HUMAN RESOURCE MANAGEMENT IIBM MBA EXAM ANSWER SHEET
Human
Resource Management
I.
The
following is (are) concerned with developing a pool of candidates in line with
the human resources plan
a)
Development
b)
Training
c)
Recruitment
d) All of
the above
Ans: d)
All of the above
II. The
following is (are) the key components of a business process Re-engineering
program? (1)
a) Product
development
b) Service
delivery
c)
Customer satisfaction
d) All of
the above
Ans: d)
All of the above
III. The
actual achievements compared with the objectives of the job is
a)
Job performance
b)
Job evaluation
c)
Job description
d) None of
the above
Ans:
a) Job performance
IV.
Performance development plan is set for the employee by his immediate
boss.
a)
Employer
b)
Department Head
c)
Immediate boss
d) Any of
the above
Ans: d)
Any of the above
V. The
following type of recruitment process is said to be a costly affair.
a)
Internal recruitment
b)
External recruitment
c) Cost
remains same for both types
Ans: b)
External recruitment
VI. The
following is (are) the objective(s) of inspection.
a)
Quality product
b)
Defect free products
c)
Customer satisfaction
d) All of
the above
Ans: d)
All of the above
VII.
Which of the following is an assumption of rationality to rationale decision
making?
a.
Preferences are clear
b.
Final choice will maximize payoff
c.
The problem is clear and unambiguous
d. All of
the above
Ans: d.
All of the above
VIII. ___________
is accepting solutions that are "good enough".
a.
Bounded rationality
b.
Satisficing
c.
Escalation of commitment
d. None of
the above
Ans:
b. Satisficing
IX. The three important
components in aligning business strategy with HR practice:
a) Business Strategy, Human Resource Practices,
Organizational Capabilities
b) Marketing Strategy, Human Resource Practices,
Organizational Capabilities
c) Business Strategy, Human
Resource Practices, Organizational structure
d) Marketing Strategy, Human
Resource Practices, Organizational structure
Ans: a) Business Strategy, Human Resource Practices,
Organizational Capabilities
X. The basic managerial
skill(s) is(are)
a) To supervise
b) To stimulate
c) To motivate
d) All of the above
Ans: d) All of the above
Part
Two:
1. What
is the nature of Human Resource Management?
Nature of Human
Resource Management are:
1. A part of Management
Discipline:
HRM
is a part of management discipline. It is not a discipline in itself but is
only a field of study. HRM, being a part of management process, draws heavily
from management concepts, principles and techniques and apply these in the
management of human resources.
2. Universal Existence:
HRM
is pervasive in nature. It is present in all enterprises. It permeates all
levels of management in an organisation.
3. Concerned with People:
HRM
is all about people at work, both as individuals and groups. It tries to put
people on assigned job in order to produce goods results. The resultant gains
are used to reward people and motivate them towards further improvement is
productivity.
4. Action oriented:
HRM
focuses attention on action, rather than on record keeping, written procedures
or rules. The problems of employees are solved through rational policies.
5. Directed towards
Achievement of Objectives:
HRM
is directed towards achievement of organisational objectives by providing tools
and techniques of managing people in the organisation effectively.
6. Integrating Mechanism:
HRM
tries to build and maintain cordial relation between people working at
different levels in the organisation. It tries to integrate human assets in the
best possible manner for achieving organisational goals.
7. Development Oriented:
HRM
intends to develop the full potential of employees. The reward structure is
turned to the needs of employees. Training is provided to improve the skill of
employees. Every attempt is made to use their talents fully in the service of
organisational goals.
8. Continuous Process:
HRM
is not a one short deal. It cannot be practised only one hour each day or one
day a week. It requires constant alertness and awareness of human relations and
their importance in every day operations.
9. Comprehensive Function:
HRM
is concerned with managing people at work. It covers all types of people at all
levels in the organisation. It applies to workers, supervisors, officers,
manager and other types of personnel.
2. What
is Human Resource Development (HRD)
Development of
human resources is essential for any organisation that would like to be dynamic
and growth-oriented. Unlike other resources, human resources have rather
unlimited potential capabilities. The potential can be used only by creating a
climate that can continuously identify, bring to surface, nurture and use the
capabilities of people. Human Resrouce Development (HRD) system aims at
creating such a climate. A number of HRD techniques have been developed in
recent years to perform the above task based on certain principles. This unit
provides an understanding of the concept of HRD system, related mechanisms and
the changing boundaries of HRD.
The focus of all aspects of Human Resource
Development is on developing the most superior workforce so that the
organization and individual employees can accomplish their work goals in
service to customers.
Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.
Human resource development in the organisation
context is a process by which the employees of an organisation are helped, in a
continuous and planned way to:
- Acquire
or sharpen capabilities required to perform various functions associated
with their present or expected future roles;
- Develop
their general capabilities as individuals and discover and exploit their
own inner potentials for their own and/or organisational development
purposes; and
- Develop
an organisational culture in which supervisor-subordinate relationships,
teamwork and collaboration among sub-units are strong and contribute to
the professional well being, motivation and pride of employees.
This definition of HRD is limited
to the organisational context. In the context of a state or nation it would
differ.
HRD is a process, not merely a set of mechanisms and techniques. The mechanisms and techniques such as performance appraisal, counselling, training, and organization development interventions are used to initiate, facilitate, and promote this process in a continuous way. Because the process has no limit, the mechanisms may need to be examined periodically to see whether they are promoting or hindering the process. Organisations can facilitate this process of development by planning for it, by allocating organisational resources for the purpose, and by exemplifying an HRD philosophy that values human beings and promotes their development.
3. Discuss the
future trends and challenges of HRM?
Multinational companies are
operating in tough competitive environment and human resource managers are
continually facing business challenges because of the development of
Internet-enabled technologies and the eruption of the global economy. It is
assumed that companies will face many serious human resource issues. Human
resource has major challenge in future to develop and retain capable employees.
HR professionals have probable challenges in managing workforce such as talent
and leadership are becoming even scarcer resources than earlier organizational
environment, the work force, on average, is growing older. More companies are
becoming world-wide organizations as they try to recruit overseas, incorporate
diverse cultures and retain external talent. The emotional health of employees
is more important than ever before and this may be continual challenge for HR
managers. The days of staying at one company are over, mobility is the new
norm. And with that, employees progressively make job choices based on family
considerations and a desire to have a life outside of work. The challenges of
managing talent, improving leadership development, and managing work-life
balance are considered to be major future challenges for human resource
department.
Another key challenge for future
is anticipating Change. It includes managing demographics, managing change and
cultural transformation, and managing globalization.
Other future challenge for human
resource managers in global companies is enabling the Organization. This
category consists of becoming a learning organization and transforming HR into
a strategic partner.
Presently, human resource
managers use social media websites, such as Facebook and LinkedIn, to recruit
best suited candidates for different department of organization to enhance
productivity and gain monetary benefit. It is a big challenge for
professionals. HR will need to use social media for the organization's benefit
in an extremely competitive job market for both candidates and hiring
companies. HR professionals need to be prepared to hire suitable candidates before
the competitor, and this could mean beginning the discussion even before the
candidate applies. Social media participants often set their profile settings
to private, so human resource staff need to develop thorough knowledge of the
social media tools and online search engines to uncover the information they
need.
Globalization is continued to be
major challenge for human resource staff to retain good position in
marketplace. The Internet has opened up the job market, extending the talent
pool to almost every corner of the world. Today, HR professionals hire
candidates from various countries who speak different languages and practice
customs that may be dissimilar to those of the company's local employees. This
brings about changes to usual HR policies as the staff must address to concerns
such as cultural and ethnic sensitivity. Human resource team must be attentive
to wage disparities between local employees and their counterparts in other
countries.
Political and legal environment
of nations are highly volatile therefore changes in political parties and rules
regulations create new laws and HR professionals have to follow all laws while
doing business. It is the duty of human resource and industrial relations
executives to fully examine the implication, of these changes and brings about
necessary adjustment within the organization so that utilization of human
resource can be achieved.
Other serious future challenge
for human resource managers is staff turnover. It will continue to be an HR
issue. It is normally seen that employees make change on after a tenure of
about four to five years to enhance their career. Therefore, retaining talent
becomes the next importance for HR professionals. Many leading companies offer
high salary package, posh offices and extensive benefit packages, making
recruitment and retention of good staff tough for small businesses, which often
struggle just to pay the rent due for their offices. Providing a learning
environment and new opportunities within the organization might support to
retain contributing employees because the employees gain experience even as
they become more marketable.
Human resource also has problems
to provide conducive work environment to employees due to rising prices.
Creating a work environment that increases employee morale and improves
performance will continue to be a challenge for human resource managers.
Business growth is directly proportional to employee contribution and ownership
of tasks at work. To create an environment that boosts employee self-esteem and
prompts strong employee performance, HR professionals must be entirely involved
in the business and must be conscious of which team needs to be changed or
improved and requires extra training and mentoring.
Ongoing challenge for human
resource professionals is business continuity of an organization and it is
known that business should not be dependent on specific individual, loss of
talented team members can have unfavorable impact on employee morale. Employees
may have difficulties in accepting the replacement of main staff from external
sources, and an unexpected shift can cause work disruptions and crises in
customer engagements. To survive from these sudden changes and prevent
adjustment issues, HR must be active in succession planning. Human resource
staff must recognize, groom, provide exposure and add work responsibilities to
core personnel.
To summarize, future challenges
of human resource are continuing because of changing workforce demographics and
diversities, competing in international environment, technological changes,
eliminating the employee skill gap, developing human capital lifelong learning
and organizational learning and accomplishing societal goal through
organization.
4. What is manpower planning?
Manpower
Planning which is also called as Human Resource Planning consists of putting
right number of people, right kind of people at the right place, right time,
doing the right things for which they are suited for the achievement of goals
of the organization. Human Resource Planning has got an important place in the
arena of industrialization. Human Resource Planning has to be a systems
approach and is carried out in a set procedure. The procedure is as follows:
- Analysing
the current manpower inventory
- Making
future manpower forecasts
- Developing
employment programmes
- Design
training programmes
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