43 SAT-2 from vikash agrawal

8/3/2019 43 SAT-2 from vikash agrawal

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Name :

Roll No :

Learning Centre :

Subject : HUMEN RESOURCE MANAGEMENT

Assignment No : TWO

Date of Submission

at the learning centre :

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Q.1 Discuss the factors affecting recruitment?

Ans. All organizations, whether large or small, do engage in recruiting activity, though not

to the same intensity. Few factors that impact the nature of recruitment:

The size of the organization the smaller the organization the more the need to

carefully scrutinize the candidate for a job and the fitment to the organizationalculture. The risk in case of job-candidate mismatch can prove equally expensive for

a smaller organization as compared to the larger one.

The employment conditions in the country where the organization is located-

critically impacts the recruiting strategy. The methods for recruiting, the selection

tools that are most suited and the legal framework that bear on the employer are

some aspects that need to be considered.

The affects of past recruiting efforts which show the organization's ability to locate

and keep good performing people- constantly reviewing the effectiveness of the

recruiting methods and the selection tools used, evaluating the success at-work of

the new recruits are some methods used by organizations to ensure that quality

hiring practices are in-place.

Working conditions, salary and benefit packages offered by the organization

this may influence turnover and necessitate future recruiting; (v) The rate of growth

of organization- the phase in the life-cycle of the firm is a measure of the recruiting

effort

The level of seasonality of operations and future expansion and production

programmes Ensuring that the recruitment numbers come form a well-planned

Human Resource Plan is critical to ensure that there is no over-hiring or under-hiring

of the required talent to achieve the organizational objectives.

Cultural, economic and legal factors These too affect the recruiting and

selection methods that are used.

Q.2 Right Time is a watch manufacturing company. It has hired 20 people recently

for the company. They will be involved in manufacturing, assembling of watches.

They will be using different machines and tools for this. What type of training is best

for them. What may be the advantages and limitations of the training method?

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Training methods have a number of overlapping objectives. They have to be chosen

carefully and in relation to the programme design objectives. The main objectives of

individual training methods could be: demonstration of value, developing interest and finally

appeal to senses. There are a number of training methods available as per the requirement

of company or organisation such as :

On-the-job trainings

Vestibule / Classroom Training

Apprenticeship programme

Work Simulation Methods

Knowledge-based Methods

Experiential Methods

Each method has its own advantages and disadvantages. The best method for Right

Time to train its personal is on-the-job training (OJT).

On-the-job trainings(OJT) : Since most jobs in a organization can be learned in a

relatively short period of time, this method is the most widely used. It has the advantage of

strongly motivating the trainee to learn since it is located in the artificial situation of a

classroom. The fact that the success of the system depends almost entirely upon the

immediate supervisor, the trainer, means that the personnel unit has a major responsibility

for making a good, effective teacher out of every supervisor. The supervisor typically follows

a set procedure (as illustrated in the table) in training an employee to perform a particular

task

Advantages: The main advantage of on-the-job training is that the trainee learns on theactual equipment in use and in the true environment of his job. Secondly, it is highly

economical since no additional personnel or facilities are required for training. Thirdly, the

trainee learns the rules, regulations and procedures by observing their day-to-day

applications. Fourthly, this type of training is a suitable alternative for a company in which

there are almost as many jobs as there are employees. Finally, it is most appropriate for

teaching the knowledge and skills which can be acquired in a relatively short period i.e., a

few days or weeks.

Disadvantages: The principal disadvantage of on-the-job training is that instruction is often

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highly disorganized and haphazard and not properly supervised. This is due to such

reasons as the inability of the experienced employee to impart skills to the trainee, the

breakdown of the job for the purpose of instructions, and the back of motivation on the part

of the trainee to receive training. Further, the other drawback is the low productivity,

especially when the employee is unable to fully develop his skills.

Q.3 Write a note on 360 degree appraisal method

Ans . Typically, performance appraisal has been limited to a feedback process between

employees and Managers. However, with the increased focus on teamwork, employee

development, and customer service, the emphasis has shifted to employee feedback from

the full circle of sources depicted in the diagram below. This multiple-input approach to

performance feedback is sometimes called "360-degree assessment" to connote that full

circle.

There are no prohibitions in law or regulation against using a variety of rating

sources, in addition to the employee's Manager, for assessing performance. Research has

shown assessment approaches with multiple rating sources provide more accurate,

reliable, and credible information. For this reason, HR Management supports the use of

multiple rating sources as an effective method of assessing performance for formal

appraisal and other evaluative and developmental purposes.

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The circle , or perhaps more accurately the sphere, of feedback sources consists of

Managers, peers, subordinates, customers, and one's self. It is not necessary, or always

appropriate, to include all of the feedback sources in a particular appraisal program. The

organizational culture and mission must be considered, and the purpose of feedback will

differ with each source. For example, subordinate assessments of a Manager's

performance can provide valuable developmental guidance, peer feedback can be the heartof excellence in teamwork, and customer service feedback focuses on the quality of the

team's or agency's results. The objectives of performance appraisal and the particular

aspects of performance that are to be assessed must be established before determining

which sources are appropriate. We shall discuss the contributions of each source of ratings

and feedback. In addition, precautions are listed to consider when designing a performance

management program that includes 360-degree assessment.

Q.4 Given below is the HR policy glimpse of ZoomVideo, a multimedia company

1. It offers cash rewards for staff members

2. It promotes the culture of employee referral and encourages people to refer

people they know, maybe their friends, ex. colleagues, batch mates and

relatives.

3. It recognizes good performances and gives good titles and trphies to thepeople who perform well and also felicitates them in the Annual Day of the

company.

Identify what all aspects does it take care of, based on different levels of Maslows

Need Hierarchy ?

Ans. Maslow's theory of basic needs draws chiefly from human psychology. He arranged

the human needs of an individual in a hierarchical manner. Maslow proposed an individual'smotivation as a predetermined order of needs which he strives to satisfy. His model of

'Hierarchy of Needs' indicates the following propositions about human behaviour.

i) Physiological Needs: These are basic to life, viz., and hunger for 'food, thirst,

shelter and companionship among others. They are relatively independent of each

other and in some cases can be identified with a specific location in the body. These

needs are cyclic. In other words, they are satisfied for only a short period; then they

reappear.

ii) Safety Needs: If the physiological needs are relatively satisfied, a set of needs

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emerge for protection against danger and threats. In an ordered society, a person

usually feels safe from extremes of climate, tyranny, violence and so on.

iii) Social Needs: If the physiological and safety needs are fairly satisfied, the needs

for love and affection and belongingness will emerge and the cycle will repeat itself

with this new centre. If he is deprived of these needs he will want to attain them more

than anything else in the world. An individual desires affectionate relationships with

people in general and desires to have a respected place in his group.

iv) Esteem Needs: Everyone has a need for self-respect and for the esteem of

others. This results in the desire for strength, confidence, prestige, recognition and

appreciation. These egoistic needs are rarely completely satisfied. The typical

industrial and commercial organization does not offer much opportunity for their

satisfaction to employees at the lower levels.

v) Self-actualization Needs: The term "self-actualization" was coined by Kurt

Goldstein and means, to become actualized in what one is potentially good at. A

person may achieve self actualization in being the ideal fitter, supervisor, mother or

an eminent artist. People who are satisfied with these needs are basically satisfied

people and it is from these that we can expect the fullest creativeness.

A sound motivational system to be successful must take care of this hierarchy of needs of the team members in order to work efficiently. It must cover basic as well as higher needs

and it must be flexible to cater to changes in the environment.

Q.5 Describe the emerging employee empowerment practices.

Ans. In today s organizations the focus is moving towards collaboration at the workplace.

One of the most common instruments established in large organizations has be the

Employee Suggestion Schemes (ESS) . The ESS has proved effective in allowing

employees a discrete method of voicing their opinions and suggestion for what can be

better managed in the company. The management invites the employees suggestions on

all/any issue that is a source of irritation for the employees are open for comment. What

however is different is that the employee is encouraged to frame it as a suggestion and

make a recommendation for a change, rather than the classic fault finding approach about

what is going wrong or what is not working well. There are ESS forms/ templates that are

left in common places or the employee can download from the company intranet and fill in

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the suggestion for change and drop it in boxes left common places like the coffee area or

the lunch rooms etc.. These suggestions are then collated by the HR team and on a

quarterly basis the Suggestion Committee meets to review all of the suggestions received.

The Suggestion Committee includes line managers, HR representative and Finance

and Facilities & Administration team members and senior management representative who

can provide the necessary guidance for approval of the suggestions. The committee meets

and discusses each suggestion in depth and evaluates the scope for implementation of the

suggestion. The feasibility of implementing the suggestion and its other implications are

evaluated closely and the suggestion accepted/set aside for future review/rejected. There

are awards given away for excellent ideas that help the company optimise costs,

productivity and improve quality, customer satisfaction etc.. The HR then communicates the

suggestion committee report with all employees through a mail or during the employees

Open-house sessions.

The employee s open house also called the all hands meeting is one more

communication forum effectively used by the senior management of a company to connect

with its employees. This usually is a quarterly or a half-yearly meeting to which all

employees are invited. There is a brief sharing of the company s performance and the rest

of the time devoted to answering any queries that employees might have on any issue that

concerns the company and its employees. This is often followed with by a informalinteractions over lunch/breakfast, where once again employees can speak to the senior

executives and ask general questions. Often employees might not feel comfortable asking

tough questions in a open forum, hence there are drop-boxes provided where the employee

can write and drop a question or a opinion that he wants the senior management to answer.

The employee need not mention his name on the question slip. If the senior management is

unable to answer a question then and there the same is reviewed subsequently by the

senior management and a response shared with all employees over mail or posted on the

notice board or on the intranet site for everyone to read. Some organizations also operate a

email communication method where any employee who has a query or a observation can

write his question to the mail alias and obtain a response. Usually the HR is the custodian

of this mailid and they do the necessary review to suitably answer the questions and seek

the manager s inputs on a as needed basis.

The concept of taskforce is also a common mechanism that organizations use to

build cross-functional teams that will work on concerns that are commonly voiced. Today

sorganizations adopt a collaborative approach to employee issues. While the technology

companies are more informal the traditional brick-and-motor companies have formal7


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processes. Whatever the approach whether formal or informal employees are encouraged

to open-up and ask questions and perform as contended employees.

Q.6 Write a note on directive, permissive and participative type of leadership.

directive Leadership : Authoritarian leaders is directive and expects obedience from

followers. Hence, subordinates do not like him Authoritarian leaders are those who provide

clear expectations of what needs to be done, when it should be done, and how it should be

done. Authoritarian leaders usually make decisions independently with little or no input from

the rest of the group. Very evidently decision-making was less creative under authoritarian

leadership. Lewin also found that it is more difficult to move from an authoritarian style to a

democratic style than vice versa. The leader was viewed as controlling, bossy, and

dictatorial.

Authoritarian leadership is best applied to situations where there is little time for

group decision-making or where the leader is the most knowledgeable member of the

group.

Permissive Leadership :

Participative Leadership: A Participative Leader, rather than taking autocratic decisions,seeks to involve other people in the process, possibly including subordinates, peers,

superiors and other stakeholders. Often, however, as it is within the managers' whim to give

or deny control to his or her subordinates, most participative activity is within the immediate

team. The question of how much influence others are given thus may vary on the

manager's preferences and beliefs, and a whole spectrum of participation is possible

< Not participative Highly participative >

Autocratic

decision

by leader

Leader

proposes

decision,

listens to

feedback,

then

decides

Team

proposes

decision,

leader has

final

decision

Joint

decision

with team

as equals

Full

delegation

of decision

to team

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There are many varieties on this spectrum, including stages where the leader sells the idea

to the team. Another variant is for the leader to describe the 'what' of objectives or goals

and let the team or individuals decide the 'how' of the process by which the 'how' will be

achieved (this is often called 'Management by Objectives').

The level of participation may also depend on the type of decision being made. Decisions

on how to implement goals may be highly participative, whilst decisions during subordinate

performance evaluations are more likely to be taken by the manager.

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43 SAT-2 from vikash agrawal

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