SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format

Student Name

: xxxxx

Course

: Master in Business Administration : xxxxx

Registration Number: xxxxxxx Subject Name : Human Resource Management

LC Code

Subject Code: xxxxxxx

Question 1 - Explain the scope of and functions of Human Resource Management (HRM). Answer 1 SCOPE OF HUMAN RESOURCE MANAGEMENT - Following are the major scope of Human Resource Management (hereinafter referred to as HRM): Personnel management The process that involves manpower planning, recruitment/ selection, training and development, induction and orientation, transfer, promotion, compensation, layoff and retrenchment, and employee productivity is known as HRM Personnel Management. The overall objective of this scope is to ascertain employees growth, development and effectiveness which indirectly contribute to organisational development. Employee welfare Scope of HRM under this aspect is to deals with working conditions and amenities at the workplace, which includes a wide array of responsibilities and services viz., safety, health, welfare funds, social security and medical services to the employees of an organization. Employee Welfare also covers appointment of safety officers, making the environment conducive for working, eliminating workplace hazards, support by top management, job safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care, sickness benefits, employment injury benefits, personal injury benefits, maternity benefits, unemployment benefits and family benefits and to supervision, employee counselling, establishing harmonious relationships with employees, education and training. Industrial Relations In any organization employment relationship is a very sensitive area and needs careful interactions with labour/ employee unions. HRM always plays key roll while addressing their grievances and settling the disputes so as to maintain peace and harmony in the organisation. Safeguard the employees interest by securing the highest level of understanding to the extent that does not leave a negative impact on the organization is the main aim. Major Functions of Human Resource Management (HRM) The activities carried out by the Human Resource Management (HRM) are dependent on the size and scope of the organization. HRM functions can be broadly elaborated into two segments viz. a). Managerial functions b). Operative functions 1

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format

a). Managerial functions - The managerial functions of HRM include the following: Organizing Division of labour, Assignment of responsibility; Planning Future course of action; it also includes identifying human resource requirements and forecasting personnel needs; Staffing Process of obtaining and maintaining capable and competent personnel in various positions at all levels. In other word we can say HRM closely involved in manpower planning, recruitment, selection, placement and induction of an employee in the organization.; Directing The process of directing all the available resources towards the common organisational goals; and Controlling The measurement and rectification of activities to ensure that the events conform to plans. b). Operative Functions - The Operative functions of HRM include the following: Employment Employment is the first operative function of HRM which includes Job analysis, HR planning, Recruitment, Selection, Placement and Induction of employee in the organization. HR development under HR development following can be classified: Performance appraisal Process of evaluating the performance of an employee on the job and developing a plan for the employees improvement. Training The systematic development of knowledge, skills and attitudes required to perform a given task or job successfully. Management development It is the concept of developing the employees of an organisation to meet future changes and challenges. d) Career planning and development Career planning and development refers to identifying ones career goals and formulating plans forachieving them through various means such as education and work experience. Compensation Include all the rewards that an employee. Compensation encompasses base salary, incentives, bonus and benefits, and is based on job evaluation. Employee relations Deals with the employees in the organisational context which includes: a) Increasing employee productivity. b) Keeping the employees satisfied and motivated. 2

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format c) Developing team building, team management, leadership skills in employees. d) Designing and implementing a fast and suitable grievance management system. e) Ensuring discipline among the employees by prompt action to correct deviations. f) Supporting employees by counselling and developing them into complete individuals and responsible citizens. g) Enhancing the quality of both work and personal life of the employees. Question 2 - Define wage and salary. What are the factors for effective wage administration? Answer 2- Wage and Salary - The payments of cash or kind require to be paid to contractual employee, which is calculated according to the number of hours worked/ units produced is known as Wage. The remuneration that is paid for a fixed period and does not depend upon the number of hours worked is known as Salary. It is associated with the white-collar worker. Effective Wage Administration Wage and salary administration revolves around designing and managing policies and methods of disbursing employee compensation. Traditionally it includes areas such as job evaluation, maintenance of wage structures, wage surveys, incentives administration, wage changes and adjustments, supplementary payouts, profit sharing, control of compensation costs and other related pay items. This ensures that employees are rewarded appropriately depending on what they do and the skills and knowledge. It must therefore provide for the following key factors in order to be effective: Signal to the employee the major objectives of the organizations Wage link to the overall goals and objectives of the company. Attract and retain the talent an organization needs The need to benchmark salaries to the prevalent market standard for that job/ skill so that the company is able to attract the right talent. Create the type of culture the company seeks A performance driven culture would build compensation policies that clearly and significantly reward performance. The wage/ salary/ compensation systems are reflective of the organizations overall philosophy of what its goals and objectives are and how this can be linked to salary payout. Question 3 - What are the different types of on-the-job and off-the-job training? Answer 3 - Following are the different types of on-the-job training: Job instruction training: In this method trainees can discuss the problems in performing the job immediately with the trainer.

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format Apprenticeship and coaching: Individuals seeking to enter skilled trades, like those of carpenters, electricians etc, are required to go through formal apprenticeship under experienced employees, before they join their regular job. Job rotation: In this method the trainee is placed on various jobs across different functions in the organisation. The trainee gains cross-functional knowledge and is equipped to take up different jobs. Committee assignments: In this method, a group of employees are assigned an actual organisational problem and are asked to find a solution. The trainees develop their teammanagement skills, interpersonal skills, communication skills, problem-solving skills and leadership skills while solving the problem as a group. The different types of off the job training are given below: Classroom lectures: This approach is widely used for helping the employees. The trainer should actively involve the trainees and make the session more interactive. Simulation exercises: Trainee is exposed to an artificial work situation that closely resembles the actual situation. Given below are a few types of simulation exercises: Case exercise In case study a real life problem encountered in the organisation is presented to the trainees. Experiential exercise The trainer simulates situations where the employees are exposed to actual work problems. The trainer can create a situation where employees are asked to work in teams. Computer modeling In this training, trainees get real life experience by working on a computer. Vestibule training In this method, the actual work conditions are simulated and the equipment used by the trainees is similar to what is used in job. Role playing Role play is described as a method of human interaction involving realistic behavior in an imaginary situation. Question 4 - What is the need for performance reviews? What are the benefits of carrying out performance appraisal in organisations? Answer 4- Need for Performance Reviews Performance review is a systematic activity through which the organization determines the extent to which the employee is delivering as per agreed objectives that is aligned to business results. Generally speaking, the HR specialists design and implement the Performance Management System (PMS). Human Resource department of an organization works with the line managers to review the employees performance and maintain the records. Apart from focusing on performance, todays organizations are emphasizing the 4

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format need for employee development focus in implementing an effective PMS. The line managers use the system to review employee performance and the normal steps include: Defining performance goals/ objectives The performance targets/ goals are to be set for a period of one year, which is split into monthly or quarterly targets. These goals are agreed to mutually by the manager as well as the employee at the beginning of the performance period. Most PMS require the employee and manager to enter it into a prescribed performance appraisal template and sign off on the commitments prior to the commencement of the performance period or at the start of it. Measuring performance: While it largely involves the assessment of the performance against the set targets at the end of the assessment period/performance period, the focus here is on on-going review of the employees performance by the manager throughout the year. Benefit pf carrying out Performance appraisal In todays highly competitive workplace individuals seek status and are anxious to excel at what they do and to achieve their personal aspirations and dreams. PMS affords a fair process that allows the employee to benchmark themselves and calibrate performance vs. relevant others in the team/organization. Recognition satisfies the basic human need for self-esteem and self worth. This recognition may be a simple pat on the back of the employee or a recommendation for a pay raise, promotion or assignment of more interesting tasks. Awards may be given in the form of articles, banquets honouring certain individuals, certificates and plaques, too, may be given, or the employee's name may be entered on the Honours Board. Where team work is critical, collective recognition may be given by the award of a shield or a banner or a certificate, special privileges or a money bonus to the group of employees. The use of incentives reinforces people's actions to use their skills and ability to achieve important longer-run goals. Rewards should be regarded as a "pay off" for performance. It is common in most organizations to provide performance linked incentives that serve to attract employee attention and stimulate him/her to work more effectively and to stretch beyond the normal expectation. In the words of Burack and Smith, "an incentive scheme is a plan or programmes to motivate individual or group performance. An incentive programme is most frequently built on monetary rewards (incentive or a monetary bonus), but may also include a variety of non-monetary rewards or prizes." Promotion is a term which is an essential outcome of successive superior performance. A promotion maybe defined as an upward advancement of an employee in an organization to another job, which commands better pay/wages, better status/prestige, and higher opportunities/challenges, responsibility and authority, better working environment, hours of work and facilities, and a higher rank. It calls for greater responsibilities and usually involves higher pay and better terms and conditions of service and therefore, a higher status or rank.

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format Organizations have well documented policies that articulate the promotion criteria and performance rating are a critical part of promoting an employee. Promotions are usually given for the following reasons: a. To put the worker in a position where he/she will be of greater value to the organization and where they may derive increased personal satisfaction and income from their work. b. To recognise an individual's performance and reward the individual for the work so that he/she may have an incentive to move ahead. Employees will have little motivation if better jobs are reserved for lateral hires. c. To increase an employee's organisational effectiveness. d. To build morale, loyalty and a sense of belonging on the part of the employees, it has to be driven home that they would be promoted if they exhibit their potential. e. To promote job satisfaction among the employees and give them an opportunity for unbroken, continuous service. f. To provide a process of "selective socialisation." Employees whose personalities and skills enable them to fit into an organisation's human relations programme tend to stay on, while those whose personalities do not fit well with those of the organisation tend to leave. g. To attract suitable and competent workers for the organisation. h. To create a feeling of contentment among employees with their present conditions and encourage them to succeed in the organisation. Question 5 - Explain the impact of globalisation on HRM. Answer 5- According to Mahatma Gandhi, human resources are to be understood the key to economic development. But it is the subject of great sorrow that our authority does not understand its value it is going to be wasted as unemployment, disparity between rich and poor and growing misunderstanding among humankind accompanying with the lack of work opportunities, poor personal practices and the hurdles of adjusting to change. Now the world is on the click of mouse due to revolution in IT sector. The Human Resource Management (HRM) is also following the worlds best HRM practices toward the workforce. Given below is the brief on Impact of Globalisation on HRM: Since well-trained workers attract global corporations, which make investment and provide employment opportunities to the well-trained workers. Due to this the scope of additional training and experience is generated. The one element that is unique about every nation or company is its manpower. Manpower that is skilled and knowledgeable at doing complex things keeps its workplace competitive, which in turn attracts opportunity of foreign investments. In ogranisations HRM, there is the most important use of technology in HRM, which is known as Human Resource Information system of the organisation. 6

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format After globalisation, technological trends are in turn creating great changes in the nature of jobs and works. Few of the trends in nature of work are given below:

Use of computes and Information technology allowing companies to relocate operations to other locations with lower wages; and Drastic enhancement in engagement of part time workforce. Gigantic shift from industrialized jobs to service jobs. Different HRM method to manage the service jobs & new types of workers Increased reliability on the workforces creativity & skills by the firms.

Apart from the above the other movements affecting HRM is listed below:

Due to equal employment opportunity laws have been passed, which bar discrimination on the basis of race, age, disability, religion, sex or national origin. Due to globalisation there is legal hurdle on managers to expose the exact instance of unfairness. Occupational safety, mandated health benefits and health requirements is mandatory. Fair relation between Union and management of the organisation. To deal with all legal constraints by HR managers. New business strategies that require more team work. Mergers and alliances that require different corporate cultures to work together. The changing labour market

Another impact of globalisation on HRM is diversity in its field, which is defined as the situation that arises when employees differ from each other in terms of age, gender, ethnicity, education, etc. An organisation must design and implement an appropriate HR policy to attract and retain young brains in their workforces in the organisation by offering attractive compensation offers.

SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment format Question 6 - Ms. Swapna is the HR Manager of ABC Pvt Ltd. She wants to ensure that employee discipline is well maintained. What are the important principles that have to be observed in the maintenance of discipline? Answer 6- Ms. Swapna, HR Manager of ABC Pvt. Ltd. must adopt the most important principles to observe the maintenance of discipline outlined by Yoder. Heneman, Turnball and Harold Stone which are as under: (i) As far as possible, all the rules should be framed in cooperation and collaboration with the representatives of employees. If the latter have a share in formulating them, they will be more likely to observe them. (ii) All rules should be checked at regular intervals to ensure that they are working well according to the organisational policy and practice. (iii) Rules should vary with changes in the working conditions of employees. Those framed for office employees, for example, may very well be different from those that are formulated for workers in an industrial concern. (iv) Rules should be uniformly enforced if they are to be effective. They must be applied without exception and without bending them or ignoring them in favour of any one worker. (v) Penalties for any violation of any rule should be clearly stated in advance. Employees have the right to know what to expect in the event of any infringement of a rule or regulation. For this purpose, it is better to publish them in the employees' handbook. (vi) A disciplinary policy should have as its objective as the prevention of any infringement rather than the simple administration of penalties, however just: it should be preventive rather than punitive. (vii) Extreme caution should be exercised to ensure that infringements are not encouraged. This should be done as a matter of policy.

(viii) If violations of a particular rule are fairly frequent, the circumstances surrounding them should be carefully investigated and studied in order to discover the cause or causes of such violations. (ix) For troublesome employees, the organisation should exercise more caution and take extra measures to control them. (x) Definite and precise provisions for appeal and review of all disciplinary actions should be expressly mentioned in the employees' handbook for collective agreements.