hrm answer bank (1)

7/29/2019 HRM Answer Bank (1)

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1. Detail the operative functions of HRM.Employment

Job Analysis Human Resource Planning Recruitment

Selection Placement Induction & Orientation

Development Performance Appraisals Training Management Development Career Planning Promotions Change

Compensation

Job Evaluation Salary Administration Incentives & Bonus Fringe benefits Social Security Measures

Human Relations Fostering team working Motivation Communication Issue resolutions / Counseling Physical Work Environment

Work Life BalanceIndustrial Relations

Trade Unionism Collective Bargaining / Negotiations Industrial conflict management Workers involvement

Change

2. What are the principles of HRM? Individualistic approach Make employees feel worthwhile Fair and just policies Rewards should be earned Access to organisational information Judge the strength Equal pay for equal work Do what you preach

3. Distinguish between HRM and PM philosophy


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4. Define briefly job design methods


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5. Define and explain the significance of MotivatingPotential Score

6. List down the guidelines for redesigning jobs

7. What are the job description components?

Purpose Role Reporting Relationships Interactions Actions / Empowerment Results Minimum Requirements Size


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Team-work

8. Detail job analysis componentsJob Specification

Specific Skills

Specific Education & Training Relevant Experience Physical Characteristics Aptitudes

Job Description Purpose Role Reporting Relationships Interactions Actions / Empowerment Results

9. List the types of organization structures.

Function based Organization

Territory based Organization

Product based Organization

Customer based Organization

Process based Organization

Time based Organization

Matrix based Organization

Service Departments

10. Describe the manpower planning process


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11. What are performance appraisals? Is a systematic description of an employees job related

strengths and weaknesses Basic purpose is to find out how well the employee is

performing the job and establish a plan of improvement Appraisals are arranged periodically according to a definite

plan Performance appraisal is not job evaluation Performance appraisal is a continuous process

12. Define three traditional and two modern methods ofperformance appraisals

Traditional Graphic Rating Scales Ranking Method Paired Comparison Method Forced Distribution Method Checklist method

Essay / Free form appraisal Group appraisal Confidential reports

Modern Behaviorally anchored rating scales Assessment Centres Human Resource Accounting Management by Objectives


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Psychological Appraisals

13. List five most commonly occurring problems inperformance appraisals Rating biases

Failures of the superiors in conducting Subjectivity Validity and reliability of PA techniques Impact on interpersonal relations Influence of external environment Uncontrollable internal factors Imbalanced consequence management system Inadequacy of data / guess based!

14. What is performance counseling? How does it helpthe employees?

Help provided by the manager to his subordinates inobjectively analyzing performance. It attempts to helpemployee in:

Understanding himself Improving competence through feedback Development planning Exploring alternatives Provides supportive atmosphere where employee feels

encouraged to discuss his aspirations, tensions, conflict,concerns and problems

15. How should feedback be given? Should be descriptive and non-evaluative Should be focused on behavior and not person Should be data based and not impressionistic Should be suggestive and not prescriptive Should be timely Should be continuous Must be checked and verified Should reinforce positive behavior

16. What are the recruitment objectives? Attraction of talent for today and tomorrow To induct outsiders to bring in new perspectives To infuse fresh blood at all levels Develop organization culture that attracts competent people Search / head hunt people who fit companys values Device methodologies for assessing psychological traits Seek non-conventional development grounds of talent Anticipate and find people for future positions


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17. What are the traditional and modern recruitmentsources?

18. Explain the utility of job specifications andemployee specifications in the selection process.

19. Define the need for an induction process. What arethe advantages and disadvantages?

Advantages: Good first impression reduces turnover possibility Newcomer adjusts himself to the work quickly; saves

organizational time Reduces employee dissatisfaction / grievances Develops sense of belonging and commitment

Problems: Busy / untrained supervisors may fail in carrying out theprogram New employee may not be able to cope up with too muchinformation Program fails if the employee is misplaced Gap between wider orientation between HR and narrow bydepartment Too many forms!

20. Differentiate Training & Development


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21. Describe on-the-job and off-the-job developmenttechniques

ON THE JOB TECHNIQUES Coaching

Supervisor acts as the instructor Teaches job knowledge and skills Tells what is expected, how to do it and ensures itsdone Counseling (?) / Mentoring (?)

Job Rotation Systematic movement

Focused on building diverse skills and Widening horizons

Under Study Training to take over superiors position Usually a succession planning initiative Chosen by department / unit head Participates in problem solving and May directly supervise a part of the team directly

Multiple Management Advisory committees; also called the junior board Opportunity to acquire insights about various aspects Helps management to assess skills and capabilities Experience in group decision making Quick filtration / development methodology Relatively inexpensive

OFF THE JOB TECHNIQUES Case Study

Compilation of actual business situations Used to identify issues and construct solutions


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Usage of discussions to draw insights Incident Method

Aims to develop intellectual ability, practicaljudgement and social awareness Incidents are simulated to generate individual short

term role based decisions and discussed in a group Role Play

Participant asked to assume a role Situation and mental notes are provided, but nodialogues The episode may also be video-recorded to drawinsights

In-basket Method Participants are given complete inputs regarding thebusiness and a set of situations pertaining to the role The participants are expected to prepare notes,

prioritize, delegate, communicate and resolve Develops sense for prioritization, decision making,analytical skills, social sensitivity,

Business Games Simulation of business and market dynamics Helps development of analytical skills andmanagement of group interaction and cooperation,leadership skills

Sensitivity Training Objective is development of awareness of andsensitivity of behavioral patterns of oneself and others

Results in i) increased awareness with others ii)Greater concern for others iii) Increased tolerance forindividual differences iv) Understanding of groupprocesses v) Enhanced listening skills vi) Increased trustand support It also exacts a huge emotional cost !

Simulation Duplication of a real life situation Limitation is participant is rarely able to livesimulation

Managerial Grid People and Work orientation Goes thru enhancement of managerial skills,continues to group improvement, improves inter grouprelations, goes thru Corporate planning, developsimplementation method and ends with an evaluationphase

Conferences Lectures


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22. What are the basic requisites for ManagementDevelopment? Top management should accept responsibility! Management Development is essentially a line job. It

involves both, the person and the boss Every manager must accept direct responsibility and give a

high priority for developing managers under his control Must be geared to the needs of the company AND the

individual Promotion from within is a necessary incentive for

managers to grow Starts with the right selection at the entry level Should have a realistic time table in accordance with the need

of the company

23. How are training needs analyzed?

24. How are Individual Development Programs developed?


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Well have to explain the diagram saying that the need is to move frompersonal competency to position competency and wherever a gap isidentified it is added to the Individual development program

25. Why do organisations need policies? Puts the onus on the managers to consider the basic needs of

both the organization and the employees To ensures consistent treatment of all personnel minimizing

nepotism and discrimination To ensure continuity of action irrespective of personnel

change To serve as standards for performance To help build employee motivation and loyalty Help resolve intrapersonal, interpersonal and intergroup

conflicts

26. What are the guiding principles for finalizingpolicies?

Principles for determining content and meaning of policies: Past practices of the organization Prevailing practice in rival competitors Attitudes and philosophy of founders, directors and topmanagement Attitude and Philosophy of middle and lower management Knowledge and experience

27. Define employee engagement. The level of commitment and involvement an employee has

towards their organization and its values (Alpha Measure) Willingness to go above and beyond what is expected (Forbes

October 2005)


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The extent to which people enjoy and believe in what they doand feel valued for doing it (Development DimensionsInternational)

The primary behaviors of engaged employees are: speaking positively about the organization to coworkers,

potential employees and customers, having a strong desire to be a member of the

organization, and exerting extra effort to contribute to the organizations

success.

28. Why do employees get disengagement? Lack of recognition for achievements Feeling that no one will listen to you Engagement levels fall as employee gets older Having work that isnt challenging, or even interesting

Youre not learning anything new You feel alone, performing heroic deeds all by yourself, and no

one notices

29. Why is employee engagement important? An organizations capacity to manage employee engagement

is closely related to its ability to achieve high performancelevels and superior business results.

Engaged employees will stay with the company, be anadvocate of the company and its products and services, andcontribute to bottom line business success.

Engaged employees also normally perform better and aremore motivated. There is a significant link between employeeengagement and profitability. Employee engagement iscritical to any organization that seeks not only to retainvalued employees, but also increase its level of performance.

30. How does one diagnose the level of employeeengagement? Clear about purposeseek ways to improve Bring full selves to work Highly skilled

Need for achievement Positive energy Committed to team Upbeat and proud to work for you

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