MB0043,MB0043 –Human Resource Management , November 2012

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

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 : Managing Benefits in Organizations:

Managing employee Benefits is a critical part of the entire compensation policy and

particularly so as the cost is completely borne by the company. There is no scientific way of

ascertaining its impact on factors such as employee satisfaction and employee retention or

productivity for that matter.

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Q3.State the major career development activities found in organizations.

Q4.Explain the need for human resource planning.

Q5.What are the factors that impact recruitment in organizations?

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.

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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

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.

• 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.

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:

What might happen if an organization does not provide some method by which a employee

can voice his complaints and obtain a explanation? The employee will be unhappy, his

productivity is impacted, he openly begins to share his discontent with not just his colleagues

but also outsider‟s, friends, relatives, maybe even customers and vendors. Just as the

employee has all the right to voice a grievance

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Q3.How can we evaluate the effectiveness of training programs conducted in organizations?

Q4.Explain the general procedures followed in the case of a disciplinary action.

Q5.Trace out the growth of Human Resource Management in India.

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?

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Documents

MB0043,MB0043 –Human Resource Management , November 2012