ASSIGNMENT

DRIVE FALL 2013

Program BBA - Semester 3
Subject code & name BBA302 HUMAN RESOURCE MANAGEMENT

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Q. No 1 What do you mean by Job description? Explain in detail.

Answer:
A job description is a list that a person might use for general tasks, or functions, and responsibilities of a
position. It may often include to whom the position reports, specifications such as the qualifications or
skills needed by the person in the job, or a salary range. Job descriptions are usually narrative,[1] but
some may instead comprise a simple list of competencies; for instance, strategic human resource planning
methodologies may be used to develop a competency architecture for an organization, from which job
descriptions are built as a shortlist of competencies.
Creating a job description
A job description is usually developed by conducting a job analysis, which includes examining the tasks
and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge and
skills needed for the job. A job usually includes several roles. The job description might be broadened to
form a person specification or may be known as Terms of Reference. The person/job specification can be
presented as a standalone document though in practice, it is usually included within the job description.

Roles and responsibilities

A job description may include relationships with other people in the organization: Supervisory level,
managerial requirements, and relationships with other colleagues.
Goals
A job description need not be limited to explaining the current situation, or work that is currently
expected; it may also set out goals for what might be achieved in the future.
Limitations
Prescriptive job descriptions may be seen as a hindrance in certain circumstances:
Job descriptions may not be suitable for some senior managers as they should have the freedom to take
the initiative and find fruitful new directions;
Job descriptions may be too inflexible in a rapidly-changing organization, for instance in an area subject
to rapid technological change;
Other changes in job content may lead to the job description being out of date;
The process that an organization uses to create job descriptions may not be optimal.

2 Define recruitment. What are the factors affecting recruitment?

Answer:
Recruitment policy of an organization is affected by various factors. These factors may be divided into
dimensions:- internal factors and external factors as follows:

1. Internal Factors
For the internal mechanism of the organization, some of internal factors that affect recruitment are as
follows:

i. Size of the organization

Recruitment process is affected by the size of the organization to a large extent. Experience suggests that
larger organizations recruits more candidates than small ones. Large organizations find recruitment less
problematic than small organizations.

ii. Recruiting Policy

The recruitment policy of the firm also affects the recruitment process. This policy is concerned with
candidates from outside the organization, whereas others want to recruit from internal sources.

iii. Image of the organization

Image or goodwill of the organization also affects the recruitment. Organizations having good image can
attract potential and competent candidates to a large extent. Good public relation, rendering public
services, etc. help to enhance the image and reputation of the organization.

iv. Image of job

Jobs having good image in terms of better remuneration, working condition, promotion, career
development opportunities etc can attract the potential and qualified candidates to a large extent.

2. External Factors
External factors are concerned with the environmental changes that will take place in the external
environment of organization. Some of the external factors that affect recruitment policy are as follows:

i. Demographic factors
A demography is the study of human population in terms of age, sex, occupation, religion, composition,
ethnicity etc. The demographic factors have profound influence on recruitment process.

ii. Labor market

Labor market constitutes the force of demand and supply of labor of particular importance. For instance,
if demand for a particular skill is high relative to its supply, the recruitment process evolves more efforts.
Contrary to it, if supply is more than demand, the recruitment process will be easier.

iii. Unemployment situations

Unemployment rate of particular area is yet another influencing factor of recruitment process. If the
unemployment rate is high, the recruitment process will be simpler and vice versa.

iv. Social and political environment

The forces of social and political environment also influence recruitment policy. For instance, the change
in government can have a direct impact upon recruitment policy of the company due to change in
government rules and regulations.

vi. Legal considerations

Legal considerations with regard to employment provision for under-privileged castes etc. will have a
positive impact on recruitment policy of the organization.

3 Describe the steps involved in employee induction program.

Answer:
The HR department may initiate the following steps while organising the induction programme:

i. Welcome to the organisation.

ii. Explain about the company.

iii. Show the location/department where the new recruit will work.

iv. Give the companys manual to the new recruit.

v. Provide details about various work groups and the extent of unionism within the company.

vi. Give details about pay, benefits, holidays, leave, etc. Emphasise the importance of attendance or
punctuality.

vii. Explain about future training opportunities and career prospects.

viii. Clarify doubts, by encouraging the employee to come out with questions.

ix. Take the employee on a guided tour of buildings, facilities, etc. Hand him over to his supervisor.

(a) Content: The topics covered in employee induction programme may be stated thus:

(b) Socialisation: Socialisation is a process through which a new recruit begins to understand and accept
the values, norms and beliefs held by others in the organisation. HR department representatives help new
recruits to internalise the way things are done in the organisation. Orientation helps the newcomers to
interact freely with employees working at various levels and learn behaviours that are acceptable.

Through such formal and informal interaction and discussion, newcomers begin to understand how the
department/company is run, who holds power and who does not, who is politically active within the
department, how to behave in the company, what is expected of them, etc. In short, if the new recruits
wish to survive and prosper in their new work home, they must soon come to know the ropes.
Orientation programmes are effective socialisation tools because they help the employees to learn about
the job and perform things in a desired way.

(c) Follow up: Despite the best efforts of supervisors, certain dark areas may still remain in the orientation
programme. New hires may not have understood certain things. The supervisors, while covering a large
ground, may have ignored certain important matters. To overcome the resultant communication gaps, it is
better to use a supervisory checklist and find out whether all aspects have been covered or not. Follow up
meetings could be held at fixed intervals, say after every three or six months on a face-to-face basis. The
basic purpose of such follow up orientation is to offer guidance to employees on various general as well
as job related matters without leaving anything to chance. To improve orientation, the company should
make a conscious effort to obtain feedback from everyone involved in the programme. There are several
ways to get this kind of feedback: through round table discussions with new hires after their first year on
the job, through in-depth interviews with randomly selected employees and superiors and through
questionnaires for mass coverage of all recent recruits.

4 What is the purpose of performance appraisal? Explain the process of performance appraisal.
Answer:
The purpose of performance appraisal is many folds. However, there are two broad purpose of
performance appraisal as depicted below:

1. EVALUATION:
To let employees know where they stand relative to performance objectives and standards. An effective
entails the following:
Establishes performance standards that are measurable performance standards.

 Sets mutually acceptable and measurable performance standards.

Provides continues feedback to employees about their performance.
Accurately measures performance.
Compares performance with performance standards.
Develops employees where necessary or take corrective action where appropriate.
2. DEVELOPMENT:
Assist in training and continued personal development of people. Developed employees are more
motivated commuted and competent to achieve their work roles and goals. They can contribute effectively
in improving the organization effectiveness.

Performance appraisal is a formal, structure system that compares employee performance to established
standards. Purpose of performance appraisal can be broadly of two types viz; administrative purposes and
developmental purpose.
Administrative Purposes: Administrative purpose includes:
Document human resource decision with regard to performance and its
related issues. Determine promotion of employees.
Determine transfer and change in job assignments.
Identify poor performance areas of employees.
Decide on layoffs.
Meet legal requirements.
Evaluate the performance of training programmes.
Decide on salary and reward issues.

 Decide retention or termination.

Process of performance appraisal:

ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the standards which will be used
to as the base to compare the actual performance of the employees. This step requires setting the criteria
to judge the performance of the employees as successful or unsuccessful and the degrees of their
contribution to the organizational goals and objectives. The standards set should be clear, easily
understandable and in measurable terms.
In case the performance of the employee cannot be measured, great care should be taken to describe the
standards.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards to all the employees of
the organization.
The employees should be informed and the standards should be clearly explained to the. This will help
them to understand their roles and to know what exactly is expected from them. The standards should also
be communicated to the appraisers or the evaluators and if required, the standards can also be modified at
this stage itself according to the relevant feedback from the employees or the evaluators.

MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Performance appraisal process is measuring the actual performance of the
employees that is the work done by the employees during the specified period of time. It is a continuous
process which involves monitoring the performance throughout the year. This stage requires the careful
selection of the appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process and providing assistance rather than interfering in an employees work.

COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard performance. The comparison tells
the deviations in the performance of the employees from the standards set. The result can show the actual
performance being more than the desired performance or, the actual performance being less than the
desired performance depicting a negative deviation in the organizational performance. It includes
recalling, evaluating and analysis of data related to the employees performance.

DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The
focus of this discussion is on communication and listening. The results, the problems and the possible
solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be
given with a positive attitude as this can have an effect on the employees future performance. The
purpose of the meeting should be to solve the problems faced and motivate the employees to perform
better.

DECISION MAKING
The last step of the process is to take decisions which can be taken either to improve the performance of
the employees, take the required corrective actions, or the related HR decisions like rewards, promotions,
demotions, transfers etc.

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5 What is meant by employee grievance? What are the causes of employee grievances? Explain the
need for employee counselling.
Answer: Meaning of employee grievance
Complains affecting one or more individual employees in respect of their wage payments, leave, transfer,
promotion, seniority work assignment, working conditions and interpretation of service agreement,
dismissal and discharge etc. would constitute a grievance. Where the points of disputes are of general
applicability or of considerable magnitude, they will fall outside the scope of this procedure.
Causes of employee grievances: Grievances may arise from various causes related to the work and
working conditions of the employees. The typical areas where causes of grievances may occur are:
(a) Wage structure including bonus, incentives, overtime, leave facilities etc.
(b) Seniority, job classification, promotion, transfer, lay-off and discharge;
(c) Supervision and discipline,
(d) Physical environment and working conditions in general
(e) Welfare arrangements including health and safety;
(f) Employer's attitude towards interpretation of the service contract or collective bargaining agreement,
settlement of grievances etc.

Need for employee counseling:

Apart from their personal problems, there are various reasons which can create stress for the employees at
the workplace like unrealistic targets or work-load, constant pressure to meet the deadlines, career
problems, responsibility and accountability, conflicts or bad inter-personal relations with superiors and
subordinates, problems in adjusting to the organizational culture. Counseling helps the employee to share
and look at his problems from a new perspective, help himself and to face and deal with the problems in a
better way. Counseling at workplace is a means for the organization to care about its employees.

Benefits of counseling
Helping the individual to understand and help himself
Understand the situations and look at them with a new perspective and positive outlook
Helping in better decision making
Alternative solutions to problems
Coping with the situation and the stress

6 What are the advantages of selection tests? List and explain the barriers in selection.
Answer:
Advantages of selection tests:
1.

Selection test can be used to weed out the large number of candidates who may not be
considered for the employment. Normally organization receives a large number of applications so
these tests help to find out the suitable candidates having required characteristics for the position.
Selection test will provide cut off point above which candidates may be called for the interview.

2.

Selection test can provide the information about the qualities and potential of the prospective
employees which cannot be known through other methods including personal interviews. These
tests also help for the promotion of the potential candidates.

3.

Selection tests are standardized and unbiased method of selecting the candidate. Thus a person
who is not selected on the basis of test cannot argue for the partiality in selection process.
Impartiality is very important for organizations like public sector.

Explanation of the barriers in selection: The main objective of selection is to hire people having
competence and commitment. This objective is often defeated because of certain barriers. The
impediments which check effectiveness of selection are perception, fairness, validity, reliability, and
pressure.

PERCEPTION: Our inability to understand others accurately is probably the most fundamental barrier to
selecting right candidate. Selection demands an individual or a group to assess and compare the
respective competencies of others, with the aim of choosing the right persons for the jobs. But our views
are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously
a stumbling block to the objective and rational selection of people.

FAIRNESS: Fairness in selection requires that no individual should be discriminated against on the basis
of religion, region, race or gender. But the low number of women and other less privileged sections of
society in the middle and senior management positions and open discrimination on the basis of age in job
advertisements and in the selection process would suggest that all the efforts to minimize inequity have
not been very effective.

VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A
test that has been validated can differentiate between the employees who can perform well and those who
will not. However, a validated test does not predict job success accurately. It can only increase possibility
of success.

RELIABILITY: A reliable method is one which will produce consistent results when repeated in similar
situations. Like a validated test, a reliable test may fall to predict job performance with precision.

PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends, and peers
to select particular candidate. Candidates selected because of compulsions are obviously not the right
ones. Appointments to public sector undertakings generally take place under such pressure.