1. Explain what HR management is and how it relates to the management process.

Answer:-

Human Resource Management as “planning, organizing, directing, controlling of

procurement, development, compensation, integration, maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.

People who work in an organization are called the human resources.

For any organization to achieve the goals, there should be effective functioning and
management of the human resources.

Human resource management is the process of planning, organizing, controlling and

directing in an organization. In this way, it helps an organization to achieve the success
by attaining the advantages in managing.

HRM manages the details of all aspects of the employees in an organization. It carries the
policies and practices to be followed for functioning. It helps to avoid errors and provides
accurate information.

Human resource management use the available skilled staffs and also make efficient use
of existing staffs in the organisation by managing them properly.
2.Compare the authority of line and staff managers. Give examples of each.
Answer:-

Any organizational structure is well-modulated only when they have the required number of
line and staff managers.

It is the work of the line authority to flow the chart of command to the other staffs.

For example, they can give an order to a production supervisor to keep a single employee in
work, or ask for reasons why a single employee was late or absent for work.

At the same time, in case of a staff manager, it is a kind of counselling that they do with the
line authority.

For example, accepting quality of work, initiating mass scale high quality production etc.

3.Explain each of the four examples of a bona fide occupational

qualification. What is the difference between disparate treatment and
disparate impact?

Answer:-

Here are four examples found by the courts as acceptable reasons to discriminate in hiring:

 Mandatory retirement age requirements were allowed for airline pilots because safety
was the primary concern and airlines could show that older pilots were significantly
less safe once they reached a certain age.
 Male clothing designers were allowed to legally advertise for male models only, since
female models wouldn’t be able to model men’s clothing as intended.
 Churches were allowed to legally hire only members of their own church and faith
and reject clergy from other religions.
 An airline was allowed to hire only pilots of a certain religious background. Why?
Because one of the countries that the airline flew over prohibited, under punishment of
death, the presence of people outside of a certain religion.
Title VI of the Civil Rights Act of 1964 prohibits employers from discriminating based on
race, colour, religion, sex or national origin. This includes disparate treatment and disparate
impact.

The difference between disparate impact and disparate treatment is that disparate treatment is
intentional discrimination, while disparate impact is unintentional.

If your organization’s policies, practices or procedures are unbiased but end in a

disproportionate impact on protected groups – race, colour, religion, sex or national origin –
this would be disparate impact.

On the other hand, if your organization’s policies, practices or procedures are set up to
intentionally eliminate a protected group based on race, colour, religion, sex or national
origin, this would be disparate treatment. You cannot intentionally single out or treat an
individual in a protected group less favourably.

4. Discuss the present status, problem, and prospect of Equal Employment

Opportunity in Bangladesh.
5.We discussed several methods for collecting job analysis data—
questionnaires, the position analysis questionnaire, and so on. Compare
and contrast these methods, explaining what each is useful for and listing
the pros and cons of each.

Answer:-

Interviews, questionnaires, observation, and participant diaries are known as the conventional
data collection methods, since they are all qualitative in nature. They are the most popular
methods for gathering job analysis data, and provide realistic information about what job
incumbents actually do and the qualifications and skills required. Associated with each are
certain advantages and disadvantages.By combining two or more conventional techniques,
some of the disadvantages can be overcome.

The Interview - Three types of interviews are used to collect job analysis data: individual
interviews with each employee; group interviews with employees having the same job; and
supervisory interviews with one or more supervisors who are thoroughly knowledgeable
about the job being analysed.

The interview is probably the most widely used method. The major advantage is that the
incumbent can report activities and behaviour that might not otherwise come to light.
Interviews also provide an opportunity to explain the need for and functions of job analysis,
allow for probing, and can let the interviewee vent frustrations or views that might otherwise
go unnoticed by management. Interviews are also relatively simple and quick, and are more
flexible than surveys. There are several additional advantages to group interviews. First,
groups tend to do better than individuals with open-ended questions. Also, such interviews
may also be higher in reliability and validity due to cross-checking.

The major drawback of the interview technique is potential distortion of information, whether
due to outright falsification or honest misunderstandings. A job analysis is often used as a
prelude to changing a job's pay rate. Knowing that fact, employees tend to exaggerate certain
responsibilities, while minimizing others. Obtaining valid information can thus be a slow
process. Interviewing is also fairly labour-intensive, and depends heavily on rapport between
the interviewer and respondent. Group interviews are also fairly costly, because of the
number of people taken away from their jobs to participate.

Questionnaires - Having employees fill out questionnaires to describe their job-related

duties and responsibilities is another good method of obtaining job analysis information.

Whether structured, unstructured, or a combination of the two, questionnaires have

advantages and disadvantages. A questionnaire is a quick and efficient way of obtaining
information from a large number of employees and is less costly than interviewing hundreds
of workers, for instance. Structured surveys lend themselves easily to computer analyses.
This method also lends itself to situations in which the survey sample is widely scattered.

A drawback is the fact that developing the questionnaire and testing it can be an expensive
and time-consuming process. Other disadvantages include the fact that this technique is
dependent on the communication skills of respondents, does not allow for probing, and tends
to focus on perceptions of the job.
Observation - Direct observation is especially useful when jobs consist mainly of observable
physical activities. Direct observation and interviewing are often used together. One approach
is to observe the worker on the job during a complete work cycle. All of the observed job
activities are noted. Then, after as much information as possible is accumulated, the
incumbent is interviewed, asked to clarify points not

understood, and explain what additional activities he or she performs that weren't observed.
Another approach is to observe and interview simultaneously, while the jobholder performs
his or her tasks.

Advantages include the fact that this method focuses more on reality than on perceptions, and
that a third party observer tends to have more credibility than job incumbents, who may have
reasons for distorting the information provided.

Disadvantages relate to the fact that observation can influence the behaviour of job
incumbents, and its unsuitability for jobs requiring mental effort, those in which the
employee engages in important activities that occur only occasionally, and those with long
job cycles.

Participant Diary/Log- Another technique involves asking employees to keep a diary/log or

a list of what they do during the day, along with the time each activity takes.

This can produce a very complete picture of the job, especially when supplemented with
subsequent interviews with the employee and his or her supervisor. Another advantage is its
appropriateness for jobs with a long job cycle.

This method requires the participation and cooperation of job incumbents, something that it
not always easy to attain. Other disadvantages include the focus on perceptions and the fact
that the employee might try to exaggerate some activities and underplay others. However, the
detailed, chronological nature of the log tends to minimize this problem.

Quantitative Job Analysis Techniques- Although most employers use interviews,

questionnaires, observations, and/or diaries/logs for collecting job analysis data, there are
many times when these narrative approaches are not appropriate. For example, when the aim
is to assign a quantitative value to each job so that they can be compared for pay purposes, a
more quantitative job analysis approach may be best. The two most popular quantitative
methods include:

Position Analysis Questionnaire (PAQ) - The position analysis questionnaire is a very

structured job analysis questionnaire that is filled in by a job analyst. The PAQ contains 194
items, each of which represents a basic element that may or may not play an important role in
the job. The job analyst decides whether each item plays a role on the job and, if so, to what
extent.

The advantage of the PAQ is that it provides a quantitative score or profile of the job in terms
of how that job rates on five basic dimensions: (1) having decision-
making/communication/social responsibilities, (2) performing skilled activities, (3) being
physically active, (4) operating vehicles/equipment, and (5) processing information. The
PAQ's real strength is in classifying jobs. Results can be used to compare jobs to one another;
this information can then be used to determine appropriate pay levels.
Functional Job Analysis (FJA) Functional job analysis rates the job not only on
responsibilities pertaining to data, people, and things, but also on the following dimensions:
the extent to which specific instructions, reasoning, and judgment are required to perform the
task; the mathematical ability required; and the verbal and language facilities involved. This
quantitative technique also identifies performance standards and training requirements.