imt 12 human resource management m3

8/12/2019 IMT 12 Human Resource Management M3

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IMT-12 Human Resource Management M3

Part A

Q 1 What are the factors affecting and barriers to HRP?Ans:

Human resources planning(HRP) is the process by which an organization ensure that it hasthe right number and kind of people, at the right place, at the right time, capable ofeffecti ely and efficiently completing those tasks that will help the organization achie e itso erall ob!ecti es" Human resource planning translates the organization#s ob!ecti es andplans in to the number of workers needed to meet those ob!ecti es" $nclude the estimation ofhow many %ualified people are necessary to carry out the assigned acti ities, how manypeople a ailable, and what, if anything, must be done to ensure that personnel supplye%uals personnel demand at the appropriate point in the future"

actors affecting HRP

1! "m#$o%ment&-HRP is affected by the employment situation in the country i"e" in countries wherethere is greater unemployment& there may be more pressure on the company, fromgo ernment to appoint more people" 'imilarly some company may force shortage ofskilled labour and they may ha e to appoint people from other countries"

2! Technica$ changes in the societ%&-echnology changes at a ery fast speed and new people ha ing the re%uiredknowledge are re%uired for the company" $n some cases, company may retaine isting employees and teach them the new technology and in some cases, thecompany ha e to remo e e isting people and appoint new"

3! 'rgani(ationa$ changes&-*hanges take place within the organization from time to time i"e" the companydi ersify into new products or close down business in some areas etc" in such casesthe HRP process i"e" appointing or remo ing people will change according tosituation"

)arrier to HRP

Planners face following significant barriers while formulating an HRP:+) HR practitioners are percei ed as e perts in handling personnel matters, but are note perts in managing business"

) People %uestion the importance or making HR practices future oriented and the roleassigned to HR practitioners in formulation of organisational strategies"

here are people when needed offer handsome packages of benefits to them to %uit whenyou find them in surplus" -hen the task is so simple, where the need for is elaborate andtime consuming planning for human resources"

.) HR information often is incompatible with other information used in strategy formulation"

'trategic planning efforts ha e long been oriented towards financial forecasting, often to thee clusion of other types of information" /inancial forecasting takes precedence o er HRP"


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0) *onflict may e ist between short term and long term HR needs" /or e ample, there arisesa conflict between the pressure to get the work done on time and long term needs, such aspreparing people for assuming greater responsibilities" 1any managers are of the belief thatHR needs can be met immediately because skills are a ailable on the market as long as

wages and salaries are competiti e" herefore, long time plays are not re%uired, shortplanning are only needed"

2) here is conflict between %uantitati e and %ualitati e approaches to HRP" 'ome peopleiew HRP as a number game designed to track the flow of people across the department"

3) 4on5in ol ement of operating managers renders HRP ineffecti e" HRP is not strictly anHR department function" 'uccessful planning needs

Q 2 *escribe the reasons +h% em#$o%ees ,oin unions and ta ing e.am#$es/ e$aborateu#on the tactics used b% unions


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Ans

6nions and the act of unionization are not gone fore er" 7mployee are still !oining unionsand with the uncertainty facing the labor market in the future there is a good chance thatunionization may increase in the near future" herefore, employers need to know why7mployee want to !oin a union" 7mployers desire to a oid unionization as much as possible"6nfortunately many employers don#t start worrying until it is already too late and the unionorganizers are embedded within their company" 8eing proacti e and knowing what your

workers want will help you in the long run"

+") 6nfair: 7mployee !oin unions because they feel that management is unfair" -henmanagers engage in patronage, promote their friends, terminate the employment of people

without cause and ha e poor management skills people are not going to trust them" his low worker5to5management trust is a primary reason people choose to be unionized"

") *ompensation: As wages are declining in many industries due to global competition anda slow down in manufacturing, workers desire to ha e higher wages" -ages can beconsiderably low in the hospitality en ironment which is ripe for unionization and is part ofthe reason why unionization has been growing in this industry" he goal is to get wagesaffi ed and raise them higher through !oining a union"

.") 8enefits: 6nions often ha e a strong benefits package which they are able to e tract fromthe employer" -orkers ha e seen declining benefits le els, increased co5pays and as%ueezing of drug prescription plans" /ew want to worry about whether their families willha e medical co erage"

0") Retirement: raditional retirement plans are gone and workers would like to ha esomething to li e off of when they become too old to work" 7 en though nearly half of all

workers don#t put any money way for their retirement they do want company matching"9oining a union helps them to not only install a 0 +; program but also company matching"

2") -ork *onditions: $f the workplace is dirty, poorly lit, and simply a nasty place to peoplethere is a good chance that workers will want to unionize" hey do so because through theunion#s health and safety committees they can lobby for more impro ements to the

conditions of their work areas as well as the conditions associated with their employment"

3") 'afety: 4othing damages the credibility of a company more then ha ing either a ma!orin!ury or death at the workplace" $f the workers assume that this is the sole cause of theemployer many workers will want to !oin a union" hey will feel as though the company istrying to make as much money as possible& e en at the e pense of the workers"

Q 3 ".#$ain the conce#t of an orientation #rogram and e$aborate u#on the re0uisitesfor an effecti e orientation #rogram!

Ans


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Plan to take the new employee to lunch, or ask others to !oin the new employee inthe lunch room" he first day on the !ob is not the day to lea e the new employeealone during lunch" his is a good time for the super isor to take the employee tolunch, include other co5workers, and make sure the employee is at ease"

;eep the new person#s family in mind" A new !ob means ad!ustment for the entirefamily, especially if they ha e relocated" Co what you can to ease the transition andhelp them feel comfortable in the community"

Ask for feedback" /ind out from former new hires how they percei ed the orientationprocess, and don#t be afraid to make changes based on those recommendations"Eou can send an e aluation two to four weeks after the employee has started, andask: 4ow that you ha e been with the company awhile, did the orientation meet yourneedsF

Q Ta ing e.am#$es/ describe some of the im#ediments to effecti e training

Ans

ack of $n estment

raining is costly in terms of time, money, resources and manpower" Cue to the pressures ofmeeting deadlines, completing tasks and ma imizing sales, managers often put training at


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the bottom of their priority list" hey may not see the immediate results of training on theirreturn on in estment, although training is crucial to the long5term prosperity of any business"$n times of economic hardship, training is seen as an additional e pense rather than as anin estment in a business# future"

ack of Cirection

rainers cannot deli er effecti e training if they do not understand the needs of theirtrainees" rainers and managers re%uire knowledge about the skills and weaknesses ofstaff" -ith the correct research, training can be customized to the needs of trainees" hisin ol es information from team members, perhaps in the form of %uestionnaires or sur eys"1ore generally, managers who do not interact with their team members on a regular basismay find it difficult to e aluate the need for training"

ack of CataA lack of data also is a barrier to effecti e training" 'imilar to a lack of direction, it relates toan institutional perspecti e" A business cannot learn from its training successes withoutade%uate data about pre ious training sessions in the form of employee feedback, reportson progress and impact on organizational growth figures" /ormal e aluation of training afterthe training takes place is crucial for obtaining and maintaining this data" Access to suchdata can sa e time and money when a business plans new training acti ities"

Poor *ommunication

ack of team spirit and poor communication can undermine learning and de elopmentbecause most forms of learning occur through communication between managers andemployees" raining is ineffecti e if staff is not moti ated about participating openly in groupacti ities" $t is the manager#s responsibility to encourage employees to de elop so that theyfeel they will benefit from training" Regular interaction is important to ensure managers areaware of e actly what kinds of training different employees re%uire"


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2. Weighted checklist method $n this style, performance appraisal is made under a method where the !obs being e aluatedbased on descripti e statements about effecti e and ineffecti e beha ior on !obs"3. Paired comparison analysishis form of performance appraisal is a good way to make full use of the methods of options"

here will be a list of rele ant options" 7ach option is in comparison with the others in thelist" he results will be calculated and then such option with highest score will be mostlychosen"4. Graphic rating scaleshis format is considered the oldest and most popular method to assess the employee?sperformance" $n this style of performance appraisal, the management !ust simplydoes checks on the performance le els of their staff"5. Essay Evaluation method $n this style of performance appraisal, managersG super isors are re%uired to figure out thestrong and weak points of staff?s beha iors" 7ssay e aluation method is a non5%uantitati etechni%ue" $t is often mi ed with the method the graphic rating scale". !ehaviorally anchored rating scaleshis formatted performance appraisal is based on making rates on beha iors or sets ofindicators to determine the effecti eness or ineffecti eness of working performance" heform is a mi of the rating scale and critical incident techni%ues to assess performance of thestaff"". Per#ormance ranking method he performance appraisal of ranking is used to assess the working performance ofemployees from the highest to lowest le els"1anagers will make comparisons of anemployee with the others, instead of making comparison of each employee with somecertain standards"$. %anagement !y &'(ectives )%!&* method 18< is a method of performance appraisal in which managers or employers set a list of

ob!ecti es and make assessments on their performance on a regular basis, and finally makerewards based on the results achie ed" his method mostly cares about the results achie ed(goals) but not to the way how employees can fulfill them"+. 3 , degree per#ormance appraisal he style of .3 degree performance appraisal is a method that employees will gi econfidential and anonymous assessments on their colleagues" his post also informationthat can be used as references for such methods of performance assessments of , 20 ,+I J1,. -orced ranking )#orced distri'ution*$n this style of performance appraisal, employees are ranked in terms of forced allocations"/or instance, it is ital that the proportions be shared in the way that + or K will be thehighest le els of performances, while or I K will be in the middle le el and the rest willbe in the lowest one"11. !ehavioral &'servation caleshe method based on the scales of obser ation on beha iors is the one in which importanttasks that workers ha e performed during their working time will be assessed on a regularbasis"

Part )

Q 1 ".#$ain HRM mode$s +ith #articu$ar em#hasis on the 4uest Mode$

Ans

Mode$ of HRM


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The 4uest Mode$

Eet another human resource management model was de eloped by Ca id >uest in +BBand claims to be much superior to other models" he details will !ustify the claim" his modelclaims that the HR manager has specific strategies to begin with, which demand certainpractices and when e ecuted, will result in outcomes" hese outcomes include beha ioral,performance related and financial rewards"

he model emphasizes the logical se%uence of si components: HR strategy, HR practices,HR outcomes, beha ioral outcomes, performance results and financial conse%uences"ooking in ersely, financial results depend on employee performance, which in turn is theresult of action oriented employee beha iors" 8eha ioral outcomes are the result ofemployee commitment, %uality and fle ibility, which, in turn are impacted by HR practices"HR practices need to be in tune with HR strategies which are in ariably aligned withorganizational strategies"

he claim of the >uest model that it is superior to others is partly !ustified in the sense that it

clearly maps out the field of HR1 and delineates the inputs and outcomes" 8ut the dynamicsof people management are so comple that no model (including the >uest model) cancapture them comprehensi ely"

he Har ard 1odel

he Har ard model claims to be comprehensi e in as much as it seeks to comprise sicritical components of HR1" he dimensions included in the model are: stakeholders,interests, situational factors, HR1 policy choices, HR outcomes, long5term conse%uencesand a feedback loop through" he outputs flow directly into the organization and thestakeholders

he -arwick 1odel

his model was de eloped by two researchers, Hendry and Pettigrew of 6ni ersity of-arwick (hence the name -arwick model)" ike other human resource managementmodels, the -arwick proposition centers around fi e elements


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Halo effect occurs when a rater attaches too much significance to a single factor ofperformance and gi es similar ratings on other performance elements" hus o eralle aluation is significantly influenced by a single factor" 'uch a perception undermines theimportance of other elements and leads to an unbalanced performance assessment of theindi idual"

/or e ample a manager rates a worker ery high on %uality because of her immaculateattention to details and lack of defects in her work" hen assuming the indi idual to be ano erall high performer based on the %uality of her work output, the manager rates her eryhigh on efficiency, responsibility, punctuality, etc" without taking an ob!ecti e look at herperformance in these areas"

5trictness/ 6enienc% and 7entra$ Tendenc% )ias

People differ in their tendency to e aluate people or performance" 'ome super isors areery strict or conser ati e in their ratings and generally gi e low scores in their e aluations"his tendency may make high performers attain somewhat a erage ranking and a erageperformers appear as poor performers" Raters with such tendency are known to ha e astrictness bias"


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-hen super isors rate employees one after another, rating of an e ceptional performer or aery poor performer could affect the subse%uent ratings of other indi idual(s)" hisphenomenon is known as the contrast effect" /or e ample, let#s suppose that a super isorhas !ust rated an outstanding performer and is now e aluating an indi idual who is also agood performer but there seems to be a contrasting difference between the abilities and

output of the two indi iduals" his significant difference in performance or employeecompetencies could lead the super isor to rating the second indi idual as an a erageperformer"

Persona$ )ias

Personal beliefs, attitudes, assumptions, e periences, preferences and lack ofunderstanding about a person, class or a phenomenon can lead to an unfair e aluation

which is off from reality" -e all suffer from these shortcomings, consciously orunconsciously, while making e eryday !udgments about people, things, e ents etc"

$t is especially important to be aware and sensiti e to possible biases, pre!udices andstereotypes while making !udgments about employee performance" -hile many of thepre!udices operate co ertly and unconsciously, others strike us through conscious thoughtsand feelings" 6nderstanding common biases and being on guard while appraising cansignificantly raise the ob!ecti ity of the e aluation process"

7 amples of personal bias include a bias against a race, ethnicity, religion, age, se , orassuming that certain type or class of people are not suitable to perform a specific !ob or

function etc" $f you belie e for instance, that women are emotional and men are rational, thenchances are that you would not employ a female worker for a role that in ol es makingob!ecti e decisions" 'imilarly, an assumption that young workers are faster and moreefficient than old workers would make it more probable to gi e a higher efficiency rating to ayounger worker than an old worker"

Q 3 What is ,ob design? Ta ing e.am#$es/ describe some of the a##roaches to ,obdesign!

Ans

9ob Cesign is the process of putting together arious elements to form a !ob, bearing in mindorganizational and indi idual worker re%uirements, as well as considerations of health,


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safety, and ergonomics" 9ob Cesign typically refers to the way that a set of tasks, or anentire position, is organized"

A##roaches to ,ob *esign

here are three important approaches to !ob design, iz",

7ngineering approach,

Human approach and

he 9ob characteristic approach"

"ngineering A##roach

he most important single element in the 7ngineering approaches, proposed by /- aylorand others, was the task idea, L he work of e ery workman is fully planned out by themanagement at least one day in ad ance and each man recei es in most cases complete

written instructions, describing in detail the task which he is to accomplish " " " his taskspecifies not only what is to be done but how it is to be done and the e act time allowed fordoing it"M he principles offered by scientific management to !ob design can be summarisedthus:

-ork should be scientifically studied" aylor ad ocated fragmentation androutinisation of work to reap the ad antages of specialisation"

-ork should be arranged so that workers can be efficient"

7mployees selected for work should be matched to the demands of the !ob"

7mployees should be trained to perform the !ob"

1onetary compensation should be used to reward successful performance of the !ob"

Human Re$ations A##roach

he human relations approach recognised the need to design !obs in an interesting manner"$n the past two decades much work has been directed to changing !obs so that !ob


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incumbents can satisfy their needs for growth, recognition and responsibility" Herzberg#sresearch popularised the notion of enhancing need satisfaction through what is called !obenrichment"


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of social welfare, emotional welfare and economic welfare together would achie e goodresults"

" 'ocial iability of $ndustry: $ndustry, according to this principle, has an obligation or dutytowards its employees to look after their welfare" he constitution of $ndia also emphasizesthis aspect of labour welfare"

." $mpact on 7fficiency: his plays an important role in welfare ser ices, and is based on therelationship between welfare and efficiency, though it is difficult to measure this relationship"Programmes for housing, education and training, the pro ision of balanced diet and familyplanning

measures are some of the important programmes of labour welfare which increases theefficiency of the workers, especially in underde eloped or de eloping countries"

0" $ncrease in Personality: he de elopment of the human personality is gi en here as thegoal of industrial welfare which, according to this principle, should counteract the banefuleffects of the industrial system" herefore, it is necessary to implement labour welfareser ices" 8oth

inside and outside the factory, that is, pro ide intra5mural and e tra5mural labour welfareser ices"

2" otality of -elfare: his emphasizes that the concept of labour welfare must spreadthroughout the hierarchy of an organization" 7mployees at all le els must accept this totalconcept of labour welfare programme will ne er really get off the ground"

3" *o5ordination or $ntegration: his plays an important role in the success of welfareser ices" /rom this angle, a co5ordinated approach will promote a healthy de elopment ofthe worker in his work, home and community" his is essential for the sake of harmony and

continuity in labour welfareser ices"

" Cemocratic Nalues: he co5operation of the worker is the basis of this principle"*onsultation with, and the agreement of workers in, the formulation and implementation oflabour welfare ser ices are ery necessary for their success" his principle is based on theassumption that the worker is @a mature and rational indi idual"@ $ndustrial democracy is thedri ing force here" -orkers also de elop a sense of pride when they are made to feel thatlabour welfare programmes are created by them and for them

Q )rief$% describe the causes of "m#$o%ee 5e#arations and e$aborate u#on the

arious t%#es of in o$untar% se#arations?Ans:


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"m#$o%ee se#aration&

L7mployee separationM is when an employee lea es the organization" he separation occurs when the employment relationship is ended" 'taffing is an ongoing process $t ne er stopse en employees are hired" he employer can initiate separation decisions as discharges andlayoffs, but the employees as %uits or retirements can also initiate separation" Ceterminingthe %uality of the retained work force, it needs to be a oided to iew employee separationsas a problem

7auses

+" )etter '##ortunit% O < er B K people working at lower and middle le el lea e their !obsfor higher salaries or for higher positions in the hierarchy in other organization" 4o one hase er resigned from their e isting !obs without ha ing an alternate offer in hand" $t is only then

when you ha e a substitute !ob in hand that you begin to realize that your boss in the currentorganization is biased and a bully


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9arious t%#es of in o$untar% se#arationsA work separation is in oluntary if initiated by the employer" An employer initiates a workseparation by taking some kind of action that makes it clear to the employee thatcontinued employment will not be an option past a certain date" $n such a situation, theemployer has more control than the employee o er the fact and the timing of lea ing the

work" here are many ways in which a work separation can be in oluntary:+" ayoff, reduction in force, or downsizing 5 work separation due to economic inability

to keep the employee on the payroll"" emporary !ob comes to an end 5 work separation due to work no longer being

a ailable because the !ob is simply finished" his includes successful completionof PR4 or on5call, as5needed assignments, if no further work is a ailable the ne t

workday"." Cischarge or termination for misconduct or @cause@ 5 work separation that the

employer iews as somehow being the claimant#s fault"0" Resignation in lieu of discharge 5 same as discharge, but the employer gi es the

employee the option of resigning as a face5sa ing option"2" /orced retirement 5 may be akin to an economic layoff or a discharge for cause, but

in this situation, the employee is allowed to %ualify under a retirement plan"3" @1utual agreement@ 5 in most cases, this form of work separation is iewed as

in oluntary, since it is usually initiated or encouraged by the employer"" 6npaid suspension of four days or longer 5 see @6npaid 'uspensions@ in the

article @6nemployment $nsurance aw 5 Dualification $ssues@ for details"

Part 7

Q 1 *escribe the #ur#ose and methods of ,ob e a$uation?


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Ans: Pur#ose

he techni%ue of ranking !obs through !ob e aluation is used to determine the appropriatecompensation to offer"

$t tries to assess !obs, not people"he standards of !ob e aluation are relati e, not absolute"

he basic information on which !ob e aluations are made is obtained from !obanalysis"

9ob e aluations are carried out by groups, not by indi iduals"

'ome degree of sub!ecti ity is always present in !ob e aluation"

9ob e aluation does not fi pay scales, but merely pro ides a basis for e aluating arational wage structure"

Methods of ,ob e a$uation

here are three basic methods of !ob e aluation: (+) ranking, ( ) classification, (.) factorcomparison"

+" Ranking method

Perhaps the simplest method of !ob e aluation is the ranking method" According to thismethod, !obs are arranged from highest to lowest, in order of their alue or merit to theorganization" 9obs can also be arranged according to the relati e difficulty in performingthem" he !obs are e amined as a whole rather than on the basis of important factors in the

!ob& the !ob at the top of the list has the highest alue and ob iously the !ob at the bottom ofthe list will ha e the lowest alue" 9obs are usually ranked in each department and then thedepartment rankings are combined to de elop an organizational ranking" he ariation inpayment of salaries depends on the ariation of the nature of the !ob performed by theemployees" he ranking method is simple to understand and practice and it is best suited for

a small organisation" $ts simplicity howe er works to its disad antage in big organisationsbecause rankings are difficult to de elop in a large, comple organisation" 1oreo er, thiskind of ranking is highly sub!ecti e in nature and may offend many employees" herefore, amore scientific and fruitful way of !ob e aluation is called for"


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" *lassification method

According to this method, a predetermined number of !ob groups or !ob classes areestablished and !obs are assigned to these classifications" his method places groups of

!obs into !ob classes or !ob grades" 'eparate classes may include office, clerical, managerial,personnel, etc" /ollowing is a brief description of such a classification in an office"

*lass $ 5 7 ecuti es: /urther classification under this category may be


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Ans here are si basic components of e ecuti e compensation or remuneration"

salaryshort term incenti es (' $s), sometimes known as bonuses

long5term incenti e plans ( $P)employee benefits

paid e penses (per%uisites)

insurance

$n a modern corporation, the top e ecuti es are often paid salary plus short5term incenti esor bonuses" his combination is referred to as otal *ash *ompensation ( **)" 'hort5termincenti es usually are formula5dri en and ha e some performance criteria attacheddepending on the role of the e ecuti e" /or e ample, the 'ales Cirector#s performance

related bonus may be based on incremental re enue growth turno er& a *7


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time when they started putting aside the money, whiche er is lower" $n the 6";" employeepurchases can be matched directly by the company"

5toc o#tions

'tock options gi e employees the right to buy a number of shares at a price fi ed at grant fora defined number of years into the future"


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Q3 "$aborate u#on the arious t%#es of non-monetar% re+ards and e.#$ain thebenefits a com#an% ma% deri e from #ro iding em#$o%ee benefits and ser ices

here are a host of benefits that companies can offer to attract and retain top talent" Here isa list of a few for you to consider"

/le 5time schedules ym membership discounts $n5office massage or yoga *asual /ridays 1entoring programs for career ad ancement /ree or discounted educational and training opportunities -ork opportunities in multiple locations *ross5training in other areas of the business Annual or %uarterly company parties

The )enefits of a


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for helping indi iduals reach their full potential and increase their likelihood for promotion canbe in aluable to employees"


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2" 5e.ua$ Harassment or Wor #$ace )u$$%ing O Although, we do not accept it in open or onpublic forums but se ual harassment at workplace and workplace bullying are commontrends in the corporate world of today" *ourageous people fight it out or seek help fromappropriate authorities and law to fight it out, while others either accept it as part of their !obor resign from the !ob, either to take break or to find another !ob" Percentage of people whoresigns due to these reasons has been increasing at alarming rate"

9arious t%#es of in o$untar% se#arationsA work separation is in oluntary if initiated by the employer" An employer initiates a work

separation by taking some kind of action that makes it clear to the employee thatcontinued employment will not be an option past a certain date" $n such a situation, theemployer has more control than the employee o er the fact and the timing of lea ing the

work" here are many ways in which a work separation can be in oluntary:I" ayoff, reduction in force, or downsizing 5 work separation due to economic inability

to keep the employee on the payroll"B" emporary !ob comes to an end 5 work separation due to work no longer being

a ailable because the !ob is simply finished" his includes successful completionof PR4 or on5call, as5needed assignments, if no further work is a ailable the ne t

workday"+ " Cischarge or termination for misconduct or @cause@ 5 work separation that the

employer iews as somehow being the claimant#s fault"++" Resignation in lieu of discharge 5 same as discharge, but the employer gi es the

employee the option of resigning as a face5sa ing option"+ " /orced retirement 5 may be akin to an economic layoff or a discharge for cause,

but in this situation, the employee is allowed to %ualify under a retirement plan"+." @1utual agreement@ 5 in most cases, this form of work separation is iewed as

in oluntary, since it is usually initiated or encouraged by the employer"+0" 6npaid suspension of four days or longer 5 see @6npaid 'uspensions@ in the

article @6nemployment $nsurance aw 5 Dualification $ssues@ for details"


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Q With e.am#$es/ describe some fringe benefits and non=monetar% a+ards!Ans

A fringe benefit is a benefit pro ided to an employee (or an associate of an employee, such

as a spouse) by the employee#s employer, an associate of the employer (eg a relatedcompany) or by a third party under an arrangement with the employer"

he four main groups of fringe benefits are:

motor ehicles low5interest loans other than low5interest loans pro ided by life insurance companies free, subsidised or discounted goods and ser ices, including subsidised transport for

employers in the public transport business employer contributions to sick, accident or death benefit funds, superannuation

schemes and specified insurance policies"

>ifts, prizes and other goods are fringe benefits" $f you pay for your employees#entertainment or pri ate telecommunications use, these benefits may also be liablefor fringe benefit ta "

4on 1onitory Rewards+: 7ducation

Nery few companies in est in their employees" Part of the problem is that employee benefitstend to be a ailable to all employees, regardless of the department" 'o it is consideredbetter not to offer education benefits to de elopers than to ha e to offer them to all workersacross the board" 6nfortunately, de elopers don#t %uite see it that way" $t is a poorly hiddenfact in the industry that de elopers are e pected to learn new skills at their own e pense and

on their own time, not while on the clock"

: -orkGlife balance

1any de elopers work a lot more than 0 hours a week" $ndeed, a lot of them do it withoutbeing asked" he flip side is that they sometimes need some fle ibility on their employer#spart, too" et#s get real: $f someone works 0I hours a week for si months, and then 3hours a week for the last si weeks of the pro!ect, do you really need to deduct it from hisacation time if he wants to take a half day to see his kid#s baseball gameF -ould it kill thedepartment or hurt the pro!ect if he took a few days off for no good reason at allF

.: Rela ed en ironment


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How often does your team see customers face to faceF Probably not too often" 'o why areyou enforcing the dress codeF Ce elopers tend to be less happy adhering to certain rules ofprofessionalism, such as hair and beard length, dress codes, office decoration standards,and so on, than other employees in the firm" >i ing them a bit of leeway (within reason, ofcourse) will cost you nothing and help keep them content" his also applies to things likepersonal calls, the timing of breaks, and so on" $ ha e yet to meet a de eloper who likes to

work in a factory en ironment, with scheduled breaks, no calls allowed, etc"

0: Professional de elopment

Professional de elopment is more than education" $t can range from allowing de elopers tospend a few hours a week on a personal pro!ect with new technologies to letting them trytheir hand at a different !ob" -ould you rather see your career5minded employees trying on anew !ob title or learning new skills while on your payroll or on someone else#sF he $industry is fairly fluid, and many de elopers want a true career path, not !ust the road fromde eloper to senior de eloper" >i e them that path and you can recruit and keep them"

2: /ree food

$ know that this sounds ery @+BB s dot5com bubble"@ 8ut some good ideas came out duringthat era, and one of them was free food" 1any de elopers work through lunch" $t is a wellestablished fact that e en a momentary distraction se erely hurts producti ity" $ am notsuggesting that you chain your coders to their desks and stuff their faces with gruel" 8utmaking a healthy, free meal a ailable to those folks @heads down and in the zone@ will keeptheir efficiency and morale up" And let#s be honest, for what it costs to keep a goodde eloper on staff, how much can it really hurt your budget to throw a pizza or hoagie inthere once in a whileF

3: A career path

'ome de elopers ha e no desire to e er go past senior de eloper"


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4o one likes to work in a place that looks like a dump and has all the charm of a dungeon"he candidates you inter iew ha e probably been in a few offices (or currently work in one)that look really nice: Aeron chairs, polished conference tables, frosted glass, and brushednickel" $f your office features industrial remainders carpeting, mismatched chairs left o erfrom the +B s, and a cubical farm of 3# 3# workspaces, they#re not likely to be impressed"And it#s not !ust about looks" 1any upgrades truly impro e ergonomics and producti itythrough encouraging better posture, reducing eye strain, and so on"

7ase 5tud% 1

Q1! Identif% and e.#$ain some of the HR issues #resented in the abo e case?

Ans:8ased on the study following are the HR issues presented in the case

1! 7$er 6ea ing after training due to 6o+ 5a$ar%

Cue to low salary after training being offered by 8harat /ertilizer, clerks are lea ing the !obafter completion of the training" 'ince other company are offering a higher package to theclerks so they are lea ing the organization" Cue to this almost 2 K of the clerical training staffhad left after training

2! "m#$o%ee dis satisfaction as


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Ans: he *ompany should take the following measures to pre ent such issue from arising inother department

1! 7om#etiti e 5a$ar%

he company should offer salary that is at par with other companies and also offers

competiti e and challenging work

2! Time$% Promotion and Hi e

*ompany should gi e time based promotion to employee and also gi e promotionbased on the performance" his would increase employee satisfaction and they

would not lea e the !ob

3! "m#$o%ee )ond

*ompany set at least + year bond with employee" his would ensure that employeedo not lea e within first year

7ase 5tud% II

Q 1! What are the cha$$enges of managing a cross-cu$tura$ +or force>organi(ation?

Ans: /ollowing are the challenges of managing a cross cultural workforceGorganization

(i) *ommunication becomes more difficult" 7mployees from different cultures fail tounderstand one another" /irms operating in different language areas find difficulty incommunicating with the local employees as local employees speak different language"

(ii) Ci ersity increases ambiguity, comple ity and confusion"

(iii) Ci ersity also causes problems when managers and employees o ergeneralizeorganizational policies, strategies, practices and procedures"

(i ) *ultural di ersity creates difficulties for an organization when it wants to reach on asingle agreement"

( ) *ultural di ersity increases the comple ity and problems in de eloping o erallorganizational procedures"

Q 2 ! What +as the strateg% of 7are% for bui$ding a successfu$ o#eration in Thai$and?

Ans *arey used below mentioned strategy to build a success operation in hailand

1! Res#ect 6oca$ 7u$ture

*arrey respected the local culture and called in priest and did all the practices as perthe local culture" his helped the company in getting faith of the local people and alsoof the go ernment

2! Pro ide 6oca$ Ho$ida%s

*arey pro ided holidays as per the local calendar" his showed that the companyrespected the local festi als and the sentiments of the people


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3! 8ob Preference to 6oca$ #eo#$e

*arey hired local women and men to do the !ob" his gi e li elihood to the localpeople and also a boost to the economy as people were able to sa e and spend

more

! )ui$d )uddhist s#irit house

*arey build 8uddhist spirit house to show respect to local culture" his showed thatthe company cared for the local people and their festi als"

imt 12 human resource management m3

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