Human Resource Management First Internal Examination Answers

SECTION A 1. Culture: 2. Confiscation and Expropriation: 3. Body Shops: Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employees contact these organizations to recruit the candidates. Otherwise, the organizations themselves approach the prospective employers to place their human resources. These institutions are called body shoppers and these activities are known as body shopping. 4. Moon-lighting of employees: Moonlighting is a term used to refer to holding a second job outside of normal working hours. They work a second job for additional income. The term derives from the fact that many of these jobs are night jobs. 5. TQM: Total Quality Management is defined as a people focused management system that aims at continual increase in customer satisfaction at continually lower cost. It is a continuous process of improvement for individuals, groups of people and the total organization. TQM is the concentrated focus on continuous improvement. TQM is about changing the way things are done within the organizations life time. People must know what to do, how to do it, have the right methods to do it and be able to measure the improvement of the process and the current level of achievement in order to improve the process. 6. Dejobbing: Dejobbing is broadening the responsibilities of the companys jobs, and encouraging employees not to limit themselves to what is on their job descriptions is a result of the changes taking place in business today.

Organizations need to grapple with trends like rapid product and technological change, global competition, deregulation, political instability, demographic changes, and a shift to a service economy. This has increased the need for firms to be responsive, flexible, and generally more competitive. In turn, the organizational methods managers use to accomplish this have helped weaken the meaning of job as a well-defined and clearly delineated set of responsibilities. 7. Walk-in and Consult-in: Walk-in: The busy organizations and the rapid changing companies do not find time to perform various recruitment functions. Therefore, they advice the potential candidates to attend for an interview directly and without a prior application on a specified date, time and at a specified place. The suitable candidates from among the interviewees will be selected for appointment after screening the candidates through tests and interviews. Consult-in: The busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates from among such candidates through the selection process. SECTION B 9. Recent International Job Careers in Business. Now a day the world has become a global village. This arena along with the traditional export and import industry provides pathway to a multitude of careers. In todays global economy, many businesses are looking to expand into an international market, therefore, careers in international business are expected to grow at a faster than normal rate. From banks to manufacturing firms to government agencies, almost all industries have a need for people with a background in international business. A MBA postgraduate in International Business can seek employment in public and private sector organizations. There are wide varieties of job opportunities for these people in banks, financial institutions, securities firms, investment companies, export/import companies and international business consultancy. However most of MBA (International Business) postgraduates are absorbed by international marketing departments of companies engaged in exports like multinational manufacturers such as automobile companies, electronics and computer companies and consumer

durables manufacturers. As most of the international trade is done through port and aviation, these professionals can work in airlines, cargo and global shipping companies. Foreign direct investment and economic development agencies also require these professionals. Moreover, they can also join travel, tourism and hospitality sector. Other career options available to MBA (International Business) postgraduates include setting up consultancy firm. 11. Virual Organisations: It is a social network in which all the horizontal and vertical boundaries are removed. It consists of individuals working out of physically dispersed workspaces or even individuals working from mobile devices and not tied to any particular workspace. It is the co-ordination intense structure, consisting primarily of patterns and relationships, and this form needs the communication and information technology to function. Employee features: Self motivation, adaptability, self-commitment, effective communication, goal/result orientation, technical competency, multiskills, etc. Employee performance is managed based on three dimensions: o Setting performance standards/requirement o Facilitating performance by providing required facilities, resources, eliminating obstacles, etc. o Encouraging the employees to perform successfully Create a network of employees and enable them to create and share information and knowledge.

12. Learning Organization: Organizations are congregation of individual employees and other human resources. Organizations learn and acquire the knowledge as the individual employees do. In fact, organizations learn through the learning of their employees. Organizational learning output is the synergetic outcome of individual learning of all employees working in organizations.

Organizational activities like manufacturing, marketing etc have become more intellectual. Recognition and acceptance of knowledge as competitive advantage. Rapid change and complex nature of business environment especially after globalization. Cultural unification and globalization of culture. Increased customer awareness regarding his/her rights. Increased competitiveness of the business due to liberalization and globalisaion. Change in employees attitude towards change and adaptable organizations. Increased pace of innovations, creations and outcome of research and development.

13. Difference between Personal Management and Human Resource Management.

Sl.No

Dimensions

PM Careful delineation of written contracts Importance of devising Clear rules/mutuality procedures Norms/customs and practice Institutionalized Slow Indirect, restricted flow High Separate, marginal test Job Evaluation Separately negotiated Division of labour

HRM Aim to be 'beyond contract', 'can do' outlook Impatience with 'rule' Business Need Values/Mission De-emphasized Fast Direct, increased flow Low Integrated, key task Performance Related Harmonization Team work

1 2 3 4 5 6 7 8 9 10 11 12

Contract Rules Guide to Management action Behavior Referent Conflict Speed of Decision Communication Standardization Selection Pay Conditions Job design

SECTION C 14. Knowledge Management and its process. Knowledge management is a systematic, explicit and deliberate building, renewal and application of knowledge to maximize an enterprise knowledge-related effectiveness and returns from its knowledge assets. Thus knowledge management is continuously creating and upgrading organizational knowledge in order to maximize the returns from its knowledge assets. Knowledge management helps the organization to : Improve organizational effectiveness Improve the returns Build competencies/competitive advantage/distinctive competencies Create greater value for core businesses See the opportunities and exploit them

Knowledge management Process: Identify stage: This stage includes identification of competencies necessary for organizational success. Collect stage: This stage includes acquiring existing knowledge, skills, experience, etc, to possess competencies. Select stage: This stage deals with the assessment of value of collected knowledge against the standard requirements for success. Store stage: This stage takes the nuggets of knowledge, classifies them and includes them in the organizational existing knowledge. Share stage: This stage makes the new and existing organizational knowledge accessible for employees.

 Apply stage: This stage enables employees to apply knowledge in organizational activities/operations, decision making, problem solving, exploiting opportunities, etc. Customer acceptance: This stage involves obtaining customers acceptance/clients approval for the products/services produced/developed based on the knowledge. Create stage: This stage involves development of new knowledge through observation, feedback, brain storming, failures in the previous events, etc.

15. Managerial and operative functions of Human Resource Management.

Managerial Functions: Planning Organizing Directing Controlling

Operative Functions: Employment Job analysis Human Resource Planning Recruitment Selection Placement

Induction and Orientation

Human Resource Management Performance appraisal Training Management development Career planning and development Internal mobility Transfer Promotion Demotion Retention and retrenchment management Change and organizational development

Compensation Job evaluation Wage and salary administration Incentives Bonus Fringe benefits Social security measures

Human Relations : Motivating employees Boosting employee morale Developing the communication skills Developing the leadership skills

Counseling the employees in solving their personal, family and work problems and releasing their stress, strain and tensions.

Industrial Relations Indian Labour Market Trade Unionism Collective bargaining Industrial conflicts Workers participation in management Quality circles

Recent trends in HRM Quality of work life Total quality in human resources HR accounting, audit and research Recent techniques of HRM