ASSIGNMENT I

1). Changing Environment of HRM

HRM in a Changing Environment: The Challenges Todays organizations are facing challenges upon following levels: i. Environmental Challenges ii. Organizational Challenges iii. Individual Challenges iv. Environmental Challenges Environmental challenges refer to forces external to the firm that are largely beyond managements control but influence organizational performance. They include: rapid change, the internet revolution, workforce diversity, globalization, legislation, evolving work and family roles, and skill shortages and the rise of the service sector. Six important environmental challenges today are: a) Rapid Change Many organizations face a volatile environment in which change is nearly constant. If they are to survive and prosper, they need to adapt to change quickly and effectively. Human resources are almost always at the heart of an effective response system. Here are a few examples of how HR policies can help or hinder a firm grappling with external change: b) Work Force Diversity. All these trends present both a significant challenge and a real opportunity for managers. Firms that formulate and implement HR strategies that capitalize on employee diversity are more likely to survive and prosper. c) Globalization. One of the most dramatic challenges facing as they enter the twenty-first century is how to compete against foreign firms, both domestically and abroad. Many companies are already being

compelled to think globally, something that doesn't come easily to firms long accustomed to doing business in a large and expanding domestic market with minimal foreign competition. Weak response to international competition may be resulting in upwards layoffs in every year. Human resources can play a critical role in a business's ability to compete head-to-head with foreign producers. The implications of a global economy on human resource management are many. d) Legislation Much of the growth in the HR function over the past three decades may be attributed to its crucial role in keeping the company out of trouble with the law. Most firms are deeply concerned with potential liability resulting from personnel decisions that may violate laws enacted by the state legislatures, and/or local governments. These laws are constantly interpreted in thousands of cases brought before government agencies, federal courts, state courts, and t Supreme Court.

How successfully a firm manages its human resources depends to a large extent on its ability to deal effectively with government regulations. Operating within the legal framework requires keeping track of the external legal environment and developing internal systems (for example, supervisory training and grievance procedures) to ensure compliance and minimize complaints. Many firms are now developing formal policies on sexual harassment and establishing internal administrative channels to deal with alleged incidents before employees feel the need to file a lawsuit.

Legislation often has a differential impact on public- and private sector organizations. (Public sector is another term for governmental agencies; private sector refers to all other types of organizations.) Some legislation applies only to public-sector organizations. For instance, affirmative action requirements are typically limited to public organizations and to organizations

that do contract work for them. However, much legislation applies to both public- and private sector organizations. In fact, it's difficult to think of any HR practices that are not influenced by government regulations. e) Technology The world has never before seen such rapid technological changes as are presently occurring in the computer and telecommunications industries. One estimate is that technological change is occurring so rapidly that individuals may have to change their entire skills three or four times in their career. The advances being made, affect every area of a business including human resource management. f) Evolving Work and Family Roles The proportion of dual-career families, in which both wife and husband (or both members of a couple) work, is increasing every year. Unfortunately, women face the double burden of working at home and on the job, devoting 42 hours per week on average to the office and an additional 30 hours at home to children. This compares to 43 hours spent working in the office and only 12 hours at home for men. More and more companies are introducing "family-friendly" programs that give them a competitive advantage in the labor market. These programs are HR tactics that companies use to hire and retain the best-qualified employees, male or female, and they are very likely to payoff. For instance, among the well known organizations / firms, half of all recruits are women, but only 5% of partners are women. Major talent is being wasted as many women drop out after lengthy training because they have decided that the demanding 10- to 12-year partner track requires a total sacrifice of family life. These firms have started to change their policies and are already seeing gains as a result. Different companies have recently begun offering child-care and eldercare referral services as well to facilitate women workers as well as are introducing alternative scheduling to allow employees some flexibility in their work hours.

g) Skill Shortages and the Rise of the Service Sector. Expansion of service-sector employment is linked to a number of factors, including changes in consumer tastes and preferences, legal and regulatory changes, advances in science and technology that have eliminated many manufacturing jobs, and changes in the way businesses are organized and managed. Service, technical, and managerial positions that require college degrees will make up half of all manufacturing and service jobs by 2000. Unfortunately, most available workers will be too unskilled to fill those jobs. Even now, many companies complain that the supply of skilled labor is dwindling and that they must provide their employees with basic training to make up for the shortcomings of the public education system. To rectify these shortcomings, companies currently spend large amount year on a wide variety of training programs.

2). Differenciate between hrm and shrm?

1. As the term itself denotes, Strategic HRM deals with strategic aspects of HRM. Unlike HRM, Strategic HRM mainly focuses on the programs with long-term objectives. Though HRM and Strategic HRM focus on increasing employee productivity, Strategic HRM uses many strategic methods HRM is Human Resources Management which is a strategic approach to the management of employees. HRM involves the process of employing people, developing their skills/capacities, and utilizing their services. But today, HRM has come across many changes, and the latest one is the Strategic HRM which is the most powerful idea currently. Strategic HRM can be termed as a branch of HRM.

2. As the term itself denotes, Strategic HRM deals with strategic aspects of HRM. Unlike HRM, Strategic HRM mainly focuses on the programs with long-term objectives. Though HRM and Strategic HRM focus on increasing employee productivity, Strategic HRM uses many strategic methods. 3. Unlike the traditional hrm, strategic hrm uses more sophisticated methods for improving overall employee motivation and productivity. 4. While the traditional hrm focuses mainly on employee relations, startegic hrm focuses on partnerships with internal and external customers. On the other hand, the job division in strategic hrm is flexible. when hrm has staff specialists, strategic hrm has line managers. 6. Hrm involves the process of employing people, developing their skills/capacities, and utilizing their services. Strategic hrm can be termed as a branch of hrm, while traditional hrm focuses mainly on employee relations, startegic hrm focuses on partnerships with internal and external customers.

3). Discuss the various qualities of HR Manager ?

1. Creativity Creativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process. 2. Intuition Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. The stronger one's intuition, the stronger manager one will be. 3. Knowledge A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become transparent, focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. 4. Commitment A manager is committed to the success of the project and of all team members. She holds the vision for

the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times. 5. Versatility Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness this openness allows the leader to quickly *change on a dime* when necessary. Flexibility and versatility are the pathways to speedy responsiveness. 6. Big Picture, Small Actions Excellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skillful at doing both: think big while also paying attention to the details. 7. Decision making Excellent managers must know when to make decisions mostly for the benefit of the group as a whole; sometimes hard decisions must be made without personal consideration. Know why, how but most importantly when to act. In all decisions, the wrong timing can lead to waste or disasters, especially when strategical decisions must be made

4). Explain human resource planning in detail.

Human resource planning is the process by which an organization ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing tasks that will help the organization achieve its overall objective. B. Estimating the Future Organizational Structure or Forecasting the Manpower Requirements: The management must estimate the structure of the organization at a given point in time. For this estimate, the number and type of employees needed have to be determined.

Many environmental factors affect this determination. They include business forecasts, expansion and growth, design and structural changes, management philosophy, government policy, product and human skills mix, and competition. C. Auditing Human Resources: Once the future human resource needs are estimated, the next step is to determine the present supply of manpower resources. This is done through what is called "Skills Inventory". A skills inventory contains data about each employee's skills, abilities, work preferences and other items of information which indicate his overall value to the company.

D. Job Analysis: After having decided how many persons would be needed, it is necessary to prepare a job analysis, which records details of training, skills, qualification, abilities, experience and responsibilities, etc., which are needed for a job. Job analysis includes the preparation of job descriptions and job specifications.

E. Developing a Human Resource Plan: This step refers to the development and implementation of the human resource plan, which consists in finding out the sources of labour supply with a view to making an effective use of these sources. The first thing, therefore, is to decide on the policy should the, personnel be hired from within through promotional channels or should it be obtained from an outside source. The best policy which is followed by most organizations is to fill up higher vacancies by promotion and lower level positions by recruitment from the labour market.

5). As a H.R. manager for a retail business what would be your recruitment strategy? Why?

The following recruitment strategy can be used by H.R. Manager for retail business.

(a) Retail The concept of a retail trade area has been used by analysts and practitioners in retail site evaluation and other market studies for a very long time. In fact, retail trade area analysis and site evaluation are complementary procedures. Retail trade area analysis focuses on locating and describing the target market. This knowledge is critical for both marketing and merchandising purposes, as well as for choosing new retail locations. In site evaluation, trade area analysis is combined with many operational requirements of the retail chain. (b) Psychographic Demographics are the average or typical characteristics of your target market -- the people who buy your products or services. These characteristics might include age, annual income, educational attainment, type of occupation, region of the country they live in, or number of individuals living in their household. (c)Trade Area Determination & Analysis Demographics can also include the age of children, status of home ownership, value of the average home, and whether that home is in an urban or rural location. Psychographics take this idea a step further. As the name suggests, these characteristics go beyond the external to focus on your target customers' psychology, lifestyles, and behaviors. Psychographics can include such factors as where your target customers like to travel on vacation, the kinds of hobbies and interests they have, the values or opinions they hold, and how they behave. Unlike demographics, psychographics are not always easy to categorize into numbers. (d) Retail Leakage Analysis Retail leakage means that residents are spending more for products than local businesses capture. Retail sales leakage suggests that there is unmet demand in the trade area and that the community can support additional store space for that type of business. However, retail leakage does not necessarily translate into opportunity. For example, there could be a strong competitor in a neighboring community

that dominates the market for that type of product or store. (e) Retailer Analysis & Selection This study evaluates the potential opportunity for a specific site. This is applicable for retail stores investigating new locations, or shopping center developers interested in understanding the market opportunity a proposed site might offer. Tailored to client needs, a location analysis would involve some of the following elements: Overview of the surrounding market and review of macro trends such as population and employment growth. Examination and benchmarking of trade area characteristics such as population and household change, and demographic characteristics such as age, income, and ethnicity. Review of key retail store or shopping center competition within the trade area, focusing on relative strengths and weaknesses against the proposed site. (e) Community Marketing Community marketing is a strategy to engage an audience in an active, non-intrusive prospect and customer conversation. Whereas marketing communication strategies such as advertising, promotion, PR, and sales all focus on attaining customers, Community Marketing focuses on the needs of existing customers.

6). Job Design : It means to decide the contents of a job. It fixes the duties and responsibilities of the job the method of doing the job, and the relationship between the job holder, superior and colleagues.

Job Analysis: It 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 Description: It is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative ,but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

Job Specification: It translates the job description into terms of the human qualifications, which are required for performance of a job. They are intended to serve as a guide in hiring and job evaluation. Job specification is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively.

Job rotation: It is a management technique that assigns trainees to various jobs and departments over a period of a few years. Surveys show that an increasing number of companies are using job rotation to train employees. There are both positive and negative effects involved with job rotation that need to be taken into consideration when a company makes the decision to use this technique. Job rotation is also a control to detect errors and frauds. It reduces the risk of collusion between individuals. Organizations dealing with sensitive information or system (e.g. bank) where there is an opportunity for personal gain can benefit by job rotation. Job rotation also helps in business continuity as multiple people are equally equipped to perform a job function.

Job evaluation: It is a systematic way of determining the value/worth of a job in relation to other jobs in an organisation. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure.

Job evaluation needs to be differentiated from job analysis. Job analysis is a systematic way of gathering information about a job. Every job evaluation method requires at least some basic job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation begins with job analysis and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs.

7).What is honesty testing?

Honesty test is a psychological test given to a job applicant by a company to determine if the individual is an honest person and thus a potential employee. Such tests measure various aspects of an employee's personality to help match the individual's talents and personality to the right position and avoid the high costs of hiring the wrong applicant

ASSIGNMENT II

1). How to assess training needs of a company?

Assessment allows the training manager to set the training objectives by answering two very basic questions: what needs to be done, and why is it not being done now? Then, it is more likely that an accurate identification of whom, if anyone, needs training and what training is needed. Sometimes training is not the best solution, and it is virtually never the only solution. Some performance gaps can be reduced or eliminated through other management solutions, such as communicating expectations, providing a supportive work environment, and checking job fit. These interventions also are needed if training is to result in sustained new behaviors needed to achieve new performance levels, for an individual, an occupation, or an entire organization.

2). What are the traditional training techniques?

Presentation Methods One of the oldest and most traditional training methods is the lecture. Many of us are familiar with this form of learning, since it is a very common way to teach in today's school systems. Various support tools are used, from charts and blackboards to PowerPoint slides and virtual meetings. Human resource associates learn and take notes while instructors present information and administer examinations. Materials are provided for reference, and students often learn in traditional classroom settings. Hands-On Methods Hands-on methods require trainees to be actively involved in their own learning. Examples of hands-on techniques are role playing, on-the-job training, case studies, simulations, games and behavior modeling. With these methods, the student learns from following or watching the trainer and then performs the role play or simulation while the instructor observes. Immediate feedback and advice is given to the trainee and any corrective action is taken at that time. Participants ask questions at the end of the simulation and can immediately use their new skills.

3). Explain simulation based training. A Simulation-Based Training environment lets users learn how to operate complex equipment in a

safe and controlled environment. They can identify the relationships between the different controls and get a feel for the proper sequence of steps. While all of this can be accomplished in person, SimulationBased Training provides a less expensive, safer, more efficient, and more convenient approach to operation process education. Our product uses cutting edge technology to create realistic simulations that can dramatically improve your training programs and instructional materials. By implementing a web based instruction program, you eliminate process down time caused by lengthy training procedures. Not only is simulated training more efficient in terms of time and recouped productivity, it is also designed to fit in with your standard operating procedures, greatly reducing the overall time taken to educate new employees.

4). What is performance appraising system? A performance appraisal is a systematic and periodic process that assesses an individual employees job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. To collect PA data, there are three main methods: objective production, personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with a large variety of evaluation methods. A PA is typically conducted annually. The interview could function as providing feedback to employees, counseling and developing employees, and conveying and discussing compensation, job status, or disciplinary decisions. PA is often included in performance management systems. Performance management systems are employed to manage and align" all of an organization's resources in order to achieve highest possible performance. How performance is managed in an organization determines to a large extent the success or failure of the organization. Therefore, improving PA for everyone should be among the highest priorities of contemporary organizations.

5). Explain BARS? Behaviorally anchored rating scales (BARS) are scales used to rate performance. BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.

6). What are the types of conflicts? How they are managed?

Relationships Conflicts with friends or family members are often caused by miscommunication, disagreements on behavior or negative emotions. Interests Conflicts of interest are described as a disagreement or type of competition where the needs of one are ignored over the needs of the other. Values Conflicts in values are often seen between individuals raised in different cultural or religious backgrounds who have differing opinions over right and wrong. Conflicts often arise when one person tries to enforce his own set of values on another. Leadership Leadership and managerial styles differ among individuals, which may cause conflict in the work environment. Various factors determine leadership styles and may include personality, expectations and whether or not that leader encourages feedback and opinions of others or is more autocratic or directive in style, Style A person's method of completing tasks or goals may lead to conflict in any scenario. You can be laidback, while your partner is eager to get something done, which can create conflict. Or, your team member may be task-oriented, while you're more creative.

Five steps to managing conflict.

Anticipate Take time to obtain information that can lead to conflict. Prevent Develop strategies before the conflict occurs. Identify If it is interpersonal or procedural, move to quickly manage it. Manage Remember that conflict is emotional

Resolve React, without blame, and you will learn through dialogue.

7). What are non monetary incentives give examples?

Besides the monetary incentives, there are certain non-financial incentives which can satisfy the ego and self- actualization needs of employees. The incentives which cannot be measured in terms of money are under the category of Non- monetary incentives. Whenever a manager has to satisfy the psychological needs of the subordinates, he makes use of non-financial incentives.

8). Differentiate between Profit-sharing and Gain-sharing.

Profit Sharing Gainsharing Purpose

To drive performance of an organization by promoting awareness, alignment, teamwork, communication and involvement.

To share the financial success of the total organization and encourage employee identity with company success. The plan typically applies organizationwide; companies with multiple sites typically measure organization-wide profitability rather than the performance of a single site. Payout is based on a broad

Application

The plan commonly applies to a single facility, site, or stand-alone organization.

Measurement

Payout is based on operational measures (productivity, quality,

spending, service), measures that improve the line of site in terms of what employees do and how they are compensated.
Funding

financial measure of the organizations profitability. Payouts are funded through company profits. Payouts are typically made when there are profits; performance doesnt necessary have to show an improvement. Some employee groups may be excluded, such as hourly or union employees. Payout is typically annual. Historically profit plans were primarily deferred compensation plans; organization used profit sharing as a pension plan. Today we see many more cash plans. The bonus may be a larger % of compensation for higher-level employees. The % bonus may be less for lower

Gains and resulting payouts are selffunded based on savings generated by improved performance. Payouts are made only when performance has improved over a historical standard or target.

Payment Target

Employee Eligibility

Typically all employees at a site are eligible for plan payments.

Payout Frequency

Payout is often monthly or quarterly. Many plans have a year-end reserve fund to account for deficit periods. Payment is cash rather than deferred compensation. Many organizations pay via separate check to increase visibility.

Form of Payment

Method of Distribution

Typically employees receive the same % payout or cents per hour bonus.

level employees.
Plan Design & Development

Employees often are involved with the design and implementation process.

There is no employee involvement in the design process. Since there is little linkage between what employees do and the bonus, there is an absence of accompanying employee involvement initiatives. Profit sharing often is viewed as a entitlement or employee benefit.

Communication

A supporting employee involvement and communication system is an integral element of Gainsharing and helps drive improvement initiatives.

Pay for Performance Plan versus Entitlement

Gains are generated only by improved performance over a predetermined base level of performance. Therefore, Gainsharing is viewed as a pay-for-performance initiative. Gainsharing reinforces behaviors that promote improved performance. Used as a tool to drive cultural and organization change.

Impact on Behaviors

Little impact on behaviors since employees have difficulty linking what they do and their bonus. Many variables outside of the typical employees control determine profitability and the bonus amount. Influences the sense of employee identity to the organization, particularly for

Impact on Attitudes

Heightens the level of employee awareness, helps develop the feeling of self worth, builds a senses of ownership and identity to the organization.

smaller organizations.

9). Discuss various retirement benefits?

1.Pension 2. Death-cum-retirement Gratuity 3. General Provident Fund and Incentives 4. Contributory Provident Fund 5. Leave Encashment 6. Central Government Employees Group Insurance Scheme (CGEGIS)

10). Explain the role of trade union in India?

Trade unions help in accelerated pace of economic development in many ways as follows: by helping in the recruitment and selection of workers. by inculcating discipline among the workforce by enabling settlement of industrial disputes in a rational manner by helping social adjustments. Workers have to adjust themselves to the new working conditions, the new rules and policies. Workers coming from different backgrounds may become disorganized, unsatisfied and frustrated. Unions help them in such adjustment.

Trade unions are a part of society and as such, have to take into consideration the national integration as well. Some important social responsibilities of trade unions include: promoting and maintaining national integration by reducing the number of industrial disputes incorporating a sense of corporate social responsibility in workers

achieving industrial peace

11). What are occupational health and safety?

Occupational safety and health (OSH) is a cross-disciplinary area concerned with protecting the safety, health and welfare of people engaged in work or employment. The goals of occupational safety and health programs include to foster a safe and healthy work environment. OSH may also protect co-workers, family members, employers, customers, and many others who might be affected by the workplace environment. Occupational safety and health can be important for moral, legal, and financial reasons. All organisations have a duty of care to ensure that employees and any other person who may be affected by the companies undertaking remain safe at all times. Moral obligations would involve the protection of employee's lives and health. Legal reasons for OSH practices relate to the preventative, punitive and compensatory effects of laws that protect worker's safety and health. OSH can also reduce employee injury and illness related costs, including medical care, sick leave and disability benefit costs. OSH may involve interactions among many subject areas, including occupational medicine ,occupational hygiene, public health, safety engineering, industrial engineering, chemistry, health physics, ergonomics and occupational health psychology.