Section A

2 Marks
Q. Define Management
A. “Management is the art of getting things done through others and with formally organised groups.”
Given by Harold koontz
Management is the art of knowing what you want to do and then seeing that they do it in the best and
the cheapest manner.” Given by F.W. Taylor
Management is a multipurpose organ that manage a business and manages managers and manages
workers and work.” Definition given by Peter Drucker
Management is to forecast, to plan, to organize, to command, to coordinate and control activities of
others.” By Henri Fayol

Q. What is the nature of HRM?

A. Human Resource Management: Nature
Human ResourceManagement is a process of bringing people and organizations together so that the
goals of each are met. The various features of HRM include:

1. inherent part of management :- human resource management is inherent part of

management because if the manager wants to draw best out of his people, he must do
the basic responsibility of selecting people who will work under him along with this he
must train, motivate appraise them from time to time.

2. Pervasive function: – it is a pervasive function which means that every person in the
organization from top to lower level is required to perform this function at continuous
basis.

3. People centered: – it is concerned with all kind of personnel from top to bottom of
the organization.

4. Personnel functions: – it involves various functions concerned with managing

people from manpower planning, recruitment, selection, placement, training, appraisal
to compensation of employees.

5. Continuous process: – it is not a one step function rather it is a continuous process.

Q. Objectives of Job Analysis

A.
Work simplification: A job may be analyzed to simplify the process and methods involved in it.
This will mean redesigning the job. Work simplification helps to improve productivity of
personnel. Establishment of standards of performance: In order to hire the personnel on a
scientific basis, it is very necessary to determine in advance a standard of performance with
which applicant can be compared.
Support to other personnel activities: Job analysis provides support to other personnel
activities such as recruitment ,selection, training, development, performance appraisal, job
evaluation

Q. Importance of referral Check

1. A reference check can be used to gain insight into an applicant's employment history,
abilities to do the job, employment dates, job titles, and more.
2. A thorough reference check provides an opportunity to align the candidate's experience and
abilities against the job requirement

Q. What is Training
Training is a program that helps employees learn specific knowledge or skills to improve
performance in their current roles. Development is more expansive and focuses on employee growth
and future performance, rather than an immediate job role.

What is manpower planning?

Manpower Planning which is also called as Human Resource Planning consists of putting right number of
people, right kind of people at the right place, right time, doing the right things for which they are suited
for the achievement of goals of the organization.

What is Employee Induction?

Employee Induction is the first step of welcoming new employees to the company and preparing them
for their respective roles. Induction is the introduction and orientation of the employee in the
organizational culture and showing the employees how interconnected he/she is to everyone in the
organization.

What do you mean by reference check?

Reference check refers to a recruiting process method used by hiring managers/recruiters to get more
information about a candidate by contacting his/her previous employers, schools

What is job analysis?

Job Analysis is a process to identify and determine in detail the particular job duties and requirements
and the relative importance of these duties for a given job. Job Analysis is a process where judgements
are made about data collected on a job.

Differentiate between Job Enlargement and Job Enrichment (any two differences)

BASIS FOR JOB

JOB ENRICHMENT
COMPARISON ENLARGEMENT

Meaning Assigning more Motivating employees by

responsibilities adding more responsibilities
with increasing in the
position (Promotion)

Objective To decreases the To make the job more

boredom in performing challenging, interesting and
a same task. creative.

Write in brief about manpower planning process

 1. Demand Forecasting: Manpower demand forecasting is the process of estimating the
future human resource requirement of right quality and right number.
2. Supply Forecasting: Human Resource supply forecasting is the process of estimating
availability of human resource
3. Existing inventory: Details related to present human resources inventory and helps in
monitoring the availability of human resources
4. Estimate net manpower requirement: Estimating the total requirement
5. Redeployment/Retrenchment: making plans based on estimated manpower requirement
6. Recruitment and Selection: Taking actions based on the requirement i.e. to recruit and
select new candidates based on the requirements

Explain various factors influencing recruitment

• Internal Factors
• External Factors
Internal Factors:
1. Size of the Organization: The size of an organisation affects the recruitment process.
Experience suggests that larger organisations find recruitment less problematic than
organisations with smaller in size.
 2. Recruiting Policy: The recruiting policy of the organisation i.e., recruiting from internal
sources (from own employees) and from external sources (from outside the organisation)
also affects recruitment process. Generally, recruiting through internal sourcing is
preferred, because own employees know the organisation and they can well fit into the
organisation’s culture.
3. Human Resource Planning: Effective human resource planning helps in determining
the gaps present in the existing manpower of the organization. It also helps in
determining the number of employees to be recruited and what qualification they must
possess.
4. Cost involved in recruitment Recruitment incur cost to the employer, therefore,
organizations try to employ that source of recruitment which will bear a lower cost of
recruitment to the organization for each candidate.

External factors
1. Demographic Factors: Demographic factors include Gender, age, literacy, economic
status etc.
2. Labour Market: Employment conditions in the community where the organization is
located will influence the recruiting efforts of the organization. If there is surplus of
manpower at the time of recruitment, even informal attempts at the time of recruiting like
notice boards display of the requisition or announcement in the meeting etc. will attract
more than enough applicants.
3. Supply and Demand: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process
4. Competitors: The recruitment policies of the competitors also affect the recruitment
function of the organizations. To face the competition, many a times the organizations
have to change their recruitment policies according to the policies being followed by the
competitors.

Discuss the steps involved in the employee selection process

Distinguish between job description and job specification
Explain the importance of E-recruitment in the present scenario

E-Recruitment is a online recruitment where the recruitment is done through Electronic resources. E-
Recruitment is also known as Internet recruitment.

The Process of e-recruitment involves the elimination of ineligible and unsuitable candidates through
automation process. There are resume scanners that filters automatically online and provides the right
candidates to the employers.
E-Recruitment is a cost-effective online recruitment. It is useful when there is sudden shortage of skilled
manpower and also if the company bags a new contract, and if it wants job seekers with specific skill set,
mind set and tool set then E-Recruitment is the only solution.

In particular, E-Recruitment is the mantra for successful recruitment in this global technology world. In
India E-Recruitment has shown its escalation in terms of commercial values and also in adoption by
recruitment agencies and job seekers. Although the old traditional resources like newspapers are
referred by job seekers, but most of the Indian companies are also beginning to use their own websites
and as well as third party agencies as part of the solutions for recruitment. Indian recruitment agencies
are finding online recruitment as the most efficient and effective approach to finding candidates, and
one that is targeted to their needs and cost efficient.

Discuss the advantages and disadvantages of HR Planning

Advantages

 The required number of staff shall be recruited at each level in the

hierarchy.
 Staffing requirements can be better balanced and movement of staff can
be made easier by manpower planning.
 Areas of high labour turnover are highlighted in manpower planning.
 Implications of changes in recruitment, promotion and succession plans
are foreseeable.
Disadvantages

 Detailed records are needed plus expensive clerical staff

 Problems of forecasting changes, especially in technological and
Government policy areas
  Manpower planning can be uncertain even for at few years ahead.
Particularly, in a dynamic business situation it is really difficult to foresee
the future with maximum accuracy.

Discuss about employee mobility and its types
Workforce mobility or employee relocation refers to the processes involved in the transfer
of employees or potential employees from one location to another.

• Internal mobility – the lateral or vertical movement (promotion, transfer, demotion) of an

employee within an organization
• External mobility – employees may leave the organization for reasons such as better prospects,
retirement, termination, etc
Internal mobility
• Promotion: Employee movement from current job to another (vertical movement) that is higher
in pay, responsibility and/or organization level is known as “promotion”. Promotion has
powerful motivational value as it compels an employee to utilize his talents fully, and remain
loyal and committed to his or her job and the organization.
• Promotion brings enhanced status, better pay, increased responsibilities and better working
conditions to the promotee.

• Transfer: A transfer is a change in the job (accompanied by a change in the place of the job) of
an employee without a change in responsibilities or remuneration

• Demotion: Employee movement that occurs when an employee is moved from one job to
another that is lower in pay, responsibility and/or organization level is called demotion. It affects
the status, pride, career and income of the employee.

External mobility:
• Separation: It is situation when the service agreement of employees with the organization
comes to an end and employee leaves the organization.

Forms of separation:

• Retirement
- Compulsory

- Voluntary (golden handshake)

 • Resignation
• Layoffs
• Retrenchments
• Dismissal

Q. What are the characteristics of a good test?

Ans: 1. Test Should be relevant for example to test intelligence one
should have intellect test, to test ability one should conduct ability test.
2. Test should be reliable
3. Test should be Valid
4. Test should have established norms, scoring and interpretation
options.

Q. What is scientific Management?

Scientific management is a theory of management that analyzes and synthesizes workflows. Its
main objective is improving economic efficiency, especially labor productivity. It was one of the
earliest attempts to apply science to the engineering of processes and to management. Scientific
management is sometimes known as Taylorism after its founder, Frederick Winslow Taylor.

Q. Write a note on Career Planning

Definition: ‘Career planning is a process of systematically matching
career goals and individual capabilities with opportunities for their
fulfillment’.
Features of Career Planning and Career Development:
1. It is an ongoing process.
2. It helps individuals develop skills required to fulfill different career roles.
3. It strengthens work-related activities in the organization.
4. It defines life, career, abilities, and interests of the employees.
5. It can also give professional directions, as they relate to career goals
The major objectives of career planning are as follows:
1. To identify positive characteristics of the employees.
2. To develop awareness about each employee’s uniqueness.
3. To respect feelings of other employees.

Q. Define Human Resource Development

Human resource development is the integrated use of training, organization, and

career development efforts to improve individual, group, and organizational
effectiveness. HRD develops the key competencies that enable individuals in organizations to
perform current and future jobs through planned learning activities.

Q. What is Job Analysis

Job analysis is a systematic process of collecting all information about the job for preparing of
job description and job specification meant to selection of employee, satisfaction in job,
and motivation

Q. What is Human Resource Gap?

An HR gap analysis is a breakdown of your current workforce and the skills they possess
compared to the workforce you will need to reach key business goals

Q. What is Bottom up technique for forecasting?

Bottom-up forecasting is a method of estimating a company's future performance by starting
with low-level company data and working “up” to revenue. ... This approach starts with the
detailed customer or product information and then broadens up to revenue.

Q. Define Retaining
Employee retention is the overall strategy or ability of an organisation to retain its best employees
and hence maintain a lower turnover.
Q. Define manpower planning
Manpower planning is the process of estimating the optimum number of people required for
completing a project, task or a goal within time. Manpower planning includes parameters like
number of personnel, different types of skills, time period etc

Q. Define Employee Induction

Employee Induction is the first step of welcoming new employees to the company and
preparing them for their respective roles. Induction is the introduction and orientation of
the employee in the organizational culture and showing the employees how interconnected
he/she is to everyone in the organization

Q. What is accountability?
Accountability is keeping your commitments to people. Accountability is an outflow from a culture
that is designed versus an organizational culture that is created by default.

Q. Mention Henry Fayol’s 14 Principles of Management?

Fayol's 14 Principles of Management
1. Division of Work – When employees are specialized, output can increase because they
become increasingly skilled and efficient.
2. Authority – Managers must have the authority to give orders, but they must also keep in
mind that with authority comes responsibility.
3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
4. Unity of Command – Employees should have only one direct supervisor.
5. Unity of Direction – Teams with the same objective should be working under the direction
of one manager, using one plan. This will ensure that action is properly coordinated.
6. Subordination of Individual Interests to the General Interest – The interests of one
employee should not be allowed to become more important than those of the group. This
includes managers.
7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This
includes financial and non-financial compensation.
8. Centralization – This principle refers to how close employees are to the decision-making
process. It is important to aim for an appropriate balance.
9. Scalar Chain – Employees should be aware of where they stand in the organization's
hierarchy, or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything
should have its place.
11. Equity – Managers should be fair to staff at all times, both maintaining discipline as
necessary and acting with kindness where appropriate.
12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover.
Personnel planning should be a priority.
13. Initiative – Employees should be given the necessary level of freedom to create and carry out
plans.
14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

Q. Define Job Description

A job description is an internal document that clearly states the essential job requirements, job
duties, job responsibilities, and skills required to perform a specific role. A more detailed job
description will cover how success is measured in the role so it can be used during performance
evaluations.

Q. Define Retrenchment
Retrenchment means involuntary separation of an employee due to the replacement of labour
by machines or the close of the department.
 Section B
5 Marks
Q. Explain Management Functions

1.
Planning
It is the basic function of management. It deals with chalking out a future course of action &
deciding in advance the most appropriate course of actions for achievement of pre-determined
goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to
do. It bridges the gap from where we are & where we want to be”. A plan is a future course of
actions. It is an exercise in problem solving & decision making. Planning is determination of
courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways &
means for accomplishment of pre-determined goals. Planning is necessary to ensure proper
utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it
also helps in avoiding confusion, uncertainties, risks, wastages etc.

2. Organizing
It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals. According to
Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e.
raw material, tools, capital and personnel’s”. To organize a business involves determining &
providing human and non-human resources to the organizational structure. Organizing as a
process involves:
  Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
3. Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior etc. The main purpose o staffing is to put right
man on right job i.e. square pegs in square holes and round pegs in round holes. According to
Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to fill the roles
designed un the structure”. Staffing involves:

 Manpower Planning (estimating man power in terms of searching, choose the person and
giving the right place).
 Recruitment, Selection & Placement.
 Training & Development.
 Remuneration.
 Performance Appraisal.
 Promotions & Transfer.
4. Directing
It is that part of managerial function which actuates the organizational methods to work efficiently
for achievement of organizational purposes. It is considered life-spark of the enterprise which sets
it in motion the action of people because planning, organizing and staffing are the mere
preparations for doing the work. Direction is that inert-personnel aspect of management which
deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement
of organizational goals. Direction has following elements:

 Supervision
 Motivation
 Leadership
 Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.

Leadership- may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.

5. Controlling
It implies measurement of accomplishment against the standards and correction of deviation if
any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
 predict deviations before they actually occur. According to Theo Haimann, “Controlling is the
process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell
“Controlling is the measurement & correction of performance activities of subordinates in order to
make sure that the enterprise objectives and plans desired to obtain them as being
accomplished”. Therefore controlling has following steps:

a. Establishment of standard performance.

b. Measurement of actual performance.
c. Comparison of actual performance with the standards and finding out deviation if any.
d. Corrective action.

Q. Difference between Personnel Management and Human Resource

Management

Basis of Personnel Management Human Resource Management

Difference

Meaning It is traditional approach of managing It is modern approach of managing people at

people at workplace and is concern of workplace and is concern of managers of all
personnel department. level (from top to bottom).

Nature It is a routine function. It is a strategic function.

Focus Efficient management is given priority. Human values and individual needs are
given priority.

Function Personnel administration, labor relation Acquisition, development, utilization and

and employee welfare are major maintenance of human resource are major
functions of personnel management. functions of human resource management.

Objective It manages people in accordance with It determines human resource needs and
organization’s goal. formulate policies by matching individual’s
needs with organization’s needs.

Perspective It regards people as basic input to make It regards people as strategic and valuable
desired output. resource to make desired output.

Job design Jobs are designed on the basis of Jobs are designed on the basis of teamwork.
division of labor.

Interest Organization’s interest is valued the Interest of organization and interest of

most. employee is harmonized.
Basis of Personnel Management Human Resource Management
Difference

Orientation It is discipline, direction and control It is development oriented. It provides space

oriented. for employee involvement, performance and
growth.

Communication Communication is limited, or even Communication is open.

restricted.

Emphasis It emphasizes on adherence of rules and It emphasizes on combination of human

regulations and their implementation. energies and competencies.

Benefits  Disciplined employees  Committed human resource

 Increased production  Readiness to change
 Increased production
 Increased profit
 Quality of worklife

Result Organizational goal is achieved and Organizational goal is achieved and both
employers are satisfied. employers and employees are satisfied.

Q. Discuss the contents of Job Description

Contents of job description

1) Job title: first of all the job description document must describes the job title. It must
be short, definite and suggestive of the nature of job.

2) Job location: it means the name of department where the job exists.

3) Job summary: it means a short summary of the task to be performed by the

employee.

4) Job duties: job description document should include the percentage of time that is
devoted to the performance of each task.

5) Equipments, machines and tools: equipments, machines and tools to be used in

the job should be written in the job description document.

6) Relation to other jobs: relation to other jobs will help the organization to understand
the nature of the job.
7) Nature of supervision: job description must include the nature of supervision it
includes.

8) Working environment: the working conditions, hazards involve in the job must be
mentioned in the job description document.

Q. Discuss the factors affecting recruitment

Explain various factors influencing recruitment

• Internal Factors
• External Factors
Internal Factors:
5. Size of the Organization: The size of an organisation affects the recruitment process.
Experience suggests that larger organisations find recruitment less problematic than
organisations with smaller in size.
6. Recruiting Policy: The recruiting policy of the organisation i.e., recruiting from internal
sources (from own employees) and from external sources (from outside the organisation)
also affects recruitment process. Generally, recruiting through internal sourcing is
preferred, because own employees know the organisation and they can well fit into the
organisation’s culture.
7. Human Resource Planning: Effective human resource planning helps in determining
the gaps present in the existing manpower of the organization. It also helps in
determining the number of employees to be recruited and what qualification they must
possess.
8. Cost involved in recruitment Recruitment incur cost to the employer, therefore,
organizations try to employ that source of recruitment which will bear a lower cost of
recruitment to the organization for each candidate.

External factors
5. Demographic Factors: Demographic factors include Gender, age, literacy, economic
status etc.
6. Labour Market: Employment conditions in the community where the organization is
located will influence the recruiting efforts of the organization. If there is surplus of
manpower at the time of recruitment, even informal attempts at the time of recruiting like
notice boards display of the requisition or announcement in the meeting etc. will attract
more than enough applicants.
7. Supply and Demand: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process
8. Competitors: The recruitment policies of the competitors also affect the recruitment
function of the organizations. To face the competition, many a times the organizations
have to change their recruitment policies according to the policies being followed by the
competitors.
 Q. Discuss Training Need Analysis (TNA) at various levels
Training Needs Analysis (TNA) is the process in which the company identifies training and
development needs of its employees so that they can do their job effectively. It involves a
complete analysis of training needs required at various levels of the organisation.

Training needs can be classified as: –

Normative needs • a need compared to a standard.
Felt need • why individuals think they want to learn.
Expressed/demanded need • based on the demand & supply gaps of knowledge and
skill.

Comparative need • compared to others there is a need.

Anticipated future need • based on projected future demand.
 Q. Functions of Human Resource Management

Functions of Human Resource Management

Human Resource Management functions can be classified in following three categories.
 Managerial Functions,
 Operative Functions, and
 Advisory Functions

The Managerial Functions of Human Resource Management are as follows:

1. Human Resource Planning - In this function of HRM, the number and type of
employees needed to accomplish organizational goals is determined. Research is an
important part of this function, information is collected and analyzed to identify current and
future human resource needs and to forecast changing values, attitude, and behaviour of
employees and their impact on organization.

2. Organizing - In an organization tasks are allocated among its members, relationships

are identified, and activities are integrated towards a common objective. Relationships are
established among the employees so that they can collectively contribute to the attainment
of organization goal.

3. Directing - Activating employees at different level and making them contribute maximum
to the organization is possible through proper direction and motivation. Taping the
maximum potentialities of the employees is possible through motivation and command.

4. Controlling - After planning, organizing, and directing, the actual performance of

employees is checked, verified, and compared with the plans. If the actual performance is
found deviated from the plan, control measures are required to be taken.
The Operative Functions of Human Resource Management are as follows:

1. Recruitment and Selection - Recruitment of candidates is the function preceding the

selection, which brings the pool of prospective candidates for the organization so that the
management can select the right candidate from this pool.

2. Job Analysis and Design - Job analysis is the process of describing the nature of a job
and specifying the human requirements like qualification, skills, and work experience to
perform that job. Job design aims at outlining and organizing tasks, duties, and
responsibilities into a single unit of work for the achievement of certain objectives.

3. Performance Appraisal - Human resource professionals are required to perform this

function to ensure that the performance of employee is at acceptable level.

4. Training and Development - This function of human resource management helps the
employees to acquire skills and knowledge to perform their jobs effectively. Training an
development programs are organized for both new and existing employees. Employees are
prepared for higher level responsibilities through training and development.

5. Wage and Salary Administration - Human resource management determines what is to

be paid for different type of jobs. Human resource management decides employees
compensation which includes - wage administration, salary administration, incentives,
bonuses, fringe benefits, and etc,.

6. Employee Welfare - This function refers to various services, benefits, and facilities that
are provided to employees for their well being.

7. Maintenance - Human resource is considered as asset for the organization. Employee

turnover is not considered good for the organization. Human resource management always
try to keep their best performing employees with the organization.

8. Labour Relations - This function refers to the interaction of human resource

management with employees who are represented by a trade union. Employees comes
together and forms an union to obtain more voice in decisions affecting wage, benefits,
working condition, etc,.

9. Personnel Research - Personnel researches are done by human resource management

to gather employees' opinions on wages and salaries, promotions, working conditions,
welfare activities, leadership, etc,. Such researches helps in understanding employees
satisfaction, employees turnover, employee termination, etc,.

10. Personnel Record - This function involves recording, maintaining, and retrieving
employee related information like - application forms, employment history, working hours,
earnings, employee absents and presents, employee turnover and other other data related
to employees.

The Advisory Functions of Human Resource Management are as follows:

Human Resource Management is expert in managing human resources and so can give
advice on matters related to human resources of the organization. Human Resource
Management can offer advice to:

1. Advised to Top Management: Personnel manager advises the top management in

formulation and evaluation of personnel programs, policies, and procedures.

2. Advised to Departmental Heads: Personnel manager advises the the heads of various
departments on matters such as manpower planning, job analysis, job design, recruitment,
selection, placement, training, performance appraisal, etc.

Q. Explain various training Methods

Methods of Training: On-the-job Training Method and Off-

the-Job Methods!
Management development is a systematic process of growth and
development by which the managers develop their abilities to manage.
It is concerned with not only improving the performance of managers
but also giving them opportunities for growth and development.

There are two methods through which managers can improve their
knowledge and skills. One is through formal training and other is
through on the job experiences. On the job training is very important
since real learning takes place only when one practices what they have
studied.

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But it is also equally important in gaining knowledge through

classroom learning. Learning becomes fruitful only when theory is
combined with practice. Therefore on the job methods can be balanced
with classroom training methods (off-the-job methods).

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is
placed on a specific job and taught the skills and knowledge necessary
to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.

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2. It is a less expensive method.

3. The trainee is highly motivated and encouraged to learn.

4. Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:
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This training method involves movement of trainee from one job to

another gain knowledge and experience from different job
assignments. This method helps the trainee understand the problems
of other employees.

2. Coaching:
Under this method, the trainee is placed under a particular supervisor
who functions as a coach in training and provides feedback to the
trainee. Sometimes the trainee may not get an opportunity to express
his ideas.
3. Job instructions:
Also known as step-by-step training in which the trainer explains the
way of doing the jobs to the trainee and in case of mistakes, corrects
the trainee.

4. Committee assignments:
A group of trainees are asked to solve a given organizational problem
by discussing the problem. This helps to improve team work.

5. Internship training:
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Under this method, instructions through theoretical and practical

aspects are provided to the trainees. Usually, students from the
engineering and commerce colleges receive this type of training for a
small stipend.

2. Off-the-job Methods:
On the job training methods have their own limitations, and in order
to have the overall development of employee’s off-the-job training can
also be imparted. The methods of training which are adopted for the
development of employees away from the field of the job are known as
off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:
Usually case study deals with any problem confronted by a business
which can be solved by an employee. The trainee is given an
opportunity to analyse the case and come out with all possible
solutions. This method can enhance analytic and critical thinking of an
employee.

2. Incident method:
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Incidents are prepared on the basis of actual situations which

happened in different organizations and each employee in the training
group is asked to make decisions as if it is a real-life situation. Later
on, the entire group discusses the incident and takes decisions related
to the incident on the basis of individual and group decisions.

3. Role play:
In this case also a problem situation is simulated asking the employee
to assume the role of a particular person in the situation. The
participant interacts with other participants assuming different roles.
The whole play will be recorded and trainee gets an opportunity to
examine their own performance.

4. In-basket method:
The employees are given information about an imaginary company, its
activities and products, HR employed and all data related to the firm.
The trainee (employee under training) has to make notes, delegate
tasks and prepare schedules within a specified time. This can develop
situational judgments and quick decision making skills of employees.

5. Business games:
According to this method the trainees are divided into groups and
each group has to discuss about various activities and functions of an
imaginary organization. They will discuss and decide about various
subjects like production, promotion, pricing etc. This gives result in
co-operative decision making process.

6. Grid training:
It is a continuous and phased programme lasting for six years. It
includes phases of planning development, implementation and
evaluation. The grid takes into consideration parameters like concern
for people and concern for people.

7. Lectures:
This will be a suitable method when the numbers of trainees are quite
large. Lectures can be very much helpful in explaining the concepts
and principles very clearly, and face to face interaction is very much
possible.

8. Simulation:
Under this method an imaginary situation is created and trainees are
asked to act on it. For e.g., assuming the role of a marketing manager
solving the marketing problems or creating a new strategy etc.

9. Management education:
At present universities and management institutes gives great
emphasis on management education. For e.g., Mumbai University has
started bachelors and postgraduate degree in Management. Many
management Institutes provide not only degrees but also hands on
experience having collaboration with business concerns.
10. Conferences:
A meeting of several people to discuss any subject is called conference.
Each participant contributes by analyzing and discussing various
issues related to the topic. Everyone can express their own view point.

Q. Evaluate the contribution of Taylor to the development of

management thoughts

Frederick W. Taylor (1856-1915), developer of scientific management. Scientific

management (also called Taylorism or the Taylor system) is a theory of
management that analyzes and synthesizes workflows, with the objective of
improving labour productivity. The core ideas of the theory were developed by
Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his
monographs, Shop Management (1905) and The Principles of Scientific
Management (1911).
PRINCIPLES OF SCIENTIFIC MANAGEMENT
1. Replacing rule of thumb with science
2. Harmony in group action
3. Co-operation
4. Maximum output
5. Development of workers
Taylor’s contribution can be summed up as under:
1. Application of scientific principles to the problems of management.

2. “He was the first to state that it was the duty of management to tell
the workers what was expected of them” — Haimann.
 3. “He was the first to specify the way in which the job is to be
performed” —Haimann.

4. Ushering in of mental revolution on the part of employers and

employees both.

5. He was the first man in the history of management thought to use

systematic experiments of time and motion study.

6. Planning of work separated from its execution was first introduced

by him.

7. “Functional foremanship” concept was first coined and introduced

by Taylor in management thought.

Q. Explain the essential qualities of a HR Manager

According to Henri Fayol, an HR manager should possess

human relations skills much more than other managerial skills.
He divided the qualities needed by an HR manager into these
categories:
i. Physical-health, vigor, address;
ii. Mental-ability to understand and learn; judgment, mental
vigor, and also adaptability;
iii. Moral-energy, firmness, willingness to accept, responsibility,
initiative, loyalty, tact, dignity;
iv. Educational-general acquaintance with matters not belonging
exclusively to the function performed;
v. Technical-peculiar to the function; and
vi. Experience-arising from the work.
8 Key Qualities of an HR Manager
 Sympathetic Attitude
 Quick Decisions
 Integrity
 Patience
 Formal Authority
 Leadership
 Social Responsibility
 Good Communication Skills

Q. Importance of E recruitment on the present scenario

 E-Recruitment is a online recruitment where the
recruitment is done through Electronic resources. E-
Recruitment is also known as Internet recruitment.
 The Process of e-recruitment involves the elimination of
ineligible and unsuitable candidates through automation
process. There are resume scanners that filters
automatically online and provides the right candidates to
the employers.
 E-Recruitment is a cost-effective online recruitment. It is
useful when there is sudden shortage of skilled manpower
 and also if the company bags a new contract, and if it wants
job seekers with specific skill set, mind set and tool set then
 E Recruitment is the only solution.
 In particular, E-Recruitment is the mantra for successful
recruitment in this global technology world.
 In India E-Recruitment has shown its escalation in terms of
commercial values and also in adoption by recruitment
agencies and job seekers.
 Although the old traditional resources like newspapers are
referred by job seekers, but most of the Indian companies
are also beginning to use their own websites and as well as
third party agencies as part of the solutions for recruitment.
 Indian recruitment agencies are finding online recruitment
as the most efficient and effective approach to finding
candidates, and one that is targeted to their needs and cost
efficient.

Q. Explain the significance of SWOT Analysis in an organisation

SWOT analysis is one of the most significant business tools,
which aims to assess the current situation of an organization in
order to develop business strategies to encounter competition. It
is a key element of strategic development. It helps a company to
predict its future prospects and the financial environment.
Again, it helps an organization to develop its critical and
specific decisions to plan strategic objectives. It helps
organizations to predict future difficulties or problems. Notably,
SWOT analysis can also be used in human life. It helps
individuals to get an instant view of personality or career. In
fact, SWOT analysis is a magnificent tool for appraisal both in
business and individual life.
Apart from these, there are numbers of other reasons whey an
organization uses SWOT analysis. It can be used as a tool of
problem solving, decision making, planning, brainstorm
meetings, workshop sessions, product evaluation and also
personal development planning.

Q. Why organisations prefer internal sourcing?

Internal sources include: (a) present permanent employees,(b) present

temporary/casual employees, (c) retrenched or retired employees, (d)
dependents of deceased, disabled, retired and present employees.

(a) Present Permanent Employees:

Organizations consider the candidates from this source for higher level
jobs due to:

1. Availability of most suitable candidates for jobs relatively or equally

to the external source,

2. To meet the trade union demands,

3. To the policy of the organization to motivate the present employees.

(b) Present Temporary or Casual Employees:

Organizations find this source to fill the vacancies relatively at the lower
level owing to the availability of suitable candidates or trade and
pressure or in order to motivate them on the present job.

(c) Retrenched or Retired Employees:

Generally a particular organization retrenches the employee due to lay-

off. The organization takes the candidates for employment from the
retrenched from the retrenched employees due to obligation, trade union
pressure and the like. Sometimes the organizations prefer to re-employ
their retired employees as a token of their loyalty to the organization or
to postpone some inter-personal conflicts for promotion etc.

(d) Dependents of Deceased, Disabled, Retired and Present

Employees:

Some organizations with a view to developing the commitment and

loyalty of not only the employee but also his family members and to
build up image provide employment to the dependents of deceased,
disabled and present employees. Such organizations find this source as
an effective source of recruitment.

Why do organizations prefer Internal Sources?

Organizations prefer this source to external source to some extent for the
following reasons:

(a) Internal recruitment can be used as a technique of motivation.

(b) Morale of the employees can be improved.

(c) Suitability of the internal candidates can be judged better than the
external candidates as “known devils are better than unknown
angels.�

(d) Loyalty, commitment, a sense of belongingness, and security of the

present employees can be enhanced.

(e) Employees’ psychological needs can be met by providing an

opportunity for advancement.

(f) Employees’ economic needs for promotion, higher income can be

satisfied.

(g) Cost of selection can be minimized.

(h) Cost of training, induction, orientation, period of adaptability to the

organization can be reduced.

(i) Trade unions can be satisfied.

(j) Social responsibility towards employees may be discharged.

(k) Stability of employment can be ensured.

Q. Explain steps in Job analysis process?
Q. Describe Manpower planning Process

Manpower Planning: it’s Definition, Process and Affected

Factors!
According to Gorden MacBeath, manpower planning involves two
stages.The first stage is concerned with the detailed “planning of
manpower requirements for all types and levels of employees
throughout the period of the plan,” and the second stage is concerned
with “planning of manpower supplies to provide the organisation with
the right types of people from all sources to meet the planned
requirements.”
Q. Describe steps in selection process

Explain the above steps in your own words

 Section C
7 Marks
Q. Describe the qualities and competencies of HR Manager
Qualities of HR Manager

i. Physical-health, vigor, address;

ii. Mental-ability to understand and learn; judgment,
mental vigor, and also adaptability;
iii. Moral-energy, firmness, willingness to
accept, responsibility, initiative, loyalty, tact, dignity;
iv. Educational-general acquaintance with matters not
belonging exclusively to the function performed;
v. Technical-peculiar to the function; and
vi. Experience-arising from the work.

8 Key Qualities of an HR Manager

 Sympathetic Attitude
 Quick Decisions
 Integrity
 Patience
 Formal Authority
 Leadership
 Social Responsibility
 Good Communication Skills
key competencies for corporate HR managers
1. Capacity for integration
2. Capacity to work with diverse teams
3. Flexibility
4. Persuasion/Capacity to influence
5. Trust/Integrity

Q. Advantages and Disadvantages of Human resource planning

Advantages
 The required number of staff shall be recruited at each level in the
hierarchy.
 Staffing requirements can be better balanced and movement of
staff can be made easier by manpower planning.
 Areas of high labour turnover are highlighted in manpower
planning.
 Implications of changes in recruitment, promotion and succession
plans are foreseeable.
Disadvantages
 Detailed records are needed plus expensive clerical staff
 Problems of forecasting changes, especially in technological and
Government policy areas
 Manpower planning can be uncertain even for at few years ahead.
Particularly, in a dynamic business situation it is really difficult to
foresee the future with maximum accuracy.
Q. Draft a job description for the position of a lecturer of an
MBA college
Q. Discuss about employee mobility and its types
Workforce mobility or employee relocation refers to the processes
involved in the transfer of employees or potential employees from one
location to another.
• Internal mobility – the lateral or vertical movement (promotion,
transfer, demotion) of an employee within an organization
• External mobility – employees may leave the organization for
reasons such as better prospects, retirement, termination, etc
Internal mobility
• Promotion: Employee movement from current job to another
(vertical movement) that is higher in pay, responsibility and/or
organization level is known as “promotion”. Promotion has
powerful motivational value as it compels an employee to utilize
his talents fully, and remain loyal and committed to his or her job
and the organization.
• Promotion brings enhanced status, better pay, increased
responsibilities and better working conditions to the promotee.

• Transfer: A transfer is a change in the job (accompanied by a

change in the place of the job) of an employee without a change in
responsibilities or remuneration

• Demotion: Employee movement that occurs when an employee is

moved from one job to another that is lower in pay, responsibility
and/or organization level is called demotion. It affects the status,
pride, career and income of the employee.

External mobility:
 • Separation: It is situation when the service agreement of
employees with the organization comes to an end and employee
leaves the organization.

Forms of separation:
• Retirement
- Compulsory
- Voluntary (golden handshake)
• Resignation
• Layoffs
• Retrenchments
• Dismissal

Q. Discuss about employee Separation and its types

• Separation: It is situation when the service agreement of
employees with the organization comes to an end and employee
leaves the organization.

Forms of separation:
• Retirement
- Compulsory
- Voluntary (golden handshake)
• Resignation
• Layoffs
• Retrenchments
• Dismissal
Explain all
Q. Discuss methods of employee training

Methods of Training: On-the-job Training Method and Off-

the-Job Methods!
Management development is a systematic process of growth and
development by which the managers develop their abilities to manage.
It is concerned with not only improving the performance of managers
but also giving them opportunities for growth and development.

There are two methods through which managers can improve their
knowledge and skills. One is through formal training and other is
through on the job experiences. On the job training is very important
since real learning takes place only when one practices what they have
studied.

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But it is also equally important in gaining knowledge through

classroom learning. Learning becomes fruitful only when theory is
combined with practice. Therefore on the job methods can be balanced
with classroom training methods (off-the-job methods).

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is
placed on a specific job and taught the skills and knowledge necessary
to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.
ADVERTISEMENTS:

2. It is a less expensive method.

3. The trainee is highly motivated and encouraged to learn.

4. Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:
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This training method involves movement of trainee from one job to

another gain knowledge and experience from different job
assignments. This method helps the trainee understand the problems
of other employees.

2. Coaching:
Under this method, the trainee is placed under a particular supervisor
who functions as a coach in training and provides feedback to the
trainee. Sometimes the trainee may not get an opportunity to express
his ideas.

3. Job instructions:
Also known as step-by-step training in which the trainer explains the
way of doing the jobs to the trainee and in case of mistakes, corrects
the trainee.

4. Committee assignments:
A group of trainees are asked to solve a given organizational problem
by discussing the problem. This helps to improve team work.
5. Internship training:
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Under this method, instructions through theoretical and practical

aspects are provided to the trainees. Usually, students from the
engineering and commerce colleges receive this type of training for a
small stipend.

2. Off-the-job Methods:
On the job training methods have their own limitations, and in order
to have the overall development of employee’s off-the-job training can
also be imparted. The methods of training which are adopted for the
development of employees away from the field of the job are known as
off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:
Usually case study deals with any problem confronted by a business
which can be solved by an employee. The trainee is given an
opportunity to analyse the case and come out with all possible
solutions. This method can enhance analytic and critical thinking of an
employee.

2. Incident method:
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Incidents are prepared on the basis of actual situations which

happened in different organizations and each employee in the training
group is asked to make decisions as if it is a real-life situation. Later
on, the entire group discusses the incident and takes decisions related
to the incident on the basis of individual and group decisions.

3. Role play:
In this case also a problem situation is simulated asking the employee
to assume the role of a particular person in the situation. The
participant interacts with other participants assuming different roles.
The whole play will be recorded and trainee gets an opportunity to
examine their own performance.

4. In-basket method:
The employees are given information about an imaginary company, its
activities and products, HR employed and all data related to the firm.
The trainee (employee under training) has to make notes, delegate
tasks and prepare schedules within a specified time. This can develop
situational judgments and quick decision making skills of employees.

5. Business games:
According to this method the trainees are divided into groups and
each group has to discuss about various activities and functions of an
imaginary organization. They will discuss and decide about various
subjects like production, promotion, pricing etc. This gives result in
co-operative decision making process.

6. Grid training:
It is a continuous and phased programme lasting for six years. It
includes phases of planning development, implementation and
evaluation. The grid takes into consideration parameters like concern
for people and concern for people.
7. Lectures:
This will be a suitable method when the numbers of trainees are quite
large. Lectures can be very much helpful in explaining the concepts
and principles very clearly, and face to face interaction is very much
possible.

8. Simulation:
Under this method an imaginary situation is created and trainees are
asked to act on it. For e.g., assuming the role of a marketing manager
solving the marketing problems or creating a new strategy etc.

9. Management education:
At present universities and management institutes gives great
emphasis on management education. For e.g., Mumbai University has
started bachelors and postgraduate degree in Management. Many
management Institutes provide not only degrees but also hands on
experience having collaboration with business concerns.

10. Conferences:
A meeting of several people to discuss any subject is called conference.
Each participant contributes by analyzing and discussing various
issues related to the topic. Everyone can express their own view point.