagainstaccidents.

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∙ Topromoteemployeeswelfarebyprovidingwelfaremeasureslikerecreationfacilities.

∙ ToCreteasenseofbelongingnessamongemployeesandtoretainthem.Hence,firing
benefitsarecalledgoldenhandcuffs.

∙ Tomeetrequirementsofvariouslegislationsrelatingtofringebenefits.

Needforextendingfiringbenefits

Mostorganizationshaveextendingthefringetotheiremployees,yearafteryear,for
thefallowingreasons

1.Employeedemands:EmployeesdemandmorethevaluedtypesofFringebenefits
ratherthanpayhikebecauseofreductionintaxburdens.

2.TradeUnionsdemandsTradesunionscompetewitheachotherforgettingmore
fringebenefitstotheirmembers.

6)Explaintheimportanceofdevelopingcrossculturalsensitivityonorganization.

Globalizationhasresultedinincreaseddiversityintheworkplace.Culturalawareness
andsensitivityinhandlingmulticulturalworkforcehasbecomeoneofthemost
importantmanagingaspectsofbusiness.Understandingthevariedculturesofthe
workforceandassociateswillresultinthebettercommunication,unityandproductivity
intheworkplace.SimilarlytheoppositecouldresultinseriousHRissuesandconflicts.

Importanceofdevelopingcrossculturalsensitivityinorganization

I. Tounderstandcrossculturalaspectsmakestheemployeessensitivetothe
othercolleaguesworkinginteams,departmentsandoffices.

II. Importanceofculturalawarenessinbusinessmanyexpertsdefinecultural
differenceswithoutmakingvaluejudgementsaboutnoteveryemployee ,vendor
,orcustomerwillsharethesameculture.

III. Culturalsensitivityinbusinesstobusinessinteractions

IV. Consequencesofculturalignoranceandsensitivity:culturalinsensitivityand
ignorancecantaleatollonyourbusiness.Thedamagemaybeinternalwith
 otherbusinesses.

V. Culturalsensitivityinvolvesbeingrespectfulofothercultures.Understanding
andknowingaboutdifferentculturesandacceptingthedifferencesand
similaritieshelpspeopletocommunicatemoreeffectivelyandbuildmeaningful
relationships.

Section-C

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7)WhatisViolenceatworkpalace?Discussvarioustypesofviolence.

Workplaceviolenceoroccupationalviolencereferstoviolence,usuallyintheformofphysicalabuseor
treatthatcreatesarisktothehealthandsafetyofanemployeeormultipleemployees.

AccordingtodatafromtheBureauoflabourstatisticsin2011,violenceandotherinjuriescausedNY
personsoranimalscontributedto17%ofalloccupationalfacilities,withhomicidescontributingto10%
ofthetotal.From1992to2010thatwere13827reportedworkplacehomicidevictims,averagingover
700victimsperyear,intheunitedstatus.Examinationofthe2011datashowsthatwhileamajorityof
workplacefacilitiesoccurredtomales,workplaceviolencedisproportionatelyaffectsfemales.

Homicidescontributedto21%ofalloccupationalfacilitiesforwomen,comparedto9%formen.of
thesehomicides,relativesordomesticpartnerscontributedcasesweremostlikelytobeperpetratedby
robbers,contributingto36%ofmalehomicidecases.

Mostcasesifworkplaceviolenceturnouttobenonfatalincidents,from1993to1999,theirwasan
averageofabout1.7millionpeoplevictimizedeachyearinacaseofoccupationalviolence.About75%
ofthesecasesareconsiderablesimpleassault,while19%ofcasesareconsideredaggravatedassault.

Typesofviolence

Buss(1961)identifiedeighttypesofviolence

❖ Verbal–passive-indirect(failuretodenyfalserumorsabouttarget,failureto
provideinformationneededbytarget)

❖ Vebal-passive-direct(“silenttreatment“,failuretoreturncommunication,I.e,
phonecallse-mails)

❖ Verbal-active-indirect(spreadingfalserumors,belittlingideasorwork)

❖ Verbal-active–direct(insulting,actingcondescendingly,yelling)

❖ Physical-passive-indirect(theft,destructionofproperty,unnecessaryconsumption
ofresourcesneededbythetarget)

❖ Physical-active-direct(physicalattract,nonverbal,vulgargesturesdirectedatthe
 target)

8))ExplainvariousfunctionsandrolesofHRmanager,Howaretheyusefulinenhancingthe
efficiencyoftheorganization.

TheHRmanagerplaysvariousrolesatdifferentlevelsinthemodernorganization.

ThevariousroleofHRmanagerareasfallows.

A)Rolesplayingasaspecialist

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TheHRMDepartmenthaspersonnelrelationshipwithotherdepartmentinthe
organization.Itisresponsibleforadvisingmanagementfromthemanaging
directortothelowestlinesupervisorinallareasrelatingtopersonnelmanagement
andindustrialrelations.

B)Roleplayingacontroller

TheHRManagerperformsasacontroller.Hecangivetheadviceonpolicies,help
managersinimplementingtheirprogramsandprovideservicesexercisemonitoring
andcontrolfunctionsparingly.

C)Roleplayingasanagent

TheHRmanagershouldworkasaconsultantofanorganizationaldevelopmentby
providingnecessaryinformationandinfrastructuretothelinemanagers.

D)Roleplayingasancounselor

Asacounselor,theHRmanagertakecareonemployeesfacingvariousproblems
likematerial,physicalandcareerandalsoapproachthepersonnelmanager.

Functions

∙ Helpingtheorganizationtoreachthegoals

∙ Employingtheabilitiesandskillsoftheworkforceefficiently

∙ Providingtheorganizationwithwelltrainedandwellmotivatedemployees ∙

Increasingthefullestemployeesjobsatisfactionandselfactualization

∙ Developingandmaintainingaqualityofworklifethatmalesemploymentin
theorganizationdesirable
 ∙ Helpingtomaintainethicalpoliciesandsocialresponsibilitiesbehavior

∙ Managingchangetothemutualadvantageofindividualsgroups,the
enterpriseandthepublic

9)Outlinethesafetymeasuresandprogramsinitiatedbyorganizationstoempowersafetyandsecurity
foremployees.

Needforemployeesafety

Thedangeroflifeofhumanbeingisincreasingwithadvancementof
scientificdevelopmentindifferentfields.Theneedforsafetywasrealized
becauseeverymillionsofindustrialaccidentsoccurwhichresultineither
deathorintemporarydisablementorpermanentdisablementofemployees

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andinvolvelargeamountoflossesresultingfromdangertoproperty,
wastedmanhours.

Treatment

Industrialsafetymanagementprovidestreatmentforinjuriesandillnesses
attheworkplace.

MedicalExamination

Itcarriesoutmedicalexaminationofstaffjoiningtheorganizationor
returningtheorganizationorreturningtoworkafter

a)sicknessoraccident

b)Hazardsidentification

c)provisionofprotectivedevices

Consultancy

Itprovidesmedicaladvisedonotherconditionpotentiallyaffectinghealth.

Eg….workcanteenect

Education

Itprovidessafetyandhealthtraining

Objectivesofemployeesafety
 ∙ Topreventaccidentsintheplantbyreducingthehazardtominimum ∙

Toeliminateaccidentcausedworkstoppageandlostproduction

∙ Toachievelowerworkmen’scompensation,insuranceratesandreduceall
otherdirectandindirectcausesofaccidents

∙ Topreventlossoflifepermanentdisabilityandthelossofincomeofworker
byeliminatingcausesofaccidents

∙ Toevaluateemployee’smoralebypromotingsafeworkplaceandgood
workingcondition

∙ Toeducateallmembersoftheorganizationincontinuesstateofsafety
mindandtomakesupervisioncompetentandintenselysafetyminded

Employeesafetypolicy

Acrosstheindustryandcommercethereareamultiplicityofsafety
inspectionprocedures,eachdevelopedtoidentifyandhazardwithina
particularbusiness.Howevertheydofallintoanumberofboardcategories.
Followingarevariousproceduresforsafety:

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∙ Safetyaudit:Asafetyauditsubjectseachareaofacompany’sactivitytoa
systematiccriticalexaminationwiththeobjectofminimizingloss.

∙ Safetysurvey:Asafetysurveyisadetailedexaminationindepthofa
narrowerfieldofactivity.

Example:majorkeyareasrevealedbysafetyaudits,individualplansand
proceduresorspecificproblemscommontoaworksasawhole.These
surveysarefallowedbyformalreport,actionpalmandsubsequent
monitoring.

∙ Safetyinspection:Aroutinescheduledinspirationofaunitordepartment,
whichmaybecarriedoutbysomeonefromwithintheunit,possibly
accompaniedbythesafetyadvisor.

∙ Safetytours:AsafetyinspectionaroundapredeterminedroutePRareaof
theworkplacecarriedoutbyanyoneofrangeofpersonnelfromworks
directorstosafetyrepresentativestoensurethatforExample:standardsof
housekeepingareatanacceptablelevel,orthatobvioushazardsare
 removedortoensurethatgenerallysafetystandardsareobserved.

∙ Safetysampling:Aparticularapplicationofasafetyinspectionortour
designedtocheckononespecificpreselectedsafetyaspectsonly.Within
theworkplacePRanagreedpartofit.Thisfocusesattentiononthe
observationofpossiblehazards.

∙ Hazardandoperabilitystudy:Theapplicationofaformalcritical
examinationtotheprocessandengineeringintentionsofnowfacilitatesto
accessthehazardpotentialfrommaloperationormultiplicationandthe
consequentialonthefacilityasawhole

10))Whatdoyouunderstandbyemployeeremuneration?Bringoutthecomponentofemployee
remuneration.

Theterm“remuneration“meanscompensationorpay,butithasa
broadermeaningthanjustbasicpay.Itcanalsoincludenotjustbasesalary
orbonusesbutcommissionsorbenefitsunderthetermsofanemployment
contract.

ComponentsofRemuneration

Anaverageemployeeintheorganizedsectorisentitledtoseveralbenefits
bothfinancialaswellasnonfinancial.Tobespecific,typicalremuneration
ofanemployeecompromisewagesandsalary,incentives,fringebenefits,
perquisites,andnonmonetarybenefits.

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a.Wagesandsalary

Wagesrepresenthourlyratestopay,andsalaryreferstothe
monthlyrateofpay,irrespectiveofthenumberofhoursputinby
anemployee.Wagesandsalariesaresubjecttoannualemployee
anddependuponthenatureofjobseniorityandmerit.

b.Incentives

Alsocalledpaymentsbyresults,incentivesarepaidinadditionto
wagesandsalaries.Incentivesdependuponproductivity,sales ,profit
orcostreductionefforts.

Theyare,

1)Individualincentiveschemes
 2)Groupincentiveprograms

IndividualIncentivesareapplicabletospecificemployee
performance,whereagiventaskdemandsgroupeffortfor
completion,incentivearepaidtothegroupsasawhole.The
amountislaterdividedamonggroupmembersonanequitable basis.

c)Fringebenefits

Theseincludesuchemployeebenefitsasprovidentfund,gratuity,
medicalcare,hospitalization,accidentrelief,healthandgroup
insurance,canteen,uniform,recreation.

d)Perquisites

Theseareallowedtoexecutivesandincludecompanycar,club
membership,paidholidays,furnishedhouse,stockoptionschemes
andthelikeperquisitesareofferedtoretaincompetentexecutives.

e)Nonmonetarybenefits

Theseincludechallengingjobresponsibilities,recognitionofmerit,
growthprospects,competentsupervision,comfortableworking
conditions,jobsharingandflextime.

f)Dearnessallowance

Thisallowanceisgiventoprotectrealincomeofanemployee
againstpricerise.Dearnessallowanceispaidasapercentageof
basicpay.

∙ Houserentallowance

Companieswhodonotprovidelivingaccommodationto

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theiremployeespayHRAtoemployees.Thisallowanceis
calculatedasapercentageofsalary.

∙ Citycompensatoryallowance

Thisallowanceispaidbasicallytoemployeesinmetro’sand
otherbigcitieswherecostoflivingiscomparativelymore,
morecompensatoryallowanceisnormallyafixedamount
permonthlike30%ofbasicpayincaseofGovernment
employees.

∙ Transportallowance/Conveyanceallowance

Somecompaniespaytransportallowancethat
 accommodatestravelfromtheemployee’shousetothe
office.Afixedamountispaideverymonthtocoverapartof
travelling.

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