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Documente Cultură
A-1
1. Diversity RecruitmentWith the rise of globalization, companies of all sizes are now interacting with customers and
stakeholders from diverse cultures, languages and social backgrounds. In response, many
human resources managers seek to hire employees from equally diverse backgrounds.
Companies engaging in this diversity recruitment recognize the value of having people on staff
that their customers can relate to, and they know that having a team of diverse people contributes
to the range of ideas and influences within the organization.
example, might mean that a company has to impose a Value-Added Tax on its goods. Hiring
employees at branch locations in different locations might change the requirements on minimum
wage, tax allowances or working hours. Understanding these laws is vitally essential to the
organization because any breach of them will have a serious impact not only on the business's
financial well-being but also on its reputation.
Q-2
Define Management Development. Discuss the Off the job development methods
A-2
1. Simulation exercises
The popularly used simulation exercises are:
O
O
Role play-
O
O
2. Sensitivity training
Sensitivity training or Laboratory training is a method which helps to change the
behaviour through unstructured group interaction.
Training groups (T-groups) that seek to change behaviour through unstructured group
interaction.
Provides increased awareness of others and self.
Increases empathy with others, listening skills, openness and tolerance for others.
3. Conferences
A meeting of people to discuss a topic of common interest is referred to as a conference.
4. Lectures
A lecture is the simplest technique of presenting and explaining a series of facts,
principles and concepts.
5. Transactional analysis
Transactional analysis is a theory of personality development which provides an
approach for defining and analysing the interaction between people.
The basic theory behind transactional analysis is that an individuals personality
comprises ego states.
Three ego states are:
a.)
The child ego state includes all those impulses that are common in an
infant.
c.)
Q-3
Discuss the concept of HRIS. Explain the applications of HRIS in Human Resource
Management
A-3
An information system especially developed for the human resource management function is
called an HRISHuman Resource Information System.
HRIS is advancing using Information Technology (IT).
HRIS has become significant for decision-making and policy formulation as well as for
ensuring fairness and equity in HR policies and practices.
HRIS is a key management tool which collects, maintains, analyses and reports information
on people and jobs.
It is a system because it integrates all the relevant data and scattered way at various points in
the larger system, converts this data into meaningful conclusions or information and makes it
accessible to the persons who need it for their decisions.
HRIS includes all the HR functions of the organisation, namely, recruitment and selection,
training and development, wages and salary administration, incentives and benefits,
grievance resolution, human resource planning and succession planning.
It has three elements, namely, input, process and output.
It allows companies to cut costs and offer more information to employees in a faster and
more efficient way.
HRIS refers to software packages that address HR needs with respect to planning, employee
information access and employer regulatory compliance.
An effective HRIS provides information on anything the company needs to track and analyse
about employees, former employees and applicants.
The applications of HRIS in Human Resource Management are as belowHR needs to handle many things in an organisation including increasing numbers of
employees and different HR activities.
Different applications of an HRIS are as follow:
1.
2.
The purpose of a training and development system is to help the employees gain
new knowledge.
3.
4.
It tracks employee performance reviews and due dates for next reviews.
5.
6.
It brings the identified and selected employees into the succession channel.
7.
Q-4
Location of Responsibility
The responsibility of creating awareness regarding discipline is entrusted with every
individual in the organization.
In case of employee indiscipline, the line manager issues only verbal and written warnings.
In serious cases, which warrant discharge or suspension, the industrial relations officer
and other independent legal consultants need to be consulted.
Equal Treatment
An employee should realise the consequence of his/her inappropriate behaviour and if
he/she is going against the norms or the rules.
The rule applied for a particular act of indiscipline should reflect the offence and not the
person who committed it.
Discipline should be enforced and ensured across every employee and every situation.
Innocence is presumed
An individual is presumed to be innocent until he is proven to be guilty.
Q-5
Suppose you have joined as an HR and you have been assigned a task to carry
out the grievance handling procedure in your organization. What according to you are
the causes of Grievance? Describe in detail the Grievance handling procedure
A-5
Causes of Grievance
Under this head causes may be of Wage fixation, over time bonus, wage revision etc.
Employees may feel that they are paid less when compared to others.
2. Work environment
Under this head causes may be of Poor physical conditions of workplace, tight production
norms, defective tools and equipment, poor quality of materials, unfair rules, lack of
recognitions etc.
3. Supervision
Relates to the attitude of the supervisor towards the employee such as perceived notion
of bias, favoritism, nepotism, caste affiliations, regional feelings etc.
4. Work group
Employee is unable to adjust with his colleagues, suffers from feelings of neglect,
humiliations.
5. Miscellaneous
These include issues related to certain violations with respect to promotions, safety
methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.
It should be ensured by the organisation that its grievance procedure is in conformity with
the existing laws of nation.
The procedure cannot violate any of the rights of the employees guaranteed by the law.
Mutually acceptable
In order to be effective, the grievance procedure must enjoy the confidence of all the
relevant parties, i.e., the management and the unions.
It should not be like a battleground. Procedure must ensure equity, justice and openness.
Easily understandable
Highly flexible
The grievance procedure should be flexible enough to respond to the reported grievance
quickly.
The number of stages in the grievance procedure should be kept to the minimum.
Sufficiently knowledgeable
The managers, supervisors, union leaders and others dealing with employee grievance
must be well-trained in the grievance handling procedure.
Q-6
Employee engagement is, arguably, the most critical metric for organizations in the twenty first
century. Most, if not all, of the other key measures that reflect and drive organizational performance
(customer satisfaction, innovation, profitability, productivity, loyalty and quality) are products of
engaged, committed employees.
With decades of experience and robust global benchmarking research, Right Management defines
engagement using four definitive factors:
Talent management refers to the anticipation of required human capital for an organization
and the planning to meet those needs. The field increased in popularity after McKinsey's 1997
research and the 2001 book on The War for Talent. Talent management in this context does not refer
to the management of entertainers.
Talent management is the science of using strategic human resource planning to
improve business value and to make it possible for companies and organizations to reach their
goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of
talent management as well as strategic workforce planning. A talent-management strategy needs to
link to business strategy to make sense.
Talent management implies that companies are strategic and deliberate in how they source,
attract, select, train, develop, retain, promote, and move employees through the organization.
Research done on the value of talent management consistently uncovers benefits in these
critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and
market capitalization. The mindset of this more personal human resources approach seeks not only
to hire the most qualified and valuable employees but also to put a strong emphasis on retention.
Evaluations
From a talent management standpoint, employee evaluations concern two major areas of
measurement: performance and potential. Current employee performance within a specific job has
always been a standard evaluation measurement tool of the profitability of an employee. However,
talent management also seeks to focus on an employees potential, meaning an employees future
performance, if given the proper development of skills and increased responsibility.
Talent management process can be defined as below: