Question 1:- Discuss the factors affecting recruitment?

Answer:- The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are: FACTORS AFFECTING RECRUITMENT

The internal forces i.e. the factors which can be controlled by the organisation are: 1. RECRUITMENT POLICY The recruitment policy of an organisation specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people. FACTORS AFFECTING RECRUITMENT POLICY Organizational objectives Personnel policies of the organization and its competitor

Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications HUMAN RESOURCE PLANNING Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. SIZE OF THE FIRM The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. COST Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. GROWTH AND EXPANSION Organization will employ or think of employing more personnel if it is expanding its operations. Question 2:- Right Time is a watch manufacturing company. It has hired 20 people recently for the company. They will be involved in manufacturing, assembling of watches. They will be using different type of machines and tools for this. What type of training is best for them. What may be the advantages and limitation of the training method? Answer 2:- The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees,

it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Purpose of Training and Development Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give \

them a sense of satisfaction through the achievement of personal and company goals. The Training Process The model below traces the steps necessary in the training process:

Organizational Objectives Needs Assessment Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. Why? The five reasons most often identified are: Time - Small businesses managers find that time demands do not allow them to train employees. Getting started - Most small business managers have not practiced training employees. The training process is unfamiliar. Broad expertise - Managers tend to have broad expertise rather than the specialized skills needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to themselves. By doing so they keep information from subordinates and others who could be useful in the training and development process. Skepticism as to the value of the training - Some small business owners believe the future cannot be predicted or controlled and their efforts, therefore, are best centered on current activities i.e., making money today. A well-conceived training program can help your firm succeed. A program structured with the company's strategy and objectives in mind has a high probability of improving productivity and other goals that are set in the training mission. Question 3:- Write a note on 360 degree appraisal method? Answer 3:- 360 degree performance appraisal represents the technique developed to improve performance at our work spot. Generally, 360 degree performance appraisal is considered a human resources mechanism to examine a company's human potential.There are a number of strategies which are used to evaluate how effective are the personnel at work. There is a particular method by which each employee can obtain anonymous feedback from colleagues, and this technique is often called 360 degree feedback. 360 degree performance appraisal as well includes a method that is also known as self-assessment.The answers are interpreted based on a scale and the result stands for the perception collaborators have on a certain employee.Regarding the efficiency of these techniques, there are both pros and cons and each may have a different view.You may verify the list underneath and make a decision on which side you are: weak and strong points As for this subject, 360 degree performance appraisal method is extremely helpful because it identifies the weak and strong points each employee has at his work place. Thus, it becomes more simpler

to discover the positive factors and improve the negatives ones.The 360 degree performance appraisal method also includes preparation. * wide field of assessment methods There is absolutely a wide spectrum of traditional to up to date 360 degree performance appraisal techniques.Human resources, the division in charge with the assessment subject, may choose the most efficient procedure for its company.In the traditional 360 degree performance appraisal, superiors are the ones who evaluate you.But this type of evaluation calls for a high degree of subjectivity.One of recent techniques makes use of computer software applications especially developed to help human resources department when they have to assess an outstanding number of workers.When a company does not have a highly developed human resources department, they may outsource the service because there are enough specialized firms ready to be employed. * a more efficient technique for large companies For a large company is much more easier and helpful to use the 360 degree performance appraisal technique than for a small company.Lack of time and high cost of this technique can be a barrier for smaller companies.The firms who will most benefit from this method are those which have many employees. * subjectivity versus neutrality Question 4:- Give below is the HR policy glimpse of Zoom Video, a multimedia company:1) it offer cash rewards for staff members 2) It promotes the culture of employee referral and encourage people to refer people they know, may be their friend , ex. Colleagues, batch mades and relatives.

It recognizes good performance and gives good titles and trphies to the people who perform well and also facilitates them in the annual day of the company.

Identify what all aspects does it take care of based of different level of Maslows need hierarchy?
Answer 4:- Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation.[2] Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans.

Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy."[3] Maslow studied the healthiest 1% of the college student population.[4] Maslow's theory was fully expressed in his 1954 book Motivation and Personality Maslow's hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and most fundamental levels of needs at the bottom, and the need for self-actualization at the top.[1][6] The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency needs" or "d-needs": esteem, friendship and love, security, and physical needs. With the exception of the most fundamental (physiological) needs, if these "deficiency needs" are not met, the body gives no physical indication but the individual feels anxious and tense. Maslow's theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or

higher level needs. Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment.[7] Metamotivated people are driven by Bneeds (Being Needs), instead of deficiency needs (D-Needs). Physiological needs For the most part, physiological needs are obvious they are the literal requirements for human survival. If these requirements are not met, the human body simply cannot continue to function. Air, water, and food are metabolic requirements for survival in all animals, including humans. Clothing and shelter provide necessary protection from the elements. The intensity of the human sexual instinct is shaped more by sexual competition than maintaining a birth rate adequate to survival of the species. Safety needs With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior. In the absence of physical safety -due to terrorist attack, war, natural disaster, or, in cases of family violence, childhood abuse, etc. -- people (re-)experience post-traumatic stress disorder and trans-generational trauma transfer. In the absence of economic safety -due to economic crisis and lack of work opportunities - these safety needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, reasonable disability accommodations, and the like. Safety and Security needs include:

Personal security Financial security Health and well-being Safety net against accidents/illness and their adverse impacts

Love and belonging

After physiological and safety needs are fulfilled, the third layer of human needs are social and involve feelings of belongingness. The need is especially strong in childhood and can over-ride the need for safety as witnessed in children who cling to abusive parents which is sometimes called Stockholm syndrome. The absence of this aspect of Maslow's hierarchy - due to hospitalism, neglect, shunning, ostracism etc. - can impact individual's ability to form and maintain emotionally significant relationships in general, such as:

Friendship Intimacy Family

Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group, such as clubs, office culture, religious groups, professional organizations, sports teams, gangs, or small social connections (family members, intimate partners, mentors, close colleagues, confidants). They need to love and be loved (sexually and non-sexually) by others. In the absence of these elements, many people become susceptible to loneliness, social anxiety, and clinical depression. This need for belonging can often overcome the physiological and security needs, depending on the strength of the peer pressure; an anorexic, for example, may ignore the need to eat and the security of health for a feeling of control and belonging.[citation needed] Question 5:- Describe the emerging employees empowerment practices? Answer 5:- People are your firm's most underutilized resource. In the new knowledge economy, independent entrepreneurship and initiative is needed throughout the ranks of your organization. Involvement in an organization is no longer a one-way street. In today's corporate environment a manager must work towards engaging organization forcefully enough to achieve its objectives. New knowledge-based enterprises are characterized by flat hierarchical structures and multi-skilled workforce. Managers assume more leadership and coaching tasks and work hard to provide employees with resources and working conditions they need to accomplish the goals they've

agreed to. In brief, managers work for their staff, and not the reverse. Empowerment is the oil that lubricates the exercise of learning. Talented and empowered human capital is becoming the prime ingredient of organizational success. A critical feature of successful teams, especially in knowledge-based enterprises, is that they are invested with a significant degree of empowerment, or decisionmaking authority. Equally important, employee empowerment changes the managers' mind-set and leaves them with more time to engage in broad-based thinking, visioning, and nurturing. This intelligent and productive division of duties between visionary leaders, focusing on emerging opportunities, and empowered employees, running the business unit day to day (with oversight on the leader's part) provides for a well-managed enterprise with strong growth potential The new breed of leaders recognizes that in today's complex business environment autocracy no longer works, yet the empowerment alone is not enough. Coaching aims to enhance the learning ability and performance of others. "It involves providing feedback, but also uses other techniques such as motivation, effective questioning and consciously matching your management style to the player's readiness to undertake a particular task. The three general rules for empowering the people around you, which apply to everyone you meet, are appreciation, approval, and attention. Voice your thanks and gratitude to others on every occasion. Praise them for every accomplishment. And pay close attention to them when they talk and want to interact with you. Some years ago, in locations throughout GE, local managers were operating in an insulated environment with Chinese walls separating them, both horizontally and vertically, from other departments and their workforce. Employee questions, initiatives, and feedback were discouraged. In the new knowledge-driven economy, Jack Welch, CEO, GE, "viewed this as anathema. He believed in creating an open collaborative workplace where everyone's opinion was welcome."3 He wrote in a letter to shareholders: "If you want to get the benefit

of everything employees have, you've got to free them make everybody a participant. Everybody has to know everything, so they can make the right decisions by themselves." Question 6:- Write a note on directive, permissive and participative type of leadership? Answer 6:- Going by autocratic leadership definition, it is a leadership style wherein all the decision making powers are held the leader. That, however, is just a brief definition, and there is a lot more to know about this form of leadership. Before we delve into the details of autocratic leadership, let's try to get an overview of the different styles of leadership identified by the German-American psychologist - Kurt Lewin. In a corporate world, the leader is the person in-charge. Having all the decision making powers in his hand means that the leader has the right execute his powers without consulting his subordinates. In autocracy, the subordinates do not have the right to give suggestions. They are simply expected to follow the orders of a leader, and that too without demanding an explanation. In politics, autocracy or authoritarian rule is the one wherein the autocrat takes the reins of administration in his own hands, and takes all the decisions pertaining to the state or nation without consulting anybody. The fact that the leader resorts to authority to get his work done or turns a deaf ear to employee inputs may make you feel that this is the worst among the numerous leadership styles. However, there do exist some circumstances wherein this style comes up as the most effective leadership style. Some examples of such circumstances include limited period of time in which the targets have to be met, when powers of the management are challenged by the employees, etc. One of the key benefits of

autocratic leadership is the fact that decision making becomes much more simple and fast, as the leader doesn't have to consult or convince anybody. Basically autocratic leadership can work wonders for the organization when decision making has to be quick and during some crisis. That was a significant bit of information on the autocratic leadership style, along with some positive and negative attributes of the same. While the positives of autocratic leadership style can result in successful outcomes, such autocratic leaders do not enjoy a mass following among their employees. At the end of the day, there is absolutely no leadership style which can be called perfect, as each of them have their own pros and cons. Thus, all comes down to the character traits of a leader. In leaders, authoritative personality to a certain extent is must, but overdoing it can affect the morale of employees. There exist different types of leadership styles which are identified by the behavior of the leader. Kurt Lewin, a German-American psychologist well known for his works pertaining to social, organizational and applied psychology, identified three different styles of leadership. Each of these three styles, which have become quite popular in the corporate world as well as politics today, include The autocratic style, also known as authoritarian style, wherein the leader has all the decision making powers in his hand.The democratic style, also known as participative style, wherein decisions are taken by the leader after consulting with a group of people.The laissez-faire style, also known as the free rein style, wherein the leader doesn't put any restrictions on the group, and gives them the freedom to take their own decisions. In autocratic leadership, the leader is supreme and takes all the powers in his own hands. Even though this sounds much like dictatorship or tyranny, each of these concepts are

separated by some distinct elements in them. Autocratic leadership is broadly categorized into two types - directive and permissive, on the basis of how the leader functions. In terms of directive autocratic leadership style the leader makes decision on his own, allots some tasks for his subordinates and monitors his subordinates. The permissive autocratic leadership style, on the other hand, is a bit more lenient as the leader takes decisions unilaterally, but gives his subordinates ample freedom to execute the tasks