Summer/ May 2012

Master of Business Administration- MBA Semester 1

MB0043 –Human Resource Management - 4 Credits

(Book ID:B1132)

Assignment Set- 1 (60 Marks)

Note: Each Question carries 10 marks. Answer all the questions.

Q1.What are the objectives of job evaluation?

Ans : 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. The

below-mentioned are some of the important objectives of a job evaluation programme:

1. Establishment of sound salary differentials between jobs differentiated on the skills

required.

2. Identification and elimination of salary-related inequities.

3. Establishment of sound foundation for variable pay such as incentive and bonus.

4. Maintenance of a consistent career and employee growth policy/ guidelines.

5. 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.

6. Collection of job facts

a) Selection of employees

b) Promotion and transfer of employees

c) Training of new employees

d) Assignment of tasks to jobs

e) Improving working conditions

f) Administrative organization, and

g) Work simplification.

There are many established methods to carry out job evaluation in a scientific manner. A

four-fold system of classifying evaluation systems is presented here. Two are described as

non-quantitative and two as quantitative.

1. Non-quantitative evaluation measures,

a. The ranking system.

b. The job-classification system.

2. Quantitative evaluation measures.

a. The point system.

b. The factor-comparison system.

Q2.What are the major problems faced in benefits management?

Ans :

Major problems faced in benefits management

One of the main problems faced by management in organizations is the need to maintain a competitive advantage. With the global economic climate it has been difficult for companies and organizations to keep up with their rivals, let alone better them. Corporate culture is one responsibility that management need to adhere to because it is vital when you want to succeed in business. It creates a sense of innovation and productivity as opposed to a more negative culture which may stifle employees and detrimentally affect job gratification. In addition, managers have a huge responsibility for guiding the organization in the right direction as they are the prime decision makers. Managers have to make the plans and organize their employees and resources in order to put the organization in a direction that will grant them success. Most modern management take on a strategic management style which initially states the main aim of the particular mission which follows by the processes that will be carried out on a day-to-day basis.

Moreover, one of the most important aspects that a good manager requires is solid communication skills. It is very likely in business that you are going to come into contact with conflicting styles of communication, however it is the manager's job to be aware of this as well as their own style. They need to be able to enforce their own style of communication while being able to adapt to others, especially if they are consulting with other organisations and companies.

Some of the basic problems faced by management are

1: How to produce a qualitative product:

This is the first problem faced by management that what is to produce, how much to produce and where to be produce. And the organization has to decide either they have to produce different products or to emphasis on one product.

2: How to deal the labour union:

The labour is the group of people working for the betterment of the employees working in the organization. The management has to decide that how to full fill the demands of the labour union in respect of salaries, bonuses, insurance, medical allowances, fringe benefits etc.

3: How to compete in the market:

Various decisions for example how to charge the price, how to place the product, how to promote the product has to be taken by the management and they try to solve these problems in a best manner.

4: How to utilize the organization resources:

The management made various decisions about the organization resources that is man, money, material, machinery, market and methodology.

5: To avoid stick out situation:

Stock out situation is that situation when the customer demands for the product and the company has no product at that time. The management has to decide how to tackle this problem.

Q3.State the major career development activities found in organizations.

Career Development:

Although scholars have defined career development (CD) in a variety of ways, Simonsen’s (1997) definition will be used as the foundation for the proposed framework:

Career development is an ongoing process of planning and directed action toward personal work and life goals. Development means growth, continuous acquisition and application of one’s skills. Career development is the outcome of the individual’s career planning and the organization’s provision of support and opportunities, ideally a collaborative process. . . (Simonsen as cited in Simonsen, 1997, pp. 6-7)

This definition recognizes that career development is ongoing, that it involves reciprocal interaction between employee and employer, and that attainment and/ or enhancement of individual capabilities are not restricted to a particular job, career path, or organization.

This definition and the framework that follows are predicated on a few essential assumptions.

• HRD remains integral to the career-development process. The HRD function is uniquely positioned to integrate the interests of employees with the needs of the system, staying attuned to the strategic plans of the organization while remaining cognizant of the free agent nature of the employer employee relationship (Boudreaux, 2001; Swanson & Holton, 2001; van Dijk, 2004).

• The return on investment of career development must be considered to gain organizational interest in expanding CD efforts. However, the potential value of career development to organizational success depends on how well the system supports the career development process in terms of resources allotted and priority assigned to career development endeavors. For example, when small systems find their minimal resources stretched, career development may languish so that seemingly more urgent needs, like mandatory training, can be addressed (Kuchinke, 2003).

Larger systems simply may choose to focus on more high profile initiatives, like organization development, rather than invest resources in career development in this era of uncertain loyalties. Yet, one of the advantages of less structured learning activities is that they often are embedded within daily work. As a result, they can be implemented with little financial investment while contributing to the success of other endeavors, like organization development.

• Career development should not be restricted to a select few or to those at particular levels within the system. Conlon (2004) addresses this by noting both the practical as well as the ethical aspect of this premise. As organizations become flatter, a broad-based, well-developed workforce will be essential to meet their current and future needs. Ironically, although the HRD literature has routinely discussed “management development” as separate from “career development,” much of what traditionally has been described as “career development” has targeted managerial-level employees and excluded those in non management tracks (McDonald, Hite, & Gilbreath, 2002).

• Career development can be both formal and informal and may take place within and outside of the organization. For example, Gilley et al. (2002) describe an “effective career

development program” (p. 63) as one that includes a variety of experiences in addition to classroom training, citing for example, “self-directed learning projects and involvement in professional organizations and associations” (p. 63).

• Individual life and work priorities influence choices about careers and development opportunities. In some instances, the choice is one of focusing on intrinsic rather than extrinsic rewards to define career success and satisfaction (Forret & Sullivan, 2002). In others, the decision may be based less on a quest for a balanced life and/or work experience and more on necessity.

Hite and McDonald (2003) found that women often make career choices based on their family responsibilities, sometimes choosing to curtail their career progress to accommodate family roles and expectations.

A Strategic HRD Framework for Career Development.

Most HRD practitioners and scholars would argue that HRD needs to be represented in determining the strategic direction of organizations. Fewer would agree that HRD typically is present at the strategic planning table.

However HRD’s presence is critical in determining a company’s role and responsibility regarding employees’ careers. It also is important so career development is not considered a stand-alone program, but rather as a process that is integrated into the system such that it influences the strategic direction of the organization (Gilley et al., 2002). Gutteridge, Leibowitz, and Shore (1993) advocate for companies to incorporate career development into their strategic plans by recommending a systems approach. Specifically, they suggest that career development be viewed as a way of achieving important business objectives and that employee and organizational needs be aligned when planning career-development processes. Hall (2002) reinforces the need for career development endeavors to be “managed and integrated” to yield maximum benefits to individuals and the system (p. 284). Simonsen (1997) echoes the recommendation that career development be “driven by business needs” and proposes that organizations need to develop both a vision and a philosophy of career development (p. 181).

The overarching question at the strategic planning table is as follows:

What should the organization’s philosophy be regarding career development and how, given today’s environment, should this be enacted? Doyle (2000) suggests that a strategy “based on formalized career structures and systems is unlikely to cope with the diversity and ‘messiness’ that is likely to characterize career management in the future” (p. 239). Rather, a strategy is needed that is sensitive to the contextual elements that influence CD and recognizes the need for innovative ways to learn and develop given the current nature of work and organizations.

HRD practitioners are well positioned to shape a system that is less paternalistic and controlling and that focuses more on the partnership approach that fosters employee self-development while still meeting organizational needs. As the planning evolves from developing a philosophy and determining goals, a framework may help guide professionals as they work to implement and integrate career development into the organization (see Figure 1).

We suggest three critical elements to consider in this process: organizational support mechanisms, learning activities, and evaluation processes.

The arrows in the figure indicate that each component of the framework will influence and be influenced by the other. For example, the organizational support mechanisms will influence what learning activities are developed and nurtured in the organization. In turn, the learning activities will affect organizational support mechanisms (e.g., networks and community-based learning may assist employees in dealing with work-family conflicts). Organizational support mechanisms will influence what is evaluated regarding CD and how it is evaluated. The evaluation process also should determine if organizational support mechanisms assist employees and the organization in achieving career-development objectives.

Q4.Explain the need for human resource planning.

Need for human resource planning

 Human resource planning system is a mandatory part of every organization’s annual planning process. Every organization that plans for its business goals for the year also plan how it will go about achieving them, and therein the planning for the human resources:

1. To carry on its work, each organization needs competent staff with the necessary qualification, skills, knowledge, work experience and aptitude of work.

2. Since employees exit and organization both naturally

(As a result of superannuation) and unnaturally (as a result of resignation), there is an on-going need for hiring replacement staff to augment employee exit. Otherwise work would be impacted.

3. In order to meet for the more employees due to organizational growth and expansion, this is turn call for large 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.

4. Often organization 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 challenges

of the changed needs of technology/product/service innovation the existing employees need to be trained or new skills sets induced into the organization.

5. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. In situation where the organization is faced with severe revenue and growth limitation it might need to plan well to manage how it will workforce. Options such as redeployment and outplacement can be planned for and executed properly.

Q5.What are the factors that impact recruitment in organizations?

The sources of employee‘s recruitment can be   classified into two types:

Internal and external

Filing a job opening from within the firm has advantages of stimulating preparation for possible transfer of promotion, increasing the general level of morale, and providing more information about job candidates through analysis of work histories within the organization. A job posting has number of advantages. From the view point of employee, it provides flexibility and greater control over career progress. The jobs posted on notice boards, group emails and publishing in internal news papers. Internal applications often restricted to certain employees, the guidelines for companies include:-Good or better in most recent performance review-Dependable attendance record-Not under probationary sanction-Having been in present position for at least one year. The personnel department acts as a clearing house in screening applications that are unrealistic, preventing an excess number of bids by a single employee and counseling unsuccessful employees in their constant attempt to change their jobs. Similarly the firm may go to external sources for recruitment of lower entry jobs, for expansion, and positions whose specifications cannot be met by the present personnel.

The following external resources are available for firms:

a) Advertising:

There is a trend toward more selective recruitment in advertising. This can be affected in at least two ways. First advertisements can be placed in media read only by particular groups. Secondly, more information about the company, the job, and the job specification can be included in the ad to permit some self-screening.

b) Employment Agencies:

Additional screening can be affected through the utilization of employment agencies, both public and private. Today, in contrast to their former unsavory reputation, the public employment agencies in several states are well-regarded, particularly in the fields of unskilled semi-skilled and skilled operative jobs. In the technical and professional areas, however, the private agencies tend to specialize in a particular engineer.

c) Employee Referrals:

Friends and relatives of present employees are also a good source from which employees may be drawn. When the labour market is very tight, large employers frequently offer their employees bonus or prizes for any referrals that are hired and stay with the company for a specific length of time. Some companies maintain a register of former employees whose record was good to contact them when there are new job openings for which they are qualified. This method of recruitment, however, suffers from a serious defect that it encourages

nepotism, i.e. Persons of one‘s community or caste are employed, who may or may

Not be fit for the job.

d) Schools, colleges and professional institutions:

These offer opportunities for recruiting their students. They will also have separate placement cell where the bio data and other particulars of the students are available. The prospective employers can review credentials and interview candidates for management trainees or probationers. This is an excellent source of potential employees for entry-level positions in the organizations.

e) Labour Unions:

Firms which closed or union shops must look to the union in their recruitment efforts. This has disadvantage of monopolistic workforce.

f) Casual applicants:

Unsolicited applications, both at the gate and through the mail, constitute a much-used source of personnel. These can be developed through attractive employment office facilities, prompt and courteous reply to unsolicited letters.

g) Professional organizations or recruiting firms or executive recruiters:

Maintain complete records about employed executives. These firms are looked upon as

headhunters, raiders and pirates by organizations may employ―executive search firms‖ to help them find talent. These consulting firms recommend persons of high calibre for managerial, marketing and production engineers‘ posts.

h) Indoctrination seminars for colleges

Are arranged to discuss the problem of companies and employees. Professors are invited to take part of these seminars. Visits to plants are arranged so that professors may be favourably impressed. They may speak well of a company and help it in getting the required personnel.

i) Unconsolidated applications:

For positions in which large numbers of candidates are not available from other sources, the companies may gain keeping files of applications received from candidates who make direct enquiries about the possible vacancies on their own, or may send unsolicited applications. This would be helpful to firms for future vacancies. 

j) Nepotism:

The hiring of relatives will be an inevitable component of recruitment programmes in family-owned firms, such a policy does not necessarily coincide with hiring on the basis of merit, but interest and loyalty to the enterprise are offsetting advantages.

k) Leasing:

To adjust to short term fluctuations in personnel needs, the possibility of leasing personnel by the hour or day should be considered. This principle has been particularly well developed in the office administration field because they can avoid any obligation in pensions, insurance and any other fringe benefits.

l) Voluntary Organizations:

Such as private clubs, social organizations might also provide employees  –  handicaps, widowed or married women, old persons, retired hands etc. In response to advertisements.

m) Computer Data Banks:

When a company desires a particular type of employees, job specifications and requirements are fed to computers, where they are matched against data stored in. This method is very useful in identifying candidates for hard-t-fit positions which calls for unusual combinations of skills.

Q6. 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.

A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone.

Aims

Generally, the aims of a performance appraisal are to:

Give employees feedback on performance Identify employee training needs Document  criteria used to allocate organizational rewards Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,

bonuses, etc. Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and employer Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements. To improve performance through counseling, coaching and development.

Methods

A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment. This is known as a 360-degree appraisal and forms good communication patterns.

The most popular methods used in the performance appraisal process include the following:

Management by objectives 360-degree appraisal Behavioral observation scale

Behaviorally anchored rating scales

Trait-based systems, which rely on factors such as integrity and conscientiousness, are also used by businesses but have been replaced primarily by more objective and results-oriented methods. The scientific literature on the subject provides evidence that assessing employees on factors such as these should be avoided. The reasons for this are twofold:

1) Trait-based systems are by definition based on personality traits and as such may not be related directly to successful job performance. In addition, personality dimensions tend to be static, and while an employee can change a behavior they cannot change their personality. For example, a person who lacks integrity may stop lying to a manager because they have been caught, but they still have low integrity and are likely to lie again when the threat of being caught is gone.

2) Trait-based systems, because they are vague, are more easily influenced by office politics, causing them to be less reliable as a source of information on an employee's true performance. The vagueness of these instruments allows managers to assess the employee based upon subjective feelings instead of objective observations about how the employee has performed his or her specific duties. These systems are also more likely to leave a company open to discrimination claims because a manager can make biased decisions without having to back them up with specific behavioral information.

People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people. Performance appraisals of Employees are necessary to understand each employee’s abilities, competencies and relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance. 

Performance appraisals are widely used in the society.The history can be dated back to the 20th century and then to the second world war when the merit rating was used for the first time. An employer evaluating their employees is a very old concept.It is an indispensable part of performance measurement.Performance appraisal is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims. 

The latest mantra being followed by organizations across the world being – "get paid according to what you contribute" – the focus of the organizations is turning to performance management and specifically to individual performance. Performance appraisal helps to rate the performance of the employees and evaluate their contribution towards the organizational goals. If the process of performance appraisals is formal and properly structured, it helps the employees to clearly understand their roles and responsibilities and give direction to the individual’s performance. It helps to align the individual performances with the organizational goals and also review their performance.

Performance appraisal takes into account the past performance of the employees and

focuses on the improvement of the future performance of the employees. Here at naukri hub, we attempt to provide an insight into the concept of performance appraisal, the methods and approaches of performance appraisal, sample performance appraisal forms and the appraisal softwares available etc. An attempt has been made to study the current global trends in performance appraisal.

Summer/ May 2012

Master of Business Administration- MBA Semester 1

MB0043 –Human Resource Management - 4 Credits

(Book ID:B1132)

Assignment Set- 2 (60 Marks)

Note: Each Question carries 10 marks. Answer all the questions.

Q1.What are the objectives of human relations?

Ans : 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, today‟s 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:

i) 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;

ii) Assist the manager to develop a keener sensitivity towards the team members and

interpersonal dynamics

iii) Partner with the managers in helping him drive the business goals and take part ownership

of work challenges and how best to resolve them

iv) 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

This Scope of Human Relations springs up from the problems which have many different

causes and perspectives. Halloran has stated these as:

• Every person brings a unique set of talents, ambitions and work experience to a job.

These personal attributes change over time, often as a result of the degree of success or

failure the person experiences in the work world. Matching so many unique sets of personal

qualities to a standardized technology can create problems.

• The organizational aspects of a company, such as its size, geographic location,

economic health, and degree of automation, define the scope of work and the activity in each

work division. These frequently arbitrary, structural definitions often cause difficulties in

human relations.

• Innovations in technology and production methods generally require the restructuring

of job roles and responsibilities. Radical changes in basic organizational structure can cause

severe strains between employees and management and create intense problems in human

relations.

• Promotion of individuals to positions of greater responsibility and authority generally

creates a need for changed behaviour patterns between the new supervisors and their former

peers, which in time, can create human relations problems.

• Inexperienced employees may not be able to perform their roles or tasks in work

groups in a competent manner. The time they take to adjust can not only create problems with

production schedules, but can also create particular kinds of human relations problems

between them and their co-employees and supervisors.

The variety of causes of human relations problems lead to the conclusion that no one

programme or single approach can create conditions for good human relations. Therefore, as

shared earlier it in common for organizations and individuals in organization to constantly

innovate and resolve challenges that will benefit both the organization as well as the

employee.

This helps understand the key HR objectives which can be best illustrated by understanding

the functions that HR attempts to fulfil in any organization:

i) Human Resource Planning – estimating the need for resources in order achieve the desired

business results. HR plans can be both short term/immediate as well as long term / strategic.

The HR team partners with the line managers to understand the business goals and targets for

the year and then together plan the HR needs in order to meet the goals.

ii) Acquisition of human resources – staffing the organizations with the right mix of skills

and competencies at the right time. It also includes HR initiatives like promotions and

internal job posting to fulfil this requirement for human resources. Staffing teams in

organizations are usually a separate group of specialists who work closely with the line

managers to understand the skills and competencies needed for the job and engage together to

select the best talent for the open positions.

iii) Training and employee development – focuses on managing training activities to upgrade

skills and knowledge as well as soft skills like team building and leadership. The training

team is again a group of HR specialists who propose the training program and consult with

the line managers to ensure that the program achieves the desired outcomes.

iv) Building performance management systems – focuses on the right processes to set goals

for performance as individuals/teams and related measurement methods. This is a core HR

activity and is supported by the HR generalist

v) Reward systems – establishing appropriate compensation systems and reward mechanisms

that would reward the desired outcome and results in accordance with the corporate values.

This again forms a part of the HR generalist‟s tasks. How employees progress in a

organization how they are paid w.r.t. internal and external market factors, what employee

benefits are offered, are some aspect that this function redresses.

vi) Human Resources Information Systems that would take care of the operational

transactions from the time an employee joins till the time the employee exits, like personnel

files, compensation administration, payroll, benefits administration and issuing letters and

testimonials. This task is supported by as separate HR operations team who act as a HR

helpdesk and provide information to the employees/managers.

Q2.Why is it important to handle grievances carefully?

Ans : Importance of Grievance Handling:

Handling a grievance

When dealing with a grievance:

ensure you're familiar with the procedure and apply it correctly

hold any grievance hearing in private without interruptions

where a grievance relates to the person's line manager, ensure that the employee can raise the grievance with someone else

listen carefully to the person's explanation of the problem and consider whether there is a deeper issue which might be the root cause of the grievance

listen to any conflicting points of view

weigh up all evidence to see whether there is an issue you need to address

decide what action to take, trying to balance fairness to the person without compromising the business or other workers

inform all concerned parties of your decision and the appeal process

ensure you resolve any problems relating to policies, procedures or conduct where the grievance procedure highlights these

keep the process as confidential as possible Deal with grievances sensitively, particularly where they concern

Other workers

You may wish to develop specific procedures for very sensitive matters involving unfair treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle blowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing eg fraud, internally rather than disclosing them outside the business. If a worker raises a separate grievance during a disciplinary hearing, it's good practice to adjourn the hearing until the grievance is dealt with. By dealing with problems in a fair and reasonable manner, you're much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.

Q3.How can we evaluate the effectiveness of training programs conducted in organizations?

Training Evaluation and Organizational Performance (Level Four)

The foremost strengths of a particular T&D evaluation model are especially those that emphasize the role of T&D on organisation performance and show a ROI from T&D. These perceptions are found in the Kirkpatrick evaluation model, which introduces the relationship

between T&D evaluation and organisation performance. Assessing level four of the Kirkpatrick evaluation model demonstrates these important features.

Valued results are connected to the organisational performance measurements, such as ROI, changes in productivity, quality improvement, customer satisfaction and market share (Miller 2002). Continuous training programmes are essential for achieving higher productivity, better on the job performance and improved quality (Tennant, Boonkrong & Roberts 2002). These social scientists also pointed out that Japanese organisations emphasise the roles of training

more than USA and European manufacturing organisations. This is revealed in the automotive sector with 380.3 training hours per year for Japanese workers, compared with 46.4 for USA workers and 173.3 for European workers. This heavy investment in T&D has led to dramatic performance improvement, in terms of cost, quality and delivery in Japanese

organisations. Horwitz (1999) contends that T&D contributes to the organisation's performance, success and competitiveness through providing the capacity to enhance

individual abilities and competencies as necessary requirements for effective organisational performance. Armstrong (1989) also refers to performance related training designed to

develop competencies that impact directly on the bottom line by promoting flexibility and supporting innovation. He also argues, that if the learning that is derived from training is not associated with enhanced job performance or raised capability, then the credibility of both

HRD specialist and the process are at risk.

The effectiveness of T&D programmes on organisational performance improvement is a difficult, vexatious and problematic task. Thus, training professionals have been challenged

to document or demonstrate the results of training on organisational performance improvement (level four) by using organisational performance impact measures, such as ROI,

changes in productivity, customer satisfaction, and quality and market share. In this regard, Muhlemeyer and Clarke (1997) argue that it is difficult to measure the correlation between

the implementation of T&D and the overall success of the organisation, especially in the case where the organisation's success is measured in financial terms, because there is a little

evidence to suggest that training per se can improve the financial performance.

Arguably, evaluation should focus on all organisational stakeholders, comprehensively, and on the long-term results, and should also use the most suitable information to make

judgments about training effectiveness (Russ & Preskill 2001, Burrow & Berardinelli 2003). It is also suggested that evaluation could be very focused and short term or quite

comprehensive with a focus on the long term results depending on the type of training and its objectives (Russ & Preskill 2001, Collins 2002, Burrow & Berardinelli 2003). Evaluation

should be based on a clear identification of the purpose and results expected from the programme. Thus, if the programme is designed to respond to a particular problem, or meet a

specific requirement, evaluation should be used to determine if that specific goal was successfully achieved and not focus on broader expectations. According to Brinkerhoff

(1988), good evaluation is likely to provide convincing evidence that the programme is aimed at important organisational benefits. Specifically, robust evaluations are likely to lead to participants reporting greater job satisfaction, the achievement of important job reverent

skills, a gaining of knowledge and improved work attitude as well as effective transference to the job of learned skills acquired from the T&D programme. However, much of the training

efforts in organisations are not specifically related to organisational final outcomes.

Training Evaluation Models

In order to understand how the T&D evaluation stage should be conducted successfully, it needs to be based on a particular T&D evaluation model. There are many training evaluation approaches and techniques. However, there are four main complementary evaluation frameworks: (a) Kirkpatrick, (b) the Bell system, (c) Parker, and (d) CIRO. However, Kirkpatrick's evaluation model is the one most commonly used by many organisations (Hale 2003).

According to Kirkpatrick (1996), there are four stages to be considered when evaluating training effectiveness: reaction, learning, behaviour and results level. The reaction level answers whether people are happy with the training inputs (Hall 2003). It evaluates participants' reactions, opinions, impressions and attitudes toward the programme. The learning level answers, "what do people remember from the training session?" (Hale 2003). To what extent have the participants learned the material and the particular skills or 'know

how' that are contained in the programme? This measurement is made through special standardised tests at the end of the programme, such as pre, post, paper and pencil tests, skill practice, workshops and job simulation. The behaviour level addresses the issue of "whether people use what they know at work?" (Hale 2003), and the changes in the participants' behaviour, skills, patterns of work, relationships and abilities that are necessary to undertake the task at hand. These indications could be collected through observations, survey, interview and comments of supervisors, and colleagues and from performance appraisal reviews. Finally, the results level determines "what are the outcomes of applications on the job over a period of time?" (Hale 2003). This level of evaluation focuses on the impact of behaviour change on the organisation's performance. Because changing an employee's behaviour and attitudes is not the final objective of T&D, the end results should include important elements such as, improved productivity, better quality, lower costs, more speed, fewer accidents, improved morale, lower turnover, and ultimately, more profit and better service. To determine the cost efficiency of training, recent ROI is used to establish whether the monetary values of the results exceed the cost of the programme. In this regard, Mann (1996) cited two empirical studies that reviewed the most popular evaluation levels used by USA organisations when evaluating their training programmes. Both of the studies found that most of the surveyed organisations (over half) use assessment of their participants' reaction and satisfaction with the programme as the key methods of evaluating training.

All of the evaluation models focus on the following important criteria for determining training effectiveness.

* Stakeholder perceptions (level one: reaction)

* Learning gain (level two: learning)

* On the job performance improvement (level three: behaviour)

* Organisational improvement and ROI (level four: results).

Stakeholder reaction provides insight into trainees' motivation and satisfaction, but does not directly measure training results. Historically, training was conducted through measuring the number of trainees, as well as their perceptions and attitude towards the programme. Nevertheless, while trainees' attendances, perceptions, motivation and attitude towards the programme are important outcomes of any training programme, there has yet to be reported a significant relationship between these outcomes and achieving the programme objectives, including improving an organisation's performance (Combs & Falletta 2000, Green 2001). Assessing training effectiveness based on trainees' perceptions is described by James and Roffe (2000), and Acton and Gloden (2003) as ad hoc, unsystematic, informal and unstructured evaluations of training programmes, which tends to be post training appraisals rather than approaching the evaluation of training programmes from their design stages.

Training effectiveness no longer focuses on trainees' perceptions, but is directed at other

important factors. These factors incorporate such questions as: Did employee performance improve as a result of training? How did training contribute to achieving the organisation's critical goals? (Burrow & Berardinelli 2003). Now there is a stronger acknowledgement for T&D results to be connected to the organisational performance measurements, such as ROI, changes in productivity, quality improvement, customer satisfaction and market share (Miller 2002). Alternative outcomes are less valued and valuable. Therefore, of the identified evaluation criteria there are two critical and essential levels that affect other evaluation levels, and they are (a) learning gain (acquired skills, competencies, attitudes and capabilities); and (b) on the job performance improvement achieved through changing trainees' behaviour and work patterns, which is often called training transfer. Bramley and Kitson (1994) contend that the appropriate training evaluation model is the model that facilitates evaluating the third and fourth levels of the Kirkpatrick evaluation model (behaviour change and results). These training needs and objectives are defined in terms of the changed behaviour and increased effectiveness, rather than just increasing knowledge, skills and abilities. Also, top management and line managers are involved in the whole training process and are able to evaluate the changes in behaviour and effectiveness, which are occurring as a result of training.

Q4.Explain the general procedures followed in the case of a disciplinary action.

Disciplinary Action

There are varying penalties for first, second, and third offences of the same rule. Among the penalties available in business are:

1. Oral reprimand

2. Written reprimand

3. Loss of privileges

4. Fines

5. Lay off 

6. Demotion

7. Discharge

The penalties are listed in the general order of severity, from mild to severe for most cases, amoral reprimand is sufficient to achieve the desired result. The supervisor must know his or her personnel in determining how to give a reprimand. For one person, a severe “chewing out” may be necessary in order to get attention and co-operation; another person may require only a casual mention of a deficiency. If the offence is more serious, the reprimand may be put in written form. Since a written reprimand is more permanent than an oral one, it is

considered a more severe penalty. For such offences as tardiness or leaving work without permission, fines or loss of various privileges can be used. The loss of privileges includes such items as good job assignments, right to select machine or other equipment, and freedom of movement about the workplace or company. The more severe penalties of layoff, demotion, and discharge are usually outside the grant of authority to the immediate supervisor. Disciplinary layoffs can vary in severity from one toseveral days’ loss of work without pay. The use of demotions as a penalty is highlyquestionable. If the employee is properly qualified for the present assignment, he or she will be improperly placed on a lower job. Discharge is the most severe penalty that a business organization can give and constitutes “industrial capital punishment”.

Q5.Trace out the growth of Human Resource Management in India.

Growth of Human Resource Management in India .

Contrary to these forces, in INDIA the owner manager/ government/public sector manager was an industry icon and a national hero of sorts. The personnel management practices were dominant of the brick- and-motor’ industry. Though the approach it was largely welfare oriented and reactive in nature it served effectively for the large PSU organizations that built the country’s foundation.

A large part of the workforce was migrant from the rural parts of the country and armed with educational qualifications that served as their passport to a secure future. Many left the country to study and pursue career overseas. This phenomenon was called ‘brain drain’ and happened during

1990 through 2005. The best of the Indian talent left the country. Per present statistics there are close to 1.7 million people of Indian origin in AMERICA according to the US census bureau. The INDIAN AMERICAN median family is $60,093 as against the national median family income of $38,885 left the country, the estimated buying power of the INDIAN AMERICANS in the United States is around US $20 billion, the high income clearly reflects the advanced educational levels achieved by Indian abroad. Its only in the past 10-12 years with the immense growth on account of the IT industry that winds of change began to blow. It was largely the advent of the information technology era in INDIA that brought with it the western management practices.

MNC’S started up their operations in INDIA the FDI (FOREIGN DIRECT INVESTMENT) went up steeply as the world saw the potential in the country human resources. In INDIA became a preferred location for MNC’s primarily from the USA followed by others developed countries. It was natural for the MNC’s setting up operations in INDIA to establish their existing and proven management practices that were successfully working in the organization back home. It also helped them manage their business similarly.

 This gave birth to a new generation of management as well as HRMpractices. New hiring methods new ways of paying salaries, new employment terms and most importantly increased focus on individual performance and outcome. There was emphasis on deliverables and linking individual and team performance to business results and success. Given the highly educated workforce there was a de-emphasis in the role of the trade unions, the era of the trade unions dominance give way to the new order of individual negotiated salaries and terms and clearly performance linked assessment system. Another transformation that the Indian workplace witnessed was focused on the ethics and ethical practices in doing business it was only fair to except that with the weak legal system, it needed the support of the government policies and the corporate policies to beat the corruption that existed .This has significantly contributed to INDIA emerging as a preferred destination for doing business.

All of this yielded to give the way to the birth of the ‘professional manager’.

Professional manager today are a critical and essential part of the INDIAN corporate. The professional manager brought about a shift in the culture from a highly author it Arian approach of getting work done to more collaborative and participative approach. In the traditional Indian culture where the child is brought up to dependents on parents and superiors these shift was break through and took it time to manifest. The entrepreneurs who earlier operated in a secure, sheltered market and hardly face challenges , were challenged by the globalization that swept in with the liberalization policies and measure brought in by the Indian employee and his manager evolved. Together they stopped up to face the challenges head- on and to win not only in INDIA but also globally. The levers of a) low cost b) highly skilled c) English as the medium of education and it being the corporate language that enabled the flow of global business to INDIA? Hence human relations movement in INDIA has evolved very differently as compared to the developed economies of the USA and the UK. What is currently acting as a limitation is the enhanced awareness on the need for research based HRM practices. While there is a lot of work happening in education system to promote this.

Q6.Assume yourself as an HR Manager of a publishing house. You find that the morale of

the employees is generally low. What steps would you take to improve employee morale?

The motivation techniques may be divided into two parts

[a] that is to be done; and

[b] how and why what is done.

The former are steps in motivation and the later are rules governing the steps. Both are performed simultaneously.

These are listed below:

a) Size up situation requiring motivation:

The first step of motivation is to make sure of  motivational needs. Every employee needs motivation; however, all people do not react exactly as the same way to the same stimuli. Keeping this in mind executive shall size up how much and what kind of motivation is needed.

b) Prepare a set of motivational tools:

An executive from his personnel experience should prepare a list of what devices are likely to work with what type of people and under what circumstances.

c) Selecting and applying motivator:

Proper application of motivational plan is important. This involves selection of the appropriate technique, method of application and the timing and location of applications.

d) Follow up the results of applications:

The last stage of motivation is to follow-up ther e s u l t s   o f   t h e   a p p l i c a t i o n   o f   t h e   p l a n .   T h e   p r i m a r y   o b j e c t i v e   i s   t o a s c e r t a i n   i f   a n employee has been motivated or not. If not some other technique should be tried.

Rules of motivating:

The motivation manager must be guided with some fundamental rules which should be based on the following principles.

a. Self interest and motivation:

Motivation is mainly built on selfishness. Psychologically speaking, selfishness is a part and parcel of life. To deny this is to build the theory on unrealistic foundation. To seek some other basis of motivation would be to ignore the real nature of man. The aim should be to learn more about selfishness.

b. Attainability:

Motivation must be establish attainable goals. This does not mean that the goal is realized at once. This may take years to attain. But it must be within reach.

Eight ways to motivate plant employees:

The fol lowing  recommendat ions  are   for   improving the motivation of employees in the routine jobs.

a. Provide assembly line employees with more than minimum training. This would result in greater personnel involvement in the job.

 b. Crate sub goals to measure accomplishment. A sense of completion is important for motivation. They are likely to be more interested in the work which will reduce monotony and mental fatigue.

c. Provide regular feedback on performance. Studies show that people work better when they receive positive feedback.

d. Maintain a neat and orderly work area. If the foreman does not care abouthousekeeping then employees may feel that they also need not care about it and this attitude may affect quality of work.

e . A r r a n g e  work situations so that conversation between employees is either easy or possible. Experience workers may to their job with little attention to the task.Conversation my reduce monotony and thus fatigue.

f . Increase the number of operat ions performed by one employee. This can be done by simplification of manual operations. It offers several advantages:

The risk of errors reduced;

Management can hire employees at lower wages;

Training costs are minimized.

g . St ructure jobs , so that workers can a t   leas t occasional ly move about the work area . Besides job rotation, there are other ways to provide for physical movement like stetting employees secure their own tools etc.

h. Explore ways to assign greater personnel responsibility. 

Increased responsibility means greater self esteem and greater job meaningfulness. One way to enlarge responsibility is to let the employee inspect his own work.