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8/3/2019 43 SAT-2 from vikash agrawal
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Name :
Roll No :
Learning Centre :
Subject : HUMEN RESOURCE MANAGEMENT
Assignment No : TWO
Date of Submission
at the learning centre :
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Q.1 Discuss the factors affecting recruitment?
Ans. All organizations, whether large or small, do engage in recruiting activity, though not
to the same intensity. Few factors that impact the nature of recruitment:
The size of the organization the smaller the organization the more the need to
carefully scrutinize the candidate for a job and the fitment to the organizationalculture. The risk in case of job-candidate mismatch can prove equally expensive for
a smaller organization as compared to the larger one.
The employment conditions in the country where the organization is located-
critically impacts the recruiting strategy. The methods for recruiting, the selection
tools that are most suited and the legal framework that bear on the employer are
some aspects that need to be considered.
The affects of past recruiting efforts which show the organization's ability to locate
and keep good performing people- constantly reviewing the effectiveness of the
recruiting methods and the selection tools used, evaluating the success at-work of
the new recruits are some methods used by organizations to ensure that quality
hiring practices are in-place.
Working conditions, salary and benefit packages offered by the organization
this may influence turnover and necessitate future recruiting; (v) The rate of growth
of organization- the phase in the life-cycle of the firm is a measure of the recruiting
effort
The level of seasonality of operations and future expansion and production
programmes Ensuring that the recruitment numbers come form a well-planned
Human Resource Plan is critical to ensure that there is no over-hiring or under-hiring
of the required talent to achieve the organizational objectives.
Cultural, economic and legal factors These too affect the recruiting and
selection methods that are used.
Q.2 Right Time is a watch manufacturing company. It has hired 20 people recently
for the company. They will be involved in manufacturing, assembling of watches.
They will be using different machines and tools for this. What type of training is best
for them. What may be the advantages and limitations of the training method?
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Training methods have a number of overlapping objectives. They have to be chosen
carefully and in relation to the programme design objectives. The main objectives of
individual training methods could be: demonstration of value, developing interest and finally
appeal to senses. There are a number of training methods available as per the requirement
of company or organisation such as :
On-the-job trainings
Vestibule / Classroom Training
Apprenticeship programme
Work Simulation Methods
Knowledge-based Methods
Experiential Methods
Each method has its own advantages and disadvantages. The best method for Right
Time to train its personal is on-the-job training (OJT).
On-the-job trainings(OJT) : Since most jobs in a organization can be learned in a
relatively short period of time, this method is the most widely used. It has the advantage of
strongly motivating the trainee to learn since it is located in the artificial situation of a
classroom. The fact that the success of the system depends almost entirely upon the
immediate supervisor, the trainer, means that the personnel unit has a major responsibility
for making a good, effective teacher out of every supervisor. The supervisor typically follows
a set procedure (as illustrated in the table) in training an employee to perform a particular
task
Advantages: The main advantage of on-the-job training is that the trainee learns on theactual equipment in use and in the true environment of his job. Secondly, it is highly
economical since no additional personnel or facilities are required for training. Thirdly, the
trainee learns the rules, regulations and procedures by observing their day-to-day
applications. Fourthly, this type of training is a suitable alternative for a company in which
there are almost as many jobs as there are employees. Finally, it is most appropriate for
teaching the knowledge and skills which can be acquired in a relatively short period i.e., a
few days or weeks.
Disadvantages: The principal disadvantage of on-the-job training is that instruction is often
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highly disorganized and haphazard and not properly supervised. This is due to such
reasons as the inability of the experienced employee to impart skills to the trainee, the
breakdown of the job for the purpose of instructions, and the back of motivation on the part
of the trainee to receive training. Further, the other drawback is the low productivity,
especially when the employee is unable to fully develop his skills.
Q.3 Write a note on 360 degree appraisal method
Ans . Typically, performance appraisal has been limited to a feedback process between
employees and Managers. However, with the increased focus on teamwork, employee
development, and customer service, the emphasis has shifted to employee feedback from
the full circle of sources depicted in the diagram below. This multiple-input approach to
performance feedback is sometimes called "360-degree assessment" to connote that full
circle.
There are no prohibitions in law or regulation against using a variety of rating
sources, in addition to the employee's Manager, for assessing performance. Research has
shown assessment approaches with multiple rating sources provide more accurate,
reliable, and credible information. For this reason, HR Management supports the use of
multiple rating sources as an effective method of assessing performance for formal
appraisal and other evaluative and developmental purposes.
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The circle , or perhaps more accurately the sphere, of feedback sources consists of
Managers, peers, subordinates, customers, and one's self. It is not necessary, or always
appropriate, to include all of the feedback sources in a particular appraisal program. The
organizational culture and mission must be considered, and the purpose of feedback will
differ with each source. For example, subordinate assessments of a Manager's
performance can provide valuable developmental guidance, peer feedback can be the heartof excellence in teamwork, and customer service feedback focuses on the quality of the
team's or agency's results. The objectives of performance appraisal and the particular
aspects of performance that are to be assessed must be established before determining
which sources are appropriate. We shall discuss the contributions of each source of ratings
and feedback. In addition, precautions are listed to consider when designing a performance
management program that includes 360-degree assessment.
Q.4 Given below is the HR policy glimpse of ZoomVideo, a multimedia company
1. It offers cash rewards for staff members
2. It promotes the culture of employee referral and encourages people to refer
people they know, maybe their friends, ex. colleagues, batch mates and
relatives.
3. It recognizes good performances and gives good titles and trphies to thepeople who perform well and also felicitates them in the Annual Day of the
company.
Identify what all aspects does it take care of, based on different levels of Maslows
Need Hierarchy ?
Ans. Maslow's theory of basic needs draws chiefly from human psychology. He arranged
the human needs of an individual in a hierarchical manner. Maslow proposed an individual'smotivation as a predetermined order of needs which he strives to satisfy. His model of
'Hierarchy of Needs' indicates the following propositions about human behaviour.
i) Physiological Needs: These are basic to life, viz., and hunger for 'food, thirst,
shelter and companionship among others. They are relatively independent of each
other and in some cases can be identified with a specific location in the body. These
needs are cyclic. In other words, they are satisfied for only a short period; then they
reappear.
ii) Safety Needs: If the physiological needs are relatively satisfied, a set of needs
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emerge for protection against danger and threats. In an ordered society, a person
usually feels safe from extremes of climate, tyranny, violence and so on.
iii) Social Needs: If the physiological and safety needs are fairly satisfied, the needs
for love and affection and belongingness will emerge and the cycle will repeat itself
with this new centre. If he is deprived of these needs he will want to attain them more
than anything else in the world. An individual desires affectionate relationships with
people in general and desires to have a respected place in his group.
iv) Esteem Needs: Everyone has a need for self-respect and for the esteem of
others. This results in the desire for strength, confidence, prestige, recognition and
appreciation. These egoistic needs are rarely completely satisfied. The typical
industrial and commercial organization does not offer much opportunity for their
satisfaction to employees at the lower levels.
v) Self-actualization Needs: The term "self-actualization" was coined by Kurt
Goldstein and means, to become actualized in what one is potentially good at. A
person may achieve self actualization in being the ideal fitter, supervisor, mother or
an eminent artist. People who are satisfied with these needs are basically satisfied
people and it is from these that we can expect the fullest creativeness.
A sound motivational system to be successful must take care of this hierarchy of needs of the team members in order to work efficiently. It must cover basic as well as higher needs
and it must be flexible to cater to changes in the environment.
Q.5 Describe the emerging employee empowerment practices.
Ans. In today s organizations the focus is moving towards collaboration at the workplace.
One of the most common instruments established in large organizations has be the
Employee Suggestion Schemes (ESS) . The ESS has proved effective in allowing
employees a discrete method of voicing their opinions and suggestion for what can be
better managed in the company. The management invites the employees suggestions on
all/any issue that is a source of irritation for the employees are open for comment. What
however is different is that the employee is encouraged to frame it as a suggestion and
make a recommendation for a change, rather than the classic fault finding approach about
what is going wrong or what is not working well. There are ESS forms/ templates that are
left in common places or the employee can download from the company intranet and fill in
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the suggestion for change and drop it in boxes left common places like the coffee area or
the lunch rooms etc.. These suggestions are then collated by the HR team and on a
quarterly basis the Suggestion Committee meets to review all of the suggestions received.
The Suggestion Committee includes line managers, HR representative and Finance
and Facilities & Administration team members and senior management representative who
can provide the necessary guidance for approval of the suggestions. The committee meets
and discusses each suggestion in depth and evaluates the scope for implementation of the
suggestion. The feasibility of implementing the suggestion and its other implications are
evaluated closely and the suggestion accepted/set aside for future review/rejected. There
are awards given away for excellent ideas that help the company optimise costs,
productivity and improve quality, customer satisfaction etc.. The HR then communicates the
suggestion committee report with all employees through a mail or during the employees
Open-house sessions.
The employee s open house also called the all hands meeting is one more
communication forum effectively used by the senior management of a company to connect
with its employees. This usually is a quarterly or a half-yearly meeting to which all
employees are invited. There is a brief sharing of the company s performance and the rest
of the time devoted to answering any queries that employees might have on any issue that
concerns the company and its employees. This is often followed with by a informalinteractions over lunch/breakfast, where once again employees can speak to the senior
executives and ask general questions. Often employees might not feel comfortable asking
tough questions in a open forum, hence there are drop-boxes provided where the employee
can write and drop a question or a opinion that he wants the senior management to answer.
The employee need not mention his name on the question slip. If the senior management is
unable to answer a question then and there the same is reviewed subsequently by the
senior management and a response shared with all employees over mail or posted on the
notice board or on the intranet site for everyone to read. Some organizations also operate a
email communication method where any employee who has a query or a observation can
write his question to the mail alias and obtain a response. Usually the HR is the custodian
of this mailid and they do the necessary review to suitably answer the questions and seek
the manager s inputs on a as needed basis.
The concept of taskforce is also a common mechanism that organizations use to
build cross-functional teams that will work on concerns that are commonly voiced. Today
sorganizations adopt a collaborative approach to employee issues. While the technology
companies are more informal the traditional brick-and-motor companies have formal7
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processes. Whatever the approach whether formal or informal employees are encouraged
to open-up and ask questions and perform as contended employees.
Q.6 Write a note on directive, permissive and participative type of leadership.
directive Leadership : Authoritarian leaders is directive and expects obedience from
followers. Hence, subordinates do not like him Authoritarian leaders are those who provide
clear expectations of what needs to be done, when it should be done, and how it should be
done. Authoritarian leaders usually make decisions independently with little or no input from
the rest of the group. Very evidently decision-making was less creative under authoritarian
leadership. Lewin also found that it is more difficult to move from an authoritarian style to a
democratic style than vice versa. The leader was viewed as controlling, bossy, and
dictatorial.
Authoritarian leadership is best applied to situations where there is little time for
group decision-making or where the leader is the most knowledgeable member of the
group.
Permissive Leadership :
Participative Leadership: A Participative Leader, rather than taking autocratic decisions,seeks to involve other people in the process, possibly including subordinates, peers,
superiors and other stakeholders. Often, however, as it is within the managers' whim to give
or deny control to his or her subordinates, most participative activity is within the immediate
team. The question of how much influence others are given thus may vary on the
manager's preferences and beliefs, and a whole spectrum of participation is possible
< Not participative Highly participative >
Autocratic
decision
by leader
Leader
proposes
decision,
listens to
feedback,
then
decides
Team
proposes
decision,
leader has
final
decision
Joint
decision
with team
as equals
Full
delegation
of decision
to team
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There are many varieties on this spectrum, including stages where the leader sells the idea
to the team. Another variant is for the leader to describe the 'what' of objectives or goals
and let the team or individuals decide the 'how' of the process by which the 'how' will be
achieved (this is often called 'Management by Objectives').
The level of participation may also depend on the type of decision being made. Decisions
on how to implement goals may be highly participative, whilst decisions during subordinate
performance evaluations are more likely to be taken by the manager.
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