Q1. Explain the objectives and methods of Training.
Ans. OBJECTIVES OF TRAINING:
To impart basic knowledge and skill to new entrants required for intelligent performance of definite task in order to induct them without much loss of time.
To assist employees to function more effectively by exposure of latest concepts information and techniques and development of skills required in specific fields including production, purchase, marketing, logistics, information technology etc.
To broaden minds of supervisors. Sometimes, narrowness of outlook may arise in supervisors because of specialization.
To provide employees job satisfaction, training enables an employee to use their skill, knowledge and ability to fullest extent and thus experience job satisfaction and gain monetary benefits from enhanced productivity.
To improve knowledge, skills, efficiency of employees to obtain maximum individual development.
To fulfill goals of organization by securing optimum co-operation and contribution from the employees. METHODS OF TRAINING There are two methods of trainingon-the-job training and off-the-job training On-The-Job Training Its a real job environment where the trainee is exposed to actual work situations. The different types of on-the-job training are: Job instruction training: In this method trainees can discuss the problems in performing the job immediately with the trainer. DRIVE SPRING 2014 PROGRAM MBADS/ MBAFLEX/ MBAHCSN3/ MBAN2/ PGDBAN2 SEMESTER 1 SUBJECT CODE & NAME MB0043 Human Resource Management BK ID B1626 CREDIT & MARKS 4 Credits, 60 marks 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 organization. Committee assignments: In this method, a group of employees are assigned an actual organizational problem and are asked to find a solution. The trainees develop their team-management skills, interpersonal skills, communication skills, problem-solving skills and leadership skills while solving the problem as a group.
Off the job training Off the job training refers to training imparted away from the employees immediate work area. When training is performed on the job, any mistake by the trainee might result in damage to the organization. Hence, off the job training can be conducted to minimize this damage. The different types of off the job training are: (I) Classroom lectures: This approach is widely used for helping the employees. The trainer should actively involve the trainees and make the session more interactive. (ii) Simulation exercises: In this method of training, the trainee is exposed to an artificial work situation that closely resembles the actual situation
Q2. Discuss the elements of a Career Planning Programme. Explain some of the benefits of a Career planning program to an organization? Ans.ELEMENTS OF A CAREER PLANNING PROGRAMME There are four distinct elements of career planning programmed Individual assessment and need analysis Organizational assessment and opportunity analysis Need opportunity alignment Career counselling Individual assessment and need analysis many people begin their careers without any formal assessment of their abilities, interests, career needs and goals. This phenomenon of people entering their jobs, occupations and careers with little attention to career planning and then feeling disengaged is known as career drift. Organizational assessment and opportunity analysisFor an employees goals and aspirations to be fulfilled, a basic requirement is that the goals must be realistic and achievable. They have to be realistic not only in terms of the employees own capabilities, but also in terms of the organizations possibilities. Need opportunity alignment The organization plays an important role in helping the employee make this alignment. The organization also has to make its own alignments to match the aspirations with the organizational opportunities. Career counsellingThis is the final stage of career planning. The supervisor as well as the HR department, has to counsel the employee regarding the available opportunities, the employees aspirations and of course, his competencies. BENEFITS OF A CAREER PLANNING PROGRAM Following benefits of having career planning program Provides a clear framework to strategic business planning as the key positions for the businesss success are what are being planned for. Career planning helps the individual have the knowledge of various career opportunities, his priorities etc. It helps him select the career which is suitable to his life style, preference, family environment, scope for self-development etc. It helps the organization identify talented employees who can be promoted. Internal promotions, up gradation and transfers motivate the employees, boost their morale and also result in increased job satisfaction Identifies workforce renewal needs as a means of targeting necessary employee training and development. Each employee will await his turn of promotion rather than changing to another organization. This would lower employee turnover. It improves employee's performance on the job by tapping their potential abilities and stimulating their personal growth. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and loyalty to the organization. An organization with well-designed career plans is able to have a better image in the employment market, and it will attract and retain competent people.
Q3.Explain the process of Job Analysis. Discuss the methods of Job Analysis? Ans. Job analysis is the process of gathering and analyzing information about the content and the human requirements of jobs, as well as, the context in which jobs are performed. This process is used to determine placement of jobs. Job analysis defines the organization of jobs within a job family. It allows units to identify paths of job progression for employees interested in improving their opportunities for career advancement and increasing compensation. METHODS OF JOB ANALYSIS Common methods of job analysis include the following: Observation: A trained observer observes a worker, recording what the worker does, how the work is done, and how long it takes. There are two types of observation: (1) Continuous observation involves observing a job over a given period of time. (2)Sampling involves observing several incumbents over random, relatively short periods of time. Observation is a simple and frequently used method of job analysis. Interview: A trained job analyst interviews a job incumbent, usually utilizing a standardized format. Sometimes more than one worker is interviewed, and the results are aggregated. Another variation is the group interview, where several incumbents are interviewed at the same time. Critical Incident: Behaviorally based critical incidents are used to describe work, and a job analyst determines the degree of each behavior that is present or absent in the job. Diary: The job incumbent records activities and tasks in a log as they are performed. Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job. Checklists may be custom-made or purchased from an outside vendor. Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words. Technical Conference: Several experts (often called "subject matter experts") on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts.
Q4.Discuss the objectives of Discipline. Explain the Action penalties of Discipline Ans. THE OBJECTIVES OF DISCIPLINE ARE: Getting general acceptance of rules, regulations, standards and procedures of the organization form the employees. To ensure that employees follow the organizational processes and procedures in spite of their different personalities and behavior. Directing and getting the work done in a more responsible manner... To improve organizational performance by improving the efficiency of each employee. Maintaining god industrial relations and providing favorable work-environment. Promoting industrial morale and efficiency among the workers to get the best results at minimum cost... ACTION PENALTIES OF DISCIPLINE Following are the commonly practiced actions in business organizations: 1. Oral reprimand 2. Written warning 3. Denial of increments, promotions and pay hikes 4. Pay reductions and disciplinary demotions 5. Suspension 6. Discharge or dismissal Oral reprimand an oral reprimand is defined as a discussion between the supervisor and the employee where the employee is advised and cautioned about unsatisfactory work performance of misconduct.It is often the first step of the disciplinary action and is only used for minor infractions. The oral reprimand should be documented but held in the supervisors file.
Written warningwhen an oral warning or counselling to the employee does not produce the desired result, the manager may issue a written warning to the employee. The employee is normally asked to acknowledge the receipt of written reprimand, irrespective of whether he agrees with the content of the letter or not. Denial of increments, promotions and pay hikes On some incidents the management may refuse promotions, increments or pay hike by blacklisting the employee for a specific period of time. This is usually treated as a punishment for a certain period of time. Pay reductions and disciplinary demotionthis are usually more severe than the denial of pay hikes and promotions because the employee loses part of existing benefits and privileges received by him from the organization. SuspensionA suspension shall be defined as temporarily prohibiting an employee from performing his/her duties as a result of the employees unsatisfactory work performance or misconduct. The suspension period should be without pay. Discharge or dismissal A dismissal shall be defined as an involuntary separation from employment initiated bythe employing authority as a result of the employees unsatisfactory work performance or misconduct.
Q5. Suppose you have joined as an HR and you have been assigned a task to carry out the grievance handling procedure in your organization. What according to you are the causes of Grievance? Describe in detail the Grievance handling procedure. Ans. CAUSES OF GRIEVANCE Grievances may arise from various causes related to the work and working conditions of the employees. The typical areas where causes of grievances may occur are: (a) Wage structure including bonus, incentives, overtime, leave facilities etc. (b) Seniority, job classification, promotion, transfer, lay-off and discharge; (c) Supervision and discipline, (d) Physical environment and working conditions in general (e) Welfare arrangements including health and safety; (f) Employer's attitude towards interpretation of the service contract or collective bargaining agreement, settlement of grievances etc.
THE GRIEVANCE HANDLING PROCEDURE The essential requirements of a good grievance procedure are: Legality sustainable It should be ensured by the organization that its grievance procedure is in conformity with the existing laws of nation. The procedure cannot violate any of the rights of the employees guaranteed by the law. Mutually acceptable In order to be effective, the grievance procedure must enjoy the confidence of all the relevant parties, i.e., the management and the unions. It should not be like a battleground. Procedure must ensure equity, justice and openness. Easily understandable The grievance procedure must be reasonably simple and easily understandable. Known to all the employees of the organization. If someone has some grievance, then he/she should know who is to be contacted. Highly flexible The grievance procedure should be flexible enough to respond to the reported grievance quickly. The number of stages in the grievance procedure should be kept to the minimum.
Q6. Write a short note on the following: a) Index /Trend Analysis b) Delphi Technique Ans. a) Index /Trend Analysis Trend analysis forecasts the requirement for additional manpower by projecting trends of the past and present to the future. It makes use of operational indices for this. Historical relationship between the operational index and the Demand for Labour. Operational indices used are: o Sales o Number of units produced o Number of clients serviced o Production/Direct Labour Hours Trend analysis can be used for forecasting overall Organization, Aub-units, or Indirect (Staff) and Direct (Line) Manpower requirements. The Index/Trend analysis involves the following steps: 1. Select the appropriate business/operational index Select a readily available business index, sales level that is known to have direct influence on the organizational demand for labour. 2. Track the index over time Once the index has been selected, it is necessary to go back in time for at least four or five most recent years. 3. Track the workforce size over time Record the historical figures of the total number of employees. 4. Calculate the average (or most recent) ratio of the business index to the workforce size (Employee Requirement Ratio) In this step, the ratio of number of employees required for each thousand rupees of sales is obtained by dividing each years number of employees by the level of sales. 5. Calculate the forecasted HR demand Multiply the annual forecasting for the business index times the average employee requirement ratio for each future year to arrive at forecasted annual demand for labour. b) Delphi Technique This method is essentially a group process to achieve a consensus forecast. This method calls for selection of a panel of experts either from within or outside the organization. The procedure of Delphi technique involves the following steps: 1. To start with, it requires selection of a coordinator and a panel of experts from both within and outside the organization. 2. The coordinator then circulates questions in writing to each such expert. 3. The experts then write their observations. 4. The coordinator then edits those observations and summarizes, without however disclosing the majority opinion in his summary. 5. On the basis of his summary, the coordinator develops a new set of questionnaire and circulates those among the experts. 6. Experts then answer such set of questions. 7. The coordinator repeats the process till such time he is able to synthesize from the opinion of the experts.