ASSIGNMENT

NAME JASVIR SINGH

ROLL NUMBER 2214503044
SESSION NOVEMBER 2023
PROGRAM BACHELOR OF BUSINESS ADMINISTRATION
(BBA)
SEMESTER II
COURSE CODE & NAME DBB1203 HUMAN RESOURCE MANAGEMENT
CREDITS 4
NUMBER OF ASSIGNMENTS & 02
MARKS 30 Marks each

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately
of 400 - 450 words. Each question is followed by evaluation scheme.

Q. No Assignment Set – 1 Marks Total

Questions Marks
1. Explain the factors affecting Human Resource Planning. 10 10
2. How does Selection differ from Recruitment? Differentiate 2+8 10
between Internal and External sources of Recruitment.
3. Discuss systematic training process model. 10 10

Q. No Assignment Set – 2 Marks Total

Questions Marks
4. What are the goals of Performance Appraisal? Explain its 5+5 10
various modern methods.
5. Define Employee Empowerment? Explain various elements of 5+5 10
employee empowerment.
6. Explain various challenges faced in International Human 10 10
Resource Management.
 Assignment Set – 1

Question:01
Answer:
Human resource planning is affected by several aspects. These elements can be broadly
categorised and separated into internal and exterior factors.

a) External Factors
 Government guiding principles: The government of each country adheres to a set of
values that indicate its concern for the well-being of its workforce. It could be
predicated on labour laws or policies, industrial relations legislation, or the allocation
of employment to members of the community or particular social groups.
 Stage of Economic Development: The level of human resource development in a
country is influenced by many stages of economic growth, including the traditional
stage, the take-off stage, the technological maturity stage, and the stage of mass
consumption. This directly affects the nation's ability to supply human resources in
the future.
 Business environment: External elements that affect the company environment,
include shifts in consumer attitudes and the level of competition, among others.
 Level of technology: Technology level also plays a role in identifying the type of
human resource needed. The majority of technological progress results in less time-
consuming tasks and more specialised knowledge. as a result, the need for human
resources decreases in quantity but rises significantly in skill set.
 International factors: The global economy, consumer aversion to particular
products, and other international issues all have a significant impact on the supply and
demand for human resources beyond national boundaries.
 Outsourcing: The availability of outsourcing services with the necessary human
resources, knowledge, and skills reduces reliance on HRP, and vice versa.

b) Internal factor:
 Strategies & Policy of the company: The company's plans for growth,
diversification, partnerships, and other initiatives shape the demand for human
resources both in terms of number and quality.
 Human resource policy: The company's human resource policies, which cover things
like pay scale, work-life balance, and resource quality, have an impact on the human
resource plan.
 Nob analysis: The foundation of a human resource plan is job analysis, which defines
the responsibilities, tasks, and activities of a specific position and aids in matching the
right individual with the right abilities with the right job.
 Time Horizons: Businesses in stable competitive environments are able to make
long-term plans, while businesses in unstable competitive environments are only able
to make short-term plans.
 Type & quality of information: Any planning process needs qualitative and accurate
information. This is more so with human resource plan.
 Production and operation policies of the company: Policies regarding how much to
produce and how much to buy from outside to prepare a final product influences the
number and kind of people required.
 Trade Unions: The impact of trade unions on weekly work hours, hiring practices,
and other matters has an impact on human resource planning.
 Question:02
Answer:
Difference between Recruitment & Selection.

Basis Recruitment Selection

This is an activity of establishing it is a process of picking
Meaning contact between employers and up more competent and
applicants. suitable employees.
This encourages large number of It attempts at rejecting
Objective
candidates for a job. unsuitable candidates.
It is a complicated
Process This is a simple process.
process
Candidates do not have to cross Many hurdles have to be
Challenges
over many hurdles. crossed.
Approach It’s a positive approach. It is a negative approach.
Sequence Selection comes before it. It follows recruitment.
Economy It’s a cost saving method. It’s an expensive method.
Time Consuming It takes less time. More time is required.

 Difference in Internal & external sources of recruitment.

1. Internal Source of recruitment: Finding individuals who are currently employed by
the company is necessary for internal recruitment in order to fill positions. Employers
that prioritise internal hiring see improvements in employee loyalty, morale, and
motivation. An organisation that prioritises internal hiring may choose to promote,
transfer, or upgrade current personnel whenever a position becomes available. Internal
sources also include retrenched employees, retired employees, and dependents of dead
employees.
2. External sources of recruitment: Organisations turn to external recruitment to get
around the issues with internal recruitment. A fast-growing organisation in a dynamic
environment may find great demand for technical, professional, and experienced
individuals with fresh perspectives and superiority. This hiring strategy is cost-
effective since it finds qualified candidates, which removes the need for training
expenses.

Question:03
Answer:
An organised, step-by-step process is followed in a systematic training program.
i. Identification of training needs: The organisation, the position or task, and the
individual are all examined to ascertain the necessity for training. If these
assessments reveal a need for training, a programme of training is implemented.
ii. Identify training objectives: Post identification of training needs the objectives
are designed to meet the training needs.
iii. Selecting training methods: Another important stage is method selection, where
methods of training are chosen based on the extent to which they meet the
training's objectives.
 iv. Conduct training program: The training program's execution is an important
stage. It involves notifying people of the date, time, and location; scheduling the
faculty or instructor; setting up the facilities, refreshments, training aids, etc.
v. Evaluation: An effort to gather data on the outcomes of a training programme is
known as the training assessment process. A training program's effectiveness can
be assessed by monitoring the trainee's response, providing assessments for
evaluating learning, and observing changes in the employee's behaviour as
reported by the supervisor.

Assignment Set – 2
Question:04
Answer:
Goal of Performance Appraisal:
 Giving workers performance feedback
 Choosing promotion candidates
 Helping with choices about layoffs or downsizing
 Supporting enhancements in performance
 motivating outstanding performance
 establishing and evaluating objectives
 offering guidance to low performers
 Choosing whether to make compensation adjustments
 promoting coaching and mentoring
 assisting with succession or manpower planning
 identifying the needs for training and development on a personal and organizational
level
 Ensuring the legal justification of personnel decisions
 Verifying that wise employment decisions are being made.
 Enhancing organizational performance overall by coordinating personal objectives
with those of the company.

Performance appraisal methods are of two types:

 Traditional assessment methods and
 Modern assessment methods.

 Traditional assessment methods are as follows:

1. Graphic Rating Scales: Graphic rating is the term used to define the oldest and most
widely used performance appraisal method. It compares performance of an individual
to an absolute standard.
2. Confidential Report: Confidential reports are descriptive reports which are prepared
at the end of every year. This evaluation method is generally used in government
organisations.
3. Free Form or Essay Evaluation: Under this method, the rating manager is asked to
express the strong as well as weak points of the employee's behaviour.
4. Critical Incidents: In critical incident technique we make use of critical incidents or
events which represent the employee’s outstanding or poor behaviour on the job. It is
an objective method of appraisal and avoids certain biases.
5. Checklists: Another simple type of individual evaluation method is the checklist. A
checklist represents in its simplest form, a set of objectives or descriptive statements
about the employee and the employee’s behaviour.
6. Forced Choice Method: Force choice method was developed during II World War.
The main purpose of this method was to correct the tendency of giving consistently
high or low ratings to all the employees.
7. Straight Ranking Method: In this method, the superior starting from best to worst
ranks the subordinates according to their merits. The relative position of each
employee is expressed in terms of the numerical rank.
8. Paired Comparison Method: In this method, each employee is compared with other
employees who are doing the same job. This method is more effective in smaller
groups.
9. Group Appraisal: In group appraisal the employee is appraised by a group of people.
The people involved in this appraisal can be immediate superiors and other superiors
who have close contact with the employee’s job.
10. Field Review Method: In field review method, the evaluation is done in the field of
work. In this method, one expert from HR department goes to the field and helps the
line manager to review the performance of the subordinates.

 Modern assessment methods are as follows:

1. Assessment centre: This method makes use of a number of strategies, including role-
playing, in-basket activities, case studies, and simulations. By using these methods, an
employee's performance is assessed by simulating an on-the-job experience. This
approach involves gathering staff members from different departments to collaborate
on individual or group projects. The purpose of these assessment is to determine
whether an employee has the ability to advance to a higher position. Therefore, jobs
that they will accomplish in the future are assigned to the staff. As a result, they get an
equal chance to demonstrate their worth. It is an impartial assessment technique.
When applied consistently, this strategy aids in raising the candidate's spirits.
2. Appraisal by Results or Management by Objectives: MBO is a procedure where
management and staff members work together to set goals for each other, assess
performance on a regular basis, and assign rewards based on achievement. The
applicability of MBO is widely acknowledged. It encourages managers to work
methodically toward a clear goal rather than relying on gut feelings or educated
assumptions. To help each individual become integrated into the organization, the
organizational goals are converted into personal goals at all managerial levels.
3. Human Asset Accounting Method: This method evaluates the performance of the
employee on the basis of cost. This includes the cost of keeping an employee and its
benefit to the organisation.
4. Behaviourally Anchored Rating Scales: This method also known as the behavioural
expectations scale is a combination of the rating scale and critical incident technique
of employee performance evaluation.
5. Self-appraisal: In self-appraisal the employees evaluate their own performance. It is
used when motive of appraisal is executive development.
6. 360-degree appraisal: The most thorough evaluation is the 360-degree feedback,
sometimes referred to as "multi-rater feedback," which collects input from every
source that interacts with the employee while they are working. Peers, managers (i.e.,
superiors), subordinates, team members, customers, suppliers, or vendors evaluate an
employee's 360-degree performance.
Question:05
Answer:

Employee empowerment:
It's a strategy and way of thinking that gives workers control over their work. Empowering
workers enables them to take ownership of their work and accept accountability for its
outcomes. Employee empowerment in an organization means giving employees the necessary
information, autonomy, and decision-making skills, creating a positive work atmosphere,
giving them the right amount of authority and responsibility, training them in managerial
knowledge and duties, giving them the freedom to carry out decisions and holding them
accountable for the outcomes.
 Elements of employee empowerment:

i) Command over work environment: The organization's workers must be given a

sense of control and authority over their immediate workspace.
ii) Proficiency and competence: The worker needs to be given all the tools
necessary to carry out the task at hand successfully.
iii) Purposefulness: The empowered employees need to understand the value and
relevance of the work that has been given to them. They ought to understand the
importance of their work to the organization as well as to themselves.
iv) Self Belief and trust: The worker needs to be fully aware of how their decision
will affect the organization's efficacy and performance. Employees experience the
effects when they believe their actions have had a significant influence.
v) Participation: Allowing employees to take initiative is necessary. Employees
must receive the necessary training in order for them to actively participate and to
be able to voice their opinions.
vi) Innovation: Management needs to push staff members to explore novel concepts
and reach choices that lead to the discovery of fresh, more effective methods of
carrying out tasks. Employees need encouragement and support from management
even when they don't succeed in their endeavours.
vii) Information: Workers must have sufficient access to the data and tools they
require to develop their skills.
viii) Accountability: The outcomes must be the employee's responsibility who has
been empowered. This aids the company in making sure that all of its workers
give it their all and treat one another with respect.

Question:06
Answer: Overseeing HR operations at an international organisation is a highly challenging
job. Depending on their cultural values and beliefs, many countries have different ethical and
legal difficulties.
 following are the challenges for international human resource management.

1. Managing Human Resource: Managing human resources is one of the hardest

things an international HR manager does. It is challenging for an HR manager to
make sure that all organisational and legal requirements from the planning phase to
through hiring phase are satisfied while also satisfying individuals from diverse
cultural and national backgrounds.
2. Managing communications: In any organisation, communication is the most
important information facilitator. Above all, in order to improve the basis for
 supervision and clarification, workers need to speak with their superior officers in
person. One of the biggest challenges when organisations expand cross the country is
to maintain employee motivation & assure that employees feel involved with the
organisation.
3. Sharing the characteristics of the parent organisation: Monitoring how values and
attitudes are being taught to workers worldwide is challenging.
4. Preserving Uniformity and Fairness: In a multinational corporation, it is common
for workers to believe that their pay is insufficient compared to that of their
counterparts who work abroad.
Employee conformity in behaviour results from embracing the attitudes and values of
the parent company.
5. Keeping strong parent-to-offshore relationships: It's important that employees of
offshore companies keep positive relationships with their parent companies.
Maintaining trust and loyalty among employees towards the company as a whole is
vital.
6. Knowledge transfer: An HR manager must make sure that there are sufficient
opportunities for the off-shore branches of the parent company to receive business
knowledge and skills.
7. Sustaining dedication and motivation: Every worker has a reason for joining the
company. Their motive may have an impact on their degree of dedication.in
international HR operations its challenging to identify worker’s satisfaction and
commitment towards their job.
8. Deployment: It takes a lot of careful preparation and convincing to transfer
employees across national borders. The way that employees view their work
environment can have an impact on whether or not they accept deployment.
9. Overseeing employee safety: The Human Resources department is in charge of
making sure that every employee in the parent company and its offshore subsidiaries
is safe.
10. Conducting an audit of human resource activities: This can be difficult since
different HR departments within a business may operate in different nations. It's
challenging to audit and consolidate the activities.