Q.

What steps should be a Human Resource Managers take to make a change management
programme successful?

Ans. Management is said to be an agent oI change. In order to make a change management
programme successIul the HR Manager has to implement the Iollowing steps:

1. !articipation of Employees: BeIore introducing any change the employees should be
consulted and the purpose oI change should be made known to them. SuIIicient time
should be given Ior discussing the pros and cons to the employees.

2. !lanning for Change: The change should be planned by the Management. Employees
should get an opportunity Ior planning and installing the change. This will help the group
aIIected to accept and understand the need Ior change.

3. !rotecting Employees Interest: Management should ensure that employees are
protected Irom economic loss, loss in status or personal dignity.

4. roup Dynamics: Group dynamics reIers to the ever changing interactions and
adjustments in the mutual perceptions and relationships among members oI the groups.
Such associations are powerIul instruments which Iacilitates or inhibit adaptation to
change. The management has to positively articulate such groups.

5. Cautious and Slow Introduction: The HR manager should cautiously and slowly
introduce change. He should not suddenly and abruptly introduce change. He must aim
bring about awareness oI change and construct an attitude oI welcoming change. Change
must be introduced in sequential parts, the results must be reviewed and required
adjustments have to be iI required.

. !ositive Motion: The HR Manager should use the policy oI positive motivation to
counteract negative resistance. Proper training and technical knowledge should be
imparted to the employees. The leadership style would be supportive and human oriented.

7. Sharing the Benefits of Change: Any change whether technical, social or economic will
least resisted by the employees iI the management permits the employees to share the
beneIits which will arise out oI change.

8. %raining and Development: Based on the change the job should be redesigned.
Management should train the employees beIore hand and prepare the employees to invite
change. Normally trained and developed employees will not resist change. They would
Ieel empowered with their enriched skills and knowledge.

9. Career !lanning and Development: The HR Manager should plan careers oI
employees, move them to higher levels and develop them.


10.rganisation Development: HR Manager should also look into the psychological and
behavioural areas oI the employee with a view to achieve organizational eIIectiveness.
Employees with enriched behaviour welcome change.







What are the merits and demerits of incentive based schemes of remuneration
Ans
P.S. In exams, you should not write differentiation in the below format. It should be written
paragraphwise or pointwise. 1he below format is just for your better understanding.
Sr. Merits oI Incentive based Remuneration Demerits oI Incentive based Remuneration
1. It is accepted as a sound technique Ior the
achievement oI greater productivity
It is not considered a very good scheme in
countries in the West where it is mostly
prevalent.
2. For employers the need oI vigorous
supervision is reduced.
It tends to create tension among diIIerent
workers in an organization.
3. Workers have the advantage oI working in
a relatively calm atmosphere because oI
minimum vigilance on them by the
superior.
A poor perIormer will earn very little.
4. The incentive is directly linked with the
productivity oI the worker.
Tensions caused by incentive schemes would
give rise to internal relations problems which
would be a serious matter oI concern Ior the
management.
5. The more the worker produces the more he
earns.
The tension created would eventually aIIect
the total output.
. Higher productivity is an important
perquisite oI economic development.
A great sense oI understanding the problems
oI human relations and that oI engineering is
required Ior the smooth administration oI such
incentive schemes.










Q. What is Human Resource !lanning? What is the purpose and what are its important
elements?

Ans. Human resource planning means deciding the number and type oI the human resources
required Ior each job, unit and the total company Ior a particular date in order to carry out
organizational activities. It is a process by which an organization moves Irom its current
manpower position to its desired manpower position. It is inIluenced by the strategic
management oI the co.

S%RA%E HUMAN RESURCE !AN NIN
Expansion Additional human resources oI existing categories.
DiversiIication Additional human resources oI diIIerent categories
Acquisitions and Mergers Reduction oI human resources oI managerial positions
Retrenchment Reduction oI human resources oI almost all the
categories through VRS and other means
Low Cost Leadership Reduction oI human resources
DiIIerentiation Strategy Additional human resources oI diIIerent categories.

!urpose of Human Resource !lanning.

- To recruit and retain the human resource oI required quantity and quality.
- To Ioresee the employee turnover and make the arrangements Ior minimizing turnover and
Iilling up oI consequent vacancies.
- To Ioresee the impact oI technology on work.
- To meet the needs oI the programmers oI expansion, diversiIication etc.
- To improve the standards, skill knowledge, ability discipline etc.
- To access the surplus or shortage oI human resources and take measures accordingly.
- To maintain congenial industrial relations by maintaining optimum level and structure oI
human resources.
- To minimize imbalances caused due to non-availability oI human resources oI the right
kind, right number in the right time and right place.
- To make the best use oI its human resources
- To estimate the cost oI human resources.

Important Elements of Human Resource !lanning.

- Analyzing Corporate and unit level strategies
- Demand Forecasting: Forecasting the overall human resources requirements in accordance
with the organizational plans.
- Supply Forecasting: Obtaining the data and inIormation about the present inventory oI
human resources and Iorecast the Iuture changes in the human resources inventory.
- Estimating the net human resources requirements
- In case oI Iuture surplus, plan Ior re-deployment, retrenchment and lay oII.
- In case oI Iuture deIicit, Iorecast the Iuture supply oI human resources Irom all sources with
reIerence to plans oI other companies.
- Plan Ior recruitment, development and internal mobility iI Iuture supply is more than or
equal to net human resources requirements.
- Plan to modiIy or adjust the organizational plan iI Iuture supply is more than or equal to net
human resource requirements.
- Plan to modiIy or adjust the organizational plan iI Iuture supply will be inadequate with
reIerence to Iuture net requirements.