Q.

1 Answer in two sentences (cach question carries 2 mrks) (10 Mrks)

1. Conflict :-
In simple words, organizational conflicts may be defined as “situations in which there is a
breakdown in decision making, just because of the irrational and incompatible stand taken by
one or all concerning parties to decision making.”
S. R. Robbins defines conflict as “a process in which an effort is purposefully made by a
person or unit to block another that result in frustrating the attainment of others goals or
furthering of his or her interests.”
Conflict has three elements. The first element of conflict is the existence of a struggle of
some type. Secondly, the involved parties must have, or think they have, incompatible goals.
Lastly, there must be some degree of interdependence between the people who are involved.
2. Promotion :-
Promotion is a marketing tool, used as a strategy to communicate between sellers and buyers.
Through this, the seller tries to influence and convince the buyers to buy their products or
services. It assists in spreading the word about the product or services or company to the
people. The company uses this process to improve its public image. This technique of
marketing creates an interest in the mindset of the customers and can also retain them as loyal
customers. Promotion is a fundamental component of the marketing mix, which has 4 Ps:
product, price, place, and promotion. It is also an essential element promotional plan or mix,
which includes advertising, self and sales promotion, direct marketing publicity, trade shows,
events, etc.
3. Management Development
“Executive or management development is a planned process of learning and growth
designed to bring behavioural change among the executives.” Management development is a
process in which managers working at different levels learn and improve their ability,
capability, knowledge and skills for improving the performance of individual as well as
organisation. The effectiveness of managers at work contributes a lot to the success of every
organisation. The new approach of human resource management is that money used in
development of employees and managers is considered as an investment and not as a cost.
Along with their jobs the managerial staff is provided opportunities to learn and improve their
competencies. This whole process is known as management development.
4. Career
The term 'career denotes all the jobs that are held during one's working life. It is viewed as a
sequence of positions held by an individual during the course of his lifetime. Edwin B. Flippo
defined a career as a sequence of separate but related work activities that provide continuity,
order and meaning in a person's life. This is the objective career. A career may be viewed as
amalgam of the changes in values, attitudes and motivation that occurs as a person grows
older. This is a subjective element in the concept of a career.
The steps to build a career :-
Step 1: Self-assessment
Step 2: Exploration
Step 3: Identification
Step 4: Alignment
Step 5: Action plan
‍
 5. Interview
● Interview is one of the important steps in selection procedure. It is probably the most
widely used selection tools. Employment interview and tests are two of the most
important screening devices generally used in hiring procedure. It is the oldest method
of evaluating a person’s potential for a job. It is used in practically every business and
profession. Some activities call for a high degree of proficiency in interviewing; such
as appointment of engineers, lawyers, managers, salesmen and supervisors.
● The interview is also widely used in securing credit information, making loans,
selling, and adjusting complaints as well as in personnel administration and
management. . Interview technique is quite complex in substance and difficult to use
property. Its scope includes measuring all the relevant characteristics and integrating
and classifying all other information about the applicant.

Q.2. Short Notes (Any 3) (15 Mrks)

1. Recruitment & Selection Comparison
MEANING OF RECRUITMENT:   
Recruitment is understood as the process of searching for and obtaining applicants for jobs,
from among them the right people can be selected. Though theoretically recruitment process
is said to end with the receipt of applications, in practice the activity extends to the screening
of applications so as to eliminate those who are not qualified for the job.
MEANING OF SELECTION:
Selection is the process of picking up individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal definition of
Selection is as under
Definition of Selection: Process of differentiating
“Selection is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job.”

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Recruitment Selection
1. Recruitment refers to the process of 1. Selection is concerned with picking up the
identifying and encouraging prospective right candidates from a pool of applicants.
employees to apply for jobs. 2. Selection on the other hand is negative in its
2. Recruitment is said to be positive in its application in as much as it seeks to eliminate as
approach as it seeks to attract as many many unqualified applicants as possible in order
candidates as possible. to identify the right candidates.

2. Various steps in employee grievances redresser procedure

Defining Employee Grievances
Employee grievance can be defined as the discontentment caused by the gap between what your
employees expect and what they fail to get. It may or may not be justified but needs to be tackled very
carefully. A considerable amount of time must be invested by the HR person to talk to the employees
to understand their grievances.
Identifying employees’ grievances can be a challenge in personnel management. However, specific
ways can help you in this job.
8 Effective Steps to Handle Employee Grievances Most Effectively:
Create the system:
The first thing is to set up a grievance redressal system for your companies to help your employees
lodge complaints and grievances so that you can resolve them. Something that you must consider here
is- The grievance procedure must be added to the employee handbook’s content so that all can easily
access it.Someone must take responsibility for grievance receipts. You must ensure the employees
that their complaints are placed in confidence. Generally, it should be someone from the Human
Resources Department.The place of receiving the complaints must be within reach of all. That is, it
should be located centrally. If you use a grievance box, it should be in the area of common
accessibility.
As it might involve personal matters, it is essential to focus on confidentiality while dealing with
employees’ grievances. Involving the least number of people prevents the issue from being
widespread. The complaints put forwards must be followed up timely. That is, no issue should be on
hold for a long time. It should follow a schedule to expect a certain level of responsiveness within a
specified period.
Acknowledge the grievance:
It would help if you listened more than you talk while dealing with employee grievances. When your
employees come to you lamenting over an issue, lend them your ear.
That doesn’t mean that you should resolve it immediately but so that your employees know that their
complaint is acknowledged. Let your employees know that you have received their report and are
willing to do something about it.
Investigate:
Not all issues qualify for a hearing. Generally, it is essential to review whether the grievance is valid
or not. Inquire about the incidents or situations and gather any relevant information. It may not always
be necessary but if the matter involves other staff, they will need to be informed and given a chance to
explain themselves and put forward their shreds of evidence.
Once the investigation is over, you can arrange a formal meeting.
Hold the formal meeting:
The employee with the grievance and all the relevant parties should be called to be present in the
formal hearing. The employee can put forward any evidence that backs up the complaint and explain
how they would like the problem to be resolved. Later on, you can circulate the minutes of the
meeting notes.
Take your decision and act accordingly:
This is the decision-making phase. Once you have collected all the required information and closely
examined the situation, you should decide.
You might decide to accept the grievance in whole or part or reject it altogether. It would help if you
let the employee know in writing about the actions that you will take. At the same time, you can
advise the employee on how they should deal with similar situations.
Appeal process:
Your employee might not accept your decision and has the right to an appeal. Here again, your
grievance policy should outline the terms and conditions of the appeal process.
It should start with an appeal letter written by the employees, informing them why they want the
decision to be reconsidered. To ensure impartiality, the appeal should be heard by another manager or
supervisor who was not a part of the first meeting.
An appeal hearing with new evidence should follow this. The decision of the same should be
informed to the employee in writing. If your employee is still not satisfied, it can either be mediated
or escalated to the employment tribunal.
Review the situation:
It’s always healthy to have an objective look back at your decisions. If the employee is happy with the
resolution, you were good at settling the issue. It can prove significant to your company culture.
If the prevailing policy ensures justice, it can foster a sense of pride and accountability in the
employees’ work. That’s the benefit of implementing a fast and effective grievance procedure.
Uproot the main cause of grievance:
You aim to go for a long-lasting solution. That is, a formal complaint should be addressed once and
for all. This prevents your employees from coming back again and again with the same issue.
The key solution here lies in identifying the root cause of the problem and making sure to solve the
problem completely, with the scope of adjustments, if necessary.
 3. Personnel policy manual
According to Scot and others “carefully defined personnel policies serve as a stabilizing influence to
prevent the waste of energy in following programs, not in harmony with the company objectives”.
Due to the importance of personnel function in management, it becomes essential to formulate
personnel policies.
A personnel policy should have two types of objectives viz., general objectives and specific
objectives. General objectives express top management’s philosophy of human resources whereas
specific objectives refer to specific activities like staffing, training, wages, and, motivation.
Objectives:
1. Optimum Use of Human Resources:
2. Training Of Everyone:
3. Sound Industrial Relations:
4. Payment of Fair Wages:
5. Security of Employment:
6. Respecting Human Dignity:

4. Transfer
• Transfer is a horizontal or lateral movement of an employee from one job, section, department,
shift, plant or position to another at the same or another place where his salary, status and
responsibility are the same.
• Transfer may be initiated either by the company or the employee. It also can be temporary or
permanent.
Importance Of Employee Transfers
• Transfer of employees is must and essential in an organisation for the purpose of minimizing
politics between employees, to ensure cordial relationship between employees, to increase
transparency in work, to obviate syndicate of employees for unethical purpose and to obviate
nepotism in organisation.
• Employee transfers are considerable, as most essential when a position of employee is a top-level
in hierarchy. Especially in the governmental organisations employees holding top-level positions
are affected with frequent transfers for the reason, to obviate nepotism into increase transparency
in the work. Organisations having no transfers for their employees may create their own informal
groups for their common interest and their own benefit.
• Subsequently, this may leads to secrecy in the flow of work, eventually, no transparency in work.
Employee transfers less organisation may definitely see organisational politics among employees,
that which leads to fall in coordination in between employees, eventually may lead to drop in
overall organisational performance.

5. Components of Job analysis

Job analysis is a systematic way to gather and analyze information about the content and the human
requirements of jobs and the context in which jobs are performed.
Job analysis involves collecting data about the performance of the job in an organization.
However, this definition is probably too simplistic when all of the different types of information that
must be collected are considered.
7 Components of Job Analysis
A job can be broken into several components and arranged into a hierarchy of work activities. This
hierarchy is depicted in the following figure;
Element
The smallest practical unit into which any work activity can be subdivided.
Task
An identifiable unit of work activity is is produced by applying a Composite of methods, procedures,
and techniques.
Duty
An individual performs several distinct tasks to complete a work activity for which he or she is
responsible.
Position
The combination of all the duties required of one person performed a job.
Job
A group of positions that are the same enough or their job elements tasks and others to be covered by
the same job analysis.
Occupation
Jobs are combined across organizations based upon the skills, exhaustion, and responsibilities
required by the jobs.
Job Family
A category in which similar cocoons are grouped.

Q. 4 Brief answers (Any 3) (30 Marks)

1) Define Job design. What are different techniques of job design?
The Logical Sequence to Job Analysis is Job Design.
Definition “Job Design integrates work content (tasks, functions, relationships), the rewards
and qualifications required including skills, knowledge and abilities for each job in a way that
meets the needs of employees and the organization.”
Steps in Job Design: -
1. Specification of Individual Tasks
2. Specification of Methods of Tasks Performance
3. Combination of Tasks into Specific Jobs to be assigned to individuals
Practically, there are four basic techniques that are commonly used by the organizations for
designing and redesigning all types of jobs:
1. Job rotation - Job rotation is an approach to development program by management where
an individual is moved through a schedule of assignments. Job rotation implies the shifting of
an employee from one job to another within a working group.
2. Job enlargement - Job enlargement refers to the process of increasing the scope of a
particular job by adding more tasks and duties to it. Job enlargement intends to add similar
tasks or activities to the existing work profile of employees to make their jobs more
interesting.
3. Job enrichment - Job enrichment consists of designing a job in such a way that the
employees get greater autonomy in planning, decision-making, and controlling. Job
enrichment implies increasing the duties in a job to make it more rewarding to the employees.
4. Job simplification - Job simplification involves breaking down of a job into small
components, usually consisting of relatively simple tasks. These divided job components are
subsequently assigned to employees as individual jobs.
2) You, as an HR manager of a large Retail Organization, have been asked to select five HR
executives for your showroom. List down the steps you would follow in selecting these
executives.
NOT YET
3) Define Training. Write a note on On-the-Job and Off-the-Job training methods.
Transfer is a horizontal or lateral movement of an employee from one job, section, department, shift,
plant or position to another at the same or another place where his salary, status and responsibility are
the same. Transfer may be initiated either by the company or the employee. It also can be temporary
or permanent.
On-the-job Training (OJT) Methods: 
This is the most common method of training in which a trainee is placed on a specific job and taught
the skills and knowledge necessary to perform it.
On-the-job training methods are as follows:
a) Job rotation:
b) Coaching:
c) Job instructions:
d) Committee assignments:
e) Internship training:
Off-the-job Methods:
On the job training methods have their own limitations, and in order to have the overall development
of employee’s off-the-job training can also be imparted. The methods of training which are adopted
for the development of employees away from the field of the job are known as off-the-job methods.
The following are some of the off-the-job techniques:
a) Case study method:
b) Incident method:
c) Role play:
d) In-basket method:
e) Business games:
f) Grid training:
g) Lectures:
h) Simulation:
i) Management education:
j) Conferences:

4) Define the following terms:

a) Career
The term 'career denotes all the jobs that are held during one's working life. It is viewed as a
sequence of positions held by an individual during the course of his lifetime. Edwin B. Flippo
defined a career as a sequence of separate but related work activities that provide continuity,
order and meaning in a person's life. This is the objective career. A career may be viewed as
amalgam of the changes in values, attitudes and motivation that occurs as a person grows
older. This is a subjective element in the concept of a career.
b) Career Planning
Career planning is an ongoing process through which an individual sets career goals and
identifies the means to achieve them. The process by which individuals plan their life’s work
is referred to as career planning.
Career Planning seeks to meet the following objectives:
1. To provide and maintain appropriate manpower resources in the organisation by
offering careers, not jobs.
2. To provide environment for the effectiveness, efficiency and growth of its employees
and motivating them to contribute effectively towards achieving the objectives of the
organisation.
3. To map out careers of various categories of employees suitable to their ability, and
their willingness to be 'trained and developed for higher positions.
4. To have a stable workforce by reducing absenteeism and employee turnover.
5. To cater to the immediate and future human resources need of the organisation on a
timely basis.
6. To increase the utilisation of managerial reserves within organisation.
c) Career development.
A career development plan is a personalized strategy to assist employees in achieving their
career goals. A career development plan consists of short-term and long-term goals related to
an employee's job, incorporating their strengths and future career aspirations.
1. Identify employees whom you think are ready for career advancement
2. Set a meeting and expectations with your employee
3. Personalize each plan based on the individual employee
2. Set a meeting and expectations with your employee
3. Personalize each plan based on the individual employee
4. Be prepared to be flexible
5. Create an actionable plan and follow through
d) Write a brief note on various stages of career planning.
Steps in Career Planning Process
Step 1: Self-Assessment The first and foremost step in career planning is to know and assess
you. You need to collect information about yourself while deciding about a particular career
option. You must analyse your interests, abilities, aptitudes, desired lifestyle, and personal
traits and then study the relationship between the career opted for and self.
Step 2: Goal Setting set your goals according to your academic qualification, work
experience, priorities and expectations in life. Once your goal is identified, then you
determine the feasible ways and objectives how to realize it.
Step 3: Academic/Career Options Narrow your general occupational direction to a particular
one by an informatory decision making process. Analyse the career option by keeping in
mind your present educational qualification and what more academic degrees you need to
acquire for it.
Step 4: Plan of Action Recognize those industries and particular companies where you want
to get into. Make the plan a detailed one so that you can determine for how many years you
are going to work in a company in order to achieve maximum success, and then switch to
another. Decide where you would like to see yourself after five years and in which position.
Step 5: Catch Hold of Opportunities Opportunity comes but once. So, whenever you get any
opportunity to prove yourself and get into your desired career, try to convert it in every way
for suiting your purpose. Remember, a successful professional is also quite opportunistic in
his moves, examining every opening to turn to his favour.
5) Define performance appraisal. State objectives, merits and limitations of performance
appraisal.
Definition
“It is a systematic evaluation of an individual with respect to performance on the job and individual’s
potential for development.”
“It is formal, structured system of measuring, evaluating job related behaviors and outcomes to
discover reasons of performance and how to perform effectively in future so that employee,
organization and society all benefits.”
 Meaning of Performance Appraisals
 Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a
developmental tool used for all round development of the employee and the Organization. The
performance is measured against such factors as job knowledge, quality and quantity of output,
initiative, leadership abilities, supervision, dependability, co- operation, judgment, versatility and
health. Assessment should be confined to past as well as potential performance also. The second
definition is more focused on behaviors as a part of assessment because behaviors do affect job
results.
Objectives of Performance Appraisals Use of Performance Appraisals
1. Promotions
2. Confirmations
 3. Training and Development
4. Compensation reviews
5. Competency building
6. Improve communication
7. Evaluation of HR Programs
8. Feedback & Grievances
Advantages of Performance Appraisals
1. Documentation:
2. Structure:
3. Feedback:
4. Clarify Expectations: Annual Planning:
5. Motivation:
Disadvantages of Performance Appraisals
1. Creates Negative Experience:
2. Time Consuming:
3. Natural Biases:
4. Waste of Time:
5. Stressful Workplace:

Q. 3 Read the case given below and answer the following. (Any 2) (10 Mrks)

A) Mr. Salman is 28-year-old software engineer working in a high-tech communication

company called Parseys in Mumbai with two hundred employees. He had been working at
his current job for six months. Salman was having difficulty in understanding his supervisor's
fast paced instruction and also felt his supervisor showed little patience in addressing his
questions and confusion. Salman was also intimidated in team meetings and found that he
was still processing a question while co-workers were formulating their answers. Salman did
not want to set apart from his peers and was therefore reluctant to seek clarification
regarding directions and responsibilities. Although technically very capable, Salman could
not deliver on his professional commitments resulting in a poor performance placing him on
the conditional status, without a sixth month salary increase. However, Parseys came to
know the value contributions of Salman and ultimately wanted him to come out of his
performance problems so that he might be a more effective member of the organization.
The Human Resource Manager at Parseys diagnosed that, Salim's difficulties where due to
learning style differences and referred Salim to Mr. Kotyan another Project Manager known
for his coaching skills through the series of interviews Mr. Kotyan diagnosed that Salman
struggled with expressive language and slower language processing speed though
technically very brilliant.
Questions:
a) Why was Salman referred to Mr. Kotyan rather than being coached by his own
supervisor?
b) Why did Parseys take the trouble in arranging coaching for Mr. Salman rather than
terminating his services?

B) Ashok textiles is one large manufacturing company located at Nagpur (Maharashtra). In

the company, performance appraisal system is in operation for long period. The
management of company believes. The company believes that the system of performance
appraisal is a strong tool to evaluate the performance of the employees. Performance
appraisal was undertaken by their immediate boss who would rate the appraise by ticking
outstanding, good, fair and unsatisfactory' on the columns of quality of output, job
knowledge, decision making, communication skills, quality of work, creativity, human
relations development of subordinates, time management, etc. The rater would thoroughly
review column and would give his own opinion. The management preferred this system
which resulted in retention of employees at different levels of management. Mr. S.M.Bajaj,
Human Resource Mananger, a very sincere and highly dedicated employee who had
achieved outstanding rank for the last six years, filled in his self-appraisal form.
He handed over to his immediate boss, Mrs. Neela, senior Manager (Human Resource) in a
confidential envelope.
Mrs. Neela who is known to be meticulous immediately evaluated the appraisal form.
Necessary feedback was provided to Mr. S.M. Bajaj to enhance his potentials. Mr. Baja took
objection and requested for 360-degree appraisal,
Questions:
a) Give brief details of the case
b) Discuss the role of performance appraisal in the above case.

C) Amrit Electrical is a family owned company of approximately 250 employees. Mr. Rajesh
Khaitan recently took over as president of the company. A short time after joining the
company, he, began to following a discussion with the HR director that the pay of the
salaried employees was very much a matter of individual bargaining. Factory workers were
not a part of the problem because they were unionized and their wages were set by
collective bargaining. An examination of the salaried payroll showed that there were 75
employees ranging in pay from that of the president to that of receptionist. A closer
examination showed that 20 of the salaried employees were females. Five of these were
front time factory superiviors and one was the HR director. The other fourteen were non-
management.
This examination also showed that the HR director was underpaid and that the five female
supervisors were paid somewhat less than any of the male supervisors. However, there
were no similar supervisory jobs in which there were both male and female supervisors.
When questioned, the HR director said that she thought that the female supervisors were
paid at a lower rate mainly because they were women and because they supervised less
skilled employees than did the male supervisors. However, Mr. Khaitan was not convinced
that this was true. He decided to hire a compensation consultant to help him. Together they
decided that all 75 salaried jobs should be in the same job evaluation cluster, that a
modified job evaluation method should be used and that the job descriptions recently
completed by the HR director were correct and usable in the study, the job evaluation also
showed that the HR director and the five female supervisors were being underpaid in
comparison with the male employees. Mr. Khaitan was not sure, what to do. If he gave
these four female employees an immediate salary increase which may large enough to bring
them upto where they should be, he was afraid the male supervisors could be upset and the
female supervisors might comprehend the situation and demand arrears of pay. The Hr
director agreed to take a sizeable salary increase with the no arrears of pay.
So this part of the problem was solved. Mr. Khaitan believed that he had three choices
relative to the female supervisors: (1) To gradually increase their salaries (ii) to increase
their salaries immediately (iii) to do nothing
Questions:
a) What would you do if you were Mr. Khaitan?
b) How do you think the company got into a situation like this in the first place?