Human Resource Management

Human Resource Management

Section A

Important Topics

1. Define HRM

2. Scope HRM

3. Manpower planning

4. Maslow theory of motivation

5. obj of emp training

6. Managing conflicts

7. off the job training methods

8. Elements of promotion policy

9. Grievance handling

10. Features of discipline

11. Functions, objectives and qualities of HRM

12. Transfer, obj and types

13. Strategies of stress management

14. Effective performance appraisal

15. Rights of trade unions

16. Techniques to increase motivation

17. Role of hrm

18. Effective collective bargaining

19. Methods of performance appraisal

20. HR information system

21. determinates of morale

22. Distinguish between training and development

23. Types of transfer

1. Importance of Human Resource Management? 

Organisation Significance:

1. Good human resource practice can help in attracting and retaining the best people in the organisation.

2. Developing the necessary skills and right attitudes among the employees through training, development, performance appraisal, etc.

3. Securing willing cooperation of employees through motivation, participation, grievance handling, etc.

4. Effective utilisation of available human resources.

5. Ensuring that enterprise will have in future a team of competent and dedicated employees.

Social Significance:

Social significance of HRM lies in the need satisfaction of personnel in the organisation. Since these personnel are drawn from the society, their effectiveness contributes to the welfare of the society. Society, as a whole, is the major beneficiary of good human resource practice.

i. Employment opportunities multiply.

ii. Eliminating waste of human resources through conservation of physical and mental health.

iii. Scare talents are put to best use. Companies that pay and treat people well always race ahead of others and deliver excellent results.

Professional Significance:

Professional significance of HRM lies in developing people and providing healthy environment for effective utilisation of their capabilities.

This can be done by:

1. Developing people on continuous basis to meet challenge of their job.

2. Promoting team-work and team-spirit among employees.

3. Offering excellent growth opportunities to people who have the potential to rise.

4. Providing environment and incentives for developing and utilising creativity.

2. Sources of Recruitment:?

INTERNAL SOURCES.

1. Transfers.

Transfer means shifting from one position to another one without any promotion and changes in prestige.

2. Promotions.

Internal promotion is shifting of employees to a higher position within an organization with the increase of prestige.

P.S. Promotion doesn’t contribute to the increase of the employee number.

3. Present employees.

You can contact with potential candidates through present employees as they are most likely to know about vacant positions in an organization. They may recommend their relatives or close friends. These people, as a rule, may be relevant for a position.

EXTERNAL SOURCES.

1. Advertisement.

It is a rather wide-spread method of recruitment, however it is appropriate mostly for skilled workers. The advertisement attracts applicants in large number of highly variable quality.

2. Employment exchanges.

Employment exchanges in India are run by the Government. For unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In certain cases it has been made obligatory for the business concerns to notify their vacancies to the employment exchange.

3. Educational institutions.

Direct recruitment from colleges and universities for certain job positions which requires a specific qualification has become a wide-spread practice.

4. Recommendation of existing employees.

The present employees know both the company and the candidate being recommended. Hence some companies encourage their existing employees to assist them in getting applications from persons who are known to them.

5. Factory gates.

Certain workers present themselves at the factory gate every day for employment. This method of recruitment is very popular in India for unskilled or semi-skilled labour. The desirable candidates are selected by the first line supervisors. The major disadvantage of this system is that the person selected may not be suitable for the vacancy.

6. Casual callers.

Those personnel who casually come to the company for employment may also be considered for the vacant post. It is most economical method of recruitment. In the advanced countries, this method of recruitment is very popular.

7. Central application file (Data Banks)

A file of past applicants who were not selected earlier may be maintained. In order to keep the file alive, applications in the files must be checked at periodical intervals.

8. Labour unions.

In certain occupations like construction, hotels, maritime industry etc., (i.e., industries where there is instability of employment) all recruits usually come from unions. It is advantageous from the management point of view because it saves expenses of recruitment. However, in other industries, unions may be asked to recommend candidates either as a goodwill gesture or as a courtesy towards the union.

9. Labour contractors.

This method of recruitment is still prevalent in India for hiring unskilled and semi-skilled workers in brick industry. The contractors keep themselves in touch with the labour and bring the workers at the places where they are required. They get commission for the number of persons supplied by them.

10. Former employees.

In case employees have been laid off or have left the factory at their own, they may be taken back if they are interested in joining the concern (provided if their record is good).

3. Hrm Issues: 

Recruitment is conducted under time pressure and requires high performance.

Human capital (Knowing one’s job) and social capital (Knowing each other) become inextricably linked.

The formation of some stability in social relationship is not very much required.

Work place is variable.

Idleness is shown in terms of learning by watching what others do. Master-apprentice relationship and craft-based learning techniques become important.

Job status and project feedback is very short. Hence virtual organization requires a heavy investment to create systems and staffing structures.

4. Training needs importance? 

Training presents a prime opportunity to expand the knowledge base of all employees, but many employers find the development opportunities expensive. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment.

Training needs 

Time Management

Stress Management

Leadership & Self Improvement

Team Building

Managerial Effectiveness

Conflict Management

Change Management

Soft Skills & Personality Development

Effective Negotiation Skills

Body Language

Emotional Excellence

Work Life Balance

Motivation

Leadership & Team Bonding through Outdoor

Business Ethics & Professionalism

5. Steps involved in career development? 

Career planning involves five important stages. They are −

Assessing self and identifying areas of strength and aptitude.

Finding career opportunities that suit your strengths.

Setting goals in personal and professional life.

Planning the actions of how to attain goals.

Periodic evaluation of performance.

Let us now discuss the above-mentioned stages in detail.

Assessing Self

Assessing oneself is the act of reviewing one’s priorities, personal interests, strengths and weaknesses, along with appropriate skill sets. These reviews help the employee to get a realistic idea of his chances at career growth in the organization. Assessing will also give him a transparent picture of the skill sets required for specific job descriptions and promotions.

Finding Career Opportunities

After the self-assessment is done, the next step is to get a reality check on what skills the person has and how they can serve him. In this step, the candidate is supposed outline all the steps that he needs to follow to reach a specific career. This involves taking stock of technical knowledge and whether it is sufficient to guarantee a job opportunity.

Setting Goals in Personal and Professional Life

In this phase, the candidate checks a range of career opportunities available to him and determines which of his skillsets and knowledge levels will be needed in the job of his choice. In this step, the candidate does research and information-gathering from multiple sources like friends, colleagues, co-workers, etc. and tries to find the best way that works for him.

Goal Setting

The third step in the process of career planning is that of goal setting, where a person undergoes a period of self-assessment and investigates his career opportunities to decide his long-term prospects in an organization. It is important for the candidate to keep checking all his options for a viable future.

Action Planning

Action planning involves the steps required to achieve goals such as additional training or getting a specific set of managerial skills either for his current position or for the one that he is aspiring to get. This step usually involves a lot of communication with the senior employees working in different roles in the organization. As these seniors are the individuals who can share information with the rest of the people and inform them about the various dynamics in the working spheres.

Periodic Evaluation of Performance

The final step is evaluation of the progress made in inching towards the career goals. Evaluating one’s success helps people keep a track of their progress and identify strengths and weaknesses in a career plan.

6. Wage structure in Indian industries?

Basic Pay
The concept of basic Pay is contained in the report of the Fair Wages Committee. According to this Committee, the floor of the basic pay is the “minimum wage” which provides “not merely for the bare sustenance of life but for the preservation of the efficiency of the workers by providing some measure of education, medical requirements and amenities.” The basic Pay has been the most stable and fixed as compared to dearness allowance and annual bonus which usually change with movements in the cost of living indices and the performance of the industry.

Dearness Allowance 

Dearness allowance is a cost of living adjustment allowance paid to the government employees and pensioners. It is one of the components of salary, and is counted as a fixed percentage of the person's basic salary. It is adjusted according to the inflationary trends to lessen the impact of inflation on government employees.

House Rent Allowance 

House rent allowance (HRA) is paid by an employer to the employee to meet expenditure actually incurred on payment of rent in respect of residential accommodation occupied by the employee.

Overtime Payment
Working overtime in industry is possibly as old as the industrial revolution. The necessity of the managements’ seeking overtime working from employees becomes inevitable mainly to overcome inappropriate allocation of manpower and improper scheduling, absenteeism, unforeseen situations created due to genuine difficulties like breakdown of machines. In many companies, overtime is necessary to meet urgent delivery dates, sudden upswings in production schedules, or to give management a degree of flexibility in matching labour capacity to production demands. The payment of overtime allowance to the factory and workshop employees is guaranteed by law.

Annual Bonus
The bonus component of the industrial compensation system, though a quite old one, had assumed a statutory status only with the enactment of the Payment of Bonus Act, 1965. The Act is applicable to factories and other establishments employing 20 or more employees. 

Fringe Benefits

The remuneration that the employees receive for their contribution cannot be measured by the mere estimation of wages and salaries paid to them. Certain supplementary benefits and services known as “fringe benefits” are also available to them.

7. Motivation to employees? 

Monetary or Financial Incentives:

The reward or incentive which can be calculated in terms of money is known as monetary incentive. These incentives are offered to employees who have more physiological, social and security need active in them. The common monetary incentives are:

1. Pay and Allowances:

Regular increments in salary every year and grant of allowance act as good motivators. In some organisations pay hikes and allowances are directly linked with the performance of the employee. To get increment and allowance employees perform to their best ability.

2. Profit Sharing:

The organisations offer share in the profit to the employees as a common incentive for encouraging the employees for working efficiently. Under profit sharing schemes generally the companies fix a percentage of profit and if the profit exceeds that percentage then the surplus profit is distributed among the employees. It encourages the employees to work efficiently to increase the profit of the company so that they can get share in the profit.

3. Co-Partnership/Stock Option:

Sharing the profit does not give ownership right to the employees. Many companies offer share in management or participation in management along with share in profit to its employees as an incentive to get efficient working from the employees. The co-partnership is offered by issue of shares on exceeding a fixed target.

4. Bonus:

Bonus is a onetime extra reward offered to the employees for sharing high performance. Generally when the employees reach their target or exceed the target then they are paid extra amount called bonus. Bonus is also given in the form of free trips to foreign countries, paid vacations or gold etc. Some companies have the scheme of offering bonus during the festival time (Diwali, Christmas bonus, New Year, etc.)

5. Commission:

Commission is the common incentive offered to employees working under sales department. Generally the sales persons get the basic salary and along with this, commission on every sales order. The income of the sales persons is directly linked with the efforts put in by them. More orders mean more commission.

6. Suggestion System:

Under suggestion system the employees are given reward if the organisation gains with the suggestion offered by the employee. For example, if an employee suggests a cost saving technique of production and organisation is able to reduce the cost by that technique, then extra payment is given to employee for giving that suggestion.

The amount of reward or payment given to the employee under suggestion system depends on the gain or benefit which organisation gets with that suggestion. It is a very good incentive to keep the initiative level of employees high.

7. Productivity Linked with wage Incentives:

There are certain wages rate plans. Which offer higher wages for more productivity, for example under differential piece wages system efficient workers are paid higher wages as compared to inefficient workers? To get higher wages workers perform efficiently.

8. Retirement Benefits:

Some organisations offer retirement benefits such as pension, provident fund, gratuity etc. to motivate people. These incentives are suitable for employees who have security and safety need.

9. Perks/Fringe Benefits/Perquisites:

It refers to special benefits such as medical facility, free education for children, housing facility etc. These benefits are over and above salary. These extra benefits are related with the performance of the employees.

Non-Monetary/Non-Financial Incentives:

Money is not the only motivator, the employees who have more of esteem and self-actualisation need active in them get satisfied with the non-monetary incentives only.

1. Status:

Status refers to rank, authority, responsibility, recognition and prestige related to job. By offering higher status or rank in the organisation managers can motivate employees having esteemed and self-actualisation need active in them.

2. Organisational Climate:

It refers to relations between superior/subordinates. These are the characteristics which describe an organisation. These characteristics have direct influence over the behaviour of a member. A positive approach adopted by manager creates better organisational climate whereas negative approach may spoil the climate. Employees are always motivated in the healthy organisational climate.

3. Career Advancement:

Managers must provide promotional opportunities to employees. Whenever there are promotional opportunities employees improve their skill and efficiency with the hope that they will be promoted to high level. Promotion is a very big stimulator or motivator which induces people to perform to their best level.

4. Job Enrichment/Assignment of Challenging Job:

Employees get bored by performing routine job. They enjoy doing jobs which offer them variety and opportunity to show their skill. By offering challenging jobs, autonomy to perform job, interesting jobs, employees get satisfied and they are motivated. Interesting, enriched and challenging job itself is a very good motivator or stimulator.

5. Employees Recognition:

Recognition means giving special regard or respect which satisfies the ego of the subordinates. Ego-satisfaction is a very good motivator. Whenever the good efforts or the positive attitudes are shown by the subordinates then it must be recognised by the superior in public or in presence of other employees. Whenever if there is any negative attitude or mistake is done by subordinate then it should be discussed in private by calling the employee in cabin.

Examples of employee’s recognition are congratulating employee for good performance, displaying the achievement of employee, giving certificate of achievement, distributing moments, gifts etc.

6. Job Security:

Job security means life time bonding between employees and organisation. Job security means giving permanent or confirmation letter. Job security ensures safety and security need but it may have negative impact. Once the employees get job secured they lose interest in job. For example government employees do not perform efficiently as they have no fear of losing job. Job security must be given with some terms and conditions.

7. Employee’s participation:

It means involving employee in decision making especially when decisions are related to workers. Employees follow the decision more sincerely when these are taken in consultation with them for example if target production is fixed by consulting employee then he will try to achieve the target more sincerely.

8. Autonomy/Employee Empowerment:

It means giving more freedom to subordinates. This empowerment develops confidence in employees. They use positive skill to prove that they are performing to the best when freedom is given to them.

8. Effective collective bargaining? 

9. Functions of HR information system? 

Storing

Some of the applications which could be computerized and the nature and type of information that can be recorded and stored are described below.

Personnel Administration

It will contain information about each employee, such as name, address, date of birth, date of joining the organization, and information about next of kin and family. The facility should allow the user to maintain a number of address records such as permanent home address, local postal address, and the address of next of kin.

Salary Particulars

Salary review procedures are an important function of the human resources department. Details of present salary, last increase and the proposed increase will all be compiled and stored.

Leave / Absence Recording

An important requirement of HRIS is providing comprehensive and accurate method of controlling leave and absences. A complete leave history for each employee, days of absence and delay in reporting are all stored. Eligibility of leave, medical, maternity leave under credit, leave encashment, and eligibility are also stored.

Skill Inventory

HRIS is used to record acquired skills and monitor a skill database at both employee and organizational level. This will give the necessary information to identify employees with necessary skills for certain positions or job function.

Medical History

The HRIS may be used to record occupational health data needed for industrial safety purposes, accident monitoring, exposure to potentially hazardous materials, and so on. For example, hearing loss, nervous debility in certain work areas may be monitored and results recorded on HRIS. The records of periodical medical examinations may also be maintained.

Accident Monitoring

The system should record the details of the accidents for the injured employees. This could highlight accident prone areas or accident prone times within the organization.

Performance Appraisal

The system should record individual employee’s performance appraisal data such as the due date of the appraisal, scores for each performance criteria, potential for promotion, and other information to form a comprehensive overview of each employee.

Training and Development

The system should record the details of training imparted, training evaluation development opportunities given and availed. The type of training needed may be identified and stored.

HRP

The HRP plan, extensions, plan executed, to be executed strength and weaknesses of the plan, plan evaluation etc, may be recorded.

Recruitment

Recruitment pool, screening, preliminary selection etc, may be stored for HRIS.

Career Planning

Placement, training, selected candidates for career planning and supervisor’s view can be stored.

Collective Bargaining

Wage, salary administration, bonus, negotiations, trade Unions views, most welcome and least resistant measures may also be recorded.

10. Delegation Principles of delegation? 

Delegation means conferring, entrusting or allocating a particular assignment to a person based on realistic assessment of the latter’s abilities and motivation. It is not merely passing off any job, but to let someone take over the control of what a manager continues to be responsible for.

1. Principle of Functional Definition:

The related or similar activities should be grouped together according to enterprise function. When the definition of a position is clear then delegation of authority becomes simple. In the words of Koontz and O’Donnell “the more a position or a department has clear definitions or results expected, activities to be undertaken, organization authority delegated and authority and informational relationships with other positions understood, the more adequately the individuals responsible can contribute toward accomplishing enterprise objectives.”

2. Principle of Unity of Command:

The basic management principle is that of unity of command. This principle states that a subordinate should report only to single superior. This will give a sense of personal responsibility. Although it is possible for a subordinate to receive orders from more superiors and report to them but it creates more problems and difficulties. An obligation is essentially personal and authority delegation by more than one person to an individual is likely to result in conflicts in both authority and responsibility.

3. Principle of Delegation by Results Expected:

The delegation of authority should be based on the basis of results expected. The authority should be sufficient to achieve the desired results. If the authority is insufficient then results will not be achieved. So there should be a balance between the results expected and the authority required.

4. Principle of Absoluteness of Responsibility:

The responsibility of a subordinate, once he has accepted the work, is absolute to his superior. The responsibility of the superior does not decrease once he has delegated authority. A person can delegate authority and not responsibility. He will remain accountable for the work even if it is delegated to the subordinate. So the responsibility of superior and subordinate remains absolute.

5. Principle of Parity of Authority and Responsibility:

Since authority is the right to carry out assignments and responsibility is the obligation to accomplish it, there should be a balance between the both. The responsibility should bear logical relationship with authority delegated. The subordinate should not be burdened with high performance responsibility with delegating enough authority. Sometimes the authority is delegated but the concerned person is not made accountable for its proper use. This will be a case of poor management. The parity between authority and responsibility will be essential for achieving efficiency.

6. Authority Level Principle:

The principle that decision-making should remain at the level at which authority is delegated. The managers delegate authority to subordinates but have the temptation to make decisions for them. They should allow the subordinates to take their own decisions as per the authority delegated to them. The delegation of authority will be effective only when it is clear and understandable to subordinates.

7. The Scalar Principle:

The scalar principle refers to the chain of direct authority relationships from superior to subordinates throughout the organization. The ultimate authority must rest somewhere. Subordinates must know to whom they should refer the matter if it is beyond their authority. The clearer the line of authority from top manager to every subordinate the more effective will be responsible decision-making.

11. Factors of morale? 282

1. The Organization:

The first factor affecting the employee morale is the organization itself. The organization influences the worker’s attitudes to their jobs. The public reputation of an organization may build up for better or worse, their attitudes towards it.

2. The Nature of Work:

The nature of the work, the worker is expected to perform also affects his attitude towards the job as well as his morale. If the employee is expected to perform routine or specialized jobs, he will feel bored and alienated. Repetition of the same task again and again makes the working situation worse for the employees. Another factor is the large impersonal organizational structure.

3. The Level of Satisfaction:

The level of satisfaction, a worker derives from his job is another determinant of morale. If the job factors and the satisfaction they bring is perceived to be favourable by the employee morale will tend to be higher than if there factors seem to be unfavourable. The job factors include the factors such as opportunities for promotions, job security, steadiness of employment, opportunities to learn the job and to use his own ideas, pay working conditions, recognition, cooperativeness of co-workers, group relationship etc.

4. The Level of Supervision:

The level of supervision received by an employer has a tremendous influence on his morale. High rate of employee turnover indicates that the leadership is ineffective. On the other hand, if employees are given freedom to do the job, their morale will be high. Nobody likes to be supervised all the time.

5. Concept of Self:

What is the employee’s concept of himself? The answer to this question influences the attitudes of the employees to the organizational inurnment. How an employee perceives himself, is a very important question. The morale of persons who have lots of self-confidence or who enjoy good mental and physical health is generally high as compared to those who lack self-confidence or suffer from poor physical or mental health.

6. Worker’s Perception of Rewards System:

The worker’s perception of past rewards and future opportunities for rewards affect their morale to a substantial extent. If the workers regard the rewards as fair and satisfactory, their morale will tend to by higher than if the perception is in the opposite direction. Moreover, if the rewards and opportunities for the future tend to be bleak, morale will tend to be low as compared to the situation where the worker perceives opportunities for satisfaction and for attainment in the rewards that lie ahead in the future.

6. The Employee’s Age:

Studies have reported that age and morale are directly related. Other things being equal, elder employees seem to have higher morale. This is because of the reason that perhaps younger workers are more dissatisfied with higher expectations than their elders. The older employees have more stability which comes with maturity, a serious attitude towards job. more reliability, less absenteeism, proven steady work habits, a sense of responsibility and loyalty and less tendency to be distracted by outside interest as influences.

7. The Employee’s Educational Level:

Studies have concluded an inverse relationship in the educational level of the employee and his morale. Higher the educational level lower will be the job satisfaction and vice versa. The higher he thinks he should be the more dissatisfied he will be.

8. The Employee’s Occupational Level:

The occupational level of the employee also influences his level of morale. The higher up in organisational hierarchy an employee is higher will be his morale. The morale of the people who are lower in the levels of hierarchy is generally low because they compare their own attainments with those of others.

10. The Off the Job Activities of the Employee:

The relationship of an employer with his family and work group influences his behaviour and attitude while he is on the job. His off the job activities e.g. whether his family life is happy or not, whether he has excessive drinking habits etc. The influences and pressures of a formal and informal group have a significant effect on the morale of workers.

Indices of Low morale:

1. Changes in attitude

If you have unhappy employees on your team, it will show. Look for red flags — increased negativity, high or increased rates of absenteeism, or reduced cooperation or commitment. Checking in with workers on a regular basis will help you gauge employee morale and address budding problems.

2. An active grapevine

When communication is scarce, gossip, misinformation and conflict flourish. Even if you have bad news to share or don’t have all the answers, honesty is still the best policy. The more team members can rely on accurate information, the less grist they’ll have for the rumor mill. Good communication will help turn the negative into positive.

3. Lack of initiative

Unmotivated employees go through the motions rather than taking an active seat at the table. Foster an ownership environment in which people have the expectations that they should take the initiative, demonstrate leadership and solve problems in creative ways. Not only will that improve employee morale at your company, but it will help your workforce thrive in any kind of economy.

4. Scarce rewards

Step up efforts to offer employee recognition with praise, low-cost awards and spot bonuses for accomplishments. Make rewards personal, and give them as soon as possible after an achievement to raise workplace morale and lower employee turnover.

5. Poor performance

Low morale can quickly affect a team’s quality of work. Signs of trouble include missed deadlines, an increase in mistakes or a decline in service levels. Ask your team members if they feel burdened by the amount of work they have to do. Take full responsibility for providing the support they need and creating a positive work environment.

12. Outsourcing services? 282

Whatever your company’s human resources requirements, there’s an HR outsourcing firm out there to meet those needs. Some HR outsourcing firms are generalists, offering a wide variety of services, while others are specialists, focusing on specific areas such as payroll or recruiting. Depending on the size of your business and how much control you want to maintain over HR functions, you can either outsource all your HR tasks or contract for services a la carte.

The basic services offered by HR outsourcing firms may include:

Overseeing organizational structure and staffing requirements

Recruiting, training, and development

Tracking department objectives, goals, and strategies

Employee and manager training

Benefits administration

Employee orientation programs

13. imp of labour productivity? 

Labour productivity is important at least for four reasons.

First, it drives economic growth – a highly productive economy means that we are able to

produce more goods or services with the same amount of resource, or

Produce the same level of goods and services with less resources.

Second, labour productivity affects everyone.

For businesses, increased productivity brings higher profit and opportunity for more investment.

For workers, increased productivity can translate to higher wages and better working conditions. And in the longer term, increased productivity is key to job creation.

For the government, increased productivity results in higher tax revenues.

Third, the current state of labour productivity is important.

During the past two decades, labour productivity in Viet Nam grew by about 4.5 per cent per year on average, which was the highest rate among the ASEAN countries. As a result, Viet Nam narrowed down its relative gaps with more advanced ASEAN economies. But challenges remain.

Among ASEAN countries, Viet Nam’s labour productivity level is still near the bottom.

Assuming that recent productivity growth rates are maintained, Viet Nam will reach the Philippines only by 2038, Thailand by 2069 and take far more time to catch up with many other countries.

Fourth, ageing population and economic integration also need to be taken into consideration.

Viet Nam is ageing rapidly. In 2045, Viet Nam will face the same population ageing problems as Japan does today. Vigorously boosting productivity is the only way for Viet Nam to become prosperous before its population becomes ageing.

Deepening economic integration, including the establishment of ASEAN economic community, is bringing additional challenges as well as opportunities.

13. factors affecting recruitment policy of company? 

Recruitment is the generating of applications or applicants for specific positions to be filled up in the organisation. In other words, it is a process of searching for and obtaining applicants for jobs so that the right people in right number can be selected. Go through the following definitions of recruitment. These will help you understand the meaning of recruitment in a better manner.

Factors Affecting Recruitment Policy

Need of the organization.

Organizational objectives

Preferred sources of recruitment.

Government policies on reservations.

Personnel policies of the organization and its competitors.

Recruitment costs and financial implications.

14. Functional areas of a personnel management? 267

Manpower Planning

Recruitment

Selection

Training and Development

15. Why do organisations prefer inter recruitment resources? 267

Organizations prefer this source to external source to some extent for the following reasons:

(a) Internal recruitment can be used as a technique of motivation.

(b) Morale of the employees can be improved.

(c) Suitability of the internal candidates can be judged better than the external candidates as known devils are better than unknown angels

(d) Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced.

(e) Employees psychological needs can be met by providing an opportunity for advancement.

(f) Employees economic needs for promotion, higher income can be satisfied.

(g) Cost of selection can be minimized.

(h) Cost of training, induction, orientation, period of adaptability to the organization can be reduced.

(i) Trade unions can be satisfied.

(j) Social responsibility towards employees may be discharged.

(k) Stability of employment can be ensured.

16. What are the bases on which training programs are evaluated?

Level 1 - Content Evaluation through Trainees’ Reactions

Level 2 - Learning Evaluation through examination

Level 3 - Evaluation of Behavioural outcomes through training

Level 4 – Attainment of Training and Development Objectives

Level 5 - Evaluation of Return on investments (ROI) on training

           

17. Benefits of quality of work life? 

Significance of Good Work-life Quality:

1. Decrease absenteeism and increase turnover,

2. Less number of accidents,

3. Improved labour relations,

4. Employee personification,

5. Positive employee attitudes toward their work and the company,

6. Increased productivity and intrinsic motivation,

7. Enhanced organizational effectiveness and competitive advantage, and 

8. Employees gain a high sense of control over their work.

18. Techniques of reducing stress? 

Stress management programs are systematic efforts by organizations designed to help employees reduce harmful stress. These programs include extensive in-house as well as external training concentrating on techniques of busting stress like transcendental and other forms of meditation, deep breathing, and self-relaxation, physical exercises, developing positive attitudes, anger management, time management and lifestyle modification. Some organizations rely on help from their comprehensive Employee Assistance Programs (EAP) and counsellors in meeting various psychosocial problems of their employees like drug and alcohol abuse, sickness and disability, indebtedness and family breakdowns.

19. Purpose of worker’s participation in management? 

@It bridges the gap between the management and the workers by authorizing the workers to take part in managerial functions.

@Workers feel valued and therefore are more committed to their work.

@They feel they have the ability o influence organizational decisions and this makes them more responsible in performing their duties.

@Since they are involved in the process of decision-making, nay change in the organization can be implement without resistance from them.

@Participation also ensures that each party (workers and management) understands the problem and constraints of the other. This helps in reducing industrial conflict.

@Participation enables equal distribution of power in industry so that it tends to be shared among all those engaged in organizational work.

@Participation facilitates effective communication between the workers and the management.

@The increased use of technology in industry has necessitated the growing co-operation of workers because of the complex operations of production.

20. The role of trade union is inevitable in personnel management. Explain? 

Trade Union as an Organisation:

Most of the workers are members of any one of the trade unions.

There are many reasons of membership and some of which are given below:

(a) Security of employment and protection against calamity of accident, death and secure social security cover after retirement. (b) Meeting companionship and affiliation need and improve one’s influence with management.

(c) To get a common platform—to air one’s views, aims ideas and feelings and obtain recognition and status among fellow workers.

(d) Make use of the “principle of unity” for the purpose of securing good working conditions, high economic compensations, better career prospects and welfare needs.

(e) Restrict management actions which are against the interest of workers.

21. Hrm objectives? 

1. Effective Utilization of Resources

2. Organizational Structure

3. Development of Human Resources

4. Respect for Human Beings

5. Employee Satisfaction

7. Employee Discipline and Moral

8. Helping the organization reach its goals

22.  Difference between

Basis of Difference	Personnel Management	Human Resource Management
Meaning	It is traditional approach of managing people at workplace and is concern of personnel department.	It is modern approach of managing people at workplace and is concern of managers of all level (from top to bottom).
Nature	It is a routine function.	It is a strategic function.
Focus	Efficient management is given priority.	Human values and individual needs are given priority.
Function	Personnel administration, labour relation and employee welfare are major functions of personnel management.	Acquisition, development, utilization and maintenance of human resource are major functions of human resource management.
Objective	It manages people in accordance with organization’s goal.	It determines human resource needs and formulate policies by matching individual’s needs with organization’s needs.
Perspective	It regards people as basic input to make desired output.	It regards people as strategic and valuable resource to make desired output.
Job design	Jobs are designed on the basis of division of labour.	Jobs are designed on the basis of teamwork.
Interest	Organization’s interest is valued the most.	Interest of organization and interest of employee is harmonized.
Orientation	It is discipline, direction and control oriented.	It is development oriented. It provides space for employee involvement, performance and growth.
Communication	Communication is limited, or even restricted.	Communication is open.
Emphasis	It emphasizes on adherence of rules and regulations and their implementation.	It emphasizes on combination of human energies and competencies.
Benefits	Disciplined employees Increased production	Committed human resource Readiness to change Increased production Increased profit Quality of work life
Result	Organizational goal is achieved and employers are satisfied.	Organizational goal is achieved and both employers and employees are satisfied.

23. Important of outsourcing?

COST ADVANTAGES

INCREASED EFFICIENCY

FOCUS ON CORE AREAS

SAVE ON INFRASTRUCTURE AND TECHNOLOGY

ACCESS TO SKILLED RESOURCES

TIME ZONE ADVANTAGE

FASTER AND BETTER SERVICES

1. Swiftness and Expertise: Most of the times tasks are outsourced to vendors who specialize in their field. The outsourced vendors also have specific equipment and technical expertise, most of the times better than the ones at the outsourcing organization. Effectively the tasks can be completed faster and with better quality output

2. Concentrating on core process rather than the supporting ones: Outsourcing the supporting processes gives the organization more time to strengthen their core business process

3. Risk-sharing: one of the most crucial factors determining the outcome of a campaign is risk-analysis. Outsourcing certain components of your business process helps the organization to shift certain responsibilities to the outsourced vendor. Since the outsourced vendor is a specialist, they plan your risk-mitigating factors better

4. Reduced Operational and Recruitment costs: Outsourcing eludes the need to hire individuals in-house; hence recruitment and operational costs can be minimized to a great extent. This is one of the prime advantages of offshore outsourcing

24. How to introduce hr information system?

Human Resource Information System (HRIS) is a systematic way of storing data and information for each individual employee to aid planning, decision making, and for submitting of returns and reports to the external agencies.

i. Storing information and data for each individual employee for future reference.

ii. Providing a basis for planning, organizing, decision making, controlling and a host of other human resource functions.

iii. Meeting daily transactional requirements such as marking present, absent or granting leave.

iv. Supplying data and submitting returns to government and other statutory agencies.

`

25. Methods of on and off the job trainings?

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a specific job and taught the skills and knowledge necessary to perform it.

On-the-job training methods are as follows:

1. Job rotation:

This training method involves movement of trainee from one job to another gain knowledge and experience from different job assignments. This method helps the trainee under­stand the problems of other employees.

2. Coaching:

Under this method, the trainee is placed under a particular supervisor who functions as a coach in training and provides feedback to the trainee. Sometimes the trainee may not get an opportunity to express his ideas.

3. Job instructions:

Also known as step-by-step training in which the trainer explains the way of doing the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:

A group of trainees are asked to solve a given organizational problem by discussing the problem. This helps to improve team work.

5. Internship training:

Under this method, instructions through theoretical and practical aspects are provided to the trainees. Usually, students from the engineering and commerce colleges receive this type of training for a small stipend.

2. Off-the-job Methods:

On the job training methods have their own limitations, and in order to have the overall development of employee’s off-the-job training can also be imparted. The methods of training which are adopted for the development of employees away from the field of the job are known as off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:

Usually case study deals with any problem confronted by a business which can be solved by an employee. The trainee is given an opportunity to analyse the case and come out with all possible solutions. This method can enhance analytic and critical thinking of an employee.

2. Incident method:

Incidents are prepared on the basis of actual situations which happened in different organizations and each employee in the training group is asked to make decisions as if it is a real-life situation. Later on, the entire group discusses the incident and takes decisions related to the incident on the basis of individual and group decisions.

3. Role play:

In this case also a problem situation is simulated asking the employee to assume the role of a particular person in the situation. The participant interacts with other participants assuming different roles. The whole play will be recorded and trainee gets an opportunity to examine their own performance.

4. In-basket method:

The employees are given information about an imaginary company, its activi­ties and products, HR employed and all data related to the firm. The trainee (employee under training) has to make notes, delegate tasks and prepare schedules within a specified time. This can develop situational judgments and quick decision making skills of employees.

5. Business games:

According to this method the trainees are divided into groups and each group has to discuss about various activities and functions of an imaginary organization. They will discuss and decide about various subjects like production, promotion, pricing etc. This gives result in co-operative decision making process.

6. Grid training:

It is a continuous and phased programme lasting for six years. It includes phases of planning development, implementation and evaluation. The grid takes into consideration parameters like concern for people and concern for people.

7. Lectures:

This will be a suitable method when the numbers of trainees are quite large. Lectures can be very much helpful in explaining the concepts and principles very clearly, and face to face interaction is very much possible.

8. Simulation:

Under this method an imaginary situation is created and trainees are asked to act on it. For e.g., assuming the role of a marketing manager solving the marketing problems or creating a new strategy etc.

9. Management education:

At present universities and management institutes gives great emphasis on management education. For e.g., Mumbai University has started bachelors and postgraduate degree in Management. Many management Institutes provide not only degrees but also hands on experience having collaboration with business concerns.

10. Conferences:

A meeting of several people to discuss any subject is called conference. Each par­ticipant contributes by analysing and discussing various issues related to the topic. Everyone can express their own view point.

26. Features of transfer policy?

(1) It should be in writing and be made known to all the employees of the organisation.

(2) The policy should clearly state the types of transfers and the circumstances under which transfers will be made.

(3) The policy should also mention the basis for or grounds of transfers.

(4) The policy should indicate the authority in some officer who will be responsible for initiating and implementing transfers.

(5) The policy should specify the units or areas over which transfer would take place i.e., whether transfers can be made only within a sub-unit or also between departments, divisions and plants.

(6) The policy should also specify the rate of pay to be given to the transferee.

(7) The policy should ensure that fact of transfer would be intimated to the person concerned well in advance.

(8) It should be mentioned whether an employee will retain the seniority at his credit permanently' or for a temporary period or lose it altogether.

(9) It should be prescribed in the policy whether the training or retraining is required on the new job.

(10) The policy should ensure that transfers should not be made frequently and not for the sake of transfer only.

27. Essentials of effective compensation?

1. It is simple:

Simplicity is the fundamental principle of a sound sales compensation plan. Salesmen suspect any plan that they do not understand, totally and this weakens their confidence and lowers their morale. That is ‘ why, the plan of compensation must be simple to calculate and easy to understand.

2. It is adequate:

A sound plan generates enough compensation for the salesmen to maintain a decent standard of living in the line. Salesmen must be allowed to earn enough to meet their obligations to save for the future. The factors like cost of living, minimum standard of living, capacity, age, education, experience etc., are to be taken into account. A critical analysis of compensation plans a good way-out in fixing adequate compensation for the employees.

3. It is flexible:

The compensation plan so designed must be capable of being adapted to varying selling conditions that are subject to change. The plan should be adjustable to the differing nature of salesmen, territories, products, compensation present in any sales territory and the like. A supple plan is one that works well both in bad and good times.

4. It is fair and equitable:

To win the hearts of salesmen their beating cooperation and lasting loyalty, the compensation plan should be fair and equitable to one and all. Discrimination and partial treatment are the costly mistakes for which the sales management will have to pay heavily in intangible terms.

The sales-force is quite keen and sensitive to these things of ill-treatment, discrimination, inequality, partiality and so on. No equally qualified and experienced persons are paid differently.

5. It is economical:

The purpose of sound compensation plan is to increase the sales and the profits at least cost. Decreasing cost per unit, lower expense and higher profit margin on unit and total sales is the aim, in effect. The earnings of salesmen must be kept in kilt as such remuneration is one of the expenses. As per the experts view, such expense should not go beyond 5 to 15 per cent of the total sales value.

6. It is easy to administer:

Administrative ease implies reduction in the complications, time consumed in accounting department, paper work involved. To provide this much desired administrative ease, easy and realistic compensation plans are to be devised and implemented. Complicated plans demonstrate mathematical excellence but have problems of red-tape and error-proneness.

7. It is incentive oriented:

It must keep employees spurred. Monetary and non-monetary rewards for extra efforts put in are really nice stimuli that propel the salesmen to new heights of performance. Additional compensation, over and above normal earning, results in increased sales and profits. This goes to distinguish between the efficient and the inefficient salesmen and improves overall performance well above the normal efforts put in by the sales-force.

8. It is timely:

Any compensation plan, however adequate, attractive and fair and equitable, is bound to lose its weight, if the payment is not made within the expected time.

Section B:

1. STAGES OF SELECTIONS PROCESS?

Preliminary Interview 

This is a very general and basic interview conducted so as to eliminate the candidates who are completely unfit to work in the organisation. This leaves the organisation with a pool of potentially fit employees to fill their vacancies.

Receiving Applications 

Potential employees apply for a job by sending applications to the organisation. The application gives the interviewers information about the candidates like their bio-data, work experience, hobbies and interests.

Screening Applications 

Once the applications are received, they are screened by a special screening committee who choose candidates from the applications to call for an interview. Applicants may be selected on special criteria like qualifications, work experience etc.

Employment Tests  

Before an organisation decides a suitable job for any individual, they have to gauge their talents and skills. This is done through various employment tests like intelligence tests, aptitude tests, proficiency tests, personality tests etc.

Employment Interview

The next step in the selection process is the employee interview. Employment interviews are done to identify a candidate’s skill set and ability to work in an organisation in detail. Purpose of an employment interview is to find out the suitability of the candidate and to give him an idea about the work profile and what is expected of the potential employee.

Checking References  

The person who gives the reference of a potential employee is also a very important source of information. The referee can provide info about the person’s capabilities, experience in the previous companies and leadership and managerial skills. The information provided by the referee is meant to keep confidential with the HR department.

Medical Examination  

The medical exam is also a very important step in the selection process. Medical exams help the employers know if any of the potential candidates are physically and mentally fit to perform their duties in their jobs. Final Selection and Appointment Letter  

This is the final step in the selection process. After the candidate has successfully passed all written tests, interviews and medical examination, the employee is sent or emailed an appointment letter, confirming his selection to the job. The appointment letter contains all the details of the job like working hours, salary, leave allowance etc.

2. Methods of performance appraisal? 

Guide 112

3. Basis of promotion? Elements of good promotion policy?

Promotion may be on two bases:
• Merit based promotion: when the promotion takes place on the basis of an employee’s performance in the current job. It is done on the basis of his skills, knowledge and ability.
• Seniority based promotion: Here the employee who has given the long service in the organization gets promoted. There is no scope for favouritism.

1. Policy Statement:

There should be a policy statement from the management regarding promotion policy. It should clearly state that promotions will be from within the organisation. Will there be any preference if competent persons are available within the organisation? Policy statement will set at rest all types of speculations which may otherwise disturb the minds of employees.

2. Assessing Performance:

The basis to be followed for promotions should be indicated. How to assess the performance of employees while considering them for promotion? Performance appraisal may be one criterion, confidential reports may be another. The employees should know in advance the criterion to be followed for assessing their performance.

3. Promotion Routes:

The promotion routes to be followed for different posts should be clearly mentioned. Every post has a different route. For example, an accounts clerk may be promoted as an accountant or accounts officer and so on. Similarly there are routes for other posts. All employees in the organisation should be given full information of the routes of promotions.

4. Employee Training:

Every promotion from within the organisation should have a provision for training and orientation. This will improve the skill and knowledge of employees and make them suitable for taking up higher assignments.

5. Maintaining Service Records:

A promotion policy can be successfully pursued only if records of employees’ performance are properly maintained. It is very difficult to decide whether an employee is suitable for promotion or not if his service record is not properly maintained.

The record of employee’s current performance, his adaptability to new job situations, level of intelligence, aptitude to learn etc. should be known to the management from his records so that a fair judgement can be made at the time of considering him for promotion.

6. Communication:

The promotion policy should be communicated to the employees. It will avoid suspicion, confusion and wrong notions in the minds of employees. If they know the criterion to be followed for promotions, they can judge themselves against those yardsticks. The promotion policy for top positions can be precise whereas for lower positions it should be laid down in as much detail as possible and should also be clear to everybody.

4. Problems faced by trade unions and suggest the measures for strengthening trade union movement in India?

Lack of Balanced Growth: Trade unions are often associated with big industrial houses. A vast majority of the working population is without any union backing. The entire agricultural sector is highly unorganized in India. The agricultural workers are subject to all kinds of exploitation. The same is true with respect to those working in small scale and cottage industries. Lack of balanced growth of trade unions in all sectors is one of the major weakness of the trade union movement in India.

Low Membership: Trade unions , with the exception of few have low membership. This is because many employees are not willing to join unions although they are ready to enjoy the benefits arising out of the union actions. The reasons for the hesitation of employees to join unions include, among others, the need to take pat in strikes and such other programmes, fear of pay cut and fear of punishment.

Poor financial Position: Low membership is one of the reasons for the poor financial position of the unions. Moreover, the subscription payable by every member is kept low. Some members may not even make a prompt payment of the small amount of subscription. These are also not very many sources from which unions can get funds. They may probably depend on contributions from philanthropists. The poor financial position can only weaken the trade union movement.

Political Control: Most popular trade unions in India are affiliated to certain political parties. These political parties are only keen on making every grievance of the working class a political issue to attain political gains. As a result the problem only gets wide publicity and remains unsolved.

Multiplicity of Unions: Often there exists more than one union within the same industry each backed by a political party. These various unions have conflicting ideology. If one union comes out with a strike proposal another union may work against it. As a result, none of the unions is actually able to solve the problems of the workers.

Inter-Union Rivalry: The existence of many unions within a particular industry paves way for what is called inter-union rivalry. These unions do not work together for the cause of the workers. Each union may adopt a different approach to the problem. The inter-union rivalry may become a more serious problem of the workers. As a result, the employees are unable to derive the benefits of collective bargaining.

Lack of able Leaders: Another barrier to the growth of trade unions is the lack of able leaders. Some union leaders give a strike call even for petty problems that can easily be resolved through talks. On the other hand, there are leaders who have secret pact with the management. They get bribes from the government and work against the interests of the employees. Some leaders don’t convene a meeting of the general body at all even when a crisis develops. They take unilateral decisions that are thrust on the employees.

Lack of Recognition: Most management is not prepared to recognize trade unions. This happens because of any of the following reason.

The existence of low membership that reduces the bargaining power of the union.

The existence of more unions within the same industry.

Inter-union rivalry.

The indifferent attitude of the employees themselves towards trade unions.

Opposition from Employers: Apart from the fact that most employers are not prepared to recognize trade unions, they also do not let their employees from a union. This the employers are able to achieve by adopting certain punitive measures like intimidating employees victimizing union leaders, initiating disciplinary action against employees indulging in union activities and so on. Some employers also start rival unions with the support of certain employees. Sometimes, they may go to the extent of bribing union leaders to avert a strike or such similar show of protest by employees. The employers fail to understand that the union enables the employees to express their grievances in a democratic manner and can also be used as a means of promoting better labour management relationships.

Indifferent Attitude of the Members: Union leaders alone cannot be blamed for the weakness of the trade union movement. The indifferent attitude of the members of certain unions is also a barrier. Some members do not even make a prompt payment of the subscription amount. The treasurer of the union has to go behind them, remind and persuade them to pay the subscription that is often a very small amount. There are on the other hand, members who do not attend the general body meetings nor do they bother to know what is discussed in such meetings. There are still others who do not take part at all in any of the programmes of the union organized to press the demands of the employees like slogan shouting procession, demonstration, hunger strike etc. Members generally expect the office-bearers to do all that is necessary to achieve the demands.

Suggestions:

1. Maintaining Unity:

Past experiences indicate that multiplicity of unions; political rivalries, disunity among the ranks of workers, etc. have been in India. Unity in the movement is, therefore, a necessity because “Unity is the strength”.

Unity in trade unions can be stricken and maintained in different ways:

(i) All wooers should join hands to form a single union to represent all their demands.

(ii) All unions with different political affiliations should have one policy, one programme, one objective and one method for the labour movement.

2. Free from Political influence:

At present, trade union leadership is in the hands of politicians who have more concern for their political ideologies than for the interest of working class. This has weakened the labour movement. Therefore, one way to strengthen the trade union movement is the provision of leaders from the ranks of the workers themselves.

3. Workers Education:

So far trade unions have confined their attention to its members’ demands only. It is now high time for trade unions to assume the responsibility workers a sense of discipline and responsibility to perform their jobs satisfactorily. The workers need to be made understand fully first their duties and responsibilities and then their rights and privileges. Or say, the workers need to be taught “first deserve, then desire”.

4. Adequacy of Funds:

Particularly, small-sized firms suffer from their weak financial position. On account of poor financial resources, the workers movements/strikes did not prolong and ended in failure Therefore, the maintenance of strike funds by the union is a necessity. This strike fund would be used to help workers during strikes – as “strike pay”. This will not only strengthen the bargaining position of the unions, but they will also get the loyalty of the workers.

5. Welfare Activities for Workers:

Along with efforts to improve the financial status, the trade unions may effectively start activities such as the provision of day schools for children, crèches at work place, and night schools for adults, reading rooms, libraries, co-operative stores, gymnasium, etc.

7. Impact of stress on performance and satisfaction?

Poor Time Management The positive side of stress is that it can jump-start your adrenalin and motivate you to perform your tasks more quickly in response to impending deadlines. An overwhelming workload, lack of peer support and too many demands at once, however, contribute to a sense of frustration and panic that there isn't enough time to complete the work. According to the authors of "Performance Under Pressure: Managing Stress in the Workplace," if these conditions routinely result in overtime or having to take work home, the stress of being unable to manage time efficiently can fuel employees' resentment toward the company as well as negatively influence their commitment and loyalty.

Strained Interactions and Relationships

Stress is a major contributor to job burn-out and strained interactions with peers and supervisors, says Bob Losvyk, author of "Get a Grip!: Overcoming Stress and Thriving in the Workplace." The combined feelings of helplessness and hopelessness generate heightened sensitivities to any and all forms of criticism, defensiveness, and depression, paranoia about job security, jealousy and resentment toward co-workers who seem to have everything under control, short-fuse tempers, diminished self-esteem and withdrawal.

Lack of Focus

Stress affects your ability to remember things you already know, to process new information you are learning and to apply both to analytical situations and physical tasks that require concentration. When you are mentally exhausted from all of the worries, anxieties and tension brought on by a stressful environment or lifestyle, you are more easily distracted and prone to make costly, harmful or even fatal mistakes on the job.

Effect on Health

In addition to headaches, sleep disorders, vision problems, weight loss/gain and blood pressure, stress affects cardiovascular, gastrointestinal and musculoskeletal systems, says Richard Weinstein, author of "The Stress Effect." If you're not feeling well, you're not going to do your best work. Further, the amount of sick leave taken to rest and recuperate from stress-related illnesses often means that the work only accumulates during your absence and, thus, generates even more stress about how to catch up once you return.

8. Four stages of career development discussed in the new model?

Stage 1 – Self Assessment

The first step in your career planning should be a self-assessment. Below you will find a short summary of questions that should help you to find the perfect career for you. Take some time to write down the answers on a piece of paper before you move on to the next stage.
Answers to the following questions will help you identify careers, and later contribute to your overall job satisfaction.

a. Interests: What are your likes and dislikes?

b. Preferred Skills: What skills have you developed in your life and which ones would you like to use in a job?

c. Work values: What will contribute to your personal job satisfaction?

d. Physical aspects: Do you have any physical aspects to consider when contemplating careers?

e. Preferred Working Conditions: What type of work environment would you prefer?

f. Personal profile: Make a summary of what is important to you in order to evaluate different occupations.

Stage 2 – Explore your options

Now that you have analysed your interest, skills and values, you can move on and start doing your research.  This includes finding out about possible jobs in your field of interest and researching descriptions of possible positions that would be suitable for you.

a. Explore occupations: Use information in the library and online to get background information.

b. Research Market: Conduct interviews with people in occupations similar to your personal profile to get a sense of what a job is really like. You can get a sense of whether you will “fit” with the job.

Stage 3 – Decision Making

After researching the market it is time to have another look at the personal profile you assembled in stage 1. Find out which career areas you are most interested in and start choosing your goals. 

a. Evaluate: Decide which career areas match your personal profile.

b. Choose goals: Set your career goals and identify the steps required to achieve these goals.

Stage 4 – Take action

Now it is time to start taking action. Below you find 6 steps for finding your career job. 

Identify possible occupations.

Access your “network.”

Develop effective resumes and cover letters.

Practice effective job interview skills.

Contact potential employers.

Follow up on all job leads. 

Identify your skills

Employers also look for a number of skills other than your academic qualifications. There are 4 types of skills that are important when you apply for a job: interpersonal skills, personal qualities & skills, specialised skills and core skills.

The following will help you in identifying the skills that you currently have and those you need to acquire and develop.

a. Interpersonal skills:

Being good with people

Ability for team work

b. Personal qualities & skills:

Confidence

Initiative

Leadership skills

Adaptability to change

Sensitivity to the culture of customers and colleagues

c. Specialized skills:

Creativity

Critical thinking ability

Logic

Technical and scientific competence

d. Core skills:

Communication skills

Planning ability

Problem-solving ability

Effective time management

Computer/ IT skills

9. Functions of HRM? 258

Guide 98

10. Types of psychological test?

(a) Individual and group tasks
(b) Instrumental or paper and pencil tests
(c)Achievement or intelligence tests
(d) Aptitude or professional ability
(i) Mental tests –
(ii) Mechanical aptitude tests –
(iii) Psychomotor or skill tests –
(e) Personality tests
(i) Objective test 
(ii) Projective test –

(iii) Situation tests – 
(f) Interest tests 
(g) Speed and power tests 
(h) Essay and objective tests 
(i) Language and non – language tests 
(j) Computer aided tests

11. Types of transfer:

12. features of hr policy?

1. Related to Objectives: Policies must be capable of relating objectives functions, physical factors and company personnel.

2. Easy to Understand: Policies should be stated in define, positive, clear and understandable language.

3. Precise: Policies should be sufficiently comprehensive and prescribe limits and yardsticks for future action.

4. Stable as well as Flexible: Personnel policies should be stable enough assure people that there will not be drastic overnight changes. They should be flexible enough to keep the organization in tune with the times.

5. Based on Facts: Personnel policies should be built on the basis of facts and sound judgment and not in personal feelings or opportunistic decision.

6. Appropriate Number: There should be as many personnel policies as necessary to cover conditions that can be anticipated, but not so many policies as to become confusing or meaningless.

7. Just, Fair and Equitable: Personnel policies should be just, fair and equitable to internal as well as external groups. For example, a policy of recruitment from within may limit opportunities to bright candidates from outside: and a policy of recruitment from outside only would limit promotional avenue to promising internal candidates. To ensure justice, it is necessary to pursue both the policies scrupulously and apply them carefully.

8. Reasonable: Personnel policies must be reasonable and capable of being accomplished. To gain acceptance and commitment from employees, the policy should be conditioned by the suggestions and reactions of those who are affected by the policy.

9. Review: Periodic review of personnel policies is essential to keep in tune with changing times, and to avoid organizational complacency or managerial stagnation.

13. Determinants of reward and types of reward?

(a) Performance. Performance is the output. To reward people in the organization, therefore, requires some agreed-upon criterion for defining performance. A difficult issue with performance is differentiating between quantity and quality. For example, an individual may generate a high output but his performance standards might be quite low. Hence, where controls are not instituted to protect against such abuses, we often find quantity replacing quality.

(b) Efforts. The rewarding of effort represents the classical example of rewarding means rather than the ends. In organizations, where performance is generally of a low caliber, rewarding of effort may be the only criterion to differentiate rewards on the assumption that those who try should be encouraged. In many cases, effort can count more than actual performance. The employee, who can show his effort, without really putting one, will stand to be rewarded more than his sincere counterparts.

(c) Seniority. Seniority dominates most government organizations in the world, and while they do not play an important role in business organization” there are evidences that length of time on the job is a major factor in determining the allocation of rewards. The greatest virtue of seniority is that, relative to other criteria, it is easy to decide an employee's seniority. So seniority represents an easily quantifiable criterion which can be substituted for performance.

(d) Skills held. Another practice that is not uncommon in organizations is to allocate rewards on the basis of skills of the employee. Regardless of whether the skills are used, those individuals who possess the highest skills or talents will be rewarded commensurately. Where such practices are used, it is not unusual to see individuals become 'credential crazy'. The requirement that an individual needs a university degree in order to attain a certain level within the organization is utilizing skills as a determinant of rewards. When individuals enter an organization, their skill level is usually a major determinant of the compensation that they will receive. In a competitive market, skills become a major element in the reward package.

(e) Job difficulty. The complexity of the job can be a criterion by which rewards can be distributed. For example, those jobs that are highly repetitive and can be learnt more quickly, may be viewed as less deserving in reward than those that are more complex and sophisticated. Jobs that are difficult to perform, or are undesirable due to stress or due to unpleasant working conditions, may have to carry with them rewards that are higher in order to attract workers to these activities.

(f) Discretionary time. The greater is the discretion called for on a job, the greater is the impact of mistakes and a need for good judgment. In a job that has been completely programmed, that is, here each step has been procedurised and there is no room for decision making by the incumbent, there is a little discretionary time.

Types:

1. Classification on the basis of feelings:

i. Intrinsic reward:

The reward linked with the internal satisfaction of an employee for their best performance perceived from their side is known as intrinsic reward. This reward is experienced by an employee himself/herself perceived from the result of their job performance. 

ii. Extrinsic reward:

Reward received by an employee from an external source is known as extrinsic reward. Salary, wages, bonus, facilities, recognition, praise, medal, certificate of appreciation, promotion etc. provided by an organization for job performances are the examples of extrinsic reward. 

2. On the basis of Economic value:

i. Financial reward:

If the employees are financially rewarded for their performance, it is known as financial reward. Financial reward is related to the enhancement of employee's financial wellbeing.

ii. Non-Financial reward:

Rewards which are not related to financial matter is known as non-financial reward. Financial reward doesn't always motivate the employees.

3. On the basis of evaluation:

i. Performance based reward:

Reward which is based on the job performance is known as performance based reward. Under this provision, high producing employees will be rewarded highly and low producing employees will be rewarded at low level. 

Piece rate system:

Additional wages:

Commission:

Bonus:

ii. Membership based reward:

This type of reward is indifferent to the level of performance and position of employee. In fact, this types of reward is paid for being a member of organization. This reward is based on the policy, rules and procedure of the organization.

14. Financial and non-financial incentives:

15. Techniques to increase motivation?

Create a Positive Work Environment

Motivate employees by offering an upbeat, positive work environment. Encourage teamwork and idea-sharing, and make sure staffers have the tools and knowledge to perform well. Be available when employees need you to be a sounding board or a dispute mediator. Eliminate conflict as it arises, and give employees freedom to work independently when appropriate.

Set Goals that are Reasonable and Achievable

Help employees become self-motivated by helping establish professional goals and objectives. Not only does this give employees something to strive for, but your business benefits when goals are tied to corporate contributions. Make sure goals are reasonable and achievable so employees don’t get discouraged. Offer encouragement when workers hit notable milestones.

Increase Motivation by Providing Incentives

Increase motivation by providing incentives to work toward. You can create individual incentives for each employee or team incentives to motivate employees as a group. Financial incentives can include cash prizes, gift cards or restaurant gift certificates. Nonfinancial incentives can include extra vacation days, compressed work weeks or choice office space or parking spots.

Recognize Achievements and Accomplishments

Celebrate employee achievements through employee-of-the-month or star performer awards. Make a big deal out of accomplishments by celebrating at staff meetings. Print certificates or engrave plaques, issue a press release or post a notice on your company website. Recognize team accomplishments as well as individual efforts.

Share Profits to Improve Performance

Motivate employees with the incentive of a profit-sharing program. In this way, employees increase earnings while helping the business income rise. This approach simultaneously promotes collective goal-setting and teamwork. It also gives employees a sense of pride in ownership and can improve performance and reduce turnover as well as raise morale.

Solicit Employee Input

Regularly survey employee satisfaction. You can conduct anonymous polls or hire an independent party to conduct a formal focus group. This will help you catch potential morale breakers before they get out of hand. Soliciting employee input also shows staffers that you care about the opinions of workers and want to continually improve working conditions.

Provide Professional Enrichment

Encourage employees to pursue additional education or participate in industry organizations. Provide tuition reimbursement or send employees to skills workshops and seminars. If an employee is motivated to an upward career path, offer mentoring and job shadowing opportunities. Promote from within whenever possible and create opportunities to help employees develop from a professional standpoint.

16. Kinds of aptitude test?

Logical Reasoning

Nonverbal Reasoning

Verbal Reasoning

Spatial Reasoning

Numerical Reasoning

17. How to improve the effectiveness of training?

Knowledge Transfer

One of the best methods to measure the effectiveness of the training program is to know if trainees are capable to transfer their knowledge to others. The tendency to teach others is considered as the highest level of mastery of a subject. When learners transfer their learned knowledge, it put them in a position to apply their learned concepts in real life practices.

Assessment Before and After Training

This can also be called skill assessment. One way to go about it is to utilize visual confirmations to ascertain the set of skills of employees along with their performance, before and after the training program.

Ranking Employees

Ranking employees or trainees after every training and on the basis of their mastery level of a given subject is highly important to measure training effectiveness.

18. Sources of Grievances. Explain Grievance redressal machinery.

Management Policies

Any change in the organizational policies can result in grievances. For example, the implementation of revised company policies or new working practices. The policies and procedures adopted by management give rise to the grievance.

Working Conditions

Working conditions are relative to the work environment of the organization. It may be undesirable or unsatisfactory conditions of work. For example, light, space, heat, or poor physical conditions of the workplace, defective tools and equipment, poor quality of material, unfair rules, and lack of recognition.

Personal Factors

Personal factors are related to the personality traits of individuals. Employees are unable to adjust with their colleagues, suffer from feelings of neglect and victimization and become an object of ridicule and humiliation or other inter- employee disputes.

19. Obj and procedures of Job evaluation

Objectives of job evaluation: The objectives of job evaluation are to....

1. Provide a standard procedure for determining the relative worth of each job in a plant.

2. Determine equitable wage differentials between different jobs in the organisation.

3. Eliminate wage inequalities.

4. Ensure that like wages are paid to all qualified employees for like work.

5. Form a basis for fixing incentives and different bonus plans.

6. Serve as a useful reference for setting individual grievances regarding wage rates.

7. Provide information for work organisation, employees’ selection, placement, training and numerous other similar problems.

8. Provide a benchmark for making career planning for the employees in the organisation.

Procedure of job evaluation:

Though the common objective of job evaluation is to establish the relative worth of jobs in a job hierarchy, there is no common procedure of job evaluation followed by all organisations. As such, the procedure of job evaluation varies from organisation to organisation. For example, a job e valuation procedure may consist of the eight stages as delineated in Figure 14.1.

1. Preliminary Stage:

This is the stage setting for job evaluation programme. In this stage, the required information’s obtained about present arrangements, decisions are made on the need for a new programme or revision of an existing one and a clear cut choice is made of the type of programme is to be used by the organisation.

2. Planning Stage:

In this stage, the evaluation programme is drawn up and the job holders to be affected are informed. Due arrangements are made for setting up joint working parties and the sample of jobs to be evaluated is selected.

3. Analysis Stage:

This is the stage when required information about the sample of jobs is collected. This information serves as a basis for the internal and external evaluation of jobs.

4. Internal Evaluation Stage:

Next to analysis stage is internal evaluation stage. In the internal evaluation stage, the sample of bench-mark jobs are ranked by means of the chosen evaluation scheme as drawn up at the planning stage. Jobs are then graded on the basis of data pending the collection of market rate data. Relative worth of jobs is ascertained by comparing grades between the jobs.

5. External Evaluation Stage:

In this stage, information is collected on market rates at that time.

6. Design Stage:

Having ascertained grades for jobs, salary structure is designed in this stage.

7. Grading Stage:

This is the stage in which different jobs are slotted into the salary structure as designed in the preceding stage 6.

8. Developing and Maintaining Stage:

This is the final stage in a job evaluation programme. In this stage, procedures for maintaining the salary structure are developed with a view to accommodate inflationary pressures in the salary levels, grading new jobs into the structure and regarding the existing jobs in the light of changes in their responsibilities and market rates.