Roll No.

__________________ 15 March, 2017

Sarhad University, Peshawar

(Distance Education)

Paper : Human Resource Management - HR333 Examination: Final, Fall - 2016

Time Allowed: 3 hours Total Marks: 70, Passing Marks (35)
NOTE: Q. 1 is compulsory. Attempt any four questions from the remaining. All questions carry equal marks

Q1. “HRM (Human Resource Management) is crucial for the survival and success of modern organizations”.
Explain.
Ans: The Importance of Human Resource Management:

1. Helps you achieve your objectives:

The chief ground for human resource management to be important is that they help the company to achieve their objective on a regular basis by
means of developing a positive attitude amongst the employees.

They assist in diminishing wastage and make usage of maximum net income from the resources.

2. Design recruitment and training:

They are significant because they cull the right kind of people during recruitment. They call for initiatives and design criteria which are best
suited for a specific task.

When required they also supply preparation for employees, which helps in evolving the presentation skills of the employees and then they take
up new posts.

3. Professional development is attained:

The policies adopted by HRM helps in providing excellent training for the employees.

When such training is offered, they are developed professionally. Their talent can be used inside the system and also in other companies which
one may intend to join in the future.

4. Performance appraisals are a good thing:

The HRM motivates the employees by their performance assessment procedure. They help people to act according to their efficacy and also offer
estimates to gain advances.

5. Smooth relationship is preserved:

 The co-ordinal relationship between union and management is maintained with HRM.

The joins in the troupe comes to a determination that the troupe is also interested in their increment and the prospects for performing strikes are
greatly brought down

6. The work atmosphere is maintained:

Another important aspect to glance is that the workplace atmosphere and work culture are significant aspects which plays a central part in the
operation of an employee. The human resource team offers a good working condition for the employees.

7. Enhances teamwork:

The HRM helps individuals and trains them to play in a team; this perfect training makes employees better to exploit in a team.

8. Handles disputes:

There are a number of hassles and issues that may rise up during the track amongst the employer and employee in an organization.

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In such scenarios, the human resource department acts as a consultant as well as intercessor to set right those sorts of events.

9. They prepare talents for the hereafter:

To integrate the occupation demands and produce perfect results, the employees are often trained.

10. Public relations are raised:

The human resource management is responsible for rising public relations during the class of work.

They are responsible for organizing seminars, business meetings, and other officials get together on behalf of the fellowship so that public
relationship with other systems is developed.

Q2. Why and how is job analysis conducted in an organization?

Ans: Purpose of Job Analysis
Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance
appraisal, analyzing training and development needs, assessing the worth of a job and increasing personnel as well as organizational productivity.

 Recruitment and Selection: Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational
qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to
fit a right person at a right place.
 Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance
standards, evaluation criteria and individual’s output. On this basis, the overall performance of an employee is measured and he or she is appraised
accordingly.
 Training and Development: Job Analysis can be used to assess the training and development needs of employees. The difference between the
expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and
equipments to be used to conduct training and methods of training.
 Compensation Management: Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable
incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides
HR managers in deciding the worth of an employee for a particular job opening.
 Job Designing and Redesigning: The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in
designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the
employee satisfaction while increasing the human output.

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Job Analysis Methods

Most Common Methods of Job Analysis

 Observation Method: A job analyst observes an employee and records all his performed and non-performed task, fulfilled and un-fulfilled
responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to handle
challenges and risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the most difficult one. Why? Let’s
Discover.

It is due to the fact that every person has his own way of observing things. Different people think different and interpret the findings in different ways.
Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be avoided by proper
training of job analyst or whoever will be conducting the job analysis process.

This particular method includes three techniques: direct observation, Work Methods Analysis and Critical Incident Technique. The first method includes
direct observation and recording of behaviour of an employee in different situations. The second involves the study of time and motion and is specially
used for assembly-line or factory workers. The third one is about identifying the work behaviours that result in performance.

 Interview Method: In this method, an employee is interviewed so that he or she comes up with their own working styles, problems faced by them, use of
particular skills and techniques while performing their job and insecurities and fears about their careers.

This method helps interviewer know what exactly an employee thinks about his or her own job and responsibilities involved in it. It involves analysis of job
by employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview should be carefully
decided. And to avoid errors, it is always good to interview more than one individual to get a pool of responses. Then it can be generalized and used for
the whole group.

 Questionnaire Method: Another commonly used job analysis method is getting the questionnaires filled from employees, their superiors and managers.
However, this method also suffers from personal biasness. A great care should be takes while framing questions for different grades of employees.

In order to get the true job-related info, management should effectively communicate it to the staff that data collected will be used for their own good. It is
very important to ensure them that it won’t be used against them in anyway. If it is not done properly, it will be a sheer wastage of time, money and
human resources.

These are some of the most common methods of job analysis. However, there are several other specialized methods including task inventory, job element method,
competency profiling, technical conference, threshold traits analysis system and a combination of these methods. While choosing a method, HR managers need to
consider time, cost and human efforts included in conducting the process.

Q3. What is the difference between recruitment and selection? How would you assess the effectiveness of
selection process used in an organization?
Ans: Difference between recruitment and selection:
Both recruitment and selection are the two phases of the employment process. The differences between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for
jobs in the organization WHEREAS selection involves the series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best
candidates for the organization, by attracting more and more employees to apply in the organization

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WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions
in the organization.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection
is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned
with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of

service between the employer and the selected employee.

Effectiveness of selection process

1. USE HIRING ANALYTICS TO IDENTIFY PRODUCTIVE SOURCES
The first step to attracting top talent is to know where to find it, such as on job boards, social media sites, mobile hiring apps, or through
referrals. Tracking and analyzing source of hire data can help you determine where the majority of your candidates are entering the
recruiting process. You also can analyze the source of your leading applicants, which will indicate where you are more likely to find top
talent candidates in the future. This will help your HR department determine where to put their resources to ensure that greatest return
on investment.

2. DETERMINE OVERALL INTERNAL SATISFACTION

The effectiveness of your organization's recruiting process may look completely different to the HR department than it does to your
leadership, or even your hiring manager. It is important that all key players assess the success of any talent acquisition campaign.
Electronic surveys can provide valuable data and help to identify problems with the recruiting process. The involvement of key
stakeholders in the assessment of the hiring process also can ensure that hiring managers have a full understanding of the functions
and capabilities of the recruitment technology used.

3. REVIEW OVERALL EXTERNAL SATISFACTION

Candidates that have a positive recruiting and onboarding experience are more likely to accept a position and to remain with the
company. This makes it crucial to track the quality of your company's candidate experience - or each candidate's overall satisfaction of
the recruiting process. Standardized, electronic surveys can provide you with all the analytical data you need to identify any problems
within the hiring process from the candidate perspective.

4. TIME-TO-FILL ANALYSIS
While you don't want to rush the hiring process, it is important to evaluate the time it takes to fill specific positions. The Society of Human
Resource Management defines time-to-fill as "the number of days from when the job requisition was opened until the offer was accepted
by the candidate." High time-to-fill timelines may signify a problem within the recruiting process. These metrics can help hiring managers
plan their workload better, by knowing when to expect the position to be filled.

5. ANALYZE VALUABLE RECRUITING RATIOS

Data collected during each stage of talent acquisition can provide an in-depth look into your hiring process. Recruiting ratios, such as the
number of applicants compared to the number of interviews or the number of interviews compared to the number of job offers, can help
you determine the overall effectiveness of the acquisition process at every stage. In addition, these data can help you track the amount
of resources used at each stage of the hiring process. 

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6. TOTAL COST PER HIRE

Another set of hiring metrics that should be tracked is the total cost per hire. You want to know exactly how much money the company is
spending on each hire they bring onboard. This includes costs such as agency fees, advertising costs, internal recruiting
costs, assessment tools, hours spent at each stage of the recruiting process, travel expenses, and relocation. As you make changes to
the recruiting process, you can compare these metrics to evaluate efficiency and return on investment.

7. QUALITY OF EACH HIRE

Tracking these hiring metrics should not stop once the candidate is hired. In fact, you can gain valuable insight as tothe quality of each
hire by continuing to track their success, especially throughout the first year. You can track attendance records, new hire turnover rates,
managerial reviews, and productivity. You also can use post-hire assessments to determine the quality of each hire, identify leadership
skills, and to make promotional decisions. 

8. EARLY STAGE ATTRITION RATE

Though a candidate may be skilled and provide value even during a short tenure, leaving the job (whether voluntarily or involuntarily)
shortly after being hired hardly constitutes as a success. One way to calculate your new hire turnover rate is to divide the number of
employees who separate from the company by the total number of employees working during that time period. You can make these
calculations based on a 90-day window or other milestones, such as six months or a year.

Using Hiring Metrics to Make Intelligent Talent Decisions

Utilizing data from recruiting metrics and performance is not just about finding high-potential candidates; it's also about using these
metrics to tell the story of your company, your candidates, and your hiring procedures so you can enhance your current talent acquisition
process.

Q4. Why are employees generally fearful of performance appraisal? Which problems/errors may creep into
the performance evaluation process?

Ans: Performance appraisal :

Organizations undertake performance appraisals to improve individual and corporate efficiency.  It is a key component of human resource management in
organizations. At individual level, organizations carry out performance appraisals to reward, to identify training needs and for career development. The appraisal
process establishes key results that both the individual and the organization must achieve in a given time period. It measures actual performance against set targets
thereby aiding the achievement of both individual and overall corporate goals.

Despite these lofty goals however, many employed persons are not happy to go through the annual ritual of performance reviews. This piece discusses five reasons
why employees fear performance appraisals.

#1 Performance appraisals expose our individual weaknesses

A properly structured appraisal system helps to evaluate the performance of employees, identifying their strengths and weaknesses. Such appraisal system usually
constitute objective basis for promotion, compensation and reward. As a management tool, organizations often use performance appraisals to shape  the working
habits of their employees. They may also use it as an instrument to sanction non-performance. This should gladden the hearts of hardworking employees. Many
employees however see it differently.

The grossly lazy and incompetent employees are usually afraid of any objective appraisal system which tends to expose their weaknesses. Employees in this
category often refuse to work hard or seek for ways to improve their careers. They dwell on favours and on the expectation that their influential godfathers will shield
and protect them. An objective appraisal system will usually identify such employees, and where necessary take them out of the system.
#2: Biased rating system
Appraisal systems are hardly free from bias. Managers often introduce non-performance related factors such as colour, gender, tribe, language, age, quota etc.,
into the appraisal system. These factors cloud the appraisal process thereby making objectivity an issue. The appraisal process therefore often results in
questionable outcomes. Managerial biases such as likes and dislikes, loyalty and disloyalty and interpersonal relationships also contaminate performance
appraisals. A biased rating system discourages and demotivates employees.

In my experience, a number of employees who get scored high in an appraisal process are not always the best performers. Employees who benefit from the
skewed appraisal system consider themselves lucky. On the other hand, employees who lose out as a result of the rigged appraisal process have every reason to
be afraid of performance appraisals.

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#3: Performance Appraisals are time consuming and repetitive
Some appraisal processes involve series of irritating software programmes that are both repetitive and time confusing.  Jena McGregor, a contributor to The
Washington Post and author of the article “The corporate kabuki of performance reviews”, aptly summarized performance review as a regime of “endless paperwork,
the evaluation criteria so utterly unrelated to our jobs, and the simplistic and quota-driven ratings used to label the performance of otherwise complex, educated
human beings”.
Some employees see performance appraisals as annual ritual of organized paperwork; tiring, time wasting and confusing. Some others cannot relate the
measurement criteria to their actual performance at work. Many organizations commit enormous time and resources annually towards conducting performance
reviews, yet the argument has persisted as to whether this actually leads to substantial improvement in individual and corporate efficiency.

New research now also shows that going through an appraisal process has implications for health and safety. According to the researche by David Rock, the author
of “Your Brain at Work”, going through the annual ritual of performance appraisal dulls certain parts of the human brain. This probably explains why the process
leaves many people apprehensive, angry and deflated.
#4: Creates opportunity for intrigues and power play
For some managers, performance appraisal is an instrument for political horse trading, intrigues and power play. In organizations where this sort of culture exists,
managers inadvertently find themselves struggling for limited positions. Also in this sort of organization, influential power brokers decide who gets what. These
power brokers strategically place managers in the favoured class in positions to rise above their peers. The skewed system relegates managers who do not belong
to the favoured class to inconsequential positions. Managers in this class are considered outsiders and the system ensures they remain subservient to the power
brokers.

In these sorts of organizations, competence is less important as a criterion for getting to the top. Being able to play the organizational politics of personal survival and
self-preservation is what really matters. The highly competent, less acquiescing and hardworking employees are therefore afraid of performance appraisals because
every round of appraisal opens up another opportunity for ingratiation, hypocrisy, nepotism and favouritism.
#5: Poor feedbacks
Feedback is vital to a well-structured performance appraisal system. Employed people desire to know how well they are doing in assigned tasks. Supervisors ought
to communicate to their subordinates the outcome of every objective assessment in a timely and regular manner. Feedback communication is considered effective
when carried out in a cordial atmosphere, with intention to teach and to correct. When carried out in this manner, a feedback system creates better understanding
between workers and their supervisors.

Managers are often uncomfortable with communicating assessment outcomes which they consider unfavourable to affected employees. By withholding
unfavourable assessment outcomes from affected employees, managers  inadvertently create anxiety, fear and panic among their workers.  As a result, many
employees now associate performance appraisals with bad news. An unsettled workforce often resorts to rumour mongering and gossips to obtain needed
information.  Feedback and monitoring are vital to the success of every appraisal system. Without feedback, everyone returns to the old habits once the review is
over until the next appraisal period.

Problems/errors:
Rating errors are factors that mislead or blind us in the appraisal process. Armstrong warned that “appraisers must be on guard against anything that
distorts reality, either favorably or unfavorably.” These are the 10 rating errors seen most often. They’re where managers and other raters are most likely
to go offtrack.

1. Central tendency. Clustering everyone in the middle performance categories to avoid extremes of good or bad performance; it’s easy, but it’s
wrong. This isn’t fair to employees who are really making an effort, and it can be demoralizing.
2. Favoritism. Overlooking the flaws of favored or “nice” employees, especially those whom everyone likes.
3. Grouping. Excusing below-standard performance because it is widespread; “Everyone does it.”
4. Guilt by association. Rating someone on the basis of the company they keep, rather than on the work they do.
5. The halo effect. Letting one positive work factor you like affect your overall assessment of performance.
6. Holding a grudge. A dangerous luxury that may result in your ending up in court. Never try to make employees pay for past behavior.
7. The horns effect. The opposite of the halo effect—letting one negative work factor or behavior you dislike color your opinion of other factors.
8. Bias. Allowing your bias to influence the rating. Bias can come from attitudes and opinions about race, national origin, sex, religion, age,
veterans’ status, disability, hair color, weight, height, intelligence, etc.
9. Recency. Rating only recent performance, good or bad. Data should be representative of the entire review period. If you’re not keeping good
notes, you may not remember the whole period. Armstrong noted that “you want to make sure, again, that you’re keeping records so that you
can adequately describe performance over an entire performance period.”
10. The sunflower effect. Rating everyone high, regardless of performance, to make yourself look good or to be able to give more compensation.

These and other rating errors can cause your entire performance review program to lose credibility among your employees. With consistent analysis of
the program, you can work to avoid this situation!

Q5. Some employees perform better than others. What is the role of motivation in improving performance?
Is money the only motivator for employees?
Ans: Role of motivation:

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Employee motivation is a critical aspect at the workplace which

leads to the performance of the department and even the company.
Motivating your employees needs to be a regular routine.
There are companies that sadly fail to understand the importance of employee motivation. Research shows that many companies have

disengaged employees with low motivation; only 13% of employees are engaged at work (Gallup).

In this article, we look into why employee motivation is important in any businesses or companies.

“An employee’s motivation is a direct result of the sum of

interactions with his or her manager.”
– Bob Nelson
Importance of Employee Motivation

There are several reasons why employee motivation is important. Mainly because it allows management to meet the company’s goals.

Without a motivated workplace, companies could be placed in a very risky position.

Motivated employees can lead to increased productivity and allow an organisation to achieve higher levels of output. Imagine having an

employee who is not motivated at work. They will probably use the time at their desk surfing the internet for personal pleasure or even

looking for another job. This is a waste of your time and resources.

Note that this is based on one employee. Try picturing the majority of your employees doing the same thing. This is not a position

anybody wants to be in.

Benefits of Motivated Employees

Employee motivation is highly important for every company due to the benefits that it brings to the company. Benefits include:

Increased employee commitment

When employees are motivated to work, they will generally put their best effort in the tasks that are assigned to them.

Improved employee satisfaction

Employee satisfaction is important for every company because this can lead towards a positive growth for the company.

Ongoing employee development

Motivation can facilitate a worker reaching his/her personal goals, and can facilitate the self-development of an individual. Once that

worker meets some initial goals, they realise the clear link between effort and results, which will further motivate them to continue at a

high level.

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Improved employee efficiency

An employee’s efficiency level is not only based on their abilities or qualifications. For the company to get the very best results, an

employee needs to have a good balance between the ability to perform the task given and willingness to want to perform the task. This

balance can lead to an increase of productivity and an improvement in efficiency.

How to Increase Employee Motivation

Here are three immediate actionable tips to increase employee motivation in your workplace.

Improve communication

The easiest way to increase employee motivation is by having positive communication at the workplace. Not relying only on emails but

by making sure they talk to their employees in person and even on a personal level, if possible.

Try setting aside some time each day to talk with employees or you can join them during coffee breaks instead of sitting at your desk. By

doing so, you actually make employees feel as though you are part of the team; a leader instead of just the boss. Experts agree

that team communication is super valuable.

Employees also want to see the company that they are working for succeed. Many have excellent ideas, ranging from money saving to

operational improvements. Management must make an effort to take some time to ask and listen to suggestions. Nothing is more

worthwhile than feeling valued.

Value individual contributions

Management should ensure their employees on how their individual efforts and contribution plays an important part of the company’s

overall goals and direction. Employees will take pride and be engaged in their work if they are aware how their efforts create an impact

the organisation; regardless of how big or small their contributions are.

Management does not have to reward their employees with gifts every single time they did a good job at a task. At times, a simple

“Thank You” or “Great job” will suffice.  These meaningful words acknowledge effort, build loyalty and encourage people to work even

harder.

Related article: 40 great ways to say thank you to your employees

“Employees who believe that management is concerned

about them as a whole person – not just an employee –
are more productive, more satisfied, more fulfilled.
Satisfied employees mean satisfied customers, which
leads to profitability.”

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– Anne M. Mulcahy
Positive workplace environment

Sometimes, the employees lack motivation because their workplace does not have a positive work environment.To fix this, management

could sent out surveys and get feedback from employees in order to solve the issues that they may face.

Management could also post a positive quote or picture by the copier, coffee machine or somewhere else that is visible and that

receives high foot traffic so that others can see. Flora and fauna also helps create a serene workplace environment for your employees,

so why not add a couple of plants around the office.

Management could also find creative ways in which to consistently keep their employees motivated as much as possible. You can read

our post on how to motivate your employees in 12 easy steps to help you with your company’s employee motivation. 

 MONEY IS A SHORT-TERM MOTIVATOR AND HAS LIMITED APPEAL

Yes, money is important, but that comes as a standard expectation with any job. People expect to be paid a fair wage, and without it, no amount

of perks can attract or retain employees. This is particularly important in countries with weaker economies, such as Poland and Brazil,

where take-home pay is still the number one factor in employees decision to move or stay with their existing employer.

However, in stronger economies with stricter laws enforcing a minimum wage, such as the UK, financial compensation loses its influence. The

ripples of motivation that follow a wage increase fade away after two or three weeks. A recent BCG survey asked more than 200,000 employees

from around the world their top ten factors for on-the-job happiness. Results show that people place appreciation for their work as the most

important factor for on-the-job happiness - an attractive fixed salary was only eighth on the list.

Q6. Training Needs Assessment (TNA) is vital for ensuring the effectiveness of training program. Explain

Q7. Does Islam guide its followers in HRM? Elaborate the principles of HRM from Islamic perspective.

Ans: Human resource management: an Islamic perspective

Purpose
Organizations manipulate themselves as per the legal, political, and social values of the particular country where they
operate. As a result, the operations and human resources (HRs) of business corporations are handled as the
environmental fabric of that country suggests. The purpose of this paper is to develop a conceptual framework
describing the aspects of modern day human resource management (HRM) and HRM from Islamic perspective.

Design/methodology/approach
The framework is presented in five broad categories – the message of Islam, Islam in different nations, Islam and
work, Islam and managerial dimensions, and Islam and HRM practices. Secondary data have been used to gain
knowledge about teachings of Islam and how they can be practiced in order to manage HR effectively. Detailed
discussion has been incorporated regarding the Islamic culture and how it can be practiced in the organizations while
conducting different HR activities. It has been kept in mind to maintain the originality of the paper though any

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changes in the message of Quran and Prophet (s.a.w.) cannot be incorporated. If the organizations will be managed
from Islamic perspective, managers will not only gain success but will also be at peace knowing that they are doing
work for Allah.

Findings
This paper concludes Islam is more a “way of life” than a mere religion. In a nutshell, it teaches how a believer has to
oblige to the commitment to his faith. Businessmen believe materialistic accumulation is all they are living for. But in
reality, it is temporary. Their good deeds and behavior with people irrespective of any discrimination will remain
forever.

Originality/value
A conceptual model of HRM and Islam is presented that provides an explanation of the linkage between the two.

Q8. Write short notes on any two of the following:

i. Assessment Centre
Assessment Centre or Management Assessment Centre is one of the selection techniques used in
organizations to measure the knowledge, skills & abilities (KSA) of a person. A traditional assessment
centre involves six participants and lasts from one to three days. The participants are evaluated by
trained assessors by various techniques likesimulations and also sometimes using interviews &
tests.
In the simulation technique, the participants are asked to perform realistic tasks in hypothetical
situations. Some of the commonly used simulation exercises include:
•In-basket exercise
•Leaderless group discussion
•Management games
•Fact-finding exercises
•Individual presentation exercises
When the participants work through these exercises, the assessors evaluate their behaviour &
knowledge level. After that, they share their observations and prepare the evaluation report. It is
especially done for management level candidateslike plant managers, general managers etc. It is a
very good technique to predict future job performance.

In some of the companies the assessment is done through external agency also. Many manufacturing
companies use this method where large number of applicants must be processed.Toyota for example
assessed 22,000 applicants by this method to staff their 3000 person plant in Kentucky.

ii. Self-actualization
Self-actualization is the final stage of development in Abraham Maslow’s  hierarchy of needs. This stage occurs when a person is able to take full
advantage of their talents while still being mindful of their limitations.

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The process of self-actualization is different for everyone, and not all individuals achieve all levels of the hierarchy throughout their lives. While

Maslow believed achieving self-actualization is somewhat rare and posited that only about 1% of the adult population has self-actualized, current

research shows this number may be higher. Further, self-actualization has not been found to correlate with age, gender, income level, or race.

Self-actualization is thought to be best conceptualized as the sum of its parts rather than as traits viewed in isolation. For example, a person who

has a creative spirit, which is one trait of self-actualization, may still not be fully self-actualized. Some experts say the theory of self-actualization

is more about how open a person is to growth and health rather than about achieving ideals such as perfection, success, or happiness.

In addition, those that do self-actualize will not necessarily remain in that state. People may travel between several levels of the hierarchy over

their lifespan, based on life circumstances, individual choices, and mental health.

MASLOW’S HIERARCHY OF NEEDS

Although the concept of self-actualization was originally discussed by Gestalt psychologist Kurt Goldstein, it is most often associated

with humanistic psychology , particularly the humanistic psychologist Maslow, who used self-actualization as the pinnacle of his  hierarchy of needs . 

Maslow developed the concept of the hierarchy of needs to address both the basic and esoteric needs of human existence. Its stages include

physiological needs, safety needs, the need for love and belonging, the need for esteem and, finally, self-actualization.

Once the most basic needs for an individual to remain alive have been met, desires that concern safety and affection follow, then esteem needs.

Once esteem needs such as self-confidence and self-respect have been met, a person might begin to self-actualize. The hierarchy also serves as

a model of development in which babies start at the lowest level by attempting to gain food, water, and shelter.

The needs associated with self-actualization include:

 Acceptance of facts

 Lack of prejudice

 Ability to solve problems

 Sense of morality

 Creativity

 Spontaneity  

When these needs are met, a person may be more open to the process of self-actualization.

EXAMPLES OF SELF-ACTUALIZATION

Self-actualization may manifest in many forms, and some of how a self-actualized person may appear can depend on their age, culture, and other

factors. A few examples of behavior a self-actualized person might exhibit include:

 Finding humor in a given situation

 Getting enjoyment and satisfaction out of the present moment

 Understanding what they need in order to gain a sense of fulfillment 

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 Tendency to feel secure and unashamed in who they are

iii. Career Growth

Career development is the series of activities or the on-going/lifelong process of developing one’s career. Career development usually refers to
managing one’s career in an intra-organizational or inter-organizational scenario. It involves training on new skills, moving to higher job
responsibilities, making a career change within the same organization, moving to a different organization or starting one’s own business.

Career development is directly linked to the goals and objectives set by an individual. It starts with self-actualization and self-assessment of
one’s interests and capabilities. The interests are then matched with the available options.

The individual needs to train himself to acquire the skills needed for the option or career path chosen by him. Finally, after acquiring the desired
competency, he has to perform to achieve the goals and targets set by him.

Career development is directly linked to an individual’s growth and satisfaction and hence should be managed by the individual and not left to
the employer. Career development helps an individual grow not only professionally but also personally. Learning new skills like leadership, time
management, good governance, communication management, team management etc also help an employee develop and shape their career.

Importance of Career Development

Every employee working in an organization is looking for a career development which moves in the right direction. Career path taken by an
employee determines the growth. Career should be planned in a way that it moves forward.

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