ignou mba ms-02 solved assignment 2011

8/6/2019 IGNOU MBA MS-02 Solved Assignment 2011

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IGNOU MBA MS-02 Solved Assignment 2011

Course Code : MS - 02

Course Title : Management of Human Resources

Assignment Code : MS-02/SEM - I /2011

Coverage : All Blocks

Note: Answer all the questions and send them to the Coordinator of the Study Centre you

are attached with.

1. Regardless of their industry, size or location, todays organizations are faced withfive critical challenges viz ; Globalization, Profitability through growth, Technology,

Intellectual capital and Change, Change and more Change. Collectively these

challenges require organizations to build new capabilities.

Critically comment on the above statements with respect to your experiences with

the organization you have been working for/known to you. Give relevant details of

the organization you are referring to.

Solution : Modern organizational setting is characterized by constant changing relation to

environmental factors and human resources. As regard to the environmental factors, we find

changes in the operating organizational structure, the network of the working procedures,

customs on norms and the economic, political and the social patterns in which organizations

exist. Moreover, there is a constant change in human resources, the individuals are employed

daily with new creativity, ideas and experiences, while the existing workforce is also

continuously changing their ideas, attitudes and even values.

These two dimensions reveal the following trends.

y Increased complexity of the organizations, employment and a clear hierarchy of owners,managers and workers.

y Increased the number of employers, self-employed and enlarged size of workforce.y Enhance the need of training in view of increased requirements of specialized skills.y Public interventions and legal complications in employee and employer relationships.y Enhanced training and development of managers and professionalisation of management

education.

y Possibility of employment explosion in view of ever increasing size of workforce.


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y Rising the formal level of education of rank and file employees who becomingincreasingly critical of management malpractice and errors.

y Rank and file employees rapidly growing demands in different employment situations.y Recognizing of close relationships between profits and earnings and ability to manage

human resources.

Indeed these trends manifest themselves in problem areas as identified by the managers in

organizational settings. Although the change may provide solutions to some problems, it may

create several new ones. There is an urgent need to understand these problems, anticipate them

and to find solution to them. The responsibility to find out the solutions to these problems lies

with every manager who has prepared to deal with different change effectively through

educational and developmental programs. Obviously, every manager is responsible for

management of human resources of course with the advice and help of personnel department.

Management of human resources is the essence of being manager who has to get things done

through the people without whom he can be a technician but not a manager. Thus, every manager

has to develop and maintain his competency in managing human resources, which have assumed

utmost significance in modern organizations.

HUMAN FACTOR AND THEIR IMPORTANCE

The macroeconomic and management issues facing the Indian economy are the removal of the

twin evils of employment and poverty. How to remove these twin evils and more important,

promote optimum utilization of human capacities would be a major concern of not only the State

but also Indian business and management. In addition, the following major macro and micro

issues pose the serious problems to management and it is time that Indian business and

management face the challenges of these issues and make a contribution in solving these issues.

The macro and micro issues:

y Capacity utilization-machine as well as human.y Combating the inflation and holding the price line.y Population problem.y Motivation, involvement and consultation.y Meeting basic physiological and other needs.y Reducing the absenteeism, accidents, loss and damage.y Generating employment opportunities, almost to the level of full employment.y Human assets accounting, profits and growth.y Eliminating strikes and lockouts through voluntary measures.y Job redesigning, enlargement, enrichment.y Promoting the health, self-renewal and creativity.y Promoting exports and economic growth.


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y Conservation of resources (renewal and non-renewal.)y Increase the productivity of finance.y Waste and cost reduction.y Promoting the arts and culture, religion, sports, leisure activities.y

Adoption of village and communities.y Promoting entrepreneurship, barefoot entrepreneurs and managers.y Eliminating discrimination of all types.y Promoting a sense of national identity, awareness and contribution.y Promoting industrial and national security.y Eliminating poverty completely.y Improving the quality of working life.y Improving the quality of life.

The human resources (total sum of knowledge, skills, creative abilities, talents and attitudes

obtained in the population: National point of view) have also been designed a human factors.According to Michael J. Jucious, human factor refers to a whole consisting of inter-related,

interdependent and interacting physiological, psychological, social, and ethical components. It

has physiological needs (food, rest, environmental conditions, security etc.), psychological needs

(autonomy, achievement, power, acquisitiveness) social needs (affiliation, status, approval,

prestige etc.) and it has an ethical creature, it has concepts of right and working. It tends to do

what it thinks right. Obviously, the human factor is dynamic in nature as is revealed in

motivation and defense mechanism. It is the on going process involving the four sub-processes.

The human resources are assuming increasing significance in modern organizations. Obviously,

majority of the problem in organizational setting are human and social rather than physical,technical or economic. The failure to recognize this fact causes immense loss to the nation,

enterprise and the individual. It is a truism that productivity is associated markedly with the

nature of human resources and their total environment consisting of interrelated, interdependent

and interacting economic and non-economic (political, religious, cultural, sociological and

psychological) factors. Thus, the significance of human resources can be examined from time to

time.

******* Next part of this question is to be done by self. Just name your organization where

you are working and explain by giving following points:

y Size of the organizationy Area/sector/field in which your organization is working e.g. finance, construcitions,

banking, softwares etc

y No. of employeey The challenges your organization needs to face e.g. about competition in market, sales

target etc.


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y How you and other employees get training and development programs by your company,how these training and development programs help you, the counseling part, problem

solving part, daily reports handling, how your HRmanages these things etc

2. Briefly describe various methods ofJob Analysis. Evaluate and identify the method appliedin an organization known to you or you are familiar with. Critically analyze the role and

importance ofJob Analysis on Work Flow in an organizational setup.

Solution : Job Analysis Methods

Methods of collecting job analysis information include:

OBSERVATION METHODS

Methods of observation includes direct observation, work methods analysis, critical incident

technique.

1. Direct observation

Direct Observation is a method of job analysis to observe and record behavior / events / activities

/ tasks / duties while something is happening.

2. Work methods analysis

Work methods analysis is used to describe manual and repetitive production jobs, such as factory

or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion

analysis.

3. Critical incident technique (CIT model).

Critical incident technique is a method of job analysis used to identify work behaviors that

classify in good and poor performance.

4. INTERVIEW METHOD

Interview method is a useful tool of job analysis to ask questions to both incumbents and

supervisors in either an individual or a group setting. Interview includes structured Interviews,

unstructured interview, open-ended questions.

QUESTIONNAIRE METHODS

Questionnaire methods includes 6 techniques as follows:


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5. Position Analysis Questionnaire (PAQ model)

PAQ model is a questionnaire technique of job analysis. It developed by McCormick, Jeanneret,

and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and

relate them to human characteristics.It consists of 195 job elements that describe generic human

work behaviors.

6. Functional job analysis (FJA model)

FJA model is a technique of job analysis that was developed by the Employment and Training

Administration of the United States Department of Labor. It includes 7 scales (numbers) that

measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 worker-

instruction scale; 3 scales that measure reasoning, mathematics, language.

7. Work Profiling System (WPS model)WPS model is a questionnaire technique of job analysis, is a computer-administered system for

job analysis, developed by Saville & Holdsworth, Ltd.

8. MOSAIC model

MOSAIC model is a questionnaire technique of job analysis used to collect information from

incumbents and supervisors. It contains 151 job tasks rated in terms of importance for effective

job performance and 22 competencies rated in terms of importance, and needed proficiency at

entry.

9. Common Metric Questionnaire (CMQ model)

CMQ model is a technique of job analysis that was developed by Harvey as a worker-oriented

job analysis instrument designed to have applicability to a broad range of exempt and nonexempt

jobs. It includes 41 general questions of background section, 62 questions of contacts with

people, 80 items of decision making, 53 items of physical and mechanical activities, 47 items of

work setting.

10. Fleishman Job Analysis System (FJAS model)

FJAS model is is a technique of job analysis that describe jobs from the point of view of the

necessary capacities. It includes 52 cognitive, physical, psycho-motor, and sensory ability, each

of the categories consists of two parts an operational and differential definition and a grading

scale.


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OTHER METHODS

11. Task Inventory

A task inventory is a list of the discrete activit ies that make up a specific job in a specific

organization.

12. Job element method

This method is same the critical incident technique. It focuses on work behaviors and the resultsof this behavior rather than more abstract characteristics. Job element method developed by

Ernest Primoff.

13. Diary method

This method is a useful tool of job analysis to ask worker maintaining and keeping daily records

or list of activities they are doing on every day.

14. Checklists and rating scales

Checklist is job analysis method base on an inventory of job elements. You can ask question

about purose of position; key responsibility areas; organization; relationships; decision making;

authority; Skills, knowledge, experience; working conditions.


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15. Competency profiling

Competency modeling is the activity of determining the specific competencies that are

characteristic of high performance and success in a given job. Contents of competency

modeling include skills, knowledge, abilities, values, interests, personalities.

16. Examining Manuals/reference materials

Manuals/reference materials such as quality manual, human resource manual, procedures,

instruction, forms, job descriptionare useful for analyst in job analysis. These documents are

available for organizations applied to ISO 9000 standard.

17. Technical conference

Technical conference is a useful tool of job analysis base on Subject MatterExperts (SMEs).

SMEs conduct brainstorming sessions to identify job elements. SMEs can use all job analysis

methods in here.

18.Threshold Traits Analysis System (TTAS model)

Threshold Traits Analysis System (TTAS model) is a method of job analysis, was developed in

1970 by Felix Lopez. Threshold traits analysis system include a standard set of 33 traits: ability

traits are can do factors and attitudinal traits are willing to do factors.

Combination of methods

In process of job analysis, analyst can use and associate all methods to collecting job

information. For example, when you use direct observation, then you always do interview

method.

Next part of this question should be completed by yourself. Just name an organization ,

preferable yours, and then include some of the points given above, to show and explain how job

analysis is performed in your company.

3. What are the bare necessary Human Resource Functions data required by a manager forconducting Human Resource Audit and why? Critically evaluate with your experience

with the organization you have been working with or any organization you are familiar

with. Briefly give relevant details of the organization, you are referring to.

Solution : A Human Resources Audit is intended to evaluate the efficiency and effectiveness of

your HRmanagement function.


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It will provide important feedback whether the HRfunction is contributing to the achievement ofyour organization's business objectives

Senior management needs this information in order to make strategic decisions to improve

productivity.

You can use this feedback to take corrective actions and make decisions on improvement plan.

Among various purposes, you can use the Human Resources Audit information:

y To evaluate whether performance of your HRfunction is as expectedy To improve contribution of the HRfunction to the achievement of your business

objectives

y To comply with the country's laws and organizational policies and proceduresy To develop the professionalism of your HRpeopley To facilitate better HRplanning

It is clear that this involves examining your current HRpolicies, practices and strategies and to

verify their effectiveness in helping your organization improve its productivity and profitability.

Comparison With Financial Audit

It differs from a financial audit which seeks to find inaccuracies or mistakes.

A financial audit looks at past events. An HRaudit looks to the future, seeking to discover HRbest practices that are relevant to your business activities.

The general process of conducting an audit includes seven key steps, each of which is discussed

in greater detail below:

y Determine the scope and type of audit.y

Develop the audit questionnaire.

y Collect the data.y Benchmark the findings.


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y Provide feedback about the results.y Create action plans.y Foster a climate of continuous improvement.

Determine the scope and type of the audit

To uncover the needed information, it is important to determine exactly what areas should be

targeted for review. If the organization has never audited its HR function, or if there have been

recent significant organizational or legal changes, the audit team may want to conduct a

comprehensive review of all HRpractice areas. On the other hand, if concerns are limited to the

adequacy of a specific process or policy, the audit focus should be limited to a review of that

particular area.

Develop the audit questionnaire

Whether conducting a comprehensive audit or an audit of a specific practice, it is important to

invest sufficient time in developing a comprehensive document that elicits information on all the

subjects of the inquiry. A list of specific questions must be developed to ensure that the

questionnaire is complete.

Collect the data

The next phase includes the actual process of reviewing specific areas to collect the data about

the company and its HRpractices. Audit team members will use the audit questionnaire as a

roadmap to review the specific areas identified within the scope of the audit.

Benchmark the findings

To fully assess the audit findings, they must be compared with HRbenchmarks. This comparison

will offer insight into how the audit results compare against other similarly sized firms. Typical

information that might be internally benchmarked includes the companys ratio of total

employees to HRprofessionals, general and administrative costs, cost per new employees hired,


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etc. Benchmarking might include the number of days to fill a position, average cost of annual

employee benefits, absenteeism rates, etc.

P

rovide feedback about the results

At the conclusion of the audit process, the audit team must summarize the data and provide

feedback to the companys HRprofessionals and senior management team in the form of

findings and recommendations. Findings typically are reduced to a written report with

recommendations prioritized based on the risk level assigned to each item (e.g., high, medium

and low). From this final analysis, a roadmap for action can be developed that will help

determine the order in which to address the issues raised. In addition to a formal report, it is

critically important to discuss the results of the audit with employees in the HRdepartment, as

well as the senior management team, so everyone is aware of necessary changes and approvals

can be obtained quickly.

Create action plans

It is critical actually to do something with the information identified as a result of an audit. The

company must create action plans for implementing the changes suggested by the audit, with the

findings separated by order of importance: high, medium and low. It actually increases legal risk

to conduct an audit and then fail to act on the results

Foster a climate of continuous improvement

At the conclusion of the audit, it is important to engage in constant observation and continuous

improvement of the companys policies, procedures and practices so that the organization never

ceases to keep improving. This will ensure that the company achieves and retains its competitive

advantage. On way to do this is to continuously monitor HRsystems to ensure that they are up-

to-date and to have follow-up mechanisms built into every one of them.

Likewise, it is important to keep track of the audit findings/changes made, turnover, complaints

filed, hotline issues, employee survey results, etc. to identify trends in the companys

employment-related issues. Identifying problematic issues, growth areas or declining problem


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spots can help in the decision of where to allocate time, money and preventive training resources

in the future.

Human Resource Audit

Enables Your HRFunction toHelp Achieve YourBusiness Objectives

Scope Of the AuditThis is clear from whatJeff Sacht (September 2001), had put down as the scope of an HRaudit.

1. Audit Of The Functional Role OF HRThis consists of the Human Resource Development Systems and Procedures (HRD),

Human Resource Management (HRM), HRInformation Systems.

2. Audit Of the Service Role Of HR3. Audit Of the Compliance Role Of HR4. Audit Of the Strategic Role Of HR, and5. Audit Of the Financial Management Role Of HR(financial ratios)

Principles Proposed by UlrichDave Ulrich and his associates advocate four key principles in Human Resources Audit wherebyHRprofessionals must ensure the existence of certain specific things.

y Making available line management-friendly systems and procedures to help managementexecute their people management role. This is the technical-professional and service roleof HR.

y Equipping line management in order to work within labor relations laws and codes ofconduct. This is the compliance role of HR.

y Implementing HRstrategy in each Business Unit in order to increase the value ofemployees to the business. This is thestrategic role of HR, and

y Running HRsystems and procedures at the most cost-effective way. This is the financialmanagement role of HR.

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4. An organization can be defined as a system of roles, while a role itself is a system.The system of various roles which the individual carries and performs, and the system of

various roles of which his/her role is a part.

Explain with relevant examples, how the above statements assume importance and act as

significant player in the process of various dimensions of Role Efficacy in an


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organizational set up. Give relevant details of the organization, you are referring to for

examples.

Solution : ROLES & EFFECTIVENESS

AR

ole is a place one occupies in a social system defined by the functions one performs inresponse to the expectations of the significant members of a social system and ones ownexpectations from position or office.

Role Systems

Role Space System of various roles that each individual performs

A person performs roles that are centered around the self At varying distances from self

These various relationships define Role Space Role Space, then, is a dynamic interrelationship between the self and the various roles an

individual occupies and also among these roles.

Role Set

The individuals role in the organization is defined by the expectations of other significantroles and those of the individual himself or herself

The role set is a pattern of interrelationship between a particular role and the other roles in thesystem.

Role Efficacy

Performance depends on potential effectiveness as a person, technical competence, managerial

experience etc. as well as the role that the person performs in the organization is designed. Integration of the two

Effectiveness of a role occupant in an org., therefore, depends on the individuals ownpotential effectiveness, the potential effectiveness of the role, and the org. climate.

Role efficacy is the potential role effectiveness.

Role Making

Self role integrationpersons use of his/her special strengths in role Proactivity ability to take initiative

Creativity opportunities to try new and unconventional ways of solving problems Conformation if avoid problems or shift to others role efficacy low. Tendency to confront

problems

Role Centering Centrality if feels role he/she occupies is central to org. efficacy high


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Influence the more influence a person is able to exercise in a role, the higher the role efficacy. PersonalGrowth

Role Linking

Inter-role linkage Helping relationships

Superordination linkage with systems, groups, and entities beyond org.. Feels does as a part of

role is likely to be of value to a larger group, efficacy likely to be higher e

Increasing Role Efficacy

Self-role Integration Work with subordinates to redesign their roles so that their strengths can be utilized.

Recommend moving a misfit to a job that can use his or her assets.

Proactivity Minimize supervision of subordinates , and encourage them to ask for your help when they

need it. Reward initiative in subordinates.

Listen to subordinates, respect their views, and use these wherever possible. Arrange for subordinates to visit other organizations.

Creativity

Encourage your subordinates to come up with ideas to solve problems.Create a climate that encourages people to generate ideas without fear of being criticized.

Appreciate and use new ideas given by subordinates. Encourage and reward suggestions to solve problems

Confrontation

Take subordinates into confidence while confronting a problem. Support the action taken by a subordinate if it is within the rules and procedures.

Appoint a task group for a problematic decision. Use a subordinates failure as a useful experience-help him or her to learn from it.

Encourage subordinates to bring problems forward. Anticipate problems together.

Encourage subordinates to solve problems themselves and hen report to you. Follow the buck stops here dictum.

Centrality

Communicate the importance of roles (their critical contributions) to their incumbents. Communicate the importance of the roles as perceived by others.

Give enough freedom to each subordinate to set his or her own objectives and decide on waysof achieving them.

Give increasingly difficult and challenging responsibilities.


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Influence Delegate authority.

Give relevant details of decisions made. Send good ideas from subordinates to higher management.

Give feedback to subordinates on their suggestions.

B

e willing to accept mistakes.

Growth

Appreciate your subordinates work. Do not snub employees for their shortcomings, instead cooperate with them to overcome

these. Delegate increasingly difficult and challenging tasks to them.

Inter-role Linkage

Encourage subordinates to seek and render cooperation from and to other departments. Encourage employees to solve problems by working with their peer (and not refer

the problems to you unless they need your intervention).

Helping Encourage subordinates to respond to requests from other departments.

Encourage them to seek help from peers in other departments. Seek the help of your subordinates in areas where they can contribute.

Encourage your subordinates to come to you for help and respond to them positively.

Subordination Help subordinates to understand and appreciate the contributions of their role to the society.

Help subordinates link (and see the linkage of) the objectives of their roles to organizationalobjectives.

Encourage them to include in their roles whatever may be useful to a larger section of people. Encourage teamwork.

Remain accessible to subordinates.

*** You may take same organizations name in each question and can cite examples for thesame organization.

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ignou mba ms-02 solved assignment 2011

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