HR(MB0043-1)
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8/3/2019 HR(MB0043-1)
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Ma
ste
r of
Bus
ine
ss
Ad
min
istr
ati
on
MB
A
Se
me
ste
r 1
Subj
ect
Cod
e-
MB
004
3
Subject
Na
me-
Hu
man
Res
ource
Mana
gement
Assign
ment
Set-1
Q.1:
What
are
the
functi
ons
that
HR
attem
pts to
fulfill
in any
organi
zation.
A.1:
HR
attem
pts to
fulfill
follow
ingfuncti
ons in
any
organi
zation:
1. Hu
ma
nRe
so
urc
e
Pla
nni
ng-
Hu
man
res
ou
rce
or
ma
np
ow
erpla
nni
ng
is
the
pr
oc
ess
bywh
ich
ma
na
ge
me
nt
d
e
te
r
m
i
n
e
s
ho
w
a
n
o
r
ga
n
i
z
a
t
i
o
n
s
h
o
u
l
d
m
ov
e
f
r
o
m
it
s
c
u
r
r
e
nt
m
a
n
p
o
w
er
p
o
s
i
t
i
o
n
t
o
i
t
s
de
s
i
r
e
d
m
an
p
o
w
e
r
p
os
i
t
i
o
n
.
2. R
e
cr
u
i
t
m
e
n
t
a
n
d
S
e
l
e
ct
i
o
n
-
I
t
i
s
t
h
e
f
i
rs
t
s
t
e
p
in
t
h
e
e
m
pl
o
y
m
e
n
t
of
t
a
l
e
n
t
an
d
t
h
e
m
et
h
o
d
s
t
h
ro
u
g
h
w
h
i
ch
t
h
i
s
t
a
le
n
t
i
s
b
ro
u
g
h
t
i
n
to
a
j
o
b
ha
s
m
u
c
h
t
o
d
o
w
i
t
h
t
h
e
u
l
t
i
ma
t
e
s
u
c
c
es
s
o
r
f
a
i
lu
r
e
o
f
s
uc
h
e
m
p
l
o
ym
e
n
t
.
3. T
r
a
in
i
n
g
a
n
d
De
v
e
l
o
p
m
e
nt
-
E
v
e
r
y
o
r
g
a
n
i
z
a
ti
o
n
s
n
e
-
8/3/2019 HR(MB0043-1)
2/52
e
d
s
t
o
h
a
v
e
w
e
l
l
t
r
a
in
e
d
a
n
d
ex
p
e
r
i
e
n
c
e
d
p
e
r
s
o
n
n
el
t
o
p
e
r
fo
r
m
t
h
e
ta
s
k
s
t
h
at
ne
edto
be
do
ne.
Tra
ini
ng
ref
ersto
the
tea
chi
ng
/
lea
rni
ngact
ivit
ies
car
rie
d
on
for
thepri
ma
ry
pu
rp
os
e
o
f
h
e
l
p
i
n
g
em
p
l
o
y
e
e
s
i
n
a
n
o
r
ga
n
i
z
a
t
i
o
n
t
o
a
c
q
u
i
re
a
n
d
a
p
pl
y
t
h
e
k
no
w
l
e
d
g
e
s
ki
l
l
s
a
b
i
li
t
i
e
s
a
n
d
a
t
t
i
t
u
d
es
n
e
e
d
e
d
by
t
h
a
t
o
rg
a
n
i
z
a
t
i
on
.
4. E
m
p
l
o
y
ee
G
r
o
w
t
h
-
T
h
i
s
i
n
c
lu
d
e
s
i
n
i
ti
a
t
i
v
e
s
fo
r
e
m
p
l
o
y
ee
s
c
a
r
e
er
p
l
a
n
n
i
ng
a
n
d
d
e
ve
l
o
p
m
e
n
t
,
Pr
o
m
o
t
i
o
n
s
a
n
d
I
n
t
er
n
a
l
j
o
b
p
o
s
t
i
n
g
s
,
Su
c
c
e
s
s
i
o
n
p
l
a
n
n
i
n
g
a
n
d
o
t
h
er
t
a
l
e
n
t
ma
n
a
g
e
m
e
n
t
a
c
t
i
v
i
t
ie
s
f
o
c
u
s
ed
o
n
e
m
p
l
oy
e
e
g
r
o
w
th
.
5. P
e
r
f
o
r
ma
n
c
e
A
p
p
ra
i
s
a
l
-
-
8/3/2019 HR(MB0043-1)
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T
h
e
p
e
r
f
o
r
m
an
c
e
e
v
a
l
ua
t
i
o
n
s
y
st
e
m
i
s
a
n
o
r
g
a
n
i
z
e
d
s
e
t
o
f
ac
t
i
v
i
t
i
e
s
e
s
t
a
b
l
ish
ed
toreg
ula
rly
an
d
sys
te
ma
ticall
y
ev
alu
ate
em
plo
ye
epe
rfo
rm
an
ce
an
d
en
sure
its
ali
gn
me
nt
to
b
u
si
n
e
s
s
m
e
tr
i
c
s
.
6. C
o
m
pe
n
s
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t-
I
t
r
e
f
er
s
t
o
d
e
si
g
n
i
n
g
a
nd
m
a
n
a
g
i
n
g
p
o
l
i
c
i
e
s
a
n
d
m
e
t
ho
d
s
o
f
d
is
b
u
r
s
i
n
g
em
p
l
o
y
e
e
co
m
p
e
n
s
a
t
io
n
.
7. J
o
b
E
va
l
u
a
t
i
o
n
-
T
h
e
f
u
n
d
am
e
n
t
a
l
c
on
c
e
p
t
o
f
J
o
b
e
v
a
l
u
at
i
o
n
i
s
to
b
e
a
b
l
e
t
o
o
b
j
e
ct
i
v
e
l
y
a
s
se
s
s
t
h
e
wo
r
t
h
o
f
th
e
j
o
b
w
.r
.
t
.
t
h
e
s
ki
l
l
s
a
n
d
c
a
p
a
b
i
l
i
ti
e
s
t
h
a
t
i
s
r
e
q
u
i
r
ed
t
o
e
x
e
cu
t
e
i
t
.
8. E
mp
l
o
y
e
e
s
at
i
s
f
a
c
t
i
o
n
a
n
d
M
o
r
al
e
-
M
o
r
a
le
c
a
n
b
e
u
n
d
e
r
s
t
-
8/3/2019 HR(MB0043-1)
4/52
o
o
d
a
s
t
h
e
sp
i
r
i
t
a
n
d
c
o
n
f
i
d
e
nc
e
w
i
t
h
w
hi
c
h
t
h
e
em
p
l
o
y
e
e
pe
r
f
o
r
m
s
hi
s
j
o
b
.
Th
e
level
of
mo
ral
e I
s a
res
ult
ofthe
de
gre
e
to
wh
ich
the
overa
ll
ne
ed
s
of
the
ind
ividu
al
are
fulf
ille
d.
9. M
o
ti
v
a
t
i
o
n
-
I
t
i
s
a
c
t
o
f
s
t
i
m
ul
a
t
i
n
g
s
o
me
o
n
e
t
o
ta
k
e
a
d
e
si
r
e
d
c
o
u
rs
e
o
f
a
c
t
io
n
t
o
g
e
t
a
d
e
s
i
r
ed
r
e
a
c
t
i
on
.
10.E
m
p
l
o
y
e
e
M
i
s
c
o
n
d
uc
t
a
n
d
D
is
c
i
p
l
i
n
a
ry
P
r
o
c
e
d
u
re
-
D
i
s
c
i
pl
i
n
e
m
a
y
b
e
c
o
n
s
i
de
r
e
d
a
s
a
f
o
r
c
e
t
h
at
p
r
o
m
p
t
s
i
n
d
i
v
i
d
ua
l
s
o
r
g
r
ou
p
s
t
o
o
bs
e
r
v
e
t
h
e
r
u
l
e
s
,
r
eg
u
l
a
t
i
o
n
s
a
n
d
p
r
o
c
ed
u
r
e
s
w
h
ic
h
a
r
e
d
ee
m
e
d
t
o
b
e
n
e
c
e
s
s
a
ry
f
o
r
t
h
e
e
f
f
e
c
t
i
ve
f
u
n
c
t
i
o
ni
n
g
o
f
a
n
o
r
g
a
n
i
z
at
i
o
n
.
11.G
r
i
ev
a
n
c
e
a
-
8/3/2019 HR(MB0043-1)
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n
d
G
r
i
e
v
a
n
c
e
P
r
o
c
e
d
u
re
-
G
r
i
e
v
an
c
e
i
s
o
f
te
n
u
s
e
d
in
a
g
e
n
e
ri
c
f
o
r
m
to
i
n
d
i
c
ate
var
ious
for
ms
an
d
sta
ges
of
anem
plo
ye
es
dis
sat
isf
act
ionwh
ile
at
wo
rk.
Q.2:
Discus
s the
cultura
l
dimen
sions
of
Indian
W
or
kfo
rc
e.
A.
2:
T
h
e
fo
u
n
d
at
io
n
fo
r
u
n
d
er
st
a
n
di
n
g
th
e
u
ni
q
u
e
wo
r
k
p
r
a
c
ti
c
e
s
a
t
a
c
o
u
n
t
r
y
l
e
v
e
l
c
a
n
b
e
s
t
b
e
un
d
e
r
s
t
o
o
d
b
y
f
i
r
s
t
u
n
d
e
r
s
t
a
nd
i
n
g
t
h
e
c
u
l
t
u
r
a
l
a
s
p
e
c
t
s
of
t
h
e
c
o
u
nt
r
y
s
w
o
rk
f
o
r
c
e
.
G
ee
r
t
H
o
f
s
te
d
e
i
d
e
n
t
if
i
e
d
f
i
v
e
c
u
l
t
u
r
a
l
d
i
m
e
n
s
i
on
s
a
r
o
u
n
d
w
h
i
c
h
c
o
un
t
r
i
e
s
h
av
e
b
e
e
n
cl
u
s
t
e
r
e
d
.
Th
e
s
e
d
i
m
en
s
i
o
n
s
a
re
:
1
.
P
o
w
e
r
D
i
s
t
a
nc
e:
Powe
r
dis
ta
nc
e
is
th
eext
en
t
to
wh
ich
les
s
powe
rfu
l
me
m
be
rs
of
instit
uti
on
s
an
d
or
g
a
ni
z
a
t
i
o
n
s
a
c
c
e
p
t
t
ha
t
p
o
w
e
r
i
s
d
i
s
t
-
8/3/2019 HR(MB0043-1)
6/52
r
i
bu
t
e
d
u
n
e
qu
a
l
l
y
.
I
n
di
a
s
c
o
r
e
s
7
7
o
n
po
w
erdi
st
an
ce,
in
di
ca
ti
nghi
gh
po
w
er
di
st
an
ceas
a
re
su
lt
of
th
e
ineq
ua
liti
es
bo
th
at
the
level
of thesociety
as well
as at
the
workpl
ace.
Indian
organi
zations
typical
ly have
hierarc
hical
struct
ures,
positio
nyields
power
and
subord
ination
is
accept
able.
2.
Uncert
ainty
Avoida
nce: It
is the
extent
to
w
hic
h
p
e
o
pl
e
fe
elth
re
at
e
n
e
d
b
ya
m
bi
g
u
o
us
si
tuat
io
ns,
a
n
d
h
a
v
e
c
r
e
a
t
e
d
b
e
l
i
e
f
s
an
d
i
n
s
t
i
tu
t
i
o
n
s
t
h
at
t
r
y
t
o
a
v
o
i
d
t
h
es
e
.
I
n
d
i
a
s
c
o
r
e
s
4
0
i
n
d
i
c
a
t
i
ng
l
o
w
t
o
a
v
e
r
a
g
e
un
c
e
r
t
a
i
n
t
y
a
v
o
i
d
a
n
ce
c
h
a
r
a
c
te
r
i
s
t
i
c
s
.C
o
u
n
t
r
i
e
s
w
i
t
h
l
o
w
u
n
c
e
r
t
a
i
nt
y
a
v
o
i
d
an
c
e
h
a
v
e
pe
o
p
l
e
w
h
o
a
r
e
m
o
r
e
w
i
l
l
i
n
g
t
o
a
c
c
e
p
t
t
h
a
t
r
i
s
ks
a
r
e
a
s
so
c
i
a
t
e
d
wi
t
h
t
h
e
un
know
n
an
d
th
at
life
m
ustgo
on
in
spi
te
of
thi
s.
Lo
w
un
cer
tai
nt
y
av
oid
an
ce
so
cie
tie
s
su
c
h
a
s
o
u
r
s
ha
v
e
o
r
g
a
ni
z
a
t
i
o
n
se
t
t
i
n
g
s
-
8/3/2019 HR(MB0043-1)
7/52
w
it
h
l
e
s
s
st
r
u
c
t
u
r
i
ng
o
f
a
c
t
i
vi
t
i
e
s
,
f
e
w
erwr
itt
en
ru
le
s,
m
or
eris
k-
ta
ki
ng
by
m
an
ager
s,
hi
gh
er
la
bo
ur
turn
ov
er
an
d
m
or
e
ambiti
ousemplo
yees.
3.
Individ
ualism:
It is
the
tende
ncy of
people
to look
after
thems
elves
and
their
family
only.
The
opposi
te of
this is
collect
ivism
which
refers
to the
tende
ncy of
people
to
belong
to
gr
o
ups
a
n
d
to
lo
o
k
afte
r
e
ac
h
ot
h
er
inex
c
h
a
n
g
e
fo
rlo
ya
lt
y.
In
di
a
s
c
or
e
s
4
8
o
n
i
n
d
i
v
i
d
ua
l
i
s
m
,
i
n
di
c
a
t
i
n
g
s
om
e
w
h
a
t
l
ow
s
c
o
r
e
s
,t
h
e
r
e
f
o
r
e
t
e
n
d
i
n
g
to
w
a
r
d
s
a
m
o
r
e
c
o
l
le
c
t
i
v
i
s
t
ic
s
o
c
i
e
t
y
.I
n
d
i
v
i
d
u
al
i
s
m
i
s
co
m
m
o
n
i
n
t
h
e
U
S
,
C
a
na
d
a
,
A
u
s
t
ra
l
i
a
,
D
e
n
ma
r
k
,
a
n
d
Sw
e
d
e
n
.
T
h
e
p
e
o
p
l
e
o
f
I
n
d
i
a
,
I
nd
o
n
e
s
i
a
,
Pa
k
i
s
t
a
n
,
a
nd
a
n
u
m
b
er
o
f
S
o
u
th
A
m
e
r
i
c
an
c
o
u
n
t
rie
s
exhib
it
col
lec
tivi
sm.
4.
M
as
cul
ini
ty:
M
asc
uli
nit
y
ref
ers
to
a
sit
ua
tio
n
in
wh
ich
th
e
do
mi
na
n
t
v
a
l
u
e
s
i
n
a
s
o
c
i
e
ty
a
r
e
s
u
cc
e
s
s
,
m
o
-
8/3/2019 HR(MB0043-1)
8/52
n
e
y
a
n
d
o
t
h
er
m
a
t
e
r
i
a
lt
h
i
n
g
s
.
H
of
s
t
e
d
e
m
ea
sure
d
th
is
di
m
en
si
onon
a
co
nt
in
uu
m
ra
ngin
g
fr
o
m
m
as
cu
linity
to
fe
mi
ni
ni
ty.
India
scores
56tendin
g to be
closed
to
mascul
inity
than
femini
nity. Inhighly
mascul
ine
societi
es,
jobs
are
clearly
defined by
gender.
Men
usually
choos
e jobs
that
are
associated
with
long
term
career
s.
Wome
n
us
uall
y
c
h
o
os
e
jo
bsth
at
ar
e
as
so
ci
at
ed
w
it
h
sh
or
t
te
rm
e
m
pl
o
y
m
e
n
t,
b
e
f
o
r
e
ma
r
r
i
a
g
e
.
-
8/3/2019 HR(MB0043-1)
9/52
Q.3:
Expl
ainthe
nee
d
for
Hu
man
Res
ourc
ePlan
ning
syst
em.
A.3:
Hu
man
Res
ourc
e
plan
ning
is a
man
dat
ory
part
of
ever
y
orga
niza
tion
s
annua
l
planning
proce
ss.
Every
organi
zation
that
plans
for itsbusin
ess
goals
for
the
year
also
plans
forhow it
will
go
about
achie
ving
them,
and
therein the
planni
ng of
Huma
n
resou
rces.
Human
Resource
planning isessential:
1. Ea
ch
org
ani
zat
ion
ne
ed
s
co
mp
ete
nt
sta
ff
wit
h
the
ne
ces
sar
y
qu
alif
ica
tio
ns,
skil
ls,
kn
ow
led
g
e
,w
o
r
k
e
x
p
er
i
e
n
c
e
a
nd
a
p
t
i
t
u
de
f
o
r
w
o
r
k
t
o
c
a
r
r
y
o
n
i
t
s
wo
r
k
.
2. V
a
c
a
nc
i
e
s
c
r
e
a
te
d
d
u
e
t
o
s
u
p
e
r
a
n
nu
a
t
i
o
n
o
r
r
e
s
i
g
n
a
t
io
n
o
f
e
m
pl
o
y
e
e
s
h
as
t
o
b
e
fu
l
f
i
l
l
e
d
.
Ot
h
e
r
w
i
s
e
,w
o
r
k
w
o
u
ld
b
e
i
m
p
ac
t
e
d
.
3. I
n
t
od
a
y
s
c
o
mp
e
t
i
t
i
v
e
w
o
r
l
d
,
a
l
l
o
r
g
a
n
i
z
a
ti
o
n
s
p
l
a
n
e
x
p
a
n
s
i
on
s
,
d
i
v
e
r
si
f
i
c
a
t
i
o
n
s
o
t
h
e
y
ne
e
d
m
o
r
e
p
e
o
p
l
e
w
it
h
d
i
f
f
e
r
en
t
e
x
p
e
r
ie
n
c
e
s
i
n
o
r
d
e
r
t
o
a
v
o
i
d
a
n
y
p
r
o
b
l
e
m
.
4. Of
t
e
n
o
r
g
an
i
z
a
t
i
o
n
m
i
g
h
t
n
-
8/3/2019 HR(MB0043-1)
10/52
e
e
d
t
o
r
e
p
l
ac
e
t
h
e
n
at
u
r
e
o
f
th
e
p
r
e
s
e
n
t
w
o
r
k
f
o
r
ce
a
s
a
r
es
u
l
t
o
f
it
s
c
h
a
n
gin
g
need
s,
the
ref
or
e
the
ne
edto
hir
e
ne
w
set
of
em
ploye
es.
To
me
et
the
ch
all
enge
of
the
ch
an
ge
d
n
e
ed
s
o
f
t
e
ch
n
o
l
o
g
y
/
pr
o
d
u
c
t
/
s
er
v
i
c
e
i
n
n
ov
a
t
i
o
n
t
he
e
x
i
s
t
i
ng
e
m
p
l
o
y
ee
s
n
e
e
d
t
o
b
e
t
r
a
i
ne
d
o
r
n
e
w
s
k
i
l
l
s
et
s
i
n
d
u
c
e
d
i
n
t
o
t
h
e
o
r
g
a
n
i
z
at
i
o
n
.
5. M
a
n
po
w
e
r
p
l
a
n
ni
n
g
i
s
a
ls
o
n
e
e
d
e
d
i
n
o
r
d
e
r
t
o
i
d
e
n
t
if
y
a
n
o
r
ga
n
i
z
a
t
i
o
n
n
e
e
d
t
o
r
e
d
u
c
e
i
t
s
w
o
r
k
f
o
r
ce
.
I
n
s
i
t
ua
t
i
o
n
s
w
he
r
e
t
h
e
o
rg
a
n
i
z
a
t
i
on
i
s
f
a
c
ed
w
i
t
h
s
ev
e
r
e
r
e
v
e
nu
e
a
n
d
g
ro
w
t
h
l
i
m
it
a
t
i
o
n
s
it
m
i
g
h
t
n
ee
d
t
o
p
l
an
w
e
l
l
t
o
m
a
n
a
g
e
ho
w
i
t
w
-
8/3/2019 HR(MB0043-1)
11/52
i
l
l
r
e
d
u
c
e
it
s
w
o
r
k
f
or
c
e
.
O
p
t
i
on
s
s
u
c
h
a
s
r
e
d
e
p
l
o
ym
e
n
t
a
n
d
o
u
t
p
l
a
c
e
me
n
t
c
a
n
be
pla
nned
for
an
d
ex
ec
ute
d
prop
erl
y.
Q.4:
Elucidate
the
classificati
on of
wages in
the Indian
system.
A.4: In
India,
wages are
classified
as:
1.
Minimum
wage: A
minimum
wage has
been
defined by
the
Com
mittee as
the
wage
which
must
provi
de
not
onlyfor
the
bare
suste
nanc
e of
life,
but
forthe
prese
rvatio
n of
the
effici
ency
of the
worker.
For
this
purp
oses,
the
mini
m
u
m
w
a
g
e
m
u
s
tp
r
o
v
i
d
e
f
or
s
o
m
e
m
e
a
su
r
e
o
f
e
d
u
c
ati
o
n,
m
e
d
i
c
al
r
e
q
u
ir
e
m
en
t
s
a
n
d
a
m
en
it
i
e
s
.
It
i
s
ve
r
y
d
if
fi
c
u
lt
t
o
d
e
t
e
r
mi
n
e
t
h
e
m
i
ni
m
u
m
w
a
g
e
be
c
a
u
s
e
c
o
ndi
ti
o
n
s
v
ar
y
fro
m
pl
a
c
e
t
o
pla
c
e,
in
d
u
st
r
y
to
i
n
d
u
s
t
r
ya
n
d
f
r
o
m
wo
r
k
e
r
t
o
w
or
k
e
r.
H
o
w
e
v
er
t
h
e
p
ri
n
ci
ple
s
f
o
r
d
e
t
er
m
in
in
g
m
in
i
mu
m
w
a
g
e
s
w
er
e
e
v
ol
v
e
d
by
G
o
v
e
r
n
m
en
t
a
n
d
h
a
v
eb
e
e
n
in
c
o
rporat
ed in
theMinim
um
Wages
Act
1948,
the
import
ant
principle
being
that
minim
um
wages
should
provid
e notonly
for the
bare
susten
ance
of life
but
also
for thepreser
vation
of the
efficie
ncy of
the
worke
rs
by
the
wa
y
of
ed
uc
ati
on,
medi
cal
car
e
an
d
ot
he
ram
eni
tie
s.
2.
Fai
r
W
ag
e:
It
is
th
e
wa
-
8/3/2019 HR(MB0043-1)
12/52
ge
whi
ch isabo
ve
the
mini
mu
m
wag
e
butbelo
w
the
livin
g
wag
e.
The
lower
limit
if
fair
wag
e is
obvi
ousl
ythe
mini
mu
m
wag
e;
the
upper
limit
is setby the
capaci
ty of
the
indust
ry to
pay.
Betw
eenthese
two
limits,
the
actual
wages
shoul
d
depend on
the
consi
derati
ons of
such
factor
as:
a. the
produ
ctivity
of
labou
r;
b. the
prevailing
rates ofwages in
the same
or
neighbour
ing
localities;
c. the
level of
the
national
income
and its
distributio
n; and
d. the
place of
industry inthe
economy.
3. Living
Wage:
This wage
is
recomme
nded by
the
committe
e as a fair
wage and
as an
ultimate
goal in a
wage
policy.
Itdefin
ed a
Living
wage
as
one
which
shoul
denabl
e the
earne
r to
provi
de for
hims
elf
andhis
famil
y not
only
the
bare
essen
tials
offood,
clothi
ng
and
shelt
er
but a
m
e
as
u
r
e
f
r
u
g
al
c
o
m
f
o
r
t,
re
q
u
i
r
e
m
e
nt
o
f
e
s
s
e
n
ti
al
s
o
c
i
a
l
n
ee
d
s
a
n
d
a
m
ea
s
u
r
e
o
f
i
ns
u
r
a
n
c
e
a
g
ai
n
s
t
t
h
e
m
or
e
i
m
p
o
r
t
an
t
m
i
s
f
o
r
tu
n
e
s
i
n
c
lu
di
ng
ol
d
a
g
e.
In
o
th
e
r
w
o
r
d
s,
ali
vi
n
g
w
a
g
e
wa
s
t
o
p
r
o
v
i
de
f
o
r
a
s
t
a
nd
a
r
d
o
f
li
v
in
g
t
h
a
t
w
o
ul
d
e
n
s
u
r
e
g
oo
d
h
e
al
t
h
f
or
t
h
e
w
o
r
k
er,
a
n
d
hi
s
f
a
mil
y
a
s
w
el
l
a
s
am
e
a
s
u
r
e
o
fd
e
c
e
n
c
y,
c
om
f
o
rt,
e
d
u
c
ati
o
n
f
o
r
hi
s
childre
n, andprotec
tion
agains
t
misfor
tunes.
Q.5:
Ms
Sharm
a is
the
Gener
al
Mana
ger HR
of a
privat
e
educat
ional
group.
She is
planni
ng for
the
promo
tion
policy
for the
faculty
memb
ers.
The
no
rm
sar
e
als
o
rul
ed
by
th
ego
ve
rn
m
en
t
pol
icy
and
cri
ter
ia.
M
or
eo
ve
rth
e
op
tio
ns
to
pr
-
8/3/2019 HR(MB0043-1)
13/52
omo
te
arelimit
ed.
Sug
gest
Ms
Shar
ma
the
alternat
e
way
to
verti
cal
pro
mot
ion.Wh
at
are
the
chal
leng
es
in
impleme
ntin
g
that
opti
on.
A.5: I
would
suggest her
to use
Horiz
ontal
prom
otion
policy.
Horiz
ontalprom
otions
are
consi
dered
as an
altern
ative
tovertic
al
positi
on
when
the
optio
ns of
vertical
prom
otion
are
limite
d as
the
room at
the top is
limited.Under this
policy, an
employee
may be
transferre
d from a
position in
one
department to a
position of
higher
rank in
another
departme
nt or to
the same
rank in adifferent
departme
nt if the
transfer
gives him
an
opportuni
ty to
acquiregreater
knowledg
e and
wider
experienc
e e.g. if a
senior
lectur
er
cannot get
prom
otion
in a
partic
ular
depar
tmen
t forobvio
us
reaso
ns, he
may
be
transf
erred
asRegis
trar
of the
Unive
rsity
or as
Contr
oller
ofExami
natio
ns or
Direc
tor of
Dista
nce
E
d
uc
a
t
i
o
n.
T
h
e
r
e
a
r
e
f
o
ll
o
w
i
n
g
c
h
a
ll
e
n
g
e
s
i
n
i
m
pl
e
m
e
n
ti
n
g
Ho
ri
z
o
n
t
a
l
pr
o
m
o
ti
o
n:
1. U
n
l
e
s
s
t
h
e
p
e
r
s
o
n
i
s
q
u
i
t
e
d
yn
a
m
i
c
a
n
d
i
n
t
e
l
l
i
g
en
t
,
h
e
m
a
y
f
i
n
d
t
h
e
n
e
w
a
s
s
ig
n
m
e
n
t
a
to
u
g
h
o
n
e
a
n
d
i
r
k
s
om
e
.
T
o
s
o
me
,
i
t
m
a
y
be
a
c
a
u
s
e
f
o
r
f
r
u
st
r
a
t
i
o
n
.
2. Th
e
n
e
x
t
q
ue
s
t
i
o
n
t
o
b
e
a
n
s
w
er
e
d
i
s
t
he
t
y
p
e
o
f
m
a
n
t
o
b
e
p
r
o
m
o
t
e
d.
T
h
e
r
e
i
s
a
n
a
t
u
r
a
l
t
e
n
d
e
n
c
y
f
o
r
a
n
ex
e
c
u
t
i
v
e
t
o
s
e
l
e
-
8/3/2019 HR(MB0043-1)
14/52
c
t
a
s
h
i
s
a
ss
i
s
t
a
n
t
on
e
w
h
o
h
as
t
h
e
s
a
m
e
o
r
s
i
m
i
la
r
a
b
i
l
i
ti
e
s
a
s
h
is
o
w
n
.
T
his
ma
yno
t
res
ult
in
a
mo
st
efficie
nt
co
mb
ina
tio
n.
It
isoft
en
ob
ser
ve
d
tha
t
theass
ist
ant
ma
y
im
bib
e
th
e
w
e
a
k
n
es
s
e
s
o
f
th
e
b
o
s
s
.
3. If
t
h
e
p
e
r
so
n
p
r
o
m
o
te
d
t
h
r
o
u
gh
h
o
r
i
z
o
nt
a
l
p
r
o
m
o
ti
o
n
r
e
m
a
in
s
u
n
a
b
l
e
t
o
l
e
a
r
n
a
n
d
p
e
r
f
or
m
j
o
b
e
ff
i
c
i
e
n
t
l
y,
i
t
m
i
g
h
t
r
e
s
u
l
t
i
n
l
o
s
s
o
f
b
u
s
i
n
e
s
s
c
o
n
t
i
n
u
i
ty
.
4. V
a
c
a
n
c
y
c
r
e
a
t
e
d
in
h
i
s
o
w
n
d
e
p
a
r
t
m
en
t
d
u
e
t
o
h
i
s
h
o
r
i
zo
n
t
a
l
p
r
om
o
t
i
o
n
h
as
t
o
b
e
f
ul
f
i
l
l
e
d
.
Q
.
6
:
A
B
C
i
s
a
n
o
r
g
a
n
i
z
a
t
i
o
n
th
atwa
nts
to
rev
ise
th
e
HR
polici
es.
Be
for
e
doi
ng
th
atit
wa
nt
to
ha
ve
so
me
detail
s
ab
ou
t
th
e
f
o
ll
o
w
i
n
g
:
y W
h
a
t
t
h
e
e
m
p
l
o
y
e
e
s
t
h
i
n
k
a
-
8/3/2019 HR(MB0043-1)
15/52
b
o
ut
t
h
e
c
o
mp
a
n
y
?
y W
h
a
t
d
o
t
h
e
y
t
h
i
n
k
,
i
n
t
h
e
c
o
m
p
an
y
i
s
g
o
in
g
w
e
l
l
?
y
Wh
a
t
p
r
a
c
ti
c
e
s
i
n
th
e
c
o
m
p
a
ny
t
h
e
y
t
hi
n
k
a
r
e
n
ot
d
o
i
n
g
we
l
l
?
y G
e
t
th
e
f
e
e
d
b
ac
k
o
n
m
a
na
g
e
r
i
a
l
ef
f
e
c
t
i
v
e
ne
s
s
.
S
u
g
g
e
s
t
t
h
e
su
i
t
a
b
l
e
me
t
h
o
d
t
o
c
o
l
l
e
c
t
th
e
e
m
p
l
o
y
ee
o
p
i
n
i
o
n
a
n
d
e
x
p
la
i
n
t
h
e
me
t
h
o
d
.
A
.
6:
T
h
e
S
u
r
ve
y
Q
u
e
s
t
io
n
n
a
i
r
e
Me
t
h
o
d
i
s
th
e
m
o
s
t
su
i
t
a
b
l
e
me
t
h
o
d
f
o
r
c
o
l
l
e
c
t
i
ng
t
h
i
s
t
yp
e
o
f
i
n
fo
r
m
a
t
i
o
n
.T
h
i
s
q
u
e
s
ti
o
n
n
a
i
r
e
i
s
u
s
u
a
l
ly
a
s
c
i
e
nt
i
f
i
c
a
l
ly
de
velop
ed
ins
tru
me
nt
an
d
well
tes
te
d
for
val
idi
ty
and
rel
iab
ilit
y.
Th
es
e
includ
e
m
ult
ipl
e
ch
o
i
ce
,
d
i
c
h
o
t
om
o
u
s
(
y
e
s
o
r
n
o
)
a
nd
o
p
e
n
-
8/3/2019 HR(MB0043-1)
16/52
e
n
de
d
q
u
e
s
t
io
n
s
.
O
r
g
a
n
i
z
a
t
i
o
n
s
o
f
t
e
n
en
ga
geou
tsi
de
co
ns
ul
ta
nt
sto
co
nd
uc
t
th
e
en
tire
su
rv
ey.
Th
er
e
ar
ea
lo
t
of
re
as
on
s to do
this:
Ma
ke
the
sur
ve
y
cre
dib
le
wh
ere
in
em
plo
ye
es
sh
are
cor
rec
t
fee
db
ack.
As
the
y
are
ex
pe
rts,
the
y
hel
p
de
t
e
r
m
i
n
e
t
h
e
t
y
p
e
o
f
q
u
e
s
t
io
n
s
t
o
b
e
u
s
e
d
d
e
p
en
d
i
n
g
o
n
t
h
e
o
b
j
e
ct
i
v
e
s
o
f
th
e
s
u
r
v
e
y.
T
h
e
s
u
r
ve
y
i
t
s
e
l
f
i
s
c
a
r
r
i
ed
o
u
t
a
n
on
y
m
o
u
s
l
y
,t
h
e
e
m
p
l
oy
e
e
i
s
n
o
t
r
e
q
u
i
r
e
d
t
i
d
i
v
u
lg
e
h
i
s
/
h
er
n
a
m
e
a
n
d
p
e
r
s
o
n
a
l
i
n
f
o
r
m
a
ti
o
n
.
A
n
a
l
ys
i
s
a
n
d
g
en
e
r
a
t
i
o
n
o
f
s
u
r
v
e
y
r
e
p
o
r
t
is
a
s
p
e
c
i
al
i
z
e
d
a
c
ti
v
i
t
y
.
I
n
s
o
m
e
c
a
s
e
s
t
h
e
co
m
pany
s
re
pr
es
en
tat
ive
may
giv
e
th
e
em
plo
ye
esth
e
qu
est
ion
nai
res
in
asta
m
pe
d
en
vel
op
e
.
Th
e
s
t
a
m
p
ed
e
n
v
e
l
o
pe
s
a
r
e
f
re
q
u
e
n
t
l
-
8/3/2019 HR(MB0043-1)
17/52
y
ad
d
r
e
s
s
e
d
t
o
s
o
m
e
ma
n
a
g
e
m
e
n
tc
o
n
s
u
l
t
an
t
orco
lle
ge
pr
of
es
so
r
who
ta
bu
lat
es
th
e
re
sults.
Th
e
co
ns
ul
ta
nt
then
an
al
yz
es
th
e
data
to
generate a
numb
er of
report
s. The
report
s can
be
generated for
each
depart
ment,
for
manag
er
with
morethan
20tea
m
memb
ers,
for the
compa
ny etc.
Themanag
ement
usually
shares
the
finding
s with
all
th
ee
m
pl
o
y
e
es,
hi
ghl
ig
ht
in
g
th
e
st
ren
gt
hs
a
n
d
ar
e
asfo
r
i
m
pr
o
v
e
m
en
t
.
T
h
e
s
u
r
v
e
y
i
s
u
s
u
a
l
l
y
c
o
n
d
u
c
t
e
d
on
c
e
a
y
e
ar
.
T
h
e
r
e
po
r
t
s
o
f
su
r
v
e
y
i
s
di
s
c
u
s
s
e
d
b
y
d
e
p
a
r
tm
e
n
t
h
e
a
d
w
i
t
h
h
i
s
t
e
a
m
o
f
ma
n
a
g
e
r
s
an
d
i
d
e
n
t
if
y
t
h
e
a
r
ea
s
f
o
r
i
mp
r
o
v
e
m
e
n
t
a
n
d
t
h
e
a
c
t
i
o
n
s
t
o
b
e
t
a
k
e
n
f
o
r
i
m
p
ro
v
e
m
e
n
t
.
O
r
g
a
n
i
z
a
t
io
n
s
t
r
a
c
k
s
u
r
v
e
y
sc
o
r
e
s
y
e
ar
o
n
y
e
ar.
M
ostor
ga
niz
ati
on
s
tie
th
esc
or
es
to
ma
na
ge
rial
effect
ive
ne
ss
an
d
us
e it
asa
me
as
ur
e
to
ass
e
s
s
m
a
n
a
g
e
r
s
f
o
r
p
r
o
mo
t
i
o
n
s
,
p
ot
e
n
t
i
a
l
-
8/3/2019 HR(MB0043-1)
18/52
f
or
f
u
t
u
r
e
se
n
i
o
r
r
u
l
es
.
-
8/3/2019 HR(MB0043-1)
19/52
Ma
ste
r of
Bus
ine
ss
Ad
min
istr
ati
on
MB
A
Se
me
ste
r 1
Subj
ect
Cod
e-
MB
004
3
Subject
Na
me-
Hu
man
Res
ource
Mana
gement
Assign
ment
Set-2
Q.1:
Discus
s the
factor
s
affecti
ng
recrui
tment.
A.1:
All
organization
s,
whet
her
large
or
small,
do
engage in
recrui
ting
activit
y,
thoug
h not
to the
same
intensity.Few
factors
that
impact
the nature
of
recruitme
nt:
1. The Size
of the
organizati
on: the
smaller
the
organizati
on the
more the
need to
carefully
scrutinize
the
candidate
for a job
and the
fitment to
the
organizati
onal
culture.
The risk in
case of
job-
candidate
mism
atch
canprove
equal
ly
expe
nsive
for a
simila
r
organizatio
n as
comp
ared
to
the
larger
one.
2.
The
empl
oyme
nt
condi
tions
in the
count
ry
wher
e the
organ
izatio
n is
locat
e
d:
It
c
r
i
t
i
c
a
lly
i
m
p
a
c
t
s
th
e
r
e
c
r
u
i
ti
n
g
s
t
r
a
t
e
gy.
T
h
e
m
e
t
h
od
s
f
o
r
r
e
c
ru
it
i
n
g,
t
h
e
se
l
e
c
ti
o
n
t
o
ol
s
t
h
a
t
a
r
em
o
s
t
s
u
i
t
ed
a
n
d
t
h
e
l
eg
a
l
f
r
a
m
e
w
ork
t
h
at
b
e
ar
o
nt
h
e
e
m
pl
o
y
er
ar
e
s
o
m
e
a
sp
e
ct
s
t
h
at
n
e
ed
t
o
b
e
c
o
n
sid
e
r
e
d.
3.
T
h
e
a
ff
e
c
t
s
o
f
p
a
s
t
r
e
c
r
ui
tin
g
e
ff
o
rt
s
w
hic
h
s
h
o
w
t
h
eo
r
g
a
ni
z
a
ti
on
s
a
bi
li
t
y
t
o
loc
a
t
e
a
n
d
k
ee
p
g
o
o
d
p
e
rfo
r
m
in
g
p
e
o
ple:
c
o
n
st
a
n
tly
review
ingthe
effecti
veness
of the
recruit
ing
metho
ds and
theselecti
on
tools
used,
evalua
ting
the
succes
s at-work
of the
new
recruit
s are
some
metho
ds
usedby
organi
zation
s to
ensure
that
quality
hir
ing
pract
ice
s
ar
e
in-
pla
ce.
4.
W
or
kin
g
co
ndi
tio
ns
an
d
sal
ar
y
an
d
be
ne
fit
pa
ck
ag
es
off
er
-
8/3/2019 HR(MB0043-1)
20/52
ed
by
theorg
aniz
atio
n:
this
may
influ
enc
eturn
over
and
nec
essit
ate
futu
re
recruitin
g.
5.
The
rate
of
gro
wth
of
the
org
aniz
atio
n:
the
phase
in the
lifecycle
of the
firm is
a
meas
ure of
the
recrui
tingeffort.
6.The
level
of
seaso
nality
of
opera
tions
and
future
expan
sion
and
produ
ction
progr
amme
s:
Ensuri
ng
that
the
recruitme
nt
numberscome
from a
well
planned
Human
Resource
plan is
critical to
ensurethat there
is no over-
hiring or
under
hiring of
the
required
talent to
achievethe
organizati
onal
objectives.
7.Culture,
econom
ic and
legal
factors:
these
factors
too
affect
recruiti
ng and
sel
ect
ingme
th
od
s
th
at
ar
e
used.
-
8/3/2019 HR(MB0043-1)
21/52
Q.2:
Righ
tTim
e is
a
wat
ch
com
pan
y. It
hashire
d 20
peo
ple
rece
ntly
for
the
compan
y.
The
y
will
be
invo
lved
inman
ufac
turi
ng,
asse
mbl
y of
watch
es.
Theywill
be
using
differ
ent
machi
nes
and
toolsfor
this.
What
type
of
traini
ng is
best
forthem.
What
may
be
advan
tages
and
limita
tionsof the
traini
ng
meth
od?
A.2:
Vestibule/
Classroomtraining is
best for
them. This
method
attempts
to
duplicate
on-the-job
situationsin a
company
classroom.
It is a
classroom
training
which is
often
impartedwith the
help of
the
equipmen
t and
machines
which are
identical
with thosein use in
the place
of work.
This
technique
enables
the
traine
e to
concentrat
e on
learni
ng
the
new
skills
rathe
r thanperfo
rming
an
actua
l job.
In
other
word
s, it isgeare
d to
job
dutie
s.
Theor
etical
traini
ng isgiven
in the
class
room
while
the
practi
c
a
lw
o
r
k
i
s
c
o
nd
u
c
t
e
d
o
n
th
e
p
r
o
d
u
c
ti
o
n
li
n
e.
A
d
va
n
t
a
g
e
s:
Th
e
a
d
v
a
n
t
ag
e
s
o
f
u
s
i
ng
t
h
i
s
m
e
t
h
od
a
r
e
t
h
e
d
is
a
d
v
a
n
t
a
ge
s
o
f
s
p
e
c
ia
li
z
a
t
i
o
n.
T
he
in
st
r
u
ct
o
r,
as
p
e
ci
al
is
t,
s
ho
ul
d
b
e
m
o
r
esk
ill
e
d
at
te
a
c
h
in
g.
T
h
e
s
t
u
de
n
t
s
a
v
o
i
ds
t
h
e
c
o
n
f
usi
o
n
a
n
d
p
r
e
ss
u
r
e
o
f
t
h
ew
o
r
k
si
t
u
a
tio
n
a
n
d
t
h
u
sis
a
bl
e
t
o
c
o
n
ce
n
tr
a
t
e
o
n
lea
r
ni
n
g.
O
n
e
ca
n
al
s
o
o
ft
e
na
tt
ai
n
a
gi
v
en
level
of skillmore
quickl
y in
the
special
ized
learni
ng
situation.
We
have
more
assura
nce
that
adequ
atetime
and
attenti
on will
be
given
to
trainin
g andthat it
will
not be
slighte
d in
favor
of
ot
he
rpr
obl
e
ms.
M
or
e
ind
ividu
al
ins
tru
cti
on
ca
n
begiv
en
an
d
tra
ini
ng
act
ivities
do
no
t
int
erf
er
-
8/3/2019 HR(MB0043-1)
22/52
e
with
regular
proc
esse
s of
pro
duct
ion.
Disadva
nta
ges:
Am
ong
the
disa
dvantag
es
are
the
split
ting
of
resp
onsibilit
y
lead
s to
orga
niza
tion
al
probl
ems.Secon
d, an
additi
onal
invest
ment
in
equip
mentis
neces
sary
thoug
h the
cost
may
be
reduced by
gettin
g
some
work
done
by
traine
eswhile
in the
schoo
l.
Third,
this
meth
od is of
limited
value forthe jobs
which
utilize
equipmen
t which
can be
duplicated
and finally
thetraining
situation
is
somewhat
artificial.
Q.3:Write
a note on
360degree
appraisal
method.
A.3:
Typically
performan
ce
appraisalhas been
limited to
feedback
process
between
employee
s and
Mana
gers.
However,
with
the
incre
ased
focus
on
team
work,empl
oyee
devel
opme
nt,
and
the
custo
merservic
e, the
emph
asis
has
shifte
d to
empl
oyeefeedb
ack
from
the
full
circle
of
s
o
ur
c
e
s
d
e
p
i
ct
e
d
i
n
t
h
e
di
a
g
r
a
m
b
el
o
w
.
T
h
e
m
u
lti
p
l
e
-
i
n
p
ut
a
p
p
r
o
a
c
ht
o
p
e
r
f
o
r
ma
n
c
e
f
e
e
d
b
ac
k
i
s
s
o
m
e
ti
m
e
s
c
a
ll
e
d
3
6
0
-
d
e
g
re
e
a
s
s
e
s
s
m
en
t
t
o
c
o
n
n
ote
t
h
at
fu
ll
ci
rc
le.
T
h
ec
ir
c
l
e,
o
r
p
er
h
a
p
s
m
o
r
ea
c
c
u
r
a
t
el
yt
h
e
s
p
h
e
r
eo
f
f
e
e
d
b
a
ck
s
o
u
rc
e
s
c
on
si
st
s
M
a
n
a
g
ers,
p
e
e
rs,
s
u
b
or
di
n
a
t
e
s,
c
ust
o
m
e
rs
a
n
d
on
e
s
s
el
f.
It
is not
necess
ary toinclud
e all
the
feedb
ack
source
s in a
partic
ularapprai
sal
progra
m.
We
shall
discus
s the
contri
bution
s of
each
source
of
ratings
and
feedb
ack. In
additi
on,
precau
tions
are
listed
to
co
nside
r
wh
en
de
sig
nin
g a
perfo
rm
an
ce
ma
na
ge
m
ent
pr
og
ra
m
th
at
inc
ludes
36
0-
de
gr
ee
ass
Internal
Customer
PEER
Su
Su
Or
-
8/3/2019 HR(MB0043-1)
23/52
ess
men
t.
Sup
erio
rs:
Eval
uati
ons
by
sup
erio
rs
are
the
mos
t
trad
ition
al
sour
ce
of
emp
loye
e
feed
bac
k.
This
for
m of
eval
uati
on
incl
udes
both
therating
s of
indivi
duals
by
Mana
gers
on
elements in
an
emplo
yee's
perfor
manc
e plan
and
theevalu
ation
of
progr
ams
and
teams
by
seniormana
gers.
What
does
this
sourc
e
contribute?
1. The
first-line
Manager
is often in
the best
position
to
effectively
carry out
the full
cycle of
performan
ce
managem
ent:
Planning,
Monitorin
g,
Developin
g,
Appraising,
and
Rewarding.
The
Manager
may also
have the
broadest
perspectiv
e on the
work
requireme
nts and be
able to
take
into
account
shifts
in
those
requi
reme
nts.
2.
The
super
iors
(both
the
first-
line
Mana
ger
and
the
senio
r
mana
gers)
have
the
autho
rity
to
redes
ign
and
reassi
gn an
e
m
pl
o
y
e
e
'
s
w
or
k
b
a
s
e
d
o
nt
h
e
i
r
a
s
s
es
s
m
e
n
t
o
f
i
nd
i
v
i
d
u
a
l
an
d
t
e
a
m
p
er
f
o
r
m
a
n
c
e.
3.
M
o
s
t
G
o
v
er
n
m
e
n
t
e
m
pl
o
y
e
e
s
i
n
an
a
t
i
o
n
a
l
su
r
v
e
y
f
e
lt
t
hat
t
h
e
gr
e
at
e
stc
o
n
tr
ib
u
ti
o
nt
o
t
h
ei
r
p
e
rfo
r
m
a
n
c
e
f
e
ed
b
a
c
k
s
h
o
ul
d
c
o
m
e
f
r
om
t
h
e
ir
fi
r
st-
l
e
v
e
l
M
a
n
ag
e
rs.
W
h
a
t
c
a
u
ti
o
n
s
s
h
o
ul
d
b
e
a
d
d
r
e
s
s
e
d?
1.
R
e
s
ea
rc
h
d
e
m
o
n
str
a
t
e
s
t
h
a
ta
p
p
r
ai
s
al
p
ro
g
r
a
m
s
t
hat
rely
solelyon the
ratings
of
superi
ors
are
less
reliabl
e andvalid
than
progra
ms
that
use a
variety
of
otherrating
source
s to
supple
ment
the
Mana
ger's
evaluation.
2.
Superi
ors
should
be
abl
e
toob
ser
ve
an
d
m
ea
sur
eall
fac
ets
of
th
e
wo
rk
toma
ke
a
fai
r
ev
alu
ati
on.In
so
m
e
wo
rk
sit
-
8/3/2019 HR(MB0043-1)
24/52
uati
ons,
theMan
ager
or
rati
ng
offic
ial is
not
inthe
sam
e
loca
tion
or is
sup
ervi
singvery
larg
e
num
bers
of
emp
loye
esand
doe
s
not
hav
e
deta
iled
knowl
edgeof
each
emplo
yee's
perfor
manc
e.
3.
Mana
gers
need
traini
ng on
how
to
condu
ct
perfor
manc
e
apprai
sals.
They
shoul
d be
capab
le of
coach
ing
and
devel
oping
emplo
yees as
well as
planningand
evaluating
their
performan
ce.
Q.4: Given
below is
the HR
policy
glimpse of
ZoomVid
eo, a
multimedi
a
company
1. It offers
cash
rewards
for staff
members
2. It
promotes
the
culture of
employee
referral
and
enco
urage
s
peopl
e to
refer
peopl
e
they
know,
mayb
e
their
friend
s, ex.
collea
gues,
batch
mate
s and
relati
ves.
3. It
recog
nizes
good
perfo
rman
c
e
s
a
n
d
g
i
v
e
s
g
o
o
d
t
i
t
l
e
s
a
n
d
t
r
p
h
i
e
s
t
o
t
h
e
p
e
o
p
l
e
w
h
o
p
e
r
f
o
r
m
w
e
ll
a
n
d
a
l
s
o
f
e
li
c
i
t
a
t
e
s
t
h
e
m
i
n
t
h
e
A
n
n
u
al
D
a
y
of
t
h
e
c
o
m
p
a
n
y.
Id
e
n
ti
fy
w
h
at
al
l
a
s
p
e
c
t
s
d
o
e
s
it
t
a
k
e
c
a
r
e
o
f,
b
a
s
e
d
o
n
di
ff
e
r
e
n
t
le
v
el
s
o
f
M
a
sl
o
w
s
N
e
e
d
H
ie
r
a
rc
h
y ?
A
.4:
M
a
sl
o
w
s
N
e
e
d
H
ie
r
a
rc
h
y
T
h
e
o
r
y
Maslo
w's
theory
of
basic
needs
draws
chiefly
from
huma
n
psych
ology.
He
arrang
ed the
huma
n
needs
of an
individ
ual in
a
hierar
chical
mann
er.
Maslo
w
pr
op
os
ed
an
ind
ivi
du
al'
s
m
oti
vat
ion
as
a
pr
ed
et
er
mi
ne
d
or
de
r
of
-
8/3/2019 HR(MB0043-1)
25/52
nee
ds
whi
ch
he
striv
es
to
satis
fy.
His
mod
el of
'Hie
rarc
hy
of
Nee
ds'
indi
cate
s
the
follo
win
g
pro
posi
tions
about
huma
n
behav
iour.
i)
Physi
ologic
al
Needs:
These
are
basic
to life,
viz.,
and
hunge
r for
'food,
thirst,
shelte
r and
comp
anion
ship
amon
g
others.
They are
relatively
independe
nt 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)Soc
ial
Need
s: If
the
physi
ologic
al
and
safet
y
needs
are
fairly
satisfi
ed,
the
needs
for
love
and
affect
ion
and
belon
gingn
ess
will
e
m
e
r
g
e
a
n
d
t
h
e
c
y
c
l
e
w
il
l
r
e
p
e
a
t
i
t
s
e
lf
w
it
h
t
h
i
s
n
e
w
c
e
n
t
r
e.
If
h
e
i
s
d
e
p
r
i
v
e
d
o
f
t
h
e
s
e
n
e
e
d
s
h
e
w
il
l
w
a
n
t
t
o
at
ta
in
t
h
e
m
m
o
r
e
t
h
a
n
a
n
yt
hi
n
g
el
s
e
in
t
h
e
w
o
rl
d.
A
n
i
n
d
i
v
i
d
u
a
l
d
e
si
r
e
s
a
ff
e
c
ti
o
n
a
t
e
r
el
a
ti
o
n
s
hi
p
s
w
it
h
p
e
o
pl
e
in
g
e
n
e
r
al
a
n
d
d
e
si
r
e
s
t
o
h
a
v
e
a
r
e
s
p
e
ct
e
d
pl
a
c
e in
his
group.
iii)
Estee
m
Needs:
Everyo
ne has
a need
for
self-
respec
t and
for the
esteem of
others.
This
results
in the
desire
forstreng
th,
confid
ence,
prestig
e,
rec
og
nit
ion
an
d
ap
pr
eci
ati
on.
Th
es
e
eg
ois
tic
ne
ed
s
ar
e
rar
ely
co
m
ple
-
8/3/2019 HR(MB0043-1)
26/52
tely
satis
fied.
The
typi
cal
indu
stria
l
and
com
mer
cial
orga
niza
tion
doe
s
not
offe
r
muc
h
opp
ortu
nity
for
thei
r
satisf
action
to
emplo
yees
at the
lower
levels.
Q.5:
Descri
be
the
emer
ging
emplo
yee
empo
werm
ent
practi
ces.
A.5:
In
today
s
organi
zations
the focus
is moving
towards
collaborati
on at the
workplace.
One of the
most
common
instrumen
ts
establishe
d in large
organizati
ons has be
the
Employee
Suggestio
n Schemes
(ESS). The
ESS has
proved
effective
in
allowing
employee
s a
discre
te
meth
od of
voicin
g
their
opini
ons
and
sugge
stion
for
what
can
be
bette
r
mana
ged
in the
comp
any.
The
mana
geme
nt
invite
s
t
h
e
e
m
p
l
o
y
e
e
s
s
u
g
g
e
s
t
i
o
n
s
o
n
a
ll
/
a
n
y
i
s
s
u
e
t
h
a
t
i
s
a
s
o
u
r
c
e
o
f
ir
ri
t
a
t
i
o
n
f
o
r
t
h
e
e
m
p
l
o
y
e
e
s.
W
h
a
t
h
o
w
e
v
e
r
is
di
ff
e
r
e
n
t
is
t
h
at
t
h
e
e
m
pl
o
y
e
e
is
e
n
c
o
u
r
a
g
e
d
t
o
f
r
a
m
e
it
a
s
a
s
u
g
g
e
s
ti
o
n
a
n
d
m
a
k
e
a
r
e
c
o
m
m
e
n
d
a
ti
o
n
f
o
r
a
c
h
a
n
g
e,
r
a
t
h
e
r
t
h
a
n
t
h
e
cl
a
s
si
c
f
a
ul
t
fi
n
di
n
g
appro
ach
about
what
is
going
wrong
or
what
is not
worki
ng
well.
There
are
ESS
forms/
templ
ates
that
are
left in
comm
on
places
or the
emplo
ye
e
ca
n
do
wn
loa
d
fro
m
th
e
co
m
pa
ny
int
ra
ne
t
an
d
fill
in
th
e
su
gg
-
8/3/2019 HR(MB0043-1)
27/52
esti
on
for
cha
nge
and
dro
p it
in
box
es
left
com
mon
plac
es
like
the
coff
ee
area
or
the
lunc
h
roo
ms
etc..
These
sugge
stions
are
then
collat
ed by
the
HR
team
and
on a
quart
erly
basis
the
Sugge
stion
Com
mitte
e
meets
to
revie
w all
of the
sugge
stions
received.
The
Suggestio
n
Committe
e includes
line
managers,
HR
represent
ative and
Finance
and
Facilities
&
Administr
ation
team
members
and senior
managem
ent
represent
ative who
can
provide
the
necessary
guida
nce
for
appro
val of
the
sugge
stions.
The
com
mitte
e
meet
s and
discu
sses
each
sugge
stion
in
depth
and
evalu
ates
the
scope
for
imple
m
e
n
t
a
t
i
o
n
o
f
t
h
e
s
u
g
g
e
s
t
i
o
n.
T
h
e
f
e
a
s
i
b
il
it
y
o
f
i
m
p
l
e
m
e
n
ti
n
g
t
h
e
s
u
g
g
e
s
t
i
o
n
a
n
d
i
t
s
o
t
h
e
r
i
m
p
li
c
a
t
i
o
n
s
ar
e
e
v
al
u
at
e
d
cl
o
s
el
y
a
n
d
t
h
e
s
u
g
g
e
st
io
n
a
c
c
e
p
t
e
d
/
s
e
t
a
si
d
e
f
o
r
f
u
t
u
r
e
r
e
v
ie
w
/r
ej
e
ct
e
d.
T
h
e
r
e
a
r
e
a
w
a
r
d
s
gi
v
e
n
a
w
a
y
f
o
r
e
x
c
el
le
n
t
id
e
a
s
t
h
a
t
h
el
p
t
h
e
c
o
mpany
optimi
se
costs,
produ
ctivity
and
impro
ve
quality,
custo
mer
satisfa
ction
etc..
The
HR
then
comm
unicat
es the
sugges
tion
commi
ttee
report
with
all
e
m
plo
ye
es
thr
ou
gh
a
ma
il
or
du
rin
g
th
e
e
m
plo
ye
es
Op
en
-
ho
us
e
-
8/3/2019 HR(MB0043-1)
28/52
sess
ions.
The
emp
loye
es
ope
n
hou
se
also
call
ed
the
all
han
ds
mee
ting
is
one
mor
e
com
mun
icati
on
foru
m
effect
ively
used
by the
senior
mana
geme
nt of
a
comp
any to
conne
ct
with
its
emplo
yees.
This is
often
follow
ed
with
by a
infor
mal
intera
ctions
over
lunch/bre
akfast,
where
once
again
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