Q) Explain the concept of HRM, and also state the scope of HRM.

Ans. HRM is planning, organizing, directing & controlling of procurement development.

Compensation, integration, maintenance & separation of human resource to the end, so
that the individual organizational & societal objectives are met.
The core points are:
1. Organizations are not mere bricks, mortar, machineries or inventories. They are
people. It is the people who staff and manage organizations.
2. HRM involves the application of management functions and principles. The
functions and principles are applied to acquisitioning, developing, maintaining,
and remunerating employees in organizations.
3. Decisions relating to employees must be integrated. Decisions on different aspects
of employees must be consistent with other human resource (HR) decisions.
4. Decisions made must influence the effectiveness of an organization. Effectiveness
of an organization must result in betterment of services to customers in the form
of high-quality products supplied at reasonable costs.
5. HRM functions are not confined to business establishment only. They are
applicable to non-business organizations, too, such as education, health care,
recreation, and the like.
1. A series of integrated decisions that form the employment relationship; their
quality contributes to the ability of the organizations and the employees to achieve
their objective.
Thus, HRM refers to a set of programmes, functions and activities designed and
carried out in order to maximize both employee as well as organizational
effectiveness.
SCOPE of HRM
The scope of HRM is indeed vast. All major activities in the working life of a
worker --- from the time of his or her entry into an organization until he or she
leaves – come under the purview of HRM. Specifically, the activities included are
– HR planning, job analysis and design, recruitment and selection; orientation and
placement, training and development, performance appraisal and job evaluation,
employee and executive remuneration, motivation and communication, welfare,
safety and health, industrial relations (IR) and the like. For the sake of
convenience, we can categories all these functions into seven sections – (i)
introduction to HRM, (ii) employee hiring, (iii) employee and executive
remuneration, (iv) employee motivation, (v) employee maintenance, (vi)
employee and executive remuneration, (iv) employee motivation, (v) employee
maintenance, (vi) IR, and (vii) prospects of HRM.
Q. What is the place of HR department in overall organization? Explain the position of
HR department in organizational set-up.
Ans. ORGANISATION OF HR DEPARTMENT
Two issues have become relevant in discussion of an HR department. They are (i) place
of the HR department in the overall set-up, and (ii) composition of the HR department
itself.
Status of the HR department in the total organizational structure depends on whether a
unit is small or large. In most of the small organizations, there is no separate department
to co-ordinate the activities relating to personnel. In fact, there may not be any personnel
managers at all. Services of outsides who specialize in maintaining accounts and records
relating to provident fund, pension and other statutory requirements are retained for a fee.
Personnel, as an activity, were seen as a necessary but unimportant part of the
organization. Fortunately, things have changed for the better, and the status of personnel
department has improved enormously over the years.
A large-scale unit will have a Manager/Director heading the HR department. His or her
status will be equal to that of any executive. This arrangement holds good when the
company has a single unit. Where the company has multiple plants located in different
parts of the country, there may be a centralized HR/Personnel department at the main or
registered office and each plant will have separate Hr/personnel departments. The
HR/personnel handled by the central department handles routine activities relating to
each plant. This is the case with conglomerates as BHEL, ITI and L&T.
Coming to the composition of the HR department, it may be stated that it depends on the
scale of operations and attitude of the top management towards its personnel. However, a
director, under who are Manager – Personnel, Manager – Administration, Manager-HRD
and Manager- Industrial Relations, heads a typical HR department. The department will
grow in size and importance when new the top management places demands on it.
Q. Explain the process of Human Resource planning.
Ans. HRP is process of forecasting an organization’s future demand for and supply of, the
right type of people at right time, at right place and in right number. HRP is sub-system
of organizational planning.
The Process of Human Resource Planning
The major steps involved in the process of manpower planning are as follows:
1. Analysis of Objectives and Strategic Plans of the Company. The persons
concerned with manpower planning must be clear about the objectives of
manpower planning. The manpower planning must be integrated with other
business policies and therefore business policies of objectives as regards
profitability production, sales and development of human resources should be
prepared well in advance to spell out the business objectives. Any change in
business objectives would certainly affect the manpower planning. The ultimate
 aim of manpower planning should be to relate future human resources to future
enterprise needs so as to maximize the future return on investment in human
resources. Manpower planning should be done carefully as it has long-term
repercussions.
2. Each plan should further be analyzed into subplans and detailed
programmes. It is also necessary to decide the time period for which manpower
plans are to be prepared. The future organization structure and job design should
be made clear and changes in the organization structure should be examined so as
to anticipate its manpower requirements.
3. Preparing Manpower Inventory: The main purpose of manpower planning is to
avoid the situation of understaffing or overstaffing and for this purpose a stock of
existing manpower is to be assessed. Department, may undertake analysis of
current manpower supply by function, by occupation or by level of skill or
qualifications. Manpower inventory refers to the assessment of the present and the
potential qualifications of present employees qualitatively and quantitatively.
Preparation of manpower inventory involves determination of personnel to be
inventoried cataloguing of factual background information on each individual,
systematic appraisal of each individual and listing the present and potential
abilities and aptitudes of each. This record will provide foundation for a
programme of individual development. Appropriate adjustments would need to be
made in the light of any foreseeable changes in weekly hours of work, holidays
leaves etc.
4. Manpower forecasting: forecasting of future manpower requirement is the most
important part of manpower planning. This requirement is the most important part
of manpower planning. This requirement is forecasted on the basis of production
and sales budgets, workload analysis, work force analysis, estimated absenteeism
and turnover etc. The future manpower requirements should be forecasted
quantitatively and qualitatively. These forecasts depend upon the business
objectives. Formal approach to manpower forecasts involves statistical and
mathematical projections of labour market trends, product market trends and
technological changes.
5. Manpower Plans: After the personnel forecasts decide the required number of
right type of personnel the next phase is to plan how the organization can obtain
these people. After determining the gaps in manpower, programmes and strategies
are developed for recruitment, selection, training; transfers promotion and
appraisal so that the future manpower requirements can be met, Development
plans are designed to ensure a continuing supply of trained people to take over
jobs as they fall vacant either by promotions or recruitment of through training. In
this way, shortages or redundancies can be avoided in the long run.
6. Training and Development Programmes: Training and development needs of
the organization are identified with the help of skill inventory preparations.
Training is necessary not only for the new employees but for the old employees as
well. Executive development programmes have to be devised for the development
of managerial personnel. No organization has a choice of whether to provide
training or not, the only choice is to decide the method or technique of training.
 The talents of the employees are not fully tapped without a systematic programme
of training and development.
7. Appraisal of Manpower Planning: After the training and development
programmes are implemented, an appraisal must be made of the effectiveness of
manpower planning. This is a monitoring and control phase. It involves allocation
and utilization of human resources over time. Review of manpower planning
helps to reveal deficiencies. Corrective action should be taken at the right time to
remove the deficiencies. Manpower inventory should be updated periodically.
Necessary alterations and modifications should be made in the light of changing
environment and needs of the organization. An appraisal of the existing
manpower plans serves as a guide in future manpower planning.
8.
Q. Explain the terms job Analysis, job description and job specification?
Ans. Job analysis is a systematic exploration of the activities within a job. It is a basic
technical procedure, one that is used to define the duties, responsibilities and
accountabilities of a job.
A job is a collection of tasks can be performed by a single employee to contribute to the
production of some product or service provided by the organization. Each job has certain
ability requirements (as well as certain rewards) associated with it. Job analysis is the
process used to identify these requirements.
Specifically, job analysis involves the following steps:
1. Collecting and recording job information.
2. Checking the job information for accuracy.
3. Writing job descriptions based on the information.
4. Using the information to determine the skills, abilities and knowledge that are
required on the job.
5. Updating the information from time to time.
Job Analysis
A Process of obtaining all Pertinent Job Facts
Job Description
A statement containing items such as

• Job title
• Location
• Job summary
• Duties
• Machines, tools and equipment
• Materials and forms used
• Supervision given or received
• Working conditions
• Hazards
Job Specification
As statement of human qualification necessary to do the job. Usually contains such items
as

• Education
• Experience
• Training
• Judgement
• Initiative
• Physical effort
• Physical skills
• Responsibilities
• Communication skills
• Emotional characteristics
• Unusual sensory demands such as sight, smell hearing
Uses of Job Description and Job Specification
• Personal Planning
• Performance Appraisal
• Hiring
• Training and Development
• Job Evaluation and Compensation
• Health and Safety
• Employee Discipline
• Work Scheduling
• Career Planning

Q Explain Remuneration? What are the various components of remuneration.

Ans. Remuneration is compensation an employee receives in return of his services or
contribution to the organization. Its components are:
1. Wages and Salary: Wages represent hourly rates of pay, and salary refers to the
monthly rate of pay, irrespective of the number of hours put in by an employee,
Wages and salaries are subject to annual increments. They differ from employee
to employee, and depend upon the nature of job, seniority, and merit.
2. Incentives: Also called ‘payments by result’, incentives are paid in addition to
wages and salaries. Incentives depend upon productivity, sales, profit, or cost
reduction efforts.
There are (i) individual incentive schemes, and (ii) group incentive programmes.
Individual incentives are applicable to specific employee performance. Where a
given task demands group efforts for completion, incentives are paid to the group
as a whole. The amount is later divided among group members on an equitable
basis.
 3. Fringe Benefits: These include such employee benefits as provident fund,
gratuity, medical care, hospitalization, accident relief, health and group insurance,
canteen, uniform, recreation and the like.
4. Perquisites: These are allowed to executives and include company car, club
membership, paid holidays, furnished house, stock option schemes and the like.
Perquisites are offered to retain competent executives.
5. Non-monetary Benefits: These include challenging job responsibilities,
recognition of merit, growth prospects, competent supervision, comfortable
working conditions, job sharing, and flextime.

Q) What are the types of incentives?

Ans. Classification of Incentives
Incentives can be of different kind by the different viewpoints. They can be classified
as under:
a) Individual and organizational incentives
b) Financial and non financial incentives
c) Positive and negative incentives

a) Individual and organizational incentives – Individual incentives include

measured day work, piece work standard hour plan and gains sharing plans,
while organization wide incentives include the Scanlon plan, the Kaiser – united
steel worker plan and profit sharing.
b) Financial and nor-financial incentives – Financial incentives may be based on
individual or group performance and exert a significant impact on personnel
motivation. Although money itself is important, it has a deep impact on
motivation as a symbol of accomplishment. These incentives form visible and
tangible rewards provided in recognition of accomplishment. Financial incentive
includes different types of wage incentive systems such as time rate, price rate,
differential price rate and profit sharing plans. These incentives have been found
to be quite redundant in motivating people to produce more in several cases.
This led to the discovery of non-financial incentives. These incentives are based
on the philosophy that work is natural for people who tend to perform additional
amount of it due to a force other than money. The examples of non-financial
incentives include attitude relationship with supervisor advancement security,
quality of supervision, Job satisfaction and enrichment, praise and reproof,
knowledge of result, experience of progress, co-operation and competition, level
of aspiration and nature of goals.
c) Positive and negative incentives – Positive incentives are those agreeable factors
related to a work situation which prompt an individual to attain or excel the
standard or objectives set for him, where as negative incentives are those
disagreeable factors in a work situation to avoid which an individual strives to
accomplish the standards required on his or her part. Thus, the positive
incentives may include the wages, expected promotion continuity of
 employment, approval of the supervisor and fellow work-persons as also of the
community, preference in case of layoff, competition with others and with one’s
prior record, and the individual’s own sense or fair play and honesty with
respect to providing just service for the entire consideration given to him by his
employer, fellow persons and the community on the other hand. Negative
incentives include fear of lay off, discharge, reduction of wage, disapproval of
the employer and fellow persons and the sting of the individual’s own
conscience for not accomplishing his expected possibilities.

Q. Write short notes on

a) Resignation
b) Termination
Ans. (a) Resignation – A termination or separation initiated by the employee himself is
called resignation. Although some resignations may permit an organization to rectify a
mistake in procurement of personnel or to bring new blood into the affected unit, but
excessive turnover may prove costly to the organization. There are resignations, which
are avoidable, and others, which are unavoidable.

There are four basic reasons for resignation:

1. Dissatisfaction
2. Domestic problems
3. Personnel circumstances
4. Promotional gains.

1. Dissatisfaction- If may be due to job content, salary, welfare, benefits, unfair

treatment, physical working conditions, personality clash, hours of work etc.
2. Domestic problems – Includes marriage, pregnancy, increased domestic
responsibilities, removal from district etc.
3. Personal circumstances – It includes ill health, transport difficult, early
retirement, cash gain, accident etc.
4. Promotional gains – Includes lack of prospects in the company continually
overlooked etc.

(b) Termination – Termination of services means to relieve the employees

from their services. Termination of employment may take one of the four
forms i.e., layoff, suspension, discharge by the employer or resignation
by employee. Lay off and suspensions are of temporary nature while the
other two are permanent. According to Industrial Disputes Act 1947, the
layoff is the failure, refusal or inability of an employer to give
employment to a workman. Suspension is the form of punishment.
Usually imposed upon an employee for breaking rules and regulations
 and lasts a fixed short period of time. Discharge of an employee for
unsatisfactory work can only take place during his probationary period.
A termination initiated by the employee himself is called resignation.

There may be following reasons of the termination of services.

1. Termination of service of employee of the expiry of the performance for which
they were employed.
2. If the behavior of employee is objectionable.
3. Unsatisfactory performance of the employee.
4. Termination of service of employees because of the reduction in production.
5. On the moral deterioration of the employee.

Q. Discuss suspension and discharge.

Ans. Suspension – Suspension is the temporary relievement of employee from the job. It
takes place when some enquires into the charge made against a particular employee are
going on and it is suspected that the employee if allowed to continue his job, he may
manipulate the records for facts and interfere into the enquiries. So it is a preventive
and precautionary measure. An employee is suspended only when the charges made
against the employee are serious and the involvement of employee is prima facie
proved.
As it is stated that suspension is a preventive step and during the suspension period, the
employee is paid a subsistence allowance generally half of the existing salary. If the
charges against the employee are not proved, the employee is reinstated with full salary
and all benefits of proved, the employee is reinstated with full salary and all benefits of
suspended period and they continue further. Generally, an increment and seniority is
also given to him and if the employee is proved guilty then his services are terminated
from immediate effect.
Discharge – Discharge is the permanent separation from the payroll of the company
may be because of incompetence or office by the employee. Generally, as an agreement
of labour union and management, the workers can be discharged only for ‘just causes.’
However, the managerial personnel can be discharged on numerous grounds as decline
in sales and production volumes, poor performance, alleged or actual misbehavior etc.
Reasons for Discharge – Following are the reasons for discharge:
a) Retirement
b) Unsatisfactory performance
c) Misconduct on part of employee
d) Death
Q10. What is meant by retirement? What are its various types?
Ans. Retirement – Majority of employees are separated from the organization by way of
retirement. Retirement is the discharge of an employee from his services at the
attainment of a certain type of predetermined age. Every organization should have
clear-cut rules as to the retirement and should also help the employees for adjusting
after retirement. In every organization there is a particular organization and after the
attainment of that age by the employee, he retires. The provision of retirement helps in
solving the problem of unemployment in the country.
Retirement of an employee is an important event in his life and also has an important
impact on the organization where he worked for a major portion of his life. So the
retired person should be given the honor and as far as possible his after retirement
benefits should be cleared immediately such as provident fund, gratuity and insurance
etc. In addition to it, in some enterprises, there is provision of monthly pension to the
retired employees.
Types of Retirements – there are following types of retirements:
a) Premature retirement
b) Forced retirement
c) Compulsory retirement
a) Premature retirement – If an employee becomes disabled in an accident or
otherwise due to some disease, he may be given the option of retiring by the
management before attaining the retirement age, with full benefits of retirement.
b) Forced retirement – It an employee is found guilty either in court of law or has
violated the conditions enumerated in the service agreement he may be forced to
retire from the service without any benefit, though he has not attained the
retirement age.
c) Compulsory retirement - The employee must retire compulsorily after attaining
a specific age. In central government and state government offices the
retirement age is either 58 or 55. But in case or private organization, employees
may be given extension until they are suitable to do the work. Managerial or
technical personnel may be re-employed after the period of service in the
contract of service is over.

Q11. Define absenteeism. What are its adverse effects? How can it be controlled?
Ans. Absenteeism- absenteeism is a condition that arises when an employee fails to come to
work when he is scheduled to work. It is an authorized absence of the worker from his
job or the absence of worker when work is available. The study of absenteeism is very
important because excessive absenteeism teels upon the productivity of the
organization. According to Labour Department, Government of India, the absenteeism
rate is defined as the total man shifts lost because of absences as a percentage of the
total number of man shifts scheduled. The absenteeism rate signifies the absence of an
employee from work when he is scheduled to be at work. It is unauthorized,
unexplained, avoidable and willful absence from work. The rate of absenteeism can be
calculated as follows:

Number of total man shift lost

Absenteeism Rate= -------------------------------------- x100
Number of total man shifts scheduled

Causes of Absenteeism – There are various reasons for which an employee remains
absent from the work. They are:

1. After pay day sickness and hangovers contribute to absenteeism particularly

when combined with poor working conditions. Lack of interest in work and
high wages.
2. Lack of interest or a feeling of responsibility and worthwhileness are
fundamental causes of absenteeism.
3. Sickness is high or the list of cause of absenteeism, running as high as 50%
of the absenteeism in some cases.
4. A miscellaneous group of causes would include such factors as bad weather.
Lack of transportation, search for another job, personal business and friends
visiting from distance locations.
5. Poor production and material control can result absenteeism unless the flow
of work between departments is balanced and continuous, workers may stay
away from their jobs because they lost their interest in the work and also
lose the feeling of the importance of being dependable.
6. Attitude of mind caused be environmental and sociological factors may
condition some to develop a feeling of irresponsibility about going to work.
7. Industrial accidents and occupational disease bring about absenteeism,
depending upon the nature of the process and machinery used.

Control of Absenteeism:- Absenteeism is a serious problem for the management

because it involves heavy additional expenses. When the employee is absent, the
machine remains idle, it reduces the production and also the additional employees are to
be hired on double the wages on ad hoc basis, Besides these both the discipline and
efficiency of the organization. The management may use the following measures to
control absenteeism.

1. The Chronic offenders may be disciplined by lay offs, discharges and loss of
promotion and other privileges.
 2. The new employees should be inducted in such a way that their critical attitude
in reduced as quickly as possible to avoid absenteeism from this source.
3. Publicizing their name may reticulate the chronic offenders.
4. All absent workers should be interviewed upon their return to determine causes
and to impress upon the seriousness of their absence.
5. The management should properly analyze the various causes of absenteeism and
classify the chronic offenders.
6.
Q14. Explain on job methods of the executive development.
Ans. Methods of executive development
A large variety of methods of executive development have come into limelight these
days. The selection of the method depends upon the philosophy of the management.
Broadly, these methods are classified into two categories:
(A) On the Job Methods
(B) Off the Job Methods

On the Job Techniques:

On the job techniques is most useful when the objectives is to improve on the job
behavior of executives. Such training is inexpensive and time saving. A training takes
place in real job situation, the motivation to learn is high. But in this method neither the
trainer nor the trainee are free from the daily routine and pressures of the job still it is the
most popular method of developing the executives. The main techniques are as explained
below:
1. Coaching: Under this method, the immediate superior guides the subordinates
about various methods and skills to do the job. He briefs the trainees in what is
expected of him and guides him how to get it. He also watches their performance
and directs them to correct the mistakes. He periodically reviews the performance
and suggests changes required in behavior and performance. The main objective
of coaching is to provide diversified knowledge. He guides and trains them and
prepares them to handle the complex situations.

2. Under Study: An under study is the person who is specially designated as heir
apparent. In this method, the trainee is prepared to perform the work or fill the
position of his superior. The department manager picks up one person from the
department to become his under study. The junior is generally assigned tasks,
which are closely related, to work in his section and he is deputed to attend
executive meetings as a representative of his superior. The understudy may even
be asked to directly supervise a number of people at work. This will give him an
opportunity to try out his leadership skills.
3. Job Rotation: Job rotation implies systematic, planned and effort to transfer an
executive from job to job or from plant to plant. The main aim of job rotation is to
broaden the general background of the training in the business. The executive is
given all the duties and responsibilities, which go along with the job to which he
is transferred. This method broadens the outlook of the executive as he comes to
appreciate the problem faced by other managers, plants, departments etc.

4. Special Projects Assignments: A special assignment is a highly useful training

device under which a trainee is assigned a project that is closely related to his job.
Sometimes, a number of trainee executives are put together to work on a project
directly related to their functional areas. The trainee studies the problems and
submits the written recommendations upon it. It provides him a valuable
experience in tackling the problem but would also have the other values of
educating the trainees the importance of the problem and to understand the
organizational relationship of the problem with different angles.

6. Committee Assignments: This method is similar to project assignment under this

system an ad-hoc committee is constituted and is assigned a subject related to the
business to discuss and to make recommendations. Through discussions in
committee meetings they get acquainted with different view points and alternative
methods of problem solving. They also learn interpersonal skills. Generally, the
executives are selected from different departments having specialized knowledge
in different fields but connected to the problem.

7. Selective Readings: Some companies have planned reading programmes under

which the executives read books, journals, articles and notes with interest and
exchange news with others by reading selected professional books and journals.
Executives can keep in touch with the latest research findings, theories and
techniques in management. Reading helps to avoid managerial obsolescence.

8. Multiple Management: Under this system a junior board of young executives is

constituted. Major problems are analyzed in the junior board, which makes
recommendations to the Board of Directors. The groups are given assignments
prepared beforehand to be submitted within a specified date and time. Each man
in the group is appointed leader of the group for the performance of the given task
by rotation. Each task is assigned in the form of a brief, a document prepared by
the experts on the faculty with meticulous care. It indicates the nature and scope
of the subject matter, a list of selected readings and background material in the
form of papers, exercises and cases. It also fixes the time by which the study is to
be completed. The leader of the group is required to present the views of his
group in the joint session and justify the group’s view in case of any queries of
criticism.
 9. Sensitivity Training: This method is also called T-Group training and laboratory
training as it is conducted under controlled conditions. Kurt Lewin developed
sensitivity training. According to Chris Argyris “sensitivity training is a group
experience designed to provide maximum possible opportunity for the individuals
to expose their behavior, give and receive feedback, experiment with new
behavior and develop awareness of self and of others.”

10. Programmed Instructions: Programmed instructions have become a very

popular method both in training and in industry in modern times. This method
incorporates a prearranged and proposed acquisition of some specific skills or
general knowledge. It includes teaching machines and instructions and
programmed learning. It is an application of learning to task of training and
education.

11. In Basket Exercise: this method is used for developing decision-making skills
among the trainees. In this method, the trainee is provided with a basket or tray of
papers and files related to his functional area. He is expected to study these and
make his own recommendations on the problem situation. The recommendations
of various trainees are compared and conclusions are arrived at these and put
down in the form of a report.

Conclusion: The various methods of executive development have been discussed but
there is no ideal method or a combination of the methods of executive development,
which may suit the needs of all organizations. The organization must design its own
particular programme and the above methods may be used as a guide to a specific
training programme.

Q15. Discuss off the job techniques of executive development.

Ans. The main techniques under the off the job methods are as follows:

1. Special Courses: This method requires the executives to attend special

courses, which are formally organized by the enterprises with the help of
experts from educational institutions. Their employers to attend the courses
conducted by management institutes may also sponsor the executives. This
method is gaining popularity now a days. But only big and large enterprises
can make use of this method, as the cost of these courses is very high.
Moreover, it is difficult to say whether these courses really improve and
develop the executives or not.
2. Case Studies: Case study method is generally used to teach law, business
management, and human relations etc. to let the trainee understand that there
may be different solutions to a particular problem. Under this method, a real
or hypothetical problem or situation demanding solution is presented in
writing to the trainees. They are required to identify and analyze the problem,
suggest and evaluate alternative courses of action and choose the most
appropriate solution. The trainer guides the discussion and ensures that no
relevant factor is overlooked. Thus, the trainees get an opportunity to apply
their skills in the solution of realistic problems.

3. Role Playing: Under the method, a conflicting, situation is artificially created

and two or more trainees are assigned different roles to play. No dialogues are
given before hand. The role players are provided with either a written or oral
description of the situation and the roles they are to play. After being allowed
sufficient time to plan their actions, they must then act their parts
spontaneously before the class. For example, a role-playing situation may be a
salesman making a presentation to the prospective buyer.

4. Conferences: A conference is a group meeting conducted according to an

organized plan in which the members participate in oral discussion of a
particular problem and thus, develop their knowledge and understanding. The
conference leaders may also learn how to develop their skill to motivate
people through direction of discussion. The conferences are of three types: (i)
Guided or directed conference (ii) Consultative conference and (iii) Problem
solving conference. For training purpose, guided or directed conference is
used. It is ideally suited in developing conceptual knowledge, reducing
dogmatism and modifying attitudes. The trainee actively participates and his
interest in learning is maintained.

5. Management Games: Management games are being devised and used with
varying degrees of success in development programmes. Management games
are designed to be representatives of real life situations. A management game
is a classroom exercise, in which teams of students compete against each other
to achieve certain common objectives. The trainees are asked to take decisions
about production, cost, research and development etc. for a stimulated
organization. Since, the trainees are often divided into teams as competing
companies, experience is obtained in teamwork

.
6. Syndicate Method: In this method, 5 or 6 groups consisting of about 10
members are formed. The groups are known as syndicates. Each group
(syndicate) is composed of carefully selected men who, on the one hand
 represents fair cross section of the executive life of the country i.e. men from
public sector and private sector undertakings, civil and defence.

Q8. What are the guidelines for effective grievance handling in an org?
Ans. The following are the guidelines for effective grievance handling in an org.:-
1. The management should consider the grievance seriously and should not show
any light-minded attitude. Workers should not have a feeling that this procedure
is just a eye wash. Adequate time must be spent in talking to employees
gathering data from them and analyzing the data.

2. While interviewing the employees the executive concerned should try to gain
their confidence should try to gain their confidence. He should display a keen
interest in the problems of the employees and a constructive willingness to be of
help. Such a positive attitude must be apparent to the employees in order to earn
their respect and cooperation.

3. Grievances should be handled in terms of their total effects upon the

organization and not merely on their immediate or individual effects.

4. Organizational responsibilities for handling grievances should be divided and

shared by all levels of management and representation of labour union.

5. The nature of grievance should be defined, expressed and described clearly as

early as possible so that wrong problem may not be handled.

6. Grievance must be addressed promptly.

7. Procedures and forms airing grievances must be easy to utilize and well
understood by employees and their supervisors.

8. Ego clashes should not be allowed to impede the resolution of disputes.

9. Occurrence of similar grievances must be avoided.

After a decision has been reached on a grievance by the management and the concerned
employee, ensure that the decision is carried expeditiously.
Q10. What are the techniques of improving QWL.
Ans. Following are the techniques of improving QWL.

1. Flexible Work Schedules:- There should be flexibility in the work schedules of

the employees. Alternative work schedules of the employers. Alternative work
schedules for the employees can be flextime, staggered hours, compressed work
week etc.

2. Job Redesign:- Job redesigning (job enrichment or enlargement) improves the

quality of the job. It attempts to provide a person with exciting, interesting
stimulating and challenging work. It helps to satisfy the higher level needs of
the employees.

3. Opportunity for development:- Career development is very important for

ambitions and achievement-oriented employees. If the employees are provided
with opportunities for their growth and development, they will be highly
motivated and their commitment to organization will increase.

4. Autonomous work groups self managed work teams:- In such groups

employees are given freedom of decision making and accountability is created
for success or failure. This will make them responsible.

5. Employee’s participation in management:- People should be allowed to

participate in management decisions, which affect their lives. Quality circles,
MBOs, suggestion system help to improve the QWL.

6. Job Security:- Employment. Adequate job security provided to employees will

improve the QWL to a large extent.

7. Equitable justice:- The principle of equitable administrative justice should be

applied in disciplinary actions, grievance, procedures promotions, transfers,
work assignments etc.

Q 3. What are the required Qualifications and qualities of a personnel manager?

Ans. Qualifications and Qualities of Personnel Manager – As the role of personnel manager
has changed considerably from procurement of employees to procurement,
development and developing human relations in the organization to achieve
organization objectives. For doing all these activities, the personnel manager requires
certain physical and mental qualification. According to Richard P. Calhan, a personnel
manager must possess the following qualifications.
a) Impersonality
b) Effective communicator
c) Mental ability
d) Operational ability
e) Foresightedness
f) Good personality
g) High character
a) Impersonality: - A personnel manager must be free from bias attitude. He
should not take judgment on the basis of their merit. He should be known for
his honesty, integrity, character, justice and fair play.
b) Effective communicator – A personnel Manager is required to address
several verbal and written communications to the employees working under
his supervision. A personnel manager must be able to communicate his ideas
and opinions effectively and clearly so that all the employees may
understand and implement the message.
c) Mental ability – A personnel manager must be a good leader and organizer.
He must be able in motivating the workers. He must have the ability of
analyzing problems from every angle.
d) Foresightedness – A personnel manager must have foresightedness also. He
must be capable of predicting the problems of business in advance. He must
be able in motivating the workers. He must be able in evaluating the merits
and demerits of all the alternatives.
e) Good personality – The personnel manager must possess attractive and
effective personality. He must be trained in behavioral science so that he
may predict and control the human behavior. He must be capable enough in
getting the work done by others.
f) High character – A personnel manager must be a good leader and organizer.
He must be able in motivating the workers. He must have the ability of
analyzing problems from every angle.