MANAGEMENT OBHRM QUESTIONS AND ANSWERS

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MANAGEMENT OBHRM QUESTIONS AND ANSWERS Sample Questions and Answers for Reference only MCQs (2 marks each) 1. The most commonly used system of job evaluation is:- (a) Job grading (b) ... Point method (c) Factor comparison (d) Ranking method (e) Job classification 2. Which of the following is not offered in a job analysis? (a) Job descriptions (b) Worker attributes (c) Performance appraisals (d) Job specifications (e) Working conditions 3. Job descriptions should be reviewed by: - (a) Supervisors (b) Job incumbents (c) HRD (d) All of the above (e) None of the above 4. Job analysis questionnaire should include all, but the following: - (a) Job status (b) Job duties (c) Working conditions (d) Performance standards (e) Job evaluation 5. Which of the following is not an environmental challenge facing human resources? (a) Environmental activities (b) Global competition (c) Competition for scarce resources (d) Govt. policies (e) Changing workers 6. Human resource professionals: - (a) Should concentrate on developing expertise in HRM (b) Should follow a businesslike approach (c) Insists on the primacy of HR policies (d) Realize that Line Managers share their point of view (e) Try to get more authority over Line Managers 1. The basis for performance standards is: - (a) HR plans (b) Employees (c) Managers (d) Compensation plans (e) Job analysis 2. Which of the following is a future oriented appraisal technique? (a) BARS (b) Checklist (c) MBO – Managing by Objectiveshttps://en.wikipedia.org/wiki/Management_by_objectives (d) Field review method (e) Rating scale 3. Which of the following technique is least susceptible to personal bias? (a) BARS – Behaviorally Anchored Rating Style (b) Forced choice (c) Rating scales (d) Checklists (e) Critical incidents 4. Which of the following is an example of indirect compensation? (a) Incentives (b) Profit sharing (c) Wages (d) Pensions (e) Salary Page 2 11. During a recession, organizations should not:- (a) Consult the HR dept. (b) Change their strategy and lose sight of objectives (c) Cut managerial perquisites (d) Consider cutting wages (e) Lay-off workers immediately 12. Senior positions in foreign branches are generally filled up by:- (a) Foreign nationals (b) Failures from headquarters (c) Those with the best technical ability (d) Expatriates (e) Locals with political clout 13. A formal research effort to evaluate the current state of personnel management in an organization is known as: - (a) Personnel audit (b) Personnel research (c) Personnel database (d) Personnel records (e) None of the above 14. Which of the following is a type of a personnel record? (a) HR surveys (b) HR audit (c) Research projects (d) Attendance records (e) None of the above 15. HRIS stands for the following: - (a) Human Resource Information System (b) Human Resource Induction System (c) Human Recurring Inclination Set-up (d) All of the above (e) None of the above 16. What is voluntary arbitration? (a) Voluntary give up (b) Decision always taken in favour of the workers (c) Use of third party for settling disputes (d) Self-imposed obligations (e) A collective stoppage of work Page 4 17. The major objective of industrial relations is:- (a) To maintain industrial democracy (b) To exploit workers (c) To combat govt. rules and regulations (d) All of the above (e) None of the above 18. Memberships in employee associations is:- (a) Involuntary (b) Unskilled voluntary (c) Voluntary (d) Semi-voluntary (e) None of the above 19. What is a Quality circle? (a) Quality statistical tool (b) Circles in the circumference of the corporations (c) A small group of employees who meet periodically to solve quality related programmes (d) Participation (e) None of the above 20. Job enrichment: - (a) Reduces stress (b) Increases motivation (c) Increases job satisfaction (d) Increases leadership qualities (e) Increases job evaluation 21. Which of the following is a characteristic of an effective appraisal system? (a) Rating scales (b) Reliability and validity (c) Stereotyping (d) Horn effect (e) MBO 22. ESOP is:- (a) Deposit linked insurance (b) Gratuity (c) Pensions (d) Employees can buy the stock of the company (e) None of the above Page 5 23. KAIZEN is:- (a) Fringe benefits (b) Increase the time of work (c) Quality circles (d) Huge sales (e) Continuous improvement 24. Following is one of the methods of job evaluation: - (a) Critical incident (b) Factor comparison method (c) MBO (d) BARS (e) None of the above 25. How many types of career anchors are there? (a) Four (b) Three (c) Five (d) Two (e) One 26. What are the components of pay structure in India? (a) Sum paid for employee's expenses (b) Basic wages + dearness allowances (c) Premiums (d) Free gifts (e) None of the above 27. The amount of remuneration for a unit of time excluding overtime pay is known as:- (a) Wage policy (b) Wage rate (c) Minimum wage (d) Wage structure (e) All of the above 28. A method involving the creation of training facilities separate from the regular production area with the same equipment is termed as:- (a) Counseling (b) Role playing (c) Vestibule training (d) In-basket exercise (e) None of the above Page 6 29. Job rotation is defined as:- (a) Moving an employee from job to job (b) Traveling in factories during rest hours (c) 360* rotation of the employee (d) Job in a IT industry (e) None of the above 30. Retrenchment is:- (a) A normal separation of people from an organization (b) A permanent lay-off for reasons others than punishment (c) No separation (d) Voluntary separation initiated by the employee (e) None of the above 31. The way the tasks are combined to form a complete job is known as:- (a) Job loyalty (b) Job design (c) Job sharing (d) Job enlargement (e) None of the above 32. MPDQ stands for:- (a) Management Position Description Questionnaire (b) Managers Post Delegation Questionnaire (c) Man Placement Design Questionnaire (d) Making Personnel Delight Questionnaire (e) None of the above 33. Human resource planning is a critical function for an organization pursuing what strategy? (a) Stability (b) Retrenchment (c) Growth (d) Differentiation 34. The following act is adopted generally when parties fail to arrive at a settlement through voluntary methods:- (a) Adjudication (b) Conciliation (c) Board of conciliation (d) Arbitration 35. Minimum number of members required to form a trade union is:- (a) 7 (b) 10 (c) 15 (d) 20 Page 7 36. Job evaluation tries to evaluate:- (a) Persons (b) Jobs (c) All of the above (d) None of the above 37. Under the following act, the calculation of piece rated employee is 15 days wages and for every completed year on an average is 3 months wages. (a) ESI Act (b) Gratuity Act (c) Equal Remuneration Act (d) Provident Act 38. What is management's version of a union's threat to strike? (a) Boycott (b) Lock-out (c) Lay-off (d) Close-down 39. A onetime payment some employers provide when terminating an employee is known as:- (a) Damages (b) Severance pay (c) Final settlement (d) Compensation 40. A method for increasing employee's insights into their own behavior by candid discussion in groups led by special trainers is known as:- (a) Self analysis training (b) Sensitivity training (c) Self awareness training Level 2: Descriptive Type (10 marks each) ⦁ Explain job description Job - a set of specified work and task activities that engage an individual in an organization Work - mental or physical activity that has productive results ⦁ What is job analysis? How can it be useful to the operating manager? Job analysis refers to the process of collecting information about a job. Job analysis is the process of getting information about jobs: especially, what the worker does; how he gets it done; why he does it; skill, education and training required; relationship to other jobs, physical demands; environmental conditions”.. Job analysis is performed upon ongoing jobs only. Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance appraisal, analyzing training and development needs, assessing the worth of a job and increasing personnel as well as organizational productivity. For example, what are the duties of a supervisor, grade II, what minimal knowledge, skills and abilities are necessary to be able to adequately perform this job? How do the requirements for a supervisor, grade II, compare with those for a supervisor, grade I? These are the questions that job analysis answers. There are two major aspects of job analysis:1.Job Description 2. Job Specification Job description is prepared based on data collected through job analysis. Job description is a functional description of the contents what the job entails. It is a narration of the contents of a job. It is a description of the activities and duties to be performed in a job, the relationship of the job with other jobs, the equipment and tools involved, the nature of supervision, working conditions and hazards of the job and so on. ⦁ Grading and classification of jobs ⦁ Placement and Orientation of new employees ⦁ Promotions and transfers ⦁ Outlining for career path ⦁ Developing work standards ⦁ Counselling of employees ⦁ Delimitation of authority While job description focuses on the job, job specification focuses on the person i.e, the job holder. Job specification is a statement of the minimum levels of qualifications, skills, physical and other abilities, experience, judgment and attributes required for performing job effectively. In other words, it is a statement of the minimum acceptable qualifications that an incumbent must possess to perform a given job. It sets forth the knowledge, skills and abilities required to do the job effectively.Job specification specifies the physical, psychological, personal, social and behavioral characteristics of the job holders.  ⦁ Personnel planning ⦁ Performance appraisal ⦁ Hiring ⦁ Training and development ⦁ Job evaluation and compensation ⦁ Health and safety ⦁ Employee discipline ⦁ Work scheduling ⦁ Career planning ⦁ Discuss job sharing and job enrichment ⦁ Job sharing or work sharing is an ⦁ employment arrangement where typically two people are retained on a ⦁ part-time or reduced-time basis to perform a job normally fulfilled by one person working ⦁ full-time. ⦁ Since all positions are shared thus leads to a net reduction in per-employee income. The people sharing the job work as a team to complete the job task and are equally responsible for the job workload.  Compensation is apportioned between the workers. Working hours, pay and holidays are divided equally. Advantages ⦁ Employees who switch to job share from a full-time job often feel less stressed because they have more time for social and family personal activities. ⦁ The millennial generation and its ever-changing demographics with more women in the work force has made accomplishing the balance of career and personal life a little harder, hence making job sharing a viable and even preferred solution. ⦁ Job share has proven to be extremely convenient to expecting mothers, mothers and caretakers by providing them with a more flexible and less demanding job schedule and load and allowing them to take care of their dependents. ⦁ Job share employees who don’t have a constant workload and do not need to constantly commute to a job on a daily basis, lowers their stress levels, resulting in healthier lives and work-life balances. ⦁ For employees seeking more free time for themselves, job sharing may be a way to take back more control of their personal lives. ⦁ Employees who job share frequently attribute their decision to an improvement in "⦁ quality of life". ⦁ For an employer, job sharing is a benefit because it keeps two valuable employers, thereby increasing intellectual capital and experience.  ⦁ Job sharing can also prevent future employee burnouts from high stress careers while also making the work atmosphere more enjoyable for all. ⦁ Successful job share pairing creates a mutual relationship and feel accountable for one another, consequently increasing the accomplishments they achieve together. ⦁ Studies have shown that net productivity increases when two people share the same 40-hour job, making for a more effective and more than likely profitable workplace for the employer. Disadvantages ⦁ Job share can be conflicting if the job share participants/employees are not open to a mutual agreement to distribute everything from salary, workload and time off. ⦁ Job sharing can also be a disadvantage if the employee cannot afford the part-time wages or benefits. ⦁ It is also possible that job sharing can make an employee feel less adequate over time and cause less productivity over time ⦁ If the job share arrangement is not effective, the transition period to finding another partner could be disruptive and detrimental to the remaining employee. ⦁ If proper communication and effort does not happen between the job share participants, job share can be a negative experience because the coworkers cannot be held accountable to the same expectations, shifting the delicate balance of the job share arrangement. ⦁ The disadvantages for employers can start immediately if the employer is not able to successfully match two people to the job share arrangement. T ⦁ This can negatively affect management because of the extra effort and time could take to produce a harmonious job share arrangement. ⦁ Though job share arrangements generally split the salary in half, training two employees for a job that can be satisfied by one employee could increase administrative costs. ⦁ Employers may also experience a more difficult time finding prospective employees who genuinely want to participate in job share. Job enrichment is a method of motivating employees where a job is designed to have interesting and challenging tasks which can require more skill and can increase pay Advantages ⦁ Learn new skills: By having more responsibilities, the employee will have the chance to work on new tasks and therefore learn new skills. ⦁ Decision making can lead to the employee to think, decide, and try new things. ⦁ By having to learn new skills, the employee has the opportunity to become proficient at certain tasks and even become experts. ⦁ Reduce boredom: Job enrichment focuses on giving employees more variety and responsibilities. The target of job enrichment is to reduce the chance of boredom from the repetitive, tedious activities. ⦁ Creates a better work environment: The net result of job enrichment is an overall more positive environment that promotes maximum productivity. ⦁ This is simply because employees who are treated better tend to have better attitudes around the work place and tend to spread that positivism around the office. Disadvantages ⦁ Lack of preparation: Because employees are given more activities and responsibilities in job enrichment, they do not necessarily have the right skills or experience for the job. Because the employee is not prepared or trained enough to do the activity, then they may not be as efficient as someone who is already trained or skilled in that activity. As a result, they may have a lower productivity rate. ⦁ Heavier Workload: Job enrichment increases the employee's overall workload. This requires skill in reprioritization for the employee. Some employees may not be able to quickly adjust to their new responsibilities. Employees may feel overloaded and tired, so they may have a lower productivity rate. ⦁ Clash with Non-participants: Understandably, not every employee at a company can participate in job enrichment. Those who cannot join may feel disconnected from the company and not part of the team. The employees who cannot join may even feel jealous towards participants. ⦁ Poor Performance: As a result of lack of preparation and heavier workload, some employees may not perform as efficient as prior to job enrichment. These employees may actually work better in a non-job-enriching environment. By not doing as well as desired, they may feel inept. Their poor performance may lead to demotions, which tends to have a negative impact on the employee's self –confidence and motivation. ⦁ Job enlargement means adding duties and responsibilities to a current job description. You may be familiar with the expression used on JD's that note "performs other duties and responsibilities as required". ⦁ This is a vehicle used by employers to be able to have a reduced staff shoulder more workload and additional duties during employee cut backs perhaps due to economic downturn. ⦁ Faced with this situation, most employees will accept the additional workload but will not necessarily find it enriching, mainly being grateful to still have a job at all. ⦁ Job rotation - a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time ⦁ X and Y theory Motivation is an internal state or condition (sometimes described as a need, desire, or want) that serves to activate or energize behavior and give it direction. It is a drive that compels one to act because human behavior is directed toward some goal. Motivation is intrinsic (internal); it comes from within based on personal interests, desires, and need for fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions also influence motivation. You need to understand Maslow’s Hierarchy of Needs first. 5.Physiological – air food water shelter sex sleep 4.Safety and Security – protection, security, law, order, limits and stability 3.Love(Social) – family, affection, relationship, workgroups, 2.Esteem – achievement, status, responsibility, reputation 1.SA – self-actualization – personal growth and fulfillment. They seek to attain self-fulfillment. In the workplace, people satisfy this need by being creative, receiving, or accepting challenging assignments. Focusing on the needs of retraining for growth and challenge as well as rewards and recognition is important to the quality of work life. Managers can affect the physical, social and psychological environment in the workplace, and they have a responsibility to help employees fulfill their needs. ⦁ Theory X - a set of assumptions of how to manage individuals motivated by lower-order needs 4 & 5. ⦁ Naturally indolent ⦁ Lack ambition, dislike responsibility, and prefer to be led ⦁ Inherently self-centered and indifferent to organizational needs ⦁ Naturally resistant to change ⦁ Gullible, not bright, ready dupes Theory Y - a set of assumptions of how to manage individuals motivated by higher-order needs ⦁ Experiences in organizations result in passive and resistant behaviors; they are not inherent ⦁ Motivation, development potential, capacity for assuming responsibility, readiness to direct behavior toward organizational goals are present in people ⦁ Management’s task—arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals ⦁ Difference between Team and Group? ⦁ A group is a collection of individuals who coordinate their individual efforts. ⦁ There are norms of behavior which are implicit/explicit, written/unwritten, verbalized/ not verbalized. ⦁ A well-functioning group the atmosphere tends to be relaxed, comfortable and informal. ⦁ Groups tasks is well understood by the members and accepted ⦁ The members listen to each other well ⦁ People express their feelings and ideas ⦁ Conflicts and disagreements are centered around ideas or methods and not people ⦁ Group is aware of its own operation and function ⦁ Decision based on consensus Disadvantages – social loafing some people live on others work Loss of individuality leads to lose of self-awareness, accountability, inhibition. This leads to violence and riots or prosocial behavior or heroic acts in dangerous situations. Leads to formal and informal groups. Group decision making leads to dysfunctional groupthink (deterioration of mental efficiency, reality testing and moral judgement). Slow decision making, pressure and dominance by some folks where coherence is missing. Group polarization is another issue that leads to extreme attitudes which is disastrous. We can use brainstorming, devil’s advocacy and nominal group technique for decision making in groups. Quality circles and Quality Teams are small groups and is always beneficial to the company for meeting aggressive quality products. ⦁ On the other hand, aTeam is a group of people who share a common team purpose and several challenging goals. Members of the team are mutually committed to the goals and to each other. This mutual commitment also creates joint accountability which creates a strong bond and a strong motivation to perform. They work on complicated, complex, interrelated works. Teams come up with initiatives and collaborate instead of following orders. ⦁ Without purpose and goals, you cannot build a team. The purpose must be worthwhile and create a sense of doing something important together. The goals must be challenging and specific so that each member can understand how they contribute to the success of the team. ⦁ A well-defined strategic plan outlining the purpose, values, goals and objectives of the team becomes the glue that binds the group together and helps transform them into a team. ⦁ The power of a team emerges from the sense of community that develops and exerts strong influence on the attitudes and behaviors of the participants. Peer pressure and a desire to be a productive member of the team helps to shape priorities and direct efforts where they will support the team goals. There are social benefits to the teams ⦁ Psychological intimacy ⦁ Integrated involvement Factors that influence team effectiveness ⦁ Work team structure ⦁ Work team process ⦁ Diversity ⦁ Creativity 6. Teams have conflicts but why Management prefers team ⦁ Angry outbursts ⦁ Deadlocks ⦁ Decision delays ⦁ Defensiveness ⦁ Increased sensitivity ⦁ Manipulation and sabotage ⦁ Poor listening ⦁ Poor morale ⦁ And above all else: ⦁ Retention difficulties Positive Consequences of conflicts results in ⦁ An opportunity to change inefficiencies in your organization ⦁ Doubts and worries are expressed and addressed ⦁ Healthy arguments follow ⦁ Idea generation gives plenty of new opportunities ⦁ Increased productivity is always good ⦁ Relationship improvement at the end of conflict ⦁ Stress relief once the conflict is over ⦁ Team building exercises ⦁ Stimulates creativity ⦁ Motivates changes ⦁ Promotes organizational vitality ⦁ Helps individuals and groups establish identities ⦁ Serves as a safety valve to indicate problems ⦁ Communication skills – listening skills, self-expression And since the teams are empowered and Self-Managed, ⦁ Culture of taking responsibilities and addressing issues are more in teams ⦁ Encourages participation for all members ⦁ Teams improve competence skills ⦁ Process skills like negotiating skills with allies, opponents and adversaries is built ⦁ Develop the cooperative and helping behaviors which will be a cultural change that can be propagated to other parts of org ⦁ Self-managed teams have the expertise to know what they need and how they need to do it. They are called upper echelons ⦁ If org can maintain the below items, then team is always better. ⦁ Model a conflict-positive attitude ⦁ Address common conflict-related problems ⦁ Productively surface conflict through thoughtful framing ⦁ Resolve disagreements in a way that satisfies differing needs and interests ⦁ Maintain relationships between everyone involved 7.Difference between leader and manager? ⦁ The core issue in this case is related to the manager who has provided the performance cases of his employees based on his interest and not on the basis of their work. ⦁ Even though Mr. Rog was a competent person, but he lacked managerial skills. ⦁ Manager did not conduct the feedback of the employees from the lead or colleagues. ⦁ When management asked manager to point-out the performance gap in the eleven employees, he failed in it. ⦁ This clearly shows that the manager was merely judging the employees on the basis of favoritism ⦁ Such kind of politics should never be tolerated by the organization. ⦁ Without reviewing the actual work of the employees, the manager provided their feedbacks to the management. ⦁ Management took proper steps to overcome this issue by asking the manager to track the daily work of the eleven employees. ⦁ It’s good that management does not rely only on one decision made by the manager. It also tries to investigate the root cause and try to satisfy the interests of both the parties. But company did not blindly believe Rog ⦁ No, it was not justified to implement the recommendations of Mr. Rog, as this was not fully qualified and full proof report. ⦁ Management made a proper decision to ask the Manager to provide the reports for the affected employees. If I am the MD of the company ⦁ Even if Mr. Rog was very competent in his work, his managerial skills were not good. ⦁ Manager has to manage whole team and has to look towards all the employees in his team. ⦁ Manager should treat all his employees equally and there should not be favoritism. ⦁ My suggestions to Mr. Rog would be to be professional and avoid favoritism. ⦁ If again and again this type of attitude is repeated and people are troubled, then I would warn Mr. Rob to not to do same behavior again. ⦁ If this happens again, then it would be reflected in his yearly performance. ⦁ For management, each employee and their views are important. The reward system should be revisited ⦁ Yes, the reward system can be reviewed for better performance analysis. ⦁ As mentioned, there is no reward system implemented in the company. This may sometimes lead to improper and unsatisfied appraisals. ⦁ Management should start implementing processes like one-to-one sessions of managers and employees on monthly or quarterly basis. ⦁ Award system should also be implemented so that the employees are also motivated. ⦁ Awards like Spot Award can be initiated where employee can award the fellow colleague. ⦁ Due to this, employees will try to showcase their work more efficiently. ⦁ Skip level meeting should be help, where employees can directly communicate with the management skipping their managers. ⦁ Opinions in these skip level meetings should be kept anonymous Roles of Managers Today ⦁ 1. Strictly adhering to boss -employer relationships ⦁ 2. Getting things done by giving orders ⦁ 3. Carrying messages up and down the hierarchy ⦁ 4. Performing a set of tasks according to a job description ⦁ 5. Having a narrow functional focus ⦁ 6. Going through channels, one by one by one ⦁ Controlling subordinates Roles of Future Managers (Leaders) ⦁ 1. Having hierarchical relationships subordinate ⦁ 2. Getting things done by negotiating ⦁ 3. Solving problems and making decisions ⦁ 4. Creating the job through entrepreneurial projects ⦁ 5. Having a broad cross- functional collaboration ⦁ 6. Emphasizing speed & flexibility ⦁ Coaching one’s workers The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them. Leadership is about getting people to understand and believe in your vision and to work with you to achieve your goals while managing is more about administering and making sure the day-to-day things are happening as they should. ⦁ Leader Traits: Honesty & Integrity: are crucial to get your people to believe you and buy in to the journey you are taking them on ⦁ Vision: know where you are, where you want to go and enroll your team in charting a path for the future ⦁ Inspiration: inspire your team to be all they can by making sure they understand their role in the bigger picture ⦁ Ability to Challenge: do not be afraid to challenge the status quo, do things differently and have the courage to think outside the box ⦁ Communication Skills: keep your team informed of the journey, where you are, where you are heading and share any roadblocks you may encounter along the way ⦁ Managers: Being Able to Execute a Vision: take a strategic vision and break it down into a roadmap to be followed by the team ⦁ Ability to Direct: day-to-day work efforts, review resources needed and anticipate needs along the way ⦁ Process Management: establish work rules, processes, standards and operating procedures ⦁ People Focused: look after your people, their needs, listen to them and involve them 8.Performance appraisal and advantage? By encouraging high levels of performance, the evaluation system helps identify employees with potential, reward performance equitably and determine employee’s need for training. Specifically, performance appraisal helps an organization gain competitive edge in the following ways: It is no secret that companies with effective performance management systems can ⦁ recruit and retain higher quality employees, ⦁ experience increased shareholder value and ⦁ consistently have better financial results than organizations that do not have constructive programs. ⦁ 1. Improving performance: An effective appraisal system can contribute to competitive advantage by improving employee job performance in two ways- by directing employee behavior towards organizational goals, and by monitoring that behavior to ensure that the goals are met. ⦁ 2. Making correct Decisions: Appraisal is a critical input in making decisions on such issues as pay raise, promotion, transfer, discharges and completion of probationary periods. Right decision on each of these can contribute to competitive strength of a firm. If promotion for example is made on performance, the promote feels motivated to enhance his or her performance. ⦁ 3. Ensure Legal Compliance: Promotion made on factors other than performance might land up a firm in a legal battle, thus diverting its focus on nonproductive areas, as it happened to Williamson Magar. Companies can minimize costly performance- related litigation by using appraisal systems that give fair and accurate ratings. ⦁ 4. Minimizing job Dissatisfaction and Turnover: Employees tend to become emotional and frustrated if they perceive that the rating yhey get are unfair and inaccurate. Such employees find that the efforts they had put in became futile and obviously get demotivated. Dissatisfaction in the job sets in and one of the outcomes of job dissatisfaction is increased turnover. Fair and accurate appraisal results in high motivation and increased job satisfaction. An organization having satisfied and motivated employees will have an edge over its competitors. ⦁ 5. Consistency between organizational strategy and behavior: An organization needs a strategy consistent with the behavior of its employees if its employees if it were to realize its goals. A truism of organizational life is that people engage themselves in behaviors in that they perceive will be rewared. As employees want to be rewarded, they tend to occupy themselves more with those activites on which the organization emphasizes. For example, If the focus is on service, employees will behave in ways that will help them in gaining rewards associated with service delivery. If the focus is on cost control, employees will seek to control cost and thus be recognized and rewarded. If the focus is on rewarding productivity, employees will strive for productivity. The performance appraisal becomes not only a means of knowing if the employee’s behavior is consistent with the overall strategic focus, but also a way of brining to the fore any negative consequence of strategy-behaviour fit. ⦁ 6. Organizational strategy and Performance Appraisal : The performance appraisal system serves many organizational objectives and goals. Besides encouraging high level performance, the evaluation system, is useful in identifying employees with Potential, rewarding performance equitably, And determining employees needs for development. These are all the activities that should support the organization’s strategic orientation. Although these activites are clearly instrumental in achieving corporate plans and long term growth, typical appraisal sysyems in most organizations have been focused on short term goals. From the strategic management point of view, organizations can be grouped into three categories- Defenders, Prospectors, Analysers. From the strategic management point of view, organizations can be grouped into three categories defenders, prospectors and analyzers. Performance appraisal has definite roles in all the three strategies. Typically, defenders have a narrow and relatively stable product-market domain. Because of this narrow focus, these organizations seldom need to make major adjustments in their technology. Structure or methods of operations. They devote primary attention to improving the efficiency of their existing operations. Because of the emphasis building skills within the organization, successful defenders use performance appraisal for identifying training needs. Performance appraisal is usually more behavior oriented. Organizations with a prospector strategy continuously search for different product and market opportunities. In addition, these organizations regularly experiment with potential responses to new and emerging environmental trends. Prospectors are often the harbingers of change. Because of the emphasis on skills identification and acquisition of human resources from external sources, as opposed to skills building with the organization, prospectors often use the performance appraisal as a means of identifying staffing needs. The emphasis is on results. Finally, the focus is on division and corporate performance evaluation as they compare with other companies during the same evaluation period. Organizations with an analyzer strategy operate in two types of product-.market domains. One domain is stable while the other is changing. In their more innovative areas, managers watch their competitors closely and rapidly adopt the ideas that appear promising. In general, analyzers use cost effective technologies for stable products and project or matrix technologies for new product. Analyzers tend to emphasize both skill building and skill i1cquisilion and employ extensive training programmes Thus, these organizations attempt to identify both training as well as staffing needs. The appraisal systems are considered at the individual, group and divisional levels. Finally, successful analyzers tend to examine current performance with past performance within the organization. Cross-sectional comparisons (comparisons among 'companies) may also occur. Whatever the category, a performance appraisal system has strategic importance to a firm in three ways:  1. Feedback mechanism, 2. Consistency between organizational strategy and job behavior, and 3. Consistency between organizational values and job behavior. 9. Why training is important in fast growing environment, training analysis Training is not just important it has become a vital part to any fast-growing environment. Training givesthe opportunity to expand the knowledge of all resources, But many employers find development opportunities expensive which turns out to be a big blunder. Also, since training requires considerable amount of time, that results in loss of billing. Some employers also say that it adds delays to the current project. Well, it may add delays to current project, is expensive and may bring in some loss now. But not conducting trainings is like not sharpening your axe for continuous wood cutting. The return on investment from training and development of employees is really a no brainer. New Hire Orientation Training is particularly important for new employees. This can be conducted by someone within the company and should serve as a platform to get new employees up to speed with the processes of the company and address any skill gaps  Improved employee performance – the employee who receives the necessary training is more able to perform in their job. The training will give the employee a greater understanding of their responsibilities within their role, and in turn build their confidence. This confidence will enhance their overall performance, and this can only benefit the company. Employees who are competent and on top of changing industry standards help your company hold a position as a leader and strong competitor within the industry. Improved employee satisfaction and morale – the investment in training that a company makes shows employees that they are valued. The training creates a supportive workplace. Employees may gain access to training they wouldn’t have otherwise known about or sought out themselves. Employees who feel appreciated and challenged through training opportunities may feel more satisfaction toward their jobs. Team spirit: Training and Development helps in instilling the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Addressing weaknesses – Most employees will have some weaknesses in their workplace skills. A training program allows you to strengthen those skills that each employee needs to improve. A development program brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce any weak links within the company who rely heavily on others to complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others. Consistency – A robust training and development program ensures that employees have a consistent experience and background knowledge. The consistency is particularly relevant for the company’s basic policies and procedures. All employees need to be aware of the expectations and procedures within the company. Increased efficiencies in processes results in financial gain for the company. Increased productivity and adherence to quality standards – Productivity usually increases when a company implements training courses. Increased efficiency in processes will ensure project success which in turn will improve the company turnover and potential market share. Reduction of errors & accidents: Most of the errors occur because of many employees lack the desired knowledge and precise skills required for doing a particular job. Continuous Training and development ensure that employees get the right skills at right time.The more trained an employee is, the less are the chances of committing errors in job Increased innovation in new strategies and products – Ongoing training and upskilling of the workforce can encourage creativity. New ideas can be formed as a direct result of training and development. Reduced employee turnover – staff are more likely to feel valued if they are invested in and therefore, less likely to change employers. Training and development is seen as an additional company benefit. Recruitment costs therefore go down due to staff retention. Talent pool:Creating a pool of cross-trained employees helps to bridge gaps when someone unexpectedly leaves the company - or if they accept a transfer or a promotion. Employees can be trained on a minor additional skill in sales, customer service, administration and operations. Cross-training also fosters team spirit, as employees appreciate the challenges faced by co-workers. Self-driven(Less supervision)- Employees who have attended the right trainings need lesser supervision and guidance. Training develops necessary skill sets in employees and enable them to address tasks independently. This also allows supervisors and management to focus on more pressing areas.  Enhances company reputation and profile – Having a strong and successful training strategy helps to develop your employer brand and make your company a prime consideration for graduates and mid-career changes. Training also makes a company more attractive to potential new recruits who seek to improve their skills and the opportunities associated with those new skills. 10. How training needs can be identified ⦁ Set clear expectations for the next year. ... ⦁ Monitor performance of employees and suggest ... ⦁ Ask employees directly! ... ⦁ Carry out an organizational, work and task analysis. ... ⦁ Set up personal development plans. ... ⦁ Set up a focus group. ... ⦁ Set up a system of mentoring and coaching. ⦁ Clarify Learning Objectives And Outcomes ⦁ Determine The Necessary Skills And Knowledge ⦁ Identify Performance Behavior “Pain Points” ⦁ eLearning Assessments ⦁ Observations ⦁ Surveys ⦁ Evaluations ⦁ Prioritize Performance Issues Based On Organizational Goals ⦁ Evaluate Current Online Training Resources ⦁ Develop An Online Training Strategy That Aligns With Employee Needs A training needs analysis allows you to explore the performance, skill, and knowledge gaps that diminish employee productivity. However, you can also root out ineffective online training materials that are draining your resources. As a result, your organization will be able to improve on-the-job performance and get the best return on investment. Training can be of any kind relevant to the work or responsibilities of the individual and can be delivered by any appropriate method. For example, it could include: On-the-job learning ⦁ Mentoring schemes ⦁ In-house training ⦁ Individual study Blended learning is becoming more and more popular and as a company we have seen a definite increase in this method of training over the last year. Blended Learning is the effective combination of online learning and classroom learning. Training and development programs can have a huge impact on a company. Like every other function in your company, training and development should be focused on producing targeted and tangible results for the business. The key is to treat it seriously and consider it a capital investment and make it results-driven  In addition to above scenarios training and development leads to improved profitability and more positive attitudes towards profit orientation, it also aids in organizational development i.e. organization gets more effective decision making and problem solving. Training and development help in understanding and carrying out organizational policies thereby developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful employees and managers usually display. Training and development demonstrate a commitment to keeping employees on the cutting edge of knowledge and practice. 11. Personality heredity The biological, physiological or psychological characteristics that an individual is born with constitute heredity. Heredity plays a significant role in influencing an individual's personality. All personality traits are not determined by heredity. Environment also plays a very important role in the development of personality of a person. Environment comprises of culture, family, social and situational factors. According to Trait theory, we derive at big five personality model. Behavioral patterns are divided into a series of observable traits. Classified into bipolar adjective combinations such as self-assured/apprehensive, reserved/outgoing, submissive/dominant According to Big Five personality model, personality is divided into ⦁ Extraversion – person who is gregarious, assertive and sociable (opposite is reserved, timid and quiet introversion) ⦁ Agreeableness – person is cooperative, war and agreeable. (rather than cold disagreeable and antagonistic) ⦁ Conscientiousness- person is hardworking. Organized and dependable (opposite to lazy, disorganized, unreliable) ⦁ Emotional stability – person is calm, self-confident and cool ( as opposed to insecure, anxious and depressed) ⦁ Openness to experience – person is creative, curios and cultured rather than practical with narrow interests Introverted and conscientiousness - takes less leaves Agreeableness- treat others more leniently on peer evaluations but conscientiousness are tougher raters Extraverts – high salary and promotions, and more satisfied with career But different traits are required for different types of jobs like that in customer services. And in many countries the application of this study varies. MBTI – ⦁ Extraversion and Introversion ⦁ Sensing and Intuition ⦁ Thinking and Feeling ⦁ Judging and Perceiving Core Self Evaluations ⦁ Locus of Control ⦁ Self Esteem ⦁ Self-Monitoring ⦁ Positive Negative Effect 12. FORMAL & INFORMAL GROUPS, Issues with informal groups ⦁ Due to the formation of informal organization, the attitude of the employees was changed towards their primary work. ⦁ They started concentrating into other irrelevant activities. ⦁ This informal organization has started unethical groupism within the organization and new employees are facing problems because of it. ⦁ This will in-turn spoil the brand name of the company. ⦁ Group goals may differ from formal organization goals and sometimes group goals will counter organization goals ⦁ This may also decrease the productivity of the employees and people may get out of control. ⦁ The informal group may outbound the manager’s decision and go against it. ⦁ It will also increase the irregularities of employees because of informal workgroup behavior such as gossiping, long coffee breaks, etc. ⦁ Resistance to change. To the extent that change can affect informal groups they will resist change. Therefore, assuming change is functional, then any resistance to the change is dysfunctional. ⦁ This group may responsible for spreading rumors within the organization But Informal groups are also good at sometimes ⦁ Helps to remove weaknesses in the formal structure e.g. where a manager has given orders which may be inconsistent with organizational needs e.g. 8.00 to 5.00 pm. ⦁ Provides emotional support to employees which is necessary for efficient performance for employees but which the formal organization does not provide. ⦁ Encourages better management. The acceptance by managers of the fact that formal structures alone may not lead to efficiency in their organization. ⦁ Communication between people is quite easy in informal transitions than formal organization. People discuss their work and non-work reacted problems with each other and find solutions without the support of superiors. ⦁ Informal origination checks wrong acts of managers. Managers cannot frame goals, policies and plans not acceptable to members of informal organizations provide them relief against official boredom and tiredness. ⦁ It provides confidence to employees to set their own targets. ⦁ Informal organizations benefit managers by providing the concerns and feedback of employees. ⦁ Members of the informal group may help managers into any work without letting others know about his weakness. But company should tackle the issues in informal organizations ⦁ The informal groups in the organization should be recognized. ⦁ The communication from the informal sources should be analyzed properly. ⦁ Rumors and fake information should be filtered out. ⦁ Management should tackle the conflicts between formal and informal organizations by maintaining proper communication between them. ⦁ The management should try to maintain the goals of informal organization with the objectives of formal organization. ⦁ The profitable and better objectives of informal organization can be implemented in the formal organization. ⦁ The informal group should be taken into confidence while introducing new rules or changing any rules. Informal group should be properly convinced. 13.TEAM CREATION STEPS The key components making up effective teams can be subsumed into 4 general categories: ⦁ Work Design: The first category is work design. (autonomy, skill variety, task identity, task significance) These work design characteristics motivate because they increase members’ sense of responsibility and ownership over the work and because they make the work more interesting to perform. ⦁ Composition: The second relates to the team’s composition. (ability, personality, roles and diversity, size, flexibility, preference for team work) ⦁ First, it needs people with technical expertise. ⦁ Second, it needs people with problem-solving and decision-making skills to be able to identify problems, generate alternatives, evaluate those alternatives, and make competent choices and other interpersonal skills. ⦁ Many of the dimensions identified in the ⦁ Big Five personality model Specifically, teams that rate higher in means levels of extroversion, agreeableness, consciousness, and emotional stability tend to receive higher managerial ratings for team performance. ⦁ Teams have different needs, and people should be selected for a team to ensure that there is diversity and that all various roles are filled. Successful work teams have people to fill all these roles and have selected people to play in these roles based on their skills and preferences. ⦁ Smaller team is good <9 ⦁ selecting members who themselves value flexibility, then cross-training them to be able to do each other’s jobs, should lead to higher team performance over time. ⦁ When people who would prefer to work alone are required to team-up, there is a direct threat to the team’s morale and to individual member satisfaction. ⦁ Context: Third Is the resources and other contextual influences that make teams effective. (adequate resources, leadership, climate of trust, performance evaluation rewards) ⦁ one of the most important characteristics of an effective workgroup is the support the group receives from the organization ⦁ the team needs to determine how schedules will be set, what Skills need to be developed, how the group will resolve conflict, and how the group will make and modify decisions. ⦁ Members of effective teams trust each other ⦁ So, in addition to evaluating and rewarding employees for their individual contributions, management should consider group-based appraisals, profit sharing, gain sharing, small group incentives, and other system modifications that will reinforce team effort and commitment. ⦁ Process: Finally, process variables reflect those things that go on in the team that influences the effectiveness. (common process, specific goals, team efficacy, conflict, social loafing) ⦁ So, in addition to evaluating and rewarding employees for their individual contributions, management should consider group-based appraisals, profit sharing, gain sharing, small group incentives, and other system modifications that will reinforce team effort and commitment. ⦁ Successful teams translate their common purpose into specific, measurable, and realistic performance goals. ⦁ Effective teams have confidence in themselves ⦁ Effective teams undermine this tendency by holding themselves accountable at both individual and team level. 14. Effective interview process A structured interview process is intended to create a consistent way to interview and assess candidates through: ⦁ Planning and preparation - An agreed understanding of the candidate requirements. ⦁ Standard questions – check JD ⦁ Standard ratings – score cards ⦁ Standard training ⦁ Standard process These types of interviews have been shown to increase predictive validity by 100% (and much more, according to some studies). What’s great about structured interviews is that the interviewers dig into specific topics, not questions, feeling things out, personalizing the interview, asking questions as they come up in conversation. Objectivity Having a structured interview process will allow your team to compare apples to apples instead of apples to, let’s say, dragon fruit. When it comes time to review notes/data after all of the interviews have been completed, the team will be able to go back and take a look at how each candidate fared in certain areas. Less wasted time We’ve all heard stories about how a candidate was asked the same question by four different people. Not only are you wasting valuable interview time by getting the same answer that the previous interviewer just got, but you’re giving the candidate a crummy experience. No one wants to come in for 3+ hours of interviews and feel like they’re repeating themselves over and over. Whether a candidate gets the job or not, we want to focus on creating an environment and experience that the candidate was happy to go through. From a team/organizational standpoint, if each member of the interview team goes in with a good idea of what the others are interviewing about, they won’t be covering the same thing twice and use the time more effectivel Scorecards During an interview, it’s very easy to get derailed and start heading in directions that may or may not be useful to making an informed hiring decision. Before you know it, your 30-minute time slot is up and you’re left with only a few mental notes of what happened during the interview. Reviewing the scorecard prior to meeting with a candidate can allow the interviewer to stay on track and focus on obtaining the information that will help the team to make an informed decision on the candidate. Accuracy and consistency Staying on track isn’t the only reason scorecards are a valuable tool in the interview process. They also allow interviewers to keep track of how each candidate was graded in their respective areas.  Development Development is something most everyone strives for in their career. Scorecards will allow teams to go back and look at what areas may have been risk areas or areas that could use some improvement. They also allow teams to go back after some time has passed to see if the process itself needs to change a bit. ⦁ Prepare your questions Don’t Forget to do pre-interview prep — list the attributes of an ideal candidate and use it to construct relevant questions ⦁ Build Rapport and Reduce stress - Lower your candidates’ stress levels by telling them in advance the kinds of questions you plan to ask ⦁ Guide the conversation – ⦁ Develop the information if required ⦁ Fear of silence ⦁ Art of listening ⦁ Assess potential ⦁ Objective View: ⦁ Ask for real solutions Ask ⦁ behavioral and situational questions ⦁ Analyze data – content, factual information, pseudo armor, constant shifting, gaps, ⦁ Useful visual barometers of an unduly high anxiety level are such things as— ⦁ color of face ⦁ erratic body movements ⦁ varying eye contact ⦁ dryness of the mouth ⦁ pitch of the voice ⦁ excessive perspiration ⦁ Consider “cultural fit,” but don’t obsess Put too much emphasis on “cultural fit” — remember, people adapt ⦁ Subjective View: – feelings and attitude ⦁ Conclude the meeting ⦁ Sell the job in the next rounds if candidate seems to be fit ⦁ Follow-up 15Key Differences Between Structured and Unstructured Interview Definition of Structured Interview Structured Interview is a type of personal interview, in which the interviewer uses a fixed format, wherein the questions are prepared in advance. It uses highly systematised techniques of recording. It is a method of quantitative research used for the purpose of the survey, which aims at presenting the preset questions, in every interview, which the same sequence. It is also known as a patterned or planned interview Definition of Unstructured Interview Unstructured Interview is one, that does not use any fixed format, however, the interviewer may have a few planned questions prepared beforehand. It is a qualitative research method, in which the questions are prepared during the interview. As the interview is unplanned, it has an informal approach where a friendly conversation takes place between the interviewer and interviewee. The interviewer has the freedom to ask any questions and can also change the sequence or skip some questions that are planned in advance, however, it lacks uniformity. Further, the interviewer should possess deep knowledge and skill on the subject. Key Differences Between Structured and Unstructured Interview The difference between structured and unstructured interview can be drawn clearly on the following grounds: ⦁ Structured Interview refers to an interview, in which questions to be asked to the candidates are fixed in advance. An interview in which the questions to be asked to the candidates is rare and not prepared beforehand. ⦁ As the structured interview is a pre-planned and same set of questions are put to all the candidates, so the data collected is quantitative in nature. As opposed to an unstructured interview, wherein different questions are put to different candidates, and so qualitative data is collected. ⦁ In descriptive research, the structured interview is used to collect information, because it is relatively economical and the inferences can be drawn easily. On the contrary, in exploratory research unstructured interview is used as the basic tool for collecting information. ⦁ In a structured interview, the questions put before the candidate are close-ended, that demands a certain piece of information from the applicants, or in fact, he/she has to make a choice among various options provided. As against this, unstructured interview, the questions are open-ended, that can be answered in multiple ways, i.e. the candidate is free to give thoughtful answers and thus influence the interviewer. ⦁ Structured interviews are used by positivists whereas unstructured interview is used by interpretivists. ⦁ The structured interview is used for validating results when the number of candidates is quite large. Unlike unstructured interview, which is used to probe personal details of the candidate, so as to judge if he is the right person for the job. ⦁ In a structured interview, the characteristics evaluated are explicit which on the other side are implicit in an unstructured interview. 16What is emotional contagion Emotional contagion is the phenomenon of having one person's emotions and related behaviors directly trigger similar emotions and behaviors in other people. Emotions can be shared across individuals in many different ways both implicitly or explicitly. For instance, conscious reasoning, analysis and imagination have all been found to contribute to the phenomenon.[1] Emotional contagion is important to personal relationships because it fosters emotional synchrony between individuals. A broader definition of the phenomenon suggested by Schoenewolf is "a process in which a person or group influences the emotions or behavior of another person or group through the conscious or unconscious induction of emotion states and behavioral attitudes".[2] The behaviour has been found in humans, other primates, and dogs.[3] One view developed by Elaine Hatfield, et al., is that this can be done through automatic mimicry and synchronization of one's expressions, vocalizations, postures and movements with those of another person.[1] When people unconsciously mirror their companions' expressions of emotion, they come to feel reflections of those companions' emotions.[1] There are several factors that determine the rate and extent of emotional convergence in a group. Some of these are: membership stability, mood-regulation norms, task interdependence and social interdependence.[5] Besides these event-structure properties, there are personal properties of the group's members, such as openness to receive and transmit feelings, demographic characteristics and dispositional affect that influence the intensity of emotional contagion. Implicit[edit] Unlike cognitive contagion, emotional contagion is less conscious and more automatic. It relies mainly on non-verbal communication, although it has been demonstrated that emotional contagion can, and does, occur via telecommunication. For example, people interacting through e-mails and "chats" are affected by the other's emotions, without being able to perceive the non-verbal cues. People respond differentially to positive and negative stimuli, and negative events tend to elicit stronger and quicker emotional, behavioral, and cognitive responses than neutral or positive events. Thus, unpleasant emotions are more likely to lead to mood contagion than are pleasant emotions. Another variable that needs to be taken into account is the energy level at which the emotion is displayed. As higher energy draws more attention to it, the prediction is that the same emotional valence (pleasant or unpleasant) expressed with high energy will lead to more contagion than if expressed with low energy Explicit[edit] Contrary to the automatic infection of feelings described above, there are times when others' emotions are being manipulated by a person or a group in order to achieve something. This can be a result of intentional affective influence by a leader or team member. Suppose this person wants to convince the others of something, he may do so by sweeping them up in his enthusiasm. In such a case, his positive emotions are an act with the purpose of "contaminating" the others' feelings. A different kind of intentional mood contagion is by giving the group a reward, or treat, in order to alleviate their feelings. In the organizational psychology literature, a growing body of research is dedicated to the aspects of emotional labor. In short, it deals with the need to manage emotions so that they are consistent with organizational or occupational display rules, regardless of whether they are discrepant with internal feelings. In regard to emotional contagion, in work settings that require a certain display of emotions, one finds himself obligated to display, and consequently feel, these emotion In workplaces and organizations Intra-group[edit] Many organizations and workplaces are currently encouraging team-work. This is a move driven by studies conducted by organizational psychologists that highlight the benefits of work-teams. Emotions come into play and a group emotion is formed. The group's emotional state has an influence on factors such as cohesiveness, morale, rapport and the team's performance. For this reason, organizations need to take into account the factors that shape the emotional state of the work-teams, in order to harness the beneficial sides and avoid the detrimental sides of the group's emotion. Managers and team leaders should be even more cautious with their behavior, since their emotional influence is greater than that of a "regular" team member. It has been shown that leaders are more emotionally "contagious" than others. Employee/customer[edit] The interaction between service employees and customers is considered an essential part of both customers' assessments of service quality and their relationship with the service provider.[14] Positive affective displays in service interactions are positively associated with important customer outcomes, such as intention to return and to recommend the store to a friend.[15] It is the interest of organizations that their customers be happy, since a happy customer is a satisfied one. Research has shown that the emotional state of the customer is directly influenced by the emotions displayed by the employee/service provider via emotional contagion.[16] But, this influence is dependent on the degree of authenticity of the employee's emotional display, such that if the employee is only surface-acting, the contagion of the customer is poor, in which case the beneficial effects stated above will not occur 17. FUTURE OB AND HR CHALENGES AND HOW WOULD YOU SOLVE? ⦁ Organizational behavior is the study of how people behave within the group or an organization. ⦁ This relates to the behavior of person or group when roles are been assigned to them in the organization. ⦁ One of the main goals of organizational behavior is to revitalize organizational theory and develop a better conceptualization of organizational life. ⦁ Organizational behavior is directly concerned with the understanding, prediction, and control of human behavior in organizations.” — Fred Luthans. ⦁ This area of study examines human behavior in a work environment and determines its impact on job structure, performance, communication, motivation, leadership, etc. ⦁ Its principles are applied primarily in attempts to make businesses operate more effectively. The importance of organizational behavior is as follows ⦁ It builds better relationship by achieving people, organizational, andsocial objectives. ⦁ It covers a wide variety of human resource like behavior, training and development, change management, leadership, teams etc. ⦁ It brings coordination which is the essence of management. ⦁ It improves goodwill of the organization. ⦁ It helps to achieve objectives quickly. ⦁ It makes optimum utilization of resources. ⦁ It facilitates motivation. ⦁ It leads to higher efficiency. ⦁ It improves relations in the organization. ⦁ It is multidisciplinary, in the sense that applies different techniques, methods, and theories to evaluate the performances. Human Resource Management is the process of recruiting, selecting, inducting employees, providing orientation, imparting training and development, appraising the performance of employees, deciding compensation and providing benefits, motivating employees, maintaining proper relations with employees and their trade unions, ensuring employees safety, welfare and health measures in compliance with labor laws of the land.  Human Resource Management involves management functions like planning, organizing, directing and controlling. ⦁ It involves procurement, development, maintenance of human resource ⦁ It helps to achieve individual, organizational and social objectives ⦁ Human Resource Management is a multidisciplinary subject. It includes the study of management, psychology, communication, economics and sociology. ⦁ It involves team spirit and team work. ⦁ It is a continuous process Various challenges faced by H R Managers: ⦁ Retaining your best talent – Make it your top priority ⦁ Ensuring better employee productivity to maximise your profits ⦁ Managing a diverse workforce: Unity in diversity is the new business ⦁ Dealing with globalization ⦁ Resistance to change ⦁ Maintaining privacy and managing vital business information ⦁ Embrace technology or get extinct. ⦁ Leadership development and succession planning ⦁ Career advancement opportunities for employees ⦁ Clear & Transparent Work Culture & Open Leadership ⦁ Flexible Work Arrangements ⦁ Attracting top talent to organization ⦁ Establishing healthy and cooperative corporate culture ⦁ Retaining and rewarding talented candidates 18. Explain the Process of Communication and its significance in an organization. Communications is a continuous process which mainly involves three elements - sender, message, and receiver. The elements involved in the communication process are explained below in detail: Sender The sender or the communicator generates the message and conveys it to the receiver. He is the source and the one who starts the communication Message It is the idea, information, view, fact, feeling, etc. that is generated by the sender and is then intended to be communicated further. Encoding The message generated by the sender is encoded symbolically such as in the form of words, pictures, gestures, etc. before it is being conveyed. Media It is the way the encoded message is transmitted. The message may be transmitted orally or in writing. The medium of communication includes telephone, internet, post, fax, e-mail, etc. The choice of medium is decided by the sender. Decoding It is the process of converting the symbols encoded by the sender. After decoding the message is received by the receiver. Receiver He is the person who is last in the chain and for whom the message was sent by the sender. Once the receiver receives the message and understands it in proper perspective and acts according to the message, only then the purpose of communication is successful. Feedback Once the receiver confirms to the sender that he has received the message and understood it, the process of communication is complete. Noise It refers to any obstruction that is caused by the sender, message or receiver during the process of communication. For example, bad telephone connection, faulty encoding, faulty decoding, inattentive receiver, poor understanding of message due to prejudice or inappropriate gestures, etc. Importance of Communication: ⦁ Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to the mark. ⦁ Communication is a source of information to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions. ⦁ Communication also plays a crucial role in altering individual’s attitudes, i.e., a well-informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in molding employee’s attitudes. ⦁ Communication also helps in socializing. In today’s life the only presence of another individual fosters communication. It is also said that one cannot survive without communication. 19. Define motivation? Explain motivation with either Maslow’s Need Hierarchy theory or Herzbergs Two Factor Theory? Motivation is the reason for people's actions, willingness and goals. Motivation is derived from the word motive in the English language which is defined as a need that requires satisfaction. These needs could also be wants or desires that are acquired through influence of culture, society, lifestyle, etc. or generally innate. Motivation is one's direction to behavior, or what causes a person to want to repeat a behavior, a set of force that acts behind the motives. An individual's motivation may be inspired by others or events (extrinsic motivation) or it may come from within the individual (intrinsic motivation). Motivation has been considered as one of the most important reasons that inspires a person to move forward in life. Motivation results from the interaction of both conscious and unconscious factors. Mastering motivation to allow sustained and deliberate practice is central to high levels of achievement e.g. in the worlds of elite sport, medicine or music Maslow’s Need Hierarchy Theory of Motivation! Abraham Maslow’s motivation theory is based on the human needs. These needs are classified into a sequential hierarchy from the lower to higher order as five need clusters as shown in the following Figure The above five need-clusters are now discussed in seriatim: 1. Physiological Needs: These needs are of the lowest-order and most basic needs of human beings. These involve satisfying fundamental biological drives, such as the need for food, air, water, cloth, and shelter. These needs exert tremendous influence on human behavior. Entrepreneur also being a human being must meet his physiological needs for survival. Hence, he / she is motivated to work in the enterprise to have economic rewards to meet his / her basic needs. 2. Safety and Security Needs: The second level of need in Maslow’s hierarchy is emerged once physiological needs are met. Safety needs involve the need for a secure environment, free from threats of physical and psychological harm. These needs find expression in such desires as economic security and protection from physical dangers. Meeting these needs requires more money and, hence, the entrepreneur is prompted to work more in his/ her entrepreneurial pursuit. Like physical needs, these become inactive once they are also satisfied. 3. Social Needs: Man is social animal. These needs, therefore, refer to belongingness or affiliation. All individuals want to be recognized and accepted by others. Likewise, an entrepreneur is motivated to interact with fellow entrepreneurs, his employees, and others. 4. Esteem Needs: These needs refer to self-esteem and self-respect. These include such needs that indicate self-confidence, achievement, competence, knowledge, and independence. In case of entrepreneurs, the ownership and self- control over enterprise satisfies their esteem needs by providing them status, respect, reputation, and independence. 5. Self-Actualization: The final step under the need hierarchy model is the need for self-actualization. This refers to self- fulfillment. The term ‘self- actualization’ was coined by Kurt Goldstein and means to become actualized in what one is potentially good. An entrepreneur may achieve self-actualization in being a successful entrepreneur. In Maslow’s above need hierarchy theory, human needs are arranged in a lowest to the highest order. The second need does not dominate unless the first is reasonably satisfied and the third need does not dominate until the first two needs have been reasonably satisfied. This process goes on till the last need. This is because man is never satisfied. If one need is satisfied, another need arises. Once a need is satisfied, it ceases to be a motivating factor. For entrepreneurs, it is mainly social, esteem, and self-actualization needs which motivate them to work more and more for satisfying them. 20. Describe the steps involved in selection process and explain the challenges when using social media for recruitment purpose? Selection procedure is divided into 4 steps ⦁ Recruiting process The first step is gathering information about the members of the pool of qualified recruits regarding the levels of requisite knowledge, skills, and abilities possessed by each applicant. In addition, information about factors such as education and experience, as well as attitudes of the individuals toward work and the impressions of current managers about the individual's likelihood of success, are collected. ⦁ Gather information about pool of qualified applicants The second step is evaluating the qualifications of each applicant from among the recruiting pool. This evaluation process occurs through the application of explicit or implicit standards to the information gathered in step 1, with the manager assessing how closely the individual fits the desired profile. Such standards could refer to the technical tests, aptitude tests, or a specific personality type tests. But sometimes applying standards is not so straightforward. For example, if the standard is 10 years of relevant work experience, someone must make the decision about whether a person who exceeds that standard is more qualified than a person who simply meets it, or if these two candidates are to be treated as equal on this dimension because they each meet the standard. ⦁ Evaluate qualifications of each applicant Candidate evaluation forms are to be completed by the interviewer to rank the candidate's overall qualifications for the position to which he or she has applied. Under each heading, the interviewer should give the candidate a numerical rating and write specific job-related comments in the space provided. The numerical rating system is based on the following: 5 - Exceptional   4 - Above Average   3 - Average   2 - Below Average   1 - Unsatisfactory   ⦁ Make decisions about employment offer. This is the final step in the selection process. After the candidate has successfully passed all written tests, interviews and medical examination, the employee is sent or emailed an appointment letter, confirming his selection to the job. The appointment letter contains all the details of the job like working hours, salary, leave allowance etc. Often, employees are hired on a conditional basis where they are hired permanently after the employees are satisfied with their performance. Challenges when using social media for recruitment purpose Some of the disadvantages of Twitter, Facebook, and LinkedIn for social recruitment are- It is not easy to effectively broadcast jobs on twitter. Twitter restricts you from using more than 140 words; hence you may not be able to effectively display what you want you. Some important details may not be included, and it may entice the candidates. Facebook has been used as a primary source to talk and communicate with friends and family. Many individuals may be unwilling to indulge in professional activities like recruitment on Facebook. Also, they may not want to add their employers to their Facebook profiles as friends. Candidates discovered may not always be genuine, and the ‘privacy settings’ make it difficult to choose the right candidate. LinkedIn, though effective in recruitment, consumes a lot of time in the initiation when the users have to build the relationships and networks to spread their word to a large number of people. LinkedIn also restricts users from using more emails to contacts than the limit. This makes communication difficult. Employers also cannot send messages to individuals who are not connected with them. One more disadvantage is that LinkedIn has not reached the stage yet when it can be used globally for international recruitment. 21. what common team and group incentive rewards may be used by organization Incentive Programs for Teams With more businesses than ever moving toward team-based work structures, team-based reward programs have become essential. These types of incentive plans are often performance-focused and can be either monetary or non-monetary, but the overall goal is to encourage team participation and productivity.  ⦁ Goal-Based Rewards - -These types of incentive programs reward teams only when they reach a preset goal. These can be either short-term or long-term goals and can include such things as reaching an established amount of sales, securing a particular number of contracts within a certain time frame, or reducing waste by a set percentage within a predetermined amount of time. Goal-based reward programs are highly effective in encouraging teamwork, motivation, and effort. ⦁ Merit-Based Rewards-- Unlike goal-based incentive programs that reward teams when they reach a certain goal, merit-based programs reward teams for putting forth exceptional effort. These types of team-based reward programs are a bit subjective in the sense that managers or supervisors determine whether or not teams are deserving of a reward. As stated in an article posted by ⦁ Forbes, ambiguity is never a good thing when it comes to team-based incentive programs. There should be clear guidelines as to what constitutes exceptional behavior and engagement. ⦁ Gain Sharing -- Gain-sharing is a type of team-based reward program that rewards teams for measurable accomplishments in non-financial areas. One example of this is a bonus given to a team for increasing levels of customer satisfaction by a certain percentage from one year to the next. Another example of this type of program is a bonus given to a team for improving an essential shipping or receiving procedure. The goal of gainsharing programs is motivating teams to improve various areas of business operations. ⦁ Profit Sharing --Profit sharing reward programs are similar to gainsharing programs in that they provide team-based rewards to teams for exhibiting exceptional behavior. The difference between these two programs is that while gain sharing programs offer bonuses to team members, profit sharing programs pay them a certain percentage of the company’s overall profits. Profit sharing plans encourage high levels of team performance, which can ultimately increase a company’s success. ⦁ ; -- Sometimes referred to as spot rewards, team-based discretionary rewards are given to team members based on team performance and outcomes. While these reward programs may sound very similar to some of the programs discussed above, rewards given in discretionary programs are not dependent on predetermined goals. Much like merit-based reward programs, managers or supervisors decide whether or not a team is deserving of a discretionary reward. ⦁ What are the functions of a HR Manager in an industry in a developing country? What steps would you take to ensure that they represent the aspirations of personnel while being paid is his/her employer? ⦁ Define the term personnel audit. Describe its objectives and importance. What are the challenges and issues in Human Resources Management? ⦁ What are the major purposes of performance appraisal? Explain the steps involved in appraisal process. ⦁ What steps can a Manager take to do a better job of responding to the special needs of workers in their early, middle and late career stages? ⦁ “Compensation refers to both extrinsic rewards and intrinsic rewards.” Explain this statement and state briefly the objectives that guide the design of compensation system in organizations. ⦁ In implementing a pay for performance system, what key traps I must avoid to make the system work as planned? ⦁ Describe the interaction between Business planning and human resource planning. List the activities that comprise the human resource planning system. ⦁ Ideally, HR professionals’ role is to facilitate heads of departments and team leaders to function as HR managers.” In the light of the above statement discuss briefly the nature and scope of HRM function in organizations. [Show More]

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