HUMAN RESOURCE MANAGEMENT

SUBJECT CODE :B102

SECTION A
PART ONE
1. c. Ethnocentrism
2. a. Job Analysis
3. c. Minimum Wages Act, 1948
4. b. Placement
5. b. Development
6. a. Planned Change
7. d. Performance Management System
8. c. Rating Scale
9. a. Human resources
10 .b. Management game
PART TWO
1.Career planning is the process by which one selects career goals and the way to
reach those goals. In HRM major focus is on assisting the employees achieve a better
personal goal and the opportunities that are realistically available in the organization.
Objectives of Career planning in Industry
Attract and retain talent by offering careers, not jobs
Using Human resources effectively and achieve greater productivity
Reduce employee turn over
Improve employee morale and motivation
So we can understand that employee is important for every organization, and
their career planning is must. Since every employee has desire to grow ,
he feels highly motivated when the organization shows him a clear path as to how he
can meet this personal ambition while trying to realize corporate goals.
When reorganization doesnt come in time for meritorious performance and a
certain amount of confusion prevails in minds of employees whether they are part of
organization, with a chance to grow or not, they look outside resulting in job
attrition. So, the absence of a career plan is going to make a big difference to both
the employees and the organization.

When employees do not get the right breaks at a right time, their morale will be
low and they are always on their toes trying to find escape routes. This scenario of
high turnover is not in benefit of any organization.

2.Features of HRM

Pervasive force: HRM in pervasive in nature. It is present in all enterprises. It

permeates all levels of management in organizations
Action oriented: HRM focuses attention on action, rather than on record keeping
written procedures or rules. The problems of employees at work solved through
rational policies.
Individually oriented:
It tries to help employees develop their potential fully. It encourages them to give
their best to the organizations. It motivates employees through a systematic process
of recruitment, selection, training and development coupled with fair wage policies.
People oriented: HRM is all about people at work both as individuals and groups. It
tries to put people on assigned jobs in order to produce good results. The resultant
gains are used to reward people and motivate them toward further improvements in
productivity.
Future oriented: Effective HRM helps an organization meet its goals in the future by
providing for competent and well motivated employees

3.Performance Appraisal

It is a method of evaluating the behavior of employees in the workspot, normally

including both the quantitative and qualitative aspects of job performance. It is a
systematic and objective way of evaluating both work-related behavior and potential
of employees. It is process that involves determining and communicating to an
employee how he or she is performing the job and ideally ,establishing a plan of
improvement.
It can be done either to evaluate them or for developing them.
The evaluation is of two types telling the employee where he stands and using the dat
afor personnel decisions such as pay, promotions etc. The developmental objectives
focus on finding individual and organizational strengths and weaknesses developing
healthy superior-subordinate relations, and offering appropriate counseling to the
employees with a view to develop his potential in future.

4. On- the- job and Off- the- job training.

Trainings in an organization can be divided to two broad types. They are onthe-job trainings and off-the-job trainings.
These on-the-job trainings are given to the employees while they are
conducting their regular works at the same places. In this way, they do not lose time
while they are training or learning. After a plan is developed for what should be
taught, employees should b informed about the details. A time table should be
establish with periodic evaluations to inform employees about their progress.
On-the-job training techniques include orientations, job instruction training,
apprenticeships, internships, assistantships, job rotation and coaching. Employee
training at the place of work while he or she is doing the actual job. Usually a
professional trainer (or sometimes an experienced employee) serves as the course
instructor using hands-on training often supported by formal classroom training.

Training methods are usually classified by the location of instruction. On-thejob training: With on the job training, employees receive training whilst remaining in
the workplace.
The main methods of one-the-job training include:
* Demonstration / instruction - showing the trainee how to do the job

* Coaching - a more intensive method of training that involves a close working

relationship between an experienced employee and the trainee
* Job rotation - where the trainee is given several jobs in succession, to gain
experience of a wide range of activities (e.g. a graduate management trainee might
spend periods in several different departments)
* Projects - employees join a project team - which gives them exposure to other parts
of the business and allow them to take part in new activities. Most successful project
teams are "multi-disciplinary"
OFF-THE-JOB training
This occurs when employees are taken away from their place of work to be
trained. Common methods of off include: Under this method of training, the trainee
is separated from the job situation and his attention is focused upon leaning the
material related to his future job performance.
Off-the-job techniques include lectures, special study, audio visual
conferences or discussions, case studies, role playing, simulation, programmed
instructions, and laboratory trainings. Most of these techniques are too costly. This is
any form of training which takes place away from the immediate workplace. Off
training includes more general skills and knowledge useful for work, as well as jobspecific training.
Training may be provided by specialist trainers working for National Grid or
by an outside company hired to help with training. Off training is particularly
effective for non-technical skills, as employees can use these across different areas of
the company.
Off Job training methods are as follows:
a) Vestibule training: In this method, actual work conditions are stimulated in a class
room. Material, files, and equipments that are used in actual job performance are also
used in the training.
b) Role playing: It is defined as a method of human interaction that involves realistic
behavior in imaginary situation. This of training involves action, doing and practice.

Section B: Caselets (40 marks)

Caselet 1
1. Questions:
1. What is wrong with the recruitment policy of the company?
The following factors should be taken into consideration in formulating recruitment policy. They
are:Government policies
Personnel policies of other competing organizations
Organization's personnel policies
Recruitment sources
Recruitment needs
Recruitment cost
Selection criteria and preference
Company all in all had a sound recruitment policy. Adequate screening was done
initially. Thats why 130 people were called for interview out of 150 applicants. Then
testing & interviewing process filtered out the skilled and non-skilled applicants. Mr.
Sashidhar was then recruited after the rigorous and transparent selection procedure.
But the following were the issues with companys recruitment policy:
As per the case, we found that the companies' policies were mainly biased
towards hiring of employees from internationally reputed institutes and industries by
offering them high salaries and perks, etc. The company recruited Mr Sashidhar, on an
incremental salary at his request. They should have done it at their own discretion rather than going
by what employee wants.
They should have provided an orientation period before recruiting the
employee so that compatibility issues dont arise. Personality test could have been
conducted to know the ability of the employee to adjust with existing work culture.
Employees expectations from the organization should have been taken into consideration. In
todays rapidly changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource requirements in time.
2. Why did Mr. Sashidhars resignation surprise the General Manager?
General Manager was surprised because: Sashidhar never came up with any
issue. General Manager must have been thinking that if Sashidhar was facing any
problem, he should have come and complaint first.
Company policy states that employee serve a notice period before resigning. But,
Sashidhar directly came up with resignation foregoing his one month salary which
surprised General Manager. The diligent performance, firm commitment and dedication
of Sashidhar must have indicated General Manager that any such inconvenience

wouldnt be faced by him. Thus upon seeing the resignation, he got the reason that he
has been ill treated too and was surprised as he did not expect that Sashidhar would have
been facing similar similar problems in the company. Also, he was a calm and contented
kind of a person which assured the management that in any case he would be able to
survive in the company under any circumstances. They thought him potential enough
to bear such organizational responsibilities.

Caselet 2
1. Discuss that technological breakthrough has brought a radical changes in
HRM

The economic landscape underwent radical changes throughout the 1990s with
increasing globalization, technological information systems (MIS) can further help
decision makers to make and implement strategic decisions.
However, and can only complement, not substitute, the people who drive it.
Often, organizations mistake IT as a message and not the messenger and divert time,
effort, and money away from long-term investment in people to developing and
deploying information technologies (Thite, 2004). In fact, the critical success factors
in information systems project implementation are nontechnical and are due more to
social and managerial issues In traditional organizations with silo mentalities, turf
wars between departments and functions acting as independent entities are common.
Therefore, top management needs to be mindful of organizational politics in
managing change. Through most of its evolution, HRM has had an administrative
and caretaker focus in its delivery. With technology significantly decreasing the time
required for administrative tasks, many HR professionals may find it difficult to
redefine their jobs and may thus resist the change to an HRIS. This calls for
redefining and transforming the role of HRM through value-added strategic
initiatives and interventions. This also involves learning new skills for HR
professionals and rethinking the way the HR department is organized and delivers its
services. With the improved job skills of HR professionals, technology will be seen
as HRs partner in progress. While having an advanced, full-fledged system will
not automatically make HR a strategic business partner, it acts as a building block
and an effective aid in the process.

Todays competitive environment requires organizations to integrate the

activities of each functional department while keeping the customer in mind. An
effective HRIS helps by providing the technology to generate accurate and timely
employee information to fulfill this objective. There are several advantages to firms
in using HRIS (Beckers & Bsat, 2002).
They include the following:
Providing a comprehensive information picture as a single, comprehensive
database; this enables organizations to provide structural connectivity across
units and activities and increase the speed of information transactions
(Lengnick Lengnick-Hall, 2006)
Increasing competitiveness by improving HR operations and improving
management processes.
Collecting appropriate data and converting them to information and
knowledge for improved timeliness and quality of decision making.
Producing a greater number and variety of accurate and real-time HR-related
reports.
Streamlining and enhancing the efficiency and effectiveness of HR
administrative functions.

Shifting the focus of HR from the processing of transactions to strategic

HRM.

Reengineering HR processes and functions.

Improving employee satisfaction by delivering HR services more quickly and

accurately to them

Section C: Applied Theory (30 marks)

1. Several types of interviews are commonly used depending on the nature &
importance of the position to be filled within an organization
1) Interview is the oral examination of candidates for employment. This is the most
essential process. In this step, the interviewer tries to obtain and synthesize
information about the abilities of the interviewee and the requirements of the job.
The different types of interviews are as follows:
a) Non-directive interview: In a non directive interview the recruiter asks questions
as they come to min d. specific format to be followed. The questions can take any
direction. The interviewer asks broad, open such as tell me more about what you did
on your last job and allows the applicant to talk freely with a minimum of
interruption. Difficulties with a non-directive interview include keeping it job related
and obtaining comparable data on various applicants.
b) Directive or structured interviews: In the directive interview, the recruiter uses a
predetermined set of questions are clearly job related. Since every applicant is asked
the same basic questions, comparison among applicants can be done.
2. Explain the legal provisions regarding safety of workers.

Health and safety of the employees is an important aspect of a company's

smooth and successful functioning. It is a decisive factor in organizational
effectiveness. It ensures an accident-free industrial environment. Companies must
attach the same importance towards achieving high OH&S performance as they do to
the other key objectives of their business activities. This is because, proper attention
to the safety and welfare of the employees can yield valuable returns to a company
by improving employee morale, reducing absenteeism and enhancing productivity,
minimizing potential of work-related injuries and illnesses and increasing the quality
of manufactured products and/ or rendered services.
The Constitution of India has also specified provisions for ensuring
occupational health and safety for workers in the form of three Articles i.e. 24, 39(e
and f) and 42. The regulation of labour and safety in mines and oil fields is under the
Union list. While the welfare of labour including condit work, provident funds,

employers' invalidity and old age pension and maternity benefit are in the Concurrent
list. The Ministry of Labour , Government of India and Labour Departments of the
States and Union Territories are responsible for safety and health of workers.
Directorate General of Mines Safety (DGMS) and Directorate General Factory
Advice Services & Labour Institutes (DGFASLI) assist the Ministry in technical
aspects of occupational safety and health in mines and factories ports sectors,
respectively. DGMS exercises preventive as well as educational influence over the
mining industry.
Its mission is the reduction in risks of occupational diseases and casualty to
persons employed in mines, by drafting appropriate legislation and setting standards
an through a variety of promotional initiatives and awareness programmes. It
undertakes inspection of mines, investigation of all fatal accidents, grant of statutory
permission, exemptions and relaxations in respect of various mining operation,
approval o mines safety equipment, appliances and material, conduct examinations
for grant of statutory competency certificate, safety promotional incentives including
organization of national awards and national safety conference, etc.
DGFASLI is an attached office to the Ministry of Labour and relates to
factories and ports/docks. It renders technical advice to the States/Union Territories
in regard to administration and enforcement of the Factories Act. It also undertakes
support res facilities and carries out promotional activities through education and
training in matters concerning occupational safety and health.

Major Initiatives undertaken by DGFASLI during the Xth Five Year Plan are:
* Improvement and strengthening of enforcement system for safety and health of
dock workers in major ports.
* Development of safety and health information system and data bank.
* Establishment of Regional Labour Institute at Faridabad.
* Setting up of a National Board on occupational safety and health. Legislations
The statutes relating to OH&S are broadly divided into three:
* Statutes for safety at workplaces
* Statutes for safety of substances
* Statutes for safety of activities

At present, safety and health statutes for regulating OH&S of persons at work exist
only in four sectors:
* It contains provisions for measures relating to the health, safety and welfare of
workers in the coal, metalliferous and oil mines.
* The Mines Act, 1952, prescribed duties of the owner (defined as the proprietor,
lessee or an agent) to manage mines and mining operation and the health and safety
in mines. It also prescribes the number of working hours in mines, the minimum
wage rates, and other related matters.
* Directorate General of Mines Safety conducts inspections and inquiries, issues
competency tests for the purpose of appointment to various posts in the mines,
organises seminars/conferences on various aspects of safety of workers.
* Courts of Inquiry are set up by the Central Government to investigate into the
accidents, which result in the death of 10 or above miners. Both penal and pecuniary
punishments are prescribed for contravention of obligation and duties under the Act.
Dock Workers (Safety, Health & Welfare) Act, 1986
* It contains provisions for the health, safety and welfare of workers working in
ports/docks.
* It is administered by Director General Factory Advice Service and Labour
Institutes, Directorate General FASLI as the Chief Inspector there are inspectorates
of dock safety at 10 major ports in India viz. Kolkata, Mumbai, Chennai,
Visakhapatnam, Paradip, Kandla, Mormugao, Tuticorin, Cochin and New Mangalore
* Overall emphasis in the activities of the inspectorates is to contain the accident
rates and the number of accidents at the ports. Other legislations and the rules framed
there under:
* Plantation Labour Act, 1951
* Explosives Act, 1884 * Petroleum Act, 1934 * Insecticide Act, 1968 * Indian
Electricity Act, 1910 * Indian Boilers Act, 1923 * Indian Atomic Energy Act, 1962
Policy : Announcement of the National Policy On Safety, Health And Environment
At Work Place was also a step towards improvement in safety, health and
environment at workplace performance.

Objectives of the policy were:

* Continuous reduction in incidence of work related injuries, fatalities, diseases,
disaster and loss of national assets.
* Continuous reduction in the cost of work place injuries and diseases.
* Extend coverage of work related injuries, fatalities, and diseases for a more
comprehensive data base as a means of better performance and monitoring.
* Continuous enhancement of community awareness regarding safety, health and
environment at workplace related areas.