Define HRM. What are Functions of Human Resource management.

Human resource management is organising, coordinating, and managing

employees within an organisation to accomplish its mission, vision, and goals.
Recruitment and Selection: Identifying job vacancies, Creating job descriptions,
Advertising vacancies Screening and shortlisting candidates, Conducting
interviews, Selecting and hiring the best candidates
Training and Development: Identifying training need, Developing training
programs, Conducting training sessions Skill development Career development
Performance improvement
Performance Management: Setting performance standards Performance
appraisal Providing feedback Performance improvement plans Reward and
recognition
Compensation and Benefits: Salary structuring Wage and salary administration
Employee benefits Incentive plans Bonuses Perks
Employee Relations: Managing employee grievances Conflict resolution
Counseling employees Promoting employee well-being Maintaining a positive
work environment Employee engagement
Compliance with Employment Laws and Regulations: Ensuring compliance with
labor laws and regulations Keeping up-to-date with changes in legislation
Advising management on needed actions
Health and Safety: Creating and enforcing safety policies ensuring a safe working
environment Managing workers' compensation claims
Human Resource Planning: Forecasting future HR needs Anticipating and
planning for changes in the workforce Succession planning
Talent Management: Attracting, developing, and retaining talent Identifying high-
potential employees Succession planning Talent review
HR Information Systems: Managing employee information Automating HR
processes Keeping records of attendance, leaves, and payroll
Q What are the Challenges of Human Resources
Adapting to Technological Changes: Keeping pace with rapid technological
advancements and integrating new technologies into HR processes.
Talent Acquisition and Retention: Attracting and retaining top talent in a highly
competitive job market. Developing effective strategies to retain high-potential
employees.
Workforce Diversity: Managing a diverse workforce, ensuring equity, and fostering
inclusion. Handling cultural differences, gender dynamics, and generational gaps.
Skills Gap: Addressing the gap between the skills employees possess and the
skills required by evolving job roles and functions. Continuous skill development
and upskilling to meet changing demands.
Workplace Flexibility and Remote Work: Adapting to the rise of remote work and
hybrid work models. Maintaining employee engagement and productivity in a
remote or flexible work environment.
Employee Well-being: Promoting mental health and well-being in the workplace.
Providing adequate support and resources for employees to maintain a healthy
work-life balance.
Labor Laws and Regulations: Staying compliant with ever-changing employment
laws and regulations. Ensuring adherence to local, national, and international
labour standards.
Leadership Development: Developing effective leaders who can navigate change,
inspire employees, and drive the organization's success.
Performance Management: Implementing fair and effective performance
management systems. Providing continuous feedback and support for employee
development.
HR Technology Implementation: Implementing and integrating HR technology
effectively. Ensuring that HR systems are user-friendly and meet the
organization's needs.
Q Explain the Role, qualities, qualification of HR Manager.
Role:
Strategic Planning: HR managers play a pivotal role in aligning HR strategies with
organizational objectives. They develop and implement HR strategies and
initiatives that contribute to the achievement of the organization's goals.
Talent Acquisition and Management: They are responsible for attracting,
recruiting, and retaining top talent. This includes workforce planning, job analysis,
recruitment, onboarding, and talent development.
Employee Relations: HR managers manage employee relations, handling
grievances, disputes, and disciplinary procedures. They foster a positive work
environment and ensure compliance with employment laws and regulations.
Training and Development: They identify training needs, develop training
programs, and implement learning and development initiatives to enhance
employee skills and knowledge.
Policy Development and Compliance: HR managers develop HR policies and
procedures and ensure compliance with employment laws and regulations. They
maintain accurate records and keep abreast of changes in legislation.
Qualities:
Strong Communication Skills: Effective communication is essential for an HR
manager. They need to communicate clearly, both orally and in writing, with
employees, management, and external parties.
Leadership and Management Skills: An HR manager should possess strong
leadership and management skills to lead the HR team effectively and to influence
and engage employees at all levels of the organization.
Problem-Solving Abilities: They should be able to analyze complex situations,
identify problems, and develop effective solutions.
Ethical and Trustworthy: HR managers handle sensitive and confidential
information. They must demonstrate integrity, trustworthiness, and ethical
conduct.
Adaptability and Flexibility: The HR environment is dynamic and requires the
ability to adapt to change. HR managers should be flexible and able to manage
multiple priorities effectively.

Qualifications:
Education: A bachelor’s degree in Human Resources, Business Administration,
Psychology, or a related field is typically required. Many employers prefer
candidates with a master’s degree in Human Resources or a related field.
Certifications: Professional certifications such as SHRM-CP (Society for Human
Resource Management Certified Professional) or PHR (Professional in Human
Resources) can be advantageous.
Experience: Relevant work experience in human resources or a related field is
usually required. Many employers prefer candidates with several years of
experience in HR roles, including supervisory or managerial experience.
Knowledge of Employment Laws: HR managers must have a thorough
understanding of employment laws and regulations.
Technical Skills: Familiarity with HRIS (Human Resource Information Systems),
data analysis, and other HR-related software is beneficial.
Responsibilities: Develop and implement HR strategies and initiatives that align
with the organization's goals. Lead the recruitment and selection process,
including workforce planning, job analysis, and talent acquisition. Manage
employee relations, including handling grievances, disputes, and disciplinary
procedures. Develop and implement training and development programs to
enhance employee skills.
Challenges: Adapting to Technological Changes: HR managers must keep pace
with rapid technological advancements and integrate new technologies into HR
processes. Talent Acquisition and Retention: Attracting and retaining top talent in
a highly competitive job market. Workforce Diversity: Managing a diverse
workforce, ensuring equity, and fostering inclusion. Employee Well-being:
Promoting mental health and well-being in the workplace. Labor Laws and
Regulations: Staying compliant with ever-changing employment laws and
regulations.
Q Define HRP. Explain the process of HRP.
Human Resource Planning (HRP), also known as Workforce Planning or
Manpower Planning, is the process of determining an organization's current and
future human resource needs.
Process of Human Resource Planning (HRP):
Environmental Analysis: Internal Analysis: Assess the organization's current
workforce. This involves understanding the skills, knowledge, and abilities (KSAs)
of existing employees.
External Analysis: Analyze the external environment, including economic factors,
industry trends, technological advancements, labor market conditions, and legal
and regulatory requirements.
Forecasting Future Human Resource Needs: Demand Forecasting: Predict the
future demand for employees based on the organization's strategic objectives,
business plans, and anticipated changes in the external environment.
Supply Forecasting: Assess the availability of internal and external talent to meet
the future demand for employees. This involves analyzing factors such as turnover
rates, retirement projections, internal promotions.
Gap Analysis: Compare the forecasted demand for employees with the projected
supply of talent. Identify any gaps between the two, whether it is a surplus or
shortage of employees.
Surplus: If the supply of employees exceeds the demand, the organization may
need to implement strategies such as downsizing, hiring freezes, or redeployment.
Shortage: If the demand for employees exceeds the supply, the organization may
need to implement strategies such as recruitment, training and development,
talent acquisition, or outsourcing.
Developing HR Strategies and Plans: Based on the gap analysis, develop HR
strategies and plans to address any identified gaps. These strategies should be
aligned with the organization's overall strategic goals and objectives.
Implementation and Evaluation: Implementation: Implement the HR strategies and
plans developed in the previous step. This involves executing recruitment, training,
and development programs, as well as any other initiatives identified.
Evaluation: Continuously monitor and evaluate the effectiveness of the HR
strategies and plans. This includes measuring key performance indicators (KPIs),
such as employee turnover rates, time-to-fill vacancies, employee performance,
and employee engagement.

Q Describe Job Analysis with suitable example

Job Analysis is the systematic process of gathering, documenting, and analyzing
information about a job. It involves identifying and determining in detail the
particular job duties, tasks, and requirements.
Job Title: Marketing Manager
Job Overview: The Marketing Manager is responsible for planning, implementing,
and managing marketing campaigns to promote the organization's products or
services.
Job Duties and Responsibilities:
Develop Marketing Strategies: Analyze market trends and competitors to develop
effective marketing strategies. Identify target markets and develop marketing
plans to reach them.
Manage Marketing Campaigns: Plan and execute marketing campaigns, including
advertising, promotions, and social media. Coordinate with the marketing team to
ensure the successful implementation of campaigns.
Brand Management: Develop and maintain the organization's brand identity and
brand image. Ensure consistency in branding across all marketing channels and
materials.
Market Research and Analysis: Conduct market research to identify customer
needs, preferences, and behavior. Analyze market data to identify new
opportunities and potential threats.
Team Leadership and Collaboration: Lead, mentor, and develop the marketing
team. Collaborate with other departments, such as sales, product development,
and finance, to ensure alignment of marketing efforts with overall business
objectives.
Budget Management: Develop and manage the marketing budget. Allocate
resources effectively to maximize ROI on marketing activities. Monitor expenses
and ensure adherence to the budget.
Required Qualifications: Bachelor's degree in Marketing, Business Administration,
or related field (Master's degree preferred). Proven experience as a Marketing
Manager or similar role. Strong understanding of marketing principles and
techniques.
Job Analysis Methods: Interviews: Conduct interviews with current employees,
supervisors, and managers to gather information about job duties, responsibilities,
and requirements. Questionnaires: Distribute questionnaires to employees to
gather information about the tasks they perform, the equipment and tools they
use, and the skills and qualifications required for the job.

What are the Sources of Recruitment

Internal Sources: Internal sources involve filling job vacancies with existing
employees from within the organization.
Promotions: Identifying and promoting suitable candidates from within the
organization to fill higher-level positions.
Transfers: Moving existing employees from one position to another within the
organization to meet staffing needs.
Internal Job Postings: Posting job vacancies within the organization and allowing
current employees to apply for the positions.
Employee Referrals: Encouraging existing employees to refer suitable candidates
for job openings within the organization.
Previous Applicants: Reaching out to candidates who applied for positions in the
past but were not selected.
External Sources: External sources involve attracting candidates from outside the
organization to fill job vacancies.
Direct Applications: Accepting job applications directly from candidates who are
interested in working for the organization.
Advertisements: Posting job vacancies on various platforms such as newspapers,
online job portals, social media, and the company website.
Job Fairs and Campus Recruitment: Participating in job fairs, career expos, and
campus recruitment events to attract potential candidates.
Recruitment Agencies: Utilizing the services of external recruitment agencies or
head-hunters to identify and attract suitable candidates for job vacancies.
Professional Associations: Posting job openings on professional association
websites or reaching out to members of professional organizations.
Social Media: Leveraging social media platforms such as LinkedIn, Facebook, and
Twitter to advertise job vacancies and connect with potential candidates.
Networking: Tapping into personal and professional networks to identify and
recruit potential candidates.
Educational Institutions: Building relationships with educational institutions to
attract fresh graduates and entry-level candidates.
Employee Referrals: Encouraging employees to refer qualified candidates from
their professional and personal networks.
Q Describe steps in Selection Process.
Receiving and Reviewing Applications: HR personnel or recruiters receive
applications from potential candidates, either through direct applications, job
portals, or other sources. Applications are reviewed to ensure that candidates.
Initial Screening: Screening involves a preliminary assessment of applications to
shortlist candidates who are the best fit for the job. This step may involve a quick
review of resumes/CVs, cover letters.
Conducting Preliminary Interviews: This step involves conducting initial interviews
with the shortlisted candidates to further assess their qualifications, skills, and
experiences. The preliminary interview can be conducted via phone, video, or in-
person, depending on the organization's preference.
Employment Tests: Some organizations may include employment tests to assess
specific skills, knowledge, or abilities required for the job. Tests may include
aptitude tests, technical tests, personality assessments, or job simulations.
Conducting Selection Interviews: Candidates who pass the initial screening and
preliminary interviews are invited for a formal selection interview. The selection
interview is conducted by the hiring manager, HR personnel, and other relevant
stakeholders. The interview aims to evaluate the candidate's suitability.
Reference and Background Checks: After the interviews, reference and
background checks are conducted to verify the candidate's employment history,
qualifications, and credentials. This step involves contacting the candidate's
previous employers, educational institutions, and personal references to gather
relevant information.
Making the Final Selection Decision: Based on the results of the interviews, tests,
and reference checks, the hiring manager and other relevant stakeholders make
the final selection decision.
Job Offer and Employment Contract: Once the final candidate has been selected,
the organization extends a formal job offer, detailing the terms and conditions of
employment. The job offer includes information such as salary, benefits, work
schedule, start date, and any other relevant details.
On boarding and Induction: After accepting the job offer, the new employee goes
through the on boarding and induction process. The on boarding process involves
familiarizing the new employee with the organization's policies, procedures, culture,
and work environment.

Q Define Training, Development and Education. Explain on-the-job and off-the-job

Methods of Training.
Training: Definition: Training refers to the process of enhancing an individual's
knowledge, skills, and competencies to perform a specific job or task more
effectively.
Purpose: The primary purpose of training is to improve job performance by
imparting the necessary knowledge, skills, and abilities.
Focus: Training focuses on short-term goals and immediate job-related
competencies.
Examples: On boarding training, technical skills training, safety training, customer
service training, and software training.
Development: Definition: Development refers to the process of preparing
employees for future responsibilities and growth within the organization.
Purpose: The primary purpose of development is to foster the long-term growth
and advancement of employees within the organization.
Focus: Development focuses on enhancing an individual's overall capabilities and
potential for future roles or positions.
Examples: Leadership development programs, management training, mentoring,
coaching, and job rotation.
Education: Definition: Education refers to the process of acquiring knowledge,
often from a structured and formal learning program.
Purpose: The primary purpose of education is to impart theoretical knowledge and
foundational skills that can be applied across various contexts.
Focus: Education focuses on providing a broad understanding of a subject or field.
Examples: Formal degree programs, professional certifications, workshops,
seminars, and conferences.
On-the-Job Training (OJT):
On-the-job training (OJT) refers to the process of training employees while they
are performing their regular job tasks. This method allows employees to learn by
doing, usually under the supervision of a more experienced colleague.
Coaching/Mentoring:
Description: In coaching or mentoring, an experienced employee (coach or mentor)
provides guidance, feedback, and support to a less experienced employee.
Process: The mentor or coach demonstrates tasks, provides instructions, and
offers feedback and guidance as the trainee learns by doing.
Example: A senior software developer mentors a junior developer on coding
techniques and best practices.
Job Rotation: Description: Job rotation involves moving employees through a
variety of positions within the organization to provide them with exposure to
different roles and responsibilities.
Process: Employees are assigned to different departments or job roles for a
specific period, allowing them to gain experience and develop a broader skill set.
Example: A management trainee rotates through various departments in a
company, such as marketing, finance, and operations, to gain a comprehensive
understanding of the organization.
Off-the-Job Training:
Off-the-job training refers to training methods that are conducted outside the
workplace. These methods often involve more formal and structured learning
environments. Here are some common off-the-job training methods:
Classroom/Instructor-Led Training:
Description: Classroom or instructor-led training involves training sessions
conducted in a classroom setting with an instructor or trainer.
Process: The trainer delivers the training content through lectures, presentations,
discussions, and practical exercises.
Example: A company sends its employees to attend a workshop on effective
communication skills.
E-Learning/Online Training:
Description: E-learning or online training involves using digital technology to
deliver training content via the internet or intranet.
Process: Employees access training materials, modules, and assessments through
a web-based platform at their convenience.
Example: Employees complete an online course on cybersecurity awareness.
Simulations:
Description: Simulations involve creating real-life scenarios or situations in a
controlled environment to allow employees to practice and develop their skills.
Process: Employees engage in simulated activities that replicate tasks they would
perform in their job roles.
Define appraisal? Explain the methods of appraisal
Definition of Appraisal: Employee performance appraisal, also known as
performance evaluation or performance review, is the systematic and formal
process of assessing an employee's job-related achievements, behaviors, and
skills.
Methods of Appraisal:
1. Graphic Rating Scale: Description: A graphic rating scale is one of the most
common and traditional methods of performance appraisal. It involves evaluating
an employee's performance based on various pre-defined performance criteria by
using a numerical or descriptive scale.
2. Behaviorally Anchored Rating Scales (BARS): Description: Behaviorally
Anchored Rating Scales (BARS) combine the benefits of narrative critical incidents
and quantified ratings by anchoring a numerical rating scale with specific
behavioral examples.
3. Management by Objectives (MBO): Description: Management by Objectives
(MBO) is a performance appraisal method where specific objectives are jointly
established by managers and employees, and the appraisal is based on the extent
to which these objectives are achieved.
4. 360-Degree Feedback: Description: The 360-degree feedback method
gathers performance feedback from various sources, including supervisors, peers,
subordinates, and even customers.
5. Forced Ranking (Ranking Method):
Description: The forced ranking method compares employees against each other
and places them into predetermined categories, such as top, middle, or bottom
performers.
6. Critical Incident Method:
Description: The Critical Incident Method involves recording instances of
particularly good or poor performance by the employee during the performance
period.
7. Essay Method:
Description: The essay method involves writing a narrative description of an
employee's performance. The supervisor describes the employee's strengths,
weaknesses, potential, and suggestions for improvement.

What are provisions under Industrial Disputes Act 1947.

The Industrial Disputes Act, 1947 provides provisions for the investigation and
settlement of industrial disputes in India. Some key provisions under this Act
include:
Settlement of Disputes: The Act aims to provide machinery for the settlement of
disputes between employers and employees through conciliation or arbitration.
Continued Production: It ensures the continuous production, supply, and
distribution of goods and services by industries.
Protection of Employees: The Act safeguards the rights and interests of
employees and protects them against unfair labor practices.
Conciliation and Arbitration: It encourages the settlement of industrial disputes
through conciliation or arbitration processes.
Penalties: The Act includes penalties for contravention of its provisions and
prohibits strikes in specified essential services.
Dispute Resolution Mechanisms: It empowers the Central Government to appoint
conciliators, constitute Labor Courts, and establish Tribunals to resolve disputes
effectively.
Q Define Industrial Relations. Explain Industrial Relations Movement in India
Fragmentation on ideological basis: The labor movement in India has been
fragmented on ideological lines, with various trade union federations being formed
based on political party affiliations
Role of the State: The State regulates industrial relations through statutory
provisions, which keep evolving with the needs and exigencies of the time. These
provisions aim to maintain industrial peace.
Colonial influence: The colonial model of industrial relations remained in practice
in India for some time after independence due to various social, political, and
economic factors. The colonial government's passive regulation of industrial
relations.
Post-independence evolution: Independent India had the opportunity to
restructure the industrial relations system, but the colonial model remained in
practice due to various reasons.
Tripartite and bipartite institutions: Gradually, various tripartite and bipartite
institutions were introduced to supplement state intervention in the industrial
relations system.
Political and economic forces: The political and economic forces in the mid-1960s
aggravated industrial conflict and rendered non-formal systems ineffective. The
National Commission on Labour was appointed in 1966.
Q Define Incentives. Explain the different types of incentives schemes with suitable
examples.
Incentives are rewards and techniques used to motivate employees to encourage
certain behaviours that are beneficial to the organization. They can be financial or
non-financial and are forward-looking, expected to be received once set targets
are achieved or the desired action is taken.
There are two main types of employee incentive schemes:
Short-term incentives: These are designed to motivate employees to achieve
specific short-term goals or targets, such as meeting sales targets or completing
projects on time. Examples include bonuses, commissions, and recognition awards.
Long-term incentives: These are designed to motivate employees to achieve long
-term goals or contribute to the organization's long-term success. Examples
include share options, profit-sharing, and retirement plans.
Bonuses: These are one-time payments made to employees as a reward for
achieving specific goals or targets.
Referral programs: These incentivize employees to refer potential candidates for
job openings, often with a monetary reward if the candidate is hired.
Extra allowances: These are additional payments made to employees to cover
specific expenses, such as travel or relocation expenses.
Commissions: These are payments made to employees based on the sales they
generate or the revenue they bring in.
Employee stock options: These give employees the right to purchase company
shares at a predetermined price, often as part of a long-term incentive plan.
Profit shares: These distribute a portion of the company's profits to employees,
often as a bonus.

Q Compare between Competencies based pay and Skill based pay. What are the
factors influencing the compensation.
Competency-based pay is a system that rewards employees for the development
and application of essential skills, behaviours, and actions that support high levels
of individual, team, and organizational performance. It is based on an agreed
framework of competencies and is not based on the achievement of specific
results, such as targets or projects completed. Instead, it is concerned with the
attainment of agreed standards of performance. Competency-based pay systems
often combine the assessment of inputs, processes, and outputs, and they are
rarely used in a pure form as the only means of determining reward.
Skill-based pay, on the other hand, is a system that involves payment on the
acquisition of knowledge or skills seen as necessary for the effective delivery of a
job role. It is a form of competency-based pay that rewards the acquisition of
competency rather than the use of competency.
The factors influencing compensation include market, internal relativities, and
performance. In addition to these factors, competency-based pay and skill-based
pay also consider the acquisition and application of essential skills, behaviours,
and actions that support high levels of individual, team, and organizational
performance.

Q Write briefly on HRIS and its applications

Human Resource Information System (HRIS) is a software solution that automates
and integrates various HR functions, processes, and data. HRIS streamlines HR
tasks and allows organizations to collect, store.
Employee Information Management:
HRIS serves as a centralized database to store and manage employee information
such as personal details, contact information, employment history, skills, and
qualifications.
Recruitment and Applicant Tracking: HRIS helps streamline the recruitment
process by managing job postings, applications, resumes, and candidate
communication.
Performance Management: HRIS facilitates the performance management
process by setting goals, tracking progress, conducting appraisals, and providing
feedback. It helps identify top performers, assess training needs, and ensure
alignment with organizational goals.
Training and Development: HRIS assists in identifying training needs, scheduling
training programs, and tracking employee participation and progress. It provides a
platform to deliver training content, administer tests, and evaluate the
effectiveness of training initiatives.
Time and Attendance Management: HRIS automates time and attendance
tracking, allowing employees to clock in and out digitally. It streamlines leave
management, tracks employee hours, and ensures compliance with labour laws
and company policies.
Payroll Processing: HRIS simplifies payroll processing by calculating wages, taxes,
and deductions accurately. It ensures timely and error-free payroll processing,
reducing administrative burden and minimizing payroll errors.
Benefits Administration: HRIS helps manage employee benefits programs,
including enrolment, eligibility, and plan selection. It provides employees with
access to benefit information and assists HR professionals in administering
benefits programs effectively.

Q What are the important steps in grievance handling procedure? What can be
the causes and effect of grievances?
Important Steps in Grievance Handling Procedure:
Acknowledgment and Understanding: Promptly acknowledge and understand
grievances to prevent escalation.
Gathering Facts: Collect relevant information and data to analyze the nature of
the grievance.
Analysis of Grievance: Evaluate the grievance to determine its severity and
validity.
Deriving a Solution: Formulate a decision or recommended course of action to
resolve the grievance effectively.
Execution and Review: Implement the decision swiftly and conduct follow-ups to
ensure complete resolution.
Causes of Grievances:
Economic Factors: Issues related to wages, bonuses, and other financial aspects.
Work Environment: Poor physical conditions or inadequate resources.
Supervision: Attitudes of supervisors, favoritism, and nepotism.
Work Group: Inability to adjust with colleagues, feelings of neglect or victimization.
Miscellaneous: Violations in promotions, safety methods, transfers, disciplinary
rules, etc.
Effects of Grievances:
On Production: Low quality, productivity, increased wastage, and higher
production costs.
On Employees: Increased absenteeism, turnover, reduced commitment, morale,
and higher accident rates.
On Managers: Strained relations, increased supervision, indiscipline, unrest, and
challenges in maintaining industrial peace.

Short Notes.
Q Strategic HRM& SHRM “matching model
Strategic HRM and SHRM "Matching Model" refer to the alignment of human
resource management strategies with the overall business objectives of an
organization. This approach emphasizes the integration of HR practices with the
strategic goals of the organization to create a competitive advantage. The
Michigan Model by Fombrun (1984) is a strategic HRM model that focuses on
management, professional groups, and the new labor force. The model aims to
align the formal structure of the organization, its strategies and policies with the
human resource system to drive the strategic objectives of the organization. The
elements of this model include selection, appraisal, development, and rewards,
which are interlinked to ensure horizontal alignment.
Q Job design, Job enrichment, job enlargement, job rotation.
Job Design is the process of structuring work and specifying the work activities of
an individual or group in an organization. It involves organizing tasks,
responsibilities, and duties into a cohesive unit of work to achieve specific
objectives. Effective job design enhances productivity, job satisfaction, and
organizational performance by aligning individual roles with organizational goals.
Job Enrichment is a job redesign strategy that involves adding more tasks,
responsibilities, and authority to an employee's role. By providing employees with
opportunities for personal growth, recognition, and decision-making authority, job
enrichment aims to increase motivation, engagement, and overall job satisfaction.
It focuses on enhancing the complexity of a job to promote skill development and
a sense of personal accomplishment.
Job Enlargement is a job redesign strategy that increases the scope of an
employee's job by adding more tasks at the same level of responsibility. It aims to
reduce monotony and boredom associated with repetitive tasks by broadening
the range of duties an employee performs. Job enlargement provides employees
with a more challenging workload, increases job satisfaction, and fosters a sense
of ownership and responsibility.
Job Rotation is a job redesign strategy that involves moving employees between
different jobs or tasks within an organization on a temporary basis. It aims to
provide employees with exposure to various functions, responsibilities, and
departments to enhance their skills, versatility, and understanding of the
organization's operations. Job rotation adds variety to work, encourages respect
among peers, and sparks new interest in the organization.
Q Recruitment Process
The recruitment process is a strategic series of steps designed to attract, assess,
and hire suitable candidates for an organization. It includes various stages, such
as job description, recruitment marketing, searching for passive candidates,
referrals, managing candidate experience, team collaboration, evaluations,
applicant tracking, compliance, and on boarding. The recruitment process begins
with acknowledging a job opening and reviewing the job description. Companies
may consider internal candidates first, especially if they meet the qualifications. If
not, they may look for external candidates using various recruitment strategies,
such as hiring an outside head-hunting firm for high-level executive positions or
advertising on social networking websites for entry-level positions.The
recruitment process involves several steps, including identifying, attracting,
screening, shortlisting, interviewing, selecting, hiring.
Q Retention strategies.
Retention strategies are a crucial aspect of human resource management aimed
at retaining talented employees and reducing turnover rates within an
organization. These strategies focus on creating a positive work environment,
fostering employee satisfaction, and promoting long-term commitment. Some key
retention strategies include offering competitive compensation and benefits
packages, providing opportunities for career development and advancement,
implementing work-life balance initiatives, recognizing and rewarding employees
for their contributions, fostering a positive organizational culture, and promoting
effective communication between management and employees.
Q Worker participation, collective bargaining
Worker participation and collective bargaining are crucial elements in the
employment relationship, ensuring that the interests of both employees and
employers are represented and protected. Collective bargaining is a process of
discussion and negotiation between employers and employees, aimed at agreeing
upon the conditions of work. It is a bipartite process, with no third-party
intervention, and is carried out between employers and their employees
collectively. Collective bargaining is an institutional procedure of joint
determination of the rules to govern the terms and conditions of employment of
the workers concerned and the labor management relations itself.
Worker participation is the involvement of employees in the decision-making
process of an organization.

Q Employee Benefits
Employee Benefits are a crucial aspect of the compensation package offered to
employees, providing additional perks and benefits beyond the basic salary and
wages. These benefits can include insurance, medical, profit sharing, stock
options, paid time off, dental, life, retirement benefits, and many more. In India,
employee benefits are diverse and tailored to meet the unique cultural, social, and
economic needs of the workforce, with group health insurance being a crucial
component. Employee benefits can be categorized into two types: statutory
benefits and non-statutory benefits. Statutory benefits are a set of rights and
privileges that employees.
Q Executive Compensation
Executive compensation refers to the remuneration package provided to top-level
executives, including CEOs, in publicly traded companies. It is determined through
three broad approaches: optimal contracting, managerial power, and public policy
on executive compensation. The optimal contracting approach, based on agency
theory, aims to maximize shareholders' wealth by aligning executive pay with
performance. The managerial power approach considers the bargaining power of
top-level executives, who command a premium in a competitive market, leading to
a tilt in the power balance towards them. The public policy approach focuses on
regulating executive compensation to ensure transparency, parity, and fairness.
Q Performance Based Pay
Performance-Based Pay (PBP) is a compensation system that rewards employees
based on their performance, as measured by specific metrics and targets. This
approach encourages employees to work harder and stay aligned with the
organization's goals. In India, PBP is not required by law, giving employers broad
discretion in constructing and implementing their incentive compensation plans.
However, employers often fail to track employee performance, communicate
assessments regularly, and maintain a paper trail to support their assessments.
Q Collective Bargaining
Collective bargaining is a fundamental process in labor relations that allows
workers to negotiate with employers for better working conditions, wages, and
benefits. In India, the Industrial Disputes Act, 1947, serves as the primary legal
framework governing collective bargaining. The process involves several stages,
including the formation of a trade union, demand for collective bargaining,
appointment of negotiating teams, commencement of bargaining, settlement of
disputes, and implementation of agreements. Despite the challenges, such as low
unionization rates and unequal bargaining power.
Q Worker’s Participation in Management
Worker participation in management refers to the involvement of employees in the
decision-making process of an organization. This concept is based on the Human
Relations approach to management and aims to share power with workers,
promoting mutual trust, information sharing, and collective bargaining. Worker
participation can be formal or informal, and it can take various forms, such as
collective bargaining, work councils, joint management councils, and board
representation. The objectives of worker participation in management include
avoiding exploitation of workers.
Q Fringe Benefits
Fringe benefits are additional compensations provided to employees beyond their
regular salary. These benefits can include health insurance, retirement plans,
tuition assistance, childcare, paid leave, transportation, entertainment, gym
memberships, and more. Fringe benefits are often used to attract and retain
qualified staff, motivate employees, and reward them for their performance. They
may have tax implications for both the employer and the employee, depending on
the type and value of the benefit. Fringe benefits can be categorized into two
types: those required by law and those provided at the employer's discretion.
Q Employees Separation - Retirement, Termination, VRS, Golden Handshake,
Suspension
Retirement: Retirement is the completion of an employee's occupational tenure,
typically involving the discontinuation of service as the employee reaches the
retirement age. It can be voluntary or compulsory, with employees receiving
retirement benefits based on their years of service.
Termination: Termination is the involuntary separation of an employee from the
organization due to reasons such as non-performance, misconduct, or
organizational restructuring. It can have legal implications and may impact the
employee's future career opportunities.
Voluntary Retirement Scheme (VRS): VRS allows employees to opt for retirement
before reaching the retirement age voluntarily. It is also known as the Golden
Handshake Scheme and is offered by organizations to reduce costs, manage the
workforce, and handle business losses.
Golden Handshake: The Golden Handshake is a type of retirement scheme where
employees are given lump-sum payments in return for voluntary retirement. It
aims to encourage employees to opt for early retirement and is often used during
downsizing or restructuring.
Suspension: Suspension involves temporarily removing an employee from work
due to disciplinary reasons or pending investigations. It is a precautionary
measure taken by organizations to maintain a fair and transparent work
environment.
Q HR Audit
HR audit is a systematic method of evaluating an organization's human resources
practices, policies, and procedures to identify gaps, ensure compliance with laws
and regulations, and improve HR effectiveness. It involves a comprehensive review
of HR functions, such as recruitment, training, compensation, employee relations,
and compliance with employment laws. The purpose of an HR audit is to assess
whether HR practices benefit or harm the organization, go beyond hiring
processes, and delve into areas like employee compensation, training, retention,
and relations.
Q Work Life Balance
Work-life balance is the state of equilibrium where a person equally prioritizes the
demands of one’s career and the demands of one’s personal life. It is a crucial
aspect of overall well-being, including physical, emotional, and mental health.
Achieving a healthy work-life balance can reduce stress, improve emotional states,
and increase overall productivity and employers’ bottom lines. The ongoing
pandemic has greatly exacerbated stress in India, with 59% of employees
reporting feeling extremely, highly, or somewhat stressed daily.
Q Quality Circle
Quality circles are a management technique that involves small groups of
employees who voluntarily come together to identify, analyze, and solve quality-
related problems within an organization. They originated in Japan in the 1960s
and have since spread worldwide as an effective means of improving quality and
productivity. The primary objectives of quality circles are problem-solving,
continuous improvement, skill development, increased employee engagement, and
improved employee morale. The benefits of quality circles include improved quality,
cost reduction, enhanced employee morale, higher productivity, and innovation.