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this is the list of most basic and common question for the unit HRM . this will help the student to cover the points as well as the type of question.
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Question bank HRM
Human Resource Management (HRM) : HRM is a modern approach to managing people in an organization. It focuses on developing the workforce and aligning employee goals with organizational goals. HRM is strategic, focusing on long-term people development, including training, performance management, and talent management. Personnel Management : Personnel management is a more traditional approach that focuses on the administrative tasks related to managing employees, such as hiring, payroll, and compliance with labor laws. It is more concerned with routine operational activities and less with strategic development. Key Differences: Focus : HRM is strategic and development-oriented, while Personnel Management is more operational and administrative. Approach : HRM integrates employees as part of the organization's strategy, while Personnel Management treats employees as a resource to be managed. Scope : HRM covers broader aspects like organizational development, culture, and change management. Personnel Management is narrower, focusing on employee welfare and administrative functions.
Human Resource Management performs several key functions: Recruitment and Selection : Finding and hiring the right talent for the organization. Training and Development : Providing employees with the skills and knowledge they need to perform their roles effectively. Performance Management : Monitoring and managing employee performance to ensure alignment with organizational goals. Compensation and Benefits : Designing and managing pay structures and benefits programs. Employee Relations : Managing the relationship between the organization and its employees, including handling grievances and fostering a positive work environment. Compliance : Ensuring that the organization adheres to labor laws and regulations. Succession Planning : Preparing for future leadership needs by identifying and developing potential leaders within the organization. Health and Safety : Ensuring a safe and healthy work environment for employees.
Succession planning is the process of identifying and developing internal employees who have the potential to fill key leadership positions in the organization. The significance of succession planning includes: Continuity : Ensures that key roles are filled quickly with qualified candidates, minimizing disruption to the organization. Talent Retention : Helps retain top talent by providing clear career progression paths. Leadership Development : Encourages the growth and development of future leaders within the organization. Risk Management : Reduces the risk associated with unexpected vacancies in critical positions. Organizational Stability : Maintains stability and continuity by preparing for leadership transitions, ensuring that the organization remains strong even during periods of change. Succession planning is crucial for long-term success, ensuring that the organization can continue to thrive even as leadership evolves.
Compensation management aims to: Attract and Retain Talent : Offering competitive salaries and benefits helps to attract skilled employees and retain them in the organization. Motivate Performance : Compensation tied to performance can incentivize employees to work harder and achieve organizational goals. Ensure Equity : Fair compensation ensures that employees are paid fairly for their work, considering factors like job role, experience, and performance. Compliance with Legal Standards : Compensation management ensures that the organization adheres to wage laws and regulations. Cost Management : Balancing employee compensation with the organization's budget to ensure financial sustainability.
The Halo Effect is a cognitive bias where an overall impression of a person influences how we perceive their specific traits. In performance appraisals, if an employee excels in one area, the appraiser might rate them higher in other unrelated areas, regardless of their actual performance. This can lead to inaccurate appraisals and may affect decisions about promotions or salary increases.
Management by Objectives (MBO) is a performance appraisal method where managers and employees collaborate to set, monitor, and achieve specific objectives within a set timeframe. The key aspect is that the objectives are agreed upon by both parties, which helps in aligning individual performance with organizational goals.
performance. It combines the benefits of qualitative and quantitative data by providing specific examples of performance levels for various job-related behaviors. Actors in Industrial Relations : Key actors in industrial relations include employers, employees, and the government. Employers and employees engage in negotiations to determine work conditions, while the government ensures compliance with labor laws. Merits and Demerits of External Sources of Recruitment : o Merits : Brings fresh talent and new ideas to the organization, offers a larger pool of candidates, and reduces internal politics. o Demerits : Higher cost, longer process, and may affect the morale of current employees who might feel overlooked. These are concise answers to the questions on the exam paper. Let me know if you need further explanation or additional information!
The evolution of Human Resource Management (HRM) can be broadly categorized into several stages:
o Emphasis on diversity and inclusion, global HRM, and employee well-being.
Recruitment : o Definition : Recruitment is the process of identifying, attracting, and encouraging potential candidates to apply for job vacancies in an organization. o Purpose : The main purpose is to create a pool of candidates from which suitable ones can be selected. o Process : It involves advertising the job, receiving applications, and screening candidates based on basic criteria. o Outcome : The result of recruitment is a list of candidates who are interested in and eligible for the job. Selection : o Definition : Selection is the process of choosing the most suitable candidate from the pool of applicants who have applied for the job. o Purpose : The main purpose is to identify and hire the best candidate who meets the job requirements. o Process : It involves various steps like interviews, tests, assessments, and reference checks. o Outcome : The result of selection is the hiring of the best candidate for the job.
The selection process typically involves the following steps:
Training programs can be effectively evaluated using the Kirkpatrick Model , which assesses training effectiveness on four levels:
communication skills. The ratings are typically numerical, providing a quantitative measure of performance. Modern Method : 360-Degree Feedback - This method involves collecting feedback about an employee's performance from multiple sources including supervisors, peers, subordinates, and even customers. This comprehensive approach gives a well-rounded view of the employee’s performance.
The Factor-Comparison Technique is a job evaluation method where jobs are ranked based on several key factors, such as skills, responsibilities, effort, and working conditions. Each factor is assigned a monetary value, and the total of these values provides the job's overall worth. This method ensures that compensation is aligned with the job's demands and responsibilities.
Industrial Relations refers to the relationship between employers, employees, and the government, and the institutions and associations through which such relationships are mediated. It involves the management of work-related roles, conditions, and rights, and the resolution of conflicts that arise from employment relations.
Strike : A strike is an action taken by employees where they stop working to press for their demands, such as better pay or working conditions. Lock-out : A lock-out is an action taken by the employer where they prevent employees from working, typically as a response to a strike or to force employees to accept certain terms and conditions.
A Works Committee is a group of representatives from both the management and the workers, established in industrial organizations to promote cooperation between both parties. Its primary duties include discussing and resolving issues related to working conditions, employee welfare, and other day-to-day work-related matters to prevent industrial disputes.
A Career refers to the series of jobs or positions an individual holds over their working life, typically within a particular field or industry. It includes the growth, development, and changes in roles or responsibilities as the individual progresses through various stages of employment.
A Career Anchor is a concept introduced by Edgar Schein, which refers to the core values, needs, and motives that guide an individual's career decisions and define their self-concept in their professional life. The different types of career anchors include: Technical/Functional Competence : Preference for jobs that require specialized skills. Managerial Competence : Desire for leadership and management roles. Autonomy/Independence : Preference for roles with high autonomy and freedom. Security/Stability : Preference for jobs that offer job security and stability. Entrepreneurial Creativity : Desire to create and develop new ventures. Service/Dedication to a Cause : Preference for roles that align with personal values and a desire to help others. Pure Challenge : Desire for roles that involve overcoming difficult challenges. Lifestyle : Preference for roles that allow for a balance between work and personal life.
The stages of the Career Development Cycle typically include:
Supply Forecasting is the process of estimating the availability of human resources within an organization or in the external labor market over a specific period. It involves predicting the number of employees who will be available to meet the organization's future demands, considering factors such as retirement, turnover, promotions, and availability of external talent. Supply forecasting ensures that an organization has the right number of employees with the necessary skills to meet its future needs. This forecasting helps organizations plan for hiring, training, and development to maintain an adequate workforce, aligning with business objectives and strategies.
Management by Objective (MBO) is a performance appraisal method where employees and managers collaboratively set specific, measurable objectives. The performance of the employee is then evaluated based on the achievement of these objectives. The steps involved in the MBO process are:
The Point Method of job evaluation is a systematic approach where jobs are broken down into various compensable factors such as skills, responsibilities, effort, and working conditions. Each factor is assigned a specific number of points based on its relative importance. The total number of points for a job determines its position in the job hierarchy and, consequently, its salary level. The steps include:
Dunlop’s Model of industrial relations views the workplace as a system comprising three main actors: employers, employees (and their representatives, like unions), and the government. These actors operate within an environment influenced by economic, social, and political factors. The model emphasizes the importance of rules and regulations governing workplace behavior, which are created through the interaction of these three actors. The model suggests that industrial relations are a result of the negotiation and agreement on these rules.
Career Anchors are a concept introduced by Edgar Schein, referring to the self-concept that an individual holds about their career. These anchors guide career decisions and include:
Human Resource Development (HRD) mechanisms refer to the processes and practices used to develop the skills, knowledge, and capabilities of employees. Key mechanisms include:
Resource Planning : Helps in better planning of recruitment, training, and development activities. Cost Management : Prevents overstaffing or understaffing, thereby controlling labor costs. Strategic Alignment : Ensures that the workforce is aligned with the strategic goals of the organization. Minimizing Risks : Reduces the risks associated with sudden changes in workforce needs due to market or environmental shifts. Demand forecasting is crucial for ensuring that an organization has the right number of employees with the right skills at the right time to achieve its goals.
The halo effect occurs when a person's overall impression of someone (positive or negative) influences their thoughts and feelings about that person’s specific traits or behaviors. For instance, if someone is good-looking, they might be perceived as more intelligent or capable, even without evidence of those traits.
A career anchor is a concept introduced by Edgar Schein, representing the core values, motives, and needs that guide an individual’s career choices. There are eight common career anchors: technical/functional competence, managerial competence, autonomy/independence, security/stability, entrepreneurial creativity, service/dedication to a cause, pure challenge, and lifestyle integration.
BARS is a method used in performance appraisals, combining elements of traditional rating scales and critical incidents methods. It involves defining specific behaviors
that represent various levels of performance for a particular job, providing a clear and objective standard for evaluation.
Strikes are a form of protest where workers refuse to work. Common types include: o Economic Strike: Workers strike for better wages or benefits. o Sympathy Strike: Workers strike in support of another group of workers. o General Strike: A widespread strike involving workers across multiple industries. o Wildcat Strike: A spontaneous strike not authorized by a union. o Sit-Down Strike: Workers occupy the workplace but do not work. o Hunger Strike: Workers refuse to eat to protest a cause.
Human Resource Development (HRD) involves training, development, and career management programs designed to improve employee skills and knowledge. Effective HRD is directly linked to organizational effectiveness by enhancing productivity, fostering innovation, improving employee engagement, and aligning employee goals with organizational objectives.
Performance Appraisal: Evaluates an employee's current job performance based on specific criteria. Potential Appraisal: Assesses an employee’s potential to perform well in future roles or take on more significant responsibilities. It often focuses on the employee's ability to learn and grow.
360-Degree Feedback: Involves gathering feedback from multiple sources, including peers, subordinates, supervisors, and even customers. It provides a more comprehensive view of an employee's performance. Traditional Appraisal: Usually involves only the supervisor's evaluation of the employee’s performance, which can be more limited and potentially biased.
The career development cycle typically includes the following stages: o Self-Assessment: Identifying interests, values, skills, and preferences. o Exploration: Investigating various career options and opportunities. o Goal Setting: Defining short-term and long-term career objectives. o Skill Development: Acquiring the necessary skills and education for chosen career paths. o Implementation: Taking action to pursue career goals, such as job searching or further training. o Evaluation: Reviewing progress and making necessary adjustments.