(i)

Write down the nature of HRM.

Human Resource Management is a process of bringing people and
organizations together so that the goals of each are met. The various
features of HRM include:
It is pervasive in nature as it is present in all enterprises.
It tries to help employees develop their potential fully.
It encourages employees to give their best to the organization.
It is all about people at work, both as individuals and groups.
It tries to put people on assigned jobs in order to produce good
results.
It helps an organization meet its goals in the future by providing for
competent and well-motivated employees.

(ii)

State the characteristics of HRP.

Characteristics of effective human resource planning are as follows:

1. Future Oriented: Human resource planning is prepared to assess the future
requirement of manpower in the organization.
2. Optimum Utilization of Human Resources: Human resource planning focuses
on optimum utilization of resources in the organization.
3. Right Kinds and Numbers: Human resource planning determines the right
number and kind of people at the right time and right place who are capable
of performing the required jobs. It also assesses the future requirement of
manpower for organizational objective.
4. Determination of Demand and Supply: Human resource planning is a process
of determining demand for and supply of human resources in the
organization. Then a match between demand and supply estimates the
optimum level of manpower.

(iii)

What is on the job training?

Employee training at the place of work while he or she is doing the actual
job. Usually a professional trainer (or sometimes an experienced employee)
serves as the course instructor using hands-on training often supported by
formal classroom training. See also off the job training. It means that skills
can be gained while trainees are carrying out their jobs. This benefits both
employees and the business. Employees learn in the real work environment
and gain experience dealing with the tasks and challenges that they will
meet during a normal working day.

(iv)

Write down the nature of HRD.

The nature HRD are as follows:

1. Training and Development: HRD involves training and developing the
employees and managers. It improves their qualities, qualifications and skills.
2. Organizational Development (OD): HRD also involves Organizational
Development. OD tries to maintain good relations throughout the organization.

3. Career Development: HRD also involves career planning and development of

employees. It helps the employees to plan and develop their careers. It informs
them about future promotions and how to get these promotions.
4. Performance Appraisal: HRD conducts Performance Appraisal, Potential
Appraisal, etc. It informs the employees about their strengths and weaknesses.

(v)

What are the objective of career planning?

Career planning seeks to meet the following objectives:
i. Attract and retain talent by offering careers, not jobs.
ii. Use human resources effectively and achieve greater productivity.
iii. Reduce employee turnover.
iv. Improve employee morale and motivation.
v. Meet the immediate and future human resource needs of the organization
on a timely basis

(vi)

What are the development function of HRM?

The function of human resource development is to improve performance and
ability. While employees are often expected to know a certain amount about
their jobs or have a specific degree or level of education upon hire, much of
what an employee learns about their job is developed over the course of
doing the job. This development includes specific organizational knowledge
or job-specific duties that are not necessarily taught in the classroom.
Regardless of the form the development takes, it functions as a means to
improve the overall performance and ability of employees in the jobs they
are doing and in future positions.

Q.2. Discuss in brief the various training methods.

Many methods of training are available, each has certain advantages and
disadvantages. Below is list of the different methods of training.
1. Technology-Based Learning
The forms of training with technology are almost unlimited. Common methods
of learning via technology include:

Basic PC-based programs

Interactive multimedia - using a PC-based CD-ROM

Interactive video - using a computer in conjunction with a VCR

Web-based training programs

2. On-The-Job Training
Jumping right into work from day one can sometimes be the most effective
type of training. Here are a few examples of on-the-job training:

Read the manual - a rather boring, but thorough way of gaining

knowledge of about a task.

A combination of observation, explanation and practice.

Trainers go through the job description to explain duties and answer

questions.

Use the intranet so trainees can post questions concerning their jobs and
experts within the company can answer them.

3. Coaching/Mentoring
Coaching/mentoring gives employees a chance to receive training one-on-one
from an experienced professional. This usually takes place after another more
formal process has taken place to expand on what trainees have already
learned.
4. Lectures
Lectures usually take place in a classroom-format. It seems the only advantage
to a lecture is the ability to get a huge amount of information to a lot of people
in a short amount of time. It has been said to be the least effective of all
training methods.
5. Films & Videos
Films and videos can be used on their own or in conjunction with other training
methods. To be truly effective, training films and videos should be geared
towards a specific objective. Only if they are produced effectively, will they
keep the trainees attention. They are also effective in stimulating discussion
on specific issues after the film or video is finished.
6. Case Studies
Case studies provide trainees with a chance to analyze and discuss real
workplace issues. They develop analytical and problem-solving skills, and
provide practical illustrations of principle or theory.
Q.4. Write down the importance of management development.

Management development contributes to business success by requires to meet

it present and future needs. it allows an organization to create a steady flow of
capable leaders who can move into vacant management positions in the
future. Companies that invest in management development reduce employee
turnover as such programs increase job satisfaction, which deters employees
from seeking greener pastures elsewhere.
Management development is crucial to an organization because managers
oversee the performance of other employees. Training managers impacts many
employees within the organization. Management development enables an
organization to equip its managers with the skills and expertise required to
succeed at their respective jobs and make the organization successful. An
organization with an effective management-development program increases
the productivity of its employees because such programs increase employee
engagement and motivation.
Internal management development is typically better than external
management development as it allows an organization to equip its employees
with the exact skills required within the organization, instead of developing
only general skills. Management development is a key to retaining young
talented managers who want an opportunity to grow through official training.
Management development tries to bring to the surface human abilities which are
untapped and it is these which in the final analysis determine the success or failure of
any enterprise. It helps the organization to make the right choice at the appropriate
time in need and focus on the need to any kind of change that might occur within an
organization.
Management development tends to forecast the future orientation of the firm and how
it can adjust quickly to any kind of shock that might likely arise. It tends to see that
workers perform their work effectively and efficiently according to the guidelines (blue
prints) of the organization.

Q.6. Write short note on employee outsourcing.

Outsourcing is contracting with another company or person to do a particular
function. Almost every organization outsources in some way. Typically, the
function being outsourced is considered non-core to the business. An insurance
company, for example, might outsource its janitorial and landscaping
operations to firms that specialize in those types of work since they are not
related to insurance or strategic to the business. The outside firms that are
providing the outsourcing services are third-party providers, or as they are
more commonly called, service providers.

Although outsourcing has been around as long as work specialization has

existed, in recent history, companies began employing the outsourcing model
to carry out narrow functions, such as payroll, billing and data entry. Those
processes could be done more efficiently, and therefore more cost-effectively,
by other companies with specialized tools and facilities and specially trained
personnel.
The process of outsourcing generally encompasses four stages: 1) strategic
thinking, to develop the organizations philosophy about the role of outsourcing
in its activities; 2) evaluation and selection, to decide on the appropriate
outsourcing projects and potential locations for the work to be done and
service providers to do it; 3) contract development, to work out the legal,
pricing and service level agreement (SLA) terms; and 4) outsourcing
management or governance, to refine the ongoing working relationship
between the client and outsourcing service providers.
In all cases, outsourcing success depends on three factors: executive-level
support in the client organization for the outsourcing mission; ample
communication to affected employees; and the clients ability to manage its
service providers. The outsourcing professionals in charge of the work on both
the client and provider sides need a combination of skills in such areas as
negotiation, communication, project management, the ability to understand
the terms and conditions of the contracts and service level agreements (SLAs),
and, above all, the willingness to be flexible as business needs change.
Q.8. Write down the process of career planning.
Career planning is an ongoing process that can help to manage learning and
development. The four steps involved in career planning process are as follows:
1. Analyzing employee needs and aspirations:
Sometimes, most of the employees do not know their career anchors and
aspirations. Organizations also assume the career goals and aspirations of
employees which need not be in tune with the reality. Therefore, first of all, an
analysis of the employee career anchors, aspirations and goals must be done
through objective assessment.
2. Analyzing Career Opportunities:
Once career aspirations and goals of employee are known, there is a need to
analyses various career opportunities available to offer under prevailing career
paths in the organization. Career paths indicate career progression. Here also,
since many employees may not be aware of their own career progression path,
this needs to be made known to them. Sometimes organizations may offer career

progression at a particular level for both young direct recruits and own older
employees through promotions.
3. Identifying congruence and incongruence:
At this stage, a mechanism for identifying congruence between employee career
aspirations and organizational career system is developed. This helps identify
specific areas where mismatch or incongruence prevails. This is done through
relating different jobs to different career opportunities. Such a mechanism of
match and mismatch between career aspirations and opportunities enables the
organization to develop realistic career goals, both long-term and short-term.
4. Action plans and periodic review:
Having identified the mismatch, now it is necessary to formulate an alternative
strategy to deal with the same. Some of the strategies adopted by several
organizations include the following:
(a) Changes in career system by creating new career paths, new incentives, and
new rewards by redesigning jobs for lateral movement.
(b) Change in the employees hopes and aspirations by creating new needs, new
goals and new aspirations.
(c) Seek new basis of integration through problem solving, negotiations,
compromises, etc.