(

1. the same, without disclosing the opinion of majority in the summary. 2. Based on this summary, new set of questions will be prepared and it will be circulated among the experts. 3. Experts should answer these questions. 4. Coordinator repeats this process until he can prepare from the opinion of experts.

Q. 2

Write a brief note on: (i) Selection test and (ii) Interviews

Ans. (i) Selection Test: organizations:

Here are some few of the selection tests conducted by

Intelligence test Measures the general mental ability of individuals. This is the first standardized and most widely used test developed by psychologists. Aptitude test training. Achievement test applicants. Measures the ability to learn a given job, when given adequate

Measurement the job related proficiency and knowledge of the

Situational test The candidates are exposed to simulated business situations and their responses are recorded and evaluated. Interest testIf an individual has a genuine interest in a job, he is likely to perform well in the given task. Personality test Helps in assessing an individuals value system, emotions, maturity and other personal characteristics. Polygraph test Used to check the validity and truthfulness of an applicant by monitoring the physical changes in his body as he answers a series of questions. Normally used for screening applicants for defence and high-profile security jobs where it is essential that the candidate is completely trustworthy. Graphology personality. Examines an individuals handwriting to assess his or her

(ii) Interviews: Most organizations use interviews as an essential step in the selection process. An interview helps in assessing the applicants profile nad comparing it with the job profile for suitability. Interviews process : The interview process involves preparation, conducting and closing the interview. Preparation Interviewer should follow these steps when preparing for an interview: Determine the objectives Read the application Determine the mode of evaluation Time

Without any prejuidice and bias

Setting: Interviewers should make the candidate feel comfortable and relaxed. Conduct Interview: While conducting the interview the interviewer should: Demonstrate a basic liking and respect for people. Preferably ask open ended questions. Not invade the privacy of the candidate. Be an attentive listener. Note or mark the relevant points. Closing an interview: Closing an interview is an important part of the interview. It should be carried out in a smooth manner. Interviewer should make an overt sign to indicate the end of the interview. There are several types of interviews which are as follows: 1. Preliminary interview 2. Selection interview 3. Formal and structured interview 4. Unstructured interview 5. Stress interview 6. Group interview 7. Pannel interview method 8. In-depth interview 9. Decision making interview

Q. 3

What do you mean by management development? What are its objective and methods? Management development is related to the development and growth of the employees in an organization through a systematic process. This development is future-oriented and prepares managers for a career of valuable contribution to the organization. It is concerned with the learning and development of the employees. It helps in the development of the intellectual, managerial and people management skills of managers. It trains managers to understand and analyse different situations, and to arrive at and implement the correct solutions.

Ans.

Objectives of management development The main objectives of management development programmes are: Improving the performance of the managers. Enabling the senior managers to have an overall perspective about the organization and also equipping them with the necessary skills to handle various situations.
Management Development Methods: There are two major types of management development methods and they are: a. On-the-Job Development Methods: I. Coaching: It involves one manager playing active role in guiding another manager. The trainer will teach the trainee how to do the tasks, rectifies any mistakes committed by the trainer. Job Rotating: It plays an important role in developing the skill set of managers. Understudy Assignments: Senior manager selects and trains trainee managers in this type so that the trainee should be able to take up the seniors responsibilities in future. Multiple Management: In this method, junior manager will be provided with opportunity to participate in the board and committee meetings, which are generally attended by top level managers.

II.

III.

IV.

b. Off-the-Job Development Methods: I. Simulation Exercises: Most commonly used ones among simulation exercises are: a. Case Study: These studies are prepared based on the actual experience of the organization. Trainees will have to study, analyze and discuss the case to identify the hidden problem and to get suitable solution.

b. Business games: Trainees will be divided in to different groups and teams, for playing roles of competing firms in simulated markets. c. Role Play: Trainees will enact roles for solving problems which are commonly seen in real life. d. Incidental method: This method is aimed for developing intellectual ability, social awareness and practical judgment of the employees. e. In basket method: In this method, there will be simulation of the managers job. Trainee will be provided with documents similar to items normally found in managers basket, like letters, memos, reports, etc. II. Sensitivity Training: It is a method helping to change the behavior through unstructured group interaction. Transactional Analysis: This theory of personality development provides an approach for defining and analyzing interaction between people.

III.

Q.4

Suppose you have joined as HR executive in a software company. The first task you have been assigneed is to work on Carrer planning. What are the various career programs will you consider? Various Career Programs: Different kinds of career programs include: a. Work-family programmes b. Relocation assistance and hiring practices c. Work-life balance seminars and flexible HR practices d. Flexible work schedules e. Outplacement programme f. Special programmes for women, minorities and employees with disabilities

Ans.

g. Fast track employees a. Work-family programmes: These programmes are intended for supporting the employee to manage their personal as well as work related challenges in balanced way. Different options like flexible work schedules, work from home options, greater use of paid leave for fathers, more on-site or company sponsored child care centers, adoptive parents, etc are employed. b. Relocation assistance and hiring practices: These are the practices which can redress the challenges associated with employee relocation because of a career move. Companies also try to help the spouse of the employee to find a job within their company, linking them to job placement companies in the new location. They can also sponsor cost of re training or picking up new skill. Nature and amount of the support could differ greatly from case to case. c. Work-life balance seminars and flexible HR practices: These practices will be helpful for the organizations to design programmes for aiding the employees manage their work family conflicts & coping strategies. These practices are generally seen in business process outsourcing organizations where work-life balance is a challenge. Different stress management workshops and stretch exercise schedules are employed for helping the employees cope up with the stress. d. Flexible Work Schedules: These schedules are getting increased at the work place. They include job sharing, flexitime, part time work, working from home, compressed work weeks, temporary workweeks, etc. These programmes enable the employees to solve their work and family concerns & reduce their potential stress or conflicts between different life roles. e. Outplacement Programmes: At the time of retrenchment and downsizing, most organizations follow professionally managed processes. Main objective will be to help

the affected employees in making transition to new employment. It can also involve reskilling for better and more relevant jobs as per the market demand, so that the candidate will find it easier to find a job. f. Special Programmes for Women, Minorities and Employees with Disabilities: Since many organizations are increasingly tapping in to critical talent pool, more number of employees with these categories are entering the pool. Hence, special focus will be needed to assist workforce from these categories.

g. Fast Track Employees: Those employees which are touted to have high potential for bright future of the organization are considered as stars. Special programmes will be designed to cater these candidates.

Q. 5

Define performance review. What are the types of appraisal methods? Describe the ways to evaluate an employee individually.

Ans. Performance Review: It is a systemic activity that helps the organization to determine the extent to which the employee is delivering as per agreed objectives aligned to the business results. Generally, HR specialists will design and implement Performance Management System (PMS) and work with line managers for reviewing employees performance and maintains records. Types of Appraisal Methods: It is very much necessary to appraise every individual in any organization. The appraisal system should take care of this aspect and it should meet the objectives and needs of the organization. Following are the types of appraisal methods: a. Trait based appraisal: This is the method helpful for assessing the personality or personal characteristics such as communication skills, loyalty, level of initiative, decision making, etc. This kind of assessment will be more focused on what a person is rather than what the person does on the job. It is very much important in the companies which are involved in customer satisfaction and services. b. Behaviour based appraisal: It focuses on the appraisal of what an employee does on the job. It involves evaluation of the behavior and measures what an employee should do differently. This kind of appraisal is followed more in organizations which have high customer interface like hospitality / NGO. c. Results based appraisal: As the name suggests, this method will measure the work results objectively. It focuses more on outcome/deliverables from the job that alone serves as measure for success. If the job is dependent on team work, this kind of appraisal might not be the best option.

Individual Evaluation Methods: Five ways are generally followed for evaluating an employee individually. Employees will be evaluates one at a time without directly comparing them with other employees.
a. Graphic Rating Scale: It is the most commonly used performance rating technique. In this method, evaluator is presented with a list of assessment characteristics and will be asked to assign a number rating to the employee on each of the characteristics listed. b. Forced Choice: In this method, evaluator should choose from set of descriptive statements about the employee. There may be two or three or four statement items which are grouped in a way that evaluator cannot easily judge which statement will be applicable to the most effective employee. c. Essay Evaluation: Evaluator will be asked to describe the strong and weak aspects of the employees behavior in the form of essay. In certain organizations, essay techniqu e is alone utilized while other organizations will utilize it along with other methods like graphics rating scale.

d. Management by Objectives (MBO): In this method, manager and employee to be evaluated will sit together to set objectives in advance for the employee to achieve during particular period. Most common objectives include Targets, KPA key performance areas, KRA key result areas, and commitments. e. Critical Incident Technique: In this method, the performance of the individual is evaluated on critical incidents-the performance incidents which are particularly ineffective or effective. f. Checklists and Weighted Checklists: It is a set of objectives or descriptive statements of job related characteristics or behavior. Manager can check the item or can leave the field blank.

g. Behaviourally anchored rating stars (BARS): It is one of the most common method and it is a deviation from critical incident approach. It is also termed as Behavioural Expectation Scale (BES). In this method, anchor points that are defined in detail using examples of behaviour which represent specific levels of performance, are employed.

Q. 6

Many organisations maintain a disclinary policy or system to regulate the behaviour of the employees and deal with acts of indiscipline. Describe such various disciplinary action-penalties in business organisations. Different disciplinary actions / penalties will be laid when the same rule is offended first, second and third time. Following are the few of the most commonly practiced actions in organizations: 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

Ans.

1. Oral Reprimand: Penalties will be listed in the general order of severity, from mild to severe. In general cases, oral reprimand is enough for getting desired results. Supervisor should know their personnel in determining how to give reprimand. 2. Written warning: If the oral warning or counseling is not sufficient to produce desired results, manager may issue written warning to the employee. Employee will be asked to acknowledge the receipt of written reprimand, regardless of whether he or she agrees with the content of the letter or not. 3. Denial of Increments, Promotions and Pay Hikes: Management might refuse to provide promotions, increments or pay hikes by blacklisting the employee for certain period of time. It is generally treated as punishment. 4. Pay reductions and disciplinary demotions: It is generally considered as server punishment than denial of increments or promotions. In such cases, employee losses part of the existing benefits and privileges received by him or her from the organization. Employee will lose social status in case of demotion. 5. Suspension: In case of few offences, employee will be directly suspended without prior warning, but it depends on the nature of the misconduct committed by the employee.

6. Discharge or Dismissal: It is the most severe punishment of all the available ones. Discharge and dismissal culminate in the termination of the employment. If the employee is found to be committing to unfaithful discharge of his or her duties. If the employee is discharge, employer or the organization will terminate the employment of the aberrant employee through agreed advance notice or by paying money in lieu of the notice.