IMT-12 Human Resource Management M3

Part A Q 1 What are the factors affecting and barriers to HRP? Ans: Human resources planning(HRP) is the process by which an organization ensure that it has the right number and kind of people, at the right place, at the right time, capable of effecti ely and efficiently completing those tasks that will help the organization achie e its o erall ob!ecti es" Human resource planning translates the organization#s ob!ecti es and plans in to the number of workers needed to meet those ob!ecti es" $nclude the estimation of how many %ualified people are necessary to carry out the assigned acti ities, how many people a ailable, and what, if anything, must be done to ensure that personnel supply e%uals personnel demand at the appropriate point in the future"

actors affecting HRP 1! "m#$o%ment&HRP is affected by the employment situation in the country i"e" in countries where there is greater unemployment& there may be more pressure on the company, from go ernment to appoint more people" 'imilarly some company may force shortage of skilled labour and they may ha e to appoint people from other countries" 2! Technica$ changes in the societ%&(echnology changes at a ery fast speed and new people ha ing the re%uired knowledge are re%uired for the company" $n some cases, company may retain e)isting employees and teach them the new technology and in some cases, the company ha e to remo e e)isting people and appoint new" 3! 'rgani(ationa$ changes&*hanges take place within the organization from time to time i"e" the company di ersify into new products or close down business in some areas etc" in such cases the HRP process i"e" appointing or remo ing people will change according to situation" )arrier to HRP Planners face following significant barriers while formulating an HRP: +) HR practitioners are percei ed as e)perts in handling personnel matters, but are not e)perts in managing business" ,) People %uestion the importance or making HR practices future oriented and the role assigned to HR practitioners in formulation of organisational strategies" (here are people when needed offer handsome packages of benefits to them to %uit when you find them in surplus" -hen the task is so simple, where the need for is elaborate and time consuming planning for human resources" .) HR information often is incompatible with other information used in strategy formulation" 'trategic planning efforts ha e long been oriented towards financial forecasting, often to the e)clusion of other types of information" /inancial forecasting takes precedence o er HRP"

0) *onflict may e)ist between short term and long term HR needs" /or e)ample, there arises a conflict between the pressure to get the work done on time and long term needs, such as preparing people for assuming greater responsibilities" 1any managers are of the belief that HR needs can be met immediately because skills are a ailable on the market as long as wages and salaries are competiti e" (herefore, long time plays are not re%uired, short planning are only needed"

2) (here is conflict between %uantitati e and %ualitati e approaches to HRP" 'ome people iew HRP as a number game designed to track the flow of people across the department"

3) 4on5in ol ement of operating managers renders HRP ineffecti e" HRP is not strictly an HR department function" 'uccessful planning needs

Q 2 *escribe the reasons +h% em#$o%ees ,oin unions and ta-ing e.am#$es/ e$aborate u#on the tactics used b% unions

Ans 6nions and the act of unionization are not gone fore er" 7mployee are still !oining unions and with the uncertainty facing the labor market in the future there is a good chance that unionization may increase in the near future" (herefore, employers need to know why 7mployee want to !oin a union" 7mployers desire to a oid unionization as much as possible" 6nfortunately many employers don#t start worrying until it is already too late and the union organizers are embedded within their company" 8eing proacti e and knowing what your workers want will help you in the long run" +") 6nfair: 7mployee !oin unions because they feel that management is unfair" -hen managers engage in patronage, promote their friends, terminate the employment of people without cause and ha e poor management skills people are not going to trust them" (his low worker5to5management trust is a primary reason people choose to be unionized"

,") *ompensation: As wages are declining in many industries due to global competition and a slow down in manufacturing, workers desire to ha e higher wages" -ages can be considerably low in the hospitality en ironment which is ripe for unionization and is part of the reason why unionization has been growing in this industry" (he goal is to get wages affi)ed and raise them higher through !oining a union"

.") 8enefits: 6nions often ha e a strong benefits package which they are able to e)tract from the employer" -orkers ha e seen declining benefits le els, increased co5pays and a s%ueezing of drug prescription plans" /ew want to worry about whether their families will ha e medical co erage"

0") Retirement: (raditional retirement plans are gone and workers would like to ha e something to li e off of when they become too old to work" 7 en though nearly half of all workers don#t put any money way for their retirement they do want company matching" 9oining a union helps them to not only install a 0:+; program but also company matching"

2") -ork *onditions: $f the workplace is dirty, poorly lit, and simply a nasty place to people there is a good chance that workers will want to unionize" (hey do so because through the union#s health and safety committees they can lobby for more impro ements to the conditions of their work areas as well as the conditions associated with their employment"

3") 'afety: 4othing damages the credibility of a company more then ha ing either a ma!or in!ury or death at the workplace" $f the workers assume that this is the sole cause of the employer many workers will want to !oin a union" (hey will feel as though the company is trying to make as much money as possible& e en at the e)pense of the workers" Q 3 ".#$ain the conce#t of an orientation #rogram and e$aborate u#on the re0uisites for an effecti1e orientation #rogram!

Ans

<rientation Program or induction is the process of introducing new employees to an organization, to their specific !obs = departments, and insome instances, to their community" An orientation program principally con eys . types of information,namely: a)>eneral information about the daily work routine to be followed b)A re iew of the organization?s history, founders, ob!ecti es,operations = products or ser ices, as well as how the employee?s !obcontributes to the organization?s needs" c)A detailed presentation of the organization?s policies, work rules = employee benefits"

)e$o+ are the re0uisites for an orientation #rogram 8egin the process before the new person starts work" 'end an agenda to the new associate with the offer letter so the employee knows what to e)pect" 'tay in touch after he or she has accepted the position to answer %uestions" 1ake sure the new person#s work area is ready for the first day of work" 1ake sure key coworkers know the employee is starting and encourage them to come to say @hello@ before orientation begins" Assign a mentor, or buddy, to show the new person around, make introductions, and start training" Aet the mentor ha e sufficient notice so they can make preparations" (he mentoring relationship should continue for B: days and may continue much longer if the pair makes a @connection"@ 'tart with the basics" People become producti e sooner if they are firmly grounded in the basic knowledge they need to understand their !ob" /ocus on the why, when, where, and how of the position before e)pecting them to handle assignments or big pro!ects" Con#t o erwhelm them with too much information" Pro ide samples about how to complete forms and the person#s !ob description with the orientation packet" Ha e some fun" *oncentrate only on the ery important topics of the handbook" Play some games 5 this can help people learn" >ames include Photo 1atch 5 after the tour" 7ach employee is pro ided photos of other employees and a list of names" (he ob!ect is to match the name with the face"

'ignature Hunt 5 -hile employees are touring the facility, pro ide them with a piece of paper with the names of se eral associates they will be meeting" (hey are then asked to obtain the signatures of the people they meet" (he employee who obtains the most signatures, gets a prize"

<ther games that pertain to what the employee learned during orientation are also effecti e assurances that orientation is successful" Pro ide a list of /ADs with a contact person, and phone number or e)tension"

Plan to take the new employee to lunch, or ask others to !oin the new employee in the lunch room" (he first day on the !ob is not the day to lea e the new employee alone during lunch" (his is a good time for the super isor to take the employee to lunch, include other co5workers, and make sure the employee is at ease" ;eep the new person#s family in mind" A new !ob means ad!ustment for the entire family, especially if they ha e relocated" Co what you can to ease the transition and help them feel comfortable in the community" Ask for feedback" /ind out from former new hires how they percei ed the orientation process, and don#t be afraid to make changes based on those recommendations" Eou can send an e aluation two to four weeks after the employee has started, and ask: 4ow that you ha e been with the company awhile, did the orientation meet your needsF

Q 2 Ta-ing e.am#$es/ describe some of the im#ediments to effecti1e training Ans Aack of $n estment (raining is costly in terms of time, money, resources and manpower" Cue to the pressures of meeting deadlines, completing tasks and ma)imizing sales, managers often put training at

the bottom of their priority list" (hey may not see the immediate results of training on their return on in estment, although training is crucial to the long5term prosperity of any business" $n times of economic hardship, training is seen as an additional e)pense rather than as an in estment in a business# future"

Aack of Cirection (rainers cannot deli er effecti e training if they do not understand the needs of their trainees" (rainers and managers re%uire knowledge about the skills and weaknesses of staff" -ith the correct research, training can be customized to the needs of trainees" (his in ol es information from team members, perhaps in the form of %uestionnaires or sur eys" 1ore generally, managers who do not interact with their team members on a regular basis may find it difficult to e aluate the need for training"

Aack of Cata A lack of data also is a barrier to effecti e training" 'imilar to a lack of direction, it relates to an institutional perspecti e" A business cannot learn from its training successes without ade%uate data about pre ious training sessions in the form of employee feedback, reports on progress and impact on organizational growth figures" /ormal e aluation of training after the training takes place is crucial for obtaining and maintaining this data" Access to such data can sa e time and money when a business plans new training acti ities"

Poor *ommunication Aack of team spirit and poor communication can undermine learning and de elopment because most forms of learning occur through communication between managers and employees" (raining is ineffecti e if staff is not moti ated about participating openly in group acti ities" $t is the manager#s responsibility to encourage employees to de elop so that they feel they will benefit from training" Regular interaction is important to ensure managers are aware of e)actly what kinds of training different employees re%uire" <pen communication is ital for encouraging employees"

Q 3 Ta-ing e.am#$es/ e$aborate u#on the 1arious methods of #erformance a##raisa$! Ans Ans! Performance a##raisa$ methods 1. Critical incident method (his format of performance appraisal is a method which is in ol ed identifying and describing specific incidents where employees did something really well or that needs impro ing during their performance period"

2. Weighted checklist method $n this style, performance appraisal is made under a method where the !obs being e aluated based on descripti e statements about effecti e and ineffecti e beha ior on !obs" 3. Paired comparison analysis (his form of performance appraisal is a good way to make full use of the methods of options" (here will be a list of rele ant options" 7ach option is in comparison with the others in the list" (he results will be calculated and then such option with highest score will be mostly chosen" 4. Graphic rating scales (his format is considered the oldest and most popular method to assess the employee?s performance" $n this style of performance appraisal, the management !ust simply does checks on the performance le els of their staff" 5. Essay Evaluation method $n this style of performance appraisal, managersG super isors are re%uired to figure out the strong and weak points of staff?s beha iors" 7ssay e aluation method is a non5%uantitati e techni%ue" $t is often mi)ed with the method the graphic rating scale" . !ehaviorally anchored rating scales (his formatted performance appraisal is based on making rates on beha iors or sets of indicators to determine the effecti eness or ineffecti eness of working performance" (he form is a mi) of the rating scale and critical incident techni%ues to assess performance of the staff" ". Per#ormance ranking method (he performance appraisal of ranking is used to assess the working performance of employees from the highest to lowest le els"1anagers will make comparisons of an employee with the others, instead of making comparison of each employee with some certain standards" $. %anagement !y &'(ectives )%!&* method 18< is a method of performance appraisal in which managers or employers set a list of ob!ecti es and make assessments on their performance on a regular basis, and finally make rewards based on the results achie ed" (his method mostly cares about the results achie ed (goals) but not to the way how employees can fulfill them" +. 3 , degree per#ormance appraisal (he style of .3: degree performance appraisal is a method that employees will gi e confidential and anonymous assessments on their colleagues" (his post also information that can be used as references for such methods of performance assessments of H,:, 20:, +I:J 1,.-orced ranking )#orced distri'ution* $n this style of performance appraisal, employees are ranked in terms of forced allocations" /or instance, it is ital that the proportions be shared in the way that +: or ,: K will be the highest le els of performances, while H: or I:K will be in the middle le el and the rest will be in the lowest one" 11. !ehavioral &'servation .cales (he method based on the scales of obser ation on beha iors is the one in which important tasks that workers ha e performed during their working time will be assessed on a regular basis" Part ) Q 1 ".#$ain HRM mode$s +ith #articu$ar em#hasis on the 4uest Mode$ Ans Mode$ of HRM

The 4uest Mode$ Eet another human resource management model was de eloped by Ca id >uest in +BBH and claims to be much superior to other models" (he details will !ustify the claim" (his model claims that the HR manager has specific strategies to begin with, which demand certain practices and when e)ecuted, will result in outcomes" (hese outcomes include beha ioral, performance related and financial rewards" (he model emphasizes the logical se%uence of si) components: HR strategy, HR practices, HR outcomes, beha ioral outcomes, performance results and financial conse%uences" Aooking in ersely, financial results depend on employee performance, which in turn is the result of action oriented employee beha iors" 8eha ioral outcomes are the result of employee commitment, %uality and fle)ibility, which, in turn are impacted by HR practices" HR practices need to be in tune with HR strategies which are in ariably aligned with organizational strategies" (he claim of the >uest model that it is superior to others is partly !ustified in the sense that it clearly maps out the field of HR1 and delineates the inputs and outcomes" 8ut the dynamics of people management are so comple) that no model (including the >uest model) can capture them comprehensi ely"

(he Har ard 1odel (he Har ard model claims to be comprehensi e in as much as it seeks to comprise si) critical components of HR1" (he dimensions included in the model are: stakeholders, interests, situational factors, HR1 policy choices, HR outcomes, long5term conse%uences and a feedback loop through" (he outputs flow directly into the organization and the stakeholders

(he -arwick 1odel (his model was de eloped by two researchers, Hendry and Pettigrew of 6ni ersity of -arwick (hence the name -arwick model)" Aike other human resource management models, the -arwick proposition centers around fi e elements <uter conte)t (macro en ironmental forces) $nner conte)t (firm specific or micro en ironmental forces) 8usiness strategy content HR1 conte)t HR1 content

Q 2 Ta-ing e.am#$es/ e$aborate u#on the 1arious rating errors! Ans Rating "rrors Ha$o "ffect

Halo effect occurs when a rater attaches too much significance to a single factor of performance and gi es similar ratings on other performance elements" (hus o erall e aluation is significantly influenced by a single factor" 'uch a perception undermines the importance of other elements and leads to an unbalanced performance assessment of the indi idual"

/or e)ample a manager rates a worker ery high on %uality because of her immaculate attention to details and lack of defects in her work" (hen assuming the indi idual to be an o erall high performer based on the %uality of her work output, the manager rates her ery high on efficiency, responsibility, punctuality, etc" without taking an ob!ecti e look at her performance in these areas"

5trictness/ 6enienc% and 7entra$ Tendenc% )ias People differ in their tendency to e aluate people or performance" 'ome super isors are ery strict or conser ati e in their ratings and generally gi e low scores in their e aluations" (his tendency may make high performers attain somewhat a erage ranking and a erage performers appear as poor performers" Raters with such tendency are known to ha e a strictness bias"

<n the other hand, some super isors demonstrate a leniency bias and rate their subordinates ery liberally which may make e en a erage performers seem like star performers, attaining ery high performance scores"

And yet, others @play safe@ by rating around the golden mean 5 the a erage" (his may be done to a oid the necessity to !ustify scoring across the two e)tremes as some systems e)pect managers to specify additional comments as they gi e too high or too low ratings to employees" (his rating error is known as the central tendency bias"

Recenc% )ias Performance appraisal in ol es assessment of employee performance for a specific period 5 %uarterly, annually etc" People may not perform uniformly throughout that period" -e all face highs and lows and demonstrate ariance in performance due to numerous factors" $t is therefore ery important to re iew performance demonstrated throughout the period under consideration"

<ften howe er, recent e ents tend to o ershadow the o erall performance" People do ha e @short memories@" (hus a person who has worked ery hard and e)celled throughout the year, but for some inad ertent reasons had faced performance issues in the last weeks or month may at times get a poor appraisal from the super isor, showing a recency bias"

7ontrast "ffect

-hen super isors rate employees one after another, rating of an e)ceptional performer or a ery poor performer could affect the subse%uent ratings of other indi idual(s)" (his phenomenon is known as the contrast effect" /or e)ample, let#s suppose that a super isor has !ust rated an outstanding performer and is now e aluating an indi idual who is also a good performer but there seems to be a contrasting difference between the abilities and output of the two indi iduals" (his significant difference in performance or employee competencies could lead the super isor to rating the second indi idual as an a erage performer"

Persona$ )ias Personal beliefs, attitudes, assumptions, e)periences, preferences and lack of understanding about a person, class or a phenomenon can lead to an unfair e aluation which is off from reality" -e all suffer from these shortcomings, consciously or unconsciously, while making e eryday !udgments about people, things, e ents etc"

$t is especially important to be aware and sensiti e to possible biases, pre!udices and stereotypes while making !udgments about employee performance" -hile many of the pre!udices operate co ertly and unconsciously, others strike us through conscious thoughts and feelings" 6nderstanding common biases and being on guard while appraising can significantly raise the ob!ecti ity of the e aluation process"

7)amples of personal bias include a bias against a race, ethnicity, religion, age, se), or assuming that certain type or class of people are not suitable to perform a specific !ob or function etc" $f you belie e for instance, that women are emotional and men are rational, then chances are that you would not employ a female worker for a role that in ol es making ob!ecti e decisions" 'imilarly, an assumption that young workers are faster and more efficient than old workers would make it more probable to gi e a higher efficiency rating to a younger worker than an old worker"

Q 3 What is ,ob design? Ta-ing e.am#$es/ describe some of the a##roaches to ,ob design! Ans 9ob Cesign is the process of putting together arious elements to form a !ob, bearing in mind organizational and indi idual worker re%uirements, as well as considerations of health,

safety, and ergonomics" 9ob Cesign typically refers to the way that a set of tasks, or an entire position, is organized"

A##roaches to ,ob *esign (here are three important approaches to !ob design, iz", 7ngineering approach, Human approach and (he 9ob characteristic approach"

"ngineering A##roach

(he most important single element in the 7ngineering approaches, proposed by /- (aylor and others, was the task idea, L(he work of e ery workman is fully planned out by the management at least one day in ad ance and each man recei es in most cases complete written instructions, describing in detail the task which he is to accomplish " " " (his task specifies not only what is to be done but how it is to be done and the e)act time allowed for doing it"M (he principles offered by scientific management to !ob design can be summarised thus: -ork should be scientifically studied" (aylor ad ocated fragmentation and routinisation of work to reap the ad antages of specialisation" -ork should be arranged so that workers can be efficient" 7mployees selected for work should be matched to the demands of the !ob" 7mployees should be trained to perform the !ob" 1onetary compensation should be used to reward successful performance of the !ob"

Human Re$ations A##roach (he human relations approach recognised the need to design !obs in an interesting manner" $n the past two decades much work has been directed to changing !obs so that !ob

incumbents can satisfy their needs for growth, recognition and responsibility" Herzberg#s research popularised the notion of enhancing need satisfaction through what is called !ob enrichment" <ne widely publicised approach to !ob enrichment uses what is called !ob characteristics model and this has been e)plained separately in the ensuing section" According to Herzberg there are two types of factors, iz" (i) moti ators like achie ements, recognition, work itself, responsibility, ad ancement and growth and (ii) hygiene factors (which merely maintain the employee on the !ob and in the organization) like working conditions, organisational policies, inter5personnel relations, pay and !ob security" According to Herzberg, the employee is dissatisfied with the !ob if maintenance factors to the re%uired degree are not introduced into the !ob" 8ut, the employee may not be satisfied e en if the re%uired maintenance factors are pro ided" Herzberg feels that the employee will be satisfied with his !ob and he will be more producti e if moti ators are introduced into the !ob content" As such, he asserts that the !ob designer has to introduce hygienic factors ade%uately to reduce dissatisfaction and build moti ating factors" (hus, Herzberg has put emphasis on the psychological needs of the employees in designing !obs" The 8ob 7haracteristics A##roach (he 9ob *haracteristics (heory of Hackman and <ldham states that employees will work hard when they are rewarded for the work they do and when the work gi es them satisfaction" Hence, they suggest that moti ation, satisfaction and performance should be integrated in the !ob design" According to this approach, any !ob can be described in terms of fi e core !ob dimensions which are defined as follows: (a) 'kill ariety: (he degree to which the !ob re%uires that workers use a ariety of different acti ities, talents and skills in order to successfully complete the !ob re%uirements" (b) (ask identity: (he degree to which the !ob allows workers to complete whole tasks from start to finish, rather than dis!ointed portions of the !ob" (c) (ask significance: (he degree to which the !ob significantly impacts the li es of others both within and outside the workplace" (d) Autonomy: (he degree to which the !ob allows workers freedom in planning and scheduling and the methods used to complete the !ob" (e) /eedback: (he degree to which the !ob itself pro ides workers with clear, direct and understandable knowledge of their performance" All of the !ob dimensions impact workers psychologically" (he first three dimensions affect whether or not workers iew their !ob as meaningful" Autonomy determines the e)tent of responsibility workers feel" /eedback allows for feelings of satisfaction for a !ob well done by pro iding knowledge of results"

Q 2 With e.am#$es/ e.#$ain the a##roaches to $abour +e$fare Ans +" Ade%uacy of -ages: Aabour welfare measures cannot be a substitute for wages" -orkers ha e a right to ade%uate wages" 8ut high wage rates alone cannot create healthy atmosphere, nor bring about a sense of commitment on the part of workers" A combination

of social welfare, emotional welfare and economic welfare together would achie e good results" ," 'ocial Aiability of $ndustry: $ndustry, according to this principle, has an obligation or duty towards its employees to look after their welfare" (he constitution of $ndia also emphasizes this aspect of labour welfare" ." $mpact on 7fficiency: (his plays an important role in welfare ser ices, and is based on the relationship between welfare and efficiency, though it is difficult to measure this relationship" Programmes for housing, education and training, the pro ision of balanced diet and family planning measures are some of the important programmes of labour welfare which increases the efficiency of the workers, especially in underde eloped or de eloping countries" 0" $ncrease in Personality: (he de elopment of the human personality is gi en here as the goal of industrial welfare which, according to this principle, should counteract the baneful effects of the industrial system" (herefore, it is necessary to implement labour welfare ser ices" 8oth inside and outside the factory, that is, pro ide intra5mural and e)tra5mural labour welfare ser ices" 2" (otality of -elfare: (his emphasizes that the concept of labour welfare must spread throughout the hierarchy of an organization" 7mployees at all le els must accept this total concept of labour welfare programme will ne er really get off the ground" 3" *o5ordination or $ntegration: (his plays an important role in the success of welfare ser ices" /rom this angle, a co5ordinated approach will promote a healthy de elopment of the worker in his work, home and community" (his is essential for the sake of harmony and continuity in labour welfare ser ices" H" Cemocratic Nalues: (he co5operation of the worker is the basis of this principle" *onsultation with, and the agreement of workers in, the formulation and implementation of labour welfare ser ices are ery necessary for their success" (his principle is based on the assumption that the worker is @a mature and rational indi idual"@ $ndustrial democracy is the dri ing force here" -orkers also de elop a sense of pride when they are made to feel that labour welfare programmes are created by them and for them

Q 3 )rief$% describe the causes of "m#$o%ee 5e#arations and e$aborate u#on the 1arious t%#es of in1o$untar% se#arations? Ans:

"m#$o%ee se#aration& L7mployee separationM is when an employee lea es the organization" (he separation occurs when the employment relationship is ended" 'taffing is an ongoing process $t ne er stops e en employees are hired" (he employer can initiate separation decisions as discharges and layoffs, but the employees as %uits or retirements can also initiate separation" Cetermining the %uality of the retained work force, it needs to be a oided to iew employee separations as a problem 7auses +" )etter '##ortunit% O < er B:K people working at lower and middle le el lea e their !obs for higher salaries or for higher positions in the hierarchy in other organization" 4o one has e er resigned from their e)isting !obs without ha ing an alternate offer in hand" $t is only then when you ha e a substitute !ob in hand that you begin to realize that your boss in the current organization is biased and a bully <R that the HR Cepartment of the organization and company policies sucks <R the 1anagement is lethargic and your future in the organization is dark" 7ha$$enging Ro$e O About 3:K people at senior le el lea e their current !ob for challenging roles" (hese are the type of roles that in ol es bigger span of control, bigger geographical area to manage (e"g" *ountry Head or Head of Asia5Pacific Region), entering into new marketing (e"g" >reenfield <perations), new product line, or to create something new and different (e"g" creating a new company)" ami$% 7ommitments O 'ome people resign from their current !ob to take a career break to fulfill their family commitments (e"g" to start a family or to raise their family) or to be with their family (e"g" relocating to a different location)" < er H2K female employees and less than ,:K male employees lea e their e)isting !obs for family commitments"

,"

."

0"

Higher "ducation O (here are also those employees who resign to take career break from their current !obs to continue with their higher or ad anced studies or to get in ol ed in a research work" (hese are the employees who couldn?t complete their education because of their family commitments and now lack of education is posing hurdle in their career ad ancement" 5e.ua$ Harassment or Wor-#$ace )u$$%ingO Although, we do not accept it in open or on public forums but se)ual harassment at workplace and workplace bullying are common trends in the corporate world of today" *ourageous people fight it out or seek help from appropriate authorities and law to fight it out, while others either accept it as part of their !ob or resign from the !ob, either to take break or to find another !ob" Percentage of people who resigns due to these reasons has been increasing at alarming rate"

2"

9arious t%#es of in1o$untar% se#arations A work separation is in oluntary if initiated by the employer" An employer initiates a work separation by taking some kind of action that makes it clear to the employee that continued employment will not be an option past a certain date" $n such a situation, the employer has more control than the employee o er the fact and the timing of lea ing the work" (here are many ways in which a work separation can be in oluntary: +" Aayoff, reduction in force, or downsizing 5 work separation due to economic inability to keep the employee on the payroll" ," (emporary !ob comes to an end 5 work separation due to work no longer being a ailable because the !ob is simply finished" (his includes successful completion of PR4 or on5call, as5needed assignments, if no further work is a ailable the ne)t workday" ." Cischarge or termination for misconduct or @cause@ 5 work separation that the employer iews as somehow being the claimant#s fault" 0" Resignation in lieu of discharge 5 same as discharge, but the employer gi es the employee the option of resigning as a face5sa ing option" 2" /orced retirement 5 may be akin to an economic layoff or a discharge for cause, but in this situation, the employee is allowed to %ualify under a retirement plan" 3" @1utual agreement@ 5 in most cases, this form of work separation is iewed as in oluntary, since it is usually initiated or encouraged by the employer" H" 6npaid suspension of four days or longer 5 see @6npaid 'uspensions@ in the article @6nemployment $nsurance Aaw 5 Dualification $ssues@ for details"

Part 7 Q 1 *escribe the #ur#ose and methods of ,ob e1a$uation?

Ans: Pur#ose (he techni%ue of ranking !obs through !ob e aluation is used to determine the appropriate compensation to offer"

$t tries to assess !obs, not people" (he standards of !ob e aluation are relati e, not absolute" (he basic information on which !ob e aluations are made is obtained from !ob analysis" 9ob e aluations are carried out by groups, not by indi iduals" 'ome degree of sub!ecti ity is always present in !ob e aluation" 9ob e aluation does not fi) pay scales, but merely pro ides a basis for e aluating a rational wage structure"

Methods of ,ob e1a$uation

(here are three basic methods of !ob e aluation: (+) ranking, (,) classification, (.) factor comparison"

+" Ranking method Perhaps the simplest method of !ob e aluation is the ranking method" According to this method, !obs are arranged from highest to lowest, in order of their alue or merit to the organization" 9obs can also be arranged according to the relati e difficulty in performing them" (he !obs are e)amined as a whole rather than on the basis of important factors in the !ob& the !ob at the top of the list has the highest alue and ob iously the !ob at the bottom of the list will ha e the lowest alue" 9obs are usually ranked in each department and then the department rankings are combined to de elop an organizational ranking" (he ariation in payment of salaries depends on the ariation of the nature of the !ob performed by the employees" (he ranking method is simple to understand and practice and it is best suited for a small organisation" $ts simplicity howe er works to its disad antage in big organisations because rankings are difficult to de elop in a large, comple) organisation" 1oreo er, this kind of ranking is highly sub!ecti e in nature and may offend many employees" (herefore, a more scientific and fruitful way of !ob e aluation is called for"

," *lassification method According to this method, a predetermined number of !ob groups or !ob classes are established and !obs are assigned to these classifications" (his method places groups of !obs into !ob classes or !ob grades" 'eparate classes may include office, clerical, managerial, personnel, etc" /ollowing is a brief description of such a classification in an office" *lass $ 5 7)ecuti es: /urther classification under this category may be <ffice 1anager, Ceputy office manager, <ffice superintendent, Cepartmental super isor, etc" *lass $$ 5 'killed workers: 6nder this category may come the Purchasing assistant, *ashier, Receipts clerk, etc" *lass $$$ 5 'emiskilled workers: 6nder this category may come 'tenotypists, 1achine5 operators, 'witchboard operator etc" *lass $N 5 'emiskilled workers: (his category comprises CaftarisPclarification neededQ, /ile clerks, <ffice boys, etc" (he !ob classification method is less sub!ecti e when compared to the earlier ranking method" (he system is ery easy to understand and acceptable to almost all employees without hesitation" <ne strong point in fa our of the method is that it takes into account all the factors that a !ob comprises" (his system can be effecti ely used for a ariety of !obs" (he weaknesses of the !ob classification method are:

7 en when the re%uirements of different !obs differ, they may be combined into a single category, depending on the status a !ob carries" $t is difficult to write all5inclusi e descriptions of a grade" (he method o ersimplifies sharp differences between different !obs and different grades" -hen indi idual !ob descriptions and grade descriptions do not match well, the e aluators ha e the tendency to classify the !ob using their sub!ecti e !udgements" ." /actor comparison method A more systematic and scientific method of !ob e aluation is the factor comparison method" (hough it is the most comple) method of all, it is consistent and appreciable" 6nder this method, instead of ranking complete !obs, each !ob is ranked according to a series of factors" (hese factors include mental effort, physical effort, skill needed, responsibility, super isory responsibility, working conditions and other such factors (for instance, know5 how, problem sol ing abilities, accountability, etc")" Pay will be assigned in this method by comparing the weights of the factors re%uired for each !ob, i"e", the present wages paid for key !obs may be di ided among the factors weighted by importance (the most important factor, for instance, mental effort, recei es the highest weight)" $n other words, wages are assigned to the !ob in comparison to its ranking on each !ob factor"

Q 2 )rief$% describe the com#onents of ".ecuti1e Remuneration and e.#$ain the 1arious t%#es of "5'P 1arieties a1ai$ab$e?

Ans (here are si) basic components of e)ecuti e compensation or remuneration"

salary short term incenti es ('($s), sometimes known as bonuses long5term incenti e plans (A($P) employee benefits paid e)penses (per%uisites) insurance

$n a modern corporation, the top e)ecuti es are often paid salary plus short5term incenti es or bonuses" (his combination is referred to as (otal *ash *ompensation ((**)" 'hort5term incenti es usually are formula5dri en and ha e some performance criteria attached depending on the role of the e)ecuti e" /or e)ample, the 'ales Cirector#s performance related bonus may be based on incremental re enue growth turno er& a *7<#s could be based on incremental profitability and re enue growth" 8onuses are after5the5fact (not formula dri en) and often discretionary" 7)ecuti es may also be compensated with a mi)ture of cash and shares of the company which are almost always sub!ect to esting restrictions (a long5term incenti e)" (o be considered a long5term incenti e the measurement period must be in e)cess of one year (.O2 years is common)" (he esting term refers to the period of time before the recipient has the right to transfer shares and realize alue" Nesting can be based on time, performance or both" /or e)ample a *7< might get + million in cash, and + million in company shares (and share buy options used)" Nesting can occur in two ways: @cliff esting@ ( esting occurring on one date), and @graded esting@ (which occurs o er a period of time) and which maybe @uniform@ (e"g", ,:K of the options est each year for 2 years) or @non5uniform@ (e"g", ,:K, .:K and 2:K of the options est each year for the ne)t three years)" <ther components of an e)ecuti e compensation package may include such perks as generous retirement plans, health insurance, a chauffeured limousine, an e)ecuti e !etP, interest free loans for the purchase of housing, etc"

T%#es of em#$o%ee stoc- o+nershi# #$an :"5'P; An em#$o%ee stoc- o+nershi# #$an :"5'P; is an employee5owner scheme that pro ides a company#s workforce with an ownership interest in the company" $n an 7'<P, companies pro ide their employees with stock ownership, often at no cost to the employees" 'hares are gi en to employees and may be held in an 7'<P trust until the employee retires or lea es the company" (he shares are then sold" (ypes of employee ownership include: *irect #urchase #$ans Cirect purchase plans simply allow employees to buy shares in the company with their own, usually after5ta), money" $n the 6"'" and se eral foreign countries, there are special ta)5 %ualified plans, howe er, that allow employees to buy stock either at a discount or with matching shares from the company" /or instance, in the 6"'", employees can put aside after5ta) pay o er some period of time (typically 3O+, months) then use the accumulated funds to buy shares at up to a +2K discount at either the price at the time of purchase or the

time when they started putting aside the money, whiche er is lower" $n the 6";" employee purchases can be matched directly by the company" 5toc- o#tions 'tock options gi e employees the right to buy a number of shares at a price fi)ed at grant for a defined number of years into the future" <ptions, and all the plans listed below, can be gi en to any employee under whate er rules the company creates, with limited e)ceptions in arious countries" Restricted stocRestricted stock and its close relati e restricted stock units gi e employees the right to ac%uire or recei e shares, by gift or purchase, once certain restrictions, such as working a certain number of years or meeting a performance target, are met" Phantom stocPhantom stock pays a future cash bonus e%ual to the alue of a certain number of shares" 5toc- a##reciation rights 'tock appreciation rights pro ide the right to the increase in the alue of a designated number of shares, usually paid in cash but occasionally settled in shares (this is called a LstockOsettledM 'AR)" 7oo#erati1e -orker cooperati es are ery different from the abo e mechanisms" (hey re%uire members to !oin" 7ach worker5member buys a membership interest at a fi)ed price, or buys a share" <nly workers can be members, but cooperati es can hire non5worker5owners" 7ach member gets one ote"

Q3 "$aborate u#on the 1arious t%#es of non-monetar% re+ards and e.#$ain the benefits a com#an% ma% deri1e from #ro1iding em#$o%ee benefits and ser1ices (here are a host of benefits that companies can offer to attract and retain top talent" Here is a list of a few for you to consider"
/le)5time schedules <n5site childcare /ree or discounted parking /ree or discounted food and drinks >ym membership discounts $n5office massage or yoga *asual /ridays 1entoring programs for career ad ancement /ree or discounted educational and training opportunities -ork opportunities in multiple locations *ross5training in other areas of the business Annual or %uarterly company parties

The )enefits of a <on-Monetar% 7om#ensation P$an for "m#$o%ers As an employer, there are many different reasons to look at increasing the alue of the non5 monetary elements of your total compensation package" /irst, more employees are asking companies to pro ide good benefits" 'econd, the go ernment offers companies many ta) incenti es for certain types of benefits offered to employees" /or e)ample, when employers offer ta)5deferred benefits, such as retirement accounts or 'ection +,2 fle)ible benefit plans, the employees and the employers sa e ta)es on the amount that the employee defers" <ften times the ta) sa ings to the organization can offset or greatly reduce the cost of administering the plan" /inally, offering benefits can help to increase retention among your employees" -hen you gi e employees more cash per paycheck the reward is immediate but short5li ed" -hen you gi e employees a match in their retirement plan with a esting schedule which only gi es employees the full alue of that contribution after a few years, you increase the likelihood that employees will stay with you" (his in estment can mean sa ings for you, as an employer, because of lower employee turno er and a more e)perienced, committed workforce" 4on51onetary *ompensation Attracts (op (alent (aking this one step further, many top performers are looking for an organization that goes e en further than !ust cash compensation and basic benefits" (hey?re looking for fle)ible work schedule, employee training or education benefits, and well5trained managers to work for" (hese elements are often e en more important than the traditional Lwhat do $ get when $ work for youM benefits" (he alue of a well5trained manager who has an e)cellent reputation

for helping indi iduals reach their full potential and increase their likelihood for promotion can be in aluable to employees" <ften employees will stay with an organization or take less money to work for the right people at the right place" $f you?re looking to stay at the top of your industry by nabbing top talent, it?s important to think about non5monetary compensation in the conte)t of what you offer to your employees in all areas of their career and %uality of life" $n these tough economic times 5 where it?s hard to gi e more money or richer benefits O you can win the war for talent by playing up the strengths that you ha e as an organization or figuring out what you can offer that will be uni%ue and alued in the market" Q 2 )rief$% describe the causes of "m#$o%ee 5e#arations and e$aborate u#on the 1arious t%#es of in1o$untar% se#arations? Ans: "m#$o%ee se#aration& L7mployee separationM is when an employee lea es the organization" (he separation occurs when the employment relationship is ended" 'taffing is an ongoing process $t ne er stops e en employees are hired" (he employer can initiate separation decisions as discharges and layoffs, but the employees as %uits or retirements can also initiate separation" Cetermining the %uality of the retained work force, it needs to be a oided to iew employee separations as a problem 7auses +" )etter '##ortunit% O < er B:K people working at lower and middle le el lea e their !obs for higher salaries or for higher positions in the hierarchy in other organization" 4o one has e er resigned from their e)isting !obs without ha ing an alternate offer in hand" $t is only then when you ha e a substitute !ob in hand that you begin to realize that your boss in the current organization is biased and a bully <R that the HR Cepartment of the organization and company policies sucks <R the 1anagement is lethargic and your future in the organization is dark" 7ha$$enging Ro$e O About 3:K people at senior le el lea e their current !ob for challenging roles" (hese are the type of roles that in ol es bigger span of control, bigger geographical area to manage (e"g" *ountry Head or Head of Asia5Pacific Region), entering into new marketing (e"g" >reenfield <perations), new product line, or to create something new and different (e"g" creating a new company)" ami$% 7ommitments O 'ome people resign from their current !ob to take a career break to fulfill their family commitments (e"g" to start a family or to raise their family) or to be with their family (e"g" relocating to a different location)" < er H2K female employees and less than ,:K male employees lea e their e)isting !obs for family commitments"

,"

."

0"

Higher "ducation O (here are also those employees who resign to take career break from their current !obs to continue with their higher or ad anced studies or to get in ol ed in a research work" (hese are the employees who couldn?t complete their education because of their family commitments and now lack of education is posing hurdle in their career ad ancement"

2"

5e.ua$ Harassment or Wor-#$ace )u$$%ingO Although, we do not accept it in open or on public forums but se)ual harassment at workplace and workplace bullying are common trends in the corporate world of today" *ourageous people fight it out or seek help from appropriate authorities and law to fight it out, while others either accept it as part of their !ob or resign from the !ob, either to take break or to find another !ob" Percentage of people who resigns due to these reasons has been increasing at alarming rate"

9arious t%#es of in1o$untar% se#arations A work separation is in oluntary if initiated by the employer" An employer initiates a work separation by taking some kind of action that makes it clear to the employee that continued employment will not be an option past a certain date" $n such a situation, the employer has more control than the employee o er the fact and the timing of lea ing the work" (here are many ways in which a work separation can be in oluntary: I" Aayoff, reduction in force, or downsizing 5 work separation due to economic inability to keep the employee on the payroll" B" (emporary !ob comes to an end 5 work separation due to work no longer being a ailable because the !ob is simply finished" (his includes successful completion of PR4 or on5call, as5needed assignments, if no further work is a ailable the ne)t workday" +:" Cischarge or termination for misconduct or @cause@ 5 work separation that the employer iews as somehow being the claimant#s fault" ++" Resignation in lieu of discharge 5 same as discharge, but the employer gi es the employee the option of resigning as a face5sa ing option" +," /orced retirement 5 may be akin to an economic layoff or a discharge for cause, but in this situation, the employee is allowed to %ualify under a retirement plan" +." @1utual agreement@ 5 in most cases, this form of work separation is iewed as in oluntary, since it is usually initiated or encouraged by the employer" +0" 6npaid suspension of four days or longer 5 see @6npaid 'uspensions@ in the article @6nemployment $nsurance Aaw 5 Dualification $ssues@ for details"

Q 3 With e.am#$es/ describe some fringe benefits and non=monetar% a+ards! Ans A fringe benefit is a benefit pro ided to an employee (or an associate of an employee, such as a spouse) by the employee#s employer, an associate of the employer (eg a related company) or by a third party under an arrangement with the employer" (he four main groups of fringe benefits are: motor ehicles low5interest loans other than low5interest loans pro ided by life insurance companies free, subsidised or discounted goods and ser ices, including subsidised transport for employers in the public transport business employer contributions to sick, accident or death benefit funds, superannuation schemes and specified insurance policies" >ifts, prizes and other goods are fringe benefits" $f you pay for your employees# entertainment or pri ate telecommunications use, these benefits may also be liable for fringe benefit ta)"

4on 1onitory Rewards R+: 7ducation Nery few companies in est in their employees" Part of the problem is that employee benefits tend to be a ailable to all employees, regardless of the department" 'o it is considered better not to offer education benefits to de elopers than to ha e to offer them to all workers across the board" 6nfortunately, de elopers don#t %uite see it that way" $t is a poorly hidden fact in the industry that de elopers are e)pected to learn new skills at their own e)pense and on their own time, not while on the clock" R,: -orkGlife balance 1any de elopers work a lot more than 0: hours a week" $ndeed, a lot of them do it without being asked" (he flip side is that they sometimes need some fle)ibility on their employer#s part, too" Aet#s get real: $f someone works 0I hours a week for si) months, and then 3: hours a week for the last si) weeks of the pro!ect, do you really need to deduct it from his acation time if he wants to take a half day to see his kid#s baseball gameF -ould it kill the department or hurt the pro!ect if he took a few days off for no good reason at allF R.: Rela)ed en ironment

How often does your team see customers face to faceF Probably not too often" 'o why are you enforcing the dress codeF Ce elopers tend to be less happy adhering to certain rules of professionalism, such as hair and beard length, dress codes, office decoration standards, and so on, than other employees in the firm" >i ing them a bit of leeway (within reason, of course) will cost you nothing and help keep them content" (his also applies to things like personal calls, the timing of breaks, and so on" $ ha e yet to meet a de eloper who likes to work in a factory en ironment, with scheduled breaks, no calls allowed, etc" R0: Professional de elopment Professional de elopment is more than education" $t can range from allowing de elopers to spend a few hours a week on a personal pro!ect with new technologies to letting them try their hand at a different !ob" -ould you rather see your career5minded employees trying on a new !ob title or learning new skills while on your payroll or on someone else#sF (he $( industry is fairly fluid, and many de elopers want a true career path, not !ust the road from de eloper to senior de eloper" >i e them that path and you can recruit and keep them" R2: /ree food $ know that this sounds ery @+BB:s dot5com bubble"@ 8ut some good ideas came out during that era, and one of them was free food" 1any de elopers work through lunch" $t is a well established fact that e en a momentary distraction se erely hurts producti ity" $ am not suggesting that you chain your coders to their desks and stuff their faces with gruel" 8ut making a healthy, free meal a ailable to those folks @heads down and in the zone@ will keep their efficiency and morale up" And let#s be honest, for what it costs to keep a good de eloper on staff, how much can it really hurt your budget to throw a pizza or hoagie in there once in a whileF R3: A career path 'ome de elopers ha e no desire to e er go past senior de eloper" <thers look toward architect or pro!ect manager, or some other !ob title, as their career goal" Regardless, an employer that helps its de elopers meet their career goals, and makes it clear that progress is being made, is much more likely to retain its employees" A lot of companies talk a great game in the inter iew about how they @help their team achie e their dreams"@ 8ut looking at how some companies treat their people, it#s easy to see why folks get cynical about that promise" -hen putting your people on the career track of their choice is something you acti ely work to do, your people see it and are much less likely to lea e" After all, why lea e for a promise, when the current reality looks pretty rosyF RH: (op5of5the5line tools 1aybe it is a bit of a clichS, but de elopers and other techies really do like ha ing toys to play with" 'pending the e)tra few hundred dollars to buy a high %uality workstation as opposed to an economy model business desktop will make your coders feel alued and special" >i e them the new gadgets they cra e" *andidates who see that you gi e your teams serious tools will take you seriously" 7 en better, this is an e)pense you can !ustify& compiling code, performance profiling, and so on, all chew up huge amounts of *P6 power and RA1" 8uying that fast computer sa es your people time, which in turn results in higher producti ity" RI: Physical work en ironment

4o one likes to work in a place that looks like a dump and has all the charm of a dungeon" (he candidates you inter iew ha e probably been in a few offices (or currently work in one) that look really nice: Aeron chairs, polished conference tables, frosted glass, and brushed nickel" $f your office features industrial remainders carpeting, mismatched chairs left o er from the +BH:s, and a cubical farm of 3# ) 3# workspaces, they#re not likely to be impressed" And it#s not !ust about looks" 1any upgrades truly impro e ergonomics and producti ity through encouraging better posture, reducing eye strain, and so on" 7ase 5tud% 1
Q1! Identif% and e.#$ain some of the HR issues #resented in the abo1e case? Ans:8ased on the study following are the HR issues presented in the case 1! 7$er- 6ea1ing after training due to 6o+ 5a$ar% Cue to low salary after training being offered by 8harat /ertilizer, clerks are lea ing the !ob after completion of the training" 'ince other company are offering a higher package to the clerks so they are lea ing the organization" Cue to this almost 2:K of the clerical training staff had left after training 2! "m#$o%ee dis satisfaction as <o hi-e ti$$ 1st %ear com#$etion *lerks and 'uper isor are not gi en any hike till completion of the first year" (his has results in dis satisfaction at the employee end" 1s 'wamy has proposed the management to gi e two special increment on completion of si) months but that was re!ected by management" (his has prompted employees to lea e the !ob early" 3! *emoti1ation due to <o #romotion or designation change 'uper isor are not getting promotion e en after working for H years" (his has results in demoti ation and as a result employees are also resigning for better opportunity Q2! What +ou$d %ou do if %ou are 5hi1 6amba/ the boss of the M!I!5! de#artment? Ans: $ would take the following measure if $ was 'hi Aamba

1! "sca$ate issue to To# Management $ would escalate the concerns of employee to top management and follow up for %uick resolution" $ would also try to con ince the HR department and also e)plain them the intensity of the situation" $ would also e)plain show the work would be affected if the employees keep on resigning

2! Pro#ose Increase in 5a$ar% $ would create a draft proposal on hike in salary" $ would also e)plain on the benefits the company would gain if employee get moti ated if the salary is increased

3! 7reate "m#$o%ee Retention Programs $ would create employee retention program so that employee can be retained and they get more satisfaction from their !ob Q3! What can the com#an% do to #re1ent such issues from arising in an% other de#artment?

Ans: (he *ompany should take the following measures to pre ent such issue from arising in other department 1! 7om#etiti1e 5a$ar% (he company should offer salary that is at par with other companies and also offers competiti e and challenging work 2! Time$% Promotion and Hi-e *ompany should gi e time based promotion to employee and also gi e promotion based on the performance" (his would increase employee satisfaction and they would not lea e the !ob 3! "m#$o%ee )ond *ompany set at least + year bond with employee" (his would ensure that employee do not lea e within first year

7ase 5tud% II
Q 1! What are the cha$$enges of managing a cross-cu$tura$ +or-force>organi(ation? Ans: /ollowing are the challenges of managing a cross cultural workforceGorganization

(i) *ommunication becomes more difficult" 7mployees from different cultures fail to understand one another" /irms operating in different language areas find difficulty in communicating with the local employees as local employees speak different language" (ii) Ci ersity increases ambiguity, comple)ity and confusion" (iii) Ci ersity also causes problems when managers and employees o ergeneralize organizational policies, strategies, practices and procedures" (i ) *ultural di ersity creates difficulties for an organization when it wants to reach on a single agreement" ( ) *ultural di ersity increases the comple)ity and problems in de eloping o erall organizational procedures"

Q 2! What +as the strateg% of 7are% for bui$ding a successfu$ o#eration in Thai$and?
Ans *arey used below mentioned strategy to build a success operation in (hailand

1! Res#ect 6oca$ 7u$ture *arrey respected the local culture and called in priest and did all the practices as per the local culture" (his helped the company in getting faith of the local people and also of the go ernment

2! Pro1ide 6oca$ Ho$ida%s *arey pro ided holidays as per the local calendar" (his showed that the company respected the local festi als and the sentiments of the people

3! 8ob Preference to 6oca$ #eo#$e *arey hired local women and men to do the !ob" (his gi e li elihood to the local people and also a boost to the economy as people were able to sa e and spend more

2! )ui$d )uddhist s#irit house *arey build 8uddhist spirit house to show respect to local culture" (his showed that the company cared for the local people and their festi als"