Program -
Master of Business Administration- MBA
Subject code & name - MU0010 – Manpower Planning and Resourcing
1. Define the term ‘manpower planning’. Explain the need for manpower
planning. What are the advantages of manpower planning?
A Definition of manpower
planning
According to Eric W.
Vetter, manpower planning is a vital process where the management determines
how the organization should move from its present manpower position
to a desired
manpower position. According
to Stainer, manpower planning
may be defined
as a strategy
for the procurement, development, allocation and
utilization of an enterprise’s human resources. Human Resource Planning
consists of a series of activities:
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2. What do
you mean by
manpower forecasting? Why
is it necessary?
Explain the types of manpower
forecasting.
A Meaning of manpower
forecasting
Manpower forecasting is
the very first step or feature of the entire manpower planning activity.
The HR manager
foresees the demand
and supply of different types of manpower resources in
the firm. In simple words the basic idea
is to see
where or in
which area there
is a shortage
or surplus of
human requirement.
Forecasting is the process of making judgments about events whose actual
outcomes have not been seen.
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3. The latest trend in recruitment
is the ‘E-Recruitment’. Write a brief note on this ‘E-recruitment’.
‘E-recruitment’
A Meaning and example of e-recruitment The
buzzword and the latest trend in recruitment is the “E-Recruitment” or “Online
recruitment”. In this
internet based tools
are used to
assist the recruitment
processes. E.g.: naukri.com, careers
section of the organization website
etc. Many big
and small organizations
are using Internet
as a source of
recruitment. They advertise
job vacancies through
the internet.Job seekers send in
their applications or curriculum vitae (CV) through email.
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4. Explain the necessity and types
of induction.
Necessity of induction
Induction primarily
allows the employee to get familiarized with the basics of the organization,
its policies and procedures, its processes, it goals, vision, mission, values,
compensation payout methods,
reimbursement payout methods and
the nature of business the organization is involved in. These basics focuses
more on the
information or knowledge
that is immediately required for
an employee to
feel comfortable. This
also introduces the employees to gain an understanding about
the organizations work culture.
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5. Define talent engagement. Why is it important? What are the driving
factors of talent engagement?
Definition of talent engagement
Talent engagement
is the concept
which explains the
degree to which
a talent (employee) is emotionally bonded to his organization and
passionate about his work.
Talent engagement is
the level of
commitment and involvement a
person has towards his organization and its values.
An
engaged talent (employee) is well aware of the organizations business context,
and how to work with colleagues to improve performance in his/her job and thereby
benefit the organization. Talent
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6. Many organisations closely observe the employee exits and are managing
the exit process professionally in order to reduce the employee turnover.
Describe such employee exit process and operational responsibilities.
Differentiate between exit surveys and exit interviews.
Explanation of employee exit process
The
employee who wants to resign will discuss with his Manager, submits his
resignation to his Manager. The Manager should put his comments on the
resignation letter and forward it to HR. (these comments can be To be relieved
by dd/mm/yyyy, or some other special comments)HR on receipt of the Resignation
letter, enters in the software, the date of receipt of
resignation letter, terms
and conditions of
resignation if any special is there. and comments of Manager,
the payroll changes are
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Subject code & name - MU0011 – Management and Organisational
Development
1. Define organisational development. What are the assumptions of
Organisational Development?
A. Definition of OD
OD is a planned
approach to improve employee and organisational effectiveness. This
can be achieved
by conscious interventions
in those processes and
structures that have
an immediate bearing
on the human aspects of the organisation.
OD is the act, process,
or result of furthering, advancing or promoting the growth of an organisation. OD is anything done to ‘better’
an organisation. But this definition is too broad and all-inclusive.
Another way
of defining OD is to
examine the following
definitions, suggested by different authors
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2. Describe the
following theories of planned change:
‘Lewin’s change model’
and ‘Action research model’
A Lewin’s change model
Lewin’s
Change Model, is a three step model
given by the social scientist Kurt Lewin in the year 1951. He viewed behaviour
as dynamic balance of forces working in
inverse directions. He
believed that such
driving forces can help in
pushing employees in right direction. On the
other hand, there are some limiting
forces which restrict
employees to move
in the right direction. He claimed that such forces
should be analysed and can be easily shifted
using this three-step
change model. This
model
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3. Describe the components of OD
programs and the OD program phase
A Components of OD programs
1. The diagnosis component: An OD program starts with the diagnosis,
collection and analysing the data throughout. It represents the collection of
data about its processes, total system, its subunits and its culture. You can
collect data via
Questionnaires, Interviews,
Observations and Unobtrusive
method (Unobtrusive methods means observing the people in their lifelike
settings and avoiding being obvious about observing them because
this can impact
the conditions and
thus the data
being collected).
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4. What are the ethical dilemmas
in practicing OD?
A. Meaning of Ethical dilemma
“Ethical dilemmas” are
the results of behaviours and inappropriate actions or roles on
the part of
both change agents
and client systems.
Ethical problems and dilemmas
are, therefore, a
mutual responsibility of
change agents and client systems, dependent largely on the nature of
their specific
relationship.
Ethical problems and
dilemmas faced by OD practitioners may leave OD’s scientific and professional
progression in a disadvantageous position. This happens unless
an agreement can
be reached as
to the types
of ethical dilemmas and the
points, at which they are likely to be encountered.
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5. Define the term downsizing. List
the types of downsizing. Explain the significance, misconceptions and effects
of downsizing.
A. Definition of downsizing
Downsizing refers to
reduction in the overall size and cost of operations of an organisation by
reducing the total number of employees.
You can simply analyse the fact that when markets are quite severe, companies
frequently use downsizing to
fight to survive
in a hostile
climate at the
time of competing with
companies in the
same sector. Organisational downsizing constitutes a
set of activities
undertaken by the
management of an organisation designed
with the purpose
of improving the
organisational efficiency, competitiveness and productivity.
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6. Organisational learning is an
area of knowledge within organisational theory that studies models and theories
about the way an organisation learns and adapts. Describe the seven steps of
initiating such ‘organisational learning’.
A. Description of the seven
steps of initiating ‘organisational learning’
Step 1: Knowledge of
theory, research, and practice In the first step, there are multiple researches
and theories which address only part of the organisational learning system that
builds a foundation for valuing
information about organisation
actions. All the
theories are the explanation of
social phenomena that
have been tested
within the organisation.
Step 2:
Understanding of organisational learning systems model In the
second step, theories,
researches and stores
of practice are integrated into
a map or
quilt which provides
a dynamic
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Subject code & name - MU0012 – Employee Relations Management
1. Employee relations management (ERM) is all about management of
relationship with employees in an organisation. Explain the features and
importance of this ERM.
A. Features of ERM
The important features of
ERM are:
·
Communication: Communication channels among the employees, and between employees and the management must
be open. If the opinions of the employees
are not considered, they become frustrated and
this would lead to low morale. Demoralised employees are less productive
and may even become hostile. Team
briefings, performance appraisals and employee surveys are different means of
improving communication.
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2. What are the various types of communication? Explain the importance of
organisational communication. What are the methods to improve communication?
A. Types of
communication
The different forms of
communication in an organisation are as follows:
·
Passive
communication: This is an ineffective
form of communication. People using this form of communication avoid
confrontation. They do not communicate their
wishes or desires.
This style of
communication can cause alienation, anger, frustration and depression.
One-way communication: This
communication travels only
in one predetermined
direction. This is common in formal organisations and in military structures.
In this form of
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3. Human Resource Information
System (HRIS) helps
organisations to carry out
their HR administrative functions
in an effective
manner. What are
the important features
that makes a good HRIS? Mention some common applications of HRIS.
A. Important features that
makes a good HRIS
The important features of
a good HRIS are as follows:
·
Job and pay history:
The HRIS documents details and salary of past jobs. The education
details of the employee are also recorded. The HR personnel are able to view
salary details including bonuses awarded and deductions made. They can view job
details like positions held and the period of employment in that position.
Salary changes of the employee are recorded.
Ability to import
and export data:
The HRIS scans
images of resumes, employee
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4. What are
the objectives of
organisational discipline? List
the types of
disciplinary problems.
Explain the steps
of disciplinary procedures
commonly followed in
many organisations.
A. Objectives of organisational
discipline
The main objectives of
organisational discipline are as follows:
·
To obtain voluntary
acceptance of rules, regulations and policies of the company: Members of
the organisation have to voluntarily comply withthe rules,
regulations and policies
of the company
to enable easy attainment of the organisational goals.
·
To provide direction
and leadership: Discipline guides the workforce in the right
manner so that
they act in
the right way
and achieve their goals.
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5. What is trade union and what
are its objectives? Describe trade unions in India.
Meaning of trade union
A trade union or labour
union is an administration of workforce grouped together to attain common goals
such as enhanced operational circumstances. The Trade Union Act of India 1926 defines a
trade union as ‘an organisation,
whether temporary or permanent,
formed primarily for
the purpose of
regulating the relations between workmen
and employers or
between workmen and
workmen, or
between employers and
employers, or for imposing restrictive condition on the conduct of any trade or
business, and includes any federation of two or more trade unions.’.
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6 Write a brief note on the
following Acts:
(i) Factories Act, 1948
(ii) Industrial Disputes Act, 1947
A. Factories Act, 1948
The
Factories Act regulates labour employed in factories. It applies to the whole
of India. This Act applies to all factories which use power and employ 10 or
more workers, and applies to factories not using power and employing 20 or more
workers, on any day of the preceding 12 months. According to this Act, every
factory has to be registered and needs to obtain a licence for working, which
has to be
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Industrial Disputes Act, 1947
Industrial dispute
is defined as
‘any dispute or
difference between employers and
employers, or employers
and workmen, or
workmen and workmen, which is
connected with the employment or non-employment, or the terms of employment, or
with the conditions of labour of any person’.
The main
aim of this Act is to settle industrial disputes and maintain peace in the
industrial sector. The
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Subject code & name - MU0013: HR AUDIT
1. Define Human Resource (HR) Audit. Explain the need for HR Audit. What
are the benefits of HR Audit?
A. Definition of HR Audit
An
HRD audit is like an annual health
check-up. It systematically verifies
the HR
functions of an
organisation, in terms
of its effectiveness
and suggests ways to better it further.
Just like an audit is carried out
at the end of the financial year to check the various financial
statements, an HR audit is conducted to ensure whether all human resource
activities are carried out in
proper manner or
not. Thus HR
audit is a
useful tool to
achieve the organisational goals
and also helps
to assess the
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2. Write short notes on the
following:
(i) Audit for HR Planning
(ii) Audit for HR Climate
A (i) Audit for HR Planning
HR
planning refers to the ongoing process of systematic planning to achieve
optimum use of
an organisation's most
valuable asset -
its human resources. The
objective of HR planning is to ensure the best fit between employees and jobs,
while avoiding manpower shortages or surpluses. The three key
elements of the
HR planning process
are forecasting labour demand,
analysing present labour
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(ii) Audit for HR Climate
HR climate has impact
on motivation, morale and job
satisfaction. Quality of HR climate can be measured by examining:
1. Employee
turnover: In a HR context,
“turnover” or “staff
turnover” or “labour turnover”
is the rate
at which an
employer gains and
loses employees. Simple ways to describe it are "how long employees
tend to stay in a given organisation or industry”. Losing employees may include factors such
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3. What is HR Scorecard? Explain the reasons for implementing HR
Scorecard framework.
Meaning of HR Scorecard
HR scorecard
measures the HR
function's effectiveness and
efficiency in producing employee
behaviours needed to achieve the company's strategic goals. In order to achieve
that you need to know:
– What the company's strategy is.
– Understand
the causal links
between HR activities,
employee behaviours, organisational outcomes,
and the organisation's performance.
– Have metrics to measure all the activities
and results involved.
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4. What is
meant by ‘Competency
mapping’? Explain the
various competencies and
the associated behavioural aspects.
Meaning of competency mapping
Competency mapping
forms an excellent
tool for optimising
the human capital. HR
auditors should make
sure that they
identify the key competencies for an organisation or a particular position in an organisation, and use
it for job
evaluation, recruitment, training
and development, performance management,
succession planning, etc.
They should ensure that
the organisation effectively communicates what it actually
expects from them.
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5. Write a brief note on
effectiveness of Human Resource Development Audit as an intervention.
A. Effectiveness of Human
Resource Development Audit as an intervention.
India is
the first country
to formally establish a
totally dedicated Human
Resources Development department separated from
the Personnel department.
It was established
in the year 1974
when the term
HRD itself was
not very popular
in the USA.
Two consultants from the
Indian Institute of
Management, Ahmedabad, after reviewing the
effectiveness of the
performance appraisal system
and training in Larsen & Toubro recommended an Integrated HR System
to be established and
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6. Describe the rationale behind human resource valuation and auditing.
A. Description of rationale
behind human resource valuation and auditing
The main rationale
behind human resource valuation can be understood by going through the
following list:
1. Guarantee to
customers/clients: Human resource
valuation assures customers of
quality and consistency.
It is a
means of guarantee available to customers and
outsiders that the enterprise is thorough in its personnel’s efficience to
honour commitments.
2. Establishing investor confidence: The
performance of an organization depends
mainly upon the
quality of its
human capital. This
can be understood by the fact
that human resource
is the
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