Q-1) Explain the objectives and methods of Training.Explaining the objectives of Training Explaining the methods of TrainingA-1)The main objectives of training are: Improving employee performance: When an employee is recruited by an organisation, he might not have all the skills required to carry out his job. Training at this stage helps him learn his job faster and ensures better performance. Updating employee skills: It is important for the management to continuously evaluate and adopt any technological advances that can help the organisation function more effectively and efficiently. Avoiding managerial obsolescence: Managerial obsolescence is the failure to adopt new methods and processes that can improve employee and organisational performance. Rapid changes in technical, legal and social environments have an impact on the way managers perform their jobs. Preparing for promotion and managerial succession: Training helps an employee acquire the skills required to assume greater responsibilities. Retaining and motivating employees: One way to motivate and retain employees is through a systematic programme of career planning and development. Employees feel cared. Creating an efficient and effective organisation: A manager who has well trained and well equipped employees needs to spend less time supervising them.Following are a few methods of training: On-the-job training Off the job training A) On-the-job training Its a real job environment where the trainee is exposed to actual work situations. The major advantage of this method is that the trainee gets hands-on experience of the job that has to be performed. The different types of on-the-job training are: Job instruction training: In this method trainees can discuss the problems in performing the job immediately with the trainer. Apprenticeship and coaching: Individuals seeking to enter skilled trades, like those of carpenters, electricians etc, are required to go through formal apprenticeship under experienced employees, before they join their regular job. Job rotation: In this method the trainee is placed on various jobs across different functions in the organisation. The trainee gains cross-functional knowledge and is equipped to take up different jobs. Committee assignments: In this method, a group of employees are assigned an actual organisational problem and are asked to find a solution. The trainees develop their team-management skills, interpersonal skills, communication skills, problem-solving skills and leadership skills while solving the problem as a group. B) Off the job training Off the job training refers to training imparted away from the employees immediate work area.When training is performed on the job, any mistake by the trainee might result in damage to the organisation. Hence, off the job training can be conducted to minimise this damage. The different types of off the job training are: (i) Classroom lectures: This approach is widely used for helping the employees. The trainer should actively involve the trainees and make the session more interactive. (ii) Simulation exercises: In this method of training, the trainee is exposed to an artificial work situation that closely resembles the actual situation. Simulation exercises are of great help to the employee to learn the task on hand. It can be in the form of case exercises, experiential exercises, complex computer modelling, Vestibule training and role play. Following are a few types of simulation exercises: Case exercise In case study a real life problem encountered in the organisation is presented to the trainees. Experiential exercise In this method, the trainer simulates situations where the employees are exposed to actual work problems. The trainer can create a situation where employees are asked to work in teams. After the exercise is complete, the trainer discusses the behaviour of the employees during the exercise, with the group. He appraises the trainees about their performance, and discusses the exercise with the help of theoretical concepts. Computer modelling Computer modelling is a technique whereby the dimensions of the job are programmed into the computer. Computer modelling helps in learning directly. In this training, trainees get real life experience by working on a computer. Vestibule training In this method, the actual work conditions are simulated and the equipment used by the trainees is similar to what is used in job. Role playing Roleplay is described as a method of human interaction involving realistic behaviour in an imaginary situation.

Q-2) Discuss the elements of a Career Planning Programme. Explain some Career Planning program to an organizationElaborate the elements of a Career Planning Programme Explaining the benefits of a Career Planning ProgrammeA-2)There are four distinct elements of career planning programme: Individual assessment and need analysis Organisational assessment and opportunity analysis Need opportunity alignment Career counselling A) Individual assessment and need analysisMany people begin their careers without any formal assessment of their abilities, interests, career needs and goals.This phenomenon of people entering their jobs, occupations and careers with little attention to career planning and then feeling disengaged is known as career drift. B) Organisational assessment and opportunity analysis For an employees goals and aspirations to be fulfilled, a basic requirement is that the goals must be realistic and achievable. They have to be realistic not only in terms of the employees own capabilities, but also in terms of the organisations possibilities. C) Need opportunity alignment The organisation plays an important role in helping the employee make this alignment. The organisation also has to make its own alignments to match the aspirations with the organisational opportunities.D) Career counselling This is the final stage of career planning. The supervisor as well as the HR department, has to counsel the employee regarding the available opportunities, the employees aspirations and of course, his competencies.Benefits of carrier planning programmesCompetency assessments are popularly used for helping an employee discover his competencies and therefore serve as effective means for the employee to identify what roles/jobs can be best for the competencies the employee possesses. A compensation philosophy is a company's commitment to how it values employees. A consistent pay philosophy gives the organisation and the employee a frame of reference when discussing salary in a negotiation. The goal of a pay philosophy is to attract, retain and motivate employees. For companies in the private sector, this usually requires a competitive pay philosophy. For companies in the public sector, this means a well-rounded philosophy, with a focus on benefits and work life.

Q-3) Explain the process of Job Analysis. Discuss the methods of Job Analysisa)Definition of Job Analysis.b)Explaining in brief the methods of Job AnalysisA-3)Job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes and the work environment of a particular job.Job analysis is the process of breaking down a specific job into parts and scrutinising each of them to gather the necessary information. It requires a systematic and efficient examination of the tasks, duties, responsibilities and accountability of a job. The process of job analysis involves the execution of a series of related steps. a) Information gathering First stage in job analysis is to gather all the necessary information relating to: Organisation structure. Role of the job in relation to other jobs in the organisation. Class to which job belongs. A detailed description of the activities and responsibilities involved in the job. b) Job-specific competency determination Based on study and observation, the competencies required for the job are identified. c) Developing a job description A description of the tasks, responsibilities, duties and functions of the job is prepared. This forms the job description.d) Developing a job specification The job specification provides a complete list of competencies and qualifications required to match the job description.

Q-4) Discuss the objectives of Discipline. Explain the Action -penalties of Disciplinea)Objectives of Disciplineb)Explaining the action-penalties of DisciplineA-4)Discipline is employee self-control which prompts him/her to willingly co- operate with the organisational standards, rules, objectives, etc.The aims and objectives of discipline are: To ensure and enable employees to work in accordance with the rules and regulations of the organisation. To ensure that employees follow the organisational processes and procedures in spite of their different personalities and behaviour. To provide direction to the employees and fix responsibilities. To improve organisational performance by improving the efficiency of each employee. To maintain a sense of orderliness and confidence in the employees towards each other and towards the management. To maintain common feelings of trust and confidence in the employees towards each other and towards the management.There are varying penalties for first, second, and third offences of the same rule. Following are the commonly practiced actions in business organisations:1. Oral reprimand 2. Written warning 3. Denial of increments, promotions and pay hikes 4. Pay reductions and disciplinary demotions 5. Suspension 6. Discharge or dismissal Oral reprimand: The penalties are listed in the general order of severity, from mild to severe. For most cases, an oral 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 "session" may be necessary in order to get attention and cooperation; 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. Written warning: When an oral warning or counselling to the employee does not produce the desired result, the manager may issue a written warning to the employee. The employee is normally asked to acknowledge the receipt of written reprimand, irrespective of whether he agrees with the content of the letter or not. Denial of increments, promotions and pay hikes: On some incidents the management may refuse promotions, increments or pay hike by blacklisting the employee for a specific period of time. This is usually treated as a punishment for a certain period of time. Pay reductions and disciplinary demotion: This is usually more severe than the denial of pay hikes and promotions because the employee loses part of existing benefits and privileges received by him from the organisation. In the case of demotion, an employee loses social status. Suspension: A few offences normally require the direct suspension of the employee without any prior warning, depending upon the nature of the misconduct committed by the employee. The decision regarding suspension is generally made by higher authorities. Discharge or dismissal: This is the severest punishment of all. Both discharge and dismissal culminate in termination of employment. When the conduct of an employee is deemed to be mismatched with the faithful discharge of his duties, and undesirable or against the interest of the employer to continue him in employment, dismissal will be justified. In case of discharge, an employer terminates the employment of an aberrant employee either by giving agreed advance notice or by paying money in lieu of such notice.

Q-5) Suppose you have joined as an HR and you have been assigned a task to carry out the grievance handling procedure in your organization. What according to you are the causes of Grievance? Describe in detail the Grievance handling procedure.a)Causes of Grievanceb)Explain the Grievance handling procedureA-5)a)Causes of GrievanceGrievances can arise out of the day to day working relations in an organisation. Relations with supervisors and colleagues also determine employees job satisfaction. Grievances may occur for a number of reasons: (a) Economic: Wage fixation, over time bonus, wage revision etc. Employees may feel that they are paid less when compared to others. (b) Work environment: Poor physical conditions of workplace, tight production norms, defective tools and equipment, poor quality of materials, unfair rules, lack of recognitions etc. (c) Supervision: Relates to the attitude of the supervisor towards the employee such as perceived notion of bias, favoritism, nepotism, caste affiliations, regional feelings etc. (d) Work group: Employee is unable to adjust with his colleagues, suffers from feelings of neglect, humiliations. (e) Miscellaneous: These include issues related to certain violations with respect to promotions, safety methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.b)Explain the Grievance handling procedureThe following guidelines while dealing with grievance: Treat each case as important and get the grievance in writing. Talk to the employee directly. Encourage him/her to speak the truth. Give him/her a patient hearing. Discuss in a private place. Ensure confidentially if necessary Handle each case within a time-frame Examine company provisions in each case, Identify violations, if any, Do not hold back the remedy if the company is wrong. Inform your supervisor about all grievances. Get all relevant facts about the grievance, examine the personal records of the aggrieved worker. See whether any witnesses are available. Visit the work area. The idea is to find where things have gone wrong and who is at fault. Gather information from the union representative, what he has to say, what he wants etc. Give short replies, uncovering the truth as well as provisions. Treat him properly. Control your emotions, your remark and behavior Maintain proper records and follow up the action taken in each case The essential requirements of a good grievance procedure are: Legality sustainable a) It should be ensured by the organisation that its grievance procedure is in conformity with the existing laws of nation.b) The procedure cannot violate any of the rights of the employees guaranteed by the law. Mutually acceptablea) In order to be effective, the grievance procedure must enjoy the confidence of all the relevant parties, i.e., the management and the unions. b) It should not be like a battleground. Procedure must ensure equity, justice and openness. Easily understandable

Q-6) Write a short note on the following:a)Index/Trend Analysisb)DelphiTechniqueA-6)a)Meaning and steps involved in Index /Trend AnalysisTrend analysis forecasts the requirement for additional manpower by projecting trends of the past and present to the future. It makes use of operational indices for this. Historical relationship between the operational index and the Demand for Labour. Operational indices used are: Sales Number of units produced Number of clients serviced Production/Direct Labour HoursTrend analysis can be used for forecasting overall Organisation, Aub-units, or Indirect (Staff) and Direct (Line) Manpower requirements.The Index/Trend analysis involves the following steps:1. Select the appropriate business/operational index - Select a readily available business index, sales level that is known to have direct influence on the organisational demand for labour.2. Track the index over time - Once the index has been selected, it is necessary to go back in time for at least four or five most recent years.3. Track the workforce size over time - Record the historical figures of the total number of employees.4. Calculate the average (or most recent) ratio of the business index to the workforce size (Employee Requirement Ratio) - In this step, the ratio of number of employees required for each thousand rupees of sales is obtained by dividing each years number of employees by the level of sales.5. Calculate the forecasted HR demand - Multiply the annual forecasting for the business index times the average employee requirement ratio for each future year to arrive at forecasted annual demand for labour.

b)Meaning and procedure of Delphi Technique This method is essentially a group process to achieve a consensus forecast. This method calls for selection of a panel of experts either from within or outside the organisation. A series of questions is prepared from the responses received from a prior set of questions in sequencing manner.The procedure of Delphi technique involves the following steps:1. To start with, it requires selection of a coordinator and a panel of experts from both within and outside the organisation.2. The coordinator then circulates questions in writing to each such expert.3. The experts then write their observations.4. The coordinator then edits those observations and summarises, without however disclosing the majority opinion in his summary.5. On the basis of his summary, the coordinator develops a new set of questionnaire and circulates those among the experts.6. Experts then answer such set of questions.7. The coordinator repeats the process till such time he is able to synthesise from the opinion of the experts.