Q. What steps should be a Human Resource Managers take to make a change management programme successful?

Ans. Management is said to be an agent of change. In order to make a change management programme successful the HR Manager has to implement the following steps:

1. Participation of Employees: Before introducing any change the employees should be consulted and the purpose of change should be made known to them. Sufficient time should be given for discussing the pros and cons to the employees.

2. Planning for Change: The change should be planned by the Management. Employees should get an opportunity for planning and installing the change. This will help the group affected to accept and understand the need for change.

3. Protecting Employees Interest: Management should ensure that employees are protected from economic loss, loss in status or personal dignity.

4. Group Dynamics: Group dynamics refers to the ever changing interactions and adjustments in the mutual perceptions and relationships among members of the groups. Such associations are powerful instruments which facilitates or inhibit adaptation to change. The management has to positively articulate such groups.

5. Cautious and Slow Introduction: The HR manager should cautiously and slowly introduce change. He should not suddenly and abruptly introduce change. He must aim bring about awareness of change and construct an attitude of welcoming change. Change must be introduced in sequential parts, the results must be reviewed and required adjustments have to be if required.

6. Positive Motion: The HR Manager should use the policy of positive motivation to counteract negative resistance. Proper training and technical knowledge should be imparted to the employees. The leadership style would be supportive and human oriented.

7. Sharing the Benefits of Change: Any change whether technical, social or economic will least resisted by the employees if the management permits the employees to share the benefits which will arise out of change.

8. Training and Development: Based on the change the job should be redesigned. Management should train the employees before hand and prepare the employees to invite change. Normally trained and developed employees will not resist change. They would feel empowered with their enriched skills and knowledge.

9. Career Planning and Development: The HR Manager should plan careers of employees, move them to higher levels and develop them.

10. Organisation Development: HR Manager should also look into the psychological and behavioural areas of the employee with a view to achieve organizational effectiveness. Employees with enriched behaviour welcome change.

What are the merits and demerits of incentive based schemes of remuneration? Ans P.S. In exams, you should not write differentiation in the below format. It should be written paragraphwise or pointwise. The below format is just for your better understanding. Sr. 1. Merits of Incentive based Remuneration It is accepted as a sound technique for the achievement of greater productivity Demerits of Incentive based Remuneration It is not considered a very good scheme in countries in the West where it is mostly prevalent. For employers the need of vigorous It tends to create tension among different supervision is reduced. workers in an organization. Workers have the advantage of working in A poor performer will earn very little. a relatively calm atmosphere because of minimum vigilance on them by the superior. The incentive is directly linked with the Tensions caused by incentive schemes would productivity of the worker. give rise to internal relations problems which would be a serious matter of concern for the management. The more the worker produces the more he The tension created would eventually affect earns. the total output. Higher productivity is an important A great sense of understanding the problems perquisite of economic development. of human relations and that of engineering is required for the smooth administration of such incentive schemes.

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Q. What is Human Resource Planning? What is the purpose and what are its important elements?

Ans. Human resource planning means deciding the number and type of the human resources required for each job, unit and the total company for a particular date in order to carry out organizational activities. It is a process by which an organization moves from its current manpower position to its desired manpower position. It is influenced by the strategic management of the co.

STRATEGY Expansion Diversification Acquisitions and Mergers Retrenchment Low Cost Leadership Differentiation Strategy

HUMAN RESOURCE PLAN NING Additional human resources of existing categories. Additional human resources of different categories Reduction of human resources of managerial positions Reduction of human resources of almost all the categories through VRS and other means Reduction of human resources Additional human resources of different categories.

Purpose of Human Resource Planning.

To recruit and retain the human resource of required quantity and quality.

To foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies. To foresee the impact of technology on work. To meet the needs of the programmers of expansion, diversification etc. To improve the standards, skill knowledge, ability discipline etc. To access the surplus or shortage of human resources and take measures accordingly.

To maintain congenial industrial relations by maintaining optimum level and structure of human resources.

To minimize imbalances caused due to non-availability of human resources of the right kind, right number in the right time and right place. To make the best use of its human resources To estimate the cost of human resources.

Important Elements of Human Resource Planning.

Analyzing Corporate and unit level strategies

Demand Forecasting: Forecasting the overall human resources requirements in accordance with the organizational plans. Supply Forecasting: Obtaining the data and information about the present inventory of human resources and forecast the future changes in the human resources inventory. Estimating the net human resources requirements In case of future surplus, plan for re-deployment, retrenchment and lay off.

In case of future deficit, forecast the future supply of human resources from all sources with reference to plans of other companies. Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resources requirements. Plan to modify or adjust the organizational plan if future supply is more than or equal to net human resource requirements. Plan to modify or adjust the organizational plan if future supply will be inadequate with reference to future net requirements.