MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

Q1. What are the objectives of human relations? Answer: Objectives of Human Relations

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A human Relations Programme thereby attempts at enhancing employee motivation and workplace morale through an improved three-way communications and through employee participation in the decision making processes. Human relations seek to emphasise 'employee' aspects of work rather than technical or economic aspects. For example while it might be in the best interest of an organization to have a employee skilled and completely proficient in one job/ set or responsibilities, todays organization provides opportunities for employees to multi-skill and acquire knowledge of new yet related jobs/responsibilities. These acts as a motivator for employees as they benefit by learning new skills / jobs and given an opportunity can perform and excel in another job. It also seeks to make employment and working conditions less impersonal. The human relations approach emphasizes policies and techniques designed to improve employee morale and job satisfaction. For example it is common place in organizations to provide for / encourage employee empowerment where-in the team brings about creative measures to reduce cost/ improve customer satisfaction. Such teams design and implement selfdriven initiatives to bring about the business result. It is believed that this is accompanied by increased employee efficiency and reduction in employee dissatisfaction. An understanding of emerging workplace human behavior can be summarized as: i) Assist the manager to develop a better realization of how his own attitudes and behaviour play a part in everyday affairs of the team and its morale; ii) Assist the manager to develop a keener sensitivity towards the team members and interpersonal dynamics iii) Partner with the managers in helping him drive the business goals and take part ownership of work challenges and how best to resolve them iv) Enable him to anticipate and prevent problems, or at least to resolve more effectively those that he cannot avoid; and v) Network with other teams with related dependencies and help resolve inter-team business impacting challenges

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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This Scope of Human Relations springs up from the problems which have many different causes and perspectives. Halloran has stated these as: Every person brings a unique set of talents, ambitions and work experience to a job. These personal attributes change over time, often as a result of the degree of success or failure the person experiences in the work world. Matching so many unique sets of personal qualities to a standardized technology can create problems. The organizational aspects of a company, such as its size, geographic location, economic health, and degree of automation, define the scope of work and the activity in each work division. These frequently arbitrary, structural definitions often cause difficulties in human relations. Innovations in technology and production methods generally require the restructuring of job roles and responsibilities. Radical changes in basic organizational structure can cause severe strains between employees and management and create intense problems in human relations. Promotion of individuals to positions of greater responsibility and authority generally creates a need for changed behaviour patterns between the new supervisors and their former peers, which in time, can create human relations problems. Inexperienced employees may not be able to perform their roles or tasks in work groups in a competent manner. The time they take to adjust can not only create problems with production schedules, but can also create particular kinds of human relations problems between them and their co-employees and supervisors.

The variety of causes of human relations problems lead to the conclusion that no one programme or single approach can create conditions for good human relations. Therefore, as shared earlier it in common for organizations and individuals in organization to constantly innovate and resolve challenges that will benefit both the organization as well as the employee.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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This helps understand the key HR objectives which can be best illustrated by understanding the functions that HR attempts to fulfil in any organization: i) Human Resource Planning estimating the need for resources in order achieve the desired business results. HR plans can be both short term/immediate as well as long term / strategic. The HR team partners with the line managers to understand the business goals and targets for the year and then together plan the HR needs in order to meet the goals. ii) Acquisition of human resources staffing the organizations with the right mix of skills and competencies at the right time. It also includes HR initiatives like promotions and internal job posting to fulfil this requirement for human resources. Staffing teams in organizations are usually a separate group of specialists who work closely with the line managers to understand the skills and competencies needed for the job and engage together to select the best talent for the open positions. iii) Training and employee development focuses on managing training activities to upgrade skills and knowledge as well as soft skills like team building and leadership. The training team is again a group of HR specialists who propose the training program and consult with the line managers to ensure that the program achieves the desired outcomes. iv) Building performance management systems focuses on the right processes to set goals for performance as individuals/teams and related measurement methods. This is a core HR activity and is supported by the HR generalist. v) Reward systems establishing appropriate compensation systems and reward mechanisms that would reward the desired outcome and results in accordance with the corporate values. This again forms a part of the HR generalists tasks. How employees progress in a organization how they are paid w.r.t. internal and external market factors, what employee benefits are offered, are some aspect that this function redresses. vi) Human Resources Information Systems that would take care of the operational transactions from the time an employee joins till the time the employee exits, like personnel files, compensation administration, payroll, benefits administration and issuing letters and testimonials. This task is supported by as separate HR operations team who act as a HR helpdesk and provide information to the employees/managers.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

Q2. Explain the need for human resource planning. Answer:

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Human Resource Planning is a mandatory part of every organizations annual planning process. Every organization that plans for its business goals for the year also plans for how it will go about achieving them, and therein the planning for the human resource: 1. To carry on its work, each organization needs competent staff with the necessary qualifications, skills, knowledge, work experience and aptitude for work. 2. Since employees exit and organization both naturally (as a result of superannuation) and unnaturally (as a result of resignation), there is an on-going need for hiring replacement staff to augment employee exit. Otherwise, work would be impacted. 3. In order to meet the need for more employees due to organizational growth and expansion, this in turn calls for larger quantities of the same goods and services as well as new goods. This growth could be rapid or gradual depending on the nature of the business, its competitors, its position in the market and the general economy. 4. Often organizations might need to replace the nature of the present workforce as a result of its changing needs, therefore the need to hire new set of employees. To meet the challenge of the changed needs of technology / product/service innovation the existing employees need to be trained or new skill sets induced into the organization. 5. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. In situations where the organization is faced with severe revenue and growth limitations it might need to plan well to manage how it will reduce its workforce. Options such as redeployment and outplacement can be planned for and executed properly.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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Q3. How can we evaluate the effectiveness of training programs conducted in organizations? Answer: An objective of training evaluation is to determine the payoff from the training investment. It focuses on the improvement of the participant in the training programme to perform jobs for which they were trained, what was effective and what was not, whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evaluation. To get a valid measure of training effectiveness, the manager should accurately assess trainee's job performance two to four months after completion of training. However this focus is not easy to establish and track in most organizations. Per Kirkpatricks study, training effectiveness of outcomes can be measured: 1. Reaction: Evaluate the trainee's reaction to the programme. Did he like the programme? Did he think it worthwhile? 2. Learning: Did the trainee learn the principles, skills and fact that the supervisor or the trainer worked them to learn? 3. Behavior: Whether the trainee's behavior on the job changed because of the training programme. 4. Results: What final results have been achieved? Did he learn how to work on machine? Did scrap page costs decrease? Was turnover reduced? Are production quotas now being met? etc., Structured interviews with the immediate supervisor of the trainees are acceptable methods for obtaining feedback in training. The supervisor is asked to rate the former trainee on job proficiency directly related to the training objectives. Another approach is to involve the use of experimental and control groups. Each group is randomly selected, one to receive training (experimental) and the other not to receive training (control). The random selection helps to assure the formation of groups quite similar to each other. Measures are taken of relevant indicators of success (e.g. words typed per minute, units of work produced per hour etc.) before and after training for both groups. If the results shown by the experimental group are significantly greater than those of the control group, the training can be considered as successful.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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Another common method is the longitudinal or time series analysis. A series of measurements are taken before the programme begins and continues during and post completion of the programme. The results are then plotted on a graph to ascertain changes if any, have occurred and continue to remain as a result of the training investment that was made. In addition, pre-andpost tests are administered to the training groups. Prior to the training, a test related to the training material is applied, and the results of this pre-test are compared with results on the same or similar test administered after the programme has been completed.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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Q4. Assume yourself as an HR Manager. You have been given the responsibility of promoting the rightful employees. For this, performance appraisal of the employees must be carried out. What appraisal method would you choose? Justify. Answer: Ideally every individual in any organization needs to be appraised. The appraisal system should be able to take care of this, and it shall also meet the needs and the objectives of the organization meet. On broad way to categorise, the type of appraisal template used to assess performance, focuses on what the organization wishes to measure: Trait-based Appraisal: is used to assess personality or personal characteristics, loyalty, communication skills, level of initiative, decision making etc. This is common in companies that are in the business of service, and customer satisfaction. While it is difficult to define the criteria accurately, rater/manager bias is high, and as the focus is on personal attributes providing feedback is a challenge. Behavior-based Appraisal: focuses on the appraisal of what an employee doeson the job. It evaluates behavior and measures what an employee should do differently. This is common in customer facing organizations, like the hospitality / NGO companies. As the focus is on the assessment of behavior rater/manager bias remains a challenge here as well. Results-based Appraisal: measures objective results of work. The focus is on the outcome/deliverables from the job, and this alone serves as the measure for success. It may not be possible to use in jobs which depend on team work or where the job is service / support based.

Most organizations use a combination of trait, behavior and results in their appraisal systems as all three are important. It provides for a holistic and fair assessment of the individual. Assuming myself as a HR Manager. I chose the 360-degree feedback method of Appraisal. The reasons are 360 feedback is one of the more common business improvement techniques used in modern organizations, especially for building stronger teams. This annual performance appraisal method depends upon having a manager/appraiser interviewing peers, colleagues, supervisors and managers of the person being appraised for feedback relating to the employee.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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An employee is assessed based on technical elements as well as their behavior & character throughout the time period. This level of subjectivity means that a broader range of assessments feed into evaluating each employees performance. The use of off-line/online business systems to create the various feedback forms becomes a necessity. Example: This performance appraisal method is popular in consultancy houses and companies where individuals work on several different projects. Employees who move from project to project wont have set supervisors for long periods of time so more rounded & all-inclusive types of performance appraisal methods are required. Benefits of this technique:

Does away with the danger of one bad appraisal affecting an employees promotion opportunities. Highly effective for organizations where employees are involved in several projects, responsibilities or roles. Staff performance appraisal comments can come from several managers and supervisors of your employee.

In comparison to other types of performance appraisal methods:

360 feedback reduces the danger of employees being appraised badly due to only having one assessor. This is a common flaw seen in both the management by objectives method and the rating scale methods.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

Q5. What are the objectives of job evaluation? Answer:

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The decision to measure or rate jobs should only be made with the intent to reach certain objectives which are important to both management and the employee. Although there are many side benefits of job evaluation, the purpose is to work towards a solution of the many wage and compensation related administrative problems which confront the industry. The belowmentioned are some of the important objectives of a job evaluation programme: 1. Establishment of sound salary differentials between jobs differentiated on the skills required. 2. Identification and elimination of salary-related inequities. 3. Establishment of sound foundation for variable pay such as incentive and bonus. 4. Maintenance of a consistent career and employee growth policy/ guidelines. 5. In organizations with active unions, creation of a method of job classification, so that management and union officials may deal with major and fundamental wage issues during negotiations and grievance meetings. 6. Collection of job facts a) Selection of employees b) Promotion and transfer of employees c) Training of new employees d) Assignment of tasks to jobs e) Improving working conditions f) Administrative organization, and g) Work simplification. There are many established methods to carry out job evaluation in a scientific manner. A fourfold system of classifying evaluation systems is presented here. Two are described as nonquantitative and two as quantitative. 1. Non-quantitative evaluation measures, a. The ranking system. 2. Quantitative evaluation measures. a. The point system. b. The factor-comparison system. b. The job-classification system.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

Q6. Why is it important to handle grievances carefully? Answer:

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What might happen if an organization does not provide some method by which a employee can voice his complaints and obtain a explanation? The employee will be unhappy, his productivity is impacted, he openly begins to share his discontent with not just his colleagues but also outsiders, friends, relatives, maybe even customers and vendors. Just as the employee has all the right to voice a grievance, as employer (or the management) owes it to the employee to respond suitably to the grievance. It is but commonsense that the resolution of a problem rests on management. The earliest and clearest opportunity for issue resolution is found at the first stage, before the grievance has left the jurisdiction of the manager. For this reason, many firms have specifically trained their managers on how to handle a grievance or complaint properly. If the dispute or grievance constitutes a managerial problem it can often be resolved by the manager himself with the help of the HR team. The following steps discuss how a grievance can be redressed: 1. Receiving the grievance: The manner and attitude with which the manager receives the complaint of grievance is important. The basic premise is that the manager should at the outset assume that the employee is fair in presenting his/her opinion/complaint. The complaint should not be prejudged on the basis of past experience with this or other employees. When a employee approaches the manager with a issue the manager needs to make himself available to listen it all out and provide him/her the undivided attention. Research confirms that managers who were more task-oriented, as contrasted with managers who were more people-oriented, tended to experience a significantly higher number of grievances being filed in their units. 2. Reviewing the grievance: Once a complaint is received all facts supporting the issue needs to be gathered. Proper record keeping such as performance ratings, job ratings, attending records, and suggestions are reviewed. In addition, with the increasingly legal implications of modern labour-management relations, the manager should keep records on each particular grievance. All action taken, discussions with the employee, summary and what is agreed to all of it needs to be recorded.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

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MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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3. Analysis and decision: With the problem defined and the facts in hand, the manager must now analyze and evaluate them, and come to some decision. It is important for the manager to involve others in the process to ensure that it is fair and is the best solution. The manager must include the views of his own manager as he might not be aware of all the implications of the problem and its resolution. Involving HR too is a recommended process in all organizations. HR can then seek finance or legal counsel if required, before any decision is taken. All involved in the decision making process need to be aware that the decision may create an undesirable precedence within the department as well as the company. 4. Response: Often it might not be possible to provide a positive resolution to the problem. If the solution decided is adverse to the employees views, attention needs to be given to the method of communication. Employees dislike managers who will take no stand, good or bad. Clearly communicating the message and sharing as much information as possible about the decision making process helps in establishing credibility to the process used to make the decision. The manager can also invite HR or his manager to sit-in on the conversation with the employee. As far as possible this should happen in a face-to-face meeting. In the event an employee wishes to take the appeal beyond to the next stage of the procedure he must be allowed to do so. The manager must have the opportunity to explain his decision to the other members so they can take a well-informed decision. 5. Follow up: The objective of the grievance procedure is to resolve a disagreement between an employee and the organization. Open communication is important for this process. The purpose of phase is to determine whether the employee feels that the problem has been sufficiently redressed. If follow up reveals that the case has been handled unsatisfactorily, then redefinition of the problem, further fact-finding, analysis, solution and follow up are required. At this stage the manager can step aside and allow someone else in a position of authority like the HR or the managers manager to lead the process and close it.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

11

MASTER OF BUSINESS ADMINISTRATION - SEMISTER -1 MB0043 HUMAN RESOURCE MANAGEMENT

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Among the common errors of management encountered in the processing of grievances are: 1. Lack of in-depth review of the issue and its facts; 2. Expressing policy/management opinion prior to the time when all pertinent facts have been discovered; 3. Failing to maintain proper records; 4. Resorting to authoritative orders rather than having open conversations with the employee; and 5. Watch out if making exceptions / setting a precedence which could then become a rule.

SMU Roll No. 571111211 (ASHA JYOTHI SAJJA)

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