1. Detail the operative functions of HRM.

Employment Job Analysis Human Resource Planning Recruitment Selection Placement Induction & Orientation Development Performance Appraisals Training Management Development Career Planning Promotions Change Compensation Job Evaluation Salary Administration Incentives & Bonus Fringe benefits Social Security Measures Human Relations Fostering team working Motivation Communication Issue resolutions / Counseling Physical Work Environment Work Life Balance Industrial Relations Trade Unionism Collective Bargaining / Negotiations Industrial conflict management Workers involvement Change 2. What are the principles of HRM? Individualistic approach Make employees feel worthwhile Fair and just policies Rewards should be earned Access to organisational information Judge the strength Equal pay for equal work Do what you preach 3. Distinguish between HRM and PM philosophy

4. Define briefly job design methods

5. Define and explain the significance of Motivating Potential Score

6. List down the guidelines for redesigning jobs

7. What are the job description components? Purpose Role Reporting Relationships Interactions Actions / Empowerment Results Minimum Requirements Size

Team-work

8. Detail job analysis components Job Specification Specific Skills Specific Education & Training Relevant Experience Physical Characteristics Aptitudes Job Description Purpose Role Reporting Relationships Interactions Actions / Empowerment Results 9. List the types of organization structures. Function based Organization Territory based Organization Product based Organization Customer based Organization Process based Organization Time based Organization Matrix based Organization Service Departments 10. Describe the manpower planning process

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What are performance appraisals? Is a systematic description of an employees job related strengths and weaknesses Basic purpose is to find out how well the employee is performing the job and establish a plan of improvement Appraisals are arranged periodically according to a definite plan Performance appraisal is not job evaluation Performance appraisal is a continuous process

12. Define three traditional and two modern methods of performance appraisals Traditional Graphic Rating Scales Ranking Method Paired Comparison Method Forced Distribution Method Checklist method Essay / Free form appraisal Group appraisal Confidential reports Modern Behaviorally anchored rating scales Assessment Centres Human Resource Accounting Management by Objectives

Psychological Appraisals

13. List five most commonly occurring problems in performance appraisals Rating biases Failures of the superiors in conducting Subjectivity Validity and reliability of PA techniques Impact on interpersonal relations Influence of external environment Uncontrollable internal factors Imbalanced consequence management system Inadequacy of data / guess based! 14. What is performance counseling? How does it help the employees? Help provided by the manager to his subordinates in objectively analyzing performance. It attempts to help employee in: Understanding himself Improving competence through feedback Development planning Exploring alternatives Provides supportive atmosphere where employee feels encouraged to discuss his aspirations, tensions, conflict, concerns and problems 15. 16. How should feedback be given? Should be descriptive and non-evaluative Should be focused on behavior and not person Should be data based and not impressionistic Should be suggestive and not prescriptive Should be timely Should be continuous Must be checked and verified Should reinforce positive behavior What are the recruitment objectives? Attraction of talent for today and tomorrow To induct outsiders to bring in new perspectives To infuse fresh blood at all levels Develop organization culture that attracts competent people Search / head hunt people who fit companys values Device methodologies for assessing psychological traits Seek non-conventional development grounds of talent Anticipate and find people for future positions

17. What are the traditional and modern recruitment sources?

18. Explain the utility of job specifications and employee specifications in the selection process.

19. Define the need for an induction process. What are the advantages and disadvantages? Advantages: Good first impression reduces turnover possibility Newcomer adjusts himself to the work quickly; saves organizational time Reduces employee dissatisfaction / grievances Develops sense of belonging and commitment Problems: Busy / untrained supervisors may fail in carrying out the program New employee may not be able to cope up with too much information Program fails if the employee is misplaced Gap between wider orientation between HR and narrow by department Too many forms! 20. Differentiate Training & Development

21. Describe on-the-job and off-the-job development techniques ON THE JOB TECHNIQUES Coaching Supervisor acts as the instructor Teaches job knowledge and skills Tells what is expected, how to do it and ensures its done Counseling (?) / Mentoring (?) Job Rotation Systematic movement Focused on building diverse skills and Widening horizons Under Study Training to take over superiors position Usually a succession planning initiative Chosen by department / unit head Participates in problem solving and May directly supervise a part of the team directly Multiple Management Advisory committees; also called the junior board Opportunity to acquire insights about various aspects Helps management to assess skills and capabilities Experience in group decision making Quick filtration / development methodology Relatively inexpensive OFF THE JOB TECHNIQUES Case Study Compilation of actual business situations Used to identify issues and construct solutions

Usage of discussions to draw insights Incident Method Aims to develop intellectual ability, practical judgement and social awareness Incidents are simulated to generate individual short term role based decisions and discussed in a group Role Play Participant asked to assume a role Situation and mental notes are provided, but no dialogues The episode may also be video-recorded to draw insights In-basket Method Participants are given complete inputs regarding the business and a set of situations pertaining to the role The participants are expected to prepare notes, prioritize, delegate, communicate and resolve Develops sense for prioritization, decision making, analytical skills, social sensitivity, Business Games Simulation of business and market dynamics Helps development of analytical skills and management of group interaction and cooperation, leadership skills Sensitivity Training Objective is development of awareness of and sensitivity of behavioral patterns of oneself and others Results in i) increased awareness with others ii) Greater concern for others iii) Increased tolerance for individual differences iv) Understanding of group processes v) Enhanced listening skills vi) Increased trust and support It also exacts a huge emotional cost ! Simulation Duplication of a real life situation Limitation is participant is rarely able to live simulation Managerial Grid People and Work orientation Goes thru enhancement of managerial skills, continues to group improvement, improves inter group relations, goes thru Corporate planning, develops implementation method and ends with an evaluation phase Conferences Lectures

22. What are the basic requisites for Management Development? Top management should accept responsibility! Management Development is essentially a line job. It involves both, the person and the boss Every manager must accept direct responsibility and give a high priority for developing managers under his control Must be geared to the needs of the company AND the individual Promotion from within is a necessary incentive for managers to grow Starts with the right selection at the entry level Should have a realistic time table in accordance with the need of the company 23. How are training needs analyzed?

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How are Individual Development Programs developed?

Well have to explain the diagram saying that the need is to move from personal competency to position competency and wherever a gap is identified it is added to the Individual development program 25. Why do organisations need policies? Puts the onus on the managers to consider the basic needs of both the organization and the employees To ensures consistent treatment of all personnel minimizing nepotism and discrimination To ensure continuity of action irrespective of personnel change To serve as standards for performance To help build employee motivation and loyalty Help resolve intrapersonal, interpersonal and intergroup conflicts

26. What are the guiding principles for finalizing policies? Principles for determining content and meaning of policies: Past practices of the organization Prevailing practice in rival competitors Attitudes and philosophy of founders, directors and top management Attitude and Philosophy of middle and lower management Knowledge and experience 27. Define employee engagement. The level of commitment and involvement an employee has towards their organization and its values (Alpha Measure) Willingness to go above and beyond what is expected (Forbes October 2005)

The extent to which people enjoy and believe in what they do and feel valued for doing it (Development Dimensions International) The primary behaviors of engaged employees are: speaking positively about the organization to coworkers, potential employees and customers, having a strong desire to be a member of the organization, and exerting extra effort to contribute to the organizations success. Why do employees get disengagement? Lack of recognition for achievements Feeling that no one will listen to you Engagement levels fall as employee gets older Having work that isnt challenging, or even interesting Youre not learning anything new You feel alone, performing heroic deeds all by yourself, and no one notices Why is employee engagement important? An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance.

28. 29.

30. How does one diagnose the level of employee engagement? Clear about purposeseek ways to improve Bring full selves to work Highly skilled Need for achievement Positive energy Committed to team Upbeat and proud to work for you