Human Resource Management

Assignment

Name: Harshita Khadayte

Enrollment ID: PG19042
BATCH OF 2021
Q1. Define job analysis. Describe the steps in job analysis?

Ans: Job Analysis is the systematic process of studying and gathering

detailed information relating to the operations and responsibilities of a
particular job. It is the foundation to most HR practices.

The following steps are followed for job analysis process:

1. Time for Conducting Job Analysis:

“Is the time ripe for conducting job analysis?” is the question human resource
manager has to ask himself. He has to decide on this vital issue. It is a matter of
strategy. In modern times things are changing very fast. The new competitors
are entering into the business and industrial arena. Under the changed
circumstances organisations have to restructure the organisational set up as a
part of strategy to meet the challenges anew. This leads to job analysis. Some
new jobs may be created, some eliminated or some may be combined with others.

The qualifications, skills, knowledge of computers and other potentials required

to perform the job and salary structure may also change. Additional jobs may be
created due to expansion, mergers and acquisitions requiring job analysis.

Employees and managers may feel that their present position requires more hard
work and they need higher pay scale. This also lead to analysis of jobs to be
undertaken afresh to determine the duties, responsibilities and accountabilities
with knowledge, skill, talent, potential, abilities required to perform the job and
salary structure to be fixed accordingly. Normally job analysis should be
conducted after a regular interval of two, three or five years or any time if the
need arise.

2. Collection of Information Relating to Jobs:

After deciding to conduct job analysis the first step is to collect all relevant
information relating to various jobs in the organisation. The following are the ways
to collect information for the purpose of job analysis.

(a) Questionnaires:
It is a widely used method of data collection. It is less costly method of collecting
information about the job from the employees. A detailed questionnaire is
prepared so that vital information is not missed. The questionnaires used to be
distributed to the employees from whom information in respect of jobs are to be
gathered.

(b) Observation:
In this method the job performers are observed while they are working.
Observation may be continuous or in samples. This method is not fool proof. It is
useful for the jobs involving physical activities. It provides observer the general
familiarity about the job.

(c) Interviews:
The experienced employees having complete knowledge about the jobs are
interviewed and the relevant information about the job and its specific activities
gathered. A structured interview is most useful to collect vital information
regarding the job and its performance. An interview is time consuming. An
interview may be biased. To avoid this more employees are to be interviewed.

The information collected through the above ways must include the information
relating to physical environment while performing job such as, temperature,
noise, dirt, likelihood of accident, comforts or discomforts; social environment
prevalent while performing job; financial benefits drawn such as pay scales and
other incentives; the qualities, required in a person for performing the job such
as skills, abilities, talent, knowledge, potential, intellect etc.

3. Preparing Job Description Forms:

The information collected in the above ways should now be used to prepare job
description form. It is a document which shows the complete information
describing the various activities involved in the job. It describes how and when
job is to be done and how a jobholder will do it. The separate job description
forms are prepared for different jobs stored for reference.

4. Preparing Job Specifications:

The next step in the process of job analysis is to prepare job specification on the
basis of collected information. The job specification is the statement declaring
minimum acceptable qualifications required in a person to perform the job
successfully.

5. Preparing Report:
The job analysts are appointed by organisation to do job analysis. The next step
in the process of job analysis is to prepare the report on job analysis by the
analyst and to submit the same to the human resource manager. The report
contains the different activities of various jobs and the minimum educational
qualifications, experience, training and skills required to perform them and the
recommendations.
 Uses of Job Description and Job Specification

- Personnel Planning
- Performance Appraisal
- Hiring
- Training and Development
- Job Evaluation and Compensation
- Health and Safety
- Employee Discipline
- Work Scheduling
- Career Planning

Q2. Describe the factors that affect human resource strategy

formulation.

-
Ans. There are various factors, both internal and external, which affect HR
strategy formulation:

Type of Organization: Type of organization affects HR planning. Type of

organization may be identified on two base- nature of business and pattern of
ownership. Nature of business of the organization determines its
production/operations process which affects ratio of operatives and supervisory
and managerial personnel.

For example, this ratio tends to be different in a manufacturing organization as

compared to a service organization. On the basis of pattern of ownership,
organizations may be put into two categories- organizations which make decisions
on their own and organizations whose decision making is affected by other
entities.

Approach of Organization towards Planning: Approach towards HR planning in an

organization depends on its approach towards overall organizational planning.
Different organizations adopt different approaches towards overall planning.
These approaches may be analysed in two forms- proactive or reactive approach
and formal or informal approach. In proactive approach, an organization
anticipates future environment and makes strategic decisions based on this
anticipation.

In reactive approach, strategic decisions are in the form of reactions to

environmental changes. Since an organization collects information for
undertaking planning process and relevant part of this information is also used in
HR planning process, HR planning may be either proactive or reactive.

Similarly, if an organization undertakes overall planning on formal basis which is

quite comprehensive, HR planning tends to be comprehensive. As against this, if
an organization undertakes overall planning on informal basis which is
fragmented, HR planning also tends to be fragmented and only a few HR issues
are considered in HR planning.

Strategy of Organization: Strategy of an organization considerably affects HR

planning because an HR plan is derived from strategy of the organization. An
organization has different strategic option stability, growth, and retrenchment. In
stability strategy, the focus is on incremental growth by making the existing
facilities more productive. In this case, emphasis in HR planning is more on
developing existing personnel and making few adjustments of personnel. In
growth strategy, the emphasis is on making additional investments which requires
additional personnel.

Therefore, the organization needs comprehensive HR plans. In retrenchment

strategy, the focus is on reducing business volume by reducing scale of business
operations or divesting some businesses. Therefore, HR planning puts emphasis
on reducing number of personnel.

Organizational Growth Cycle: Organizations have a definite pattern of growth

cycle- birth and infancy, adulthood, maturity, and old age. At each stage of growth
cycle, there are specific organizational objectives and strategic focus,
consequently, HR planning. At birth and infancy, organizational objectives are
survival and growth to some extent; strategic focus is on mobilizing resources
(including human resources too) and defining products and markets; and focus
of HR planning is on mobilizing human resources.

At adulthood, organizational objectives are quantitative growth of business

volume and qualitative growth through product differentiation and creating niche;
strategic focus is on increasing market share, product innovation, and reaping
rewards of previous and present efforts; focus of HR planning is on developing
individual, group, and organizational competency.

At maturity, organizational objectives are stabilization of business and

contribution to social cause; strategic focus is on maintaining organizational
position with stability; focus of HR planning is just to continue the pattern of
previous stage. At old age, organizational objective is survival; strategic focus is
on retrenching products/businesses that are not rewarding; focus of HR planning
is on pruning size of workforce.

This is a general pattern of organizational growth cycle. There is no fixed time

frame for completion of each stage. This depends how an organization is
managed. For example, Tata Steel, formed in 1907, is still going strong while
many organizations formed during this period have become extinct long back

Level of Environmental Uncertainty: Environment is dynamic and changes

continuously. Rate of this change determines level of environmental uncertainty.
If rate of change is high, level of environmental uncertainty is high and the HR
planning premises on the basis of which an HR plan is formulated may not work.

Therefore, there is a need for formulating contingency HR plans. This ensures that
if one HR plan is not suitable in the changed situation, other HR plans are
available. If the level of environmental uncertainty is low, only one HR plan is
sufficient.

Time Horizon: Time horizon of HR plans affects HR planning. Longer the time
horizon higher is the uncertainty in HR formulation. This is so because it is very
difficult, sometimes even impossible if the environment changes on irregular
pattern, to forecast future environment precisely.

Therefore, HR plans for remote future become meaningless. Because of this

limitation, most of the organizations prepare HR plans for five years along with
short- terms HR plans every year. In this case, short-term HR plans are based on
long-term HR plan. In order to make long-term HR plan flexible, many
organizations prepare yearly HR plan and recast long-term HR plan every year.

Type and Quality of Information: Quality of HR planning is based on the type and
quality of information because formulation of HR plan is based on information. If
required type of information with high quality is available at right time, HR
planning becomes effective. In the alternative case, it tends to be ineffective.

Nature of Human Resource Market: Human resource market consists of people

with skills and abilities from where an organization may fill its positions. Nature
of human resource market affects availability of people with requisite skills and
abilities. In India, there is a paradox so for availability of human resources is
concerned.

On the one hand, there is abundant supply of people so far as their educational
qualifications are concerned. On the other hand, only a very small percentages of
such people are employable because of poor quality of majority of educational
institutions. Therefore, while assessing supply of human resources, this fact must
be kept in mind.

Outsourcing HRM Functions: Some HRM functions which are of administrative

nature may be outsourced instead of performing these functions internally. To the
extent HRM functions are outsourced, HR planning workload gets reduced. If an
organization adopts practice of outsourcing HRM functions, it may concentrate on
core HR issues in HR planning.
To conclude Strategic human resource management (SHRM) refers to the process
of developing practices, programs and policies that help achieve organizational
objectives.
Following are factors that affects HRSF of the following -
▪ Absence of long-term orientation.
▪ Lack of strategic reasoning.
▪ Lack of adequate support from top management.
▪ Resistance from labor unions.
▪ Fear of failure.
▪ Rigidity of HR practices.
▪ Fear of attrition.
▪ Absence of measurement techniques
▪ Organizational Strategy

Q3. Briefly explain how and why companies can create

competitive advantage through people.
Ans: Competitive advantage literally is the ability to sustain profits that exceed
the average for the industry by developing distinctive competencies: distinctive,
because the competitors don’t have them and because they are fundamentally
difficult to replicate.
It’s something about doing things better than the competition. It’s about
‘watching them struggle while we succeed’. It’s about ‘making more profit than
they do’.
There are two types of competitive advantage: one coming from a more
favourable cost position and one coming from a better ability to differentiate.
People make firms work and people determine how efficient a firm is - how good
its productivity is. People are therefore instrumental in determining a firm’s cost
base and from that, they determine it’s competitive advantage.
People, as distinct from managers, shareholders and entrepreneurs, also create
innovative ways for a firm to differentiate its products and services from its
competitors. People are therefore absolutely key in developing competitive
advantage.
People develop product and intellectual property. People have the proprietary
know-how needed. People attract customers to the firm and hence develop the
customer base. The reputation of the firm comes from its people and their ability
to serve customers. And people are the brand.
People help in Building the Challenge, linking the tasks, bonding the processes,
and the heart of the Strategies of the company. People are therefore instrumental
in developing and producing both the normal and, where possible, the super-
normal profits that companies seek. It can’t be done without them
▪ People offer skills, capabilities, systems, practices, speed, language,
bonding and behaviors, which help execute firm’s strategies
successfully
▪ By aligning human resources (HR) plans to business plans, HR
managers are becoming strategic partners
▪ Innovation is the key to competitive advantage
▪ HR function seeks to convert an adverse situation into an opportunity
▪ Organizational designs do not remain static over a period of time
▪ HR executive is becoming an effective change agent

Q4. Explain what Human Resource Management is and

discuss how it has changed with respect to the environmental
changes such as Globalization, Technological Changes, and
Changes in the nature of work and the recession in the
economy.
Ans. Human resource management involves developing and administering
programs that are designed to increase the effectiveness of an organization or
business. It includes the entire spectrum of creating, managing, and cultivating
the employer-employee relationship.
For most organizations, agencies, and businesses, the human resources
department is responsible for:
• Managing job recruitment, selection, and promotion
• Developing and overseeing employee benefits and wellness programs
• Developing, promoting, and enforcing personnel policies
• Promoting employee career development and job training
• Providing orientation programs for new hires
• Providing guidance regarding disciplinary actions
• Serving as a primary contact for work-site injuries or accidents
Human resource management is about:
Addressing current employee concerns: Unlike company managers who oversee
the dayto-day work of employees, HR departments deal with employee concerns
such as benefits, pay, employee investments, pension plans, and training. Their
work may also include settling conflicts between employees or between
employees and their managers.
Acquiring new employees: The human resource management team recruits
potential employees, oversees the hiring process (background checks, drug
testing, etc.), and provides new employee orientation.
Managing the employee separation process: The HR management team must
complete a specific set of tasks if an employee quits, is fired, or is laid off.
Paperwork must be completed to ensure that the process was completed legally.
Severance pay may be offered or negotiated, benefits must be settled, and access
to company resources must be severed via the collection of keys, badges,
computers, or sensitive materials from the employee.
Improving morale: Effective HR teams encourage company employees to do their
best, which contributes to the overall success of the company. Their work often
involves rewarding employees for good performance and creating a positive work
environment.
The impact of globalization on HRM is as follows:
Managing Cultural Diversity: Managing different employees from different
cultures in the same organisation is a complex activity. Employees from each
country think differently, perceptions are different towards work culture, the
languages change, vocabulary differs and even non-verbal communications are
quite different from each region. This makes the task of the human resource
department challenging due to globalization.
Managing Expatriates: Preparing the home country employees to work in a
different country is a herculean task. The beliefs, value system, culture, attitude
are diverse in nature. Recruiting, retaining and motivating expatriates have a
major impact on the business. Understanding expatriate’s need is a prime concern
for the human resource team.
Difference in the Employment Laws: The employment laws or the labour laws
differ from one country to another. The understanding of not only the monetary
benefits becomes essential but also the non monetary benefits such as leaves,
flexi timings are important to be included in the human resource policy.
Managing Outsourcing of employees: Outsourced employees to manage business
are the big impact of globalization. Managing the BPO, KPO employees working
with a different culture, different language, working in completely opposite shifts
is a new shift in the area of human resources. Managing the expectation of these
employees is a challenge for today’s HR and this challenge is a result of
globalization.
Managing virtual employees: Majority of the information technology based
organisations have employees working “on-site” at a client’s location which is
completely new to them. The virtual employees have to be managed, retained
and motivated in a different way unlike the “off-shore” employees. This practice
of managing the virtual employees is a result of organisations going global.
Corporate Social Responsibility: Corporate houses actively participating in the
practice of doing for the betterment of the society has emerged from the western
countries. It is one of the ways make the presence felt in the host countries.
Employees are encouraged to participate in such activities which help to reduce
stress working with MNC’s.
Coping with flexible working hours: The practice of flexible working hours has
emerged as one of the retention initiative of workforce specially women
employees who can maintain the work life balance. This practice of flexible
working hours is result of working beyond normal time zones. Organisations which
have a global presence need the attention of employees at various time zones
which is not possible for all employees doing a continuous shift. Hence this
practice emerged from globalization and has a positive impact on the HRM
practice.
Here are five other ways technology is changing the face of HR:
AI Is Making Recruitment Smarter
Recruiting new hires is a time-consuming and costly process, but thanks to
automation and AI it’s getting easier to find skilled people who are a great fit for
your company. From automated resume screeners to robot interviewers, a wave
of these tech solutions for recruiting has hit the market.
Compliance Is More Efficient and Sophisticated
Staying compliant has often been a major challenge for HR teams. Laws and
regulations are constantly changing and often require vast amounts of paperwork
and information. Compliance once required organization and dedicated IT storage
capacity, but cloudbased solutions have streamlined the process.
Analytics Drive Better Performance Management
Performance management has long been an important HR function. HR pros have
driven the process, monitoring performance, collecting supervisory feedback and
facilitating regular employee reviews. Technology has streamlined the process
and eliminated a lot of unnecessary steps, but the next data-driven phase of
performance management is upon us.
Better Analytics Boosts Diversity and Inclusion
A More Strategic Role for HR
Technology has given HR professionals tools that reduce the time they have to
spend on administrative tasks, allowing them to focus on issues that require more
hands-on attention.
Before mobile apps and cloud computing, HR was defined by piles of paperwork
and a constant struggle to keep up with compliance, hiring and unending stacks
of employee information. By simplifying responsibilities like recruitment, record
keeping and payroll, technology has significantly improved efficiency, accuracy
and even employee morale.
The most affected HR Processes by global recession are the following:
Recruitment - The first HR Process with the change in the recession. The job
vacancies are cancelled and the HRM Function should come with a new
recruitment strategy. The organization can hire a new set of skills and
competencies to strengthen the position of the organization on the market.
Training – The training are cancelled as it is a quick cost cut. The training can
be later focused on more specialized training session and more internal training
courses can be introduced.
Compensation and Benefits – The department can be asked to bring a new
compensation scheme, which will save the costs and motivate employees to be
more proactive.
HR Front Office – The HR Front Office have to be present at clients all the time
as they will need a strong guidance and facilitation during the recession. The HR
Processes are heavily affected by the recession, but the HRM Function has to take
this as the opportunity to change and to bring new ideas on the scene. The
recession is the best time to design a completely new approach of the organization
to its human capital.