[ASSIGENMENT ] [0043]HUMAN RESOURSES MANAGEMENT

QUESTION 1 What do you mean by human resource management? Describe the function of human Resource management?

ANSWER DIFFINITION OF HUMAN RESOURCE management ..

One of the most useful definitions of Human Resources Management (HRM) is provided by Fisher, Schoendfelt and Shaw in their book Human Resources Management, HRM involves all management decisions and practices that directly affect or influence the people or Human resources who work for the organization. The concept of human resources entails: Total knowledge Skills Creative abilities Talents Aptitudes of an organisations workforce Values Attitudes Belief of the individuals involved Human resource management outlines the importance of HRM and its different functions in an organisation. It examines the various HR processes that are concerned with attracting, managing, motivating and developing employees for the benefit of the organization

Function of Human Resource Management.

Human resource management involves blending the traditional administrative functions along with the changing concepts of employee welfare in the organisation. Organisations now regard employees as a precious resource and spend more efforts to retain them. The retention of employees is dependent on how they are perceived and treated in the organisation based on their performance, abilities and skills

Figure [A] depicts the major functions that an HR manager has to carry out in any organisation. The extent of activities carried out by the HR is dependent on the size and scope of the organisation, the nature of operations and the attitude of management towards the employees.

Figure[ A] FLOW CHART OF HRM .

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QUESTION 2..Give an overview of the human resources management[HRM] in india . explain the HRM challenges faced by hr managers?

ANSWER. HRM practices in india ..The viewpoint of HRM in India has shifted in the last two decades. The economic liberalisation of 1991 has created a massive change in the HRM perspective in India. It not only led to the creation of a very competitive market situation but also in turn forced Indian organisations to think and implement innovative measures to attract and retaining employees.there is an equally strong cultural impact on the hiring practices, compensation standards, benefits and statutory benefits, performance linked rewards and pay-out, which though in-step with international HRM practices have a flavour of their own. We will discuss a few distinct differentiators that impact HRM practices in Indian organisations: The Indian culture is one that is deeply rooted in its societal and collectivistic values whereby there is a natural urge to collaborate at the workplace, work in teams and groups with ease. Work culture-wise, the natural ability to work hard and long hours, perseverance and the need to earn money impact the way the work is organised in Indian organisations. It is not uncommon for the Indian to compromise personal time with family/friends and instead attend to work and satisfy a customer. There is an overwhelming sense of service that manifests itself at the workplace. Indians are quick at accepting diverse views and ideas as a result of its diverse religious and regional culture. Tolerance for diversity is high among Indians and therefore not much HR efforts are needed to practice tolerance towards others points of view. The tolerance for ambiguity and uncertainty however is low in the Indian workforce, which requires a lot more detailing of jobs and roles and responsibilities Availability of a large educated group of individuals of different calibre of knowledge and skill allows the country to undertake different nature of work beginning with lower skilled activities such as BPOs (Business Process Outsourcing) and moving up the value curve to far more advanced activities like KPOs (Knowledge Process Outsourcing). Due to the availability of large employable individuals, compensation and benefits costs continue to provide a competitive advantage for India. There is a naturally expressed need to belong. This again is typical of the Indian population and has brought about a significant amount of customisation of the workplace and its norms to allow for cultural events and activities through the year. There is a lot more scope for socialising that exists in the Indian organisations. Current trend is that the overpopulated urban part of the country is quickly moving to tire 2 and tire 3 cities, and towns where the cost of living and wage levels are not as competitive, further expanding the Indian resource base for hiring and building talent, contributing to the overall gain of the country

HRM challenges One of the challenges HR managers face is the issue of upgrading the skill set of employees through training and development. Indian companies are recognising their responsibilities to enhance the employees opportunity to develop skills and abilities for full performance within the position and for career advancement.

With globalization and Indias economy changing gears to accelerate growth, organizations hire as well depend on a people from different countries, cultures and ethnicity. To manage the diverse workforce who have fairly diverse physiological and the psychological influences, is also a huge challenge for the HR in the emerging Indian economy. Progressive HR policies Today, most of Indian companies are committed to provide equal employment opportunities for all. The employers are increasingly realising the value of trained human resource, especially women, in India. Some organisations are changing their HR policies to retain their valuable employees.

Entrepreneurship by employees Indian organizations are encouraging 'entrepreneurs' or employees who have ideas that could potentially become an asset. HRM has taken aleading role in encouraging Corporate Social Responsibility (CSR) activities at all levels. Companies, such as Wipro, inculcate CSR values amongst its workforce right at the beginning during the induction process.

QUESTION 3What do you mean HRIS.Describe the difference application of HRIS in Human Resource Management?

ANSWER DIFFINITION OF HRISHRIS, HR Technology or HR modules are an intersection between HRM and IT. It merges HRM as a discipline and in particular its basic HR activities and processes with the IT field, whereas the planning and programming of data processing systems evolved into standardised routines and packages of Enterprise Resource Planning (ERP) software. On the whole,.

Components of HRIS.HRIS performs three interconnected activities as a database: i) receiving inputs in the form of data from different sources. ii) storing and processing data with the purpose of transforming them into meaningful information iii) generating output in different forms, as required by the users.

three activities that an HRIS performs

Input Input refers to all employee-related data. HR policies, procedures, corporate goals and information about the statutory provisions entered into HRIS for conversion into the desired form of output. Data processing Data processing refers to the storing and processing of data by a computer with the help of the software that issues instructions for processing. Output Output refers to the generation of reports in the form desired by the users. This is the final stage of an HRIS process.

Applications of HRIS in Human Resource Management..HR needs to handle many things in an organisation including increasing numbers of employees and different HR activities. It became important for many organisations to bring almost all HR activities under HRIS. Different applications of an HRIS are as follow: Applicant tracking system Many organisations are now gradually adopting and installing applicant tracking system software. The purpose of this system is to give support to recruitment process and to streamline the overall recruitment process. Training and development system The purpose of a training and development system is to help the employees gain new knowledge. HRIS facilitates workplace e-learning by the employees as part of their training programme. Compensation management system The compensation management system aims at computing employee payments through an integrated payroll system. This compensation system normally considers employee working hours, attendance and productivity for computing the salary of the employees. Performance management system The main goal of the performance management system is to track employee performance reviews and due dates for next reviews. Manpower planning system The manpower planning system manages the employee inventory and supports several HR activities. Succession planning system The succession planning module brings the identified and selected employees into the succession challenges.

Grievance management system The grievance management assists the management in pre-empting employee grievance by analysing the nature, sources and frequency of earlier grievances

QUESTION 4...Discipline in the broad sense means orderliness-the opposite of confusion.What do you mean by Discipline?Explan the basic guidelines of a Disciplinary policy.

ANSWER..MEANING OF DISCIPLINE .Discipline is best defined as the observation of principles, rules or any other laid down procedures, practices, written or otherwise in the organisation by the employees or group of employees, to whom these apply, for smooth and effective functioning of the organisation.

As per Dr. Spriegal, "discipline is the force that prompts an individual or a group to observe the rules, regulations and procedures which are deemed to be necessary to the attainment of an objective; it is force or fear of force which restrains an individual or a group from doing things which are deemed to be destructive of group objectives. It is also the exercise of restraint or the enforcement of penalties for the violation of group regulations". Bremblett, Earl R says that, "discipline in the broad sense means orderliness-the opposite of confusion.... According to Richard. D Calhoon, "discipline may be considered as a force that prompts individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of an organization

Basic Guidelines of a Disciplinary PolicyModern organisations have evolved the way it practices the art of managing employee misconduct. However the basic principles discussed remain as the guiding framework. The principal ingredients of a sound disciplinary system in organisations are: 1. Location of responsibility: The responsibility of creating awareness regarding discipline is entrusted with every individual in the organisation. In case of employee indiscipline, the line manager issues only verbal and written warnings. In serious cases, which warrant discharge or suspension, the Industrial Relations Officer and other independent legal consultants need to be consulted. 2. Proper formulation and communication of rules: The employees are expected to conform to rules and regulations, and behave in a

responsible manner. It is essential that these rules and regulations are carefully formulated, communicated clearly and properly documented by organisations. This should be easily accessible for employees. In many organisations the employees need to read it and sign it once in a year. This acts as an effective preventive mechanism to ensure that employees are aware of it and have committed to abide by it. 3. Rules and regulations should be reasonable: Todays organisations pay a lot of attention, and rightly so, towards formulating equitable polices that protect employee as well as the organisations values and rights. Often organisations involve employee representatives in formulating these policies and guidelines. Sometimes companies conduct workshops and training programmes to help their employees to get a good and clear knowledge about company policies. 4. Equal treatment: An employee should realise the consequence of his/her inappropriate behaviour and if he/she is going against the norms or the rules. The rule applied for a particular act of indiscipline should reflect the offence and not the person who committed it. Discipline should be enforced and ensured across every employee and every situation. 5. Disciplinary action should be taken in private . While the policies governing the acceptable code of conduct are communicated publicly, the reprimand for non-compliance needs to be carried out in private. This is to ensure that a wrong behaviour is corrected and not that the wrongdoer be punished, or ridiculed. At all times the organisation needs to be watchful of remaining respectful of its employees and carry out any action in a respectful and in a confidential manner. 6. Importance of promptness in taking disciplinary action: As goes the popular saying justice delayed is justice denied. If the action for review and reprimand is taken long after a violation of a policy/rule has happened, it loses its positive and corrective influence. The employees lose trust in the system and assume that the organisation lacks commitment to it. It might even lead to resentment, which may not have developed if the corrective action had been imposed on time. 7. Innocence is presumed: Again as per the fundamental rights of a human being, an individual is presumed to be innocent until he isproven to be guilty. It is the organisations responsibility and therefore the HR teams responsibility to prove beyond a reasonable doubt, that a violation or an offence has been committed before any punishment is awarded. The employee or employees need to be given the first opportunity to explain himself/herself/themselves. The kind of proof that would be needed for this purpose would depend on the gravity of the offence that has been committed. 8. Get the facts: Before taking any disciplinary action, it is important to ensure that records of the offence and any previous warnings are reviewed closely. 9. Action should be taken in a non-threatening atmosphere: Based on appropriate evidence management can take proper action against the accused employee ..

QUESTION5.Suppose you have joined as an HR and you have been assigned a task to carry out the grievance handling procedure in your organization.What according to you are the causes of Grievance?Describe in detail the Grievance handling procedure.

ANSWER.. Causes of Grievances

Grievances can arise out of the day to day working relations in an organisation. Relations with supervisors and colleagues also determine employees job satisfaction. Grievances may occur for a number of reasons: (a) Economic: Wage fixation, over time bonus, wage revision etc. Employees may feel that they are paid less when compared to others. (b) Work environment: Poor physical conditions of workplace, tight production norms, defective tools and equipment, poor quality of materials, unfair rules, lack of recognitions etc. (c) Supervision: Relates to the attitude of the supervisor towards the employee such as perceived notion of bias, favoritism, nepotism, caste affiliations, regional feelings etc. (d) Work group: Employee is unable to adjust with his colleagues, suffers from feelings of neglect, humiliations. (e) Miscellaneous: These include issues related to certain violations with respect to promotions, safety methods, transfer, disciplinary rules, fines granting leave, medical facilities, etc.

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QUESTION6..Write short notes on the following:(a)Competency Mapping(b)Flexi Time

ANSWER..Competency Mapping..Competency mapping is a process of identifying key competencies for an organisation and/or a job and incorporating those competencies throughout the various processes (i.e., job evaluation, training, recruitment) of the organisation. We would define competency as a behaviour (i.e., communication, leadership) rather than a skill or ability. The steps involved in competency mapping with an end result of job evaluation include the following: 1) Conduct a job analysis by asking incumbents to complete a Position Information Questionnaire (PIQ). This can be provided for incumbents to complete or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather, from incumbents, what they feel are the key behaviours necessary to perform their respective jobs. 2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ may be analysed. This can bedeveloped after carefully analysing the input from the represented group of incumbents and converting it into standard competencies. 3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviours. 4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and the company and help your employees develop to achieve the ultimate success of the organisation. depict the competency mapping and assessment.

Competency Mapping and AssessmentFlexi timeFlexi time is a scheme where an organisation gives its employees the opportunity of a flexible working hours arrangement. Under flexi time, there is normally a core period of the day when employees must be at work (e.g., between 10 A.M. and 4 P.M.), whilst the rest of the working day is "flexi time", in which the staff can choose when they work, subject to achieving total daily, weekly or monthly hours. An employee must work between the basic core hours and has the flexibility to clock in/out between the other hours. An example of a typical flexi time day is below: Begin work between 0700 1000 (flexitime) Must be there between 1000 1200 (core time) Lunch break between 1200 1400 (flexible lunch hour) Must be there from 1400 1600 (core time) Leave between 1600 1900 (flexitime)

The hours employees work between these times are credited to their flexi time balance. For example, if the employees work a 35-hour week, then, over four weeks,Benefits of flexi time Utilising a flexi time policy in an organisation can benefit everyone involved employers, employees and their families. Benefits to an organisation Introducing flexible working hours could bring the following benefits in a business: Greater staff morale and job satisfaction. Most employers offering flexi time working report improvements in recruitment, reduced absenteeism and productivity. Reduces stress and fatigue, and unfocussed employees. Increases employee satisfaction and production. Greater staff retention and increased ability to attract new staff. Recruitment costs are thus reduced. Ability to attract a higher level of skills because the business is able to attract and retain a skilled and more diverse workforce. Work time visits to doctor/dentist are in employees time. Measures employees attendance you only pay for the time in attendance (delayed arrival caused by traffic congestion, delayed trains etc. are at employees expense). Disadvantages of flexi time If the scheme is not monitored properly, there is potential for employees to abuse the system. For example, if the time is recorded on paper or spreadsheets by staff they can easily fabricate their time. Administration of the system may make demands upon a HR department and create additional workload. Increased opportunity to fit other commitments and activities with work, and make better use of their free time. Better control of their workloads and manage a better balance between life and work. Allows the employees to schedule their travel; time to avoid congestion. Allows employees bank time to be used for leisure/personal activities.