ASSIGNMENT 01

Name Registration Number Learning Center Learning Center Code Course Subject Semester Module No. Date of submission Marks Awarded

: : : : : : : : : :

Supriya M H 511224766 KiPS Institute of Technology and Management 00102 Master of Business Administration
Human Resource Management

First
MB0043

Directorate of Distance Education Sikkim Manipal University II Floor, Syndicate House Manipal 576 104

Signature of Coordinator

Signature of Center

Signature of Evaluator

1.

Explain the need for human resource planning.

Human Resource Planning is a mandatory part of every organizations annual planning process. Every organization that plans for its business goals for the year also plans for how it will go about achieving them, and therein the planning for the human resource: Each organization needs competent staff with the necessary qualifications, skills, knowledge, work experience and aptitude for work, for its efficient operation. There is an on-going need for hiring replacement staff to augment employee exit which happens either as a result of superannuation or unnaturally as a result of resignation, so that would be no impact on work. In order to meet the need for more employees due to organizational growth and expansion, this in turn calls for larger quantities of the same goods and services as well as new goods. This growth could be rapid or gradual depending on the nature of the business, its competitors, its position in the market and the general economy. Often organizations might need to replace the nature of the present workforce as a result of its changing needs, therefore the need to hire new set of employees. To meet the challenge of the changed needs of technology / product/service innovation the existing employees need to be trained or new skill sets induced into the organization. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. In situations where the organization is faced with severe revenue and growth limitations it might need to plan well to manage how it will reduce its workforce. Options such as redeployment and outplacement can be planned for and executed properly. \

What are the objectives of job evaluation?

The decision to measure or rate jobs should only be made with the intent to reach certain objectives which are important to both management and the employee. Although there are many side benefits of job evaluation, the purpose is to work towards a solution of the many wage and compensation related administrative problems which confront the industry. There are many established methods to carry out job evaluation in a scientific manner and the important objectives of a job evaluation programme are Establishment of sound salary differentials between jobs differentiated on the skills required. Identification and elimination of salary-related inequalities. Establishment of sound foundation for variable pay such as incentive and bonus. Maintenance of a consistent career and employee growth policy/ guidelines. In organizations with active unions, creation of a method of job classification, so that management and union officials may deal with major and fundamental wage issues during

negotiations and grievance meetings. Collection of job facts o o o o o o o Selection of employees Promotion and transfer of employees Training of new employees Assignment of tasks to jobs Improving working conditions Administrative organization, and Work simplification.

3.

Why is it important to handle grievances carefully?

The word grievance is often used in a generic form to indicate various forms and stages of an employees dissatisfaction while at work. While the dissatisfaction could be defined as anything that disturbs an employee, a complaint is spoken or written dissatisfaction brought to the attention of the manager or to the HR department/team member. Often employees view the HR team as the custodian of employee content/discontent and take up their grievances with the HR team. Grievance could also be voiced by a group of employees; it need not necessarily be a single employee with a complaint. Dale Yoder defines it as "a written complaint filed by an employee and claiming unfair treatment". Prof. Jucious defines grievance as any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels unfair, unjust or inequitable. Prof. Pigors and Meyers define grievance as dissatisfaction. According to them, dissatisfaction of an employee is anything that disturbs the employee, whether expressed or not. If the employee cannot voice his complaints and obtain a explanation, the employee will be unhappy, his productivity is impacted, he openly begins to share his discontent with not just his colleagues but also outsiders, friends, relatives, maybe even customers and vendors. Just as the employee has all the right to voice a grievance, as employer (or the management) owes it to the employee to respond suitably to the grievance. It is but commonsense that the resolution of a problem rests on management. The earliest and clearest opportunity for issue resolution is found at the first stage, before the grievance has left the jurisdiction of the manager. For this reason, many firms have specifically trained their managers on how to handle a grievance or complaint properly. If the dispute or grievance constitutes a managerial problem it can often be resolved by the manager himself with the help of the HR team. Common sources of conflicting situations where the employee feels unfairly treated, harassed, or overlooked in promotions, or are deserving of a pay hike, need to be redressed. Justice systems that allow an employee to voice perceived conflicts serve the following purposes: Increase organizational commitment and performance by treating employees fairly and by

identifying problem areas Avoid expensive and long-drawn lawsuits, which also bring in negative employer branding Prevent unionism

The key to employee well-being lies in communicating the process that is provided for seeking such justice and the management remaining committed to it.

4.

How can we evaluate the effectiveness of training programs conducted in organizations?

An objective of training evaluation is to determine the payoff from the training investment. It focuses on the improvement of the participant in the training programme to perform jobs for which they were trained, what was effective and what was not, whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evaluation. To get a valid measure of training effectiveness, the manager should accurately assess trainee's job performance two to four months after completion of training. The training effectiveness of outcomes can be measured using the following criteria. Reaction: Evaluate the trainee's reaction to the programme as to whether he liked the programme and thought it worthwhile. Learning: Did the trainee learn the principles, skills and fact that the supervisor or the trainer worked them to learn? Behaviour: Whether the trainee's behaviour on the job changed because of the training programme. Results: What final results have been achieved as to whether he learned to work on machine, did scrap page costs decrease, whether the turnover increased and whether the production quota s arenow being met etc.,

Structured interviews with the immediate supervisor of the trainees are acceptable methods for obtaining feedback in training. The supervisor is asked to rate the former trainee on job proficiency directly related to the training objectives. Another approach is to involve the use of experimental and control groups. Each group is randomly selected, one to receive training (experimental) and the other not to receive training (control). The random selection helps to assure the formation of groups quite similar to each other. Measures are taken of relevant indicators of before and after training for both groups. If the results shown by the experimental group are significantly greater than those of the control group, the

training can be considered as successful. Another common method is the longitudinal or time series analysis. A series of measurements are taken before the programme begins and continues during and post completion of the programme. The results are then plotted on a graph to ascertain changes if any, have occurred and continue to remain as a result of the training investment that was made. In addition, pre-and-post tests are administered to the training groups. Prior to the training, a test related to the training material is applied, and the results of this pre-test are compared with results on the same or similar test administered after the programme has been completed.

5.

What are the objectives of human relations?

A human Relations Programme thereby attempts at enhancing employee motivation and workplace morale through an improved three-way communications and through employee participation in the decision making processes. Human relations seek to emphasise 'employee' aspects of work rather than technical or economic aspects. For example while it might be in the best interest of an organization to have a employee skilled and completely proficient in one job/ set or responsibilities, todays organization provides opportunities for employees to multi-skill and acquire knowledge of new yet related jobs/responsibilities. These acts as a motivator for employees as they benefit by learning new skills / jobs and given an opportunity can perform and excel in another job. It also seeks to make employment and working conditions less impersonal. The human relations approach emphasises policies and techniques designed to improve employee morale and job satisfaction. For example it is common place in organizations to provide for / encourage employee empowerment where-in the team brings about creative measures to reduce cost/ improve customer satisfaction. Such teams design and implement self-driven initiatives to bring about the business result. It is believed that this is accompanied by increased employee efficiency and reduction in employee dissatisfaction. An understanding of emerging workplace human behaviour can be summarised as: Assist the manager to develop a better realization of how his own attitudes and behaviour play a part in everyday affairs of the team and its morale; Assist the manager to develop a keener sensitivity towards the team members and interpersonal dynamics Partner with the managers in helping him drive the business goals and take part ownership of work challenges and how best to resolve them Enable him to anticipate and prevent problems, or at least to resolve more effectively those that he cannot avoid; and v) Network with other teams with related dependencies and help resolve inter-team business impacting challenges

Assume yourself as an HR Manager. You have been given the responsibility of promoting the rightful employees. For this, performance appraisal of the employees

must be carried out. What appraisal method would you choose? Justify