SIKKIM MANIPAL UNIVERSITY-DE Summer 2013

Q1. Define Human resource planning (HRP). Explain the objectives and
process of HRP.
Answer- Human resource planning :
Human resources planning is a process that identifies current and future human resources
needs for an organization to achieve it goals. Human resources planning should serve as a
link between human resources management and the overall strategic plan of an
organization. Aging worker populations in most western countries and growing demands for
qualified workers in developing economies have underscored the importance of effective
Human Resources Planning. As defined by Bulla and Scott (1994), human resource planning
is the process for ensuring that the human resource requirements of an organization are
identified and plans are made for satisfying those requirements. The process of Human
Resource Planning is one of the most critical, difficult and continuing managerial functions which,
according to the Tata Electric and Locomotive Company (now known as Tata Motors), "embraces
organisation development, management development, career planning and succession
planning."
'Manpower planning consists of projecting future manpower requirements and developing
manpower plans for the implementation of the projections.'
Objectives of the human resource planning are:
To maintain the required quantity and quality of human resource required for an even and
well organised functioning of the organisation.
o forecast the turnover/attrition rates.
To plan to meet organisational human resource needs at the time of expansion or
diversification.
HRP may be rightly regarded as a multi-step process, including various issues such as:
Deciding goals or objectives.
Estimating future organisational structure and manpower requirements.
Auditing human resources both internally and externally.
Planning job requirements and job descriptions/person specifications.
uilding a plan.
Steps in human resource planning
The basic steps of HRP include the following:
1. Considering the effect of organizational strategy and objectives on different units of the
organization in terms of the human resource requirement.
2. Forecasting the manpower requirements of the organization by involving the line managers to
decide and finalize the human resource needs of their respective department. Forecasting may
be carried out using mathematical projection tools or judgments.
3. Forecasting the quality and quantity of human resource required by each department/division.
4. Creating an inventory of present manpower resources.
5. Matching the current human resources position incumbents in the organization with the
numbers required in the future.
6. Developing an action plan to meet the future requirements in terms of addition or separation,
in a planned and phased manner. It involves planning the necessary programmes of recruitment,
selection, training, development, utilization, transfer, promotion, motivation and compensation to
ensure that future manpower requirements are properly met

Q2. What are the factors affecting recruitment? What are the sources of recruitment?

Answer- Meaning of recruitment process :

Recruitment refers to the process of attracting, screening, selecting, and onboarding a
qualified person for a job. At the strategic level it may involve the development of an
employer brand which includes an 'employee offering'. The stages of the recruitment
process include: job analysis and developing a person specification; the sourcing of
candidates by networking, advertising, or other search methods; matching candidates to job
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SIKKIM MANIPAL UNIVERSITY-DE Summer 2013

requirements and screening individuals using testing (skills or personality assessment);
assessment of candidates' motivations and their fit with organisational requirements by
interviewing and other assessment techniques. The recruitment process also includes the
making and finalizing of job offers and the induction and onboarding of new employees.
Recruitment is the process of searching for prospective employees and stimulating them to apply
for the jobs in the organizations. It is the process of seeking and attracting a pool of people from
which qualified candidates can be chosen for job vacancies. Recruitment, as a process, starts
with identification of the need for human resources and ends with getting the prospective
employees to apply for the vacancies available.
There are many factors that affect the recruitment programme. These factors can be classified as
organizational or internal factors, and environmental or external factors.
Organizational factors include the following:
Reputation of the organization-an organizational reputation depends on its size, area of
business, profitability, management, etc.
The organizational culture and the attitude of its management towards employees.
Geographical location of the vacant position as potential candidates might not be eager to work
in a remote place unless they belong to that place.
The amount of resources allocated.
The channels and methods used to advertise the vacancy.
The salary that the company offers also influences the decision of a
candidate.
Environmental factors includes the following:
The situation in the labour market, the demand for manpower, the
demographics, the knowledge and skill sets available.
Stage of development of the industry to which the organisation belongs.
Culture, social attitudes and beliefs also impact on recruitment.
Law of the land and the legal implication.

Q3. What are the main objectives of training? Explain on-the job
and off the job training
Answer- Meaning of training:
Training is the acquisition of knowledge, skills, and competencies as a result of the teaching
of vocational or practical skills and knowledge that relate to specific useful competencies.
Training has specific goals of improving one's capability, capacity, and performance. It forms
the core of apprenticeships and provides the backbone of content at institutes of technology.
Training enhances the skills and capabilities of employees in an organization. A successful
training programme improves the performance of an employee which in turn enhances
organizational performance. Training is an essential part of the orientation programme for new
recruits in an organization.
The main objectives of training are:
Improving employee performance: When an employee is recruited by an organization, he
might not have all the skills required to carry out his job. Training at this stage helps him learn his
job faster and ensures better performance.
Updating employee skills: It is important for the management to continuously evaluate and
adopt any technological advances that can help the organization function more effectively and
efficiently.
Avoiding managerial obsolescence: Managerial obsolescence is the failure to adopt new
methods and processes that can improve employee and organizational performance. Rapid
changes in technical, legal and social environments have an impact on the way managers
perform their jobs.

SIKKIM MANIPAL UNIVERSITY-DE Summer 2013

Preparing for promotion and managerial succession: Training helps an employee acquire
the skills required to assume greater responsibilities.
Retaining and motivating employees: One way to motivate and retain employees is through
a systematic programme of career planning and development. Employees feel cared.
Creating an efficient and effective organization: A manager who has well trained and well
equipped employees needs to spend less time supervising them.
On-the-job training
Its a real job environment where the trainee is exposed to actual work situations. The major
advantage of this method is that the trainee gets hands-on experience of the job that has to be
performed. The different types of on-the-job training are:
Job instruction training: In this method trainees can discuss the problems in performing the
job immediately with the trainer.
Apprenticeship and coaching: Individuals seeking to enter skilled trades, like those of
carpenters, electricians etc, are required to go through formal apprenticeship under experienced
employees, before they join their regular job.
Job rotation: In this method the trainee is placed on various jobs across different functions in
the organization. The trainee gains cross-functional knowledge and is equipped to take up
different jobs.
Committee assignments: In this method, a group of employees are assigned an actual
organizational problem and are asked to find a solution. The trainees develop their teammanagement skills, interpersonal skills, communication skills, problem-solving skills and
leadership skills while solving the problem as a group.
Off the job training
Off the job training refers to training imparted away from the employees immediate work area.
When training is performed on the job, any mistake by the trainee might result in damage to the
organization. Hence, off the job training can be conducted to minimize this damage. The different
types of off the job training are:
(i) Classroom lectures: This approach is widely used for helping the employees. The trainer
should actively involve the trainees and make the session more interactive.
(ii) Simulation exercises: In this method of training, the trainee is exposed to an artificial work
situation that closely resembles the actual situation.
Simulation exercises are of great help to the employee to learn the task on hand. It can be in the
form of case exercises, experiential exercises, complex computer modeling, and Vestibule
training and role play.

Q4. Define performance management. Write a brief note on 360

degree appraisal.
Answer- Definition of performance management :
Performance management (PM) includes activities which ensure that goals are consistently
being met in an effective and efficient manner. Performance management can focus on the
performance of an organization, a department, employee, or even the processes to build a
product of service, as well as many other areas. PM is also known as a process by which
organizations align their resources, systems and employees to strategic objectives and
priorities. Performance management as referenced on this page in a broad term coined by
Dr. Aubrey Daniels in the late 1970s to describe a technology for managing both behavior
and results, two critical elements of what is known as performance. Research confirms that
effective performance management systems impact corporate performance and the bottom line
positively. A persons job performance is a combination of ability, effort and opportunity that is
measured in terms of outcomes or results produced.
Performance is defined as the record of outcomes produced on a specific job function or activity
during a specific time period. For example, a sales representative would have number of units
sold or revenue achieved as an outcome while a customer service executive would have number
of queries handled and resolved or number of satisfied customers as a measure for defining
performance.
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SIKKIM MANIPAL UNIVERSITY-DE Summer 2013

Typically, performance appraisal has been limited to a feedback process between employees
and managers. However, with the increased focus on teamwork, employee development and
customer service, the emphasis has shifted to employee feedback from multiple sources. This
multiple-input approach to performance feedback is called "360 degree assessment."
There are both significant contributions and serious pitfalls that must be carefully considered
before including this type of feedback in a multifaceted appraisal programme
Following are the few aspects that the peers contribute:
Peer influence through peer approval and peer pressure is often more effective than the
traditional emphasis to please the boss. Employees report resentment when they believe that
their extra efforts are required to "make the boss look good" as opposed to meeting the unit's
goals.
Peer ratings have proven to be excellent predictors of future performance. Therefore, they are
particularly useful as input for employee development.
Peer ratings are remarkably valid and reliable in rating behaviours but may be limited in rating
outcomes that often require the perspective of the manager.
The use of multiple raters in the peer dimension of 360 degree assessment programmes tends
to average out the possible biases of any one member of the group of raters. (Some agencies
eliminate the highest and lowest ratings, and compute the average of the remaining.)
The increased use of self-directed teams makes the contribution of peer evaluations the
central input to the formal appraisal since the manager is not directly involved in the day-to-day
activities of the team.
The addition of peer feedback can help the manager perform the role of a coach rather than
purely judging.

Q5. What is meant by job analysis? Explain its purpose and methods
Answer- Meaning of job analysis :
Job analysis is the formal process of identifying the content of a job in terms activities
involved and attributes needed to perform the work and identifies major job requirements.
Job analysis was conceptualized by two of the founders of industrial/organizational
psychology, Frederick Taylor and Lillian Moller Gilbreth in the early 20th century. Job
analyses provide information to organizations which helps to determine which employees
are best fit for specific jobs. Job analysis is the process of determining and recording all the
pertinent information about a specific job, including the tasks involved, the knowledge and skill
set required to perform the job, the responsibilities attached to the job and abilities required to
perform the job successfully. Job analysis is a process to identify and determine in detail the
particular job duties and requirements and the relative importance of these duties for a given job.
It is a process where judgments are made from data collected on a job.
An important concept of job analysis is that the analysis is conducted of the job and not the
person. While job analysis data may be collected from incumbents through interviews or
questionnaires, the product of the analysis is a description or specifications of the job, not a
description of the person
Purpose of job analysis
The purpose of job analysis is to establish and document the 'job relatedness' of employment
procedures such as training, selection, compensation and performance appraisal.
Job analysis is a recording of all the activities involved in a job and the skill and knowledge
requirements of the performer of the job.
Job analysis assists in the following HR activities:
1. Recruitment
2. Selection
3. Job design
4. Estimating job worth
5. Training
6. Appraisal

SIKKIM MANIPAL UNIVERSITY-DE Summer 2013

These activities depend on job analysis and its end products for their own functioning. Job
description and specifications are end products of job analysis (from the basis for recruitment).
The following are the methods of job analysis:
Observation methods
In this method, individuals performing the job are observed and relevant points are noted. It
includes what was done and how it was done. Time and motion study is the best example of
observation method. In this method, the observer knows what has to be noted and what can be
ignored. Otherwise whole observation method can result in a lengthy but superfluous document.
Individual interview method
This method is employed when the job in question is complex and has varied tasks. It is effective
when the interview is structured and the analyst is clear about what information has to be
obtained from the interview. An unstructured interview might help in gathering all the information
about the job but it will be very time consuming.
Group interview method
In this method the employees performing the same job are interviewed in groups. Information
which might have been missed during individual interview will come up during group interview. It
is less time consuming. Sometimes group dynamics might affect the direction of the interview.
Questionnaire methods
In this method, the analyst gives a long structural questionnaire to be filled by the employees.
Both objective and open-ended questions are included. It is a good method to take the
information from employees without disturbing them on their job. Sometimes the analysis part
becomes problematic, especially when there is no clarity. Sometimes the analyst might fail to
convey what kind of information exactly they want to gather from incumbents.
Technical conference methods
This is a method of gathering all the job related information from Experts (Supervisors) and not
from the employee(s).
Diary method
In this method, incumbents of that particular job make immediate note of the activities they
perform. A lot more information can be gathered about the job from this method. This exercise
takes longer time to complete as there are many activities which take longer time intervals.

Q6. What are the benefits and objectives of employee welfare

measures?
Answer- Employee welfare :
Employee welfare in general, these are the benefits that an employee must receive from
his/her company, like allowances, housing for those companies who provides, transportation,
medical, insurances, food and some other way where the employee has rights to demand.
Employee welfare is a comprehensive term including various services, benefits and facilities
offered to employees by the employer. Through such generous fringe benefits, the employer
makes life worth living for employees. The welfare amenities are extended in addition to normal
wages and other economic rewards available to the employees as per legal provisions.
Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need
not be in monetary terms only but in any kind/forms.
Objectives of employee welfare:
The most important purpose of employee welfare measures is to improve the employeremployee relationship within an organization. However, an organization can also achieve
multiple objectives while developing employee welfare measures. An organization aims at
accomplishing both the long term and short term objectives through employee welfare measures.
Employee welfare has the following objectives:
1. To provide better life and health to the workers.
2. To make the workers happy and satisfied.

SIKKIM MANIPAL UNIVERSITY-DE Summer 2013

3. To relieve workers from industrial fatigue and to improve intellectual, cultural and material
conditions of living of the workers.
Production
One of the primary concerns of employee welfare promotion is to create happy employees.
However, this type of objective has a greater purpose and is not always due to the benevolence
of the employer.
Loyalty
Another reason to promote the well-being of an employee is that it can improve employee loyalty.
In the long run, employees who are taken care of by their employers are less likely to jump ship
and change companies or careers.
Organizational improvement
Because employee welfare specifically deals with the well-being of employees, employee welfare
programmes adopted by employers are more effective when the wants and wishes of employees
are taken into consideration.
Health
Health promotion is another major objective of most employee welfare programmes. The health
of an employee is integral to the success of a company. Employees who are happy and healthy
show up to work every day and do their jobs correctly, whereas those that are in poor health and
have no means to change the situation will miss work and slow production.