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Presentation and Viva Voice Questions

Q1.What is HRM?

Human Resource Management (HRM) is the function within an organization thatfocuses on recruitment of, management of, and providing direction for the peoplewho work in the organization. Human Resource Management can also be

performed by line managers.

Q2.What is the difference between control and management?

Managementis the process of getting activities completed efficiently andeffectively with and through other people.

Control is an essential function of management in every organization. Themanagement process is incomplete and sometimes useless without the controlfunction. The management process includes planning, organizing, staffing,leading, and controlling. The control function is concerned with ensuring that the

planning, organizing, staffing and leading functions result in the attainment oforganizational objectives.

Q3.What is HRP?

Human Resource Planning (H.R.P) is the process of forecasting the workforcerequirements of the business for future years. It looks at how many employeesthe business will require in the future, as well as the type of employee that will berequired. H.R.P. also ensures that the 'right' employee is in the 'right' job, toensure maximum efficiency and effectiveness of the workforce.

Q4. Methods of performance appraisal?1. Critical incident methodThe critical incidents for performance appraisal is a method in which themanager writes down positive and negative performance behaviorof employees throughout the performance period

2. Weighted check list method:This method describe a performance appraisal method where rater familiar withthe jobs being evaluated prepared a large list of descriptive statements abouteffective and ineffective behavior on jobs.

3. Paired comparison analysis:

http://choo.fis.utoronto.ca/fis/courses/lis1230/lis1230sharma/history1.htm#frederickhttp://www.humanresources.hrvinet.com/critical-incident-method-of-performance-appraisal/http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://choo.fis.utoronto.ca/fis/courses/lis1230/lis1230sharma/history1.htm#frederickhttp://www.humanresources.hrvinet.com/critical-incident-method-of-performance-appraisal/http://www.humanresources.hrvinet.com/paired-comparison-analysis/

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Paired comparison analysis is a good way of weighing up the relative importanceof options. A range of plausible options is listed. Each option is comparedagainst each of the other options. The results are tallied and the option with thehighest score is the preferred option.

4. Graphic rating scales:The Rating Scale is a form on which the manager simply checks off theemployees level of performance. This is the oldest and most widely methodused for performance appraisal.

5. Essay Evaluation method:This method asked managers / supervisors to describe strengths andweaknesses of an employees behavior. Essay evaluation is a non-quantitativetechnique. This method usually use with the graphic rating scale method.

6. Behaviorally anchored rating scales:

This method used to describe a performance rating that focused on specificbehaviors or sets as indicators of effective or ineffective performance.It is a combination of the rating scale and critical incident techniques of employee

performance evaluation.

7. Performance ranking method:Ranking is a performance appraisal method that is used to evaluate employee

performance from best to worst.Manager will compare an employee to another employee, rather than comparingeach one to a standard measurement.

8. Management By Objectives (MBO) method:MBO is a process in which managers / employees set objectives for theemployee, periodically evaluate the performance, and reward according to theresult. MBO focuses attention on what must be accomplished (goals) rather thanhow it is to be accomplished (methods).

9. 360 degree performance appraisal:360 Degree Feedback is a system or process in which employees receiveconfidential, anonymous feedback from the people who work around them. This

post also include information related to appraisal methods such as 720, 540,180

10.Forced ranking(forced distribution):Forced ranking is a method of performance appraisal to rank employee but inorder of forced distribution.For example, the distribution requested with 10 or 20 percent in the top category,70 or 80 percent in the middle, and 10 percent in the bottom.

11. Behavioral Observation Scales:

http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/essay-evaluation/http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/http://www.humanresources.hrvinet.com/performance-ranking/http://www.humanresources.hrvinet.com/management-by-objectives-mbo/http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/http://www.humanresources.hrvinet.com/behavioral-observation-scales/http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/essay-evaluation/http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/http://www.humanresources.hrvinet.com/performance-ranking/http://www.humanresources.hrvinet.com/management-by-objectives-mbo/http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/http://www.humanresources.hrvinet.com/behavioral-observation-scales/

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Behavioral Observation Scales is frequency rating of critical incidents that workerhas performed

Q5.Difference between recruitment and selection?

1. Recruitment is the process of searching the candidates for employment andstimulating them to apply for jobs in the organization WHEREAS selectioninvolves the series of steps by which the candidates are screened for choosingthe most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates toenable the selection of best candidates for the organization, by attracting moreand more employees to apply in the organization WHEREAS the basic purpose

of selection process is to choose the right candidate to fill the various positions inthe organization.

3. Recruitment is a positive process i.e. encouraging more and more employeesto apply WHEREAS selection is a negative process as it involves rejection of theunsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resourcesWHEREAS selection is concerned with selecting the most suitable candidatethrough various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREASselection results in a contract of service between the employer and the selectedemployee.

Q6.A meeting arranged by an organization is on the job or off the jobtraining?

Q7.How many methods an organization usually uses for training?

An o r ga n i za t i on us ua l l y us e tw o me th od s , On the job training and Off the job training

Q8.Definition of On the job training and Off the job training?

Trainings in an organization can be divided to two broad types. They are on-the-

job trainings and off-the-job trainings. These on-the-job trainings are given to the

employees while they are conducting their regular works at the same places. In

this way they do not lose time while they are training or learning. After a plan is

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developed for what should be taught, employees should be informed about the

details. A time table should be establish with periodic evaluations to inform

employees about their progress. On-the-job training techniques include

orientations, job instruction training, apprenticeships, internships, assistantships,

job rotation and coaching.

Off-the-job techniques include lectures, special study, audio visual conferences

or discussions, case studies, role playing, simulation, programmed instructions,

and laboratory trainings. Most of these techniques are too costly.

Q9.How much sub departments we can make under HRM department?

Organizational career Human resource planning and forecasting Department

Employees recruitment & selection Department

Training & development Department Performance management Department

Employee compensation & benefits Department

Labor management relations Department