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: MBISMCT11118178
MBA
Information
Assignment
Systems
1st
Year
Annamalai University
SELF DECLARATION
by
me
from
is
not a
the
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MBA Information Systems Principles of
Management
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Question #1: What are all the roles of HR Manager? Explain line
and staff function.
Answer:-
Introduction
qualitative
Qualities of HR Manager
MBA Information Systems Principles of
Management
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1. Educational Qualifications:
Degree of recognized university.
Postgraduate degree/diploma in sociology or social work or human
resource management/industrial relations/labor welfare/labor law, or
MBA with specialization in HRM.
Degree in law will be an additional/desirable qualification.
2. Personal Attributes:
The HR manager, as in case of any other manager, must have
initiative, resourcefulness, depth of perception, maturity in judgment,
and analytical ability.
Freedom from bias would enable the HR manager to take an objective
view of both of management and workers. He must thus have
intellectual integrity.
HR manger should be thorough with labor laws.
The HR manager must be familiar with human needs, wants, hopes
and desires, values, aspirations, etc., without which adequate
motivation is impossible.
The HR manager should also possess other personal attributes like:
Intelligence: This includes skills to communicate, articulate, moderate,
and understand, etc., command over language, mental ability and tact
in dealing with people intelligently, ability to draft agreements, policies
etc.
Educational skills: HR manager should possess learning and teaching
skills as he has to learn and teach employees about organizational
growth, need for and mode of development of individuals.
Discriminating skills: HR manager should have the ability to
discriminate between right and wrong, between the just and unjust,
merit and demerit.
Executing skills:
o HR manager should execute HR issues with speed, objectivity
and accuracy.
o He should also be able to streamline the office, set standards of
performance Co-ordinate and control, etc.
o He should also have leadership qualities, deep faith in human
values, empathy with human problems, foreseeing future needs
MBA Information Systems Principles of
Management
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Role of HR Manager
The role of Human Resource manager may be analyzed as
1. As a specialist:
HR Manager is an expert. As a specialist, he advices the heads of different functional
departments on various aspects of human resource management, such as human resource
planning, recruitment, selection, orientation, training, appraisal, compensation, etc. with his
counsel and suggestions, functional managers can perform these functions successfully. The
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2. An a Information Source:
The HR Manager provides valuable information about labor market, laws
and other related areas. Such information is necessary for the formulation
of proper policies and procedures about human resources. He serves as a
record keeper and researcher to provide the required information.
3. As a Change Agent:
The HR Manager can serve as an internal change agent to initiate and
spearhead necessary improvements in human resource practices. As a
consultant, he can provide necessary infrastructure and support for
institutional changes in the organization. He is an innovator in human
resource matters. To be an effective consultant, the HR Manager should
be familiar with the needs and changing environment of the organization.
As a controller:
The HR Manager assists line managers in effective implementation of
human resource policies and programs. His advice and service is essential
for monitoring and controlling the progress. As an arm of the top
management, the human resource manager ensures that the human
resource policies and procedures approved and adopted by the
management are being consistently carried out in all the departments.
4. As a liaison Man:
Very often the human resource manager is asked to act as a linking pin
between different departments/divisions of an organization.
5. As a Housekeeper:
The HR Manager looks after safety, health, welfare, etc. of employees.
MBA Information Systems Principles of
Management
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Respecting people and not using them solely as means to ones own ends.
Not doing any harm providing equal pay for equal work.
Telling the truth being truthful in recruitment.
Interprets and communicates laws and regulations to ensure the agency
is aware of its legal responsibilities; in conjunction with the Legal
Department.
Develops and implements personnel rules and regulations, and interprets
and administers human resources-related provisions of collective
bargaining agreements.
Analyses processes and procedures in assigned functional areas including
conducting
research
and
statistical
analyses,
and
makes
recommendations for improvement.
Trains and evaluates subordinates and prepares preliminary budget
reports in assigned functional areas.
Keeping promises taking responsibility for occupational diseases.
Treating people fairly and without discrimination avoiding discriminatory
practices in selection, appraisal etc.
Not depriving people of basic rights, such as the right to free speech and
association.
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2. A Coordinative Function:
An HR manager is also a coordinator of all the decision, activities in the
personnel area. This is referred to as functional control. Whatever, policies
procedures and objectives are set for the HR manager implements on
employees in the organization. HR Develops and implements a recruitment and
selection system that is suitable to the nature of the business.
3. A Staff Function:
This is basically an advisory role played by the manager whereby he only
assists line managers, but that does not mean his advice shall be taken
finally. It all depends on the discretion of the line manager. Such a
function involves assisting on areas such as training, evaluating,
rewarding, counselling, promoting, and firing of employees, etc. Many a
times, HR managers also update the line managers as well as top
management regarding the current trends and new methods of solving
problems. The staff function is advisory but owns the responsibility for the
results and in accountable for non-performance.
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Labour
Relations
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Employee
Security
Safety
Question #3:
a) Write short note on:
i) job specification
ii) job analysis
iii) job evaluation
b) Explain the types of interviews
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Management
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a) Short note on
i) Job Specification
Job Specification is the delineation of the knowledge, skills, and abilities
along with the associated education, training, and experience required to
successfully perform within a position. The stipulated criterion normally
constitutes the minimum recruiting criteria or minimum qualifications for the
position.
1.
2.
3.
4.
Job Specification contains or consists of the following information:Personal characteristics such as education, job experience, age, gender,
extracurricular activities, etc.
Physical characteristics such as height, weight, vision, hearing, fitness,
health, etc.
Mental characteristics such as general intelligence (IQ), memory, judgment,
foresight, etc.
Social and Psychological characteristics such as emotional ability,
flexibility, manners, creativity, group behavior, etc.
Job specification tells what kind of person is required for a given job. It serves
as a guide in the recruitment and selection process. It also helps in training
and appraisal of the employee. Organizations generally tend to specify
relatively high requirements for formal education and training with the result
that highly qualified personnel end up doing routine jobs. Despite these
problems, it is necessary to specify for every job the minimum acceptable
human qualities.
Advantages of Job Specification
1. It is helpful in preliminary screening in the selection procedure.
2. It helps in giving due justification to each job.
3. It also helps in designing training and development programmes.
4. It helps the supervisors for counseling and monitoring performance of employees.
5. It helps in job evaluation.
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Experience:
Age:
Other attributes:
of Compensation Manager
Manager, wage and administration.
Human Resource division.
a. A good bachelor degree with at least 50 percent
marks
b. MBS
with
specification
in
HRM/MA
Social
Work/Diploma in HRM or other equivalent qualification
c. A degree or diploma in labour law will be an additional
desirable qualification
At least five years experience in a similar position in a
large organisation of repute.
Preferably above 30 years and below 45 years
a. Good health
b. Pleasing manners
c. Fluency in speaking and writing
d. Analytical and decision making skills
e. Ability to work long hours
f. Innovative approach
g. Good knowledge of computer applications
Work activities. First, he or she collects information about the jobs actual
work activities, such as cleaning, selling, teaching, or painting. This list may
also include how, why, and when the worker performs each activity.
Human behaviors. The specialist may also collect information about human
behaviors like sensing, communicating, deciding, and writing. Included here
would be information regarding job demands such as lifting weights or
walking long distances.
Machines, tools, equipment, and work aids. This category includes
information regarding tools used, materials processed, knowledge dealt with
or applied (such as finance or law), and services rendered (such as
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counseling or repairing).
Performance standards. The employer may also want information about
the jobs performance standards (in terms of quantity or quality levels for
each job duty, for instance). Management will use these standards to
appraise employees.
Job context. Included here is information about such matters as physical
working conditions, work schedule, and the organizational and social context
for instance, the number of people with whom the employee would
normally interact. Information regarding incentives might also be included
here.
Human requirements. This includes information regarding the jobs human
requirements, such as job-related knowledge or skills (education, training,
work experience) and required personal attributes (aptitudes, physical
characteristics, personality, interests).
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Advantages:
Simple.
Very effective when there are relatively few jobs to be evaluated (less than
30).
Disadvantages:
Difficult to administer as the number of jobs increases.
Rank judgements are subjective.
Since there is no standard used for comparison, new jobs would have to be
compared with the existing jobs to determine its appropriate rank. In
essence, the ranking process would have to be repeated each time a new job
is added to the organization.
2. Classification - Jobs are classified into an existing grade/category
structure or hierarchy. Each level in the grade/category structure has a
description and associated job titles. Each job is assigned to the
grade/category providing the closest match to the job. The classification of a
position is decided by comparing the whole job with the appropriate job
grading standard. To ensure equity in job grading and wage rates, a common
set of job grading standards and instructions are used. Because of
differences in duties, skills and knowledge, and other aspects of trades and
labour jobs, job grading standards are developed mainly along occupational
lines. The standards do not attempt to describe every work assignment of
each position in the occupation covered. The standards identify and describe
those key characteristics of occupations which are significant for
distinguishing different levels of work. They define these key characteristics
in such a way as to provide a basis for assigning the appropriate grade level
to all positions in the occupation to which the standards apply.
Advantages:
Simple.
The grade/category structure exists independent of the jobs. Therefore, new
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jobs can be classified more easily than the Ranking Method. Disadvantages
Classification judgments are subjective.
The standard used for comparison (the grade/category structure) may have
built in biases that would affect certain groups of employees (females or
minorities).
Some jobs may appear to fit within more than one grade/category.
Quantitative Methods
3. Factor Comparison
4. Point Rating
3. Factor Comparison - A set of compensable factors are identified as
determining the worth of jobs. Typically the number of compensable factors
is small (4 or 5). Examples of compensable factors are:
Skill, Responsibilities, Effort
Working Conditions Next, benchmark jobs are identified. Benchmark jobs
should be selected as having certain characteristics.
Equitable pay (not overpaid or underpaid)
Range of the factors (for each factor, some jobs would be at the low end
of the factor while others would be at the high end of the factor). This
process establishes the rate of pay for each factor for each benchmark
job. Slight adjustments may need o be made to the matrix to ensure
equitable dollar weighting of the factors. The other jobs in the
organization are then compared with the benchmark jobs and rates of pay
for each factor are summed to determine the rates of pay for each of the
other jobs.
Advantages:
The value of the job is expressed in monetary terms.
Can be applied to a wide range of jobs.
Can be applied to newly created jobs. Disadvantages
The pay for each factor is based on judgements that are subjective.
The standard used for determining the pay for each factor may have build
in biases that would affect certain groups of employees (females or
minorities).
4. Point Method - A set of compensable factors are identified as
determining the worth of jobs. Typically the compensable factors include the
major categories of:
Skill, Responsibilities, Effort, Working Conditions
These factors can then be further defined.
Skill, Experience, Education, Ability, Responsibilities, Fiscal, Supervisory,
Effort, Mental, Physical, Working Conditions, Location, Hazards, Extremes in
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b) Types of interviews
Introduction
Interview is a face to face interaction between two persons for a particular
purpose. It is widely used not only in employee selection but for placement,
orientation, appraisal, disciplinary action, exit or separation, counselling and
general problem solving. It is also employed to screen candidates for
admission into the institution of higher learning. Thus, an interview is a
purposeful exchange of views, the answering of questions and
communication between two or more persons.
The qualitative research interview seeks to describe and the
meanings of central themes in the life world of the subjects. The
main task in interviewing is to understand the meaning of what the
interviewees say -(Kvale,1996)
Types of Interview
1. Formal Interview - The course of the interview is pre planned. Also, the
fixing of value, time limit, panel of the interview, intimating the candidate
officially of selection / rejection etc is decided. The questions to be asked
to the candidate are pre decided and the panel of experts will be allotted
the areas they are required to probe the interviewee. The panel generally
does not deviate from the objective set for the interview.
2. Informal Interview - This type of interview is more casual in approach. The interviewer
may ask the candidate basic questions related to the job. They might change their mind about
questions and carry on a conversation with the candidate, e.g. Tell me something about your
family background. In this type of interview, the interviewer tries to bring the candidate at
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