CH 3 (P 22) Developing HR:Concept (Human Resource Development)

Concept of HRD

• A set of systematic and planned activities (of training and development, career development, Performance management and organizational development ) designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands, to improve individual, group and , organizational effectiveness. 
• HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization". HRD includes the areas of training and development, career development, and organization development. 
• Ideally, well-developed and well-implemented HRD systems are integral to the company’s strategic plan and benefit both the employee and the company. Byrne, (1999)
•  HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. 
• Organizations use HRD to initiate and manage change. 
• HRD ensures a match between individual and organizational needs.

The Primary Functions of Human Resource Development

HRD can be a stand-alone function or a part of function within human resource department, human resource wheel. It is established when there are greater diversities in the workforce, more people involved in knowledge work, greater expectations in meaningful work and employee involvement, and shifts in nature between employees and organizations (Pat Mclagan). Related to human resource wheel, primary functions of human resource development have been identified as follow:

                           

Individual Development (Training and development): 

• Training involved providing the employees the knowledge and skills needed to do a particular task or job. Development involved preparing for future work responsibilities and increasing capacities of employees to perform their current jobs.
•  It can be said that training and development focuses on changing or improving the knowledge, skills, ability, and attitudes of the individual and to satisfy the current and future needs of the organization. The shape of training can be in the form of employee orientation, counseling, skills and technical training programs, or management training and development programs.
• It is a subsystem of an organization. It ensures that randomness is reduced or standardization is maintained and learning or behavioral change takes place in structured format.
• Nadler and Nadler (1989:4) training was defined as “learning provided by employers related to the present job” and development was defined as “learning for growth of the individual but not related to a specific present or future job”.

Organizational development (Change management): 

• Change management incorporates the organizational tools, process, skills, and principles that can be utilized to help individuals make successful personal transitions resulting in the realization and adoption of change.
• Change management aims to encourage organizations and individuals to deal effectively with the changes taking place in their work.
• Change to the organization is ultimately going to be impacting one or more of the following four parts of how the organization operates: Processes, Systems, Organization structure, and Job roles.
• Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and tolerance are required to help people in these situations to see things differently.
• It comprises of micro and macro changes. Micro changes are directed at individuals; small groups, or teams, whereas macro changes are intended to improve the effectiveness of the organizations.

Career Planning / development:

• It involves two-distinct process, career plan and career management. Career planning involves activities performed by individuals with the assistance of counselors or others in order to assess their skills and abilities in establishing realistic career plan. Career management involves taking necessary steps to achieve that plan, and it mainly focus on what organizations can do to foster career development.  
• It ensures that staffs have clear direction and goals. So that they are more likely to be satisfied in their job and this could mean less staff turnover in business. Career planning is essential to retain the good staff the organization already have.
• When you organize or support career planning, you give staff a clear message that you support their employment advancement within your organization. By helping people to plan career choices that are realistic and suitable, you are offering them the opportunity for future satisfaction within your business and you significantly lower the risk of them leaving.

Performance Improvement (Performance Management)

• Performance improvement is the concept of measuring the output of a particular process or procedure, in department, groups, teams and individuals, then modifying the process or procedure to increase the output, increase efficiency, or increase the effectiveness of the process or procedure to ensure that goals are consistently being met.
• The term "Performance Management" is often used in two contexts:
• A way of maximizing performance of an individual, team or organization
• A process for dealing with under performing individuals (or teams)
• It informs the organization about their strengths and weaknesses of process and procedures or system used by individuals, groups, and teams. It advises them about how to increase their strengths and how to remove their weaknesses.

CH 2 (P 21): Case Study

CH 2 (P 20): Meeting HR Requirements: Questions to review

CH 2 (P 19)Meeting HR Requirements: Placement

Placement:

• Placement is the determination of the job to which an accepted candidate is to be assigned.
• It is important aspect of selection process of placing right man on the right job.
• Placement is the actual posting of an employee to a specific job it involves assigning a specific rank and responsibility to an employee.
• The placement decisions are taken by the line manager after matching the requirements of job with the qualifications of a candidate. (selection process feedback)
• Most organizations put new recruits on probation for a given period of time after which their services are confirmed.
• During this period, the performance of the probation is closely monitored.
• A worker should be place in a position where there is full used of strengths, and weaknesses become meaningless.

Classification Placement 

• Its objective is to bring match between individual and jobs. 
• It is used when jobs are sequential and pooled.
• Assessment classification model and employee placement is used to match characteristics of individual with those of job subgroups.
• Selected employees are place in a specific sub groups after there is a match between the characteristic of the individual with those of the subgroups.

Differential placement

•  If the new recruit fails to adjust himself to the job and turns out poor performance the organization may consider his name for placement elsewhere. Such second placement is called differential placement 
• Usually the employees’ supervisor in consultation with the higher levels of line management takes decisions regarding the future placement of each employee.

Placement is an important human resource activity. If neglected it may create employees adjustment problems leading to absenteeism, turnover accidents poor performance etc. He/ She may quit the organization in frustration complaining bitterly about everything.

CH 2 (P 18): Meeting HR Requirements: Orientation

Induction/ Orientation:

• Orientation or induction is the task of introducing the new employees to the organization and its policies, procedures and rules. A typical formal orientation program may last a day or less in most organizations. 
• Most orientation program includes two components: Broad, general property orientation and a specific job orientation.
• In the general property orientation, company history and culture is clarified, company policies and procedures that pertain to all employees are explained.
• In specific job orientation employees are familiarize with his/ her specific job responsibilities and the work environment. 
• It also covers more routine things a newcomer must learn such as the location of the rest rooms, break rooms, parking spaces cafeteria etc. 
• Lectures handbook, films, and group seminars, are also provided to new employees so that they can settle down quickly and resume the work.
• In some organizations all this is done informally by attaching new employees to their seniors who provide guidance on the above matters. 

CH 2 (P 17): Meeting HR Requirements: Selection

Selection:

• Selection is the process of choosing from those available individuals who are most likely to perform successfully in a job.
• Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people.

Role of selection is important for organization success of two reasons:

• Work performance depends on selection of capable individuals
• Cost of wrong candidate selection is very high.

Selection process:

• Reception of application:
• Application Sorting: 
• Preliminary interview: appearance and fluency in speech, why they are applying for the job, Salary etc.
• Application blank (form): the choice of questions on the form should be such that they are valid predictors of employment success or failure.
• Psychological or selection test: 
• Interview:
• Background Investigation:
• Physical examination
• Final selection by interviewers:
• Induction
• Placement

Testing and selecting employee: Selection tests and tools

• Achievement test or Proficiency Test:  Helps to measure skills and knowledge of employee. The two test carried out are job knowledge test and work sample tests.
• Aptitude or Potential Ability test: Helps to measure the ability of the candidate to learn new job or skill, reason for a problem or situation and mechanical aptitude to comfortably perform on job. 
• Personality test: helps to know the value system, emotional reactions, and characteristics of candidate.
• Interest test: Designed to discover a person’s areas of interest and kind of challenges that motivates.
• Psychomotor or skills test: (Psychomotor skills are those skills that you have done so often that you don't think about how to do them while you are doing them) helps to measure person’s ability (skills) to do a specific job. Psychomotor skills are composed of the ability to learn how to balance the physical and mental attributes in order to achieve a certain goal.
• Graphology test: Help to understand individual’s energy, spontaneity, balance and control on the basis of handwriting.
• Polygraph test: Helps to ensure accuracy of information given by the applicant. It is a lie detector machine that measures a person’s heart rate, skin response and breathing rate.

Types of employment interview

• Informal interview: when situation is urgent, not planned and there is labour shortage in the market. 
• Formal interview: more formal office environment, with well structured question in systematic way.
• Planned interview: to achieve desired objective. When interviewing follows a definite course of action, it can proceed with a minimum waste of time.
• Patterned structured interview: Are planned interview conducted to understand the personality traits, motivation and interest level of the individual. It has nothing to do with job skills.
• Non- directive interview: A nondirective interview is more general. The interviewer asks broad questions that allow the interviewee a lot of latitude in answering.
• Depth and stress interview:  stress interview is where the employer uses a succession of interviewers whose mission is to intimidate the candidate and keep him/her off-balance. The purpose of this interview: to find out how the candidate handles stress and exhaustive analysis of the particular subject.
• The group interview (discussion): Done to discover the leadership potential and how their views are accepted by other members.
• Panel or board interview:  A group of interviewers interviews an applicant, suitable of managerial job applicants, due to cost associated with the interview.

Unit 2( P 16) Meeting HR Requirements:Recruitment

Recruitment

1. Recruitment is the discovering of potential candidates for actual or anticipated organizational vacancies.
2. It is the process of finding qualified people and encouraging them to apply for work with the firm.
3. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.
4. The main objective of the recruitment process is to expedite the selection process.

Sources and Methods of Recruitment:
Internal sources and method:

1. Sources:
• Promotions:
• Transfers
• Former employees( rehire and recalls): temporary laid-off, retired employees, and people who left company for some reasons
• Previous applicants:
2. Methods
• Inter job posting:
• Employee referral programs:
• HR inventories:

External sources and Methods

1. Sources:
• Raiding:
• Headhunting:
• Casual Application:
• Candidates of present employees’ reference:
• Educational institute
• Employment agency
• Labour unions
• Job fair
2. Methods:
• Advertisement: TV, newspaper
• E-recruiting:  online skill assessment, conducting background checks, video conferencing interview etc.

Recruitment process:
Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews. This process requires many resources and time. Steps to be involved in the process of recruitment process are:

1. Identify vacancy
2. Job description and person specification
3. Advertising the vacancies
4. Managing the response
5. Short-listing
6. Arranging interviews
7. Conducting interview and decision making

Unit 2( P 15) Meeting HR Requirements: Job: Analysis, Description, Specification

Job Analysis:

1. Job analysis is the formal process of identifying the content of a job in terms activities involved and attributes needed to perform the work and identifies major job requirements.
2. The main purposes of conducting job analysis is to prepare job descriptions and  job specifications and job evaluation which in turn helps hire the right quality of workforce into an organization. The general purpose of job analysis is to document the requirements of a job and the work performed.
3. It is a systematic procedure for gathering, documenting, and analyzing information about the content, context, and requirements of the job. It demonstrates that there is a clear relationship between the tasks performed on the job and the competencies required to perform the tasks.

Advantages of Job Analysis:

1. Job analysis helps at the time of recruitment and selection of right man on right job.
2. It helps to understand extent and scope of training required on the job.
3. It helps in evaluating the job in which the worth of the job has to be evaluated.
4. To avoid overlapping of authority- responsibility relationship so that distortion in chain of command doesn’t exist.
5. It also helps to chalk out the compensation plans for the employees.
6. It also helps to undertake performance appraisal effectively in a concern.

Job Description:

1. A job description sets out the purpose of a job, where the job fits into the organization structure, the main accountabilities and responsibilities of the job and the key tasks to be performed.
2. Job description is an organized factual statement of job contents in the form of duties and responsibilities of a specific job. The preparation of job description is very important before a vacancy is advertised. It tells in brief the nature and type of job. This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as:
• Title/ Designation of job and location identification in the concern.
• The nature of duties and operations to be performed in that job.
• The nature of authority- responsibility and relationships.
• Reporting responsibilities: who is the immediate boss of the job holder? 
• Relationship of that job with other jobs in a concern.
• Subordinates; who reports directly to the job holder?
• Term of employment
• The provision of physical and working condition or the work environment required in performance of that job.

Advantages/ Importance of Job Description:

1. It helps the supervisors in assigning work to the subordinates so that he can guide and monitor their performances.
2. It helps in recruitment and selection procedures.
3. It assists in manpower planning.
4. It is also helpful in performance appraisal.
5. It is helpful in job evaluation in order to decide about rate of remuneration for a specific job.
6. It also helps in chalking out training and development programmes.

Job Specification :

1. The job specification describes the personal requirements you expect from the employee. Like the job description, it includes the job title, which the person reports to, and a summary of the position. However, it also lists any educational requirements, desired experience and specialized skills or knowledge required. Include salary range and benefits. Finish by listing any physical or other special requirements associated with the job, as well as any occupational hazards.
2. It is a statement which tells us minimum acceptable human qualities which helps to perform a job. Job specification translates the job description into human qualifications so that a job can be performed in a better manner. Job specification helps in hiring an appropriate person for an appropriate position. The contents are 
• Educational qualifications for that title
• Physical and other related attributes
• Physique and mental health
• Special attributes and abilities
• Maturity and dependability
• Relationship of that job with other jobs in a concern.

Advantages of Job Specification :

1. It is helpful in preliminary screening in the selection procedure.
2. It helps in giving due justification to each job.
3. It also helps in designing training and development programmes.
4. It helps the supervisors for counseling and monitoring performance of employees.
5. It helps in job evaluation.
6. It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees.

Job Evaluation:

1. Job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure.
2. Job Evaluation is a technique to rank jobs in an organization on the basis of the duties and responsibilities assigned to the job.  The job evaluation process results in a job being assigned to a pay grade.  The pay grade is associated with a pay range that is defined by a minimum and a maximum pay rate.
3. The objective of job evaluation is to determine which jobs should get more pay than others. 

Advantages of job evaluation:

1. It offers a systematic procedure for determining the relative worth of jobs. Jobs are ranked on the basis of rational criteria such as skill, education, experience, responsibilities, hazards, etc., and are priced accordingly.
2. Employees as well as unions participate as members of job evaluation committee while determining rate grades for different jobs.
3. An unbiased job evaluation tends to eliminate salary inequities by placing jobs having similar requirements in the same salary range.
4. Helps in the evaluation of new jobs.
5. Harmonious relationship between employees and manager
6. Understand the relative value of new jobs in a concern.

Information associated with a job analysis can be gained from the following sources:

1. Supervisor/manager of the proposed/established position,
2. The current incumbent (or a staff member who has undertaken the duties in the past),
3. Team members of the proposed/established position,
4. A staff member from another work area with a similar position,
5. Managers who employ similar positions,
6. Performance plans and key performance indicators of current incumbent
7. Workforce plans,
8. Program timetables or customer feedback forms

Questions to Review:

1. Write a job description and job specification of a Human Resource Manger.
2. Job analysis is not a one time process, it needs to revised continuously. Clarify.

Unit 2( P 14) Meeting HR Requirements: HRIS, HRI, Succession Planning

Human Resource Information System:

• HRIS is a data base device for systematically tracking HR information. It is designed to collect, analyze, store, retrieve, and disseminate information about jobs and employees. It is computer based system developed form employee and pay-roll records.
• HRIS is a systematic procedure for collecting, storing, maintaining, retrieving, and validating data needed by an organization about its HR. It is part of the organization MIS. It has huge areas of applications.
• HRIS is the data base in which organization collects, maintains, analyzes, and reports information on people and jobs.
• HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. 
• Thus, HRIS refers to application software, which is part of organization MIS. It is designed to collect, analyze, store, retrieve, and disseminate information about jobs and employees. It allows companies to cut costs and offer more information about employees in a faster and more efficient way.

It contains the following data about each employee:

1. Personal Data module  
• Identification particulars 
• Educational particulars 
• Technical qualification, if any 
• Special skills, if any 
• Earlier experience 
• Special privileges category, such as:  ex-serviceman, handicapped, scheduled caste/ scheduled tribe, etc. if any 
2. Recruitment module 
• Date of recruitment 
• grading in aptitude tests 
• grading in leadership tests 
• Overall grading 
• Job preferences and choices, if any 
3. Job Experience module  
• Placement history 
• Grade promotions 
• Tasks performed grade-wise 
• Significant contribution, etc. 
4. Performance Appraisal module  
• Performance appraisal at each job held 
• Job experience evaluated in the light of job description 
• Communication rating of inter-personal relationships 
• Ratings of behaviors in a group 
• Commitment to corporate goals, etc. 
5. Training and Development module  
• Nature of training received at each level 
• Individual’s evaluation of effectiveness of training 
• Current training assignment, if any 
• Future training requirements, if any 
6. Miscellaneous module  
• Record of compensation and benefits received 
• Health status 
• Personal problems calling attention, if any 
• Security needs, etc.

Importance and Uses of HRIS

1. Support in HR planning and analysis
2. Helps to maintain employee and labor relations
3. Ensuring equal employment
4. Determining compensation and benefits
5. Know the present HR development stage
6. Information regarding attendance, sick leave, health, safety, and security can be monitored

Human resource Inventory

1. HRI is a skills, ability and capacity inventory of human resources currently employed in the organization. It helps manager to know what individual employees can do. It is based on HRIS
2. The human resources of the organization are divided into managerial and non-managerial categories, the skills inventory is related with non-managerial employees and the management inventory is related with the managerial personnel.
3. The profile of the human resource inventory can provide information for identifying current or future threats to the organization's ability to perform .It is necessary for a firm to identify the current capability and skills of their employees
4. Skills inventories include: personal data, skills, special qualification, salary and job history, company data, Special preference of individual
5. Management Inventories include: personal data, career goals, promotional potential, work history, strengths, weakness, number and types of employee supervised, total budget managed, previous management duties.

Succession planning:

1. The need of good HR manager is always critical and perpetual, in consideration to situation of expansion or contraction of total workforce in an organization. Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company.
   
2. Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available
3. Succession planning is nothing more than having a systematic process where managers identify, assess and develop their staff to make sure they are ready to assume key roles within the company.
4. Succession planning assesses the likely turnover in key posts, identifies suitable candidates to fill these posts in future, and ensures that they have the right training and exposure for their future work.
5. Having this process in place is vital to the success of the organization because the individuals identified in the plan will eventually be responsible for ensuring the company is able to tackle future challenges. These "high potential" candidates must be carefully selected and then provided training and development that gives them skills and competencies needed for tomorrow's business environment.
6. Thus, it is a process of identifying, assessing and developing internal people to fill key role or business leadership positions within a company. It focuses to meet the likely turnover in key posts and to equip internal individuals with skill and competencies to meet future business environment.

Long Questions:

1. "Succession planning is a process for identifying and developing internal people to meet the future vacant manger level position". Clarify with the process.

Short Question:

1. List two importance of HRIS to the organization, which is not mentioned above.

Unit 2( P 13) Meeting HR requirements: HRP process

Human Resource Planning Process (HRPP)

• Organizational Objectives and Policies: HR plan must be derived from organizational objectives, specific requirements in terms of number and characteristics of employees. Organizational objectives are defined by the top management and the role of HRP is to sub serve the overall objectives by ensuring availability and utilization of human resources.
• Once the organizational objectives are specified, communicated and understood by all concerned, the HR department must specify its objectives with regard to HR utilization in the organization.

HR Demand Forecast: Demand forecasting is the process of estimating the future quantity and quality of people required. The basis of forecast must be annual budget and long-term corporate plan, translated into activity levels for each function and department. There are several good reasons to conduct demand forecasting

• Quantify the jobs necessary for producing a given number of goods
• Determine what staff-mix is required
• Asses appropriate staffing levels in different parts of the organization
• Prevent shortages of people
• Monitor compliance with legal requirements with regard to reservation of jobs

HR Supply Forecast: Personnel demand analysis provides the manager with the means of estimating the number and kind of employees that will be required. The next logical step for the management is to determine whether it will be able to procure the required number of personnel and the sources for such procurement. This information is provided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, internal movements and promotions, wastage and changes in hours, and other conditions of work. Reasons for supply forecast are:

• Helps quantify number of people and positions expected to be available
• Helps clarify staff mixes that will exist in the future
• Assess existing staffing levels in different parts of the organization
• Prevents shortage of people
• Monitors expected future compliance with legal requirements of job reservations

HR PROGRAMMING/ HR Plans and strategies: Once an organization’s personnel and supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employees at the right time. The need forecast and the supply forecast gap determines what strategies need to cope with the challenge of procuring the required HR for the organization. The strategies are developed in all aspects of Human resource management functions

HR PLAN IMPLEMENTATION: Implementation requires converting an HR plan into action. A series of action programmes are initiated as a part of HR plan implementation.

• Recruitment, Selection and Placement – after the job vacancies are known, efforts must be made to identify sources and search for suitable candidates. The selection program should be professionally designed.
• Training and Development – The training and development program should cover the number of trainees required and programmes necessary for existing staff
• Retraining and Redeployment – new skills are to be imparted to existing staff when technology changes
• Retention Plan – retention plan covers actions which would help reduce avoidable separations of employees.
• Downsizing – where there is surplus employee, trimming of labour force will be necessary

CONTROL AND EVALUATION: Control and evaluation represents the fifth and the final phase in the HRP process. The HR plan should include budgets, targets and standards. It should also clarify responsibilities for implementation and control, and establish reporting procedures, which will enable achievements to be monitored against the plan. The evaluation ends up in answering whether or not HRP planning was successful in selecting, retaining and developing right people to meet the organizational objective.

Long Question:

"Human Resource Planning process helps in determining right employee for future". Explain

Unit 2 (P 12) :Meeting HR Requirement: HR Planning concept and importance

"Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if they don't have the first, the other two will kill you".   Warren Buffet

Human Resource planning concepts 

• It is the process of forecasting an organizations future demand for, and supply of, the right type of people in the right number and what must be done to ensure HR with the necessary skills when they are required in future. It is a sub-system in the total organizational planning. HRP facilitates the realization of the company’s objectives by providing the right type and the right number of personnel.
• HRP is the process of assessing an organization’s human resource needs in relation to organizational goals and making plans to ensure that a competent, stable workforce is employed.
• HRP ensures that the organization knows and gets what it wants in the way of the people needed to run the business now and in the future.
• HRP ensures that organization has the right number and kinds of people, at right place, at the runtime, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall strategic objective.
• Thus, HRP is the process of forecasting an organization future demand for and supply of , the righty type of people in the right number and to ensure , what must be done to have necessary system in the total organization planning.

Importance of Human Resource planning 

1. Future HR needs: It helps to determine the future HR needs; surplus or deficiency in staff strength is the result of the absence of or defective planning.
2. Coping with change: HRP helps to cope with changes like, competitive forces, markets, technology, products, and government regulations. These changes generate changes in job content, skills demands, and number and type of personnel. 
3. Creating highly talented personnel: It helps to create pool of talented personnel by establishing different training programs according to the changing environment. HR succession planning ensures what type and when the talented personnel are required.
4. Ensure employment opportunities: The government equal employment opportunity and affirmative action’s regulations to protect the weaker sections of society is given due priority while recruiting and selecting.
5. Base for the HRM functions: HRP provide essential information’s for designing and implementing HRM functions. It is blue print that how HR will be selected and nurtured in the organization.
6. Trend of increasing investment in HR: Investment in HR is valued as one of the important aspects of employee development. HRP in this contest help to define the amount of investment to be made in order to achieve adequate return as organization has expected. 
7. Creating flexibility to change: HRP helps to define the criteria’s under which individual employees are nurtured to make them adjust to the changes coming in future.
8. Support decision making: HRP helps organization to make long term decision in the light of information of future situation of HR. It will guide organization to make more realistic and attainable goals.
9. IHRM: HRP will grow increasingly important as the process of meeting staffing needs form foreign countries and the attendant cultural, language and development considerations grow complexities while filling key jobs with foreign nationals and the re-assignment of employees from within and across national borders.

Long Question:

"Proper Human Resource planning is foundation for all  functions of HRM". Explain.

Short Question:

State any two importance of HRP, which is not mentioned above.

Unit 1 (P 11) HRM in Context: Case Study to Analyze

Journal of Human Resources Education 28 Volume 4, No. 4, Fall 2010

BUSINESS ETHICS AND HUMAN RESOURCE MANAGEMENT:

AN ETHICAL DILEMMA FOR NEW EMPLOYEES

Chris Sharp is a junior consultant with Change Technology (CT), a management consulting firm. Chris joined CT six months ago, after receiving a Bachelor’s degree in Business Administration. With limited experience in consulting, Chris was proud to land the job and survive CT’s rigorous two-month orientation and training program. Over the past few months Chris has been performing research and analysis for Sharon Spade, Managing Principle in CT’s corporate home office. Chris loves the in-house experience and new corporate contacts but is most eager to get on the road with some “real world” customer assignments. Because Chris has worked very hard, Sharon has recommended Chris for a big assignment. Today Chris will visit Colossal Engineering, a prospective client, along with Phil Pompous, Senior Consultant. Phil is CT’s biggest earner and Chris is eager to observe him in action. Chris doesn’t know too much about the sales presentation. Basically Chris is going along to observe the meeting and to do Phil’s “grunt work.”

Running to the airport, Chris bumps into Sharon. She holds the elevator door while Chris fumbles with all of the materials that Phil needs for the trip. Sharon congratulates Chris for landing the big assignment and for being assigned to Phil’s team. When Chris look puzzled, Sharon says, “Oh, didn’t Phil tell you that he is your new boss? You’ll be assigned to him permanently!” Chris mumbles that Phil sends lots of texts and voice messages, but they mainly concern tasks directly related to the sales presentation at hand. Phil did say that he would talk with Chris more during the visit to Colossal Engineering.

On the plane, Chris sits back and tries to relax but the flight is crowded with tourists and Chris is unable to calmly assess his situation with Phil. At baggage claim Phil appears, freshly scrubbed and looking polished and ready for his big presentation. As Chris grabs the materials for the sales visit from the baggage cart, Phil explains the set-up for the day. There will be two hours for Phil to make the presentation. All the top players from Colossal Engineering will be present, armed with questions and pricing concerns. It’s a competitive bid and CT’s biggest competitor will be there too. In fact, the competitor will be on stage in the morning, Colossal will take a one hour lunch break and then Phil will make CT’s presentation after lunch at 1:00 p.m. Phil asks Chris for help and gets a bright gleam in his eyes.

“Your main job today is to help me get set-up, run the presentation, and handle any technical glitch while I’m speaking. Make sure there are plenty of handouts for the client. Try to read the audience, in fact, take notes while I’m speaking. Oh -- there’s one other thing …

”Get a copy of our competitors’ proposal and pricing materials sometime during the day. These meetings are hectic and disorganized – people come and go – there will be an opportunity at some point while the Colossal big shots are out of the room during lunch. Just grab one of the packets and throw it in your briefcase – they’ll never miss it. We’re going head-to-head here; I need any advantage I can get.”

The two arrive at the airport taxi stand. Phil edges toward the curb and is waving for the next car. Chris realizes that the new boss has just asked for something that doesn’t feel quite right. Colossal Engineering headquarters is a short twenty-minute cab ride away.

QUESTIONS FOR REFLECTION

1.      Put yourself in the shoes of Chris Sharp. What would you do? Why?

2.      Is this an ethical dilemma? If so, what kind?

3.      What are the risks of proceeding with Phil’s request?

4.      Put yourself in the shoes of Chris’ colleagues, Sharon Spade and Phil Pompous. How might they think about the issue?

5.     Imagine that you are Vice President of HR for Change Technology in charge of business ethics and employee conduct. How do you think about the issue?

6.      Evaluate the case in terms of cognitive moral development and locus of control. What does this analysis tell you about your own ethical decision-making style?

7.      Evaluate the case in terms of organizational culture and ethical leadership.

8.   What type of training can HR provide to help new employees understand what to do if faced with this situation?

Unit 1 (P10) HRM in Context: Question to Review for Examination

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Unit 1 (P 9) HRM in Context: International HRM and HRM Strategic Perspective

International perspective of Human Resource Management

1. International Human Resource Management (IHRM) is the process of procuring, allocation, and effectively utilizing human resources in an international business or scenario. It is the interplay among the three dimensions- HR activities, types of employees, and countries of operation.
               
• The three broad activities of IHRM, namely procurement, allocation, and utilizing cover all the six activities of domestic HRM. The six functions of domestic HRM. HR planning, employee hiring, training and development, remuneration, performance management, and industrial relations.
• The three national or country categories in IHRM are: host country, home country and other countries.
• Three types of employees of IHRM are host country nationals, parent country nationals, and third country nations.
2. Comparisons of domestic and IHRM
• More HR activities.
• Need for a border perspective
• More involvement in employee personal lives
• Change in emphasis as the workforce mix of expatriates and local varies
• Risk exposure
• More external influence.

Human Resource Strategic Concept and Perspectives

1. Strategic HRM is an approach to making decisions on the intentions and plans of the organization in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management, reward, and employee relations. The concept of strategic HRM is derived from the concepts of HRM and strategy. 
2. Strategic HRM is an approach to the strategic management of human resources in accordance with the intentions of the organization on the future direction it wants to take. What emerges from this process is a stream of decisions over time that form the pattern adopted by the organization for managing its human resources and which define the areas in which specific HR strategies need to be developed. These focus on the decisions of the organization on what needs to be done and what needs to be changed in particular areas of people management.
3. The effective development and implementation of strategy depends on the strategic capability of the organization’s managers. This means the capacity to create an achievable vision for the future, to foresee longer term developments, to envisage options (and their probable consequences), to select sound courses of action, to rise above the day-to-day detail, to challenge the status quo. 
4. Strategy is about implementation, which includes the management of change, as well as planning. An important aspect of strategy is the need to achieve strategic fit. This is used in three senses:
• matching the organization’s capabilities and resources to the opportunities available in the external environment;
• matching strategy human resource management, to the business strategy; and
• ensuring that different aspects of a strategy area cohere and are mutually supportive.

Long Question:

1. Discuss how strategic approach to HRM is applicable to organization.
2. Discuss the possible challenges faced by the organization while addressing International HRM

Short Question:

1. List perspective on application of strategic HRM

Unit 1 (P 8) HRM in Context: Ethical issues in HRM

Ethical issues in Human Resource Management

• Ethics refers to a system of moral principles - a sense of right and wrong, and goodness and badness of actions and the motives and consequences of these actions. In the business, manager must draw their ideas about what is desirable behavior from the same sources as anybody else would draw.
• Ethics means making decisions that represent what you stand for, not just what the laws are (a behavior might not be defined as illegal, yet be unethical).
• Ethics is an individual personal belief about a behavior, action or decision is right or wrong.
• Ethical values channelize the individual energies into pursuits that are benign(compassionate) to others and beneficial to the society. Ethical issues abound(flourishing) in HR activities, such as remuneration, labor relations, health and safety, training and development etc. This article offers insight into a detailed discussion of how ethical issues related to HR situations.

1. Cash and Compensation Plans: There are ethical issues pertaining to the salaries, executive perquisites and the annual incentive plans etc. The HR manager is often under pressure to raise the band of base salaries. There is increased pressure upon the HR function to pay out more incentives to the top management and the justification for the same is put as the need to retain the latter. Further ethical issues crop in HR when long term compensation and incentive plans are designed in consultation with the CEO or an external consultant. While deciding upon the payout there is pressure on favouring the interests of the top management in comparison to that of other employees and stakeholders.
2. Race, gender, age and Disability: In many organisations till recently the employees were differentiated on the basis of their race, gender, origin and their disability. Not anymore ever since the evolution of laws and a regulatory framework that has standardized employee behaviours towards each other. In good organisations the only differentiating factor is performance! In addition the power of filing litigation has made put organisations on the back foot. Managers are trained for aligning behaviour and avoiding discriminatory practices.
3. Employment Issues: Human resource practitioners face bigger dilemmas in employee hiring. One dilemma stems from the pressure of hiring someone who has been recommended by a friend, someone from your family or a top executive.Yet another dilemma arises when you have already hired someone and he/she is later found to have presented fake documents. Two cases may arise and both are critical. In the first case the person has been trained and the position is critical. In the second case the person has been highly appreciated for his work during his short stint or he/she has a unique blend of skills with the right kind of attitude. Both the situations are sufficiently dilemmatic to leave even a seasoned HR campaigner in a fix.
4. Privacy Issues: Any person working with any organisation is an individual and has a personal side to his existence which he demands should be respected and not intruded. The employee wants the organisation to protect his/her personal life. This personal life may encompass things like his religious, political and social beliefs etc. However certain situations may arise that mandate snooping behaviours on the part of the employer. For example, mail scanning is one of the activities used to track the activities of an employee who is believed to be engaged in activities that are not in the larger benefit of the organisation.Four aspects of privacy that an individual may want to protect from any indiscretion:
• Physical inviolability, or the right to a personal space;
• Social inviolability, or the individual’s freedom to interact with anyone he pleases in his private life;
• Informational inviolability or the individual's right to decide how, when and to what extent their personal data may be made available to others;
• Psychological inviolability, the individual's right not to be compelled to disclose private thoughts and feelings.
5. Employee Responsibility: Moral obligations of the employees:Like in the case of the employees’ rights, the employees’ duties to their employers are included in the work contracts, according to current legislation and internal regulations of the various companies. However, beyond the legal framework, certain moral duties of employees to the firms where they work are being shaped, duties that are sometimes controversial.
6. One of these duties is loyalty to the firm. A company that offers job security, support and understanding at difficult times for employees has every right to expect from them a certain degree of fidelity and loyalty. The problem in question here is: How far should this corporate loyalty go? What happens when the conduct required at the workplace is contrary to widely accepted moral standards in society or the individual's ethical standards? For example, what happens if the company violated laws on toxic emissions and this comes to the attention of employees? Is it morally allowable for the employees to denounce this felony or would this be an unacceptable deviation from standard corporate loyality?
7. Safety and health: The right to humane working conditions, in which the psychosomatic health and integrity of employees is not endangered, is one of the ethical issues concerning the status of employees. In the case of occupations involving considerable risk taking, the ethical Principle of fully aware consent must be respected. This involves informing the employees about the dangers they run by accepting the job. From a survey made by the Foundation for the Improvement of Living and Working Conditions we can see that most employees work in unfavorable environmental conditions (too hot, too cold or too polluted) and in positions that involve either added fatigue or strenuous physical effort. Work generates over 42% of the cases of back pain and excessive fatigue of Romanian respondents.
8. Layoffs or Redundancy: Layoffs, are no more considered as unethical as they were thought of in the past.Legal Considerations Breaches of ethics in human resources can lead companies into a world of legal trouble, in both the civil and criminal arenas. Breaches of ethics in the HR department are more likely to be reported by victims to the Better Business Bureau, the Equal Employment Opportunity Commission or other regulatory agencies than those committed in other areas, such as product development or accounting. Companies with comprehensive ethics programs in place can avoid costly trouble regarding discrimination and hostile-work environment issues, resulting in lower costs for litigation and out-of-court settlements. 

Long Question:

1. " Today manager is believed to be more ethical, than before". Do you agree or disagree. Give reasons to justify.

Short Question: 

1. Point out any other ethical issues occurring at work place other than mentioned above. 
2. Give nine different example to clarify each of the above ethical issues.

Unit 1 (P 7) HRM in Context: Environment of HRM in Nepalese Organization.

Environment of Human Resource Management in Nepalese organization

1. The diversity has flourished in Nepalese organizations: Nepalese organization is characterized by people having varied culture, social, and religious backgrounds, multiple and conflicting goals, and attitudes. 
2. Faster changing conditions and increase in external pressure: Government regulations, competitive pressure, unionization of employee have exerted a strong influence on the functioning of HRM by many Nepalese organizations.
3. Increased focus towards social obligation: HR manger in Nepalese organizations are bound to evaluate social impacts of their business and HR decisions, e.g., lay off, pressure to hire local people ethnic groups, women and minorities.
4. Significant Development, improvement and enforcement of Acts : Government of Nepal (GON) has come out with a set of rules and regulation of the employment policy of organization through act like Labor act,  Union act, minimum wage directives, bonus act, etc.
5. Growth of unions and industrial relations: Freedom to form and collectively raise voice to the upper management and government by unions has considerably increased and improved.
6. Changing employee standard and professionalism: Entry of educated young mangers, more career orientation, entry of women and protected groups, more participation in decision making and job involvement.
7. Changing in employees’ roles ,values and work expectation: Emphasis on quality of work life, equity and justice in work and rewards, participative decision making.etc

Long Question:

1. "Today HR in Nepalese organization are more loyal to their skill than to their employee". Do you agree with the statement or not. Explain with reasons.
2. " Growth of multiple unions and challenge to address their demand by management and government, reflects industrial relation in Nepalese context. Give you views.

Short Question:

1. State any two environment of HRM in Nepalese organization. Other than mentioned above.

Unit 1 (P 6) HRM in context: Changing world of work and role of HR Professionals

The changing world of work: 

1. The bargaining power of the workforce is significantly rising.
2. At work place HR is viewed as a source of competitive advantage.
3. Greater employee involvement: delegation, decentralization, work teams. goal setting, training, empowering employees, more participation in decision making etc. The new organization structures are built with many teams, where everyone is marching as leaders. Tomorrow’s organizations will have an even greater emphasis on teams. Involving employee allows them to focus on the job goals, with greater freedom, employees’ are in a better position to develop the means to achieve the desired ends. Useful involvement requires demonstrated leadership as well as supportive management.
4. Greater influence of technological innovation :Technological environment include the methods, techniques and approaches adopted for production of goods and services and its distribution. Technology can reduce costs, improve quality and lead to innovation.
5. Economic pressure and demands for higher quality are even turning routine work into something thought requiring.
6. More open system perspective: Interaction between organization system with the external environment is widening.
7. Diversity at work palace: (generation collision, personal characteristics that make the workforce heterogeneous) melting pot approach is replaced by recognition and celebration of differences, who celebrate differences are finding their profits to be higher. Work force diversity requires more sensitive to the difference that each individual or group bring to the work setting. Employer must deal with different values, needs, interest, and expectations of employees and must avoid any practices or action that can be interpreted as being sexist, racist, of offensive to any particular group and of course must not legally discriminate against any employee. Employer also must find easy assist employees in managing work life issues.
8. More mobility or workers due to globalization.
9. Change in value of work (perception regarding job, and job security). Today employee regard work as a platform for professional and career growth. They seek for learning opportunity at work.people are loyal to their skill not to their employers.
10. Flexible work design practices where one goal is ones job // Concern for work/ life balance: Employee increasingly recognize that work is squeezing out their personal lives, and they are not happy about it, e.g., an employee’s relationship with her manager used to be the number one reason for leaving an organization; now the reason most cited is lack of employer work schedule flexibility. A majority of college and university students say that attaining a balance between personal life and work is primary career goal. They want life as well as a job. Organization that fails to help their people achieve work / life balance will find it increasingly hard to attract and retain the most capable and motivated employees. Many Gen Xers  and Gen Yers  are passionate about their careers, wont sacrifice family and leisure for their career. This becomes a difficult balance for employers to maintain as the lines between employees work and personal lives blur in the face of a demanding competitive environment.
11. Frequent organization restructuring:  Challenge is to deal with human consequences of change, loss of loyalty, people looking for new jobs, people insecurity towards job.
12. Concern for continuous improvement: today organization view work place as a continuous learning platform. Where organization and people learn and upgrade themselves to cope the challenges of the present and future environment.

The changing role of Human Resource professionals

The role of HR professionals is changing due to the changes occuring at the workplace, above mentioned points are some changes which gradually brodened the horizon of HRM. The role of HR manager is changing as follows:

1. Staff Role: Traditional advisory role where HR manger performed staff specialists’ role. They assisted and advised manager of HRM matters and top management in formulation of HR policies and plans. They assisted line manager to comply with legal provisions related to HR.
2. Line Role: This is decision making role where HR manager perform line managers role within the HRM department. They direct work of subordinate and perform planning, organizing, directing and controlling functions.
3. Integrative Role: this role focuses that the HR objectives, policies, procedures and programmes were consistently carried out by line manager throughout the organization. The basic objective is to coordinate all the activities related to HRM.
4. Strategic Role: Objective is to formulate and implement people strategies under two specific roles.
1. Follower Role: HR manager prepare programs to implement organizational strategies.
2. Partner Role: HR manager play an equal partner in the formulation of organizational strategies.

Long Question:

1. "Work life balance is frequently addressed issue for the job satisfaction of employee". Do you think it is important for the issue? Give your reasons.
2. The bargaining power to employee are increasing in today's work place. Explain.
3. "Melting pot approach is replaced by recognition and celebration of differences, who celebrate differences are finding their profits to be higher". Clarify the statement.

Short Question:

1. State any two changes occurring at the work place, which is not mentioned above.

Videos to watch and review:

1. The Future Of Work
2. Employee Engagement - Who's Sinking Your Boat?

Unit 1 (P 5) Generation Gap in the workplace

Characteristics of different generation of people at the work place

Videos on youtube.com to watch and enhance understanding on four generation of employee at workplace.

1. Characteristics of the Four Generations in the Workplace
2. Managing Four Generations in the Workplace (Part 1)
3. Managing Four Generations in the Workplace (Part 2)
4. Baby boomers, Generacion X, Generacion Y y Millennials

Long Questions:

1. Millennials are hard to mange and get work done form them. Give your views
2. Millennials are sighted as the laziest generation. Do you agree or disagree?

Short Questions:

1. Which generation is difficult to motivate?
2. Point out a distinct characteristic of each four generation?

Unit 1 (P 4) HRM in Context: Personnel Management Vs Human Resource Management.

Personnel Management Vs Human Resource Management

Long Question:

1. Development of HRM is credited to changes in environment. Explain the statement.
2. "Shifting form Pluralist to Unitarist perspective". Do you think HRM is devaluing the fundamental principle of Pluralism? Explain with a suitable example.

Short Question:

1. State any two differences between PM and HRM, other than which are mentioned above.

Unit 1 (P 3) HRM in Context: Importance and Function of HRM

Importance/ significance/ need of HRM

1. Achieve Objective: - HRM helps a company to achieve its objective from time to time by creating a positive attitude among workers. Reducing wastage and making maximum use of resources etc.
2. Facilitates professional growth: - Due to proper HR policies employees are trained well and this makes them ready for future promotions. Their talent can be utilized not only in the company in which they are currently working but also in other companies which the employees may join in the future.
3. Better relations between union and management:-Healthy HRM practices can help the organization to maintain co-ordinal relationship with the unions. Union members start realizing that the company is also interested in the workers and will not go against them therefore chances of going on strike are greatly reduced.
4. Helps an individual to work in a team/group:-Effective HR practices teach individuals team work and adjustment. The individuals are now very comfortable while working in team thus team work improves.
5. Identifies person for the future:-Since employees are constantly trained, they are ready to meet the job requirements. The company is also able to identify potential employees who can be promoted in the future for the top level jobs. Thus one of the advantages of HRM is preparing people for the future.
6. Allocating the jobs to the right person:-If proper recruitment and selection methods are followed, the company will be able to select the right people for the right job. When this happens the number of people leaving the job will reduce as the will be satisfied with their job leading to decrease in labor turnover.
7. Improves the economy :-Effective HR practices lead to higher profits and better performance by companies due to this the company achieves a chance to enter into new business and start new ventured thus industrial development increases and the economy improves.

 http://www.scribd.com/doc/61824962/7/Objective-of-HR

Functions /Scope / Components of HRM:

The scope of HRM refers to all the activities that come under the banner of HRM. Some of the major activities are as follows

1. Human resources planning:-Human resource planning or HRP refers to a process by which the company to identify the number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with this excess or shortage.
2. Job analysis design:-Another important area of HRM is job analysis. Job analysis gives a detailed explanation about each and every job in the company. Based on this job analysis the company prepares advertisements.
3. Recruitment and selection:-Based on information collected from job analysis the company prepares advertisements and publishes them in the news papers. This is recruitment. A number of applications are received after the advertisement is published, interviews are conducted and the right employee is selected thus recruitment and selection are yet another important area of HRM.
4. Orientation and induction:-Once the employees have been selected an induction or orientation program is conducted. This is another important area of HRM. The employees are informed about the background of the company, explain about the organizational culture and values and work ethics and introduce to the other employees.
5. Training and development:-Every employee goes under training program which helps him to put up a better performance on the job. Training program is also conducted for existing staff that have a lot of experience. This is called refresher training. Training and development is one area where the company spends a huge amount.
6. Performance appraisal:-Once the employee has put in around 1 year of service, performance appraisal is conducted that is the HR department checks the performance of the employee. Based on these appraisal future promotions, incentives, increments in salary are decided.
7. Compensation planning and remuneration:-There are various rules regarding compensation and other benefits. It is the job of the HR department to look into remuneration and compensation planning.
8. Motivation, welfare, health and safety:-Motivation becomes important to sustain the number of employees in the company. It is the job of the HR department to look into the different methods of motivation. Apart from this certain health and safety regulations have to be followed for the benefits of the employees. This is also handled by the HR department.
9. Industrial relations:-Another important area of HRM is maintaining co-ordinal relations with the union members. This will help the organization to prevent strikes lockouts and ensure smooth working in the company. 

http://www.scribd.com/doc/61824962/7/Objective-of-HRM

Long Question:

1. "In today's competitive scenario organizations give credit to HRM for success"  Do you agree or disagree with the statement.

Short Question:

1. State any four importance of HRM, other that what is listed above.
2. State any two activities performed by HRM, other that what is listed above.

Unit 1 (P 2) HRM in context: Nature and Objective of HRM

Nature/ Characteristics/ Features of HRM:

HRM is process of bringing people and organizations together so that the goals of each are met. It tries to secure the best from people by winning their  cooperation. In short, it may be defined as the art of procuring developing and maintaining good relationship with competent workforce to achieve the goals of an organization in an effective and efficient manner. It has the following features, or characteristics, or nature:

1. Pervasive force: HRM in pervasive in nature. It is present in all enterprises. It permeates all levels of management in organizations.
2. Action oriented: HRM focuses attention on action, rather than on record keeping written procedures or rules. The problems of employees at work solved through rational policies.
3. People oriented: HRM is all about people at work both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. The resultant gains are used to reward people and motivate them toward further improvements in productivity.
4. Future oriented: Effective HRM helps an organization meet its goals in the future by providing for competent and well motivated employees.
5. Development oriented: HRM intends to develop the full potential of employees. The reward structure is tuned to the needs of employees. Training is offered to sharpen and improve their skills. Employees are rotated on various jobs so that they gain experience and exposure. 
6. Integrating mechanism: HRM tries to build and maintain cardinal relations between people working at various levels in the organization. In short it tries to integrate human assets in the best possible manner the service of an organization.
7. Comprehensive functions: It is concerned with managing people at work. It covers all types of personnel. Personnel work may take different shapes and forms at each level in the organizational hierarchy but the basic objective of achieving organizational effectiveness through effective and efficient utilization of human resources remains the same. 
8. Auxiliary service: HR departments exist to assist an advice the line or operating managers to do their personnel work more effectively. HR manager is a specified advisor. It is staff function.
9. Continuous functions: HRM is not a one shot deal. It cannot be practiced only one hour each day or one day a week. It requires a constant alertness and awareness of human relations and their importance in every day operations.
10. Mutuality oriented: It concerns in achieving both organizational and employee objective and creating harmonious relation between them.  

((http://www.citeman.com/11262-nature-of-hrm-human-resources-management.html#ixzz2035lvDy7))

Objectives of HRM:

1. Societal Objectives: The societal objectives focus on social and ethical responsible for the needs and  challenges of society. While doing so, they have to minimize the negative impact of such demands upon the organization. The failure of organizations to use their resources for society benefit in ethical ways may lead to restrictions. For example, the society may limit human resource decisions to laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of societal concern.
2. Organizational Objectives: The organizational objectives recognize the role of human resource management in bringing about organizational effectiveness. Human resource management is not an end in itself; it is only a means to assist the organization with its primary objectives. Human resource department exists to serve the rest of the organization.
3. Functional Objectives: Functional objectives try to maintain the department’s contribution at a level appropriate to the organizations needs. Human resources are to be adjusted to suit the organizations demands. The department’s level of service must be tailored to fit the organization it serves.
4. Personal Objectives: Personal objectives assist employees in achieving their personal goals, at least insofar as these goals enhance the individual’s contribution to the organization. Personal objectives of employees must be met if they are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline giving rise to employee turnover. 

http://www.scribd.com/doc/61824962/7/Objective-of-HRM

Long Questions:

1. Discuss about the challenges faced by HRM in fulfilling societal objective.
2. "Personal objectives of employees must be met if they are to be maintained, retained and motivated". Justify the statement.
3. HRM is pervasive and continuous in nature. clarify.

Short Questions:

1. State any three new feature of HRM, which are not mentioned above.
2. Give the example of objectives to be achieved in all the" Four objective of HRM".