Human Resource Management Important Question Answer Unit 2 : Acquisition of Human Resource GU [Gauhati University Bcom 4th Sem]

 

UNIT: 2

ACQUISITION OF HUMAN RESOURCE

VERY SHORT QUESTION ANSWER

1 MARK

CHOOSE THE CORRECT ANSWER

1. Human Resource departments are

(a) line departments

(b) authority department

(c) service department

(d) functional department

Ans: (c) service department

2. What is human factor?

(a) Micro and macro issues of socio-economic factor.

(b) Interrelated Physiological, Psychological and Socio-ethical aspects of human being.

(c) The entire concept of human behaviour

(d) None of the above.

Ans: (b) Interrelated Physiological, Psychological and Socio- ethical aspects of human being.

3. Job Analysis is a systematic procedure for securing and reporting information defining a

(a) specific job

(c) specific service

(b) specific product

(d) all of these

Ans: (a) specific job

4. Who has defined personnel management as a field of management which has to do with planning and controlling various operative functions of procuring, developing, maintaining and utilising labour force?

(a) Harold Koontz

(b) Glueck

(c) Michael Jucius

(d) Flippo

Ans: (c) Michael Jucius

5. Resources and capabilities that serve as a source of competitive advantage for a firm over its rivals are called

(a) core competency

(c) competitive advantage

(b) core competence

(d) competency

Ans: (a) core competency

TRUE OR FALSE

1. Determining the duties of positions is through the process of job analysis.

(a) True

(b) False

Ans: (a) True

2. Job descriptions describe what kind of people to hire for the job.

(a) True

(b) False

Ans : (b) False

3. Why a worker performs a job's activity is determined by a job analysis.

(a) True

(b) False

Ans: (a) True

4. Job demands are included in the human behaviors required to perform a particular job.

(a) True

(b) False

Ans: (a) True

5. Human requirements in a job analysis are used to appraise employees.

(a) True

(b) False

Ans: (b) False

SHORT QUESTION ANSWER

2 MARKS

1. What is Job Analysis?

Ans: Job Analysis is a process to identify and determine in detail the particular job duties and

requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.

2. Why is Job Analysis performed? What is the purpose of Job Analysis?

Ans: Job Analysis is used to show the relatedness of employment procedures used by the employer. The procedures supported by job analysis include-

* Training

* Personnel Selection

* Job Evaluation, and

* Performance Appraisal.

3. How to conduct a Job Analysis?

Ans: The steps to conduct a Job Analysis are outlined below-

* Identify the Job(s) to be analyzed.

* Determine the procedures to be used (methods) in collecting job data.

* Implement the job analysis methods.

* Review the data collected through Job Analysis.

* Summarize and document the data collected.

4. What methods are used for Job Analysis?

Ans: The main methods of job analysis are-

1. Interviews

2. Questionnaires

3. Observation

5. What is the Critical Incident Technique?

Ans: This method of Job Analysis focuses on identifying the critical incidents that distinguish satisfactory workers from unsatisfactory workers. This is based on the theory that certain tasks are crucial to satisfactory job performance, while others are not. In this method, the job analyst interviews incumbents and/or supervisors to identify a list of critical incidents. The identification of required Knowledges, Skills, and Abilities (KSAS) is made by examining the incidents--their causes and solutions. This technique is useful for developing work sample tests.

6. What is the Job Element Method?

Ans: This method of Job Analysis, developed by Ernest Primoff, is a worker oriented method and is used primarily with lesser skilled workers and industrial occupations. This method, like the Critical Incident Technique, focuses on satisfactory workers. This method attempts to identify the characteristics of satisfactory workers (job elements). Once identified, these elements are used to develop appropriate selection tests. The steps to perform a Job Element job

analysis are-

* Select a group of experts (may include incumbents and supervisors)

* Conduct brainstorming sessions to identify job elements (the KSA's of satisfactory workers).

* Assign weights to each of the elements based on the following criteria-

(i) proportion of barely acceptable workers who have the job element;

(ii) effectiveness of the element in picking a superior worker;

(iii) the trouble likely to occur if the element is not considered;

and

(iv) practicality--the effect of including the job element on the organization's ability to fill job openings.

* Analyze the Job Element data.

7. What Is Human Resource Planning (HRP)?

Ans: Human resource planning (HRP) is the continuous process of systematic planning ahead to achieve optimum use of an organization's most valuable asset quality employees. Human resources planning ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses.

Human resource planning allows companies to plan ahead so they can maintain a steady supply of skilled employees. That's why it is also referred to as workforce planning. The process is used to help companies evaluate their needs and to plan ahead to meet those needs.

8. Mention the Challenges of Human Resource Planning?

Ans: The challenges to HRP include forces that are always changing, such as employees getting sick, getting promoted, or going on vacation. HRP ensures there is the best fit between workers and jobs, avoiding shortages and surpluses in the employee pool.

To satisfy their objectives, HR managers have to make plans to do the following-

* Find and attract skilled employees.

* Select, train, and reward the best candidates.

* Cope with absences and deal with conflicts.

* Promote employees or let some of them go

9. Give two needs of HRP?

Ans: I. Assessing Future Personnel Needs: Whether it is surplus labour or labour shortage, it gives a picture of defective planning or absence of planning in an organization. A number of organizations, especially public sector units (PSUs) in India are facing the problem of surplus labour.

It is the result of surplus labour that the companies later on offer schemes like Voluntary Retirement Scheme (VRS) to eliminate surplus staff. Thus, it is better to plan well about employees in advance. Through HRP, one can ensure the employment of proper number and type of personnel.

II. Foundation for Other HRM Functions: HRP is the first step in all HRM functions. So, HRP provides the essential information needed for the other HRM functions like recruitment, selection, training and development, promotion, etc.

10. Give some objectives of HRP?

Ans: The main objectives of HRP are-

(i) Proper assessment of human resources needs in future.

(ii) Anticipation of deficient or surplus manpower and taking the corrective action.

(iii) To create a highly talented workforce in the organization.

(iv) To protect the weaker sections of the society.

(v) To reduce the costs associated with personnel by proper

planning.

(vi) To determine the future skill requirements of the organization.

11. Define Job Specification?

Ans: Also known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.

12. Give some purpose of Job Specification?a

Ans: Purpose of Job Specification-

1. Described on the basis of job description, job specification helps candidates analyze whether are eligible to apply for a particular job vacancy or not.

2. It helps recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening.

3. Job Specification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more.

13. What is recruitment?

Ans: Recruitment refers to the process of identifying,attracting, interviewing, selecting, hiring and onboarding employees. In other words, it involves everything from the identification of a staffing need to filling it.

Depending on the size of an organization, recruitment is the responsibility of a range of workers. Larger organizations may have entire teams of recruiters, while others only a single recruiter. In small outfits, the hiring manager may be responsible for recruiting. In addition, many organizations outsource recruiting to outside firms. Companies almost always recruit candidates for new positions via advertisements, job boards, social media sites, and others. Many companies utilize recruiting software to more effectively and efficiently source top candidates. Regardless, recruitment typically works in conjunction with, or as a part of Human Resources.

14. What does recruitment involve?

Ans: While the recruitment process is unique to each organization, there are 15 essential steps of the hiring process. We've listed them here, but for a detailed exploration of these steps, check out our page on Hiring Process Steps-

* Identify the hiring need * Devise a recruitment plan * Advertise the position * Recruit the position * Review applications * Phone Interview/Initial Screening * Interviews * Applicant Assessment * Background Check * Decision * Reference Check * Job offer * Hiring * Onboarding. 

15. Give two factors that influence Recruitment?

Ans: 1. Size of the organization: A large organization is bound to have a higher demand for new employees. It is bound to look for more people, since the structure will require more manpower. On the other end of the spectrum, a small enterprise, like a new company just starting its operations, will require only a lean staff.

Comparing the two, it is clear that the smaller enterprise will have a simpler, more straightforward and shorter recruitment process, conducted by only one or two people. The larger organization, however, will have a lengthier and more complex recruitment process, one where several members of the organization will take part in.

2. Current employment conditions in the economy: Try comparing employment opportunities in a country with a developed economy with that of an underdeveloped one. An organization operating in an underdeveloped economy may have difficulty finding the candidates with the talents and skills it requires. The availability of prospective talents is one huge issue with respect to the economy that an enterprise belongs to. The company will have to design and implement its recruitment process in a way that will address this issue.

16. Give two essential features of recruitment?

Ans: 1. Recruitment is a searching and attracting function: It is mainly concerned with searching and attracting the potential candidates towards organization.

2. Recruitment is not a selection: Recruitment involves searching the potential candidates and attracting them towards organization to apply for the job. But selection involves choosing suitable candidate among those who have applied for job.

17. Give some challenges of recruitment?

Ans: The various challenges of recruitment are-

i. Attract people with multi-dimensional experiences and skills.

ii. Induct outsiders with a new perspective to lead the company.

iii. Infuse fresh blood at every level of the organisation.

iv. Develop a culture that attracts people to the Company.

18. Define Intreveiw?

Ans: The interview is the heart of the employment process. Interviewing is considered to be the most useful selection method. The interview is a conversation with a purpose. According to juices Michael, "An interview is a face to face, oral observational and personal appraisal method." Its aim is to provide the candidate with information about the job and the company and also to give the candidate a favourable impression of the company.

Interview means a conversation between interviewer and interviewee aimed at assessing the potentialities for a job. It is a two way communication between the candidate and the interviewer. In simple words interviewing means "deliberate active listing with a purpose to draw the other person out, to discover what he really wants to say and to give a chance to express himself freely".

19. Mention two Objectives Used in Personnel Selection?

Ans: 1. To get an opportunity to judge on applicant's qualifications and characteristics as a basis for sound selection and placement. On the basis of the information obtained about the family background, training, educational and other qualifications, personality, characteristics, aptitude, interests and skills of an applicant interviewer tries to arrive at as impartial a decision as possible. the

He may decide to hire him, to reject him or to pass him on to another step in the interview if it is not the final one. This type of interview is referred to as selection or placement interview.

2. To give an applicant essential facts about the job and the company (nature and hours of work, medical requirements, opportunities for advancement, special hazards, employee benefits and services, company policies, etc.) in order to enable him to decide intelligently whether he should or should not accept the employment. The interview is generally a non-reciprocal relation between the individuals concerned.

20. Give two Common Errors in Evaluation?

Ans: i. Impression Management: Impression management is the act of influencing performance evaluation by portraying an image that is desired by the interviewers. Because of this act, the interviewers may form an opinion about the candidate, known as first impression. This impression affects the outcome of interview of the candidate.

Thus, if a candidate can say or do something that is viewed favourably by the interviewers, that candidate may be viewed more favourably for the position.

ii. Halo Effect: Halo effect occurs when the interviewers judge all the traits of an interviewee based on the judgement of a single or a few traits which may be perceived either positive or negative. This positive or negative trait influences the evaluation of other traits. Often, it is said that interviewers frame their opinions about the interviewee in the first few minutes and in the remaining period, they seek information to reinforce these opinions.

LONG QUESTION ANSWER

5 MARKS

1. Difference between Job Description and Job Specification.

Ans: Job description is the measure of job whereas job specification is the measure of the job-holder. Job description is the summary of the duties, responsibilities and other characteristics of the job whereas job specification is a statement of the qualities and qualifications required in the job holder to perform the job properly. Job specification assists the management in selecting a match for the job. Job description tells what is to be done and what is the nature of job, whereas job specification tells what attributes are needed in the person handling the job. Job description helps the candidate to understand the requirements of the job which are to be fulfilled by him and it also helps him in making self-appraisal by comparing his actual performance with job description. Job description assists the management in appraising the performance of the employees.

2. Explain the role of audit in Human Resource Management.

Ans: Role of Audit in the human resource management is most important. There is no legal provision to carry out human resource audit. But conscious employers voluntarily use it as a tool for evaluation and control of human resource function. Evaluation and critical review of human resource function is no less important than that of accounting and finance function. Therefore, human resource audit is most essential to check the organisational performance in the management in the human resources. In recent years, role of human resource audit has increased due to the following reasons-

1. Now-a-days trade union have more powerful and playing more active role in human resource management. They often question management's competence in industrial relation. Management can meet this challenge through human resource audit.

2. Role of human resource audit is essential due to rising labour cost and increasing opportunity for competitive advantage in human resources management.

3. In order to protect employee interest central and state governments intervene more the activities of human resource management here audit of human resource is helpful in avoiding such intervention of government.

4. As an organisation grows, continuous feed-back is required to improve the performance of its personnel. Human resource audit provides the required feedback. It is necessary in a diversified and decentralised organisation.

5. Growing proportion of technical, professional and women employees creates more difficult problems in human resources. Audit is required to tackle these problems. Other important role of human resource audit is that, it encourages greater responsibilities and professionalism among members of the HR department It improves the professional image of the HR department.

3. Discuss various applications of job analysis.

Ans: Job analysis is useful or applied in the following fields-

1. Organisational Design: Job analysis are useful in classifying jobs and interrelationship among them. Responsibility commensurate with authority and accountability for various jobs can be specified so as to minimize duplication or overlapping. In order to improve organisational efficiency, sound decisions concerning, hierarchical positions and functional differentiation can be taken on the basis of information obtained through job analysis.

2. Requirement and Selection: Job analysis provide information about the task, responsibilities, knowledge and skill required for a job. It is helpful for recruitment and selection of employee. Job analysis provides understanding of what an employee is expected to do on the job.

3. Performance Appraisal: Job analysis determines performance standards of the job. So an employee performance is compared with the standard set with the help of job analysis.

4. Training and Development: Job analysis provides valuable information required to identify training needs to design training programs and to evaluate training effectiveness.

5. Human Resource Planning: Job analysis is an essential element of effective human resource planning. It helps in determining quality of human resources required in an organisation. It also provides useful information for forecasting manpower requirements in term of knowledge and skills.

6. Health and Safety: Job analysis reveals unhealthy and hazardous environmental and operational conditions in various jobs. Heat, noise, dust, fumes etc. are examples of such condition. On the basis of such information, management can develop measures to ensure the health and safety of employees.

7. Job Evaluation: On the basis of job analysis, worth of different jobs are determined. It is helpful in developing appropriate wage and salary structure.

4. Discuss the classical approaches to job design.

Ans: The classical approach was developed by F.W Taylor with his principles of scientific management. On the basis of his principles of scientific management jobs are designed in most of the organisations. These principles have focus on the planning, standardizing and improving human effort at the operative level for higher productivity.

The scientific management approach has provided the following principles for job design-

(i) Specialisation : Workers should be selected to perform specific tasks so as to ensure narrow specialisation.

(ii) Monetary Compensation : Monetary compensation will be provided to the employees for their efficient performance.

(iii) Training: Workers should be trained for better performance of work.

(iv) Task Fragmentation: Every task should be fragmented into small components in order to improve technical efficiency.

(v) Optimization of Technology: Through scientific study and analysis, the best method for doing a task is developed.

(vi) Individual Responsibility: Each worker is responsible for their own task. One man can do one job. All these principles of Taylor appear as a rational and task-centered approach to job design. Standar-disation, simplification and specialisation help to make job- holders experts leading to higher productivity, and lower costs.

5. Explain the objectives of job evaluation.

Ans: Job evaluation has various objectives, which are given below-

i. To provide a basis for wage negotiations with trade unions.

ii. To provide a framework for periodic reviews and revision of wage rates.

iii. To develop a consistent wage policy.

iv. To establish a rational basis for incentive and bonus schemes.

v. To determine equitable wage differentials between different jobs in the organisation.

vi. To eliminate wage inequities.

vii. To enable management to gauge and control the payroll costs.

viii. To minimise wage discrimination on the basis of age, sex, caste, region and religion, etc.

6. Discuss the objectives of management development.

Ans: Management Development means development of the managerial activities or development of manager, as manager play an important role in the management.

Objectives of management development is-

1. To provide opportunities to executives to fulfil their career aspiration.

2. To sustain good performance of manager to prepare him for higher jobs in future.

3. To ensure required number of managers with the needed skills to meet the present and anticipated future needs of the organisation. 

4. To ensure that the managerial resources of the organisation are utilised optimally 

5. To improve the performance of manager at all levels of activities.

6. To replace elderly executive who have risen from the ranks by highly competent and academically qualified professionals.

7. Explain the step of Human Resource Planning process?(2021) 

 Ans: Step 1: Assess your current human resource

capacity: Start by looking at your current human resources state of play. This will involve analyzing the HR strength of your organization across factors including employee numbers, skills, qualifications, experience, age, contracts, performance ratings, titles, and compensations. During this phase, it's a good idea to gather insight from your managers who can provide real-world feedback on the human resource issues they face, as well as areas in which they think changes are necessary.

Step 2: Forecast future HR requirements: You will then need to look at the future HR needs of your organization and how human resources will be applied to meet these organizational goals. HR managers will typically look at the market or sectoral trends, new technologies that could automate certain processes, as well as industry analysis in order to gauge future requirements. Of course, there are a number of factors affecting human resource planning such as natural employee attrition, layoffs, likely vacancies, retirements, promotions and end of contract terms. Above all of this, you will need to understand the goals of the organization: are you entering a new market, launching new products or services, expanding into new areas. Forecasting HR demand is a complex task based on several dynamics. Being informed and having a seat, or at least an ear, at boardroom level is essential if you are to make accurate HR projections.

Step 3: Identify HR gaps: An effective human resource plan walks the fine line between supply and demand. By assessing the current HR capacity and projecting future requirements you should have a clear picture of any gaps that exist. Using your HR forecast you can better judge if there will be a skills gap, for example. Should you upskill existing employees or recruit employees who are already qualified in specific areas? Are all current employees being utilized in the right areas or would their skills be better suited to different roles?

Step 4: Integrate the plan with your organization's overall strategy: After you've assessed your current human resources capacity, projected future HR demands and identified the gaps, the final step is to integrate your human resources plan with your organizational strategy. On a practical level, you will need a dedicated budget for human resources recruiting, training or redundancies, and you will also need management buy-in across the business. You will need cooperation and the necessary finances in order to implement the plan and a collaborative approach from all departments to put it into practice. Learn about the benefits of strategic human resource management.

8. What is the importance of human resource planning?

Ans: Importance of HRP are-

1. HR department is prepared for changing requirements

2. Your organization is not caught off-guard in the shifting workforce market

3. Adapt faster to the introduction of automation or advanced technologies

4. Gain competitive advantage through rapid rollout of new products or into new markets

5. Better anticipate the need for critical skills during growth phases

6. Be proactive by honing the skills of current workforce in order to move into new areas.

10. Explain the Types of Considerations in Human Resource Management?

Ans : (A) Quantitative Considerations

These Include-

(i) The Economic Considerations relating to determination of economic situation and in the light of that future sales and production estimates are made. These estimates affect manpower requirements.

(ii) Expansion programmes in future also affect future manpower requirements.

(iii) Availability of existing manpower resources of different kinds should be kept in mind. This is helpful in forecasting future manpower requirements.

(iv) Rate of labour turnover is an important instrument with the help of which estimates with regard to future manpower requirements can be made. It provides required information statistically i.e. how many employees have left and joined the organisation during a specific period of time. Labour turnover rates are calculated by applying separation method, replacement approach and flux method. In the light of labour turnover rate future manpower requirements can be estimated.

(v) Resignations and retirements, promotion, demotion, separation, transfers, dismissals and lay off etc. are other important considerations to be borne in mind before initiating the process of human resources planning.

(vi) Changes in the management thinking, philosophy and plans etc. also affect manpower plans. Technological changes and diversifications etc. bring about changes in the skills and performance of workers.

(B) Qualitative Considerations

These Cover-

(i) Work-load analysis. It is a technical aspect of manpower planning. It includes and studies auditing of human resources, study of work standards and demand analysis etc.

(ii) Auditing of Employees Involves Preparation of Skill Inventory. Skill inventory covers data regarding skill and work priorities pertaining to work of different categories of workers. Big organisations prepare organisational charts and other employee information cards for this purpose.

(iii) Study of work standards is necessary for the quality of workers required. It is indispensable for preparing job analysis which includes job specifications and job descriptions.

11. What are the benefits of Job Analysis?

Ans: There is no doubt the job analysis provides a number of benefits to the organization. They include-

* Obtaining solid first-hand job-related data on the particular duties associated with the job.

* Identification of risks associated with the job responsibilities.

* Identification of the skills and abilities required for an employee to perform the job well.

* Identification of critical competencies required for success

* Improved decision-making during the recruitment and hiring process.

* Better replacement decisions when employees exit the organization.

* More specific and accurate job descriptions.

12. What is the Purpose of Job Analysis in HRM?

Ans: Job analysis plays a significant part in the structure of HR departments. The job analysis process identifies the need for talent and recognizes the type of talent needed to fill it. Apart from assisting the preparations of a succinct job description, the purpose of job analysis in HRM extends to other areas in the HR department. Here are some of the main purposes of job analysis in HRM-

1. Job designing and redesigning: By frequently using these three job analysis methods, HR managers, and job analysts can work to improve job specifications, increase professional output and incite company growth.

2. Human resource recruitment and selection : Job analysis defines the type of person that is needed for a particular position. Job analysis data highlights the level of education, qualifications, experience, and skills that need to be held by ideal candidates. Additionally, job analysis helps develop advertisements, salary levels, interview questions, selection tests, evaluation forms, and orientation materials for new recruits.

3. Determining training needs: Job analysis processes help HR professional develop adequate training procedures. Job analysis can determine training content, assessment tests, training equipment and methods of training.

4. Establishing a compensation management policy: A well-defined compensation management policy helps organizations retain, motivate and guide current talent, while also attracting new talent. Job analysis processes aid HR professionals to develop an effective compensation management policy that focuses on elements such as pay scale, bonus and incentive plans, work environment and restructuring positions as needed.

5. Conducting performance reviews: Using data from the job analysis process is necessary for when HR professionals carry out performance reviews. Job analysis clearly defines the objectives of a job and sets scalable goals for employees that reflect their performance.

13. Explain the important concepts of job analysis?

Ans: The important concepts of job analysis are-

1. Job: In simple language, a job may be understood as a division of total work into packages/positions. According to Dale Yoder, "A job is a collection or aggregation of tasks, duties and responsibilities as a whole, is regarded as a regular assignment to individual employees and which is different from other assignments". Thus, a job may be explained as a group of positions involving some duties, responsibilities, knowledge and skills. A job may include many positions. A position is a particular set of duties and responsibilities regularly assigned to an individual.

2. Job Description: Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. Job description clearly identifies and spells out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions 3. Position Description: The Human Resource Director Guide and managers the overall provision of Human Resources services, policies and programs for the entire company. The Human Resources Director originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and on-going development of a superior workforce. The Human Resource Director coordinates implementation of services, policies, and programs through Human Resources staff; reports to the CEO and serves on the executive management team; and assists and advises company managers about Human Resources issues.

4. Job Specification: It is a standard of personnel and designates the qualities required for an acceptable performance. It is written record of the requirements sought in an individual worker for a given job. It refers to a summary of the personnel characteristics required for a job. It is a statement of the minimum acceptable human qualities necessary for the proper performance of a job.

5. Job Design: Job design is the division of the total task to be performed into the manageable and efficient units- positions, departments and divisions-and to provide for their proper integration. The sub-division of work is both on a horizontal scale with different tasks across the organization being performed by different people and on the vertical scale, in which higher levels of the organization are responsible for the supervision of more people, the co-ordination of sub-groups, more.

14. Explain the various factors to be considered while collection of job analysis data?

Ans: The different factors to be considered while collection of job analysis data are-

1. Freedom from Bias (Exaggeration/Hiding of Facts): Respondents at times tend to exaggerate the facts to show the complexity of their jobs and consequently their mastery over the same. Vice-versa few also tend to hide the facts emanating out of their fear as they suspect that the organization may find him/her incompetent. Both exaggeration and hiding of facts will lead to erroneous data and hence care should be taken by the data collector that such bias do not occur.

2. Allaying Anxiety Respondents: Some respondents look at this activity with suspicion and think that it may be a management's covert strategy which may harm them in the long-run. Allaying all such fears and anxieties is very important to ensure correctness and consistency of data.

3. Use of Right Data Collection Method: Choosing a right data collection method is very important in conducting job analysis. Out of the various methods available the method which suits best must be selected and not necessarily the 'best method".

4. Recency Impact : Respondents tend to talk about their job aspects more which have occurred recently or they have been more involved in the recent past, while ignoring other dimensions. Interviewer must ensure that such errors do not occur and guide the respondents in overcoming this bias.

5. Commitment: The commitment of the top management, line functions and finally of the HR department is paramount to ensure the success, of job analysis.

16. Explain the Importance of Job Analysis to HR Managers?

Ans: Job analysis is so important to HR managers that it has been called the building block of everything that personnel does.

1. Work Redesign: Often an organization seeks to redesign work to make it more efficient or to improve quality. The redesign requires detailed information about the existing job(s). In addition, preparing the redesign is similar to analyzing a job that does not yet exist.

2. Human Resource Planning: As planners analyze human resource needs and how to meet those needs, they must have accurate information about the levels of skill required in various jobs, so that they can tell what kinds of human resources will be needed.

3. Selection: To identify the most qualified applicants for various positions, decision makers need to know what tasks the individuals must perform, as well as the necessary knowledge, skills, and abilities.

4. Training: Almost every employee hired by an organization will require training. Any training program requires knowledge of the tasks performed in a job, so that the training is related to the necessary knowledge and skills.

5. Performance Appraisal: An accurate performance appraisal requires information about how well each employee is performing in order to reward employees who perform well and to improve their performance if it is below standard. Job analysis helps in identifying the behaviours and the results associated with effective performance.

17. Explain the information provided by Job Analysis?

Ans: The job analysis provides the following information-

i. Job Identification: Job title, job code number

ii. Characteristics of the Job: Job location, Physical setting, supervision levels required, union jurisdiction, and hazards associated etc.

iii. Job Duties (Principal activities): A detailed list of the duties along with the probable frequency of occurrence of each duty.

iv. How a Job is done: Focus lies mainly on the nature of operations associated with the job. v. Required Personnel Attributes: Experience levels, trainings undertaken, apprenticeships, physical strength, coordination levels, mental capabilities, social skills, communication skills etc.

vi. Job Relationships: Opportunities for advancement, working conditions, essential cooperation etc.

VERY LONG QUESTION ANSWER

1. Explain briefly the importance of a business plan? Ans: 1. To help you with critical decisions: While business plans have many purposes, the primary importance of a business plan is that they help business owners make better decisions. Entrepreneurship is often an endless exercise in decision making and crisis management. Sitting down and considering all the ramifications of any given decision is a luxury that entrepreneurs can't always afford. That's where a business plan comes in. Building a business plan allows you to determine the answer to some of the most critical business decisions ahead of time. Creating a robust business plan is a forcing function-you have to sit down and think about major components of your business before you get started, like your marketing strategy and what products you'll sell. You answer many tough questions before they arise. And thinking deeply about your core strategies can also help you understand how those decisions will impact your broader strategy.

2. To iron out the kinks : Putting together a business plan requires entrepreneurs to ask themselves a lot of hard questions and take the time to come up with well-researched and insightful answers. Even if the document itself were to disappear as soon as it's completed, the practice of writing it helps to articulate your vision in realistic terms and better determine if there are any gaps in your strategy.

3. To avoid the big mistakes: According to the Small Business Administration, only about half of small businesses are still around to celebrate their fifth birthday. While there are many reasons why small businesses fail, many of the most common are purposefully addressed in business plans.

According to data from CB Insights, some of the most common reasons businesses fail include- No market need: No one wants what you're selling. Lack of capital: Cash flow issues or businesses simply run out of money.

Inadequate team: This underscores the importance of hiring the right people to help you run your business.

Stiff competition: It's tough to generate a steady profit when you have a lot of competitors in your space.

Pricing: Some entrepreneurs price their products or services too high or too low-both scenarios can be a recipe for disaster.

4. To prove the viability of the business: Many businesses are created out of passion, and while passion can be a great motivator, it's not a great proof point. Planning out exactly how you're going to turn that vision into a successful business is perhaps the most important step between concept and reality. Business plans can help you confirm that your grand idea makes sound business sense. A critical component of your business plan is the market research section. Market research can offer deep insight into your customers, your competitors, and your chosen industry. Not only can it enlighten entrepreneurs who are starting up a new business, but it can also better inform existing businesses on activities like marketing, advertising, and releasing new products or services.

5. To set better objectives and benchmarks: Without a business plan, objectives often become arbitrary, without much rhyme or reason behind them. Having a business plan can help make those benchmarks more intentional and consequential. They can also help keep you accountable to your long-term vision and strategy, and gain insights into how your strategy is (or isn't) coming together over time.

6. To communicate objectives and benchmarks: Whether you're managing a team of 100 or a team of two, you can't always be there to make every decision yourself. Think of the business plan like a substitute teacher, ready to answer questions anytime there's an absence. Let your staff know that when in doubt, they can always consult the business plan to understand the next steps in the event that they can't get an answer from you directly. Sharing your business plan with team members also helps ensure that all member are aligned with what you're doing, why, and share the same understanding of long-term objectives.

7. To provide a guide for service providers: Small businesses typically employ contractors, freelancers, and other professionals to help them with individual tasks like accounting, marketing, legal assistance, and as consultants. Having a business plan in place allows you to easily share relevant sections with those you rely on to support the organization, while ensuring everyone is on the same page.

8. To secure financing: If you're planning on pitching to venture capitalists, borrowing from a bank, or are considering selling your company in the future, you're likely going to need a business plan. After all, anyone that's interested in putting money into your company is going to want to know it's in good hands and that it's viable in the long run. Business plans are the most effective ways of proving that and are typically a requirement for anyone seeking outside financing.

9. To better understand the broader landscape: No business is an island, and while you might have a strong handle on everything happening under your own roof, it's equally important to understand the market terrain as well. Writing a business plan can go a long way in helping you better understand your competition and the market you're operating in more broadly, illuminate consumer trends and preferences, potential disruptions and other insights that aren't always plainly visible.

10. To reduce risk: Entrepreneurship is a risky business, but that risk becomes significantly more manageable once tested against a well-crafted business plan. Drawing up revenue and expense projections, devising logistics and operational plans, and understanding the market and competitive landscape can all help reduce the risk factor from an inherently precarious way to make a living. Having a business plan allows you to leave less up to chance, make better decisions, and enjoy the clearest possible view of the future of your company.

2. Explain briefly the various methods of Job Analysis?

Ans: The various methods of job analysis are as follows-

1. Observation Method: Three methods of Job Analysis are based on observation. These are- Direct Observation; Work Method Analysis, including time and motion studies and micro- motion analysis; and critical incident method.

2. Interview Method: It involves discussions between job analysis and job occupants or experts. Job analysis data from individual and group interviews with employees are often supplemented by information from supervisors of employees whose jobs are to be analysed.

3. Daily Method: It requires the job holders to record in details their activities on a daily basis.

4. Technical Conference Method: In this method, services of the supervisors who possess extensive knowledge about a job are used with the help of a conference of the supervisors. The analyst initiates discussion which provides details about the job.

5. Functional Job Analysis (FJA): It is a method that uses precise terminology and a structured job analysis "schedule" to record information regarding the job content. It is especially useful to the recruiting and selection functions.

6. Questionnaire Method: These can be filled out by the employees on an individual basis or by job analysts for a group of employees.

7. Job Inventories or Checklists : These are structured questionnaires that require a respondent to check or rate behaviour and/or worker character necessary to a particular job or occupation. Job inventories can either be Task/Job Oriented or Qualifications/ Worker oriented.

8. Job Performance Method: In this method the job analyst actually performs the job in question and thus receives Ist hand experiences of contextual factors on the job including physical hazards, social demands, and emotional pressures mental requirements.

9. Questionnaire or Survey Method: In this method a questionnaire is prepared to get the job information and it is circulated among all job holders. The questionnaire asks the job holder to supply the several types of information sought in job analysis. It may, in addition, ask the immediate supervisor to examine and comment on the replies provided by the job holders. No single questionnaire is appropriate for all types of jobs. However, most of them follow an outline that first identifies the job, seeks information on the principal tasks involved and then ask questions design to discover the mental skill and physical requirements of a satisfactory job holder.

10. Observation Method: Here the job analyst observes the work and worker while the worker is involved with the work. An experienced and expert analyst combines interviewing and on-the-job observation to provide a more accurate analysis than is usually secured by the use of either one of the methods.

11. Record Method: Various types of job information are collected from the old records of the HR department. The job analyst goes through the records and notes the relevant aspects of job details.

12. Individual Psychographic Method: In this method, the mental peculiarities of an individual successful in a particular kind of job are examined, and a list of these peculiarities is compiled. This list is transcribed in a graph. This provides some standard of judgement in future recruitments for the same job.

13. Job Analysis by Test: In the test method, some reliable and valid tests are performed on the basis of essential qualities and abilities; the candidates are tested for selection and suitability on the basis of these tests.

14. Motion Study Method: Under this method, the speed of an individual worker in performing some job and time consumed therein are both noted. Similar examinations being performed on other individuals doing the same work, and the results obtained are compared. Such a study of speed and time helps in job analysis and classification of the workers.

3. Explain the important methods used to collect information about Jobs?

Ans: A number of methods are used to collect information about jobs.

1. Personal Observation: The job analyst actually observes the work being performed by workers and records his or her observations in the following manners; what the work accomplishes, what equipment is used, what the work environment is like, and any other relevant factor to the job.

2. . Interview: The understanding of the job may also be gained through interviewing both the supervisor and the employee as either an individual or a group setting. Face to face interviews are an effective way to collect job information, because the job holders are most familiar with the job. This method can provide information about standard as well as non-standard activities of the job and can supplement the information obtained through personal observation.

3. Employee Diary: In this method, the employee describe their daily work activities in a diary or log. After analyzing the diary or log over a specified period of time, a job analyst is able to record the essential characteristics of a job. This method does not give any desirable data on supervisor's relationship, the equipment used and working conditions. Maintaining logs are time consuming and costly.

4. Job Performance: With this approach, the job analyst actually performs the job and to gets first hand exposure. The job analyst gets an actual feel of job as well as the physical, environmental and social demands of the job. This method is not suitable for the jobs that are hazardous in nature and quite inappropriate for jobs that require extensive training.

5. Questionnaire: The job analyst administers a structured questionnaire to employees who then identify the tasks they perform in accomplishing the job. After completion, the questionnaire are handed over to supervisors. The supervisor is supposed to discuss any errors in the employee's response with him make corrections and then questionnaire is given to the job analyst. The structured questionnaire must cover all job related aspects such as tasks and behaviours. This method is less time consuming and economical to use but framing the questionnaires are not an easy tasks.

6. Conference of Experts: This method utilizes senior job holders and supervisors with extensive knowledge of the job. The interaction with the members during the interview adds insight and details that the analyst might not get from individual job holders.

7. Combination: Generally, an analyst does not use one job analysis method exclusively, rather, a combination is often used. For instance, in analysing clerical and administrative jobs, the analyst might use questionnaire supported by interviews and limited observation. On the other hand for production, jobs interviews supplemented by a greater degree of work observation may provide the needed data. Combination of methods can ensure high accuracy at minimum costs.

4. Explain the methods used for collection of Data?

Ans: Job analyst collects data in respect of the duties, responsibilities and activities of the job from the different people e.g.. employees in the job, supervisor, and peers. Various methods/ techniques are used for collection of data.

1. Interview Method: Job information is collected through interview. Under the interview method questions are asked and replies are recorded for analysis. Interviews are-i. Individual interviews with individual employee

ii. Group interviews with individual supervisor or group of supervisors are asked during interview.

Questions are structured in such a way that the interviewee supplies all information about the job activities performed by him, as also characteristics of the job to the job analyst.

Interview method is very easy to use for collection of information. Generally, employees like to respond to questions made by those people who are very much interested to know their job activities, working conditions, hazards etc. Through well designed and effective interview job analyst may come to know some new area of activities/behaviour which may help him to arrive at some conclusion.

In large organizations it is difficult to use, to collect information. Employees may not give actual information / data to job analyst as they feel these data will be used for determining their pay rates and fringe benefits. Collecting information through interview method needs extra skill and ability of job analyst. Interview results are difficult to analyse.

2. Study and Observation Method: The another method of collecting information for job analysis is through study and observation of the job people do.

This method involves-

i. Watching of the whole process of job activities and time taken to complete each process and also the entire process.

ii. Observance of situation, conditions under which an employee works.

iii. Study of responsibilities shouldered by the employee

iv. Review of job performance of employee through filmsv. Watching of the materials, tools used to perform job.

This method is effective when jobs involve physical activities that are measurable. Job analyst gets thorough idea regarding the jobs employees perform. So job performance information becomes correct and accurate. This method yields reliable results as the data are collected through direct observation. Collection of data is very easy as it does not need extra skill, ability of the analyst.

3. Self-Performance Method: Under this method, job analyst engages himself to perform a job and records information. The approach of this method is like 'perform job and obtain information'. Job analyst through performance of job gets understanding of-

i. The whole process of activity i.e. job cycle

ii. Time taken to complete some activity

iii. The hazards and difficulties faced to perform job

iv. The working environment, machines, tools used, supervision needed

v. Skill, ability, knowledge required to complete the job.

This method is effective for job analysis when jobs are very simple and are easy to perform. But this method does not yield results if, the jobs are technical in nature and are difficult to perform without training. The scope of use of this method is limited.

4. Employee's Job Diary: Another technique to collect information on job is to use diary maintained by the employees to record their day to day activities in their work performance.

This method has the following characteristics-

(i) Each employee is given a diary to keep records of his daily activities

(ii) At the end of each work shift, the employee starts writing on the diary- (a) all the activities he had undertaken that day (b) the time taken for completion of any process of activity (c) difficulties, problems if he had faced to perform his job.

(iii) Job diary needs to be maintained for a long period so that all activities are covered.

(iv) Information recorded by the employee in the diary are verified / checked by the concerned supervisor to ensure that factual data are taken. This method is simple to use as it does not need extra skill, ability to record information. Since, employee himself writes diary it is possible that all job performance information are recorded. Diary method is time consuming as it takes much time to collect information for job analysis. The employee may not remember the job activities at the end of work shift when he records in the diary. So, the data is based on assumption the employee holds.

5. Questionnaire Method: This is one of the methods used by organization to collect job information. Under this method job related questions are prepared and employees are asked to reply to the questions. This method is very much popular to gather information concerning job related duties and responsibilities of employees. Questionnaires are of two types-structured questionnaire and open ended (unstructured) questionnaire. In case of structured questionnaire a long list of possible task items is designed and sent to employees with the request to indicate whether or not they perform the tasks as mentioned in the questionnaire and if so, how much time is taken to perform each task? Open ended (unstructured) questionnaire is very simple that asks the employees to describe something in respect of their job related duties, responsibilities etc. The question may be like 'state the major duties you perform'.

6. Conference Method: This is one of the methods of collecting information for job analysis. Under this method job analyst gathers information relating to job of employees through experienced and knowledgeable supervisors.

Conference method includes the following activities-

i. Selection of areas, subject matter over which questions will be asked to supervisors.

ii. Deciding on number of questions to be asked, design of questions whether open-ended or structured questions.

iii. Structure of time for completion of interview with supervisor.

This method yields results if supervisors are effective, competent, experienced and have a great depth of knowledge on subordinates' job. Collection of job information through this method is time consuming and expensive.

5. Explain the Advantages and Disadvanatagesof Questionnaires?

Ans: Advantages of Questionnaires-

i. Questionnaires are cost-efficient.

ii. Questionnaires are also a practical way to gather data. They can be targeted to groups of your choosing and managed in various ways.

iii. Questionnaires bring Speedy results.

iv. Questionnaires and surveys allow the HR Manager to gather information from a large audience.

v. Most survey and questionnaire providers are quantitative in nature and allow an easy analysis of results.

vi. Questionnaires ensure User anonymity.

vii. When using mail-in, online or email questionnaires, there's no time limit and Respondents can take their time to complete the question.

viii. Questionnaires cover all aspects of a topic.

Disadvantages of Questionnaires

i. While there are many positives to questionnaires, dishonesty can be an issue. Respondents may not be 100 percent truthful with their answers.

ii. There is no way to know if the respondent has really thought the question through before answering.

iii. Without someone to explain the questionnaire fully and ensure each individual has the same understanding, results can be subjective.

iv. Respondents may also have trouble grasping the meaning of some questions that may seem clear to the creator. This miscommunication can lead to skewed results.

v. A survey or questionnaire cannot fully capture emotional responses or the feelings of the respondents.

vi. Some questions are difficult to analyse.

vii. As with any sort of research, bias can be an issue. Participants in your survey may have an interest the product, idea or service. Others may be influenced to participate based on the subject of the questionnaire.

viii. When using questionnaires, there is a chance that some questions will be ignored. If questions are not required, there is always that risk they will not be answered.

6. Explain Job Specification? Explain the elements of Job Specification?

Ans: Job specification or employee specification is a statement of the minimum acceptable human qualities in terms of educational qualifications, experience, skills, and aptitude required for a job. It is a logical expansion of the job description as it is accompanied with every job description. It is known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.

Or Job specification- A statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Job specification is derived from job analysis.

Or It can be defined as a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Job specification is derived from job analysis.

Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including job description and job specification. Any job vacancy cannot be filled, unless HR manager has these two sets of data. It is necessary to define them accurately in order to fit the right person at the right place and at the right time. This helps both employer and employee understand what exactly needs to be delivered and how.

Some of the popular definitions are as follows-

According to Edwin B. Flippo, "A job specification is a statement of minimum acceptable human qualities necessary to perform a job properly."

According to, Dale Yoder, "The job specification, as such a summary properly described is thus, a specialized job description, emphasising personnel requirement and designed especially to facilitate selection and placement."

Gary Desslar has defined job specification as, "A list of job's human requirements that is the requisite education, skills, personality and so on."

According to Bohlander and Snell (2004), "Job specification is a statement of the needed Knowledge, Skills, Abilities (KSAs) of the person who is to perform the job". Bateman and Snell(2002) stated that, "Job specification describes the employee characteristics needed to perform the job".

The elements of Job Specifications are discussed below-

1. Physical Specifications: Some specific physical features may be essential to perform a particular job. The physical abilities and skills must be specified. The kind of physical effort required and the duration of such exertion are the points discussed here. For example, continuous walking, standing, or lifting of heavy objects is essential for certain jobs. The features include height, weight, vision, finger dexterity, voice, hand and foot coordination, motor co-ordination, colour discrimination, age, gender, etc. Aircraft pilots essentially need eye- hand-foot coordination, which must be specified in advertise-ments. While recruiting them, these physical attributes must be judged. Presently, in most companies, computer monitors and a joystick are employed to test these attributes. The coordination makes a pilot capable of multitasking. Fulfilment of this criterion makes an aspirant capable of being selected, provided he possesses the requisite aptitude. The ambitious person having flair for flying can only reach his coveted desire if he possesses the unique skill of eye-hand-foot coordination.

2. Mental Specifications: Intelligence, memory, judgement,

ability to plan, ability to estimate, to read, to write, to think, concentrate and conceptualize, and analytical ability come within the purview of mental specifications. Intelligence test measures the over-all intelligence quotient (IQ) of a candidate.

3. Emotional and Social Specifications: Individuals are required to discharge duties in work environment that demand particular behavioural disposition. A person working in the reception of an organization or a public relations department needs to interact with many unknown people throughout the day. His/ her personal appearance must be conducive to the work situation. Visitors need realistic information with regard to various aspects of production, purchase, cost, availability, presence of any dignitary etc.

For instance, the person in the reception must have a high degree of emotional stability, should be reasonably submissive, and be an extrovert. Their social adaptability, public relation skills, cooperativeness, leadership, initiative and drive, manners, and most importantly, helping attitude, etc., are the essential prerequisites for success in the profession.

4. Behavioural Specifications: While executing and performing the duties and responsibilities, a person needs to execute a set of manners, behavioural disposition, etiquette, and conform to norms. Accomplishing the task is not an end in itself. It is the employee behaviour that constitutes the organizational culture. Juniors learn from the demonstrated behaviours of organizational superiors. When persons are recruited, either through campus interviews or experience, they need to be acclimatized with the organizational culture. Otherwise, cultural contrast may jeopardize the functioning of the organization.

Seniors are expected to behave in a particular manner. There cannot be a written document in this aspect. It is largely a matter of feeling. However, these are to be kept in mind during the recruitment, selection and placement process.

5. Personal Specifications: Personal specifications include attributes of the person essential to perform the job correctly and adequately. The person's characteristics must be relevant, independent, and assessable.

a. Relevant: Only those characteristics, connected demonstrably with the success or failure of the job, should be specified. For example, a salesperson must have a high degree of tolerance and be a good listener, be smiling and communicative, and have in possession full knowledge of the product.

b. Independent : Overlapping elements should be avoided.

c. Assessable: Only those attributes that can be assessed with the selection tools that are available (usually application form and interviews) should be included.

7. Explain the advantages and disadvantages of Job Specification?

Ans : Advantages of Job Specification-

1. It is helpful in preliminary screening in the selection procedure.

2. It helps in giving due justification to each job.

3. It also helps in designing training and development programmes.

4. It helps the supervisors for counselling and monitoring performance of employees.

5. It helps in job evaluation.

6. It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees.

7. A job specification is useful for recruiting as it helps to specify job postings and website recruiting material.

8. The job specification is also useful for distribution in social media, for screening resumes, and for interviewers.

9. Job specification helps candidates analyze whether are eligible to apply for a particular job vacancy or not.

10. It helps in recruiting a team of an organization that understands what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening.

Disadvantages of Job Specification

Though it assists managers in decision making process but it has its own limitations.

1. The process may take very long and consume lots of human efforts. Since, it involves collecting detailed information.

2. Personal biases of job analyst can cause severe problems.

3. The data collected may not be 100 percent genuine.

8. Define Job Description? Explain the importance of Job Description?

Ans: Job Description is a broad and written statement of a specific job in the organisation,based on the findings of a the job analysis. Job Description generally includes duties, purpose, responsibilities, scope, and working conditions of a job along with the title of the job, and the name or designation of the person to whom the employee will reports. Job description usually forms the basis of job specification. Job description includes basic job-related data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipments to be used by a prospective worker and hazards involved in it.

A job description is a written statement of what the worker actually does how he or she does it and what the job's working conditions are. It is a list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities- one product of a job analysis.

"A job description is an organized, factual statement of the duties and responsibilities of a specific job." - Edwin B. Flippo

"A job description indicates the tasks, duties, and responsibilities of a job. It identifies what is done, why it is done, where it is done, and briefly, how it is done." - Decenzo and Robbins.

Importance of Job Description are-

Job descriptions are usually essential for managing people in organizations. Job descriptions are required for recruitment so that managers and the applicants can understand the job role. Job descriptions are necessary for most people in work. A job description defines a person's role and accountability. Without a job description, it is usually very difficult for a person to properly commit to or be held accountable for a role. This is especially so in large organizations. Job descriptions improve an organization's ability to manage people and play roles in the following ways-

1. Clarifies employer expectations for the employee,

2. Provides the basis of measuring job performance,

3. Provides a clear description of the role for job candidates,

4. Provides a structure and discipline for the company to understand and structure all jobs and ensure necessary activities, duties and responsibilities are covered by one job or another,

5. Provides continuity of role parameters irrespective of manager interpretation,

6. Enables pay and grading systems to be structured fairly and logically,

7. Prevents arbitrary interpretation of role content and limit by employee and employer and manager,

8. Provides reference tool in issues of employee/employer dispute,

9. Provides reference tool for discipline issues,

10. Provides important reference points for training and development areas,

11. Provides neutral and objective (as opposed to subjective or arbitrary) reference points for appraisals, performance reviews, and counseling,

12. Enables formulation of skill set and behavior set requirements per roll,

13. Enables the organization to structure and uniformly manage roles, thus increasing efficiency and effectiveness of recruitment, training, and development, organizational structure, workflow and activities, customer service, etc.,

14. Enables factual view (as opposed to instinctual) to be taken by employees and managers in career progression and succession planning. 

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Human Resource Management (HRM)
UNIT	Notes
I	Introduction
II	Acquisition of Human Resource
III	Training and Development
IV	Performance Appraisal
V	Maintenance
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