Q.1 List the objectives of HRM The human resources are multidimensional in nature.

From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programs relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization. The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.HRM involves all management decisions and practices that directly affect or influence the people or Human resources who work for the organization. Human resources are managed to divert and utilize their resources towards and for accomplishment of organizational objectives. The other objectives of HRM are to meet the needs, aspirations, values and dignity of individual employees and having due concern for the socio-economic problems of the community and the country. Human resources are managed to diver and utilize there resources towards and for accomplishment of organizational objectives. The other objectives of HRM are to meet the needs, aspirations, values and dignity of individuals employees and having due concern for the socio-economic problems of the community and the country.

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The objectives of HRM may be as follows: To help the organization reach its goals Create and utilize an able and motivated workforce, to accomplish the basic organizational goals. Establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. Secure the integration of individuals and groups. Create facilities and opportunities for individual or group development so as to match it with the growth of the organization. Identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work,, prestige , recognition ,security , status etc.. Maintain high employee morale. Provide fair, acceptable and efficient leadership. To strengthen and appreciate the human assets continuously by providing training and developmental programs. To provide opportunity for expression and voice in management. Provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration

In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal, Feedback Counseling. 15. Role Analysis for job occupants., Job Rotation. Quality Circle, Organization development and Quality of Working Life.

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Q.2 Tell the steps on Human Resource Planning Answer: Human resources are a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. ... Human Resource Planning: Human resource planning is the term used to describe how companies ensure that their staffs are the right staff to do the jobs. Sub topics include planning for staff retention, planning for candidate search, training and skills analysis and much more Human Resource Planning is the process by which an organization ensures that it has the: Right number and kinds of people At the right places, At the right time, Capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives.

Objectives: Ensure optimum use of human resources currently employed. Avoid unbalances in the distribution and allocation of manpower. Assess or forecast future skill requirements of the organization's over all objectives. Provide control measures to ensure availability of necessary resources when required. Control the cost aspect of human resources. Formulate transfer and succession policy

STEPS IN HRP Assessing current Human Resources. Forecast of future human requirement. Drawing up recruitment plan. Designing training and development plan

1. Assessing current HR (HR inventory): The input to this report would be derived from forms completed by employees and then checked by supervisors and the personnel department. Such reports would include a list of names, education, training, prior employment, Current position, performance ratings, salary level, languages spoken, capabilities and specialized skills for every employee in the organization. From a human resource planning viewpoint, this input is valuable in determining what skills are currently available in the organization. It can act as a guide for considering new pursuits for the organization and can take advantage of opportunities to expand or alter to organizations strategies. This report also has value in other personnel activities, such

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as selecting individuals for training and executive development, for promotion and for transfer. The profile of the human resource inventory can provide crucial information for identifying current or future threats to the organizations ability to perform.

2. Forecast of future HR requirement : It involves assessing the man power requirement in terms of (quantity and quality) anticipating the future plans and programs of the company and translate these into talent and skill requirements. Basically HR forecast is concerned with anticipating the number of replacements required due to resignation, refinement, death, dismissal, transfer and promotion .Determining the company human resource requirement involves two projections for each functional area. i. ii. The incremental number of positions needed as a result of growth. Number of vacancies created by retirement and terminations.

The forecast of HR requirement may be made by executive judgment, past trend, work study and productivity.

3. Drawing up recruitment plan : A realistic recruitment plan for HR is drawn by comparing present HR with the future requirement of HR and ascertaining additional requirement of HR. Thus, it entails anticipating manpower problems by projecting the present human resources into future and comparing them with the forecast of requirement to determining their adequacy both quantitatively and qualitatively. 4. Designing Training and Development Plan: This is aimed at conditioning the human resource acquisitions to the organizations exact requirements. Human source becomes a resource only when appropriate knowledge, skills and attitudes are provided to transform them into appropriate productive work force. This transformation is possible through training and development. This plan is not only necessary for existing human resource but also for the future acquisition of human resource in the plan period to achieve the human resource targets.

5. Environmental Analysis: The first step in the human resource planning process is to understand the context of human resource management. Human resource managers should understand both internal and external environments. Data on external environments includes the following: the general status of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the labor force. Internal data required include short- and longterm organizational plans and strategies and the current status of the organization's human resources.

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6. Analyzing Supply: Organizations can hire personnel from internal and external sources. The skill inventories method is one of the techniques used to keep track of internal supply. Skill inventories are manual or computerized systems that keep records of employee experience, education and special skills. A forecast of the supply of employees projected to join the organization from outside sources, given current recruitment activities, is also necessary. 7. Reconciliation and Planning: The final step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives. The key issue is that the plans should be acceptable to both top management and employees. Plans should be prioritized and their key players and barriers to success identified. Some of these plans include employee utilization plan, appraisal plan, training and management development plan and human resource supply plan. Though HRP is beneficial to the organization, planners face significant problems or barriers while formulating an HRP. The major ones are the Following: Resistance by employers and employees Uncertainties HR practitioners are perceived as experts in handling personnel matters but are not experts in managing business.

Q.3 Explain the purpose of job analysis A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system. Job analysis involves collecting and recording job-related data such as knowledge and skills required to perform a job, duties and responsibilities involved, education qualifications and experience required and physical and emotional characteristics required to perform a job in a desired manner. The main purposes of conducting a job analysis process is to use this particular information to create a right fit between job and employee, to assess the performance of an employee, to determine the worth of a particular task and to analyze training and development needs of an employee delivering that specific job. Job analysis information is used in human resources on a regular basis to define: Job description: A job description gives an account of the work and duties associated with a particular job. It is a written statement of what the job holder does, how it is done, and why it is done. It describes the way the job is performed currently. Most job descriptions contain the following information. The job name Summary description of the job A list of duties for the job A list of organizational responsibilities related to the job

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Job specifications: Job specifications define the characteristics of the activities associated with the job and given in the job description. They describe the skill sets and qualifications that a candidate for the job should possess. It states the minimum acceptable qualifications that in incumbent must posses to perform the job successfully. Based on the information acquired through job analysis, the job specification identifies the knowledge, skills and abilities needed to do the job effectively. Individuals, possessing the personal characteristics indentified in the job specification should perform the job more effectively than individuals lacking these personal characteristics. The job specification, therefore, is an important tool in the selection process, for it keeps the selectors attention on the list of qualifications necessary for an incumbent to perform the job and assists in determining whether candidates are qualified. Job classification: Job classification groups similar jobs in to classes and families. This simplifies the overview for managers and is essential for streamlined functioning of an organization. Job evaluation: Job evaluation involves finding out the monetary worth of a job and helps to set up equitable pay structures. In addition to providing data for job descriptions and specifications, job analysis is also valuable in providing the information that makes comparison of jobs possible. If an organization is to have and equitable compensation program, jobs that have similar demands in terms of skills, education and other personal characteristics should be placed in common compensation groups. Job evaluation contributes toward that end by specifying the relative value of each job in the organization. Job evaluation, therefore, is an important part of compensation administration. Job design: Job design integrates employee needs with productivity needs to maximize worker efficiency

Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance appraisal, analyzing training and development needs, assessing the worth of a job and increasing personnel as well as organizational productivity.

Recruitment and Selection

Performance Analysis

Training and Development

Purpose of Job Analysis

Compensation Management Job Designing and Redesigning
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Recruitment and Selection: Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place. Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individuals output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly. Training and Development: Job Analysis can be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training. Compensation Management: Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening. Job designing and Redesigning: The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the employee satisfaction while increasing the human output.

Therefore, job analysis is one of the most important functions of an HR manager or department. This helps in fitting the right kind of talent at the right place and at the right time.

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Q.1 Explain Workmens compensation Act Answer: Workers' compensation is a form of insurance providing wage replacement and medical benefits to employees injured in the course of employment in exchange for mandatory relinquishment of the employee's right to sue his or her employer for the tort of negligence The Workmens Compensation Act is the first piece of legislation towards social security. It deals with compensation for workers who are injured in the course of duty. The scheme of the Workmens Compensation Act is not to compensate the worker in lieu of wages. The general principle is that a worker who suffers an injury in the course of his employment, which results in a disablement, should be entitled to compensation and in the case of a fatal injury his dependants should be compensated. Under the Workmens Compensation Act it is the employer who is responsible to pay compensation. The meaning of compensation in this Act is limited to compensation granted under the Act for employment injuries sustained during the course of work. It is also limited to specifically monetary compensation other than a salary, travel allowance, and any other form of remuneration that could be paid under normal circumstances of employment. Prior to the passing of workmens compensation act, 1923 the only remedy available to an injured workman was a civil suit for damages against his employer. This too also could be possible if the employer was guilty of negligence, he employer could get rid of his liability by raising the following defenses: a) The doctrine of assumed Risks b) The doctrine of common employment c) The doctrine of contributory negligence The doctrine of assumed risks: this doctrine is an extension of the rule of VolentiNon-fit-injuria the employee agrees or volunteers to run the risk of injury in the sense that if injury happened the loss should be on him and not on his employer. Thus, in a Volenti-non-fit-injuria, the test is not whether the plaintiff knew of the risk, but whether the plaintiff knew of the risk, but whether he consented to it. The Doctrine of common employment: this doctrine was based on a fictions implied term in the contract of service to the effect that the servant agreed to run the risk naturally incident to his employment, and that one these risks was that of harm due to negligence of a fellow-servant. Thus, a master is not responsible for negligence, harm done by one of his servants to a fellow-servant engaged in a common employment with him. Doctrine of contributory negligence: contributory negligence has been defined a negligence is not avoiding the consequence arising from the negligence of some other person, when means and opportunity are afforded to do so. The workmens compensation act, 1923 came into force on the first day of July, 1924 [sec.1 (3)]. The act extends to the whole of India sec.1 (2). The objective of this Act is that in the case of an employment injury compensation be provided to the injured workman and in case of his death to his dependants.

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The Workmen's Compensation Act 1923 was enacted to help workmen face the hardships resulting from accidents. These legal provisions apply equally to women workers also. An employer liable to provide monetary compensation to a disabled workman, or to his dependents, in case of his death, if the disablement or death occurs "out of and in the course of employment."

Q.2 Write a note on industrial discipline Answer: Discipline is an important aspect in every sphere of human activity especially in a group. It means securing normally consistent of behavior, in accordance with accepted norms of behavior. The concept of discipline is very much applicable to industry also. Industrial discipline means working by employees according the pre-determined rules, regulations and code of conduct in the industry. Industrial discipline signifies orderliness. It is the opposite of chaos, irregularity and disorder in employees behavior and action. Discipline is said to be good when the members of organization willingly follow the rules and regulations within the standards of acceptable behavior and willingly follow the rules and regulations of the enterprise. Discipline is said to be bad when subordinated either do this reluctantly and unwillingly or actually disobey regulations and standards of acceptable behavior as promulgated by the needs of enterprise. Although discipline is not the same as morale, the former relates to employees conduct and the latter to employees feelings, yet the level of moral influence discipline. If the morale of the employees is high, indiscipline would be rare phenomena indeed. Morale and discipline usually go together. To maintain harmonious relations and promote industrial peace, a Code of Discipline has been laid down which applies to both public and private sector enterprises. It specifies various obligations for the management and the workers with the objective of promoting cooperation between their representatives.

The basic objectives of industrial Discipline are to: Get Co-operation of subordinates within the framework of companys policy whether expressed or implied for fulfilling the goals of the company and not merely authority. To reform the offender causing displeasure, deter others from making the same mistake. Discipline is basic to the successful accomplishment of maximum cooperation and conducing normal employee behavior and orderliness, ultimately benefit industry and people who work in the industry. Maintain peace and order in industry. Promote constructive criticism at all levels of management and employment. Avoid work stoppage in industry Secure the settlement of disputes and grievances by a mutually agreed procedure

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Avoiding litigations Facilitate a free growth of trade unions Eliminate all forms of coercion, intimidation and violations of rules and regulations governing industrial relations

The Industrial discipline is based on the following principles: There should be no strike or lockout without prior notice. No unilateral action should be taken in connection with any industrial matter. Employees should follow go slow tactics No deliberate damage should be caused to a plant or property Acts of violations, intimidation and coercion should not be resorted The existing machinery for the settlement of disputes should be utilized. Actions that disturb cordial relationships should be avoided.

To ensure better discipline in industry, management and unions agree on not indulging into various actions These actions can b summarized as follows: Management and Union(s) agree that no unilateral action should be taken in connection with any industrial matter and that should be settled at appropriate level that the existing machinery for settlement of disputes should be utilized with the utmost efficiency that there should be no strike or lock-out without prior notice that neither party will have recourse to coercion, intimidation, victimization or go slow tactics that they will avoid litigation, sit-down and stay-in strikes and lock-outs that they will promote constructive co-operation between their representatives at all levels and as between workers themselves that they will establish upon a mutually agreed grievance procedure which will ensure a speedy and full investigation leading to settlement; that they will abide by various stages in the grievance procedure and take no arbitrary action which would by-pass this procedure; and

Management Agrees not to increase work-loads unless agreed upon or settled otherwise not to support or encourage any unfair labor practice such as discrimination and victimization of any employee to take prompt action for settlement of grievances and implementation of settlements, awards, decision and orders to take appropriate disciplinary action against its officers and members in cases where enquiries reveal that they were responsible for precipitate action by workers leading to indiscipline

Union agrees not to engage in any form of physical duress not to permit demonstrations which are not peaceful that their members will not engage or cause other employees to engage in any union activity during working hours to discourage unfair labor practices such as negligence of duty, damage to property and insubordination to take prompt action to implement awards, agreements, settlements and decisions

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Discipline is important to a) b) c) An individual For his own safety For his own progress For his own progress A work group For better team work and cohesive For the progress of the group For higher productivity For better morale and motivations An organization For higher productivity and quality For more profits For better all round benefits For less wastage and lower costs and For developing a sense of belonging

Q3. Explain Vrooms expectancy theory Answer: Expectancy Theory proposes that a person will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be. [1] In essence, the motivation of the behavior selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave. Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. Victor Vroom presented the expectancy theory in 1964 as an alternative to the content theories proposed by Maslow and others. The theory is based upon a rational economic view of people. It views people as having their own needs and expectations of what they desire from their work. They use these to decide on which company to join and how to work on the job. The theory assumes that people are decisions-makers who choose among alternative by selecting he one that appears most desirable at the time. Thus, motivation depends on the situation facing people and how it satisfies their desires. Both individual and situational difference are give due consideration. Victor H. Vroom defines motivation as a process governing choices among alternative forms of voluntary activities, a process controlled by the individual. The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results. Motivation is a product of the individuals expectancy that a certain effort will lead to the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence

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The expectancy instrumentality

theory

is

built

on

three

concepts;

Valence,

Expectancy

and

The Expectancy theory states that employees motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality) Valence is the significance associated by an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. People have preferences for various outcomes or incentives that are potentially available to them. Valence refers to the personal value workers place on the reward that can be achieved on the job. It reflects the strength of a persons desire for or attraction to the outcome of a particular course of action. It can be defined as the strength of a persons preference for one outcome in relation to others. In the words of Hund and Hill, Valence is the strength of an individuals desire for a particular outcome. It is the subjective value attached to an incentive or reward. Expectancy is the faith that better efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job. People have expectancies about the likelihood than an action or effort on their part will lead to the intended performance. Workers will be motivated by the belief that their performance will ultimately lead at payoffs for them. Expectancy refers to the perceived relationship between a given level of effort and a given level of performance. It refers to the extent to which the person believes that his effort will lead to the first level outcome that is performance. Expectancy = efforts to first level outcomes (the belief that effort leads to performance) people must expend some effort to achieve a goal. Usually people have certain expectations about whether their behavior will be successful or not. If they see odds as zero, they will no even try. Expectancy is subjective. People attach various expectancies to an outcome. Competent and secure individuals tend to perceive expectancy more positively than incompetent and pessimistic individuals. Managers can influence the employees expectancies positively by matching people jobs. Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of relationship between performance and outcomes. It refers to the relationship between performance and reward. Instrumentality refers to the degree which a first level outcome will lead to a desired second level outcome. Perceived instrumentality is also a subjective feeling. If people perceive that their performance is adequately rewarded the perceived instrumentality refers to the persons perceptions of the relationship between high performance and promotion. Thus, the expectancy theory concentrates on the following three relationships: Effort-performance relationship: What is the likelihood that the individuals effort be recognized in his performance appraisal? Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards. Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual.

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The willingness to expend effort depends on the negative or positive valence attached to an outcome. Generally speaking, the more likely people feel that a performance level will lead to desired outcomes, the more likely they will be expend effort to perform at that level. Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employees motivation level which in turn depends on three factors of expectancy, valence and instrumentality.

Advantages of the Expectancy Theory It is based on self-interest individual who want to achieve maximum satisfaction and who wants to minimize dissatisfaction. This theory stresses upon the expectations and perception; what is real and actual is immaterial. It emphasizes on rewards or pay-offs. It focuses on psychological extravagance where final objective of individual is to attain maximum pleasure and least pain.

Limitations of the Expectancy Theory The expectancy theory seems to be idealistic because quite a few individuals perceive high degree correlation between performance and rewards. The application of this theory is limited as reward is not directly correlated with performance in many organizations. It is related to other parameters also such as position, effort, responsibility, education, etc.

Implications of the Expectancy Theory The managers can correlate the preferred outcomes to the aimed performance levels. The managers must ensure that the employees can achieve the aimed performance levels. The deserving employees must be rewarded for their exceptional performance. The reward system must be fair and just in an organization. Organizations must design interesting, dynamic and challenging jobs. The employees motivation level should be continually assessed through various techniques such as questionnaire, personal interviews, etc.

On the basis of the concepts of expectancy, valence and instrumentality, it is possible to build the general model. Vrooms concept of force is essentially equivalent to motivation. Expectancy and Valence combine multiplicatively to determine motivation. Evaluation: Expectancy theory emphasizes expected behaviors, concerned with the expectations; it is irrelevant as to what is realistic or rational. Is makes a strong argument in favor of having rewards contingent upon successful.

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