Q-1

Discuss the impact of Globalization on HR?

A-1

Globalization is a term in business that refers to the integration of an organization's operations,

processes and strategies into diverse cultures, products, services and ideas. Because of its emphasis on
diversity, globalization also has a deep impact on the way companies manage their employees.
Understanding the impact of globalization on human resources can help managers to better equip their
organizations for the increasingly global business environment.

1. Diversity RecruitmentWith the rise of globalization, companies of all sizes are now interacting with customers and
stakeholders from diverse cultures, languages and social backgrounds. In response, many
human resources managers seek to hire employees from equally diverse backgrounds.
Companies engaging in this diversity recruitment recognize the value of having people on staff
that their customers can relate to, and they know that having a team of diverse people contributes
to the range of ideas and influences within the organization.

2. Greater Emphasis on Training

Similar to professional development, a greater emphasis on training has resulted because of
globalization in human resources management. Training, however, tends to be focused on the
needs and professional competencies of groups of employees within the organization. The
company might, for instance, host language classes to give its call center staff an edge in
telephone sales. It might also teach its employees how to use a new global software platform.
This emphasis on training seeks to give the company a competitive edge in the global
marketplace by honing the employees' diversity emphasis.

3. Push for Professional Development

A further effect of globalization on HR management is a push for professional development.
Professional development is concerned with providing employees opportunities to achieve their
career-related goals. Some organizations provide resources for their employees to earn a
university degree, others send their employees to conferences or networking events and training
days. Professional development is important to globalization because it creates a win-win
situation. The employees feel as though the organization is concerned with providing a range of
skills and competencies for their employees. Likewise, the organization benefits from the added
skills and connections that the employees who take advantage of professional development
programs acquire.

4. Management of Laws Across Jurisdictions

A final effect of globalization on human resources management is the need for businesses to
understand and apply the laws of many different jurisdictions to the particular business. The
federal government sets out a number of tax and labor laws that businesses operating in the
United States must comply with, but there may also be local and regional laws that apply to
companies that operate in different states or different countries. Selling products in Europe, for

example, might mean that a company has to impose a Value-Added Tax on its goods. Hiring
employees at branch locations in different locations might change the requirements on minimum
wage, tax allowances or working hours. Understanding these laws is vitally essential to the
organization because any breach of them will have a serious impact not only on the business's
financial well-being but also on its reputation.

Q-2

Define Management Development. Discuss the Off the job development methods

A-2

Definition of Management Development-

Management development is related to the development and growth of the employees in

an organisation through a systematic process.

This development is future-oriented and prepares managers for a career of valuable

contribution to the organisation.
It is concerned with the learning and development of the employees.

The methods for Off the job development are as following:

1. Simulation exercises
2. Sensitivity training
3. Conferences
4. Lectures
5. Transactional analysis

Where above methods can understand as below:

1. Simulation exercises
The popularly used simulation exercises are:

O
O

Case studyBusiness games-

Role play-

Case studies are prepared based on actual experience of the

organization.
In this method, the trainees are divided into different groups and
teams.
In this method, participants enact roles to solve problems that are
common in
real life.

O
O

Incidental methodThis method aims to develop the intellectual ability, practical

judgment and social awareness of the employees.
In basket method-

This is a method of development that simulates the aspects of a

managers job.

2. Sensitivity training
Sensitivity training or Laboratory training is a method which helps to change the
behaviour through unstructured group interaction.
Training groups (T-groups) that seek to change behaviour through unstructured group
interaction.
Provides increased awareness of others and self.
Increases empathy with others, listening skills, openness and tolerance for others.

3. Conferences
A meeting of people to discuss a topic of common interest is referred to as a conference.

4. Lectures
A lecture is the simplest technique of presenting and explaining a series of facts,
principles and concepts.

5. Transactional analysis
Transactional analysis is a theory of personality development which provides an
approach for defining and analysing the interaction between people.
The basic theory behind transactional analysis is that an individuals personality
comprises ego states.
Three ego states are:

a.)

The parent ego state

The parent ego state is characterized by a feeling of superiority and

authority.
b.)

The child ego state

The child ego state includes all those impulses that are common in an
infant.

c.)

The adult ego state

The adult ego state is objective and rational.

Q-3

Discuss the concept of HRIS. Explain the applications of HRIS in Human Resource
Management
A-3

The concept of HRIS-

An information system especially developed for the human resource management function is
called an HRISHuman Resource Information System.
HRIS is advancing using Information Technology (IT).
HRIS has become significant for decision-making and policy formulation as well as for
ensuring fairness and equity in HR policies and practices.
HRIS is a key management tool which collects, maintains, analyses and reports information
on people and jobs.
It is a system because it integrates all the relevant data and scattered way at various points in
the larger system, converts this data into meaningful conclusions or information and makes it
accessible to the persons who need it for their decisions.
HRIS includes all the HR functions of the organisation, namely, recruitment and selection,
training and development, wages and salary administration, incentives and benefits,
grievance resolution, human resource planning and succession planning.
It has three elements, namely, input, process and output.
It allows companies to cut costs and offer more information to employees in a faster and
more efficient way.
HRIS refers to software packages that address HR needs with respect to planning, employee
information access and employer regulatory compliance.
An effective HRIS provides information on anything the company needs to track and analyse
about employees, former employees and applicants.

The applications of HRIS in Human Resource Management are as belowHR needs to handle many things in an organisation including increasing numbers of
employees and different HR activities.
Different applications of an HRIS are as follow:

1.

Applicant tracking system

The purpose of this system is to give support to recruitment process and to

streamline the overall recruitment process.

2.

Training and development system

The purpose of a training and development system is to help the employees gain
new knowledge.

3.

Compensation management system

This aims at computing employee payments through an integrated payroll

system.
This compensation system normally considers employee working hours,
attendance and productivity for computing the salary of the employees.

4.

Performance management system

It tracks employee performance reviews and due dates for next reviews.

5.

Manpower planning system

It manages the employee inventory and supports several HR activities

6.

Succession planning system

It brings the identified and selected employees into the succession channel.

7.

Grievance management system

It assists the management in pre-empting employee grievance by analysing the

nature, sources and frequency of earlier grievances.

Q-4

Discuss the basic guidelines of a Disciplinary policy

A-4
The basic guidelines of a Disciplinary policy is as under:

The principal ingredients of a sound disciplinary system in organizations are:

Location of Responsibility
The responsibility of creating awareness regarding discipline is entrusted with every
individual in the organization.
In case of employee indiscipline, the line manager issues only verbal and written warnings.
In serious cases, which warrant discharge or suspension, the industrial relations officer
and other independent legal consultants need to be consulted.

Proper Formulation and Communication of Rules

The employees are expected to conform to rules and regulations, and behave in a
responsible manner.
It is essential that these rules and regulations are carefully formulated, communicated
clearly and properly documented by organisations.

Rules and Regulations should be Reasonable

The organisation policies and guidelines are formulated by employee representatives; it
is formulated in such a way that, it protects employee as well as the organisations values and
rights.

Equal Treatment
An employee should realise the consequence of his/her inappropriate behaviour and if
he/she is going against the norms or the rules.

The rule applied for a particular act of indiscipline should reflect the offence and not the
person who committed it.
Discipline should be enforced and ensured across every employee and every situation.

Disciplinary Action should be taken in Private

While the policies governing the acceptable code of conduct are communicated publicly,
the reprimand for non-compliance needs to be carried out in private.

Importance of Promptness in taking Disciplinary Action

If the action for review and reprimand is taken long after a violation of a policy/rule has
happened, it loses its positive and corrective influence.
The employees lose trust in the system and assume that the organisation lacks
commitment to it. It might even lead to resentment, which may not have developed if the
corrective action had been imposed on time.

Innocence is presumed
An individual is presumed to be innocent until he is proven to be guilty.

Get the Facts

Before taking any disciplinary action, it is important to ensure that records of the offence
and any previous warnings are reviewed closely.

Action should be taken in a Non-threatening Atmosphere

Based on appropriate evidence management can take proper action against the accused
employee.

Q-5
Suppose you have joined as an HR and you have been assigned a task to carry
out the grievance handling procedure in your organization. What according to you are
the causes of Grievance? Describe in detail the Grievance handling procedure
A-5

Causes of Grievance

If I join as an HR and a task to carry out grievance handling procedure in

organization & according to me following are the causes of grievances as I detailed
below:
1. Economic

It is a common cause which may generally arise grievances in the organization.

Under this head causes may be of Wage fixation, over time bonus, wage revision etc.
Employees may feel that they are paid less when compared to others.

2. Work environment

Under this head causes may be of Poor physical conditions of workplace, tight production
norms, defective tools and equipment, poor quality of materials, unfair rules, lack of
recognitions etc.

3. Supervision

Relates to the attitude of the supervisor towards the employee such as perceived notion
of bias, favoritism, nepotism, caste affiliations, regional feelings etc.

4. Work group

Employee is unable to adjust with his colleagues, suffers from feelings of neglect,
humiliations.

5. Miscellaneous

These include issues related to certain violations with respect to promotions, safety
methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.

The Grievance handling procedure can be treated as below:

Legality sustainable

It should be ensured by the organisation that its grievance procedure is in conformity with
the existing laws of nation.
The procedure cannot violate any of the rights of the employees guaranteed by the law.

Mutually acceptable

In order to be effective, the grievance procedure must enjoy the confidence of all the
relevant parties, i.e., the management and the unions.
It should not be like a battleground. Procedure must ensure equity, justice and openness.

Easily understandable

The grievance procedure must be reasonably simple and easily understandable.

Known to all the employees of the organisation.
If someone has some grievance, then he/she should know who is to be contacted.

Highly flexible

The grievance procedure should be flexible enough to respond to the reported grievance
quickly.
The number of stages in the grievance procedure should be kept to the minimum.

Sufficiently knowledgeable

The managers, supervisors, union leaders and others dealing with employee grievance
must be well-trained in the grievance handling procedure.

Q-6

Write short notes on the following :

a.) Concept of Employee Engagement

Employee engagement is, arguably, the most critical metric for organizations in the twenty first
century. Most, if not all, of the other key measures that reflect and drive organizational performance
(customer satisfaction, innovation, profitability, productivity, loyalty and quality) are products of
engaged, committed employees.
With decades of experience and robust global benchmarking research, Right Management defines
engagement using four definitive factors:

1. Commitment to the job and organization

2. Pride in the job and in the organization
3. Willingness to advocate the benefits and advantages of the job and organization
4. Satisfaction with the job and organization
In short, engagement can be described as the degree of employee-organization alignment.
organizations must work to understand the dynamics of employee engagement in their companies,
how those dynamics compare to informative benchmarks for improving engagement, then identify
the specific and actionable levers that will improve engagement levels.
Engagement can be complex to measure. Achieving a high level of satisfied employees may be
easier to realize, but its much harder to engage them so they are actively working to produce great
results for the organization. An accurate measure of engagement -- one that identifies both the
drivers of engagement for your organization and a solution to address behaviors and practices that
are hindering engagement -- is an essential business tool.

b.) Concept of Talent Management

Talent management refers to the anticipation of required human capital for an organization
and the planning to meet those needs. The field increased in popularity after McKinsey's 1997
research and the 2001 book on The War for Talent. Talent management in this context does not refer
to the management of entertainers.
Talent management is the science of using strategic human resource planning to
improve business value and to make it possible for companies and organizations to reach their
goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of
talent management as well as strategic workforce planning. A talent-management strategy needs to
link to business strategy to make sense.
Talent management implies that companies are strategic and deliberate in how they source,
attract, select, train, develop, retain, promote, and move employees through the organization.
Research done on the value of talent management consistently uncovers benefits in these
critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and
market capitalization. The mindset of this more personal human resources approach seeks not only
to hire the most qualified and valuable employees but also to put a strong emphasis on retention.

Evaluations
From a talent management standpoint, employee evaluations concern two major areas of
measurement: performance and potential. Current employee performance within a specific job has
always been a standard evaluation measurement tool of the profitability of an employee. However,
talent management also seeks to focus on an employees potential, meaning an employees future
performance, if given the proper development of skills and increased responsibility.
Talent management process can be defined as below: