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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)

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    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)

    5/52

    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

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    t

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    u

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    o

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    h

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    a

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    e

    m

    o

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    l

    l

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    a

    c

    c

    e

    p

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    t

    h

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    t

    r

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    ks

    a

    r

    e

    a

    s

    so

    c

    i

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    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

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    e

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    a

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    t

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    n

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    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)

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    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

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    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)

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    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

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  • 8/3/2019 HR(MB0043-1)

    12/52

    ge

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  • 8/3/2019 HR(MB0043-1)

    13/52

    omo

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  • 8/3/2019 HR(MB0043-1)

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    c

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  • 8/3/2019 HR(MB0043-1)

    15/52

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  • 8/3/2019 HR(MB0043-1)

    16/52

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  • 8/3/2019 HR(MB0043-1)

    17/52

    y

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  • 8/3/2019 HR(MB0043-1)

    18/52

    f

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  • 8/3/2019 HR(MB0043-1)

    19/52

    Ma

    ste

    r of

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    ine

    ss

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    on

    MB

    A

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    r 1

    Subj

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    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

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    r

    e

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    ti

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    s

    t

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    a

    t

    e

    gy.

    T

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    m

    e

    t

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    od

    s

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    it

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    er

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    e

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    e

    r

    e

    d.

    3.

    T

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    ple:

    c

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    n

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    a

    n

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    review

    ingthe

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    veness

    of the

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    ing

    metho

    ds and

    theselecti

    on

    tools

    used,

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    ting

    the

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    s at-work

    of the

    new

    recruit

    s are

    some

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    ds

    usedby

    organi

    zation

    s to

    ensure

    that

    quality

    hir

    ing

    pract

    ice

    s

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    e

    in-

    pla

    ce.

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    or

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    ndi

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    d

    sal

    ar

    y

    an

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    ck

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    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

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    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

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    at

    ar

    e

    used.

  • 8/3/2019 HR(MB0043-1)

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    Q.2:

    Righ

    tTim

    e is

    a

    wat

    ch

    com

    pan

    y. It

    hashire

    d 20

    peo

    ple

    rece

    ntly

    for

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    compan

    y.

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    y

    will

    be

    invo

    lved

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    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

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    a

    c

    h

    in

    g.

    T

    h

    e

    s

    t

    u

    de

    n

    t

    s

    a

    v

    o

    i

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    t

    h

    e

    c

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    n

    f

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    o

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    a

    n

    d

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    n

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    the

    special

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    learni

    ng

    situation.

    We

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    more

    assura

    nce

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    adequ

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    and

    attenti

    on will

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    to

    trainin

    g andthat it

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    not be

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    d in

    favor

    of

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    he

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    e

    ms.

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    or

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    ca

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    begiv

    en

    an

    d

    tra

    ini

    ng

    act

    ivities

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    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

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    o

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    ht

    o

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    ma

    n

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    k

    i

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    e

    d

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    6

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    e all

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    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)

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    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)

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    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

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  • 8/3/2019 HR(MB0043-1)

    28/52

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