1. Summer/ May 2012
Master of Business Administration- MBA Semester 1
MB0043 –Human Resource Management - 4 Credits
(Book ID:B1132)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.What are the objectives of job evaluation?
Ans : Objectives of Job Evaluation
The decision to measure or rate jobs should only be made with the intent to reach certain
objectives which are important to both management and the employee. Although there are
many side benefits of job evaluation, the purpose is to work towards a solution of the many
wage and compensation related administrative problems which confront the industry. The
below-mentioned are some of the important objectives of a job evaluation programme:
1. Establishment of sound salary differentials between jobs differentiated on the skills
required.
2. Identification and elimination of salary-related inequities.
3. Establishment of sound foundation for variable pay such as incentive and bonus.
4. Maintenance of a consistent career and employee growth policy/ guidelines.
5. In organizations with active unions, creation of a method of job classification, so that
management and union officials may deal with major and fundamental wage issues during
negotiations and grievance meetings.
6. Collection of job facts
a) Selection of employees
b) Promotion and transfer of employees
c) Training of new employees
d) Assignment of tasks to jobs
e) Improving working conditions

2. f) Administrative organization, and
g) Work simplification.
There are many established methods to carry out job evaluation in a scientific manner. A
four-fold system of classifying evaluation systems is presented here. Two are described as
non-quantitative and two as quantitative.
1. Non-quantitative evaluation measures,
a. The ranking system.
b. The job-classification system.
2. Quantitative evaluation measures.
a. The point system.
b. The factor-comparison system.
Q2.What are the major problems faced in benefits management?
Ans :
Major problems faced in benefits management
One of the main problems faced by management in organizations is the need to maintain a
competitive advantage. With the global economic climate it has been difficult for companies
and organizations to keep up with their rivals, let alone better them. Corporate culture is one
responsibility that management need to adhere to because it is vital when you want to
succeed in business. It creates a sense of innovation and productivity as opposed to a more
negative culture which may stifle employees and detrimentally affect job gratification. In
addition, managers have a huge responsibility for guiding the organization in the right
direction as they are the prime decision makers. Managers have to make the plans and
organize their employees and resources in order to put the organization in a direction that will
grant them success. Most modern management take on a strategic management style which
initially states the main aim of the particular mission which follows by the processes that will
be carried out on a day-to-day basis.

3. Moreover, one of the most important aspects that a good manager requires is solid
communication skills. It is very likely in business that you are going to come into contact
with conflicting styles of communication, however it is the manager's job to be aware of this
as well as their own style. They need to be able to enforce their own style of communication
while being able to adapt to others, especially if they are consulting with other organisations
and companies.
Some of the basic problems faced by management are
1: How to produce a qualitative product:
This is the first problem faced by management that what is to produce, how much to produce
and where to be produce. And the organization has to decide either they have to produce
different products or to emphasis on one product.
2: How to deal the labour union:
The labour is the group of people working for the betterment of the employees working in the
organization. The management has to decide that how to full fill the demands of the labour
union in respect of salaries, bonuses, insurance, medical allowances, fringe benefits etc.
3: How to compete in the market:
Various decisions for example how to charge the price, how to place the product, how to
promote the product has to be taken by the management and they try to solve these problems
in a best manner.
4: How to utilize the organization resources:
The management made various decisions about the organization resources that is man,
money, material, machinery, market and methodology.
5: To avoid stick out situation:
Stock out situation is that situation when the customer demands for the product and the
company has no product at that time. The management has to decide how to tackle this
problem.
Q3.State the major career development activities found in organizations.
Career Development:

4. Although scholars have defined career development (CD) in a variety of ways, Simonsen‟s
(1997) definition will be used as the foundation for the proposed framework:
Career development is an ongoing process of planning and directed action toward personal
work and life goals. Development means growth, continuous acquisition and application of
one‟s skills. Career development is the outcome of the individual‟s career planning and the
organization‟s provision of support and opportunities, ideally a collaborative process. . .
(Simonsen as cited in Simonsen, 1997, pp. 6-7)
This definition recognizes that career development is ongoing, that it involves reciprocal
interaction between employee and employer, and that attainment and/ or enhancement of
individual capabilities are not restricted to a particular job, career path, or organization.
This definition and the framework that follows are predicated on a few essential assumptions.
• HRD remains integral to the career-development process. The HRD function is uniquely
positioned to integrate the interests of employees with the needs of the system, staying
attuned to the strategic plans of the organization while remaining cognizant of the free agent
nature of the employer employee relationship (Boudreaux, 2001; Swanson & Holton, 2001;
van Dijk, 2004).
• The return on investment of career development must be considered to gain organizational
interest in expanding CD efforts. However, the potential value of career development to
organizational success depends on how well the system supports the career development
process in terms of resources allotted and priority assigned to career development endeavors.
For example, when small systems find their minimal resources stretched, career development
may languish so that seemingly more urgent needs, like mandatory training, can be addressed
(Kuchinke, 2003).
Larger systems simply may choose to focus on more high profile initiatives, like organization
development, rather than invest resources in career development in this era of uncertain
loyalties. Yet, one of the advantages of less structured learning activities is that they often are
embedded within daily work. As a result, they can be implemented with little financial
investment while contributing to the success of other endeavors, like organization
development.
• Career development should not be restricted to a select few or to those at particular levels
within the system. Conlon (2004) addresses this by noting both the practical as well as the
ethical aspect of this premise. As organizations become flatter, a broad-based, well-developed
workforce will be essential to meet their current and future needs. Ironically, although the
HRD literature has routinely discussed “management development” as separate from “career
development,” much of what traditionally has been described as “career development” has
targeted managerial-level employees and excluded those in non management tracks
(McDonald, Hite, & Gilbreath, 2002).
• Career development can be both formal and informal and may take place within and outside
of the organization. For example, Gilley et al. (2002) describe an “effective career

5. development program” (p. 63) as one that includes a variety of experiences in addition to
classroom training, citing for example, “self-directed learning projects and involvement in
professional organizations and associations” (p. 63).
• Individual life and work priorities influence choices about careers and development
opportunities. In some instances, the choice is one of focusing on intrinsic rather than
extrinsic rewards to define career success and satisfaction (Forret & Sullivan, 2002). In
others, the decision may be based less on a quest for a balanced life and/or work experience
and more on necessity.
Hite and McDonald (2003) found that women often make career choices based on their
family responsibilities, sometimes choosing to curtail their career progress to accommodate
family roles and expectations.
A Strategic HRD Framework for Career Development.
Most HRD practitioners and scholars would argue that HRD needs to be represented in
determining the strategic direction of organizations. Fewer would agree that HRD typically is
present at the strategic planning table.
However HRD‟s presence is critical in determining a company‟s role and responsibility
regarding employees‟ careers. It also is important so career development is not considered a
stand-alone program, but rather as a process that is integrated into the system such that it
influences the strategic direction of the organization (Gilley et al., 2002). Gutteridge,
Leibowitz, and Shore (1993) advocate for companies to incorporate career development into
their strategic plans by recommending a systems approach. Specifically, they suggest that
career development be viewed as a way of achieving important business objectives and that
employee and organizational needs be aligned when planning career-development processes.
Hall (2002) reinforces the need for career development endeavors to be “managed and
integrated” to yield maximum benefits to individuals and the system (p. 284). Simonsen
(1997) echoes the recommendation that career development be “driven by business needs”
and proposes that organizations need to develop both a vision and a philosophy of career
development (p. 181).
The overarching question at the strategic planning table is as follows:
What should the organization‟s philosophy be regarding career development and how, given
today‟s environment, should this be enacted? Doyle (2000) suggests that a strategy “based on
formalized career structures and systems is unlikely to cope with the diversity and
„messiness‟ that is likely to characterize career management in the future” (p. 239). Rather, a
strategy is needed that is sensitive to the contextual elements that influence CD and
recognizes the need for innovative ways to learn and develop given the current nature of
work and organizations.

6. HRD practitioners are well positioned to shape a system that is less paternalistic and
controlling and that focuses more on the partnership approach that fosters employee self-
development while still meeting organizational needs. As the planning evolves from
developing a philosophy and determining goals, a framework may help guide professionals as
they work to implement and integrate career development into the organization (see Figure
1).
We suggest three critical elements to consider in this process: organizational support
mechanisms, learning activities, and evaluation processes.
The arrows in the figure indicate that each component of the framework will influence and be
influenced by the other. For example, the organizational support mechanisms will influence
what learning activities are developed and nurtured in the organization. In turn, the learning
activities will affect organizational support mechanisms (e.g., networks and community-
based learning may assist employees in dealing with work-family conflicts). Organizational
support mechanisms will influence what is evaluated regarding CD and how it is evaluated.
The evaluation process also should determine if organizational support mechanisms assist
employees and the organization in achieving career-development objectives.
Q4.Explain the need for human resource planning.
Need for human resource planning
Human resource planning system is a mandatory part of every organization‟s
annual planning process. Every organization that plans for its business goals for the year also
plan how it will go about achieving them, and therein the planning for the human resources:
1. To carry on its work, each organization needs competent staff with the necessary
qualification, skills, knowledge, work experience and aptitude of work.
2. Since employees exit and organization both naturally
(As a result of superannuation) and unnaturally (as a result of resignation), there is an on-
going need for hiring replacement staff to augment employee exit. Otherwise work would be
impacted.
3. In order to meet for the more employees due to organizational growth and expansion, this
is turn call for large quantities of the same goods and services as well as new goods. This
growth could be rapid or gradual depending on the nature of the business, its competitors, its
position in the market and the general economy.

7. 4. Often organization might need to replace the nature of the present workforce as a result of
its changing needs, therefore the need to hire new set of employees. To meet the challenges
of the changed needs of technology/product/service innovation the existing employees need
to be trained or new skills sets induced into the organization.
5. Manpower planning is also needed in order to identify an organizations need to reduce its
workforce. In situation where the organization is faced with severe revenue and growth
limitation it might need to plan well to manage how it will workforce. Options such as
redeployment and outplacement can be planned for and executed properly.
Q5.What are the factors that impact recruitment in organizations?
The sources of employee‘s recruitment can be classified into two types:
Internal and external
Filing a job opening from within the firm has advantages of stimulating preparation for
possible transfer of promotion, increasing the general level of morale, and providing more
information about job candidates through analysis of work histories within the organization.
A job posting has number of advantages. From the view point of employee, it provides
flexibility and greater control over career progress. The jobs posted on notice boards, group
emails and publishing in internal news papers. Internal applications often restricted to certain
employees, the guidelines for companies include:-Good or better in most recent performance
review-Dependable attendance record-Not under probationary sanction-Having been in
present position for at least one year. The personnel department acts as a clearing house in
screening applications that are unrealistic, preventing an excess number of bids by a
single employee and counseling unsuccessful employees in their constant attempt to change
their jobs. Similarly the firm may go to external sources for recruitment of lower entry jobs,
for expansion, and positions whose specifications cannot be met by the present personnel.
The following external resources are available for firms:
a) Advertising:
There is a trend toward more selective recruitment in advertising. This can be affected in at
least two ways. First advertisements can be placed in media read only by particular groups.

8. Secondly, more information about the company, the job, and the job specification can
be included in the ad to permit some self-screening.
b) Employment Agencies:
Additional screening can be affected through the utilization of employment agencies, both
public and private. Today, in contrast to their former unsavory reputation, the public
employment agencies in several states are well-regarded, particularly in the fields
of unskilled semi-skilled and skilled operative jobs. In the technical and professional areas,
however, the private agencies tend to specialize in a particular engineer.
c) Employee Referrals:
Friends and relatives of present employees are also a good source from which employees may
be drawn. When the labour market is very tight, large employers frequently offer their
employees bonus or prizes for any referrals that are hired and stay with the company for a
specific length of time. Some companies maintain a register of former employees whose
record was good to contact them when there are new job openings for which they are
qualified. This method of recruitment, however, suffers from a serious defect that it
encourages
nepotism, i.e. Persons of one„s community or caste are employed, who may or may
Not be fit for the job.
d) Schools, colleges and professional institutions:
These offer opportunities for recruiting their students. They will also have separate placement
cell where the bio data and other particulars of the students are available. The prospective
employers can review credentials and interview candidates for management trainees or
probationers. This is an excellent source of potential employees for entry-level positions in
the organizations.
e) Labour Unions:
Firms which closed or union shops must look to the union in their recruitment efforts.
This has disadvantage of monopolistic workforce.
f) Casual applicants:
Unsolicited applications, both at the gate and through the mail, constitute a much-used source
of personnel. These can be developed through attractive employment office facilities, prompt
and courteous reply to unsolicited letters.
g) Professional organizations or recruiting firms or executive recruiters:
Maintain complete records about employed executives. These firms are looked upon as
headhunters, raiders and pirates by organizations may employ―executive search firms‖ to

9. help them find talent. These consulting firms recommend persons of high calibre for
managerial, marketing and production engineers„ posts.
h) Indoctrination seminars for colleges
Are arranged to discuss the problem of companies and employees. Professors are invited to
take part of these seminars. Visits to plants are arranged so that professors may be favourably
impressed. They may speak well of a company and help it in getting the required personnel.
i) Unconsolidated applications:
For positions in which large numbers of candidates are not available from other sources, the
companies may gain keeping files of applications received from candidates who make direct
enquiries about the possible vacancies on their own, or may send unsolicited applications.
This would be helpful to firms for future vacancies.
j) Nepotism:
The hiring of relatives will be an inevitable component of recruitment programmes in family-
owned firms, such a policy does not necessarily coincide with hiring on the basis of merit, but
interest and loyalty to the enterprise are offsetting advantages.
k) Leasing:
To adjust to short term fluctuations in personnel needs, the possibility of leasing personnel by
the hour or day should be considered. This principle has been particularly well developed in
the office administration field because they can avoid any obligation in pensions, insurance
and any other fringe benefits.
l) Voluntary Organizations:
Such as private clubs, social organizations might also provide employees – handicaps,
widowed or married women, old persons, retired hands etc. In response to advertisements.
m) Computer Data Banks:
When a company desires a particular type of employees, job specifications and requirements
are fed to computers, where they are matched against data stored in. This method is very
useful in identifying candidates for hard-t-fit positions which calls for unusual combinations
of skills.

10. Q6. Assume yourself as an HR Manager. You have been given the responsibility of
promoting the rightful employees. For this, performance appraisal of the employees must be
carried out. What appraisal method would you choose? Justify.
A performance appraisal, employee appraisal, performance review, or (career)
development discussion is a method by which the job performance of
an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by
the corresponding manager or supervisor. A performance appraisal is a part of guiding and
managing career development. It is the process of obtaining, analyzing, and recording
information about the relative worth of an employee to the organization. Performance
appraisal is an analysis of an employee's recent successes and failures, personal strengths and
weaknesses, and suitability for promotion or further training. It is also the judgement of an
employee's performance in a job based on considerations other than productivity alone.
Aims
Generally, the aims of a performance appraisal are to:
 Give employees feedback on performance
 Identify employee training needs
 Document criteria used to allocate organizational rewards
 Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,
bonuses, etc.
 Provide the opportunity for organizational diagnosis and development
 Facilitate communication between employee and employer
 Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
 To improve performance through counseling, coaching and development.
Methods
A common approach to assessing performance is to use a numerical or scalar rating system
whereby managers are asked to score an individual against a number of objectives/attributes.
In some companies, employees receive assessments from their manager, peers, subordinates,
and customers, while also performing a self assessment. This is known as a 360-degree
appraisal and forms good communication patterns.
The most popular methods used in the performance appraisal process include the following:
 Management by objectives

11.  360-degree appraisal
 Behavioral observation scale
 Behaviorally anchored rating scales
Trait-based systems, which rely on factors such as integrity and conscientiousness, are also
used by businesses but have been replaced primarily by more objective and results-oriented
methods. The scientific literature on the subject provides evidence that assessing employees
on factors such as these should be avoided. The reasons for this are twofold:
1) Trait-based systems are by definition based on personality traits and as such may not be
related directly to successful job performance. In addition, personality dimensions tend to
be static, and while an employee can change a behavior they cannot change their personality.
For example, a person who lacks integrity may stop lying to a manager because they have
been caught, but they still have low integrity and are likely to lie again when the threat of
being caught is gone.
2) Trait-based systems, because they are vague, are more easily influenced by office politics,
causing them to be less reliable as a source of information on an employee's true
performance. The vagueness of these instruments allows managers to assess the employee
based upon subjective feelings instead of objective observations about how the employee has
performed his or her specific duties. These systems are also more likely to leave a company
open to discrimination claims because a manager can make biased decisions without having
to back them up with specific behavioral information.
People differ in their abilities and their aptitudes. There is always some difference
between the quality and quantity of the same work on the same job being done by two
different people. Performance appraisals of Employees are necessary to understand
each employee‟s abilities, competencies and relative merit and worth for the
organization. Performance appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society.
The history can be dated back to the 20th century and then to the second world war when
the merit rating was used for the first time. An employer evaluating their employees is a
very old concept.It is an indispensable part of performance measurement.
Performance appraisal is necessary to measure the performance of the employees and the
organization to check the progress towards the desired goals and aims.
The latest mantra being followed by organizations across the world being – "get paid
according to what you contribute" – the focus of the organizations is turning to
performance management and specifically to individual performance. Performance
appraisal helps to rate the performance of the employees and evaluate their contribution
towards the organizational goals. If the process of performance appraisals is formal and
properly structured, it helps the employees to clearly understand their roles and
responsibilities and give direction to the individual‟s performance. It helps to align the
individual performances with the organizational goals and also review their performance.
Performance appraisal takes into account the past performance of the employees and

12. focuses on the improvement of the future performance of the employees. Here at naukri
hub, we attempt to provide an insight into the concept of performance appraisal, the
methods and approaches of performance appraisal, sample performance appraisal forms
and the appraisal softwares available etc. An attempt has been made to study the
current global trends in performance appraisal.
Summer/ May 2012
Master of Business Administration- MBA Semester 1
MB0043 –Human Resource Management - 4 Credits
(Book ID:B1132)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.What are the objectives of human relations?
Ans : Objectives of Human Relations:
A human Relations Programme thereby attempts at enhancing employee motivation and
workplace morale through an improved three-way communications and through employee
participation in the decision making processes. Human relations seek to emphasise 'employee'
aspects of work rather than technical or economic aspects. For example while it might be in
the best interest of an organization to have a employee skilled and completely proficient in

13. one job/ set or responsibilities, today‟ s organization provides‟ opportunities for employees
to multi-skill and acquire knowledge of new yet related jobs/responsibilities. These acts as a
motivator for employees as they benefit by learning new skills / jobs and given an
opportunity can perform and excel in another job. It also seeks to make employment and
working conditions less impersonal. The human relations approach emphasises policies and
techniques designed to improve employee morale and job satisfaction. For example it is
common place in organizations to provide for / encourage employee empowerment where-in
the team brings about creative measures to reduce cost/ improve customer satisfaction. Such
teams design and implement self-driven initiatives to bring about the business result. It is
believed that this is accompanied by increased employee efficiency and reduction in
employee dissatisfaction.
An understanding of emerging workplace human behaviour can be summarised as:
i) Assist the manager to develop a better realization of how his own attitudes and behaviour
play a part in everyday affairs of the team and its morale;
ii) Assist the manager to develop a keener sensitivity towards the team members and
interpersonal dynamics
iii) Partner with the managers in helping him drive the business goals and take part ownership
of work challenges and how best to resolve them
iv) Enable him to anticipate and prevent problems, or at least to resolve more effectively
those that he cannot avoid; and
v) Network with other teams with related dependencies and help resolve inter-team business
impacting challenges
This Scope of Human Relations springs up from the problems which have many different
causes and perspectives. Halloran has stated these as:
• Every person brings a unique set of talents, ambitions and work experience to a job.
These personal attributes change over time, often as a result of the degree of success or
failure the person experiences in the work world. Matching so many unique sets of personal
qualities to a standardized technology can create problems.

14. • The organizational aspects of a company, such as its size, geographic location,
economic health, and degree of automation, define the scope of work and the activity in each
work division. These frequently arbitrary, structural definitions often cause difficulties in
human relations.
• Innovations in technology and production methods generally require the restructuring
of job roles and responsibilities. Radical changes in basic organizational structure can cause
severe strains between employees and management and create intense problems in human
relations.
• Promotion of individuals to positions of greater responsibility and authority generally
creates a need for changed behaviour patterns between the new supervisors and their former
peers, which in time, can create human relations problems.
• Inexperienced employees may not be able to perform their roles or tasks in work
groups in a competent manner. The time they take to adjust can not only create problems with
production schedules, but can also create particular kinds of human relations problems
between them and their co-employees and supervisors.
The variety of causes of human relations problems lead to the conclusion that no one
programme or single approach can create conditions for good human relations. Therefore, as
shared earlier it in common for organizations and individuals in organization to constantly
innovate and resolve challenges that will benefit both the organization as well as the
employee.
This helps understand the key HR objectives which can be best illustrated by understanding
the functions that HR attempts to fulfil in any organization:
i) Human Resource Planning – estimating the need for resources in order achieve the desired
business results. HR plans can be both short term/immediate as well as long term / strategic.

15. The HR team partners with the line managers to understand the business goals and targets for
the year and then together plan the HR needs in order to meet the goals.
ii) Acquisition of human resources – staffing the organizations with the right mix of skills
and competencies at the right time. It also includes HR initiatives like promotions and
internal job posting to fulfil this requirement for human resources. Staffing teams in
organizations are usually a separate group of specialists who work closely with the line
managers to understand the skills and competencies needed for the job and engage together to
select the best talent for the open positions.
iii) Training and employee development – focuses on managing training activities to upgrade
skills and knowledge as well as soft skills like team building and leadership. The training
team is again a group of HR specialists who propose the training program and consult with
the line managers to ensure that the program achieves the desired outcomes.
iv) Building performance management systems – focuses on the right processes to set goals
for performance as individuals/teams and related measurement methods. This is a core HR
activity and is supported by the HR generalist
v) Reward systems – establishing appropriate compensation systems and reward mechanisms
that would reward the desired outcome and results in accordance with the corporate values.
This again forms a part of the HR generalist‟ s tasks. How employees progress in a
organization how they are paid w.r.t. internal and external market factors, what employee
benefits are offered, are some aspect that this function redresses.
vi) Human Resources Information Systems that would take care of the operational
transactions from the time an employee joins till the time the employee exits, like personnel
files, compensation administration, payroll, benefits administration and issuing letters and
testimonials. This task is supported by as separate HR operations team who act as a HR
helpdesk and provide information to the employees/managers.
Q2.Why is it important to handle grievances carefully?
Ans : Importance of Grievance Handling:
Handling a grievance

16. When dealing with a grievance:
ensure you're familiar with the procedure and apply it correctly
hold any grievance hearing in private without interruptions
where a grievance relates to the person's line manager, ensure that the employee can
raise the grievance with someone else
listen carefully to the person's explanation of the problem and consider whether there
is a deeper issue which might be the root cause of the grievance
listen to any conflicting points of view
weigh up all evidence to see whether there is an issue you need to address
decide what action to take, trying to balance fairness to the person without
compromising the business or other workers
inform all concerned parties of your decision and the appeal process
ensure you resolve any problems relating to policies, procedures or conduct where the
grievance procedure highlights these
keep the process as confidential as possible Deal with grievances sensitively,
particularly where they concern

17. Other workers
You may wish to develop specific procedures for very sensitive matters involving unfair
treatment e.g., discrimination, bullying or harassment. . Consider also having a separate
"whistle blowing" procedure, so that workers are encouraged to raise any complaints about
wrongdoing eg fraud, internally rather than disclosing them outside the business. If a worker
raises a separate grievance during a disciplinary hearing, it's good practice to adjourn the
hearing until the grievance is dealt with. By dealing with problems in a fair and reasonable
manner, you're much less likely to lose valued and skilled staff through resignation. It will
also help you successfully defend a constructive dismissal claim.
Q3.How can we evaluate the effectiveness of training programs conducted in organizations?
Training Evaluation and Organizational Performance (Level Four)
The foremost strengths of a particular T&D evaluation model are especially those that
emphasize the role of T&D on organisation performance and show a ROI from T&D. These
perceptions are found in the Kirkpatrick evaluation model, which introduces the relationship
between T&D evaluation and organisation performance. Assessing level four of the
Kirkpatrick evaluation model demonstrates these important features.
Valued results are connected to the organisational performance measurements, such as ROI,
changes in productivity, quality improvement, customer satisfaction and market share (Miller
2002). Continuous training programmes are essential for achieving higher productivity, better
on the job performance and improved quality (Tennant, Boonkrong & Roberts 2002). These
social scientists also pointed out that Japanese organisations emphasise the roles of training
more than USA and European manufacturing organisations. This is revealed in the
automotive sector with 380.3 training hours per year for Japanese workers, compared with
46.4 for USA workers and 173.3 for European workers. This heavy investment in T&D has
led to dramatic performance improvement, in terms of cost, quality and delivery in Japanese
organisations. Horwitz (1999) contends that T&D contributes to the organisation's
performance, success and competitiveness through providing the capacity to enhance
individual abilities and competencies as necessary requirements for effective organisational
performance. Armstrong (1989) also refers to performance related training designed to
develop competencies that impact directly on the bottom line by promoting flexibility and
supporting innovation. He also argues, that if the learning that is derived from training is not
associated with enhanced job performance or raised capability, then the credibility of both
HRD specialist and the process are at risk.

18. The effectiveness of T&D programmes on organisational performance improvement is a
difficult, vexatious and problematic task. Thus, training professionals have been challenged
to document or demonstrate the results of training on organisational performance
improvement (level four) by using organisational performance impact measures, such as ROI,
changes in productivity, customer satisfaction, and quality and market share. In this regard,
Muhlemeyer and Clarke (1997) argue that it is difficult to measure the correlation between
the implementation of T&D and the overall success of the organisation, especially in the case
where the organisation's success is measured in financial terms, because there is a little
evidence to suggest that training per se can improve the financial performance.
Arguably, evaluation should focus on all organisational stakeholders, comprehensively, and
on the long-term results, and should also use the most suitable information to make
judgments about training effectiveness (Russ & Preskill 2001, Burrow & Berardinelli 2003).
It is also suggested that evaluation could be very focused and short term or quite
comprehensive with a focus on the long term results depending on the type of training and its
objectives (Russ & Preskill 2001, Collins 2002, Burrow & Berardinelli 2003). Evaluation
should be based on a clear identification of the purpose and results expected from the
programme. Thus, if the programme is designed to respond to a particular problem, or meet a
specific requirement, evaluation should be used to determine if that specific goal was
successfully achieved and not focus on broader expectations. According to Brinkerhoff
(1988), good evaluation is likely to provide convincing evidence that the programme is aimed
at important organisational benefits. Specifically, robust evaluations are likely to lead to
participants reporting greater job satisfaction, the achievement of important job reverent
skills, a gaining of knowledge and improved work attitude as well as effective transference to
the job of learned skills acquired from the T&D programme. However, much of the training
efforts in organisations are not specifically related to organisational final outcomes.
Training Evaluation Models
In order to understand how the T&D evaluation stage should be conducted successfully, it
needs to be based on a particular T&D evaluation model. There are many training evaluation
approaches and techniques. However, there are four main complementary evaluation
frameworks: (a) Kirkpatrick, (b) the Bell system, (c) Parker, and (d) CIRO. However,
Kirkpatrick's evaluation model is the one most commonly used by many organisations (Hale
2003).
According to Kirkpatrick (1996), there are four stages to be considered when evaluating
training effectiveness: reaction, learning, behaviour and results level. The reaction level
answers whether people are happy with the training inputs (Hall 2003). It evaluates
participants' reactions, opinions, impressions and attitudes toward the programme. The
learning level answers, "what do people remember from the training session?" (Hale 2003).
To what extent have the participants learned the material and the particular skills or 'know

19. how' that are contained in the programme? This measurement is made through special
standardised tests at the end of the programme, such as pre, post, paper and pencil tests, skill
practice, workshops and job simulation. The behaviour level addresses the issue of "whether
people use what they know at work?" (Hale 2003), and the changes in the participants'
behaviour, skills, patterns of work, relationships and abilities that are necessary to undertake
the task at hand. These indications could be collected through observations, survey, interview
and comments of supervisors, and colleagues and from performance appraisal reviews.
Finally, the results level determines "what are the outcomes of applications on the job over a
period of time?" (Hale 2003). This level of evaluation focuses on the impact of behaviour
change on the organisation's performance. Because changing an employee's behaviour and
attitudes is not the final objective of T&D, the end results should include important elements
such as, improved productivity, better quality, lower costs, more speed, fewer accidents,
improved morale, lower turnover, and ultimately, more profit and better service. To
determine the cost efficiency of training, recent ROI is used to establish whether the
monetary values of the results exceed the cost of the programme. In this regard, Mann (1996)
cited two empirical studies that reviewed the most popular evaluation levels used by USA
organisations when evaluating their training programmes. Both of the studies found that most
of the surveyed organisations (over half) use assessment of their participants' reaction and
satisfaction with the programme as the key methods of evaluating training.
All of the evaluation models focus on the following important criteria for determining
training effectiveness.
* Stakeholder perceptions (level one: reaction)
* Learning gain (level two: learning)
* On the job performance improvement (level three: behaviour)
* Organisational improvement and ROI (level four: results).
Stakeholder reaction provides insight into trainees' motivation and satisfaction, but does not
directly measure training results. Historically, training was conducted through measuring the
number of trainees, as well as their perceptions and attitude towards the programme.
Nevertheless, while trainees' attendances, perceptions, motivation and attitude towards the
programme are important outcomes of any training programme, there has yet to be reported a
significant relationship between these outcomes and achieving the programme objectives,
including improving an organisation's performance (Combs & Falletta 2000, Green 2001).
Assessing training effectiveness based on trainees' perceptions is described by James and
Roffe (2000), and Acton and Gloden (2003) as ad hoc, unsystematic, informal and
unstructured evaluations of training programmes, which tends to be post training appraisals
rather than approaching the evaluation of training programmes from their design stages.
Training effectiveness no longer focuses on trainees' perceptions, but is directed at other

20. important factors. These factors incorporate such questions as: Did employee performance
improve as a result of training? How did training contribute to achieving the organisation's
critical goals? (Burrow & Berardinelli 2003). Now there is a stronger acknowledgement for
T&D results to be connected to the organisational performance measurements, such as ROI,
changes in productivity, quality improvement, customer satisfaction and market share (Miller
2002). Alternative outcomes are less valued and valuable. Therefore, of the identified
evaluation criteria there are two critical and essential levels that affect other evaluation levels,
and they are (a) learning gain (acquired skills, competencies, attitudes and capabilities); and
(b) on the job performance improvement achieved through changing trainees' behaviour and
work patterns, which is often called training transfer. Bramley and Kitson (1994) contend that
the appropriate training evaluation model is the model that facilitates evaluating the third and
fourth levels of the Kirkpatrick evaluation model (behaviour change and results). These
training needs and objectives are defined in terms of the changed behaviour and increased
effectiveness, rather than just increasing knowledge, skills and abilities. Also, top
management and line managers are involved in the whole training process and are able to
evaluate the changes in behaviour and effectiveness, which are occurring as a result of
training.
Q4.Explain the general procedures followed in the case of a disciplinary action.
Disciplinary Action
There are varying penalties for first, second, and third offences of the same rule. Among
the penalties available in business are:
1. Oral reprimand
2. Written reprimand
3. Loss of privileges
4. Fines
5. Lay off
6. Demotion
7. Discharge
The penalties are listed in the general order of severity, from mild to severe for most cases,
amoral reprimand is sufficient to achieve the desired result. The supervisor must know his or
her personnel in determining how to give a reprimand. For one person, a severe “chewing
out” may be necessary in order to get attention and co-operation; another person may require
only a casual mention of a deficiency. If the offence is more serious, the reprimand may be
put in written form. Since a written reprimand is more permanent than an oral one, it is

21. considered a more severe penalty. For such offences as tardiness or leaving work without
permission, fines or loss of various privileges can be used. The loss of privileges includes
such items as good job assignments, right to select machine or other equipment, and freedom
of movement about the workplace or company. The more severe penalties of layoff,
demotion, and discharge are usually outside the grant of authority to the immediate
supervisor. Disciplinary layoffs can vary in severity from one
toseveral days‟ loss of work without pay. The use of demotions as a penalty is highlyquestion
able. If the employee is properly qualified for the present assignment, he or she will be
improperly placed on a lower job. Discharge is the most severe penalty that a business
organization can give and constitutes “industrial capital punishment”.
Q5.Trace out the growth of Human Resource Management in India.
Growth of Human Resource Management in India.
Contrary to these forces, in INDIA the owner manager/ government/public sector manager
was an industry icon and a national hero of sorts. The personnel management practices were
dominant of the brick- and-motor‟ industry. Though the approach it was largely welfare
oriented and reactive in nature it served effectively for the large PSU organizations that built
the country‟s foundation.
A large part of the workforce was migrant from the rural parts of the country and armed with
educational qualifications that served as their passport to a secure future. Many left the
country to study and pursue career overseas. This phenomenon was called „brain drain‟ and
happened during
1990 through 2005. The best of the Indian talent left the country. Per present statistics there
are close to 1.7 million people of Indian origin in AMERICA according to the US census
bureau. The INDIAN AMERICAN median family is $60,093 as against the national median
family income of $38,885 left the country, the estimated buying power of the INDIAN
AMERICANS in the United States is around US $20 billion, the high income clearly reflects
the advanced educational levels achieved by Indian abroad. Its only in the past 10-12 years
with the immense growth on account of the IT industry that winds of change began to blow.
It was largely the advent of the information technology era in INDIA that brought with it the
western management practices.
MNC‟S started up their operations in INDIA the FDI (FOREIGN DIRECT INVESTMENT)
went up steeply as the world saw the potential in the country human resources. In INDIA
became a preferred location for MNC‟s primarily from the USA followed by others
developed countries. It was natural for the MNC‟s setting up operations in INDIA to establish
their existing and proven management practices that were successfully working in the
organization back home. It also helped them manage their business similarly.

22. This gave birth to a new generation of management as well as HRMpractices. New hiring
methods new ways of paying salaries, new employment terms and most importantly
increased focus on individual performance and outcome. There was emphasis on deliverables
and linking individual and team performance to business results and success. Given the
highly educated workforce there was a de-emphasis in the role of the trade unions, the era of
the trade unions dominance give way to the new order of individual negotiated salaries and
terms and clearly performance linked assessment system. Another transformation that the
Indian workplace witnessed was focused on the ethics and ethical practices in doing business
it was only fair to except that with the weak legal system, it needed the support of the
government policies and the corporate policies to beat the corruption that existed .This has
significantly contributed to INDIA emerging as a preferred destination for doing business.
All of this yielded to give the way to the birth of the „professional manager‟.
Professional manager today are a critical and essential part of the INDIAN corporate. The
professional manager brought about a shift in the culture from a highly author it Arian
approach of getting work done to more collaborative and participative approach. In the
traditional Indian culture where the child is brought up to dependents on parents and
superiors these shift was break through and took it time to manifest. The entrepreneurs who
earlier operated in a secure, sheltered market and hardly face challenges , were challenged by
the globalization that swept in with the liberalization policies and measure brought in by the
Indian employee and his manager evolved. Together they stopped up to face the challenges
head- on and to win not only in INDIA but also globally. The levers of a) low cost b)
highly skilled c) English as the medium of education and it being the corporate language that
enabled the flow of global business to INDIA? Hence human relations movement in INDIA
has evolved very differently as compared to the developed economies of the USA and the
UK. What is currently acting as a limitation is the enhanced awareness on the need for
research based HRM practices. While there is a lot of work happening in education system to
promote this.
Q6.Assume yourself as an HR Manager of a publishing house. You find that the morale of
the employees is generally low. What steps would you take to improve employee morale?
The motivation techniques may be divided into two parts
[a] that is to be done; and
[b] how and why what is done.
The former are steps in motivation and the later are rules governing the steps. Both
are performed simultaneously.
These are listed below:
a) Size up situation requiring motivation:

23. The first step of motivation is to make sure of motivational needs. Every employee
needs motivation; however, all people do not react exactly as the same way to the same
stimuli. Keeping this in mind executive shall size up how much and what kind
of motivation is needed.
b) Prepare a set of motivational tools:
An executive from his personnel experience should prepare a list of what devices are likely to
work with what type of people and under what circumstances.
c) Selecting and applying motivator:
Proper application of motivational plan is important. This involves selection of the
appropriate technique, method of application and the timing and location of
applications.
d) Follow up the results of applications:
The last stage of motivation is to follow-up
ther e s u l t s o f t h e a p p l i c a t i o n o f t h e p l a n . T h e p r i m a r y o b j e c t i v e i s t
o a s c e r t a i n i f a n employee has been motivated or not. If not some other technique
should be tried.
Rules of motivating:
The motivation manager must be guided with some fundamental rules which should be based
on the following principles.
a. Self interest and motivation:
Motivation is mainly built on selfishness. Psychologically speaking, selfishness is a part and
parcel of life. To deny this is to build the theory on unrealistic foundation. To seek some
other basis of motivation would be to ignore the real nature of man. The aim should be to
learn more about selfishness.
b. Attainability:
Motivation must be establish attainable goals. This does not mean that the goal is realized at
once. This may take years to attain. But it must be within reach.
Eight ways to motivate plant employees:
Th e fol l o wi n g r e co m m e nd at i ons ar e f o r improving the motivation of employees in
the routine jobs.

24. a. Provide assembly line employees with more than minimum training. This would result in
greater personnel involvement in the job.
b. Crate sub goals to measure accomplishment. A sense of completion is important
for motivation. They are likely to be more interested in the work which will reduce monotony
and mental fatigue.
c. Provide regular feedback on performance. Studies show that people work better when they
receive positive feedback.
d. Maintain a neat and orderly work area. If the foreman does not care abouthousekeeping
then employees may feel that they also need not care about it and this attitude may affect
quality of work.
e . A r r a n g e work situations so that conversation between employees is either easy or possib
le. Experience workers may to their job with little attention to the task.Conversation my
reduce monotony and thus fatigue.
f. In c r e as e t h e num be r o f o p er at i on s pe rf o rm ed b y o ne em p l o ye e . Th i s c an
be do n e b y simplification of manual operations. It offers several advantages:
The risk of errors reduced;
Management can hire employees at lower wages;
Training costs are minimized.
g . S t r uc t u r e j obs , so t h at w or ke r s c an at l e a st oc c as i on al l y m ov e a bou t t he
wo rk a r e a. B esi d e s j ob rotation, there are other ways to provide for physical movement
like stetting employees secure their own tools etc.
h. Explore ways to assign greater personnel responsibility.
Increased responsibility means greater self esteem and greater job meaningfulness. One
way to enlarge responsibility is to let the employee inspect his own work.