ANS-2

Human resource planning is the process including forecasting, developing and controlling by which a
firm ensures that it has the right number of people and right kind of people useful. According to Terry
L.Leap and Michael D. Crino, "Hr planning includes estimation of how many qualified people are
necessary to carry out the assigned activities, how many people will be available and what, if anything
must be done to ensure that personnel supply equals personnel demand at the appropriate point in the
future.



PROCESS OF HUMAN RESOURCE PLANNING:

Identify Objectives

Assessing Business Plan

Forecasting future manpower requirement

Manpower audit

Job analysis

Developing HR plan

i) Objectives of the HR planning:
Some of the most common objectives of a human resource plan are as follows:
- Making correct estimates of manpower requirements
- Making a sound recruitment and selection policy
- Making sound training and development
- Maintaining production level
- Maintaining good human and industrial relation
- Making proper and effective use of existing human resources.

ii) Business Plan:
Having determined the objectives of the organization, the next important step in the process of HR
planning is to prepare business plan i.e. to arrive at the scale of business activity over a period of time to
enable to estimate the structure and size of organization from time to time. This is to be done keeping in
view all the factors of internal and external environment.

iii) Forecasting future human resource requirements:
A lot of forecasting techniques, many of which are highly mathematical, statistical ans sophisticated,
have been developed. For the forecast to be useful, the future human resource estimates should be
made as follows:
- The functional category
- The number required
- The levels at which they are required

iv) Hr audit:
Having determined the HR needs of the organization over a period of time to time, the next step in
the process of HR planning is to audit the existing HR in the organization. The primary objective of
auditing the existing HR is to come to know what exists in the stock and what is needed to be added to
that stock, i.e. it gives an indication of the gap that needs to be filled in through external resources. For
this, it is very essential that Human Resource Information System which is one of the most important
ingredients of the Human Resource Planning process, should be very effective so that every scrap of
information about the HR could be gathered. For this purpose we can prepare 'skill inventory' or
'Organization charts'.

v) Job analysis:
Once HR auditing is done and a list of future vacancies over a time is prepared. It is essential to
prepare a job analysis. job analysis provides information about the nature of the job (job description)
and the characteristics and qualifications that are desirable in the job holder (job specification).

vi) Developing a Human Resource Plan:
After having done job analysis, the next step in the process of human resource planning is to work out
a plan identifying the sources of human resource supply so that these sources can be tapped as and
when required. These sources may compromise:
- Internal Sources
- External Sources.

ANS-4
METHODS OF TRAINING:
A) On the Job Training
B) Off the Job Training

A) On the Job Training :
- On specific job
a) Experience
b) Coaching
c) Understudy

- Position rotation
- Special projects
- Selective reading
- Apprenticeship
- Vestibule school
- Computer based Training

i) On specific job:
The most common and formal on the job training programme is training for a specific job. Current
practice in job training has been strongly influenced by the war time training within industry (T.W.I)
which was first designed to improve the job performance through job instructions.
a) Experience: This is the oldest method of on the job training. Learning by experience cannot and
should not be eliminated as a method of development , though as a sole approach, it is a wasteful, time
consuming and inefficient.
b) Coaching: On the job coaching by the superior is an important and potentially effective approach if
the superior is properly trained and oriented. The technique involves direct personnel instruction and
guidance, usually with extensive demonstration and continuous critical evaluation and correction.
c) Understudy: This method is considered a somewhat different approach from those described above
, in that a certain person is designated as the heir apparent. The understudy method makes the trainee
an assistant to the current job holder. the trainee learns by experience, observation and imitation.

ii) Position Rotation:
The major objective of job rotation is the broadening of the background of trainee in the organization.
If trainee is rotated periodically from one job to another job, he acquires a general background.

iii) Special Projects:
This is very flexible training device. the trainee may be asked to perform special assignment , thereby
he learns the work procedure. Sometimes a task force is created consisting of a number of trainees
representating different functions in the organization.

iv) Selective Readings:
Individual in the organization can gather and advance their knowledge and background through
selective readings, the reading may include professional journals and books.

v) Apprenticeship:
This training can be traced back to medieval times when those intended on learning trade skill bound
themselves to a master craftsmen to learn by doing the work under his guidance.

vi) Vestibule schools:
Large organizations frequently provide what are described as vestibule schools, a preliminary to
actual shop experience. As far as possible, shop conditions are duplicated, but instruction, not output, is
major objective, with special instructions provided.

vii) Computer based training:
It may be:
- Computer Aided Instructions(CAI)
- Computer Assisted Training (CAT)
- Computer Based Instructions (CBI)


B) Off the Job Training:
- Special courses and lectures
- Seminars and conferences
- Case studies
- Brain storming

i) Special courses and lectures:
Lecturing is the most traditional form of formal training method. Special courses and lectures can be
arranged by business organizations in numerous ways as a part of their development programmes.

ii) Seminars and conferences:
This is also an old method, but still a favorite training method. In order to escape the limitations of
straight lecturing, many organizations have adopted guided-discussion type of conference in their
training programmes. In this method, the participants pool their ideas and experience in attempting to
arrive at improved methods of dealing with the problems which are common subject of discussion

iii) Case studies:
This technique, which has been developed and popularized by the Harvard Business School USA, is
one of the most common forms of training. A case is a written account of a trained reporter or analyst
seeking to describe an actual situation.

iv) Brainstorming:
This is the method of stimulating trainees to creative thinking. This approach, developed by Alex
Osborn, seeks to reduce inhibiting forces by providing for a maximum of group participation and a
minimum of criticism. A problem is posed and ideas are invented. Chain reactions from ideas to ideas
often develop. Later these ideas are critically examined.



ANS-1
Human resources are the human capital of an organization . So far as Human resource management id
concerned , according to one opinion , it is the planning, organizing, directing and controlling of the
procurement , development, compensation, integration, maintenance and separation of human
resources to the end that individual, organizational and social objectives are accomplished. Thus it is
concerned with the people dimensions in management and looks after both the qualitative and
quantitative aspects of human resources of an organization. It is concerned with acquiring the
manpower for the organization , developing its skills, motivating it to a higher levels of performance and
ensuring that it continues to maintain its commitment to the accomplishment of organizational
objectives.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

A) MANAGERIAL FUNCTIONS
B) OPERATIVE FUNCTIONS


A) MANAGERIAL FUNCTIONS:
The human resource manager is basically a manager and as such he ,must perform the basic functions
of management in addition to his operative functions. Such managerial functions are as follows:

i) Planning: Defined in its simplest terms, planning is the determination of anything in advance. It
involves setting up of goals and objectives, laying down policies and procedures, formulation of
standards of evaluation and chalking out programmes for attaining the desired goals of the organization.

ii) Organizing: After plans have been developed and course of action determined, organizing is next in
order. The process of organization is essential for accomplishing the objectives of the enterprise.
Organizing involves the establishment of an organization structure through determination and grouping
of activities, the assignment of activities to the specified individuals and departments, defining roles,
establishing relationships, the delegation of authority to carry out the responsibility and provision of
coordination of men and work.

iii) Directing: Having a plan and an organization to execute it, the next step is getting the job done. As
the process of management is concerned with getting work done through and with people, they require
proper motivation. The management is required to lead, guide, motivate, supervise, communicate, and
inspire them towards improved performance.

iv) Controlling: It is a very important function of management. In an undertaking, control consists in
verifying whether everything occurs in conformity with the plan adopted, the instructions issued and the
principals laid down. In this way, controlling is a measuring device. Through control we evaluate
performance against goals and plans. Two important things in the process of control are:
- The comparison of actual performance as against standards,
- Taking corrective standards.

v) Innovating: Needless to mention that the management is a creative task. An organization cannot
accomplish its desired objectives unless it brings novelty in its product, practices, ideas etc. Through the
function of innovation, the organization prepares itself to face new challenges. We do not live in the
past but in future. Hence, the organization should be prepared to face challenges whether in technical,
economic or any other related fields and be also in a position to give new directions.

vi) Representing: In the long run, the success of an organization depends upon the image it has been
able to create in the eyes of its customers, Government, employees, trade unions, financers, suppliers
and society etc. The managers have got the responsibility of representing the organization before all the
group mentioned above. They have to project an image of the management as also of the organization
before the groups referred to above. This is possible when the management is well informed and is
faithful to the objectives of the enterprise.

vii) Coordinating: It is the essence of management. In the absence of proper coordination, the
organization is unlikely to accomplish the desired objectives. Coordination has assumed greater
significance in the wake of increasing number of personnel and complexities in the organization.

viii) Decision making: It is involved in practically every function of the management. The success of an
organization depends to a large extent on the quality of the decision making. It should be prompt and
judicious.


B) OPERATIVE FUNCTIONS:
i) Procurement of Personnel:
This is the first operative function of a human resource manager. It is concerned with the obtaining of
proper kind and right number of personnel at the right time and the most economical rates so that the
organizational goals could be appropriately accomplished. It deals specially with such subjects as HR
planning, recruitment and selection, induction and placement.

ii) Development of Personnel:
Having obtained personnel, the next step is to develop them. Due to rapid changes in technology, the
realignment of jobs and ever growing complexities, training and development programmes are
unavoidable; otherwise the enterprise cannot compete with other organizations.

iii) Compensation:
This function involves the payment of adequate and equitable remuneration o the employees for
their contribution towards the accomplishment of objectives of the enterprise. No doubt, financial
incentives play vital role in boosting the morale of personnel, yet the importance of non-monetary
compensation cannot be undermined. All said and done, wages are still a potent motivator.

iv) Integration:
Having procured, developed, and adequately compensated the personnel , there comes the problem
of integration of individual, organizational and societal interests. In the absence of adequate and
reasonable reconciliation among the above interests , it is difficult to achieve the desired objectives of
the organization.Integration thus, refers to prevention of conflicting interest so as to keep harmonious
relations between both the elements in the enterprise, viz, the capital and the labor.

v) Maintenance of personnel:
It refers to sustaining and improving the conditions that have already been established. This, of
course, means that all the operative functions refereed to above should remain in continuance. This
function involves the management of physical conditions and positive attitudes of employees towards
the enterprise. Obviously, the HR manager is required to arrange for proper health/medical services, viz,
providing medical treatment, periodical medical check-up of employees in health matters through talks,
literature, documentary films etc. to arrange for adequate safety measures by ensuring that the
concerned personnel are imparted safety instructions and the safety rules and instructions are properly
and effectively enforced, statutory requirements with regards to safety measures are met out both in
letter and spirit, periodical safety inspections by competent persons are regularly conducted, and all
possible preventive steps are taken.