1.

An internship is a program offered by an employer that provides potential

employees with work experience. Internships are typically targeted t owards students,
who work between one-and-four months at their chosen company to gain practical on
-the-job or research experience.

2.0perational E-HRM is related with administrative functions-payroll and employee

personal data for instance. Operational type of HRM provides the choice between
asking employees to keep their own personal data up to date through an HR website
or to have an administrative force in place to do this.

3.A job specification is an official document which describes the duties, required
knowledge, skills and abilities, and minimum qualifications of State jobs.

4.These tests measure the skill which the applicant possesses at the time of testing.
The claim of the applicant about his ability to perform a particular job is tested
through these tests.

5.Recruitment is a positive process of searching for prospective employees and

stimulating them to apply for the jobs in the organisation. When more persons apply
for ·obs then there will be a sea e for recruitin better ersons.
6.The halo effect is a tendency in performance appraisals to assess an employee as
outstanding because of one very impressive trait or accomplishment on the
assumption that her other accomplishments were equally impressive.

7.A cause of distress (such as an unsatisfactory working condition) felt to afford

reason for complaint, resistance, or it is a formal complaint raised by an employee
against a fellow employee or manager, or even against the employer.

8.Job Analysis is a comprehensive process while Job Evaluation is a comparative

process. Job Analysis is done to prepare a job description and job specification.
Conversely, Job Evaluation aims at implementing an equitable and justified wage
system in an organization. Job Analysis is the first step to Job Evaluation.

9.lt is adopted by medium and large-scale organisations. The appraisal is done by

step-by-step process. Therefore, there is a formal procedure for appraisal of
employees. A professional approach is followed in performance appraisal.
1a.Short term manpower planning is made for a short period, say for one year. Short
term plans are concerned with specific projects and programmes. It is concerned with
the process of matching the existing employees with their present jobs so that they
perform efficiently.

11.Benchmarking is a mechanism for measuring processes, practices and results for

comparison to improve performance. If it is used wisely, it can transform an
organization's HR and people management strategies by showing how human
resource practices influence the organization's success.

12.Critical incident method or critical incident technique is a performance appraisal

tool in which analyses the behaviour of employee in certain events in which either he
performed very well and the ones in which he could have done better. Critical incident
technique is used to collect data using a set of procedures. In critical incident method
the observer observes critical human behaviours, skills used, incidents that occur on
the job.
13.Fringe benef ts are the additional benef ts offered to an employee,
above the stated salary for the performance of a specif c service. Some
fringe benef ts such as social security and health insurance are required
by law, while others are voluntarily provided by the employer.

14Monetary incentives are cash or f hancial compensation provided by

an employer to an employee, typically in addition to their salary.

15.Performance management is a continuous process of identifying,

measuring and developing the performance of individuals and teams and
aligning performance with the strategic goals of the organization.
16.INTERNAL FACTORS: Recruitment policy, size of the organization, recruitment
cost, growth & expansion, HR Plan. EXTERNAL FACTORS: demand& supply of
skilled labourers, unemployment problem, labour market, govt . policy,
organization's image, labour legislations.

17. E-HRM is the application of IT for HR practices that enable easy interactions
between employees and employers. It stores information regarding payroll,
employee personal data, performance management, training, recruitment, and
strategic orientation . It is the use of web-based technologies to provide HRM
services within employing organizations . Types: Operational, Relational and
Transformational. Operational E-HRM is concerned with administrative functions
payroll and employee personal data for example. Relational E-HRM is concerned
with supporting business processes by means of training, recruitment,
performance management and so forth . Transformational E-HRM is concerned
with strategic HR activities such as knowledge management, strategic re-
orientation . An organisation may choose to pursue E-HRM policies from any
number of these tiers to achieve their HR goals.
18 .Brief history and operation of the company-Products and
services of the company-Company's organisation structure-
Location of departments and employee facilities-rules and
regulations of the company-Grievance procedures-Safety
measures.

19.Reactions of the trainee-Level of learning of trainee-

Improvement in the behaviour of trainee- Productivity of
employees.

20.Time Factor- Unsuitable for Large Workforce- Lack of

Objectivity- External Interventions- Lack of Flexibility-Dif culty in
Measuring Career Success.
21 .Hot stove rule is a principle designed by Douglas MeGregor in the 60s.
Nowadays, it is regularly used by managers in various businesses and it
is more than a simple disciplinary method . It is supposed to help a
manager perform disciplinary action without making an employee feel
resentful or bitter. This rule can be def hed as the concept that
disciplinary action should have the same characteristics as the penalty a
person receives from touching a hot stove, that is, the discipline should
be immediate, consistent, and impersonal. Before any disciplinary action
can be implemented, a manager must f rst give advanced warning.
Employees must be informed clearly that certain actions will result in
disciplinary actions. This is a very important step. It is not the employee's
fault if he is not informed of the company's rules, ethics and standards. It
is management's responsibility to educate and inform all employees.
22.Steps: Determining objectives- establishing performance standard-
communicating the standard- measuring the performance- comparing the
actual performance with standard- discussion with employees- corrective
action.

23.Base a Sound Wage Policy- Settlement of Wage Disputes- Better Control

over Labour Costs- Building up of Employee Morale Proper Placement of
Personnel- Elimination of Personal Bias.

24.Manpower Planning which is also called as Human Resource Planning

consists of putting right number of people, right kind of people at the right
place, right time, doing the right things for which they are suited for the
achievement of goals of the organization . Factors to be considered:
objectives of the organizations-economic conditions- expansion programs-
labour turnover rate- resignation, retirement-existing manpower-f kation of
planning period-Man power standards ..
25.Time wage system-Piece wage system-Incentive wage system - A.
Monetary incentives (Salary incentives Prof t sharing- Co-partnership-
Bonuses- Commissions Retirement incentives- Dearness allowance-
Fringe benef ts).B. Non-monetary benef ts (Delegation of authority-
Management participation- Promotion- Paid vacations-Gift cards or gifts-
Celebration Employee recognition programs- Employee empowerment-
Job security).

26.Training process : Assessment of training needs- training and

development objectives- designing training policy-designing training
programme- f king the responsibility of training-selection of trainees-
preparation training (preparation of the trainer and trainees) - selection of
training method- designing the training course- rules for conducting
training- presentation- examination of the performance- follow up.
27. Conf □ ence and mutual trust-Def hite objectives-Well def hed
performance standards-Training- Job related behaviour-
Documentation-Feedback and participation-Size of organisations-
Post appraisal review-Review and appeal.