HRM - Unit-II - 16 Marks

7/26/2019 HRM - Unit-II - 16 Marks

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BA7204 - HUMAN RESOURCE MANAGEMENT

QUESTION BANK

UNIT II

PART B

1. Enumer!e !"e #$n#e%! $& HR %'nn(n).

HUMAN RESOURCE P*ANNING +H R P,

e&(n(!($n

HRP is a Process, by which an organization ensures that it has the right number and kind of

people at the right place, at the right time, capable of effectively and efficiently completing

those tasks that will help the organization achieve its overall objectives.

PURPOSE O HRP

!n simple words HRP is understood as the process of forecasting an organization"s future

demand for and supply of the right type of people in the right numbers.

!t is only after HRP is done, that the company can initiate and plan the recruitment and

selection process.

HRP is a sub#system in the total organizational planning.

HRP facilitates the realization of the company"s objectives by providing right type and

right number of personnel.

HRP is important because without a clear#cut manpower planning, estimation of a

organization"s human resource need is reduced to mere guesswork.

NEE / IMPORTANCE O HRP

$re#! &u!ure %er$nne' nee $o avoid the situations of surplus or deficiency of

manpower in future, it is important to plan your manpower in advance. %or this purpose a

proper forecasting of futures business needs helps you to ascertain our future manpower

needs. %rom this angle, HRP plays an important role to predict the right size of manpower in

the organization.

C$%e 3(!" #"n)e HRP enables an enterprise to cope with changes in competitiveforces, markets, technology, products and government regulations. &uch changes generate

changes in job content, skills demands and number of human resources re'uired.

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Cre!(n) "()"' !'en!e %er$nne' &ince jobs are becoming highly intellectual and

incumbents getting vastly professionalized, HRP helps prevent shortages of labor caused by

attritions. %urther technology changes would further upgrade or degrade jobs and create

manpower shortages. !n these situations only accurate human resource planning can help to

meet the resource re'uirements. %urther HRP is also an answer to the problems of succession

planning.

Pr$!e#!($n $& 3e5er e#!($n ( well#conceived personnel planning would also help

to protect the interests of the &)*&$, physically handicapped, children of socially oppressed

and backward classes who enjoy a certain percentage of employments notwithstanding the

constitutional provisions of e'ual opportunity for all.

In!ern!($n' !r!e)(e !nternational e+pansion strategies largely depend upon

effective HRP. ith growing trends towards global operations, the need for HRP further

becomes more important as the need to integrate HRP more closely into the organization

keeps growing. $his is also because the process of meeting staffing needs from foreign

countries grows in a comple+ manner.

$un!($n $& %er$nne' &un#! ($n HRP provides essential information for

designing and implementing personnel functions such as recruitment, selection, personnel

development, training and development etc.

In#re(n) (n6e!men! (n HR (nother importance is the investment that an

organization makes in human capital. !t is important that employees are used effectively

throughout their careers. -ecause human assets can increase the organization value

tremendously as opposed to physical assets

Re(!n#e !$ #"n)e / m$6e $he growing resistance towards change and move, self

evaluation, loyalty and dedication making it more difficult to assume that organization can

move its employees everywhere. Here HRP becomes very important and needs the resources

to be planned carefully.

mployment planning should flow from firm"s strategic plans. $hus plans to enter new

businesses or reduce costs all influence the types of positions the company need to fill.

$r em%'eat !-/, HR e+ecutives review with finance and other e+ecutives of their

company"s strategic plans. $he big 'uestion is

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hether to fill projected openings from within or from outside the firm.

ach option re'uires different personnel plans.

)urrent employees may re'uire training, development, and coaching plans.

0oing outside re'uires planning of what recruiting sources the company will use.

$hese are referred as 89u(':and 89u:approaches

2. e#r(9e !"e me!"$ &$r &$re#!(n) !"e u%%' $& (n!ern' n e!ern'

#n(!e 9e $n !"e HR nee.

$re#!(n) HR nee +$re#!(n) !e#"n(;ue, Tren n'(

$he study of a firm"s past employment needs over a period of years to predict future

needs. R!($ n'(

Ratio analysis is a forecasting techni'ue for determining future staff needs by usingratios between two variables. %or e+ample, sales volume and the number of

employees needed.

S#!!er %'$!

( graphical method used to help identify the relationship between two variables.

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C$m%u!er(


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$hough both 3elphi techni'ue and 40$ are simpler in process, 3elphi is more

fre'uently used to generate predictions and 40$ is used to identify current organizational

problems and solutions to those problems. -oth are commonly used in practice.

>$r5 S!u Te#"n(;ue

!t is used when it is possible to apply work measurements to calculate the length

of operations and the amount of labours re'uired.

Em%'e

1. Planned 2utput for ne+t year # 56,666 7nits

2. &tandard hours per unit # 8

?. Planned hours for the year # 9,66666

4. Productive hours per man*yr # 5666

@. 4o of direct workers Re'd # :

T"e n3er ( @0 >$r5er

$re#!(n) !"e Su%%' $& In(e Cn(!e +Mn%$3er Su%%'

$re#!(n),

Qu'(&(#!($n (n6en!$r(e

/anual or computerized records listing employees" education, career and development

interests, languages, special skills, and so on, to be used in selecting inside candidates for

promotion. Mnu' S!em n Re%'#emen! C"r!

Per$nne' re%'#emen! #"r!

1 )ompany records showing present performance and promotability of inside

candidates for the most important positions.

P$(!($n re%'#emen! #r

1 ( card prepared for each position in a company to show possible

replacement candidates and their 'ualifications.

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C$m%u!er(abor or /anpower

3epartment of &tatistics

Private consultants

?. E%'(n 3" e&&e#!(6e re#ru(!men! ( (m%$r!n! (n #urren! #enr($.e&(n(!($n $& Re#ru(!men!

mployee recruiting means finding and * or attracting applicants for the employer"s open

positions.

E!ern' !$r &&e#!(n) re#ru(!(n)

>ooming ?threatening@ undersupply of workers

>essening of the trend in outsourcing of jobs

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!ncreasingly fewer 'ualified candidates

In!ern' !$r &&e#!(n) re#ru(!(n)

$he consistency of the firm"s recruitment efforts with its strategic goals

$he available resources, types of jobs to be recruited and choice of recruiting methods

>ine and staff coordination and cooperation

Re#ru(!(n) (e' Prm(

o

7sed to calculate the number of applicants they must generate to hire the re'uirednumber of employees.

ORGANIING RECRUITMENT Advantages of centralizing recruitment

< ase in applying strategic priorities

< Reduces duplication of HR activities

< Reduces the cost of new HR technologies

< -uilds teams of HR e+perts< /akes it easier to ensure uniformity and conformity with law.

< (llows for the sharing of applicant pools

+; 0/"s )entral talent ac'uisition dept handles all of 0/"s 4orth (merican Plant $raining.

4. E'9$r!e !"e (n!ern' n e!ern' $ur#e $& re#ru(!men!.

Re#ru(!men! e&(n(!($n

Recruitment is the process of searching for prospective employees and stimulating and

encouraging them to apply for jobs in an organization # '(%%$

Recruitment is a process to discover the sources of manpower to meet the re'uirements of the

staffing schedule and to employ effective measures for attracting that manpower in ade'uate

numbers to facilitate effective selection of an efficient work force. # $er

SOURCES O RECRUITMENT

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In!ern' $ur#e

TRANSERS$he employees are transferred from one department to another according

to their efficiency and e+perience.

PROMOTIONS$he employees are promoted from one department to another with

more benefits and greater responsibility based on efficiency and e+perience.

2thers are U%)r(n) n em$!($n of present employees according to their

performance.

Re!(re n Re!ren#"e em%'$eemay also be recruited once again in case of shortage

of 'ualified personnel or increase in load of work. Recruitment such people save time and

costs of the organizations as the people are already aware of the organizational culture

and the policies and procedures.

$he dependents and relatives of e#ee em%'$ee n (9'e em%'$eeare also

done by many companies so that the members of the family do not become dependent on

the mercy of others.

In!ern' $ur#e $& re#ru(!men!

Mer(! emer(!

E#$n$m(#' the cost of recruiting internal

candidates is minimal. 4o e+penses are

incurred on advertising

*(m(!e #"$(#e the organization is

forced to select candidates from a limited

pool.

Su(!9'e the organization can pick the rightcandidates having the re'uisite skills.

In9ree(n) it discourages entry fortalented people, available outside an

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organization.

Re'(9'e the organization has the knowledge

about the suitability of a candidate for a

position.

Ine&&(#(en#promotions based on length

of service rather than merit, may prove to

be a blessing for inefficient candidates.

S!(&(n) a policy of preferring people

from within offer regular promotionalavenues for employees. !t motivates them to

work hard and earn promotions.

B$ne $& #$n!en!($n recruitment form

within may lead to infighting amongemployees aspiring for limited, higher

level positions in an organization.

E!ern' $ur#e

PRESS ADERTISEMENTS (dvertisements of the vacancy in newspapers and

journals are a widely used source of recruitment. $he main advantage of this method is

that it has a wide reach.

EUCATIONA* INSTITUTESAarious management institutes, engineering colleges,

medical )olleges etc. are a good source of recruiting well 'ualified e+ecutives, engineers,

medical staff etc. $hey provide facilities for campus interviews and placements. $his

source is known as )ampus Recruitment.

P*ACEMENT AGENCIES &everal private consultancy firms perform recruitment

functions on behalf of client companies by charging a fee. $hese agencies are particularly

suitable for recruitment of e+ecutives and specialists. !t is also known as RP2

?Recruitment Process 2utsourcing@

EMP*OMENT ECHANGES 0overnment establishes public employmente+changes throughout the country. $hese e+changes provide job information to job

seekers and help employers in identifying suitable candidates.

*ABOUR CONTRACTORS/anual workers can be recruited through contractors who

maintain close contacts with the sources of such workers. $his source is used to recruit

labour for construction jobs.

UNSO*ICITE APP*ICANTS /any job seekers visit the office of well#known

companies on their own. &uch callers are considered nuisance to the daily work routine of

the enterprise. -ut can help in creating the talent pool or the database of the probable

candidates for the organization.

EMP*OEE REERRA*S F RECOMMENATIONS /any organizations have

structured system where the current employees of the organization can refer their friends

and relatives for some position in their organization. (lso, the office bearers of trade

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unions are often aware of the suitability of candidates. /anagement can in'uire these

leaders for suitable jobs. !n some organizations these are formal agreements to give

priority in recruitment to the candidates recommended by the trade union.

RECRUITMENT AT ACTOR GATE7nskilled workers may be recruited at the

factory gate these may be employed whenever a permanent worker is absent. /ore

efficient among these may be recruited to fill permanent vacancies.

E!ern' $ur#e $& re#ru(!men!

Mer(! emer(!

>(e #"$(#e the organization has thefreedom to select candidates from a large

pool.

E%en(6e hiring cost could go upsubstantially.

Ine#!($n $& &re" 9'$$ people with

special skills or knowledge could be hiredto stir up the e+isting employees.

T(me #$num(n) it takes time to

advertise, screen, to test and to selectsuitable employees.

M$!(6!($n' &$r#e it helps in motivatinginternal employees to work hard and

compete with e+ternal candidates.

em$!(6!(n) e+isting employees whohave put in considerable service may resist

the process of filling up vacancies from

outside.

*$n) !erm 9ene&(! talented people couldjoin the ranks, new ideas could find

meaningful e+pression, a competitive

atmosphere would compel people to give

out their best and earn rewards, etc.

Un#er!(n! there is no guarantee that theorganization, ultimately, will be able to hire

the service of suitable candidates.

@. E%'(n !"e %r$#e $& e'e#!($n.

INTROUCTION&election involves screening or evaluation of applicants to identify those who are best#suited to

perform the jobs which have fallen vacant in an organization. !t is the process of rejecting

unsuitable candidates to choose the few suitable applicants. 7nder selection, the 'ualifications

and e+perience of every candidate are compared with job re'uirements and with those of other

candidates. $he basic purpose of selection is to choose the right type of candidates to fill up

vacancies in the organization. &election involves the matching of the 'ualities of candidates with

the re'uirements of a job.

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S()n(&(#n#e $& Se'e#!($n

&election of employees is very important because the costs of induction and training have

increased and it is very difficult to terminate the services of an employee once he is

confirmed on the job.

!f the right types of persons are not selected, the employer will have to suffer a huge loss

in terms of 'uantity and 'uality of work.

!f the selection function is not performed efficiently, labour absenteeism and turnover will

be high.

!f unsuitable candidates are employed, the efficiency of the organization will go down.

$his will result in waste of time, energy and money spent on hiring and training such

employees.

Proper selection and placement of employees will go a long way towards building up a

stable workforce.

hen selected personnel are suitable to the job, their efficiency and productivity will be

high.

SE*ECTION TECHNIQUES$hese techni'ues are typically referred to as predictors because they help in distinguishing

between Bgood" and Bpoor" workers by predicting their future job success. %ollowing are some

common selection techni'ues;

1. In(!(' S#reen(n)

$he initial screening or preliminary interview is undertaken to limit the costs of selection by

letting only suitable candidates go through the further stages in selection. (t this stage, usually a

junior e+ecutive screens all en'uiries for positions against specified norms ?in terms of age,

'ualifications and e+perience@ through preliminary interview. !f the organization finds the

candidate suitable, an application form is given to these candidates to fill.

2. A%%'(#!($n $rm

$he application form is usually designed to obtained information on various aspects of the

applicant"s social, demographic, academic and work#related background and references. $he

forms may vary for different positions. !t is important to determine what kind of information

needs to be asked.

$he application form should provide all the basic information an organization needs to

determine whether a candidate can be considered for the position. !t also serves as the basis to

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screen and reject candidates if they do not meet the eligibility criteria relating to 'ualifications,

e+perience, etc.

?. Em%'$men! Te!

( test is a sample of an aspect of an individual"s behaviour, performance or attitude. !t also

provides a systematic basis for comparing the behaviour, performance or attitude of two or more

persons. $ests serve as a screening device and provide supplementary inputs in selection

decisions.

&ome of the employment tests are discussed below;

+, In!e''()en#e Te! $hese are tests to measure one"s intelligence or 'ualities of

understanding. $hey are also referred to as tests of mental ability. $he traits of intelligence

measures include; reasoning, verbal and non#verbal fluency, comprehension, numerical, memory

and spatial relations ability.

+9, A%!(!ue !e! (ptitude refers to one"s natural talent or ability to ac'uire a particular skill.

hile intelligence is a general trait, aptitude refers to a more specific capacity or potential. /ost

aptitude tests are so standardized that they are not specific to any particular job. However, they

are general enough to be used in different job situations.

+#, A#"(e6emen! !e! $hese are proficiency tests to measure one"s skill or ac'uired knowledge.

$he paper and pencil tests may seek to test a person"s knowledge about a particular subject.

+, Per$n'(! In!ere! Pre&eren#e +PIP, Te! P!P tests are those which seek to measure

one"s personality, interests and preferences. $hese tests are designed to understand the

relationship between anyone of these and certain types of jobs.

$hese tests help evaluate characteristics such as maturity, sociability, objectivity, etc. !nterest

tests are inventories" of likes and dislikes of people towards occupations, hobbies, etc. Preference

tests seek to match employee preferences with job and organizational characteristics.

+e, Pr$e#!(6e Te! $hese tests e+pect the candidates to interpret problems or situations.

$hematic (ppreciation $est is e+ample of projective tests. !n this test a set of photographs are

shown to the candidate who is then asked to write a story on each paragraph. $he test

administrator will draw inferences about the candidate"s values, beliefs and motives from

analysis of these stories.

4. Em%'$men! In!er6(e3

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!nterview is an oral e+amination of candidates for employment. 4o selection process is

complete without one or more interviews. !nterview is the most common and core method of

obtaining information from job#seekers.

!nterviews usually take place at two crucial stages in the selection process, i.e. at the

beginning and in the end. !nterviews can differ in terms of their focus and format. 7sually

several individuals will interview one applicant. $his is called panel interview.

!t helps to serve several purposes.

%irst, interview provides additional information about the candidate.

&econdly, face#to#face conversation helps in judging the suitability of the candidate.

$hirdly, interview serves as a check on the information obtained through application

blank and tests.

%ourthly, interview may be used to give detailed information about the job and the

organization.

@. B#5)r$un In6e!()!($n

$he background investigation in selection process may include verification of references

from past teachers, or employers. $he purpose of background investigation is to gather additional

information about the behaviour and physical health.

. P"(#'FMe(#' Em(n!($n

Physical e+amination or medical test of a candidate is an important step in the selection

procedure. &ome organizations ask for a certificate of physical fitness from a medical e+pert

while others insist on a medical e+amination of the candidate by their own panel of doctors.

( proper medical e+amination will ensure high standards of health and physical fitness of

employees and will reduce the rates of accident, absenteeism and labour turnover.

/edical and physical e+aminations are usually resorted to by employers as part of the selection

process mainly to;

determine whether the applicant has the physical ability to carry on the duties and

responsibilities effectivelyC

ascertain whether the applicant has a record of health problems which can potentially

affect his behaviour and performance on the job adverselyC

know whether the applicant is more sensitive to certain aspects of workplace

environment such as chemicals.

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7. A%%$(n!men! *e!!er

( candidate who has crossed all the hurdles in the selection procedure is formally appointed

by issuing an appointment letter or by entering into a service agreement with him. -efore putting

the candidate on a permanent post, he is generally tried on the job for a year or two by keeping

him on probation. $hose candidates who are found unsuitable during the probationary period

may be transferred to some other jobs or they may be given time and training to improve

themselves. !f this is not possible, they may be sacked.

J. P'#emen!

Placement refers to assigning responsibility to an individual, identifying him with a particular

job. !f the person adjusts himself to the job and continues to perform as per e+pectations, it might

mean that the candidate is properly placed.

BARRIERS TO EECTIDE SE*ECTION

9. Per#e%!($n e all perceive the world differently. 2ur limited perceptual ability is

obviously a stumbling block to the objective and rational selection of people.

5. (rne-arriers of fairness includes discrimination against religion, region, race or

gender etc.

D. D'((!( test that has been validated can differentiate between the employees who

can perform well and those who will not. However it does not predict the job success accurately.

E. Re'(9('(!( reliable test may fail to predict job performance with precision.

8. Preure Pressure brought on selectors by politicians, bureaucrats, relatives, friends

and peers to select particular candidate are also barriers to selection.

. E%'(n !"e 6r($u !%e $& In!er6(e3.

e&(n(!($n

(n interview is a procedure designed to obtain information from a person through oral

responses.

!nterviews can be classified according to

9. How structured they are5. $heir content < the type of 'uestions

D. How the firm administers the interviews.

T%e $& (n!er6(e3

S!ru#!ure D un!ru#!ure (n!er6(e3

1. Un!ru#!ure $r n$n (re#!(6e (n!er6(e3

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$he manager follows no set format

( few 'uestions might be specified in advance.

2. S!ru#!ure $r (re#!(6e (n!er6(e3

$he employer lists the 'uestions ahead of time.

(ll interviewers ask the same 'uestions.

&tructured interviews help less talented interviewers.

In!er6(e3 #$n!en! +>"! !%e $& ;ue!($n !$ 5,

?. S(!u!($n' ;ue!($n

!n situational interview the candidate is asked what his or her behavior would be in a

given situation.

4. Be"6($ur' ;ue!($n

hereas situational interviews ask applicants to describe how they would react to a

hypothetical situation tomorrow, behavioural interview 'uestions ask applicants to

describe how they reacted to actual situations in the past. O!"er !%e $& ;ue!($n

8. =$9 re'!e (n!er6(e3

$he interviewer asks the applicants 'uestions about relevant past e+periences. $he

interviewer asks job#related 'uestions such as, which courses did you like best in

business school:

. S!re (n!er6(e3

!n a stress interview the interviewer seeks to make the applicant uncomfortable with

occasionally rude 'uestions.

H$3 "$u' 3e m(n(!er !"e ;ue!($n

7. Pne' (n!er6(e3

( panel interview also known as board interview. !t is conducted by a team of interviewers

who together interview each candidate and then combine their ratings into a final panel score.

J. P"$ne (n!er6(e3

mployers so some interviews entirely by telephone. $hese can actually be more accurate

than face#to#face interviews for judging an applicant"s intelligence and interpersonal skills.

!ndian !$ companies largely depend on phone interviews to select technical employees.

L. D(e$ n 3e9 (!e (n!er6(e3

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$he video interviews reduce travel and recruiting e+penses, and make things easier for

candidates. $he !!$s and !!/s use video interviews to select faculty members form outside

!ndia.

H$3 !$ #$nu#! n e&&e#!(6e (n!er6(e3

/ake sure you know the job

&tructure the interview

0et organized

stablish rapport

(sk 'uestions

$ake brief notes

)lose the interview

Review the interview

7. Br(e&' e%'(n !"e #$n#e%! $& (nu#!($n.

e&(n(!($n

!nduction refers to the introduction of a person to the job and the organization.

T"e 9(# !"ru! $& (nu#!($n (n !"e $r)n(


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-rief description of the organization < number of employees employed, locations,

products, etc.

-asic conditions of employment < pay scales, holidays, pension, hours of work etc.

&ickness arrangements#notification, pay, certification.

3isciplinary and grievance handling procedures.

$rade union membership and collective bargaining arrangements.

$raveling arrangements.

/edical and welfare facilities.

)anteen facilities.

Health and safety arrangements.

ducation and training policies and facilities.

R$'e (n Inu#!($n*(ne mn)er u%er6($r &e''$3 3$r5erpersonnel and training staff all have a role

to play in the induction of new workers. 2ne activity which may be carried out by each of

these is listed below;

e%r!men!' mn)er elcoming new employees to the department.

Su%er6($r +plaining the job to the new employee and providing support during the

initial period.

e''$3 3$r5er /aking the new employee feel welcome and comfortable in the work

group.

Per$nne' !&& +plaining conditions of employment very early in the employment of

the newcomer.

Tr(n(n) !&& 3esigning induction courses or other training aids relevant to the needs of

new employees.

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HRM - Unit-II - 16 Marks

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