Master of 8us|ness Adm|n|strat|onM8A Semester 1

M80043 numan kesource Management 4 Cred|ts

Ass|gnment Set 1 (60 Marks)

Note Lach quest|on carr|es 10 Marks Answer a|| the quest|ons

1 What are the funct|ons that nk attempts to fu|f||| |n any organ|zat|on10 Marks
A1 1he luncLlons LhaL P8 aLLempLs Lo fulflll ln any organlzaLlon are as follows
1 numan resource p|ann|ng
LsLlmaLlng Lhe need for resources ln order achleve Lhe deslred buslness resulLs P8 plans can be boLh
shorL Lerm/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 LogeLher plan Lhe P8 needs ln order Lo meeL
Lhe goals
2 Acqu|s|t|on of numan kesources
SLafflng Lhe organlzaLlon wlLh Lhe rlghL mlx of skllls and compeLencles aL Lhe rlghL Llme lLalso lncludes
P8 lnlLlaLlves llke promoLlons and lnLernal [ob posLlng Lo fulflll Lhls requlremenL for human resources
SLafflng Leams ln organlzaLlon are usually 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 elecL
Lhe besL LalenL for Lhe open poslLlon
3 1ra|n|ng and emp|oyee deve|opment
locuses ln managlng Lralnlng acLlvlLles Lo upgrade skllls and knowledge as well as sofL skllls llke Lhe
ream bulldlng and leadershlp 1he Lralnlng Leam ls agaln a group of P8 speclallsL who proposes Lhe
Lralnlng program and consulLs wlLh Lhe llne managers Lo ensure LhaL Lhe program achleves Lhe deslred
ouLcomes
4 8u||d|ng performance management systems
locuses on Lhe rlghL processes Lo seL goals for performance as lndlvldual / Leams and relaLed
measuremenL meLhods 1hls ls core P8 acLlvlLy and ls supporLed by Lhe Pr generallsL


S kewards systems
LsLabllshlng approprlaLe compensaLlon sysLems and reward mechanlsm LhaL would rewardLhe deslred
ouLcome and resulLs ln accordance wlLh Lhe cooperaLe values 1he agaln forms a parL of P8 generallsLs
Lasks Poe employees progress ln a organlzaLlon how Lhey are paldwrL lnLernal and exLernal markeL
facLors whaL employee beneflLs are offered are someaspecLs LhaL Lhls funcLlon redresses

6 numan resources |nformat|on systems
1haL would LhaL would Lake care of operaLlonal LransacLlons form Lhe Llme an employeeexlLs llke
personal flles compensaLlon admlnlsLraLlon payroll beneflLs admlnlsLraLlon andlssulng leLLers and
LesLlmonlals 1haL Lask ls supporLed by as separaLe P8 operaLlon Leamwho acLs as an Pr helpdesk and
provldes lnformaLlon Lo Lhe employee/managers


2 D|scuss the cu|tura| d|mens|ons of Ind|an Work force 10 Marks
A2 CulLural ulmenslon of lndlan Work lorce 1he foundaLlon for undersLandlng Lhe unlque work
pracLlces aL a counLry level can be besLls undersLood by flrsL undersLandlng Lhe culLure aspecLs of Lhe
counLry's workforce 1he ploneerlng work done by uuLch SclenLlsL CeerL PofsLede ls a useful Lool ln
undersLandlng Lhe culLural dlfferences used Lo dlfferenLlaLe counLrles Pe ldenLlfled flve culLural
dlmenslons around whlch counLles have been clusLered 1he dlmenslons are power dlsLance
uncerLalnly avoldance lndlvlduallsm mascullnlLy and long Lerm orlenLaLlonCeerL PofsLede dlmenslon
are based on research conducLed among over 1000 l8M employees worklng globally Whlle Lhelr
conLlnued Lo be oLher sLudles llke Lhe CLC8L(Clobal leadershlp and organlzaLlonal behavlor
LffecLlveness) pro[ecL and Lrompenaars framework hofsLedes model ls mosL popular
ower D|stance
ower dlsLance ls Lhe exLenL Lo whlch less powerful members of lnsLlLuLlons and organlzaLlons accepL
LhaL power ls dlsLrlbuLed unequally CounLrles ln whlch people bllndly obey of superlor have hlgh power
dlsLance Plgh power dlsLance counLrles have norms values and bellefs LhaL supporL
O ln equally ls good everyone has a place some are hlgh some are low
O MosL people should be dependenL on a leader
O 1he powerful are enLlLled Lo prlvlleges and
O 1he powerful should yleld Lhe power
lndla score 77 on power dlsLance lndlcaLlng hlgh power dlsLance as a resulL of LhelnequallLles boLh
aL Lhe level of socleLy as well as Lhe aL Lhe workplace lndlan organlzaLlonLyplcally have hlerarchlcal
sLrucLures pollcles yleld power and subordlnaLlon ls accepLable1he dlmenslon of hlgh power
dlsLance aL Lhe workplace can be besL undersLood as
O eople dlsllke work and Lry Lo avold lL
O Managers belleve LhaL Lhey musL adopL Lheory x leadershlp sLyle LhaL ls Lhey musL be
auLhorlLarlan and force workers Lo perform and need Lo supervlse Lhelr subordlnaLed closely
O CrganlzaLlonal sLrucLure and sysLems Lend Lo maLch Lhe assumpLlon regardlngleadershlp and
moLlvaLlon
O ueclslon maklng ls cenLrallzed
O 1hose aL Lhe Lop make mosL of Lhe declslon CrganlzaLlon Lends Lo have Lalls sLrucLures
O 1hey wlll have a large proporLlon of supervlsory personal and
O 1he people aL Lhe lower level ofLen wlll have low [ob quallflcaLlons
O Such sLrucLure s encourages and promoLes lnequallLy beLween people aL dlfferenL levels
O 1hose aL Lhe Lop make mosL of Lhe declslon CrganlzaLlon Lends Lo have LallsLrucLures
O 1hey wlll have a large proporLlon of supervlsory personal and
O 1he people aL Lhe lower level ofLen wlll have low [ob quallflcaLlons
Such sLrucLure s encourages and promoLes lnequallLy beLween people aL dlfferenL levels
Uncerta|nty Avo|dance
uncerLalnLy avoldance ls Lhe exLenL Lo whlch people feel LhreaLened by amblguous slLuaLlon and have
creaLed bellefs and lnsLlLuLlons LhaL Lry Lo avold Lhese lndla scores 40 lndlcaLlng low Lo average
uncerLalnly avoldance characLerlzes CounLrles wlLh low Lo average uncerLalnly avoldance have people
who are more wllllng Lo accepL LhaL rlsks are assoclaLed wlLh Lhe unknown and LhaL llfe musL go on ln
splLe of Lhls Speclflcally hlgh uncerLalnly avoldance counLrles are characLerlzed by norms values
and bellefs whlch accepL LhaL
O ConfllcL should noL be avolded
O uevlanL people and ldeas should be LoleraLed
O Laws are noL very lmporLanL and need noL necessarlly be followed
O LxperLs and auLhorlLles are noL always correcL and consensus ls noL lmporLanL
Low uncerLalnLy avoldance socleLy such as ours have organlzaLlon seLLlng wlLh less sLrucLurlng of
acLlvlLles fewer wrlLLen rules more rlsk Laklng by managers hlgher labor Lurnover and more
amblLlous employees Such an organlzaLlon encourages employees Louse Lhelr lnlLlaLlve and assume
responslblllLy for Lhelr acLlons uenmark and CreaL 8rlLaln are good examples of low uncerLalnLy
avoldance culLures Cermany !apan and Spaln Lyplfy hlgh uncerLalnLy avoldance socleLles
Ind|v|dua||sm
lndlvlduallsm ls Lhe Lendency of people Lo look afLer Lhemselves and Lhelr famlly only 1he opposlLe of
Lhls collecLlvlsm whlch refers Lo Lhe Lendency of people Lo belong Lo group and Lo look afLer oLher ln
exchange for loyalLy lndla score 48 on lndlvlduallsm lndlcaLlng somewhaL low scores Lherefore Lendlng
Lowards a more collecLlsLlc socleLy CollecLlvlsL counLrles belleve LhaL
O Cnes ldenLlLy ls based on one's group membershlp
O Croup declslon maklng ls besL and
O Croup proLecL lndlvlduals ln exchange for Lhelr loyalLy Lo Lhe group
CrganlzaLlons are collecLlvlsL socleLles Lend Lo promoLe nepoLlsm ln selecLlng managers ln conLrasL
ln lndlvlduallsm socleLles favorlLlsm shown Lo frlends and relaLlves ls consldered Lo be unfalr and
even lllegal lurLher organlzaLlons ln collecLlvlsL culLure base promoLlons mosLly on senlorlLy and age
where as ln lndlvlduallsL socleLles Lhey are based on one's performance llnally ln collecLlvlsL
culLures lmporLanL declslon are made by older and senlor managers as opposed Lo lndlvlduallsL
culLures where declslon maklng ls an lndlvlduals responslblllLy
lndlvlduallsm ls common ln Lhe uS Canada AusLralla uenmark and Sweden 1he people of lndla
lndonesla and aklsLan number of SouLh Amerlcan counLrles exhlblL collecLlvlsm

Mascu||n|ty
MascullnlLy refers Lo a slLuaLlon ln whlch Lhe domlnanL values ln a socleLy are success money and oLher
maLerlal Lhlngs PofsLede measured Lhls dlmenslon on a conLlnuum ranglng from mascullnlLy Lo
femlnlnlLy lndla scores 36 Lendlng Lo be closed Lo mascullnlLy Lhan femlnlnlLy ln hlgher mascullne
socleLy's [obs are clearly deflned by gender 1here are men's [obs and women's [obs Men usually
choose [obs LhaL are assoclaLed wlLh shorL Lerm employmenL before marrlage

3 Lxp|a|n the need for numan kesource p|ann|ng system 10 Marks
A3 Puman resource plannlng sysLem ls a mandaLory parL of every organlzaLlons annual plannlng
process Lvery organlzaLlon LhaL plans for lLs buslness goals for Lhe year also plan how lL wlll go abouL
achlevlng Lhem and Lhereln Lhe plannlng for Lhe human resources
1 1o carry on lLs work each organlzaLlon needs compeLenL sLaff wlLh Lhe necessary quallflcaLlon skllls
knowledge work experlence and apLlLude of work
2 Slnce employees exlL and organlzaLlon boLh naLurally
(As a resulL of superannuaLlon) and unnaLurally
(As a resulL of reslgnaLlon) Lhere ls an ongolng need for hlrlng replacemenL sLaff Lo augmenL employee
exlL CLherwlse work would be lmpacLed
3 ln order Lo meeL for Lhe more employees due Lo organlzaLlonal growLh and expanslon Lhls ls Lurn call
for large quanLlLles of Lhe same goods and servlces as well as new goods 1hls growLh could be rapld or
gradual dependlng on Lhe naLure of Lhe buslness lLs compeLlLors lLs poslLlon ln Lhe markeL and
Lhe general economy
4 CfLen organlzaLlon mlghL need Lo replace Lhe naLure of Lhe presenL workforce as a resulL of lLs
changlng needs Lherefore Lhe need Lo hlre new seL of employees 1o meeL Lhe Challenges of Lhe
changed needs of Lechnology/producL/servlce lnnovaLlon Lhe exlsLlng employees need Lo be Lralned or
new skllls seLs lnduced lnLo Lhe organlzaLlon
3 Manpower plannlng ls also needed ln order Lo ldenLlfy an organlzaLlons need Lo reducelLs workforce
ln slLuaLlon where Lhe organlzaLlon ls faced wlLh severe revenue and growLhllmlLaLlon lL mlghL need Lo
plan well Lo manage how lL wlll workforce CpLlons such asredeploymenL and ouLplacemenL can be
planned for and execuLed properly


4 L|uc|date the c|ass|f|cat|on of wages |n the Ind|an System10 Marks
A4 ln lndla wages sysLem ls classlfled as follows
O Mlnlmum wages
O lalr wages
O Llvlng wages
Mlnlmum wages mlnlmum wages has been deflned by Lhe commlLLee as Lhe wages whlch musL
provlde noL only for Lhe bare subsLance of llfe buL for Lhe preservaLlon of Lhe efflcacy of Lhe worker
lor Lhls purpose mlnlmum wages musL provlde for some measure of educaLlon medlcal
requlremenL and amenlLles ln oLher words mlnlmum wages should provlde for susLenance for Lhe
worker's famlly for hls efflclency for Lhe educaLlon of hls famlly members for Lhelr medlcal care
for Lhelr amenlLles lL ls very dlfflculL Lo deLermlne Lhe mlnlmum wages because condlLlon varles
from place Lo place lndusLry Lo lndusLry and from worker Lo worker Powever Lhe prlnclples for
deLermlnlng mlnlmum wages were evolved by Lhe governmenL and have been lncorporaLed ln Lhe
mlnlmum wages acL1948Lhe lmporLanL prlnclples belng LhaL mlnlmum wages should provlde noL
only for Lhe bare
susLenance of llfe buL also for Lhe preservaLlon of Lhe efflclency of Lhe workers by Lhe 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 ls obvlously Lhe mlnlmum wage Lhe upper llmlL ls seL by Lhe
capaclLy of lndusLry Lo pay 8eLween Lhese Lwo llmlLs Lhe acLual wages should depend on conslderaLlon
of such facLor as
O 1he producLlvlLy of labor
O 1he prevalllng raLes of wages ln Lhe same or nelghborlng locallLles
O 1he level of Lhe naLlonal lncome and lLs dlsLrlbuLlon and
O 1he place of lndusLry ln Lhe economy
L|v|ng wages
Cne whlch should enable Lhe earner Lo provlde for hlmself and hls famlly noL only Lhere're
essenLlals of food cloLhlng and shelLer buL a measure of frugal comforL lncludlng educaLlon for hls
chlldren proLecLlon agalnsL lllhealLh requlremenL of essenLlal soclal needs and a measure of
lnsurance agalnsL Lhe more lmporLanL mlsforLunes lncludlng oldage ln oLher words a llvlng wage
was Lo provlde for a sLandard of llvlng LhaL would ensure good healLh for Lhe worker and hls famlly
as well as a measure of decency comforL
LducaLlon for hls chlldren and proLecLlon agalnsL mlsforLunaLe Cenerally ascerLalnlng wages and
decldlng who Lo pay whaL ls a acLlvlLy underLaken ln Lhe beglnnlng when a organlzaLlon ls seL up 1here
on lL are annual revlews Lo make correcLlon per Lhe counLry's economlc and markeL/lndusLry Lrends 1he
managemenL conslders Lhe sLaLe of Lhe labor markeL and Lakes lnLo accounL of whaL he can afford Lo
pay and Lhe value of Lhe worker Lo hlm 1he worker's wllllngness for employmenL aL Lhe raLe offered
lmplles LhaL Lhey agree Lo work aL LhaL raLe Lhrough Lhey have had no parL ln flxlng lL
1 Co||ect|ve barga|n|ng lL ls sLlll ln Lhe lnlLlal sLage ln lndla AlLhough lL ls a deslrable developmenL
ln Lhe relaLlon beLween managemenL and labor lL cannoL be lmposed upon elLher slde by
compulslon and should evaluaLe naLurally from wlLhln
2 Io|untary arb|trat|on ln volunLary arblLraLlon boLh parLles agree Lo refer Lhelr dlspuLe agreed
arblLraLor and hls award becomes blndlng on Lhe parLles
3 Wage Leg|s|at|on Wages are flxed accordlng Lo Lhe law ln some lndusLrles 1he cenLral
governmenL and sLaLe governmenL may flx mlnlmum wages under Lhe mlnlmum wages acL 1948
for Lhe lndusLrles ln whlch workers are explolLed or Loo unorganlzed Lo proLecL Lhelr own
lnLeresL ln order Lo advlse Lhem ln Lhe maLLer of flxlng mlnlmum wages Lhe governmenL
appolnLs mlnlmum wages commlLLees and Lhe advlsory boards 1he commlLLees and Lhe
advlsory boards conslsL of equal number of workers and employers represenLaLlve and also
lndependenL members whose number should noL exceed one Lhlrd of Lhe LoLal number of
members
4 Conc|||at|on 1he lndusLrlal dlspuLe acL 1947 provlde for conslderaLlon ln case of dlspuLe
beLween employee and worker lf an agreemenL ls reached ln Lhe course of conclllaLlon
proceedlng lL becomes blndlng on Lhe parLles and Lakes effecLs from Lhe daLe agreed upon or
from Lhe daLe on whlch lL ls slgned by Lhe Lwo parLles ln case no agreemenL ls reached Lhe
conclllaLlon offlcer sends a full reporL o Lhe proceedlng Cn Lhe recelpL of Lhe reporL LhegovL
may declde Lo refer Lhe case Lo lndusLrlal Lrlbunal for award
3 Ad[ud|cat|on Labor courLs and lndusLrlal Lrlbunal are seL up under Lhe lndusLrlal dlspuLes acL
1947 CnsLudylng Lhe awards one geLs Lhe lmpresslon LhaL Lhe ad[udlcaLlon are aLLempLlng Lo
[usLlfyLhelr declslon ln soclal and eLhlcal Lerms AL Lhe same Llme Lhere ls deslre Lo saLlsfy
boLh parLles Lo dlspuLe and Lherefore Lconomlcs facLors such as capaclLy Lo payunemploymenL
proflL condlLlon of Lhe economy or welfare of Lhe lndusLry concerned areglven due promlnence
6 Wages 8oard 1he board ls appolnLed by govL and conslsL 7 members
O 2 ManagemenL
O 2 Labor
O 2 lndependenL member
O 1 Chalrmen
1he board ls expecLed Lo Lake lnLo accounL Lhe needs of Lhe speclflc lndusLry ln developlng economy
Lhe speclal feaLure of lndusLry Lhe requlremenL of soclal [usLlce and Lhe necesslLy for ad[usLlng wage
dlfferenLlal ln such a manner as Lo provlde lncenLlves Lo workers for advanclng Lhelr sklll lLs
recommendaLlon may be accepLed by Lhe govL elLher compleLely or parLly and may be sLaLuLorlly
lmposed on Lhe lndusLry ln quesLlon or may be re[ecLed








S Ms S Sharma |s the Genera| Manager nk of a pr|vate educat|ona| group She |s p|ann|ng for
the promot|on po||cy for the facu|ty members 1he norms are a|so ru|ed by the government po||cy
and cr|ter|a Moreover the opt|ons to promote are ||m|ted Suggest Ms Sharma the a|ternat|ve
way to vert|ca| promot|on What are the cha||enges |n |mp|ement|ng that opt|on? 10 Marks

A3 lndlvldually percelved sequences of a aLLlLude and behavlor work relaLed acLlvlLles and experlence
over Lhe span of a person's llfe l normal parlance Lhe Lerm career has boLh an lnLernal and exLernal
focus An lnLernal focus refers Lo Lhe way an lndlvldual vlews hls/her career and Lhe exLernal or ob[ecLlve
focus and refers Lo Lhe serles of [ob poslLlon held by Lhe lndlvldual 1he dynamlcs of career developmenL
ln an organlzaLlonal conLexL has Lwo dlmenslons
O Pow lndlvlduals plan and lmplemenL Lhelr own career goals
O Pow organlzaLlons deslgn and lmplemenL Lhelr career lmplemenL Lhelr career developmenL
programs
Career plannlng ls a dellberaLe aLLempL by an lndlvldual Lo become more aware of Lhelr skllls
lnLeresL values opporLunlLles and consLralnLs lL requlres an lndlvldual Lhlnklng Lo ldenLlfy career
relaLed goals and esLabllshlng plans Lowards achlevlng Lhose goals CfLen lLs self drlven process
whlch every professlonal appends some Llme Lo dwell on and dlscuss lL wlLh peers or superlors and
frame lL lL ls also vlewed from Llme Lo Llme LhaL Lhe lndlvldual looks for posslble new carrler opLlon
Pavlng a career plan bullds a commlLmenL Lowards achlevlng lL and ls vlewed as an excellenL
personal goal seLLlng exerclse for self moLlvaLlon Career managemenL ls consldered Lo be an
organlzaLlonal process LhaL lnvolves preparlng lmplemenLlng monlLorlng career plans underLaken
by n lndlvldual alone or wlLhln Lhe organlzaLlonal career sysLem CrganlzaLlonal esLabllshlng pollces
LhaL provlde for mulLlple career paLh opLlons LhaL an employee can choose from and pursue 1hls ls
supporLed wlLh a loL of Lralnlng and developmenL acLlvlLles LhaL are agreed Lo wlLh Lhe managers
and planned carefully and execuLed varleLy of career developmenL acLlvlLles and Lools exlsLs for use
ln organlzaLlons P8 managers should be famlllar wlLh Lhese componenLs bemuse Lhe managers
ofLen serve as lnLernal consulLanLs responslble for deslgnlng Lhe career developmenL sysLem Some
of Lhe acLlvlLles descrlbed are lndlvlduals career plannlng Lools and oLher are commonly used
for organlzaLlonal career managemenL l general Lhe mosL effecLlve career developmenL program
wlll use boLh Lype of acLlvlLles Career developmenL program are as follows
1 Self assessmenL Lools Lhese are usually Lechnology enabled on llne Lools LhaLform parL of Lhe
performance appralsal sysLem and allow Lhe lndlvldual LoldenLlfy areas of sLrengLh Lhe besL
eg career plannlng workbooks career workshop eLc
2 lndlvldual counsellng formally Lhe process allows for lndlvlduals Lo dlscussLhls as parL of Lhe
performance managemenL process wlLh Lhelr lmmedlaLe
managers and share and Lake feedback wlLh Lhelr lmmedlaLe managers and shareand Lake feedback on
Lhe approprlaLeness of Lhe cholces and how Lo go abouL pursulng lL CfLen managers recommend
relevanL oLher managers and leaderswho Lhe employee can llnk wlLh Lo seek advlce and supporL
CrganlzaLlons also provlde for formal menLorlng programs Lo whlch an employee can enroll andslgn up
a menLor who can Lhen provlde Lhe supporL and counsellng on Lhe besLcareer opLlon and how Lo go
abouL lL achlevlng lL
3lnformaLlon servlces organlzaLlon has esLabllshlng pollcles on whaL skllls and experlence LhaL each [ob
ln Lhe organlzaLlon requlres !obs wlLh slmllar skllls and experlence are clubbed LogeLher Lo creaLe
parallel career paLhs 1hese are Lyplcally called career ladders or career paLhs and Lhey help an
employee Lo ldenLlfy whaL hls opLlons are for fuLure growLh and ldenLlfy Lhe approprlaLe one based on
hls personal skllls and capablllLles/llmlLaLlon 1hese career paLh would be supplemenLed wlLh addlLlonal
lnformaLlon on skllls and experlence LhaL one musL have for each role/[ob ln here career paLh lL would
also speclfy Lhe parLlcular quallflcaLlon or speclal cerLlflcaLlon LhaL Lhe poslLlon demands An employee
asplrlng Lo purpose a career opLlon would need Lo dedlcaLe Llme and efforLs and Lhe expenses Lowards
acqulrlng Lhe same Large MnCs also encourage Lhe relmbursemenL of Lhese expenses as an annual
flxed amounL on successfully Lhe exam / cerLlflcaLlon 1he employee however needs Lo flnd Lhe Llme and
expend Lhe efforLs away from work 1he acLual move of Lhe employee Lo Lhe new role would however
depend on Lhe exlsLence of Lhe [ob vacancy ln Lhe role Lmployee can also approach career resource /
LalenL managemenL cenLers supporLed by P8 Leam for more lnformaLlon on how Lo plan careers and
apply for new roles and [ob
4 lnlLlal employmenL programmed organlzaLlon also run lnLernshlp and apprenLlceshlp programs
whereln Lhe lndlvldual asplrlng Lo do a parLlcular [ob can spend some Llme as a Lemporary employee Lo
explore lnLeresL and sklll flLmenL for Lhe [ob/role
3 CrganlzaLlon assessmenL programme lL can proacLlvely esLabllsh formal process whereln an
employee can volunLeer Lo parLlclpaLe and undersLand hlmself/herself and hls/her sLrengLhs 1hrough
Lhe use of assessmenL cenLer organlzaLlons can help an employee ldenLlfy areas for lmprovemenL and
means of bulldlng Lhose skllls So he can achleve hls career plans CerLaln organlzaLlons offer
psychologlcal LesLlng lnsLrumenL whlch proflle Lhe employee's sLrengLhs and roles and responslblllLy
he/she wlll besL flL lnLo
6 uevelopmenL programs focus Lhe efforLs of Lhe employee Lowards helplng Lhe employee Lo achleve
hls career goals 1he assessmenL cenLers [ob roLaLlons program ln houslng Lralnlng LulLlon refund plans
all prove effecLlve Lools Lo help Lhe lndlvldual along


6 A8C |s an organ|zat|on that wants to rev|se the nk po||c|es 8efore do|ng that |t want to have
some deta||s about the fo||ow|ng
- What the emp|oyees th|nk about the company?
- What do they th|nk |n the company |s go|ng we||?
- What pract|ces |n the company they th|nk are not do|ng we||?
- Get the feedback on manager|a| effect|veness
Suggest the su|tab|e method to co||ect the emp|oyee op|n|on and exp|a|n the method 10 Marks

A6 Lmployee survey Lechnlques have developed slgnlflcanLly over Lhe pasL few years wlLh web based
Lechnologles lL ls easler and cheaper Lhan ever Lo collecL and manage daLa ln Lhe pasL any P8 drlven
lnlLlaLlve was seen as LacLlcal and of llLLle real beneflL Lo Lhe organlzaLlon as a whole now many
enllghLened organlzaLlons see P8 and employee surveys as a powerful buslness lmprovemenL Lool
CusLomers now have a greaLer range of cholces Lhan ever and are becomlng lncreaslngly beLLer
lnformed 1hls ln Lurn means LhaL many have very hlgh expecLaLlons and lf Lhey feel Lhey are belng
shorL changed ln any way Lhey Lake Lhe lnlLlaLlve and swlLch Lhelr alleglance 1hls reducLlon ln
consumer loyalLy can creaLe dlfflculLles ln reLalnlng exlsLlng cusLomers causlng organlzaLlons Lo lncrease
Lhe amounL Lhey spend on engaglng new cusLomers Consumer cholce has also broughL greaLer
compeLlLlveness Lo Lhe markeL and ln many slLuaLlons lL ls dlfflculL for an organlzaLlon Lo dlfferenLlaLe
lLself from Lhe compeLlLlon ln Lerms of producLlon range quallLy and prlce As a resulL Lhe maln
dlfferenLlaLor for organlzaLlons has Lo be Lhe quallLy of servlce LhaL Lhe cusLomer recelves 1hls may well
resulL ln people buylng from you because Lhey engage wlLh speclflc lndlvlduals and Lhe servlce/ aLLlLude
Lhey offer When was Lhe lasL Llme you wenL ouL Lo a resLauranL for a speclal meal? 8egardless of Lhe
quallLy of Lhe food and Lhe prlce lf Lhe servlce was poor you forgeL how good Lhe food was and you wlll
probably noL vlslL LhaL resLauranL agaln lollowlng on Lhls same prlnclple Lhere ls a slgnlflcanL amounL of
survey demonsLraLlng LhaL employees have Lhe greaLesL slngle lmpacL on cusLomer servlce ln Lhe eyes
of Lhe cusLomer Lhe employee Lhey lnLeracL dlrecLly wlLh ls Lhe face of LhaL organlzaLlon and heavlly
lnfluences how Lhey feel abouL Lhe organlzaLlon lL ls vlLal for every lnLeracLlon Lo be a poslLlve one noL
[usL for Lhe cusLomer buL for Lhe employee as well lf Lhe cusLomer ls happy Lhey spend more money
whlch naLurally lmproves Lhe organlzaLlon's overall buslness performance Llkewlse hlgher employee
saLlsfacLlon levels can come abouL as cusLomer saLlsfacLlon and buslness performance levels lncrease
because of Lhe prlde and kudos LhaL come from worklng for a successful company 8esearch shows LhaL
Lhe mosL successful organlzaLlons have saLlsfled moLlvaLed flexlble commlLLed and wellLralned
employees who belleve LhaL Lhey are able Lo personally conLrlbuLe Lo Lhe success of Lhe organlzaLlon ln
Lurn Lhey are more llkely Lo be supporLlve of Lhe organlzaLlon's producLs sLraLegy and goals 1he mosL
successful organlzaLlons geL Lhe mosL from Lhelr employees because Lhey conslder Lhem Lo Lhelr
greaLesL asseL and Lhey are prepared Lo lnvesL ln Lhem ln Lhe same way as Lhey lnvesL ln Lechnology
producL/brand developmenL and cusLomer segmenLaLlon 1hls means conslderlng employees as a key
sLakeholder group ln Lhe same way as cusLomers shareholders and oLher corporaLe lnvesLmenLs 1hls
leads Lo a crlLlcal need Lo undersLand and proacLlvely manage Lhe lmpacL LhaL any change wlll have on
your employees ln order Lo proLecL Lhe lnvesLmenL made ln Lhem ln many cases your buslness lS your
people Cne approach ls Lo proacLlvely use employee survey Lo undersLand whaL Lhe key moLlvaLors and
dlssaLlsfles are for Lhem 1he crlLlcal llnk beLween employee saLlsfacLlon and organlzaLlonal performance
has been clearly esLabllshed ln many lndependenL and academlc sLudles people pracLlces were found Lo
have a slgnlflcanL lmpacL on lmprovemenLs noL only ln employee saLlsfacLlon buL also ln Lhe
organlzaLlons producLlvlLy and flnanclal performance ulfferenL 1ypes of Lmployee Survey rograms
Annual cllmaLe and employee saLlsfacLlon surveys are by far Lhe mosL popular klnd of employee survey
acLlvlLy Powever Lhe followlng Lypes of survey programs are also galnlng ln popularlLy
O Comblnlng employee and cusLomer saLlsfacLlon sLudles
O rocedure/pollcy evaluaLlon
O AllgnmenL of employees behlnd new producL developmenL
O AllgnmenL of employees behlnd organlzaLlonal rebrandlng and reposlLlonlng efforLs
O Managlng employees Lhrough organlzaLlonal change programs (eg merger
acqulslLlon/downslzlng eLc)
O lnLernal cusLomer servlce evaluaLlons
O lnLernal communlcaLlons evaluaLlons
O LvaluaLlon and deslgn of dlfferenL beneflLs schemes


Def|n|ng Lmp|oyee Survey Goa|s and Cb[ect|ves
8efore sLarLlng on a sLaff survey process lL ls vlLal Lo deflne a seL of ob[ecLlves for Lhe survey WlLhouL
Lhese ob[ecLlves Lhe survey program wlll lack focus and lL wlll be dlfflculL Lo ralse enLhuslasm for Lhe
survey among your key lnfluencers and declslonmakers
All employee survey programs need Lo be seen as a companywlde lnlLlaLlve LhaL ls drlven by managers
and employees from across Lhe whole organlzaLlon and noL someLhlng LhaL ls solely lnlLlaLed and
managed [usL wlLhln P8 lL ls Lherefore vlLal LhaL any deflned ob[ecLlves for a survey are buslness relaLed
ln Lhls way lmprovemenLs resulLlng from Lhe survey can be seen as lmprovlng cusLomer servlce and
overall buslness performance
uecldlng on Lhe ApproprlaLe Survey MeLhodology ueflnlng ob[ecLlves aL Lhe ouLseL wlll help Lo
deLermlne Lhe meLhodology because Lo meeL Lhe deslred ob[ecLlves you wlll need Lo conslder Lhe
followlng
O Are all employees affecLed and should all employees need Lo be lnvolved?
O Wlll changes and lmprovemenL acLlon be requlred aL dlfferenL levels across Lhe organlzaLlon?
O Pow wlll managers and employees be engaged ln Lhe lmprovemenL process?
O Pow wlll awareness of Lhe survey lLs resulLs and lmprovemenLs be ralsed and managed among
employees?
O Pow wlll Lhe progress of lmprovemenL acLlons be revlewed monlLored and CommunlcaLed over
Llme?
CuanLlLaLlve and quallLaLlve research meLhods can boLh be hlghly effecLlve ln employee surveys lL ls
essenLlal Lhough Lo ensure LhaL Lhe correcL meLhodology ls used for Lhe Lype of survey belng
conducLed
CuallLaLlve research ls mosL approprlaLe when
1he research lnvolves relaLlvely small groups of people
O ou are looklng Lo pursue a sub[ecL ln real deLall
O ou are looklng for Lhe flexlblllLy Lo move beLween sub[ecLs dependenL on how parLlclpanLs
respond
O ou are aLLempLlng Lo deLermlne sLrengLh of feellng on a cerLaln sub[ecL
O ou are Lrylng Lo undersLand rooL causes of a feellng raLher Lhan [usL Lhe sympLomsof lssues
O ou are Lrylng Lo seek Lhe connecLlons beLween lssues
O ou are surveylng parLlcularly complex lssues
laceLoface lndlvldual lnLervlews and focus groups are Lhe mosL common forms of quallLaLlve
Lechnlques used ln employee research
CuanLlLaLlve research ls mosL approprlaLe when
O Large numbers of people need Lo be lncluded
O 1he survey needs Lo cover a large number of dlfferenL sub[ecLs
O lL ls lmporLanL Lo have robusL numerlcal daLa
O ou need Lo have measurable comparlson daLa beLween dlfferenL groups
O ou wanL Lo be able Lo compare performance agalnsL oLher exLernal organlzaLlons
O ou wanL Lo ldenLlfy correlaLlon wlLh oLher survey daLa(eg cusLomer saLlsfacLlon daLa)
Lmployee saLlsfacLlon surveys are Lhe mosL common form of quanLlLaLlve research 1here are occaslons
when boLh meLhodologles can be effecLlvely comblned lor example ln an employee saLlsfacLlon survey
you may declde Lo use focus groups before deslgnlng Lhe survey ln order Lo deLermlne Lhe survey
conLenL and/or plloL quesLlonnalre 1hen you may also wanL Lo use quallLaLlve research afLer Lhe survey
daLa has been collecLed Lo beLLer undersLand Lhe meanlng behlnd Lhe quanLlLaLlve resulLs


Lmp|oyee Sat|sfact|on
SurveyslL ls worLhwhlle examlnlng employee saLlsfacLlon surveys ln more deLall glven LhaL Lheyare Lhe
mosL popular Lype of employee survey
Census or Samp|e
Pavlng deflned your survey ob[ecLlves Lhe nexL Lhlng Lo conslder ls wheLher Lhere ls a need Lo survey all
employees(Census) or [usL a subseL of Lhem (Sample)
Lvldence overwhelmlngly suggesLs LhaL a census survey ls mosL approprlaLe for employee saLlsfacLlon
surveys 1hls ls malnly due Lo Lhe need Lo drlve Lhrough lmprovemenL acLlon plannlng aL local levels
whlch requlres fronLllne managers Lo be provlded wlLh Lhelr own reporLs 8y underLaklng a sample
survey Lhere may elLher be noL enough responses Lo provlde a reporL or Lhe number of responses may
represenL Loo small a proporLlon of Lhe whole employee populaLlon Lo be consldered sLaLlsLlcally robusL
Commun|cat|on
Lmployee buyln ls crlLlcal Lo Lhe success of Lhe survey lf Lhey belleve LhaL lmprovemenLs wlll resulL
from Lhe survey Lhey are more llkely Lo parLlclpaLe by compleLlng lL and wlll become acLlvely lnvolved ln
Lhe followup lmprovemenL acLlon plannlng process 1hls ls anoLher sLrong reason for a census approach
raLher Lhan sample CommunlcaLlon ls crlLlcal Lo geLLlng Lhls employee buyln parLlcularly aL Lhe ouLseL
of Lhe program and we recommend developlng a communlcaLlons plan LhaL covers Lhe followlng sLages
O re Survey
O uurlng Lhe Survey
O osL Survey
O 8eLween Surveys
When developlng Lhe plan Lhere ls a need Lo conslder Lhe dlfferenL messages LhaL you wanL Lo glve Lo
Lhe dlfferenL audlences and whaL are Lhe mosL approprlaLe communlcaLlon channels for reachlng Lhose
audlences lor example lL ls lmporLanL for flrsL llne managers and lmmedlaLe supervlsors Lo be poslLlve
role models for Lhe survey so LhaL when Lhey lnLeracL wlLh Lhelr sLaff Lhey demonsLraLe acLlve
encouragemenL of Lhe survey a commlLmenL Lo admlnlsLer lL properly and Lo acL on Lhe resulLs 1hls ls
lmporLanL because employees are usually heavlly lnfluenced by Lhelr lmmedlaLe supervlsors or llne
managers lf Lhey do noL Lhlnk LhaL Lhelr manager/supervlsor belleves ln Lhe survey Lhen nelLher wlll
Lhey 1he whole process ls Lhen deralled before lL sLarLs





















Master of 8us|ness Adm|n|strat|onM8A Semester 1
M80043 numan kesource Management 4 Cred|ts
Ass|gnment Set 2 (60 Marks)

Note Lach quest|on carr|es 10 Marks Answer a|| the quest|ons

C1 ulscuss Lhe facLors affecLlng recrulLmenL? 10 Marks
A1 IAC1CkS AIILC1ING kLCkUI1MLN1



1he exLernal forces are Lhe forces whlch cannoL be conLrolled by Lhe organlsaLlon 1he ma[or
exLernal forces are

1 SUL AND DLMAND
1he avallablllLy of manpower boLh wlLhln and ouLslde Lhe organlzaLlon ls an lmporLanL
deLermlnanL ln Lhe recrulLmenL process lf Lhe company has a demand for more professlonals and
Lhere ls llmlLed supply ln Lhe markeL for Lhe professlonals demanded by Lhe company Lhen Lhe
company wlll have Lo depend upon lnLernal sources by provldlng Lhem speclal Lralnlng and
developmenL programs
2 LA8CUk MAkkL1
LmploymenL condlLlons ln Lhe communlLy where Lhe organlzaLlon ls locaLed wlll

lnfluence Lhe recrulLlng efforLs of Lhe organlzaLlon lf Lhere ls surplus of manpower aL Lhe Llme of
recrulLmenL even lnformal aLLempLs aL Lhe Llme of recrulLlng llke noLlce boards dlsplay of Lhe
requlslLlon or announcemenL ln Lhe meeLlng eLc wlll aLLracL more Lhan enough appllcanLs
3 IMAGL ] GCCDWILL
lmage of Lhe employer can work as a poLenLlal consLralnL for recrulLmenL An organlzaLlon
wlLh poslLlve lmage and goodwlll as an employer flnds lL easler Lo aLLracL and reLaln
employees Lhan an organlzaLlon wlLh negaLlve lmage lmage of a company ls based on whaL
organlzaLlon does and affecLed by lndusLry lor example flnance was Laken up by fresher
M8A's when many flnance companles were comlng up
4 CLI1ICALSCCIAL LLGAL LNIIkCNMLN1
varlous governmenL regulaLlons prohlblLlng dlscrlmlnaLlon ln hlrlng and employmenL have
dlrecL lmpacL on recrulLmenL pracLlces lor example CovernmenL of lndla has lnLroduced
leglslaLlon for reservaLlon ln employmenL for scheduled casLes scheduled Lrlbes physlcally
handlcapped eLc Also Lrade unlons play lmporLanL role ln recrulLmenL 1hls resLrlcLs
managemenL freedom Lo selecL Lhose lndlvlduals who lL belleves would be Lhe besL
performers lf Lhe candldaLe can'L meeL crlLerla sLlpulaLed by Lhe unlon buL unlon
regulaLlons can resLrlcL recrulLmenL sources
3 UNLMLCMLN1 kA1L
Cne of Lhe facLors LhaL lnfluence Lhe avallablllLy of appllcanLs ls Lhe growLh of Lhe economy
(wheLher economy ls growlng or noL and lLs raLe) When Lhe company ls noL creaLlng new
[obs Lhere ls ofLen oversupply of quallfled labor whlch ln Lurn leads Lo unemploymenL
6 CCML1I1CkS
1he recrulLmenL pollcles of Lhe compeLlLors also effecL Lhe recrulLmenL funcLlon of Lhe
organlsaLlons 1o face Lhe compeLlLlon many a Llmes Lhe organlzaLlons have Lo change Lhelr
recrulLmenL pollcles accordlng Lo Lhe pollcles belng followed by Lhe compeLlLors
1he lnLernal forces le Lhe facLors whlch can be conLrolled by Lhe organlsaLlon are

1 kLCkUI1MLN1 CLIC
1he recrulLmenL pollcy of an organlsaLlon speclfles Lhe ob[ecLlves of recrulLmenL and
provldes a framework for lmplemenLaLlon of recrulLmenL programme lL may lnvolve
organlzaLlonal sysLem Lo be developed for lmplemenLlng recrulLmenL programmes and
procedures by fllllng up vacancles wlLh besL quallfled people

IAC1CkS AIILC1ING kLCkUI1MLN1 CLIC

- CrganlzaLlonal ob[ecLlves
- ersonnel pollcles of Lhe organlzaLlon and lLs compeLlLors
- CovernmenL pollcles on reservaLlons
- referred sources of recrulLmenL
- need of Lhe organlzaLlon
- 8ecrulLmenL cosLs and flnanclal lmpllcaLlons
2 nUMAN kLSCUkCL LANNING
LffecLlve human resource plannlng helps ln deLermlnlng Lhe gaps presenL ln Lhe exlsLlng
manpower of Lhe organlzaLlon lL also helps ln deLermlnlng Lhe number of employees Lo be
recrulLed and whaL quallflcaLlon Lhey musL possess
3 SI2L CI 1nL IIkM
1he slze of Lhe flrm ls an lmporLanL facLor ln recrulLmenL process lf Lhe organlzaLlon ls plannlng
Lo lncrease lLs operaLlons and expand lLs buslness lL wlll Lhlnk of hlrlng more personnel whlch
wlll handle lLs operaLlons
4 CCS1
8ecrulLmenL lncur cosL Lo Lhe employer Lherefore organlzaLlons Lry Lo employ LhaL source of
recrulLmenL whlch wlll bear a lower cosL of recrulLmenL Lo Lhe organlzaLlon for each candldaLe
3 GkCW1n AND LkANSICN
CrganlzaLlon wlll employ or Lhlnk of employlng more personnel lf lL ls expandlng lL's operaLlons


2 k|ght 1|me |s a watch manufactur|ng company It has h|red 20 peop|e recent|y for the company
1hey w||| be |nvo|ved |n manufactur|ng assemb||ng of watches 1hey w||| be us|ng d|fferent mach|nes
and too|s for th|s What type of tra|n|ng |s best for them? What may be the advantages and ||m|tat|ons
of the tra|n|ng method? 10 Marks
A 2 1he mosL common meLhod of Lralnlng onLhe[ob Lralnlng (C!1) uses more experlenced and skllled
employees Lo Lraln less skllled and experlenced employees C!1 Lakes many forms and can be
supplemenLed wlLh classroom Lralnlng lncluded wlLhln C!1 are Lhe [oblnsLrucLlon Lechnlque
apprenLlceshlps coachlng and menLorlng lormal C!1 programs are Lyplcally conducLed by employees
who can effecLlvely use oneonone lnsLrucLlonal Lechnlques and who have superlor Lechnlcal
knowledge and skllls Slnce conducLlng oneonone Lralnlng ls noL a sklll mosL people develop on Lhelr
own ttolotbettoloet Lralnlng ls requlred for C!1 Lralners ln addlLlon Lo Lralnlng Lhe Lralners formal C!1
programs should carefully develop a sequence of learnlng evenLs for Lralnees 1he formallzed
lnsLrucLlonal process LhaL ls mosL commonly used ls called Lhe [oblnsLrucLlon Lechnlque
Advantage
lL ls cosL effecLlve for Lhe employer because Lhe person conLlnues Lo work whllsL learnlng1ralnlng Llme
ls reduced when compared Lo LradlLlonal off slLe learnlng
SLrucLured C!1 provldes for evaluaLlon of employee progress and supporLs lSC programs
lL has been LesLed for Lechnlques ranglng from mllklng cows by hand Lo braln surgery
1he uS Alr lorces Alr unlverslLy Academlc lnsLrucLor School has found no fasLer Leachlng meLhodology
for any speclalLy
SLrucLured programs for Lralnlng mulLlple Lralners and for ln house Lralnlng of new Lralners exlsL and are
avallable from numerous provlders
1hese programs reduce Lhe Lralnlng Llmes of unsLrucLured C!1 by more Lhan 30 and reduce Lhe
perpeLuaLlon of less safe and more cosLly producLlon Lechnlques

L|m|tat|on
1heoreLlcal knowledge wlll be less
Whlle prosperlng Lhe Lask you wlll come Lo know Lhe process
Long rocess and Llme consumlng
3 Wr|te a note on 360 degree appra|sa| method 10 Marks
A 3 360 degree feedback also known as mulLlraLer feedback ls Lhe mosL comprehenslve appralsal
where Lhe feedback abouL Lhe employees' performance comes from all Lhe sources LhaL come ln conLacL
wlLh Lhe employee on hls [ob
360 degree respondenLs for an employee can be hls/her peers managers (le superlor) subordlnaLes
Leam members cusLomers suppllers/ vendors anyone who comes lnLo conLacL wlLh Lhe employee and
can provlde valuable lnslghLs and lnformaLlon or feedback regardlng Lhe onLhe[ob performance of
Lhe employee
360 degree appralsal has four lnLegral componenLs
1 Self appralsal
2 Superlor's appralsal
3 SubordlnaLe's appralsal
4 eer appralsal
Self appralsal glves a chance Lo Lhe employee Lo look aL hls/her sLrengLhs and weaknesses hls
achlevemenLs and [udge hls own performance Superlor's appralsal forms Lhe LradlLlonal parL of Lhe 360
degree performance appralsal where Lhe employees' responslblllLles and acLual performance ls raLed by
Lhe superlor
SubordlnaLes appralsal glves a chance Lo [udge Lhe employee on Lhe parameLers llke communlcaLlon and
moLlvaLlng ablllLles superlor's ablllLy Lo delegaLe Lhe work leadershlp quallLles eLc Also known as
lnLernal cusLomers Lhe correcL feedback glven by peers can help Lo flnd employees' ablllLles Lo work ln a
Leam cooperaLlon and senslLlvlLy Lowards oLhers




Self assessmenL ls an lndlspensable parL of 360 degree appralsals and Lherefore 360
degree erformance appralsal have hlgh employee lnvolvemenL and also have Lhe sLrongesL lmpacL
on behavlor and performance lL provldes a 360degree revlew of Lhe employees' performance
and ls consldered Lo be one of Lhe mosL credlble performance appralsal meLhods

360 degree performance appralsal ls also a powerful developmenLal Lool because when conducLed
aL regular lnLervals (say yearly) lL helps Lo keep a Lrack of Lhe changes oLhers' percepLlons abouL Lhe
employees A 360 degree appralsal ls generally found more sulLable for Lhe managers as lL helps Lo
assess Lhelr leadershlp and managlng sLyles 1hls Lechnlque ls belng effecLlvely used across Lhe
globe for performance appralsals Some of Lhe organlzaLlons followlng lL are Wlpro lnfosys and
8ellance lndusLrles eLc


4 G|ven be|ow |s the nk po||cy g||mpse of "2oom I|deo" a mu|t|med|a company
1 It offers cash rewards for staff members
2 It promotes the cu|ture of emp|oyee referra| and encourages peop|e to refer peop|e they know
maybe the|r fr|ends ex co||eagues batch mates and re|at|ves
3 It recogn|zes good performances and g|ves good t|t|es and troph|es to the peop|e who perform we||
and a|so fe||c|tates them |n the Annua| Day of the company
Ident|fy what a|| aspects does |t take care of based on d|fferent |eve|s of Mas|ow's Need n|erarchy?
10 Marks
A 4 Maslows hlerarchy of needs ls a Lheory ln psychology proposed by Abraham Maslow ln hls 1943
paper @beotyofoo,otlvotloo
2
Maslow subsequenLly exLended Lhe ldea Lo lnclude hls
observaLlons of humans lnnaLe curloslLy Pls Lheorles parallel many oLher Lheorles of human
developmenLal all of whlch focus on descrlblng Lhe sLages of growLh ln humans
Maslow sLudled whaL he called exemplary people such as AlberL LlnsLeln !ane Addams Lleanor
8oosevelL and lrederlck uouglass raLher Lhan menLally lll or neuroLlc people wrlLlng LhaL Lhe sLudy of
crlppled sLunLed lmmaLure and unhealLhy speclmens can yleld only a crlpple psychology and a crlpple
phllosophy
3
Maslow sLudled Lhe healLhlesL 1 of Lhe college sLudenL populaLlon
Plerarchy Maslow's hlerarchy of needs ls ofLen porLrayed ln Lhe shape of a pyramld wlLh Lhe largesL and
mosL fundamenLal levels of needs aL Lhe boLLom and Lhe need for selfacLuallzaLlon aL Lhe Lop 1he
mosL fundamenLal and baslc four layers of Lhe pyramld conLaln whaL Maslow called deflclency needs
or dneeds esLeem frlendshlp and love securlLy and physlcal needs WlLh Lhe excepLlon of Lhe mosL
fundamenLal (physlologlcal) needs lf Lhese deflclency needs are noL meL Lhe body glves no physlcal
lndlcaLlon buL Lhe lndlvldual feels anxlous and Lense Maslows Lheory suggesLs LhaL Lhe mosL baslc level
of needs musL be meL before Lhe lndlvldual wlll sLrongly deslre (or focus moLlvaLlon upon) Lhe secondary
or hlgher level needs Maslow also colned Lhe Lerm MeLamoLlvaLlon Lo descrlbe Lhe moLlvaLlon of
people who go beyond Lhe scope of Lhe baslc needs and sLrlve for consLanL beLLermenL MeL moLlvaLed
people are drlven by 8needs (8elng needs) lnsLead of deflclency needs (uneed)
hys|o|og|ca| needs
lor Lhe mosL parL physlologlcal needs are obvlous Lhey are Lhe llLeral requlremenLs for human
survlval lf Lhese requlremenLs are noL meL Lhe human body slmply cannoL conLlnue Lo funcLlon
Alr waLer and food are meLabollc requlremenLs for survlval ln all anlmals lncludlng humans CloLhlng
and shelLer provlde necessary proLecLlon from Lhe elemenLs 1he lnLenslLy of Lhe human sexual lnsLlncL
ls shaped more by sexual compeLlLlon Lhan malnLalnlng a blrLh raLe adequaLe Lo survlval of Lhe specles
Safety needs
WlLh Lhelr physlcal needs relaLlvely saLlsfled Lhe lndlvlduals safeLy needs Lake precedence and
domlnaLe behavlor ln Lhe absence of physlcal safeLy due Lo war naLural dlsasLer or ln cases of famlly
vlolence chlldhood abuse eLc people (re)experlence posLLraumaLlc sLress dlsorder and Lrans
generaLlonal Lrauma Lransfer ln Lhe absence of economlc safeLy due Lo economlc crlsls and lack of
work opporLunlLles Lhese safeLy needs manlfesL Lhemselves ln such Lhlngs as a preference for [ob
securlLy grlevance procedures for proLecLlng Lhe lndlvldual from unllaLeral auLhorlLy savlngs accounLs
lnsurance pollcles reasonable dlsablllLy accommodaLlons and Lhe llke
SafeLy and SecurlLy needs lnclude
ersonal securlLy
llnanclal securlLy
PealLh and wellbelng
SafeLy neL agalnsL accldenLs/lllness and Lhelr adverse lmpacLs
Love and be|ong|ng
AfLer physlologlcal and safeLy needs are fulfllled Lhe Lhlrd layer of human needs are soclal and lnvolve
feellngs of belonglngness 1he need ls especlally sLrong ln chlldhood and can overrlde Lhe need for
safeLy as wlLnessed ln chlldren who cllng Lo abuslve parenLs ueflclencles wlLh respecL Lo Lhls aspecL of
Maslows hlerarchy due Lo hosplLallze neglecL shunnlng osLraclsm eLc can lmpacL lndlvlduals ablllLy
Lo form and malnLaln emoLlonally slgnlflcanL relaLlonshlps ln general such as
lrlendshlp
lnLlmacy
lamlly
Pumans need Lo feel a sense of belonglng and accepLance wheLher lL comes from a large soclal group
such as clubs offlce culLure rellglous groups professlonal organlzaLlons sporLs Leams gangs or small
soclal connecLlons (famlly members lnLlmaLe parLners menLors close colleagues confldanLs) 1hey
need Lo love and be loved (sexually and nonsexually) by oLhers ln Lhe absence of Lhese elemenLs many
people become suscepLlble Lo lonellness soclal anxleLy and cllnlcal depresslon 1hls need for belonglng
can ofLen overcome Lhe physlologlcal and securlLy needs dependlng on Lhe sLrengLh of Lhe peer
pressure an anorexlc for example may lgnore Lhe need Lo eaL and Lhe securlLy of healLh for a feellng of
conLrol and belonglng
nltotloooeeJeJ

Lsteem
All humans have a need Lo be respecLed and Lo have selfesLeem and selfrespecL LsLeem presenLs Lhe
normal human deslre Lo be accepLed and valued by oLhers eople need Lo engage Lhemselves Lo galn
recognlLlon and have an acLlvlLy or acLlvlLles LhaL glve Lhe person a sense of conLrlbuLlon Lo feel self
valued be lL ln a professlon or hobby lmbalances aL Lhls level can resulL ln low selfesLeem or
an lnferlorlLy complex eople wlLh low selfesLeem need respecL from oLhers 1hey may seek fame or
glory whlch agaln depends on oLhers noLe however LhaL many people wlLh low selfesLeem wlll noL
be able Lo lmprove Lhelr vlew of Lhemselves slmply by recelvlng fame respecL and glory exLernally buL
musL flrsL accepL Lhemselves lnLernally sychologlcal lmbalances such as depresslon can also prevenL
one from obLalnlng selfesLeem on boLh levels
MosL people have a need for a sLable selfrespecL and selfesLeem Maslow noLed Lwo verslons of
esLeem needs a lower one and a hlgher one 1he lower one ls Lhe need for Lhe respecL of oLhers Lhe
need for sLaLus recognlLlon fame presLlge and aLLenLlon 1he hlgher one ls Lhe need for selfrespecL
Lhe need for sLrengLh compeLence masLery selfconfldence lndependence and freedom 1he laLLer
one ranks hlgher because lL resLs more on lnner compeLence won Lhrough experlence ueprlvaLlon of
Lhese needs can lead Lo an lnferlorlLy complex weakness and helplessness
Maslow also sLaLes LhaL even Lhough Lhese are examples of how Lhe quesL for knowledge ls separaLe
from baslc needs he warns LhaL Lhese Lwo hlerarchles are lnLerrelaLed raLher Lhan sharply separaLed"
(Maslow 97) 1hls means LhaL Lhese levels of need as well as Lhe nexL and hlghesL level are noL sLrlcL
separaLe levels buL closely relaLed Lo oLhers and Lhls ls posslbly Lhe reason LhaL Lhese Lwo levels of need
are lefL ouL of mosL LexLbooks



S Descr|be the emerg|ng emp|oyee empowerment pract|ces 10 Marks
A 5. In today`s organizations the Iocus is moving towards collaboration at the workplace. One oI the most
common instruments established in large organizations has be the
Employee Suggestion Schemes (ESS)
The ESS has proved eIIective in allowing employees a discrete method oI voicing their opinions and
suggestion Ior what can be better managed in the company. The management invites the employees
suggestions on all/any issue that is a source oI irritation Ior the employees including topics mentioned in
13.3 above are open Ior comment. What however is diIIerent is that the employee is encouraged to Irame
it as a suggestion and make recommendation Ior a change, rather than the classic Iault Iinding approach
about what is going wrong or what is not working well. There are ESS Iorms/ templates that are leIt in
common places or the employee can download Irom the company intranet and Iill in the suggestion
Ior change and drop it in boxes leIt common places like the coIIee area or the lunch rooms etc..These
suggestions are then collated by the HR team and on a quarterly basis the Suggestion Committee meets to
review all oI the suggestions received. The Suggestion Committee includes line managers, HR
representative and Finance and Facilities & Administration team members and senior management
representative who can provide the necessary guidance Ior approval oI the suggestions. The committee
meets and discusses each suggestion in depth and evaluates the scope Ior implementation oI the
suggestion. The Ieasibility oI implementing the suggestion and its other implications are evaluated closely
and the suggestion accepted/set aside Ior Iuture review/rejected. There are awards given away Ior
excellent ideas that help the company optimize costs, productivity and improve quality, customer
satisIaction etc.. The HR then communicates the suggestion committee report with all employees through
a mail or during the employees Open-house sessions.
The employee`s :open house' also called the :all hands' meeting is one more communication Iorum eIIectively
used by the senior management oI a company to connect with its employees. This usually is a quarterly or
a halI-yearly meeting to which all employees are invited. There is a brieI sharing oI the company`s
perIormance and the rest oI the time devoted to answering any queries that employees might have on any
issue that concerns the company and its employees. This is oIten Iollowed with by a inIormal interactions
over lunch/breakIast, where once again employees can speak to the senior executives and ask general
questions. OIten employees might not Ieel comIortable asking tough questions in a open Iorum, hence
there are drop-boxes provided where the employee can write and drop a question or opinion that he wants
the senior management to answer. The employee need not mention his name on the question slip. II the
senior management is unable to answer a question then and there the same is reviewed subsequently by
the senior management and a response shared with all employees over mail or posted on the notice board
or on the intranet site Ior everyone to read. Some organizations also operate a email communication
method where any employee who has a query or a observation can write his question to the mail alias and
obtain a response. Usually the HR is the custodian oI this mailed and they do the necessary review to
suitably answer the questions and seek the manager`s inputs on a as needed basis. The concept oI
%,8147.0is also a common mechanism that organizations use to build cross-Iunctional teams (with one
representative each Irom each department) that will work on concerns that are commonly voiced. For
example a leading medical transcription company wanted to review its incentive policy and




6 Wr|te a note on d|rect|ve perm|ss|ve and part|c|pat|ve type of |eadersh|p 10 Marks
A 6 eoJetsblp ls Lhe process Lhrough whlch an lndlvldual Lrles Lo lnfluence anoLher lndlvldual or a
group of lndlvlduals Lo accompllsh a goal Leadershlp ls valued ln our culLure especlally when lL helps Lo
achleve goals LhaL are beneflclal Lo Lhe populaLlon such as Lhe enacLmenL of effecLlve prevenLlvehealLh
pollcles An lndlvldual wlLh leadershlp quallLles can also lmprove an organlzaLlon and Lhe lndlvlduals ln lL
wheLher lL be a Leacher who works Lo geL beLLer Leachlng maLerlals and afLerschool programs or an
employee who develops new ldeas and producLs and lnfluences oLhers Lo lnvesL ln Lhem
Leadershlp can be exhlblLed ln a varleLy of ways and clrcumsLances MoLhers and faLhers show
leadershlp ln ralslng Lhelr chlldren wlLh good values and encouraglng Lhem Lo develop Lo Lhelr poLenLlal
1eachers show lL ln lnsplrlng sLudenLs Lo learn and Lo develop Lhelr lnLellecLual capaclLy PealLh care
workers can be leaders and develop servlces LhaL meeL Lhe needs of Lhe communlLles Lhey serve or
work ln collaboraLlon wlLh oLher organlzaLlons Lo creaLe cosLeffecLlve prevenLlonorlenLed programs
and servlces
Many sLudles have been done and many books and arLlcles have been publlshed on Lhls sub[ecL
1hrough Lhls work a conslsLenL seL of leadershlp aLLrlbuLes has emerged An effecLlve leader does mosL
lf noL all of Lhe followlng
O bolleoqetbe9tonesssearch ouL challenglng opporLunlLles Lake rlsks and learn from mlsLakes
O osplteotbetstonoetoqetbetooJoqteeoooftteJltentloootqool creaLe a shared vlslon
by Lhlnklng abouL Lhe fuLure havlng a sLrong poslLlve vlslon and encouraglng oLhers Lo
parLlclpaLe
O elp otbets to onthelp oLhers Lo work LogeLher Lo cooperaLe and collaboraLe by developlng
shared goals and bulldlng LrusL and help Lo make oLhers sLronger by encouraglng Lhem Lo
develop Lhelr skllls and LalenLs
O et oo exoplebehave ln ways LhaL are conslsLenL wlLh professed values and help oLhers Lo
achleve small galns LhaL keep Lhem moLlvaLed especlally when a goal wlll noL be achleved
qulckly
O onotoqeotbetsrecognlze each lndlvlduals conLrlbuLlons Lo Lhe success of a pro[ecL
AnoLher way of deflnlng leadershlp ls Lo acknowledge whaL people value ln lndlvlduals LhaL are
recognlzed as leaders MosL people can Lhlnk of lndlvlduals Lhey conslder Lo be leaders 8esearch
conducLed ln Lhe 1980s by !ames kouzes and 8arry osner found LhaL a ma[orlLy of people admlre and
wllllngly follow people who are honesL forwardlooklng lnsplrlng and compeLenL
An lndlvldual who would llke Lo develop leadershlp skllls can proflL from Lhe knowledge LhaL leadershlp
ls oot [usL a seL of excepLlonal skllls and aLLrlbuLes possessed by only a few very speclal people 8aLher
leadershlp ls a process and a seL of skllls LhaL can be learned