ADL-09

Assignment - A
Q1. What do you mean by Human Resource Management? Also discuss
in brief both the managerial and the operative function of Human
Resource Management.
Answer:
Human Resources Management is one of the most complex and challenging
fields of
management, it deals with the people dimension in management. Over the past
eighty
years, various approaches to human resource management have been adopte
d by
companies. The human resource approach which is currently in vogue, has redefine
d the
way people are treated and managed in organizational contexts. This approach req
uires
that employees of the work force be treated as resources and not jus
t as factors of
production (as in scientific approach) or emotional beings with psychological ne
eds (as in
the human relations approach).
Basically, HRM includes the four functions of acquiring, developing, mo
tivating and
managing the human resources. HRM functions are broadly classified into
two
categories:
1. Managerial functions
2. Operative Functions
Managerial functions include planning, organizing, directing and controll
ing. The
operative functions of human resource management are related to specific activit
ies of
HRM such as recruitment, development, compensation and employee relations.
Human resources play an important role in the development of business and count
ries.
An attracting, retaining, motivating and developing person with varied
interests and
expectations is a major human resource challenge. Moreover, challenges pose
d by the
turbulent business environment, rapid technological changes, a diverse workforc
e, and
the changing legal and governmental regulations also affect organization
s. In this
situation, a new role has emerged for Human Resources function, as a value provi
der, as
a key player in organizational working and as a contributor to organization's st
rategy.
The specialist role of the Human Resource professional takes a number of form
s: the
auditor's role, the executive's role, the facilitator's role, the consu
ltant's role and the
service provider's role. Human Resource Management objectives should be in align
ment
with the organizational objectives, and should balance them with the i
ndividual and
social goals. Human Resource policies, framed after determining the obj
ectives of
Human Resource Management, are described as a set of proposals and directions
that

guide the managers in pursuit of the objectives.

Today's Human Resource professional has a lot of challenges to face in
the form of
changing composition and attitudes of the work force, growing emphasis on qualit
y of
products and services and the quality of the work life, fast paced technological
changes,
government policies, etc... He has to gear up to meet these challenge
s effectively by
being more innovative and proactive.
Strategic Human Resource Management helps the organization in the achie
vement of
long-term and short-term goals through optimum utilization of human res
ources. It
involves the development of human resources objectives and their alignm
ent with the
organizational objectives. Strategic Human Resource Management is the op
timum
utilization of human resources to achieve the set goals and objectives i
n the business
environment. This has to be in alignment with organizational strategy and in tan
dem with
the strategies of other functional areas like finance and marketing. O
bjectives are
achieved and visions realized only when synchronization takes place. Strategic H
uman
Resource Planning involves designing Human Resource goals in alignment with the
goals
of the organization, identifying the human resources required to achieve these g
oals and
then developing these resources internally or acquiring them from outsi
de. It also
includes the conception and implementation of new Human Resource initiatives req
uired
to accomplish organizational goals.
Q2. Define the term Human Resource Planning. Also explain in brief,
the process of Human Resource Planning.
Answer:
Is both a process and a set of plans. It is the process used by organisations fo
r assessing
the supply and demand for future human resources. In addition, an effective HR p
lan also
provides the mechanisms that will be used to eliminate any gaps that
may be exist
between supply and demand. Thus HR planning is process that is used to determine
the
number of employees to be recruited in to the organisation or the phased out of
it.
Human Resource Planning as a process involving the following activities:
Forecasting of future human resource requirements;
Task of inventorying present resources and assessing the extent to which these
resources are optimally utilized;
Anticipation of human resources problem, and
Planning of necessary human resource programme
Manpower Planning Provides information in three dimensions:
The estimated manpower requirements (including expectations of manpower
utilization);
The analysis of the external manpower market situation
The resulting estimate of manpower availability from the two dimensions
Q3. Write short notes on any three of the following:

Job Analysis
Job Enlargement
Job Enrichment
Sources of Human Resource Supply
Process of Selection
Socialization
Answer:
1) Job Analysis:
J ob Analysis is a written record of actual requirements of the job activities.
Definitions:
J ob Analysis is the process of determining and reporting pertinent information r
elating
to the nature of a specific job.
--- Bayers and Rue
It is the determination of tasks, which comprise the job of the skills, knowledg
e, abilities,
and responsibilities required of the holder for the successful job performance.
Putting it in
other words it is the process of getting information about the job i
ncumbents skills,
education and training to carry out the job effectively and terms on time for co
mpletion,
performance standard.
It is procedure by which pertinent information is obtained about a job, i.e. it
is detailed
and systematic study of information relating to the operations and responsibili
ties of a
specific job.
2) Job Enlargement:
J ob enlargement means increasing the scope of a job through extending the range
of its
job duties and responsibilities. This contradicts the principles of specializat
ion and the
division of labor whereby work is divided into small units, each of which is per
formed
repetitively by an individual worker. Some motivational theories suggest
that the
boredom and alienation caused by the division of labor can actually cause effici
ency to
fall. Thus, job enlargement seeks to motivate workers through reversing the proc
ess of
specializations. A typical approach might be to replace assembly lines
with modular
work; instead of an employee repeating the same step on each product, t
hey perform
several tasks on a single item. In order for employees to be provided
with Job
Enlargement they will need to be retrained in new fields which can prove to be a
lengthy
process. However results have shown that this process can see its effects dimini
sh after a
period of time, as even the enlarged job role become the mundane, this in turn c
an lead to
similar levels of de-motivation and job dissatisfaction at the expense of increa
sed training
levels and costs. The continual enlargement of a job over time is al
job
so known as
creep, which can lead to an unmanageable workload.
3) Job Enrichment:
J ob enrichment is an attempt to motivate employees by giving them the opportuni

ty to
use the range of their abilities. It is an idea that was developed
by the American
psychologist Frederick Herzberg in the 1950s. It can be contrasted to job enl
argement
which simply increases the number of tasks without changing the challenge. As su
ch job
enrichment has been described as vertical loading of a job, while job
enlargement is
horizontal loading . An enriched job should ideally contain:
A range of tasks and challenges of varying difficulties (Physical or Mental)
A complete unit of work - a meaningful task
Feedback, encouragement and communication
J ob enrichment, as a managerial activity includes a three steps technique:
Turn employees effort into performance
Link employees performance directly to reward
Make sure the employee wants the reward
Q4. Discuss in brief, the methods of training.
Answer:
Training is a process of learning a sequence of programmed behavior. It is the
application of knowledge & gives people an awareness of rules & procedures to gu
ide
their behavior. It helps in bringing about positive change in the knowledge, ski
lls &
attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing
level of
knowledge so that the employee is better equipped to do his present job or to mo
uld
him to be fit for a higher job involving higher responsibilities. It bridges the
gap
between what the employee has & what the job demands.
Since training involves time, effort & money by an organization, so an organizat
ion
should to be very careful while designing a training program. The objectives & n
eed
for training should be clearly identified & the method or type of training shoul
d be
chosen according to the needs & objectives established. Once this is done accura
tely,
an organization should take a feedback on the training program from the trainees
in
the form of a structured questionnaire so as to know whether the amount & time
invested on training has turned into an investment or it was a total expenditure
for
an organization.
Training is a continuous or never ending process. Even the existing employees ne
ed
to be trained to refresh them & enable them to keep up with the new methods &
techniques of work. This type of training is known as Refresher Training & the
training given to new employees is known as Induction Training. This is basicall
y
given to new employees to help them get acquainted with the work environment &
fellow colleagues. It is a very short informative training just after recruitmen
t to
introduce or orient the employee with the organization s rules, procedures & pol
icies.
Training plays a significant role in human resource development. Human resources
are the lifeblood of any organization. Only through trained & efficient employee
s, can

an organization achieve its objectives.

* To impart to the new entrants the basic knowledge & skills they need for an
intelligent performance of definite tasks.
* To prepare employees for more responsible positions.
* To bring about change in attitudes of employees in all directions.
* To reduce supervision time, reduce wastage & produce quality products.
* To reduce defects & minimize accident rate.
* To absorb new skills & technology.
* Helpful for the growth & improvement of employee s skills & knowledge.
METHODS OF TRAINING: The most widely used methods of training used by organizations are classified in
to
two categories: On-the-Job Training & Off-the-Job Training.
ON-THE-JOB TRAINING is given at the work place by superior in relatively short
period of time. This type of training is cheaper & less time-consuming. This tra
ining
can be imparted by basically four methods: Coaching is learning by doing. In this, the superior guides his sub-ordinates &
gives
him/her job instructions. The superior points out the mistakes & gives suggestio
ns
for improvement.
Job Rotation: - In this method, the trainees move from one job to another, so th
at
he/she should be able to perform all types of jobs. E.g. In banking industry,
employees are trained for both back-end & front-end jobs. In case of emergency,
(absenteeism or resignation), any employee would be able to perform any type of
job.
OFF THE JOB TRAINING: - is given outside the actual work place.
Lectures/Conferences:- This approach is well adapted to convey specific
information, rules, procedures or methods. This method is useful, where the
information is to be shared among a large number of trainees. The cost per train
ee is
low in this method.
Films: - can provide information & explicitly demonstrate skills that are not ea
sily
presented by other techniques. Motion pictures are often used in conjunction wit
h
Conference, discussions to clarify & amplify those points that the film emphasiz
ed.
Simulation Exercise: - Any training activity that explicitly places the trainee
in an
artificial environment that closely mirrors actual working conditions can be
considered a Simulation. Simulation activities include case experiences, experie
ntial
exercises, vestibule training, management games & role-play.
Cases: - present an in depth description of a particular problem an employee mig
ht
encounter on the job. The employee attempts to find and analyze the problem,
evaluate alternative courses of action & decide what course of action would be m
ost
satisfactory.
Experiential Exercises: - are usually short, structured learning experiences whe
re
individuals learn by doing. For instance, rather than talking about inter-person
al
conflicts & how to deal with them, an experiential exercise could be used to cre
ate a
conflict situation where employees have to experience a conflict personally & wo
rk

out its solutions.

Vestibule Training: - Employees learn their jobs on the equipment they will be
using, but the training is conducted away from the actual work floor. While
expensive, Vestibule training allows employees to get a full feel for doing task
without real world pressures. Additionally, it minimizes the problem of transfer
ring
learning to the job.
Role Play: - Its just like acting out a given role as in a stage play. In this m
ethod of
training, the trainees are required to enact defined roles on the basis of oral
or
written description of a particular situation.
Management Games: - The game is devised on a model of a business situation.
The trainees are divided into groups who represent the management of competing
companies. They make decisions just like these are made in real-life situations.
Decisions made by the groups are evaluated & the likely implications of the deci
sions
are fed back to the groups. The game goes on in several rounds to take the time
dimension into account.
In-Basket Exercise: - Also known as In-tray method of training. The trainee is
presented with a pack of papers & files in a tray containing administrative prob
lems
& is asked to take decisions on these problems & is asked to take decisions on t
hese
within a stipulated time. The decisions taken by the trainees are compared with
one
another. The trainees are provided feedback on their performance.
Q5. What are the skills required by executives? Also explain the
methods of developing such skills.
Answer:
There are various skills and qualities should be in management executives:
Physical qualities required for the Executives:
It is reported by majority Human Resource Managers that they are looking upon qu
alities
like Ability to work long hours, less Absent from regular work, Agile and enthus
iastic,
Extra Physical fitness, Energetic, Able to manage physical stress, and Practice
relaxation
techniques to be physically alert in their personal life. Better personal hygien
e is expected
from the new generation executives to handle the work situation effici
ently and
effectively.
Emotional Attributes required for the Executives:
It is reported by majority Human Resource Managers that they are look
ing upon
executives having Equanimity, Confidence, Emotional maturity, Patience, O
ptimistic,
Calm and composed, Emotional control, Empathetic, Good Listener, Accept Mistak
es,
Unbiased, Understanding ability, Courageous, Flexible and Persistent to be stabl
e in their
personal life and professional life. They should maintain equidistance to both r
ational and
emotional thoughts. Conscious use of professional self to be used for effective
decisionmaking and control.
Intellectual and Analytical Attributes required for the Executives:
It is reported by majority Human Resource Managers that they are look
ing upon

executives who are in Tune with latest business changes, Rationale in decision m
aking,
Quick decision-making, Having Team spirit, Constant learner, Having Tech
nical
competency and Logical reasoning, Better Human Relation, Be Creative, G
ood
Intelligent quotient, Be Innovative and Communicative, Knowledge based, and Havi
ng
Better Concentration Power for initiation, innovation, risk taking and
proactive in
effective problem solving process.
Spiritual and Moral Attributes required for the Executives:
It is reported by majority Human Resource Managers that they are look
ing upon
executives, who have Strong ethical base, Trust, Morally upright, Since
re and frank,
Spiritual inclination, Open / transparent, Belief in social responsibilities, Ge
t away from
malpractices, Keep Commitments, Be responsible, No false commitments, Fair busin
ess
practices, Give respect and take respect, Belief in oneself and Control over
mind. The
strong ethical attributes on executives help the organisation to communicate qua
lity of the
product ethically convincing and help in better customer relationship. Strong et
hical work
force is an asset to any organisation.
Interpersonal and Customer Relation Attributes required to Executives:
It is reported by majority Human Resource Managers that they are look
ing upon
executives, who have Better Listening, Better Communication ability, Hig
h Value
orientation, Polite and warm, Diplomatic, Ability to Control emotions,
Competent to
handle redresses, Human relation, Need orientation, Networking, Healthy
negotiation,
Faithful, Pleasing character, Better understanding skill, empathetic and
Acceptance of
each other for better interaction and inter relationship with customers. A bette
r market
orientation requires individuals having better inter personal skills and goal or
ientation.
These qualities enable the executives to develop strong relation with the custom
ers by
understanding their needs and expectations.
Managing Time and Stress Attributes required for the Executives:
It is reported by majority Human Resource Managers that they are look
ing upon
executives, who practices Relaxation Techniques, are Conscious of Time Managemen
t,
do Prioritization of activities, Planning Meticulously, Leave ego aside, Faith i
n ones own
abilities, Delegation of authority, Distinguish Important and unimportant
, Better self
understanding, Realistic Perception and Control over self. Among which majo
r one is
allocation of ones own activities to important and unimportant. A bett
er activity
prioritization enables the executives to manage their work in time with efficien
cy.

Conclusion: Management is an art of getting things done through and w

ith people.
Today in the highly competitive and demanding entrepreneurship, managemen
t is not
knowledge centered alone. It is talent and potential centered. In orde
r to enrich the
performance and potential of executives, more action oriented intellectu
al inputs and
transformational activity-centered are inevitable. A competent, mentally
alert,
emotionally stable, intellectually talented executive are required to manage the
business
with fidelity and accuracy. The findings of this qualitative research
help the new
generation executive students to discover the undiscovered self and pre
pare towards
better personal and professional career.
Assignment B
Q1. Distinguish between Performance Appraisal and Potential
Appraisal. Also discuss in brief, the methods of performance appraisal.
Answer:
Performance appraisal is a part of career development. The latest mantra
being
followed by organizations across the world being "get paid according
to what you
contribute" the focus of the organizations is turning to performance management
and
specifically to individual performance. Performance appraisal helps to r
ate the
performance of the employees and evaluate their contribution towards the organiz
ational
goals. Performance appraisal as Career Development leads to the recognition
of the
work done by the employees, many a times by the means of rewards and appreciatio
n etc.
It plays the role of the link between the organization and the employees personal
career
goals.
Potential appraisal, a part of Performance appraisal, helps to identify the hidd
en talents
and potential of the individuals. Identifying these potential talents can help i
n preparing
the individuals for higher responsibilities and positions in the future. The per
formance
appraisal process in itself is developmental in nature.
Performance appraisal is also closely linked to other HR processes like helps to
identify
the training and development needs, promotions, demotions, changes in the compen
sation
etc. A feedback communicated in a positive manner goes a long way to
motivate the
employees and helps to identify individual career developmental plans. Ba
sed on the
evaluation, employees can develop their career goals, achieve new levels of comp
etencies
and chart their career progression. Performance appraisal encourages emp
loyees to
reinforce their strengths and overcome their weaknesses.
Performance appraisal form provides the basis for the performance review, provid
ing the

feedback to the employees and the final rating of the employee. It also facilita
tes various
other HR decisions and career development plans and decisions of the
employees.
Therefore, performance appraisal from should be filled with utmost care and obje
ctivity.
The Performance appraisal form should be filled by the immediate supervisor or m
anager
of the employee in order to ensure that the appraiser if fully acqua
inted with the
performance, responsibilities, targets and standards of the employee. All the in
structions
and guidelines on the appraisal form should be read and followed carefully.
Be prepared with all the details of the performance, the standards, job
description and the past appraisals of the employee.
Clear and unambiguous description of the employee performance should be
given in terms of average, above average, good and excellent performance.
The focus should be on the employees behaviour throughout the year and not
just his recent performance.
Quantify the ratings, wherever possible, to ensure easy comparability.
Substantiate and support your rating, and attach all the necessary documents
(if required).
Apart from the defined performance objectives and results, discuss the related
issues as well covering all the aspects of the performance.
When filling the appraisal form, be honest and objective.
Q2. Distinguish between Monetary Rewards and Non Monetary
Rewards. Also enlist various types of monetary and non monetary
rewards.
Answer:
Managers are constantly searching for ways to create a motivational environment
where
associates (employees) to work at their optimal levels to accomplish company obj
ectives.
Workplace motivators include both monetary and non-monetary incentives. M
onetary
incentives can be diverse while having a similar effect on associates. One exa
mple of
monetary incentives is mutual funds provided through company pension pl
ans or
insurance programs. Because it has been suggested that associates, depending
on their
age, have different needs pertaining to incentives, traditional incentiv
e packages are
being replaced with alternatives to attract younger associates.
Monetary Rewards
Monetary policy is the regulation of interest rates and the availability of mone
y in order
to provide sustainable growth and prevent hard crashes in the market.
In the United
States, monetary policy is set by an agency known as the U.S. Federal Reserve.
Other
countries may use a similar system or some other sort of centralized agency, up
to and
including the federal government itself. The value of monetary policy
is somewhat
debatable, but is used in many free market economies as a way for the government
to
provide some oversight in the market.
When an institution is in charge of monetary policy, it is usually done in one
of two

ways. One way is to buy securities back from banks. This will increase the ba
nk s
reserves, stimulating them to lend to other institutions. The other way the do t
hat is to set
interest rates at a certain level, which can also affect the economy.
In the United States, the Federal Reserve executes monetary policy through a boa
rd and a
chairman. The chairman is appointed by the president. The Federal Rese
rve has a
committee that usually meets eight times every year to set interest rates. They
may raise
them, lower them, or keep them the same, depending on the analysis pr
esented. The
overall goal is to keep the economy sound. Other than making some appointments,
the
U.S. federal government has no other say in the monetary policy. This is an inde
pendent
model that many other countries choose not to follow.
Monetary policy works by first considering how the economy is performing.
In more
difficult times when the economy is down, a lowering of interest rates may be ne
eded in
order to stimulate borrowing. As borrowing increases, so will economic
activity
associated with that borrowing, which will create jobs and provide money for ot
hers. If
the economy is going well, the Federal Reserve or other governing body may b
ecome
concerned there is too much growth, which could set the economy up for a hard cr
ash. To
try to avoid that, there may be an increase in interest rates to try to gently c
ool off the
economy.
However, any institution that controls monetary policy needs to be aware that
interest
rates are tied to inflation to a great degree. As interest rates are lowered, mo
ney becomes
cheaper to borrow and more is passed around. This devalues the currency by leadi
ng to
an oversupply, which causes inflation to increase. If interest rates are r
aised, then
inflation may decrease because there is less money flowing through the system an
d it,
therefore, becomes more valuable.
Non Monetary Rewards
Non-monetary rewards should form one important part of a complete empl
oyee
recognition program along with monetary rewards.
Each motivates employ
ees
differently. Non-monetary rewards can be used for either individual or team rew
ards.
Research shows that employees some employees are primarily motivated by
financial
rewards, and will dramatically improve their performance to achieve such rewards
. On
the other hand, some other employees may see motivating others with money as vul
gar,
and are disincented by such offers. This second group of employees is more like
ly to be
motivated to improve their performance through the use of non-monetary rewards s

uch as
being thanked publicly at a departmental function, having lunch with the
head of the
organization, or receiving an extra day off.
The desired outcome of
rewards and
recognition programs is to improve performance. Non-monetary recognition can be
very
motivating, helping to build feelings of confidence and satisfaction. An America
n Society
for Training and Development (ASTD) report on employee retention research identi
fied
consistent employee recognition as a key factor in retaining top-performing work
ers.
Q3. Write short notes on any three of the following:
1. Emerging HR issues in knowledge industry
2. Incentive plans for operative staff
3. Functions of Trade Union
4. The Expatriate Problems
5. Existing machinery for settlement of industrial dispute in our country
Q3.2. Incentive plans for operative staff
Ans:
Incentive plans that employ a profit sharing component work well in that they t
end to
emphasize that what is best for the company is also best for the employee
. When
company profits increase and more money is available for bonuses, the employees
get
larger bonuses. However, during lean times, bonuses can be quite small
. For small
companies, this large fluctuation in compensation can become a problem. There is
also a
problem with this approach in that there is sometimes a long delay betwe
en the time
when the effort that earns the profit occurs and the time when the bonus is paid
.
Some incentive plans are best avoided, as they tend to be counter productive. A
salary at
risk plan is such a scheme. In this incentive plan, the employee is given a mini
mum base
salary and can only earn the full salary if certain performance objec
tives are met.
Incentive plans of this type tend to cause employees to become discouraged, part
icularly
if the performance objectives seem out of reach. This approach feels like a puni
shment to
the employee, an approach known as negative reinforcement. Studies have shown th
at
positive reinforcement of desired behaviour is much more effective than
a negative
approach.
Different types of incentive plans can be in place at the same company at the sa
me time.
This approach allows the company to take advantage of the benefits of
the various
incentive plans while minimizing their disadvantages. Incentive plans th
at use
merchandise prizes, for instance, can be very closely linked to a specific activ
ity, while
an incentive plan that uses long term objectives can also be in place to help ke
ep all of the

employees motivated and focused over the entire year.

Using different types of incentive plans within the same company allows the comp
any to
respond and motivate employees who may be very different. Some employees focus o
n
long term goals, while other employees only focus on short term goals. Employees
needs
tend to be different also, some desiring more vacation time while others prefer
more
money. Using different incentive plans allows the employer to respond to these u
nique
needs and implement a more effective overall plan.
Q3.3. Functions of Trade Union
Answer:
Trade unions have a number of functions, some of which have been more prominent
than
others at different periods in history. But over the course of time
trade unions have
developed five principal functions. These are respectively: a service f
unction; a
representation function; a regulatory function; a government function; a
nd a public
administration function. This paper examines these different functions and argue
s that the
balance is shifting, with more emphasis being placed on service, governmental an
d public
administration functions. We are witnessing the emergence of a new supply side tr
ade
unionism with a corresponding dilution of their representative and regulatory fun
ctions.
These developmentsengineered by governments of both parties in recent yearsare
assessed in the context of the Warwick agreement in 2004 where the trade unions
and the
Labour Party concluded a deal on the shape of a possible third term Labour gover
nment.
Q4.3. The Expatriate Problems
Ans 4.3:
It is only natural that expatriates should seek and pursue friendships
with fellow
expatriates who hail from their home country once they have moved abroad. This g
ives
expatriates the opportunity to converse in their native language and to reminisc
e about
home with others who understand what they are going through. They can also reliv
e their
native culture and traditions with people who share the same background. But wha
t are
the disadvantages of only seeking out friendships with expatriates who come fro
m the
same country as you?
Distorted View of the New Country
Expatriates who all band together in a tight circle abroad will find that they c
an develop a
very insular and distorted view of the new country that they live in. It is easy
to gather
with fellow expatriates and put the world to rights about all that their adopted
country is
doing wrong and how life was so much better at home. Expatriates who
have lived
abroad longer can influence newly arrived expatriates and put them off things be

fore they
have even experienced them! This will hardly make it any easier to a
djust to a new
culture and way of life. In order to avoid this sort of negative thinking and co
nversation,
it is important to also make an effort to form friendships with native born citi
zens so that
expatriates can form a more balanced view of the new country they are living in.
Case Study
Q.1 what specific policies might a company follow to avoid
interviews like this one?
A.1 Companies should have interview policies to avoid this type
of interview process. They should have an interview panel who
can interview select the right candidate. There should be a
process in place. First they should go through resume and then
they can call for interview after having a brief history about the
candidate. Hr manager should behave properly not like Suresh
who was busy on phone calls and not giving the right picture
about the company.
Q.2 Explain why Suresh and not Anil should make the
selection decision.
Ana2 Suresh should make the selection decision because he was
the one who is looking after production department in the
company. He is well versed about the function and candidate
requirement according. to the job. Suresh is the right person
who knows each and every thing about the production
department requirements. Anil is the HR manager and he must
be having good knowledge of HR but while selecting the
candidates Suresh should be in loop.
Q.3 is it a good policy to pick up candidates through
employee referral method? Why or why not. Explain
keeping the case in the background.
Ans 3: Yes, it is a good policy to pick up candidate from the
referral method, because it save time and cost of the company.
Referral method is also very helpful into finding the right
candidate and trusty person. But selecting the candidate through
referral system does not mean select everybody. In the above
case a candidate through referral was there but he should be
selected only if he is having that required skills.
Assignment C
Q1.
The secret of the success of J apanese companies lies in the fact that:
A. they use state of the art technology
B. they pay higher wages to their employ
C. they view employs as there most valuable asset
D. they are hard task masters
They View Employee As Their Most Valuable Asset
Q2. Human resource management does not look after:
A. procurement and development of human factor for the human organization
B. Compensation and integration of human factor for the organization
C. Maintenance of human factor in the organization
D. Dehumanizing in the Organization
Q3. Which of the following is not a true statement in respect of objectives of
hrm?
A. HRM ensure respect for human factor in the organization
B. HRM motivates satisfies and maintain high moral of the employees
C. HRM helps in promoting well being of the society
D. HRM helps in enhancing the rate of labour turnover
Q4. New concepts like TQM, kaizen, QWL and Employment came into prominence duri
ng:
A. 1950s

B. 1970s
C. 1990s
D. 1930s
Q5. The concept of welfare stage in HRM started from:
A. 1920-1930
B. 1980-1990
C. 1905-1910
D. 1915-1920
Q6. Which of the following in managerial function?
A. Staffing and directing
B. Procurement and development
C. Compensation and integration
D. Maintenance and integration
Q7. HRM is now being considered as:
A. Disciplinary department
B. Strategic management function
C. Inter disciplinary department
D. Auxiliary function
Q8. Which is not true?
A. HR planning is helpful in detailing the number of kinds of personal required
B. It spell out the qualification skill and expertise of personal required in a
ll organization
C. It give lead times for recruitment Selection training and development of pers
onal
D. HR planning integrates the employees into the organization
Q9. Which of the following is not a stage of the process of the HR planning?
A. Identifying objective
B. Developing manpower
C. Assessing Business plan
D. Manpower audit
Q10. Once job analysis is conducted, the data reviewed is:
A. Job description
B. J ob enlargement
C. J ob enrichment
D. Downsizing
Q11. Which is not true regarding job analysis?
A. It is a process of data collection
B. It is a procedure through which fact are gathered for rich job
C. Information about the job is systematically discovered & noted
D. It is a process of data dissemination
Q12. J ob description does not consist of:
A. J ob summary
B. Job evaluation
C. Hazards involved
D. Pay
Q13. Who of the following is not the source of job information in connections w
ith job analysis?
A. J ob holder
B. Independent observers
C. Interviews
D. Pay commission
Q14. Recruitment is not:
A. The process of searching for prospective candidates and simulating them to ap
ply for job
in the organization
B. Attracting lot of potential for the company
C. A positive concept
D. Selecting the best candidates
Q15. Which of the following is not a stage in the process of selection?
A. Advertisement

B. Initial contract
C. Screening
D. Physical examination
Q16. Which is not a Pseudo way of selecting applicant?
A. Astrology
B. Phrenology
C. Graphology
D. Ecology
Q17. Career planning is:
A. All the jobs that are held during ones working life
B. Future position ones trives to reach as a part of career
C. The stage through which a person s career evolves
D. The process by which one selects career goals and the path to these goals
Q18. Which of the following is not the step in the career planning and developm
ent process?
A. Analyzing the skill aptitudes & knowledge of the employ
B. Formulation policies
C. Identifying and analyzing career opportunities
D. Preparing action plans and periodic review
Q19. Which of the following is not on-the- job method of training?
A. Apprenticeship
B. Position rotation
C. Vestibule school
D. Role playing
Q20. Which of the following is not off-the- job method of training?
A. case studies
B. simulation
C. sensitivity training
D. special project
Q21. Which of the following is not the technique of developing executives?
A. Business games
B. Case studies
C. In basket exercises
D. Apprenticeship
Q22. Which of the following is not the principle of training?
A. Motivation
B. Active participation
C. Perception
D. Re-enforcement
Q23. in the paired comparison technique of performance appraisal, which of the
following
formulae is applied?
A. no. of comparison =N(N-1)
2
B. no. of comparison =N-(N-1)
1
C. no. of comparison =N-(N-1)
2
D. no. of comparison =N-(N-1)
131
Q24. Which of the following is not one of the modern methods of performance app
raisal?
A. 360o Technique
B. Human resource accounting
C. Descriptive evaluation
D. Bars
Q25. Which of the following statements regarding MBO is not true?
A. MBO has emerged as reaction to the traditional management practices
B. MBO has a special provision for mutual goal setting
C. There is no special provision in MBO for appraising of progress by both the

appraiser and the appraise

D. MBO is based on behavioral value of fundamental trust in the goodness of huma
n beings
Q26. Which of the following incentives plans is not for blue collar employees?
A. straight piece rate plan
B. salary plan
C. differential piece rate plan
D. straight piece rate with guaranteed minimum wages
Q27. Which of the following incentive plans is not for while collar employees?
A. salary plan
B. salary & commission plan
C. commission plan
D. bedaux plan
Q28. Which of the following is not an incentive plan for individuals under blue
collar
employees?
A. Priest man plan
B. Rowan plan
C. Emerson plan
D. Bedaux plan
Q29. Performance based rewards do not include:
A. Social security benefits
B. Piece work
C. Commission
D. Merit pay plan
Q30. The objectives of compensation administration are not to:
A. Simplify collective bargaining
B. Boost the moral of employee
C. Plan for effective manpower training
D. Eliminate chances of favoritism
Q31. Which of the following is not a closely related aspect of wage administrat
ion?
A. Compensation survey
B. J ob evaluation
C. Performances appraisal
D. Merit rating
E. Incentives
Q32. Which of the following is not one the principles of compensation administr
ation?
A. Wages policies need not be clearly expressed in writing
B. J ob description and rating should be periodically checked to keep them updat
ed
C. Wage decision should be checked up against carefully formulated policies
D. It is a management s responsibility to make the wage policy known to every e
mployee
Q33. Which of these is not an internal cause of indiscipline?
A. Divide and rule policy
B. Biesed attitude of management
C. Defective supervision
D. Violence and disturbance in the country
Q34. Which of the not the objectives of labour relations?
A. To promote general welfare of workers
B. To promote industrial democracy through workers participation in management
C. To enhanced labour turnover
D. To improve productivity of the organization
Q35. Which of the following is not a measure to prevent industrial disputes?
A. Works committees
B. voluntary arbitration
C. Collective bargaining
D. Labour co partnership

Q36. Which of the following is not a part of adjudication machinery?

A. Labour court
B. Board of conciliation
C. Industrial tribunals
D. National tribunals
Q37 Which of the following is not the feature of collective bargaining?
A. It is a group action
B. It is a static and rigid process
C. It is a continuous process
D. It is an advanced form of human relations
Q38.
Which of the following is not a sub part of negotiating stage?
A. Identification of problems
B. Preparation of negotiation
C. Negotiation of agreement
D. Workers of participation in management
Q39. Which of the following is not a type of negotiating procedure?
A. Haggling bargaining
B. Price bargaining
C. Continuous bargaining
D. boulwarism bargaining
Q40. Which of the following is not the cause for limited success of collective
bargaining in
India?
A. Multiplicity of trade union
B. Weak trade union
C. Difficult accessibility of adjudication
D. Interference of political parties