Assignment Set -1 (MBA 106)

Question 1: Discuss – HR forecasting techniques with example.

 Answer: HR forecasting involve estimating the future requirements of the

organisation in terms of the nature and the number of people.

Following are few of the HR forecasting techniques:

a) Index/Trend Analysis: Trend analysis forecasts the requirement for additional manpower
by projecting trends of the past and present to the future.

The Index/Trend analysis involves the following steps:

 Select the appropriate business/operational index

 Track the index over time
 Track the workforce size over time
 Calculate the average (or most recent) ratio of the business index to the workforce
size (‘Employee Requirement Ratio’)
 Calculate the forecasted HR demand

b) Expert forecasting or Delphi technique: This method calls for selection of a panel of
experts either from within or outside the organisation.

Leader identifies judgement issues

and develops questionnaire

Prospective participants are identified

and asked to cooperate

Leaders send questionnaire to willing

participants, who record their judgments
and recommendations and return the
questionnaire

Leaders compile summaries and

reproduces participants’
responses

Leader sends the compiled list of

judgment to all participants

Participants comment on each other’s

ideas and propose a final judgment

Leader looks
for consensus

Leader accepts consensus judgment

as group’s choice
c) Nominal group method: Nominal group method involves the following steps:

 The coordinator assumes the role of a facilitator, allowing the experts to

sit together to discuss their ideas and records of such discussion.
 After these round table discussions on ideas, experts are asked to rank
their ideas according to their perceived priority.
 The group consensus is then derived mathematically in terms of
individual rankings.

d) HR budgets

The HR budget process produces what is referred to as a staffing and manning table, which
contains information related to a specific set of operational assumptions or levels of activity.

The staffing or manning table presents the total HR demand requirement as well as the
number of personnel required by level and function.

e) Envelope/Scenario forecasting
Envelope/Scenario forecasting is a flexible HR Demand forecasting technique which utilises
projections. Each scenario of possible future state contains its own set of assumptions (Time
and Activity). It produces a single

Staffing/Manning Table for each Specific Course of Action.

Example: Overtime, Optimistic, Most Likely and Pessimistic Scenarios form an Envelope.

f) Regression analysis
Past levels of various work load indicators, such as sales, production levels, are examined
for statistical relationships with staffing levels. Where sufficiently strong relationships are
found, a regression (or multiple regression) model is derived.

g) Productivity ratio
Historical data is used to examine past levels of a productivity index (P):
P = Work load / Number of People
Where constant, or systematic, relationships are found, human resource requirements can
be computed by diving predicted workloads by P.

h) Personnel ratio
Regression analysis or productivity ratios are then used to project either total or key-group
human resource requirements and personnel ratios are used to allocate total requirements
to various job categories or to estimate for non-key groups.

i) Time series
Past staffing levels (instead of work load indicators) are used to project future human
resource requirements. Past staffing levels are examined to isolate cyclical variation, long-
terms, and random movement.
Question 2: Discuss the various methods of training. Also state how On-the-job
training is used in IT industry?

 Answer: Method of Training.

Following are a few methods of training:

 On-the-job training
 Off the job training

On-the-job training

It’s a real job environment where the trainee is exposed to actual work situations. The major
advantage of this method is that the trainee gets hands-on experience of the job that has to
be performed. The different types of on-the-job training are:

 Job instruction training: In this method trainees can discuss the problems in
performing the job immediately with the trainer.
 Apprenticeship and coaching: Individuals seeking to enter skilled trades, like those
of carpenters, electricians etc, are required to go through formal apprenticeship
under experienced employees, before they join their regular job.
 Job rotation: In this method the trainee is placed on various jobs across different
functions in the organisation. The trainee gains cross-functional knowledge and is
equipped to take up different jobs.
 Committee assignments: In this method, the trainees develop their team-
management skills, interpersonal skills, communication skills, problem-solving skills
and leadership skills while solving the problem as a group.

Off the job training

Off the job training refers to training imparted away from the employee’s immediate work
area.

(i) Classroom lectures: This approach is widely used for helping the employees. The trainer
should actively involve the trainees and make the session more interactive.

(ii) Simulation exercises: In this method of training, the trainee is exposed to an artificial
work situation that closely resembles the actual situation. Following are a few types of
simulation exercises:

 Case exercise – In case study a real life problem encountered in the organisation is
presented to the trainees.
 Experiential exercise – In this method, the trainer simulates situations where the
employees are exposed to actual work problems.
 Computer modelling – Computer modelling is a technique whereby the dimensions
of the job are programmed into the computer..
 Vestibule training – In this method, the actual work conditions are simulated and the
equipment used by the trainees is similar to what is used in job.
 Role playing – Roleplay is described as a method of human interaction involving
realistic behaviour in an imaginary situation.
  On-the-job training in IT industry:

The major advantage of this method is that the trainee gets hands-on experience of the job
that has to be performed. Few IT companies OJT (On Job Training) examples explained
below

Tata Consultancy Services Ltd (TCS) : TCS is a global company with over 150 offices,
spread across 46 countries, and employing more than 290,000 of the world’s best-trained
IT/ITES consultants.

TCS over the years has successfully leveraged various global knowledge resources and has
ensured that its workforce gets the best training and development opportunities. Today
learning has become a way of life in TCS

Training Programs Aimed at new TCS Recruits (Examples):

TCS Initial Learning Program

The Initial Learning Programme (ILP), the strongest and the best-assured grooming platform
for all new recruits of TCS. The ILP aims to transform fresh engineering graduates from
diverse disciplines into software professionals and to initiate them into the TCS way of life.

TCS Ignite

The TCS Ignite program aims to address this issue, and create a skilled resource pool for
the IT industry. TCS Ignite is an intense learning program for young science graduates who
join Tata Consultancy Services (TCS).

Selected candidates are made part of a six month, state-of-the-art learning program,
where they are taught through various technologies enabled learning tools that makes
learning fun. Students are exposed to various real world projects, which ensure that
they are job ready by the end of the program.

Training Programs Aimed at Experienced Professionals (Examples)

Building Enterprise Architects

TCS Learning &Development team in collaboration with Technology Excellence Group has
designed the EA Star program that is aimed at building Enterprise Architects. The program
was created to cater to the increasing demand for Enterprise Architects, and the demand for
TOGAF certified professionals in various project assignments.

Ambassador Corp

TCS Ambassador Corp is a leadership development program that prepares experienced

employees for global sales roles. TCS’s Ambassador Corps Programme focusses on critical
business and communication skills and also equips managers to tackle challenges posed by
cultural diversity. It offers an accelerated learning curve and trains managers to take their
place on the global stage from the day they land in the international marketplace.
Question 3: What is performance appraisal? What are the different appraisal methods
are been used in current scenario?

Answer:

 Performance Appraisal: A person’s job performance is a combination of ability,

effort and opportunity that is measured in terms of outcomes or results produced.

Thereby, performance is defined as the record of outcomes produced on a specific

job function or activity during a specific time period. For example, a sales
representative would have number of units sold or revenue achieved as an outcome
while a customer service executive would have number of queries handled and
resolved or number of satisfied customers as a measure for defining performance.

Performance includes a number of tasks or activities involved in performing the job. It

is important that the outcomes are measured

Different Appraisal Methods: The type of appraisal template used to assess performance,
should focus on the organisational objectives. Following are the types of appraisal methods

 Trait-based appraisal – This method is used to assess personality or personal

characteristics such as loyalty, communication skills, level of initiative, decision
making, etc. This assesses what the person is than what the person does on the job.
This is common in companies that are in the business of service and customer
satisfaction. Since it is difficult to define the criteria for a trait accurately,
rater/manager bias is high and providing feedback is a challenge as the focus is on
personal attributes.

 Behaviour-based appraisal – This method focuses on the appraisal of what an

employee ‘does’ on the job. It evaluates the behaviour and measures what an
employee should do differently. This is common in organisations that have high
customer interface such as hospitality/NGO. As the focus is on the assessment of
behaviour, rater/manager bias remains a challenge here as well.

 Results-based appraisal – This method measures the work results objectively. The
focus is on the outcome/deliverables from the job that alone serves as the measure
for success. It is not possible to use this method in jobs that depend on team work or
where the job is service/support based.

 The following methods help to evaluate an employee individually:

Graphic Rating Scale
Forced Choice
Essay Evaluation
Management by Objectives
Critical Incident Technique
Checklists and Weighted Checklists
 Assignment Set -2 (MBA 106)

Question 1: State the advantages and disadvantages of job evaluation in detail.

Answer: The decision to measure or rate jobs should only be made with the intent to reach
certain objectives which are important to both the management and the employee. Although
there are many side benefits of job evaluation, the purpose is to work towards a solution of
the many wage and compensation related administrative problems which confront the
industry and to determine the relative worth of different jobs in the organisation and provide
the basis for compensation management.

Advantages of Job Evaluation are:

1. Job evaluation is a logical and an objective method of ranking jobs relative to each
other. It may thus help in removing inequities in existing wage structures and in
maintaining sound and consistent wage differences in a plant or an industry.
2. The method replaces accidental factors occurring in less systematic procedures of
wage bargaining by more impersonal and objective standards, thus establishing a
clearer basis for negotiation.
3. The method may lead to greater uniformity in wage rates and simplify the process of
wage administration.
4. Information collected in a process of job description and analysis can be used for
improvement of selection, training, transfer and promotion, procedures on the basis
of the comparative job requirement.

Disadvantages of Job Evaluation are:

1. Methods of job evaluation are not considered to be completely objective as some

amount of subjectivity is involved in the selection of benchmarking jobs and key
compensable factors.
2. External factors of jobs are not considered in job evaluation. It would be difficult to fix
anything less than the prevailing wages even if job evaluation recommends so.
3. Due to the faster pace of changes in the external factors such as technology and
labour market characteristics, job characteristics requirements undergo changes in
quick succession. This makes job evolution results relevant for a short period only.
4. The determination of employee compensation is often influenced by the bargaining
power of the employees and their unions. However, the job evaluation process never
considers this factor while deciding the pay scale for jobs.
5. Since job evaluation is a time consuming, complex and costly process, small and
medium organisations give minimum importance on pay scale fixing.
Question 2: What do you mean by Discipline? Describe – Disciplinary actions and
penalty in any industry.

Answer:

Discipline: Discipline is employee self-control which prompts him/her to willingly co-operate

with the organisational standards, rules, objectives, etc.

Discipline is best defined as the observation of principles, rules or any other laid down
procedures, practices, written or otherwise in the organisation by the employees or group of
employees, to whom these apply, for smooth and effective functioning of the organisation.

Discipline is the force that prompts an individual or a group to observe the rules, regulations
and procedures which are deemed to be necessary to the attainment of an objective; it is
force or fear of force which restrains an individual or a group from doing things which are
deemed to be destructive of group objectives.

Disciplinary actions and penalty in any industry

Disciplinary action refers to punishing the employees who fail to meet the standards of
behaviour.

Many organisations maintain a disciplinary policy or system to regulate the behaviour of the
employees and deal with acts of indiscipline. Purpose of disciplinary action is not to punish
erring employee but to make them understand what type of behaviour organisation wants
from the employees to maintain a proper decorum.

Following are the commonly practiced actions in business organisations:

1. Oral reprimand: The penalties are listed in the general order of severity, from mild to
severe. For most cases, an oral reprimand is sufficient to achieve the desired result. The
supervisor must know his or her personnel in determining how to give a reprimand.

2. Written warning: When an oral warning or counselling to the employee does not produce
the desired result, the manager may issue a written warning to the employee.

3. Denial of increments, promotions and pay hikes: On some incidents the management
may refuse promotions, increments or pay hike by blacklisting the employee for a specific
period of time.

4. Pay reductions and disciplinary demotion: This is usually more severe than the denial
of pay hikes and promotions because the employee loses part of existing benefits and
privileges received by him from the organisation.

5. Suspension: A few offences normally require the direct suspension of the employee
without any prior warning, depending upon the nature of the misconduct committed by the
employee.

6. Discharge or dismissal: This is the severest punishment of all. Both discharge and
dismissal culminate in termination of employment.
Question 3: Discuss about the Statutory welfare facilities.

Answer: Statutory welfare facilities:

Statutory welfare facilities are facilities offered by the organisations in compliance with the
central and state government regulations. The relevant provisions of various acts that deals
with employee welfare measures are:

Factories Act, 1948

Contract Labour Act, 1970

The statutory welfare schemes include the following provisions:

1. Drinking water: At all working places safe hygienic drinking water should be provided.

2. Facilities for sitting: In every organisation, especially factories, suitable seating

arrangements are to be provided.

3. First aid appliances: First aid appliances are to be provided and should be readily
accessible, so that initial medication can be provided to the needed employee in case of any
minor accidents.

4. Latrines and urinals: Sufficient number of latrines and urinals are to be provided in the
office and factory premises and are to be maintained in a neat and clean condition.

5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to

provide hygienic and nutritious food to the employees.

6. Spittoons: In every work place, such as warehouses, store places, dock area and office
premises spittoons are to be provided in convenient places and are to be maintained in a
hygienic condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.

8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and
tap on the stand pipe are to be provided in the port area in the vicinity of the work places.

9. Changing rooms: Adequate changing rooms are to be provided for workers to change
their clothes in the factory area and office premises. Adequate lockers are also to be
provided to the workers to keep their clothes and belongings.

10. Restrooms: Adequate numbers of restrooms are provided to the workers with provisions
of water supply, wash basins, toilets, bathrooms, etc.