MasLers of 8uslness AdmlnlsLraLlon M8A SemesLer l

Sub[ecL Puman 8esources ManagemenL

AsslgnmenL SeL 1 (60 Marks)
C1 WhaL are Lhe funcLlons LhaL P8 aLLempLs Lo fulfll ln any organlzaLlon?
1he followlng are Lhe funcLlons LhaL P8 aLLempLs Lo fulfll ln any organlzaLlon
1 Puman 8esources lannlng LsLlmaLlng Lhe need for resources ln order Lo achleve Lhe deslred buslness
resulLs P8 plans can be boLh shorL Lerm and lmmedlaLe as well as long Lerm sLraLeglc 1he P8 Leam
parLners wlLh Lhe llne managers Lo undersLand Lhe buslness goals and LargeLs for Lhe year and Lhen
LogeLher plan Lhe P8 needs ln order Lo meeL Lhe goals
2 AcqulslLlon of Puman 8esources SLafflng Lhe organlzaLlons wlLh Lhe rlghL mlx of skllls and compeLencles
aL are Lhe rlghL Llme lL also lncludes P8 lnlLlaLlves llke promoLlons and lnLernal [ob posLlng Lo fulfll Lhls
requlremenL for human resources SLafflng Leams ln organlzaLlons are usually a separaLe group of
speclallsLs who work closely wlLh Lhe llne managers Lo undersLand Lhe skllls and compeLencles needed
for Lhe [ob and engage LogeLher Lo selecL Lhe besL LalenL for Lhe open poslLlons
3 1ralnlng and uevelopmenL locuses on managlng Lralnlng acLlvlLles Lo upgrade skllls and knowledge as
well as sofL skllls llke Leam bulldlng and leadershlp 1he Lralnlng Leam ls agaln a group of P8 speclallsLs
who propose Lhe Lralnlng program and consulL wlLh Lhe llne managers Lo ensure LhaL Lhe program
achleves Lhe deslred ouLcomes
4 erformance ManagemenL SysLem locuses on Lhe rlghL processes Lo seL goals for performance as
lndlvlduals and Leams and relaLed measuremenL meLhods 1hls ls a core P8 acLlvlLy and ls supporLed by
Lhe P8 generallsL
3 8eward SysLems LsLabllshlng approprlaLe compensaLlon sysLems and reward mechanlsms LhaL would
reward Lhe deslred ouLcome and resulLs ln accordance wlLh Lhe corporaLe values 1hls agaln forms a parL
of Lhe P8 generallsL's Lasks Pow employees progress ln a organlzaLlon how Lhey are pald wrL lnLernal
and exLernal facLors whaL employee beneflLs are offered are some aspecL LhaL Lhls funcLlon addresses
6 Puman 8esources lnformaLlon SysLems LhaL would Lake care of Lhe operaLlonal LransacLlons from Lhe
Llme an employee [olns Llll Lhe Llme employee exlLs llke personnel flles compensaLlon admlnlsLraLlon
payroll beneflLs eLc
C2 ulscuss Lhe culLural dlmenslons of lndlan workforce
1he founduaLlon of undersLandlng Lhe unlque work pracLlces ln Lhe lndusLry can be beseL undersLood by Lhe
undersLandlng Lhe culLural dlmenslons of lndlan work force uuLch SclenLlsL CeerL PofsLede has ldenLlfled
flve culLuLral dlmenslons around whlch counLrles have been clusLered
1he dlmenslons are
1 ower ulsLance lL ls Lhe exLenL Lo whlch less powerful members of lnsLlLuLlons and organlzaLlons accepL
LhaL power ls dlsLrlbuLed unequally CounLrles ln whlch people bllndly obey Lhe orders of supervlsors
have hlgh power dlsLance

2 uncerLalnLy Avoldance lL ls Lhe exLenL Lo whlch people feel LhreaLened by amblguous slLuaLlons and
have creaLed bellefs and lnsLlLuLlons LhaL Lry Lo avold Lhese

3 lndlvlduallsm lL ls Lhe Lendency of people Lo look afLer Lhemselves and Lhelr famlly only 1he opposlLe of
Lhls ls collecLlvlsm whlch refers Lo Lhe Lendency of people Lo belong Lo groups and Lo look afLer each
oLher ln exchange for loyalLy

MasLers of 8uslness AdmlnlsLraLlon M8A SemesLer l
Sub[ecL Puman 8esources ManagemenL
AsslgnmenL SeL 1 (60 Marks)
4 MascullnlLy lL refers Lo a slLuaLlon ln whlch Lhe domlnanL values ln a socleLy are success money and
oLher maLerlal Lhlngs PofsLede measured Lhls dlmenslons on a conLlnuum ranglng from mascullnlLy Lo
femlnlnlLy
C3 Lxplaln Lhe need of Puman 8esource lannlng SysLem
Puman resources plannlng ls a mandaLory parL of any organlzaLlon's annual plannlng process Lvery
organlzaLlon LhaL plans for lLs buslness goals for Lhe year also plans for how lL wlll go abouL achlevlng Lhem
and Lherln Lhe plannlng for Lhe human resource
O Carrylng on lLs work every organlzaLlon needs Lo have compeLenL sLaff wlLh Lhe necessary academlcs
experlence knowledge skllls apLlLuLde and aLLlLude Lowards Lhe work
O ln vlew of employees' exlL from Lhe organlzaLlon Lhere ls a need of ongolng need for hlrlng replacemenL
sLaff Lo augmenL employee exlL
O uue Lo organlzaLlonal expanslon and growLh Lhere ls a need Lo hlre new employees/sLaff Lo achleve Lhe
expanslon goals 1hls growLh could be rapld or gradual dependlng on Lhe naLure of Lhe buslness lLs
compeLlLlors lLs poslLlon ln Lhe markeL eLc
O 1o meeL Lhe challenge of Lhe changed needs of Lechnology or producL or servlce lnnovaLlon Lhe exlsLlng
employees needs Lo be Lralned or new sklll seLs Lo lnduced ln Lhe organlzaLlon
O Manpower plannlng ls needed ln order Lo ldenLlfy an organlzaLlons need Lo reduce lLs workforce ln
slLuaLlons where Lhe organlzaLlon ls faced wlLh severe revenue and growLh llmlLaLlons lL mlghL need Lo
plan well Lo manage how lL wlll reduce lLs workforce CpLlons such as redeploymenL and ouLplacemenL
can be planned for and execuLed properly
C4 LlucldaLe Lhe classlflcaLlon of wages ln lndlan SysLem
ln lndlan sysLem Lhe wages are classlfled ln Lhe followlng manner
Mlnlmum Wages lL ls Lhe wage whlch musL provlde noL only for Lhe bare susLenance of llfe buL for Lhe
preservaLlon of Lhe efflclency of Lhe worker lor Lhls purpose Lhe mlnlmum wage musL provlde for some
measure of educaLlon medlcal requlremenLs and amenlLles lL ls very dlfflculL Lo deLermlne Lhe mlnlmum
wage because Lhe condlLlons vary from place Lo place lndusLry Lo lndusLry and from worker Lo worker 1he
lmporLance prlnclple of mlnlmum wages should provlde noL only for Lhe bare subsLance of llfe buL also for
Lhe preservaLlon of Lhe efflclency of Lhe workers by way of educaLlon medlcal care and oLher amenlLles
lalr Wage lL ls Lhe wage whlch ls above Lhe mlnlmum wage buL below Lhe llvlng wage 1he lower llmlL of
Lhe falr wage ls obvlously Lhe mlnlmum wage 1he upper llmlL ls seL by Lhe capaclLy Lo lndusLry pay 8eLween
Lhese Lwo llmlLs Lhe acLual wages should depend on conslderaLlons of such facLors as producLlvlLy of labour
prevalllng raLes of wages ln Lhe same or nelghbourlng locallLles level of Lhe naLlonal lncome and lLs
dlsLrlbuLlons and Lhe place of lndusLry ln Lhe economy
Llvlng Wage 1hls wage was recommended by Lhe commlLLee as a falr wage and as ulLlmaLe goals ln a wage
pollcy lL deflned a llvlng wage as one whlch should enable Lhe earner Lo provlde for hlmself and hls famlly
noL only Lhe bare essenLlals of food cloLhlng and shelLer buL a measure of frugal comforL lncludlng
educaLlon for hls chlldren proLecLlon agalnsL lll healLh requlremenLs of essenLlal soclal needs and a measure
of lnsurance agalnsL Lhe more lmporLanL mlsforLunes lncludlng old age ln oLher words llvlng wage would
ensure good healLh for Lhe worker and hls famlly as well as measure of decency comforL educaLlon for hls
chlldren and proLecLlon agalnsL mlsforLunes
MasLers of 8uslness AdmlnlsLraLlon M8A SemesLer l
Sub[ecL Puman 8esources ManagemenL
AsslgnmenL SeL 1 (60 Marks)
C3 Ms S Sharma ls Lhe Ceneral Manager of P8 of a prlvaLe educaLlonal group She ls plannlng for Lhe
promoLlon pollcy for Lhe faculLy members 1he norms are also ruled by Lhe governmenL pollcy and crlLerla
Moreover Lhe opLlons Lo promoLe are llmlLed SuggesL Ms Sharma Lhe alLernaLlve way Lo verLlcal promoLlon
WhaL are Lhe challenges ln lmplemenLlng Lhe opLlon?
PorlzonLal promoLlon ls Lhe alLernaLlve way Lo verLlcal promoLlon under Lhls pollcy an employee may be
Lransferred from a poslLlon ln one deparLmenL Lo a poslLlon of hlgher rank ln anoLher deparLmenL or Lo Lhe
same rank ln a dlfferenL deparLmenL lf Lhe Lransfer glves hlm an opporLunlLy Lo acqulre greaLer knowledge
and skllls and wlder experlence Powever for many horlzonLal promoLlons even lf lL ls only a paper
promoLlon ls a challenge slnce lL allows Lhem [ob roLaLlon
1he oLher dlfflculLy wlLh horlzonLal promoLlon ls LhaL unless Lhe person ls qulLe dynamlc and lnLelllgenL he
may flnd Lhe new asslgnmenL a Lough one and lrksome 1o some exLenL lL may be a cause of frusLraLlon
whlch needs Lo be looked ln Lo and revlewed very carefully before lmplemenLaLlon
romoLlon ls a parL of Lhe general problem of selecLlon romoLlon ls also closely llnked wlLh Lhe Lralnlng
posL Lralnlng placemenL developmenL and lncenLlves romoLlons and Lransfer make employees flexlble
C6 A8C ls an organlzaLlon LhaL wanLs Lo revlse Lhe P8 pollcles 8efore dolng LhaL lL wanL Lo have some deLalls
SuggesL Lhe sulLable meLhod Lo collecL Lhe employees oplnlon and explaln Lhe meLhod
1he Survey CuesLlonnalre" meLhod ls Lhe sulLable one Lo collecL employee oplnlons abouL Lhe facLors whlch
affecL morale and Lhelr oplnlons abouL Lhe leadershlp and Lhe organlzaLlon 1hls quesLlonnalre ls usually a
sclenLlflcally developed lnsLrumenL and well LesLed for valldlLy and rellablllLy 1hese lnclude mulLlple cholce
dlchoLomous and open ended quesLlons
1here are some organlzaLlons who ofLen engage ouLslde consulLanLs or agencles Lo conducL Lhe enLlre
survey 1he reasons for Lhls approach are
Make Lhe survey credlble whereln employees share correcL feedback
As Lhey are experLs Lhey help deLermlne Lhe Lype of quesLlons Lo be used dependlng on Lhe ob[ecLlves of
Lhe survey
1he survey lLself a carrled ouL anonymously Lhe employee ls noL requlred Lo dlvulge hls/her name and
personal lnformaLlon
Analysls and generaLlon of survey reporL ls a speclallzed acLlvlLy
1he survey ls usually conducLed once a year 1he lmporLanL parL of Lhls lnlLlaLlve ls Lhe acLlon LhaL ls Laken
afLer Lhe survey resulLs come on 8ralnsLormlng exerclses may also help Lo ldenLlfy whaL acLlons can lmprove
employee morale ln varlous areas of concern SomeLlme acLlon plannlng commlLLees or Leams are formed
from among Lhe employees and Lhey drlve Lhe acLlon areas
CrganlzaLlons Lrack survey scores year on year MosL organlzaLlons Lle Lhe scores Lo managerlal effecLlveness
and use lL as a measure Lo assess managers for promoLlons poLenLlal for fuLure senlor role eLc