NAME- SARIKA AROTE

STD- FYMMS DIV-B

ROLL NO- 64
SUB- HRM ASSIGNMENT
COLLEGE- NCRD’S STERLING
INSTITUTE OF MANAGEMENT
STUDIES, NAVI MUMBAI

SUBMITTED TO- PROF . SONU

KHETRE
Q.1 WHAT IS PERSONNEL DEPARTMENT? EXPLAIN PD IN LINE
ORGANISATION.

Ans:-MEANING :-
 the department responsible for hiring and training and placing employees and for setting policies for
personnel management. Synonyms: personnel, personnel office, staff office Type of: department,
section. a specialized division of a large organization.
In line Organizations:
 Line of authority and instructions are vertical i.e. top to bottom.
 Every superior has direct command over his immediate subordinate.
 Every employee is accountable to one superior i.e. there is unity of command. All persons at
same level are independent of each other. It implies that all dept. heads are supreme in their
respective areas and independent of one another and are responsible to chief executive.
 The authority relationships are clear and there is strict discipline.
 There is lack of specialization and flexibility. It forces Line managers to perform additional
duties requiring special knowledge for which they may not be fitted. He has to depend on his
own abilities and resources.
 Autocratic approach
 Problems of Co-ordination
 Not suitable for large organization.

Q.2 DEFINE PERSONNEL DEPARTMENT? EXPLAIN PERSONNEL

DEPARTMENT IN FUNCTIONAL ORGANISATION.

Ans:-
the department responsible for hiring and training and placing employees and for setting policies for
personnel management. Synonyms: personnel, personnel office, staff office Type of: department,
section. a specialized division of a large organization.
In functional Organizations :
 All activities in the company are grouped according to certain functions like production,
marketing, finance and personnel.
 Each functional area is headed by a specialist who directs the activities o that area for the
entire organization.
 Line of authority is diagonal.
 The functional head has line authority over subordinates in his own functional area.
 There is high degree of control and coordination of functions because all work of one kind is
under one manager.
 Functional structure essentially generates slow decision making process because the problem
requiring a decision has to go through various departments as all of them have something to
say on the matter. Functional structure offers usually line and staff conflict and
interdepartmental conflict. They tend to find over power, resources and benefits.
Q.3 WHAT ARE THE TYPES OF ORGANISATIONAL STRUCTURE? EXPLAIN
PD IN DIVISIONAL ORGANISATION.

Ans:-
 In divisional organsiation structure, personnel staff are attached to divisional heads.
 Divisional structure, also called profit decentralization by Newman and others, is built around
business units. In this form the origination is divided into several fairly autonomous units.
Each unit is relatively self –contained in that it has the resources to operate independently of
other divisions. For example, each division has its own manufacturing, engineering,
marketing etc.
 There are different bases on which various divisions in an organization an be created.
 The personnel officer at divisional level is responsible to the local divisional manager. He
subordinate to the personnel manager at the head office.
 The main advantage of divisionalisation is that the HR issues of employees can be sorted out
expediously in the division itself.
 Divisional structure is quite costly because all the facilities have to be arranged for each
division.
 Often there is lack of managerial personnel when a new division is opened because managers
working within a division cannot work with same efficiency in other division as they must
have acquired the technical competence of that division.

• types of organisational structure:-

1) Hierarchical Structure
The hierarchical model is the most popular organizational chart type. There are a few models that are
derived from this model.

In a hierarchical organization structure, employees are grouped with every employee having one
clear supervisor. The grouping is done based on a few factors, hence many models derived from
this. Below are few of those factors
 Function – employees are grouped according to the function they provide. The below image
shows a functional org chart with finance, technical, HR and admin groups.
 Geography – employees are grouped based on their region. For example in USA employees
might be grouped according to the state. If it’s a global company the grouping could be done
according to countries.
 Product – If a company is producing multiple products or offering different services it can be
grouped according to the product or service.

These are some of the most common factors, but there are many more factors. You can find org
chart examples for most of these types in our diagramming community.

2)Matrix Structure:-
In a Matrix organizational structure, the reporting relationships are set up as a grid, or matrix, rather
than in the traditional hierarchy. It is a type of organizational management in which people with
similar skills are pooled for work assignments, resulting in more than one manager to report to
(sometimes referred to as solid line and dotted line reports, in reference to traditional
business organization charts).

3) Horizontal/Flat Structure:-
This is an organizational chart type mostly adopted by small companies and start-ups in their early
stage. It’s almost impossible to use this model for larger companies with many projects and
employees.

The most important thing about this structure is that many levels of middle management are
eliminated. This enables employees to make decisions quickly and independently. Thus a well-
trained workforce can be more productive by directly getting involved in the decision-making
process.

This works well for small companies because work and effort in a small company are relatively
transparent. This does not mean that employees don’t have superiors and people to report. Just that
decision making power is shared and employees are held accountable for their decisions.

4) Network Structure:-
Network organizational structure helps visualize both internal and external relationships between
managers and top level management. They are not only less hierarchical but are also more
decentralized and more flexible than other structures.

The idea behind the network structure is based on social networks. Its structure relies on open
communication and reliable partners; both internal and external. The network structure is viewed as
agiler than other structures because it has few tires, more control and bottom flow of decision
making.

5) Divisional Structure:-
Within a divisional structure, each organizational function has its own division which corresponds to
either products or geographies. Each division contains the necessary resources and functions needed
to support the product line and geography.

Another form of divisional org chart structure is the multi-divisional structure. It’s also known as M-
form. It’s a legit structure in which one parent company owns several subsidiary companies, each of
which uses the parent company’s brand and name.
 The main advantage of the divisional structure is the independent operational flow, that failure of one
company does not threaten the existence of the others.

6) Line Organizational Structure:-

Line organizational structure is one of the simplest types of organizational structures. Its authority
flows from top to bottom.  Unlike other structures, specialized and supportive services do not take
place in these organizations.

The chain of command and each department head has control over their departments. The self-
contained department structure can be seen as its main characteristic. Independent decisions can be
taken by line officers because of its unified structure.

7) Team-based Organizational Structure:-

Team-based organizational structures are made of teams working towards a common goal while
working on their individual tasks. They are less hierarchical and they have flexible structures that
reinforce problem-solving, decision-making and teamwork.

Team organization structures have changed the way many industries work. Globalization has
allowed people in all industries around the world to produce goods and services cooperatively.
Especially, manufacturing companies must work together with the suppliers around the globe while
keeping the cost to a minimum while producing high-quality products.

Q.4 WHAT IS MATRIX ORGANISATION? EXPLAIN PD IN MATRIX

ORGANISATION.

Ans:-

 A matrix organisation is a structure in which there is more than one line of reporting managers.
Effectively, it means that the employees of the organisation have more than one boss!

Personnel Department in Matrix Organization

In Matrix Organisations:
 Matrix organization is essentially a violation of unity of command.In a matrix organization
structure, every employee has two superiors.
 Two complementary structures – pure project structure and functional structure are merged
together to create matrix structure. One chain of command is functional head and the other is
the project head. A personnel officer, is accountable to the personnel manager (vertical
dimension) and to the project manager (horizontal dimension).
 In large organizations employees from various functional departments are from time to time
assigned to one or more projects. On completion of the project these employees revert back to
their respective departments until the next assignment to a project.
 The problem with this kind of structure is that there is always power struggle among people
which may become dysfunctional if top management does not play active role in balancing
the power.
 There is delay in decision making as many persons are involved in the decision process. Each
person hold veto power or may not give consent because of power struggle and conflict.
Q.5 WRITE SHORT NOTE ON ROLE OF PERSONNEL DEPARTMENT AND
FUNCTIONS.

Ans:-

Organizational Policy

Ensuring an organization's goals are met and values are upheld involves creating
organizational policies. Personnel staff work with top executives to create and enforce policies for all
employees within the organization. These policies are documented and distributed by the personnel
department to employees, which is often referred to as an employee handbook.

Employee Relations

Working with executives, the personnel department develops and manages employee programs and
ensures the equitable treatment of employees. This includes gathering information regarding factors
affecting the employees' dedication to the organization in an attempt to identify ways to
improve employee morale and retention.

Employee Information

A personnel department organizes, maintains and secures each employee's records and
documentation for the organization. This includes salary, benefits, performance reviews and other
documents. Documents and records are typically stored in files, as well as a secured human resources
database. This information is used for a variety of reasons such as payroll, and local, state and federal
employee laws.
 Recruitment and Selection

Working with managers and top executives, personnel professionals recruit and select employees as
needed. When jobs become available, the personnel department posts job openings, recruits
candidates, performs preliminary interviews and works with managers and executives to select
employees that meet the organization's standards and goals.

Q.6 WHAT ARE THE PERSONNEL POLICIES AND WHAT ARE THE
OBJECTIVES OF PERSONAL POLICIES.

Ans:-

A personnel policy is a preplanned course of action establishing a guide to work toward acceptable

outcomes and objectives. Personnel policies are the rules that govern how to deal with a human
resources or personnelrelated situation.

Objectives:
1. Optimum Use of Human Resources:
Every organisation tries to make use of the available human resources to the best of their capabilities.
Right men should be selected for the right jobs. With the help of personnel policies, jobs are defined
and responsibilities of the personnel are specified so that there are no square pegs in the round holes.

2. Training Of Everyone:

The other main object of personnel policies is to train and develop everyone so as to make them
competent for doing their job. Only a trained worker can do his job efficiently. The personnel
policies must encourage healthy and constructive competition among the workers and also provide
an opportunity for development and growth of an individual.

3. Sound Industrial Relations:

Personnel policies aim at creating sound industrial relations and tend to establish conditions for
mutual confidence and understanding. Workers are encouraged to put forward constructive
suggestions and are given participation through joint management councils and works committees.
All this leads to industrial peace. Many operational problems are avoided by having well formulated
policies.

4. Payment of Fair Wages:

Personnel policies must aim at ensuring the employees that they will be given fair wages for the
work done by them.
 5. Security of Employment:
One of the objectives of personnel policies is to provide security of employment to the workers. Such
policies provide an efficient consultative service which aims at creating mutual faith among those
who work in the enterprise. All types of doubts relating to loss of employment are cleared from the
minds of workers. Thus, social as well as economic security is provided to workers.

6. Respecting Human Dignity:

Personnel policies ensure fair treatment to all irrespective of caste, colour and creed and aim at
respecting the human dignity. Workers are offered good and healthy working conditions.

Q.7 WRITE ESSENTIAL CHARACTERISTICS OF PERSONNEL POLICIES

AND FACTORS INFLUENCING PERSONNEL POLICIES.

Ans:-

The main features of a good personnel policy are as follows:

1. The policy should be clear, precise and easily understandable. The objectives should be explicit
from a look at the policy.

2. It should be in writing so that it can be properly understood. A written policy will be used for
reference purpose also. It also avoids confusion or misunderstanding, if any, from its interpretation.

3. Personnel policy should protect the interests of all parties in the organization i.e. workers,
consumers, entrepreneurs, government and the community.

4. It should be supplementary to overall policy of the organization. It should help in achieving

organizational goals.

5. A policy should not be rigid. It requires adjustment according to the changing situations from time
to time.

6. The policy should be responsive to the prevailing situation and environment. For example, if there
is a thinking of taking workers’ representatives into Board of Directors, the policy should not oppose
this idea.

7. It must provide two-way communication between management and workers so that the later are
kept informed about latest developments in the organization. The reaction of employees to the policy
may also be conveyed to top management from time to time.
 •FACTORS :-

1. Philosophy of Management:

The philosophy of management will influence personnel policy of the organization. Whether the
management is centralized or decentralized? How much delegation will be allowed? What will be the
role of subordinates in management? All these decisions will be the outcome of managerial thinking.
Personnel policy will follow the thinking of management.

2. Type of Work Force:

What will be the type of workforce employed? What will be the needs of work-force? These things
will influence the formulation of a personnel policy.

3. Union Objectives and Practices:

Whether the labour force is organized or not? What is the bargaining capacity of the union? What are
their pressure techniques? These factors will be taken into account while framing personnel policy.

4. Financial Position of the Enterprise:

Personnel policies will cost money. These policies will be formulated after taking into account the
financial position of the concern. How much money will be spent on work-force? What will be the
amenities offered to employees? These things are important in deciding personnel policies.

5. Laws of the Land:

Policies of an enterprise cannot violate the laws of the land. These cannot be contrary to the labour
laws enforced by the state. Policies should be framed by taking into consideration the provisions of
various laws which are related to personnel.

Q.8 DESCRIBE TYPES OF PERSONNEL POLICIES AND ADVANTAGE OF

PP.

Ans:-

(A) On the basis of Sources of Policy—Following are the types of policies on the basis of
sources of policy.

(1) Originated Policy—Such a policy is usually established formally and deliberately by top
 management for their subordinate/s action as well as their own action. It is originated in the
broad framework of the objectives set and defined by top management.

(2) Appealed Policy—Such a policy is one that arises from the appeal made by subordinate
to his superior for deciding an important case or problem. The need for such policy arises
because the particular case or problem has not been covered by earlier policies.

(3) Implied Policy—These are the policies which are not formally stated. Policies are
inferred from the actions of the superiors. It is not a good policy.

(4) Imposed Policy—Imposed policy is one that arises from the influence of some outside
forces like government, trade unions, trade associations etc.

(B) On the basis of Scope of policies—Following are the types of policies on the basis of
scope of policies.

(1) General Policies—Such policies are formulated at the top. They describe the philosophy
of top managers and their acceptance of various theories of work and organisation. They tell
everybody about the priorities which the top managers want to be assigned to various factors
influencing performance. Such policies are called general because they do not relate to any
specific issue in particular.

(2) Specific Policies—Specific policies relate to specific issues. Thus, there may be separate
specific policies on staffing, compensation, training, collective bargaining. These policies
may be formulated by the personnel manager himself although others may also exert a great
deal of influence in shaping them.
(B) Following are some of the advantages of personnel policy:
1. Helps Managers:

A policy is a guide for managers. Every day they deal with employees and take decisions
about their placement, promotion, training etc. He will take decisions as per the policy
guidelines without consulting superiors. Policy helps managers in their day to day working.

2. Prompt Action:

Whenever an action is required, it can be taken without any delay. The guidelines are
available in the shape of a policy and decisions can be taken in that framework.

3. Avoids Personnel Bias:

 A policy sets the limits beyond which a manager cannot go. It is used similarly in same
situations at different times. There is little scope for personnel bias because managers cannot
go beyond the scope of a policy.

4. Ensures Long Term Welfare:

A personnel policy ensures long-term welfare of employees. The policies lay down measures to
be undertaken for the welfare of personnel. Management cannot shirk responsibility from
providing amenities and facilities outlined in the policy.

5. Awareness among Employees:

The employees know their proper place in the organization. This gives them awareness and
confidence while working in the organization.

Q.9 WHAT IS HRP AND OBJECTIVES OF HRP.

Ans:-

Human resource planning is a process that identifies current and future human resources needs for an
organization to achieve its goals. Human resource planning should serve as a link between human
resource management and the overall strategic plan of an organization.

OBJECTIVE, S:-

1. Achieve Goal:

Human Resource Planning helps in achieving individual, Organizational & National goals.
Since Human resource planning is linked with career planning, it can able to achieve
individual goal while achieving organisational and national goal.

2. Estimates future organizational structure and Manpower Requirements:

Human Resource Planning is related with number of Personnel required for the future, job-
family, age distribution of employees, qualification & desired experience, salary range etc
and thereby determines future organisation structure.

3. Human Resource Audit:

Human resource planning process is comprised of estimating the future needs and
determining the present supply of Manpower Resources. Manpower supply analysis is done
through skills inventory. This helps in preventing over staffing as well as under-staffing.

4. Job Analysis:
 The process of studying and collecting information relating to operations and responsibilities
of a specific job is called Job analysis. Job analysis is comprised of job description and job
specification. Job descriptiondescribes the duties and responsibilities of a particular job in an
organized factual way. Job specificationspecifies minimum acceptable human qualities
necessary to perform a particular job properly.

Q.10 WRITE NOTE ON NEEDS AND CHARACTERISTICS OF HRP.

Ans:-
following are the needs for human resource planning:

1. Shortage of Skills:

These days we find shortage of skills in people. So it is necessary to plan for such skilled
people much in advance than when we actually need them. Non-availability of skilled people
when and where they are needed is an important factor which prompts sound Human
Resource Planning.

2. Frequent Labor Turnover:

Human Resource Planning is essential because of frequent labor turnover which is

unavoidable by all means. Labor turnover arises because of discharges, marriages, promotion,
transfer etc which causes a constant ebb and flow in the workforce in the organisation.

3. Changing needs of technology:

Due to changes in technology and new techniques of production, existing employees need to
be trained or new blood injected into an organisation.

4. Identify areas of surplus or shortage of personnel: 

Manpower planning is needed in order to identify areas with a surplus of personnel or areas
in which there is a shortage of personnel. If there is a surplus, it can be re-deployed, or if
there is a shortage new employees can be procured.

5. Changes in organisation design and structure:

Due to changes in organisation structure and design we need to plan the required human
resources right from the beginning.
Characteristicsof Human Resource Planning

HR planning is responsible to identity human power required for the future and assures availability
of right person at the right job. Human resource planning possesses following characteristics:

1)Focus for meeting demand:

HR planning always focuses its main concern to match demand supply of human resource with
required qualification. It than plans the required number of employees with desired qualification,
skills, experience and expertise. In case of shortage, it plans for getting right man at right job with
pre determined qualification, skills, experience. It plans training and development program to meet
 the skills requirement. So, HRP focuses for meeting future demand.

2)Goal Oriented:
HRP is linked with overall plan of the organization. It concerns to determine actual human needs
with achieve organizational goal. It is the process of estimating right candidates at right time for right
job so that organizational goals can be attained with minimum risk. In this way, HRP is goal focused.

3)Future oriented
Plans are always prepared for future. Human resource planning is thus prepared for meeting the
future demand of human resources. It is not only concerned with the number of employees but it is
basically focused to the skills, experience and quality. It prepares course of action regarding how
many employees of what quality at what time will be available from what source. This means all the
activities of human resource planning are future oriented.

4)System oriented:
Each activity of HR planning is based on systematic analysis and study. These functions are
performed to match demand and supply chain as per organizational need. HR planning follows
scientific process of identifying future demand of human resources, systematic process of
recruitment and selection, training and development etc. HRP is thus fully system oriented.

5)Qualitative and quantitative Analysis:

HP planning estimates required quality and skills required for assigned job. Not only this, HRP is
responsible to find out actual number of employees required at different time period of future. It
identifies qualification, experience and skills etc. required to each job to be done. Thus, HRP
includes qualitative and quantitative analysis.
6)Having time frame:
HR plans are prepared to meed short term demand as well as long term demand. Thus, HRP
activities are confined for time period. Long term or short term plans are prepared as per the
organizational requirement. It prepares schedule for each activity. Human resource plans, which are
prepared with detail analysis, are effective plans as they fit in the future.

7)Linking with corporate planning:

HR planning acts as a part of corporate planning. It supports top management in formulating
strategic, tactical and operational level goals and plan. It assists top level management in identifying
required number of human power and other resources. HR plans are prepared to attain the corporate
plans.
8)Continuous process:
Human resource is essential till the existence of organization and hence human resource planning is
essential till then. Changing environment also influences the organization. To cope with such
influences, human resource must be competent and committed. Skills, ability and qualification must
be updated. For this, human resource must plan in continuous basis.

Q.11 EXPLAIN HRP PROCESS IN DETAIL.

Ans:-
1. Objectives of human resource planning: human resource planning must be matched with overall
organizational plans.  It should be concerned with filling future vacancies rather than matching
existing personnel with existing jobs.

2. Current manpower stock:Current manpower stock must be continuously maintained by every

department. Manpower inventory must have the detailed bio data of each individual .this record not
only help in employee development but also in the finding out the surplus/ shortage of manpower.

3. Demand/ supply forecasting:firstly the organization must check the demand of manpower after
every one year, two-year so on. For this purpose employment trendsto show the number of
employees on payroll during last say three years to show the trend.

Replacement needs arise due to the death, retirement or termination of the employees.

Growth and expansion helps in creating a number of positions at work place.

After the demand forecasting it is also important to check the supply of the different type of
personnel for this purpose human resource audit, replacement charts can be prepared.
 4. Determining net requirement:human resource manager must check the demand and supply of
the manpower before deriving at any conclusion.

5. Redeployment and redundancy: in redeployment the surplus employees in one department can
be transferred to another department where deficit of employees estimated and in case of redundancy
where surplus employees can not be redeployed they can be offered voluntary retirement scheme.

6. Employment programme: here it is required to prepare programmes of recruitment, selection,

transfer and promotion to achieve organization goal.

7. Training and development: it is very necessary for the employees to keep them updated in the
job they are doing.

8. Evaluation of Human resource planning: after doing all the above steps it is necessary to
evaluate the effectiveness of human resource planning.

Thus, the above mentioned steps are important steps for the process of human resource planning.

Q.12 DEFINE JOB ANALYSIS AND PROCESS OF JOB ANALYSIS.

Ans:
Job analysis is a family of procedures to identify the content of a job in terms of activities involved
and attributes or job requirements needed to perform the activities. Job analysis provides information
of organizations which helps to determine which employees are best fit for specific jobs.
PROCESS OF JOB ANALYSIS :-

 Identification of Job Analysis Purpose: Well any process is futile until its purpose is not
identified and defined. Therefore, the first step in the process is to determine its need and
desired output. Spending human efforts, energy as well as money is useless until HR
managers don’t know why data is to be collected and what is to be done with it.
 Who Will Conduct Job Analysis: The second most important step in the process of job
analysis is to decide who will conduct it. Some companies prefer getting it done by their own
HR department while some hire job analysis consultants. Job analysis consultants may prove
to be extremely helpful as they offer unbiased advice, guidelines and methods. They don’t
have any personal likes and dislikes when it comes to analyze a job.
 How to Conduct the Process:Deciding the way in which job analysis process needs to be
conducted is surely the next step. A planned approach about how to carry the whole process
is required in order to investigate a specific job.
 Strategic Decision Making: Now is the time to make strategic decision. It’s about deciding
the extent of employee involvement in the process, the level of details to be collected and
recorded, sources from where data is to be collected, data collection methods, the processing
of information and segregation of collected data.
 Training of Job Analyst: Next is to train the job analyst about how to conduct the process
and use the selected methods for collection and recoding of job data.
  Preparation of Job Analysis Process:Communicating it within the organization is the next
step. HR managers need to communicate the whole thing properly so that employees offer
their full support to the job analyst. The stage also involves preparation of documents,
questionnaires, interviews and feedback forms.
 Data Collection: Next is to collect job-related data including educational qualifications of
employees, skills and abilities required to perform the job, working conditions, job activities,
reporting hierarchy, required human traits, job activities, duties and responsibilities involved
and employee behaviour.
 Documentation, Verification and Review: Proper documentation is done to verify the
authenticity of collected data and then review it. This is the final information that is used to
describe a specific job.
 Developing Job Description and Job Specification: Now is the time to segregate the
collected data in to useful information. Job Description describes the roles, activities, duties
and responsibilities of the job while job specification is a statement of educational
qualification, experience, personal traits and skills required to perform the job.

Q.13 DESCRIBE DIFFERENT METHODS OF COLLECTING JOB DATA AND

PROBLEMS FACE IN JAB ANALYSIS.

Ans:-

Observation
In this method, the job analyst carefully observes the job holder at work and records what he or she
does, how he or she does, and how much time is needed for completion of a given task. This method
has both positive as well as negative sides. On the positive side, the method is simple, and the data
collected are accurate because of direct observation. On the flip side, it may be told that the method
is time consuming and inapplicable to jobs which involve high proportions of unobservable mental
activities and those which do not have complete and easily observable job cycles.

Interview
In this, the analyst interviews the job holder and his/her supervisor to elicit information about the job.
Usually, a structured interview form is used to record the information. During the interview, the
analyst must make judgements about the information to be included and its degree of importance.
The interview method is time consuming. The time problem will be compounded if the interviewer
talks with two or more employees doing the same job. Furthermore, professional and managerial jobs
are more complicated to analyze and usually require a longer interview. Then, there ts the problem of
bias. Bias on the part of the analyst and the job holder may cloud the accuracy and objectivity of the
data obtained. The interview method has one positive feature, that is, it involves talking to the job
holders who are in a good position to describe what they do, as well as the qualifications needed to
perform their duties in a competent manner.
Standard questionnaires are available or they may be prepared for the purpose by the analysts.
Standard or prepared, questionnaires should contain the following basic information:

Questionnaire

1. The job title of the job holder;

2. The job title of the job holder’s manager or supervisor;
3. The job titles and numbers of the staff reporting to the job holder (best recorded by means of an
organization chart);
4. A brief description (one or two sentences) of the overall role or purpose of the job; and
5. A list of the main tasks or duties that the job holder has to carry out; as appropriate, these should
specify the resources controlled, the equipment used, the contracts made and the frequency with
which the tasks are carried out.
The questionnaires method has its own advantages and limitations. The major advantage of the
questionnaire method is that information on a large number of jobs can be collected in a relatively
short period of time. But some follow-up observations and discussions are necessary to clarify
inadequately filled-in questionnaires and interpretation problems. 

Checklists
A checklist is similar to a questionnaire, but the response sheet contains fewer subjective judgements
and tends to be either-yes-or-no variety. Checklists can cover as many as 100 activities and job
holders tick only those tasks that are included in their jobs. Preparation of a checklist is a challenging
job. The specialists who prepare the list must collect all relevant information about the job
concerned. Such information can be obtained by asking supervisors, industrial engineers, and others
familiar with the work.
When a checklist has been prepared for a job, it is sent to the job holder. The job holder is asked to
check all listed tasks that he/she performs and indicate the amount of time spent on each task as well
as the training and experience required to be proficient in each task.

Technical Conference Method

In this method, services of supervisors who possess extensive knowledge about a job are used. It is
from these experts that details about the job are obtained. Here, a conference of supervisors is used.
The analyst initiates discussion which provides details about jobs. Though a good method of data
collection, this method lacks accuracy because the actual job holders are not involved in collecting
information.

Diary Method
This method requires the job holders to record in detail their activities each day. If done faithfully,
this technique is accurate and eliminates errors caused by memory lapses the job holder makes while
answering questionnaires and checklists. This method, however, is time consuming because the
recording of tasks may have to be spread over a number of days. It also engages considerable time of
a production worker. No wonder, the diary method is not used much in practice.
The methods described above are not to be viewed as mutually exclusive. None of them is
universally superior. The best results can be obtained by a combination of these methods.

Quantitative Techniques
The methods of collecting job-related data, described above are used by most employers. But there
are occasions where these narrative approaches are not appropriate. For example, where it is desired
to assign a quantitative value to each job so that jobs can be compared for pay purposes, a more
quantitative approach will be appropriate. The position analysis questionnaire, management position
description questionnaire and functional job analysis are the three popular techniques of job analysis.
 Position Analysis Questionnaire
The Position Analysis Questionnaire (PAQ) is a highly specialized instrument for analyzing any job
in terms of employee activities. The PAQ contains 194 job elements on which a job is created
depending on the degree to which an element (or descriptor) is present. These elements are grouped
into six general categories.
The primary advantage of the PAQ is that it can be used to analyze almost every job. Further, this
analysis provides a comparison of a specific job with other job classifications, particularly for
selection and remuneration purposes. However, the PAQ needs to be completed by trained job
analysts rather than incumbents or supervisors, since the language in the questionnaire is difficult
and at a fairly high reading level.

Management Position Description Questionnaire

The Management Position Description Questionnaire (MPDQ) is a highly structured questionnaire
containing 208 items relating to managerial responsibilities, restrictions, demands and other
miscellaneous position characteristics.

Functional Job Analysis

Functional Job Analysis (FJA) is a worker-oriented job analytical approach which attempts to
describe the whole person on the job. The main features of FJA include the following:
1. A fundamental distinction must be made between what has been done and what employees need to
do to get the things done. For example, bus crew do not carry passengers, but they drive vehicle and
collect fare.
2. Jobs are performed in relation to data, people and things.
3. In relation to things, employees draw on physical resources; in relation to data, employees draw on
mental resources; and in relation to people, employees draw on interpersonal resources.
4. All jobs require employees to relate data, people and things to some degree.

Q.14 DIFINE JOB DESCRIPTION. AND MAKE SAMPLE OF JOB

DESCRIPTION TEMPLATE.
Ans:-
A job description or JD is a document that describes the general tasks, or other related duties,
and responsibilities of a position. It may specify the functionary to whom the position reports,
specifications such as the qualifications or skills needed by the person in the job, and a salary range.
Job descriptions are usually narrative,but some may comprise a simple list of competencies; for
instance, strategic human resource planningmethodologies may be used to develop a competency
architecture for an organization, from which job descriptions are built as a shortlist of competencies.

Q.15 DEFINE JOB SPECIFICATION ?MAKE TEMPLATE OF JOB

SPECIFICATION.
Ans:-
Job Specification

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.

Q.16 DEFINE RECRUITMENT AND FACTORS AFFECTING RECRUITMENT.

Ans:-
The process of finding and hiring the best-qualified candidate (from within or outside of an
organization) for a job opening, in a timely and cost effective manner. The recruitment process
includes analyzing the requirements of a job, attracting employees to that job, screening and
selecting applicants, hiring, and integrating the new employee to the organization.
FACTORS :-

1. Internal Factors:

The internal factors also called endogenous factors are the factors within the organisation that affect
recruiting personnel in the organisation. Some of these are mentioned here.

a. Size of the Organisation:

The size of an organisation affects the recruitment process. Experience suggests that larger
organisations find recruitment less problematic than organisations with smaller in size.

b. Recruiting Policy:
The recruiting policy of the organisation i.e., recruiting from internal sources (from own employees)
and from external sources (from outside the organisation) also affects recruitment process. Generally,
recruiting through internal sourcing is preferred, because own employees know the organisation and
they can well fit into the organisation’s culture.

c. Image of Organisation:
Image of organisation is another internal factor having its influence on the recruitment process of the
organisation. Good image of the organisation earned by a number of overt and covert actions by
management helps attract potential and competent candidates. Managerial actions like good public
relations, rendering public services like building roads, public parks, hospitals and schools help earn
image or goodwill for the organisation. That is why blue chip companies attract large number of
applications.

d. Image of Job:
Just as image of organisation affects recruitment so does the image of a job also. Better remuneration
and working conditions are considered the characteristics of good image of a job. Besides, promotion
and career development policies of organisation also attract potential candidates.
2. External Factors:

Like internal factors, there are some factors external to organisation which has their influence on
recruitment process.

Some of these are given below:

a. Demographic Factors:
As demographic factors are intimately related to human beings, i.e., employees, these have profound
influence on recruitment process. Demographic factors include sex, age, literacy, economic status
etc.

b. Labour Market:
Labour market conditions i.e., supply and demand of labour is of particular importance in affecting
recruitment process. For example, if the demand for a specific skill is high relative to its supply,
recruiting employees will involve more efforts. On the contrary, if supply is more than demand for a
particular skill, recruitment will be relatively easier.

In this context, the observation made by 11PM in regard to labour market in India is worth citing:
“The most striking feature in the Indian Labour market is the apparent abundance of labour – yet the
‘right type’ of labour is not too easy to find”.

c. Unemployment Situation:
The rate unemployment is yet another external factor having its influence on the recruitment process.
When the unemployment rate in a given area is high, the recruitment process tends to be simpler.
The reason is not difficult to seek. The number of applicants is expectedly very high which makes
easier to attract the best qualified applicants. The reverse is also true. With a low rate of
unemployment, recruiting process tends to become difficult.

d. Labour Laws:
There are several labour laws and regulations passed by the Central and State Governments that
govern different types of employment. These cover working conditions, compensation, retirement
benefits, and safety and health of employees in industrial undertakings.

Child Labour (Prohibition and Regulation) Act, 1986, for example, prohibits employment of children
in certain employments. Similarly, several other acts such as Employment Exchange (Compulsory
Notification of Vacancies) Act, 1959, the Apprentices Act, 1961; die Factory Act, 1948 and the
Mines Act, 1952 deal with recruitment.

e. Legal Considerations:
 Another external factor is legal considerations with regard to employment. Reservation of jobs for
the scheduled castes, scheduled tribes, and other backward classes (OBCs) is the popular example of
such legal consideration. The Supreme Court of India has given its verdict in favour of 50 per cent of
jobs and seats. This is so in case of admissions in the educational institutions also.

Q.17 WHAT ARE THE TYPES OF RECRUITMENT AND METHODS OF

RECRUITMENT?
Ans:-

Recruitment is of 2 types

1. Internal Recruitment - is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization. Internal
sources are primarily three - Transfers, promotions and Re-employment of ex-employees.

Internal recruitment may lead to increase in employee’s productivity as their motivation level
increases. It also saves time, money and efforts. But a drawback of internal recruitment is that
it refrains the organization from new blood. Also, not all the manpower requirements can be
met through internal recruitment. Hiring from outside has to be done.

Internal sources are primarily 3

a. Transfers
b. Promotions (through Internal Job Postings) and
c. Re-employment of ex-employees - Re-employment of ex-employees is one of the
internal sources of recruitment in which employees can be invited and appointed to
fill vacancies in the concern. There are situations when ex-employees provide
unsolicited applications also.
2. External Recruitment - External sources of recruitment have to be solicited from outside the
organization. External sources are external to a concern. But it involves lot of time and
money. The external sources of recruitment include - Employment at factory gate,
advertisements, employment exchanges, employment agencies, educational institutes, labour
contractors, recommendations etc.
a. Employment at Factory Level -This a source of external recruitment in which the
applications for vacancies are presented on bulletin boards outside the Factory or at
the Gate. This kind of recruitment is applicable generally where factory workers are to
be appointed. There are people who keep on soliciting jobs from one place to another.
These applicants are called as unsolicited applicants. These types of workers apply on
their own for their job. For this kind of recruitment workers have a tendency to shift
from one factory to another and therefore they are called as “badli” workers.
b. Advertisement - It is an external source which has got an important place in
recruitment procedure. The biggest advantage of advertisement is that it covers a wide
area of market and scattered applicants can get information from advertisements.
Medium used is Newspapers and Television.
c. Employment Exchanges - There are certain Employment exchanges which are run
by government. Most of the government undertakings and concerns employ people
through such exchanges. Now-a-days recruitment in government agencies has become
compulsory through employment exchange.
 d. Employment Agencies - There are certain professional organizations which look
towards recruitment and employment of people, i.e. these private agencies run by
private individuals supply required manpower to needy concerns.
e. Educational Institutions - There are certain professional Institutions which serves as
an external source for recruiting fresh graduates from these institutes. This kind of
recruitment done through such educational institutions, is called as Campus
Recruitment. They have special recruitment cells which helps in providing jobs to
fresh candidates.
f. Recommendations - There are certain people who have experience in a particular
area. They enjoy goodwill and a stand in the company. There are certain vacancies
which are filled by recommendations of such people. The biggest drawback of this
source is that the company has to rely totally on such people which can later on prove
to be inefficient.
g. Labour Contractors - These are the specialist people who supply manpower to the
Factory or Manufacturing plants. Through these contractors, workers are appointed on
contract basis, i.e. for a particular time period. Under conditions when these
contractors leave the organization, such people who are appointed have to also leave
the concern.

Q.18 DEFINE SELECTION? AND TYPES OF SELECTION.

Ans:-

The Selection is the process of choosing the most suitable candidate for the vacant position in the
organization. In other words, selection means weeding out unsuitable applicants and selecting those
individuals with prerequisite qualifications and capabilities to fill the jobs in the organization.

TYPES OF SELECTION :-

Stabilising Selection
 Where an intermediate phenotype is favoured at the expense of both phenotypic extremes
 This results in the removal of extreme phenotypes (phenotypic distribution becomes centrally
clustered to reflect homogeneity)
 Operates when environmental conditions are stable and competition is low
 An example of stabilising selection is human birth weights (too large = birthing
complications ; too small = risk of infant mortality)

Directional Selection
 Where one phenotypic extreme is selected at the cost of the other phenotypic extreme
 This causes the phenotypic distribution to clearly shift in one direction (towards the
beneficial extreme)
 Operates in response to gradual or sustained changes in environmental conditions
 Directional selection will typically be followed by stabilising selection once an optimal
phenotype has been normalised
 An example of directional selection is the development of antibiotic resistance in bacterial
populations

Disruptive Selection
  Where both phenotypic extremes are favoured at the expense of the intermediate phenotypic
ranges
 This causes the phenotypic distribution to deviate from the centre and results in a bimodal
spread
 This occurs when fluctuating environmental conditions (e.g. seasons) favour the presence of
two different phenotypes

Q.19 DEFINE MOTIVATION AND TYPES OF MOTIVATION.

Ans:-
Motivation is the reason for people's actions, willingness and goals. Motivation is derived from the
word motive in the English language which is defined as a need that requires satisfaction.
These needs could also be wants or desires that are acquired through influence of culture, society,
lifestyle, etc. or generally innate. Motivation is one's direction to behaviour, or what causes a person
to want to repeat a behaviour, a set of force that acts behind the motives.

1. Intrinsic Motivation

Intrinsic motivation is a type of motivation in which an individual is being motivated by internal

desires..

2. Extrinsic Motivation

Extrinsic motivation, on the other hand, is a type of motivation in which an individual is being
motivated by external desires.Rather than being motivated by the need to look better and feel
healthier, let’s say that Bob was feeling pressure from his wife to slim down and improve his
physique so that she would be more attracted to him.

Since this pressure comes from the outside, this is an example of extrinsic motivation.Minor Forms
of Motivation

All types of motivation are going to fall into one of the two categories above. Now that we’ve
covered these motivational types and provided you with some examples, here are minor forms of
motivation that are capable of making a big impact in your life!

3. Reward-Based Motivation or Incentive Motivation

Incentive motivation or reward-based motivation is a type of motivation that is utilized when you or
others know that they will be a reward once a certain goal is achieved.Because there will be
something to look forward to at the end of a task, people will often become more determined to see
the task through so that they can receive whatever it is that has been promised.The better the reward,
the stronger the motivation will be!

4. Fear-Based Motivation

The word “fear” carries a heavy negative meaning but when it comes to motivation, this is not
necessarily the case. Anyone who is big on goal-setting and achievement knows that accountability
plays a huge role in following through on goals.Fear-based motivation is extremely powerful as long
as the fears is strong enough to prevent you from quitting.
 5. Achievement-Based Motivation

Titles, positions, and roles throughout jobs and other areas of our lives are very important to us.
Those who are constantly driven to acquire these positions and earn titles for themselves are
typically dealing with achievement-based motivation.Whereas those who use incentive motivation to
focus on the rewards that come after a goal is met, those who use achievement-based motivation
focus on reaching a goal for the sake of achievement.

6. Power-Based Motivation

Those who find happiness in becoming more powerful or creating massive change will definitely be
fueled by power-based motivation.

Power-based motivation is a type of motivation that energizes others to seek more control, typically
through the use of positions in employment or organizations.

Q.20 DEFINE INCENTIVE SCHEME AND EXPLAIN TYPES OF INCENTIVES

PLAN.
Ans:-

Also referred to as an incentive program, an incentive scheme is a formal scheme that is usually put
to use when a company wishes to promote a certain kind of behavior or action amongst its
customers. The key to be noted here is it is time specific.

Types of incentives plan :-

1. Individual Incentive Plans:

Under individual incentive plan, individual employee is paid incentive on the basis of individual
performance or output. The employers are liable to pay incentives to those employees who are
producing more than the standard output. Individual incentive plans can be either time based or
production based.

In case of time based incentive plans, a standard time is determined for doing a job and this standard
time served as a basis for giving incentive. A worker is considered as efficient, if he completes his
job in less than standard time. The worker is awarded for his efficiency by giving incentive under
some incentive plans.

Some of the time based incentive plans are:

I. Halsey Incentive Plan.

II. Rowan Incentive Plan.

III. Emerson Efficiency Plan.

IV. Bedeaux Incentive Plan.

In case of production based incentive plans, a standard of output is determined and wages are paid on
the basis of number of units produced.

Some of the production based incentive plans are:

I. Taylor’s differential piece rate system.
II. Merrick’s multiple piece rate plan.

III. Gantt’s task and bonus wage plan.

Time-Based Plans:
All the above mentioned time based incentive plans are explained below:
I. Halsey Incentive Plan:
In this method a standard time is fixed for the completion of the job. A minimum base-wage is
guaranteed to every worker. If a worker completes his job in just the standard time, he will not be
given any incentive. If a worker performs his job in less than standard time, he is given incentive.
The incentive will be equal to 50% of the time saved by the worker.

W=TR+(S-T)R%

Where

ADVERTISEMENTS:

W=Total Wages

S=Standard time

T=Time taken to complete the job

%=Percentage of wages of time saved to be given as incentive

R=Rate;

For example, if rate hour is Rs.3 standard time for completion of job is 10 hours.

A worker completes the job in 8 hours, his total wages will be:
W= 8x 3+ (10-8)3×1/2

= Rs.27
In the above example, worker is given an incentive of 50% (1/2) of time saved.

II. Rowan Plan:

This plan is quite similar to Halsey plan. It differs only in terms of calculation of incentive for time
saved. The worker gets the guaranteed minimum wages. The incentive for completing the job in time
lesser than standard time is paid on the basis of a ratio, which is time saved over standard time per
unit standard time.

Incentive is calculated as:

Incentive or Bonus=S-1/SX T x R

Total wages=T x R+ incentive

=T x R(S-T)/S x T x R

Where, W=Total wages

S=Standard time

T=Time taken to complete the job

R=Rate;

For example, if rate per hour is Rs.3and standard time for completion of job is 10 hours.

A worker completes the job in 8 hours, his total wages will be:
W=8×3+ (10-8)/10x 8x 3=Rs.28.4

III. Emerson’s Efficiency Plan:

In this plan, a minimum wage is guaranteed to every worker on time basis and incentive is given on
the basis of efficiency. Efficiency is determined by the ratio of time taken to standard time. Payment
of bonus/incentive is related to efficiency of the workers. Incentive will be given to those workers
who attains more than 2/3rd i.e. 66.67% of efficiency. No incentive will be given at 66.67%
efficiency. At 100% efficiency incentive is 20% of the hourly rate. For efficiency exceeding 100%,
1% incentive/bonus is paid for every 1% increase in efficiency.
For example, if standard time for a job is 6 hours and hourly rate is Rs.3. If a worker completes a job
in 6 hours, the efficiency of worker is 100%. His wages will be 6 x 3 + bonus @20% i.e. Rs.18 +
20% of 18 = Rs.21.6

IV. Bedeaux Point Plan:

Bedeaux system also called units or point system also guarantees a minimum base wage. Under this
plan, the standard time and time taken for each job is reduced to minutes. Each minute is referred to,
as ‘B’ i.e. one hour is the same as 60B’s. The workers who complete the job within standard time are
paid at a normal time rate.

Those who complete the job in less time are paid bonus. The bonus paid to the worker is 75% of the
wages for time saved. The time saved is divided between workers and management.

The formula for calculating wages is:

W=TR+75% (S-T)R

where, w= Total wages

S=Standard time

T=Time taken to complete the job

R=Rate;

For example, if standard time for a job is 6 hours i.e 360 B’s and wage rate is Rs.3 per hour. If a
worker completes his job in 5 hours i.e 300 B’s, he saves 60B’s.

His total wages will be:

W=5×3+75 %(6-5)x3

=15+75%of 3=Rs.17.25

Output-Based Plans:
I. Taylor’s Differential Piece Rate System:
This system was introduced by Taylor, the father of scientific management. The main characteristics
of this system are that two rates of wage one lower and one higher are fixed. A lower rate for those
workers who are not able to attain the standard output within the standard time; and a higher rate for
those who are in a position to produce the standard output within or less than the standard time.

For example, if standard production in 8 hours is fixed at 10 units. The lower piece rate is Rs.3 and
higher piece rate is Rs.3.5. If a worker produces 9 units, his wages = 9 x 3 = Rs.27. In case a worker
produces 10 units, his wages = 10 x 3.5 = Rs.35.

II. Merrick’s Multiple Piece Rate Plan:

To overcome the limitations of Taylor’s differential piece rate system, Merrick suggested a modified
plan in which, three-piece rates are applied for workers with different levels of performance.
These are:
a. Workers producing less than 83% of the standard output are paid at basic rate.

b. Workers producing between 83% and 100% of standard output will be paid 110% of basic piece
rate.

c. Those producing more than 100% of the standard output will be paid 120% of basic piece rate.
III. Gantt’s Task and Bonus Plan:
This plan is based on careful study of a job. The main feature of this plan is that it combines time
rate, piece rate and bonus. A standard time is fixed for doing a particular job. Worker’s actual
performance is compared with the standard time and his efficiency is determined.

If a worker does not complete the job within standard time i.e. he takes more time than the standard
time (efficiency below 100%), he will not receive any bonus but he is given wages for the time taken
by him.

If a worker completes the job within standard time (100% efficiency), he is given wages for the
standard time and bonus of 20% of wages earned.

If the worker completes the job in less than the standard time (i.e. efficiency more than 100%),
wages are paid according to piece rate.

2. Group Incentive Plans:

A group incentive plan scheme is designed to promote effective teamwork, as the bonus is dependent
on the performance and output of the team as a whole. Under group incentive plan, each employee is
paid incentive on the basis of collective performance of his group to which he belongs. Within the
group, each employee gets an equal share of the incentive.

Some of the group incentive plans are:

I. Priestman’s Plan.

II. Scanlon’s Plan.

I. Priestman’s Plan:
In this plan workers are not considered individually but collectively. This system considers the
productivity of all workers as a whole. Bonus is paid in proportion in excess of standard output per
week. If in a year, the output increases either above the standard output or the output of the previous
year, the wages are increased in the same ratio.
 For example, if in 2009 the output per worker per unit time is 10 units and in year 2010 the output
per worker per unit time comes out to be 12 units, the wages in 2010 will be 20% more than in 2009.
The drawback of this system is that individual efficiency is not considered.

II. Scanlon’s Plan:
A Scanlon plan is a type of gain sharing plan that pays a bonus to employees when they improve
their performance or productivity by a certain amount as measured against a previously established
standard. A typical Scanlon plan includes an employee suggestion program, a committee system, and
a formula-based bonus system. A Scanlon plan focuses attention on the variables over which the
organization and its employees have some control.

Q.21 DEFINE JOB ENRICHMENT AND AND EXPLAIN IN DETAIL NEEDS OF

JOB ENRICHMENT.
Ans:-

Job enrichment is a management concept that involves redesigning jobs so that they're more
challenging to the employee and have less repetitive work. The concept is based on a 1968 Harvard
Business Review article by psychologist Frederick Herzberg titled ''One More Time: How Do You
Motivate Employees?''

Needs of job enrichment :-

 Meaningful work: A work that has a clear purpose, be it from the perspective of the
organization or that of the individual, is the best way to increase satisfaction. This is usually a result
of using the right combination of the individual’s skills and talents also called empowerment because
it gives room to ambitions, reduces the risk of boredom, and fulfills the higher order needs of the
individual. The task must be one that can be perceived as a whole (the work process has a definite
beginning and end) so that finishing it can be perceived as an accomplishment for the individual, and
that this task is clearly a part of something bigger. The contribution to a comprehensible outcome
and the sense of belonging to a (workplace) community also make work meaningful.

 Responsibility: Higher-level jobs are characterized by giving the workers more freedom in

choosing when and how they would like to complete their tasks. It helps them to learn
complementary skills and make them feel more competent, more expert in their field. When a person
is made responsible, a successfully completed task will improve their chances of recognition, which,
again, fulfills a higher order need.

 Knowledge of outcomes: An individual who knows what his or her efforts turn into, or how
his or her mistakes effect the overall performance, will more likely be motivated. Feedback plays an
important part in creating this knowledge: whether it comes from a co-worker or a manager, it helps
the employees decided if they got closer to the desired outcome or not.

 Advancement: Job enrichment gives tools to the employee to improve their skills and learn
new ones, many times even managerial ones. If they are ambitious enough, the positive feedback will
be a motivation to advance, and the new competencies make them more confident to take
opportunities. People with proven skills are generally presented with better career opportunities.
Q.22 DEFINE EMPLOYEE EMPOWERMENT AND EXPLAIN IN DETAIL THE
SIGNIFICANCE OF EMPLOYEE EMPOWERMENT.

Ans:-

Employee empowerment is giving employees a certain degree of autonomy and responsibility for
decision-making regarding their specific organizational tasks. It allows decisions to be made at the
lower levels of an organization where employees have a unique view of the issues and problems
facing the organization at a certain level.

SIGNIFICANCE OF EMPLOYEE EMPOWERMENT :-

1.     Help your employees understand they do meaningful work

Today’s employees are less likely to be satisfied by completing tasks in separated silos. They want to
know that their role within your organization adds value and helps to achieve its goals and
objectives. Use one-to-ones and team meetings to emphasize individual and team contributions, and
to improve understanding of how work fits in with the big picture.

2.     Support learning and development

Most people are no longer content with working for a pay packet. They wish to develop
professionally, with learning helping them to meet their personal goals. Empower a learning
environment by enabling people to decide in which direction their learning takes them, to help them
develop at the pace that most suits them.

3.     Develop a collaborative, decision-making team

Create a collaborative team spirit by encouraging employees to make decisions. Be more democratic
by consulting your people on decisions that affect them, and relinquish responsibility to the team –
while continuing to guide them to better solutions.

4.     Increase confidence by making it OK to make mistakes

Eliminate fear of failure and improve innovation and creativity by ensuring that employees are not
fearful of making mistakes. By empowering people to make decisions, it follows that you should also
accept that mistakes will be made. The important thing is to ensure that mistakes do not become
elements for blame, but rather that they become learning experiences from which individuals and the
team should benefit.
Employee empowerment should help to innovate more rapidly and productively. If people are afraid
to make mistakes, willingness to try new things and innovate will deplete.

5.     Flatten the organisational hierarchy

By flattening the organisational hierarchy, you transfer accountability to the team. However,
employees generally require a lot of support for this process to bed in. Office politics will need to be
dealt with, and rules of engagement kept simple to encourage the move from dependency on a
manager to autonomous decision-making.
Q.23 GIVE IN DETAIL OF PROCESS OF EMPLOYEE EMPOWERMENT.

Ans:-
The first step is, as a manager, wanting to give power to your employees. This may sound simple,
but it’s often where the process breaks down, as it requires you to relinquish some of your control to
your employees. If for some reason you don’t want this to happen, you should re-evaluate why you
want your employees to be empowered and what benefits it will bring to yourself and the
organisation. You also need to watch your behaviour when things go wrong. It’s easy to empower
people when there is little risk, but can be seriously tempting to wrench control back when things
don’t go to plan. Rather than doing that, try and keep a learning approach – “that was interesting,
what did we learn, how are we going to do this better”?

The second step is being able to empower your employees effectively.  This requires the manager
to take a step back and allow their employees take charge of the situation, while still guiding their
work in the right direction. Many managers may not have the skills to effectively delegate work.
Something I commonly hear from managers is “I don’t have time to delegate, it’s quicker just to do it
myself”. If this sounds like you, you should consider developing or refining the skills you need to
delegate work effectively.

The third step is trusting in your employee’s motivation. If your employees are demotivated, which
can happen for a number of reasons, they will not want the responsibility that comes with
empowerment. If your employees lack confidence, try mentoring or training them, or start by
delegating smaller responsibilities to build up their confidence. Try to encourage them to share their
ideas, either directly or through an anonymous feedback system. Above all, listen to what they have
to say and act upon it, so that your employees can see that their actions do have an impact in the
workplace.

The fourth step is trusting in your employee’s ability. Even if they are willing to act
autonomously, they may not have the skills or training to perform tasks independently. If so,
consider training or coaching them, or arrange for them to attend development seminars or courses in
order to build up their skills.

Finally, although appreciating your employees is something you should always do, this is
especially important if you are attempting to empower them.

Q.24 DEFINE JOB SATISFACTION AND DETERMINANTS OF JOB

SATISFACTION.

Ans:-

Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job,
whether or not they like the job or individual aspects or facets of jobs, such as nature of work or
supervision. Job satisfaction can be measured in cognitive, affective, and behavioral components.

Determinants of job satisfaction:-

A:-ORGANISATIONAL DETERMINANT :-
 1. Wages: Wage is the amount of reward worker expects from the job. It is an instrument of
fulfilling the needs. Everyone expects to get a commensurate reward. The wage should be
fair, reasonable and equitable. A feeling of fair and equitable reward produces job
satisfaction.
2. Nature of Work: The nature of work has significant impact on the job satisfaction. Jobs
involving intelligence, skills, abilities, challenges and scope for greater freedom make the
employee satisfied on the job. A feeling of boredom, poor variety of tasks, frustration and
failure leads to job dissatisfaction.
3. Working Conditions: Good workings conditions are needed to motivate the employees.
They provide a feeling of safety, comfort and motivation. Poor working conditions give a
feeling that health is in danger.
4. Job Content: Job content refers to the factors such as recognition, responsibility,
advancement, achievement etc. Jobs involving variety of tasks and less repetitive result in
greater job satisfaction. A job, having poor content produces job dissatisfaction.
5. Organizational Level: Higher level jobs are viewed as prestigious, esteemed and
opportunity for self-control. Employees working at higher level jobs express greater job
satisfaction than the lower level jobs.
6. Opportunities for Promotion: Promotion is an achievement in the life. Promotion gives
more pay, responsibility, authority, independence and status. Therefore, opportunities for
promotion determine the degree of satisfaction to the employees.
7. Work Group: Existence of groups in organizations is a common phenomenon. It is a natural
desire of human beings to interact with others. This characteristic results in formation of
work groups at the work place. Isolated workers dislike their jobs. The work group exerts a
tremendous influence on the satisfaction of employees. Satisfaction of an individual depends
largely on the relationship with the group members, group dynamics, group cohesiveness and
his own need for affiliation.
8. Leadership Styles: Leadership style also determines the satisfaction level on the job.
Democratic leadership style enhances job satisfaction. Democratic leaders promote
friendship, respect and warmth relationships among the employees. On the other hand,
employees working under authoritarian leaders express low level of job satisfaction.

B:-PERSONAL DETERMINANTS:

1. Personality: Individual psychological conditions determine the personality. Factors like

perception, attitudes and learning determine the psychological conditions. Therefore, these
factors determine the satisfaction of individuals.
2. Age: Age is a significant determinant of job satisfaction. Younger age employees possessing
higher energy levels are likely to feel more satisfied. As employees grow older, aspiration
levels increase. If they are unable to find their aspiration fulfilled, they feel dissatisfied.
3. Education: Education provides an opportunity for developing one’s personality. It enhances
individual wisdom and evaluation process. Highly educated employees possess persistence,
rationality and thinking power. Therefore, they can understand the situation and appraise it
positively.
4. Gender Differences: The gender and race of the employees determine Job satisfaction.
Women are more likely to be satisfied than their counterpart even if they are employed in
small jobs.
Q.25 DEFINE MORALE AND GIVE IN DIFFERENT TYPES OF MORALE AND
EXPLAIN FACTOR AFFECTING MORALS?

Ans

Morals are the prevailing standards of behavior that enable people to live cooperatively in
groups. Moral refers to what societies sanction as right and acceptable.Most people tend to act
morally and follow societal guidelines. Morality often requires that people sacrifice their own
short-term interests for the benefit of society. People or entities that are indifferent to right and
wrong are considered amoral, while those who do evil acts are considered immoral.

Different types of morale

1. Individual and Group Morale

Individual morale is a single person’s attitude towards work, environment etc. Whereas group morale
reflects the general attitude of a group of persons. Group morale is everybody’s concern and may go
on changing with the passage of time. Individual and group morale are interested but not necessarily
identical. They have an effect on each other. The individual’s personal perception of the present
conditions may be high but the group’s perception may be low or vice-versa.

2. High or Low Morale:

Morale may be referred to high morale or low morale. In the words of McFarland, high morale exists
when employee attitudes are favourable to the total situation of a group and to the attainment of its
objectives. Low morale exists when attitudes inhibit the willingness and ability of an organization to
attain its objectives. The words such as zeal, enthusiasm, loyalty, dependability denote high morale.
Low morale may be described by words like lack of interest, laziness, apathy, bickering, jealousy,
quarrelsome, pessimism, etc.

Factors Affecting Morale

1. The Organization:
The first factor affecting the employee morale is the organization itself. The organization influences
the worker’s attitudes to their jobs. The public reputation of an organization may build up for better
or worse, their attitudes towards it.

2. The Nature of Work:

The nature of the work, the worker is expected to perform also affects his attitude towards the job as
well as his morale. If the employee is expected to perform routine or specialized jobs, he will feel
bored and alienated. Repetition of the same task again and again makes the working situation worse
for the employees. Another factor is the large impersonal organizational structure. Sometimes, if the
employee feels that he is just a cog in the machine instead of a person, his morale will become very
low. Lack of understanding of organizational goals may also affect the morale. Another factor which
causes low morale is the assembly line operations moving at a constant speed.

3. The Level of Satisfaction:

The level of satisfaction, a worker derives from his job is another determinant of morale. If the job
factors and the satisfaction they bring is perceived to be favourable by the employee morale will tend
to be higher than if there factors seem to be unfavourable. The job factors include the factors such as
opportunities for promotions, job security, steadiness of employment, opportunities to learn the job
 and to use his own ideas, pay working conditions, recognition, cooperativeness of co-workers, group
relationship etc.

4. The Level of Supervision:

The level of supervision received by an employer has a tremendous influence on his morale. High
rate of employee turnover indicates that the leadership is ineffective. On the other hand, if employees
are given freedom to do the job, their morale will be high. Nobody likes to be supervised all the time.

5. Concept of Self:
What is the employee’s concept of himself? The answer to this question influences the attitudes of
the employees to the organizational enuronment. How an employee perceives himself, is a very
important question. The morale of persons who have lots of self confidence or who enjoy good
mental and physical health is generally high as compared to those who lack self confidence or suffer
from poor physical or mental health.
6. Worker’s Perception of Rewards System:
The worker’s perception of past rewards and future opportunities for rewards affect their morale to a
substantial extent. If the workers regard the rewards as fair and satisfactory, their morale will tend to
by higher than if the perception is in the opposite direction. Moreover, if the rewards and
opportunities for the future tend to be bleak, morale will tend to be low as compared to the situation
where the worker perceives opportunities for satisfaction and for attainment in the rewards that lie
ahead in the future.

6. The Employee’s Age:

Studies have reported that age and morale are directly related. Other things being equal, elder
employees seem to have higher morale. This is because of the reason that perhaps younger workers
are more dissatisfied with higher expectations than their elders. The older employees have more
stability which comes with maturity, a serious attitude towards job. more reliability, less
absenteeism, proven steady work habits, a sense of responsibility and loyalty and less tendency to be
distracted by outside interest as influences.

7. The Employee’s Educational Level:

Studies have concluded an inverse relationship in the educational level of the employee and his
morale. Higher the educational level lower will be the job satisfaction and vice versa. The higher he
thinks he should be the more dissatisfied he will be.

Q.26 WHAT DO YOU MEAN BY PERSONNAL TURNOVER AND EXPLAIN

THE DIFFERENT METHODS OF PERSONNAL TURNOVER?

In human resource terms, personnel turnover is a measurement of how long your employees stay
with your company and how often you have to replace them. Any time an employee leaves your
company, for any reason, they are called a turnover or separation.

The definitions of labour turnover are given below:

(1) Labour turnover according to separation method:

 This definition does not take into consideration the fact of surplus labour. This definition will give

incorrect result when the surplus workers are discharged because labour turnover calculated in this

way will be high.

(2) Labour turnover according to flux method:

This definition will not be applicable when the organisation is expanding. In such a case, many new

workers are engaged and there may be no separation; even then labour turnover calculated will be

high.

This definition will misguide when an organisation has reached its optimum size and does not

require expansion at all. In such a case, labour turnover, as per this definition, will show half the

actual percentage of labour turnover.

(4) Labour turnover according to replacement method:

This definition takes into account the surplus labour. This definition will also give correct labour

turnover when the factory is expanding because all additions are not to be taken only workers

replaced due to leavers are to be taken. Therefore, this definition can be taken to be the most reliable

definition out of all the definitions given above.

Q.27 GIVE OUT YOUR STRATEGIES TO RETAIN YOUR BEST EMPLOYEES?

1. Create an environment that makes your employees feel like an asset to your
company. Don’t make them feel like overhead.  Allow them to feel secure in their job.  Greet
them by name, letting them know that you know who they are and what their contributions
are to the company.  Get their input about rules or changes that may need to be made. 
Encourage goal-setting and let them make their own choices as often as possible.
 2. Make expectations and goals of the company clear.  Be sure you have job descriptions so
your employees know what is required of them.  If there are changes that need to be made,
don’t expect them to learn that by osmosis.  You must communicate directly and clearly. 
Good employees want to please you, but they need to know what it is they need to do to make
that happen.

3. Create an open and honest work environment.  Give feedback on work performed and be
willing to listen, really listen, to the concerns of your employees.  Chance meetings in the
hall where social greetings are exchanged are good, but do not take the place of actually
sitting down face-to-face and discussing any work-related concerns.  Be open and listen to
new ideas.  Accept suggestions for problem-solving.  Be available and open when your
employee asks for your guidance.  Keep your top talent informed about what is happening
with the company - don’t let rumors take over. If there are problems or set-backs,
communicate this.

Related: 1 Tip from a CEO: Empower and Engage Your Employees

4. Provide opportunities to grow and learn, and let your employees know there is room for
advancement in your company.  Provide tuition for continuing education classes.  Give
challenging and stimulating work.  Tap into their passion and allow them to focus their time
and energy on projects they can enjoy.  Let them know what career development plans you
may have for them and what opportunities are available for them to grow with the company.

5. Recognize and reward good work.  Monetary bonuses are always nice, but recognition of a
job well done goes a long way to creating good will and loyalty.  Recognition needs to be
specific:  “Good job” is acceptable, but “Good job on the Nelson project” is better.  In order
to retain talent, you must make them feel appreciated, respected and worthwhile.  Recent
studies show that when employees feel undervalued and unappreciated, they look for other
employment.  They need to feel that their contributions to the business are important.  But the
feedback and praise must be sincere.  Top talent is smart enough to know the difference
between sincere appreciation and platitudes.

Q.28 DEFINE PERFORMANCE APPRAISAL AND EXPLAIN NEED AND

IMPORTANCE OF PERFORMANCE APPRAISAL?

Performance Appraisal is defined as a systematic process, in which the personality and performance
of an employee is assessed by the supervisor or manager, against predefined standards, such as
knowledge of the job, quality and quantity of output, leadership abilities, attitude towards work,
attendance, cooperation, judgment, versatility, health, initiative and so forth.

importance of performance appraisal

Performance appraisal provides important and useful information for the assessment of employee's
skill, knowledge, ability and overall job performance. The following are the points which indicate
the importance of performance appraisal in an organization:

1. Performance appraisal helps supervisors to assess the work performance of their subordinates.
 2. Performance appraisal helps to assess the training and development needs of employees.

3. Performance appraisal provides grounds for employees to correct their mistakes, and it also
provides proper guidance and criticism for employee's development.

4. Performance appraisal provides reward for better performance.

5. Performance appraisal helps to improve the communication system of the organization

6. Performance appraisal evaluates whether human resource programs being implemented in the
organization have been effective.

7. Performance appraisal helps to prepare pay structure for each employee working in the
organization.

8. Performance appraisal helps to review the potentiality of employees so that their future capability
is anticipated..

Q.29 EXPLAIN IN DETAIL PROCESS OF PERFORMANCE APPRAISAL?

1. Establish Performance Standards:

The appraisal process begins with the establishment of performance standards. The managers must
determine what outputs, accomplishments and skills will be evaluated. These standards should have
evolved out of job analysis and job descriptions.

These performance standards should also be clear and objective to be understood and measured.
Standards should not be expressed in an articulated or vague manner such as “a good job” or “a full
day’s work” as these vague phrases tells nothing.

2. Communicate Performance Expectations to Employees:

Once the performance standards are established, this need to be communicated to the respective
employees so that they come to know what is expected of them. Past experience indicates that not
communicating standards to the employees compounds the appraisal problem.

Here, it must be noted that mere transference of information (relating to performance standards, for
example) from the manager to the employees is not communication It becomes communication only
when the transference of information has taken place and has been received and understood by the
employees’.

The feedback from the employees on the standards communicated to them must be obtained. If
required, the standards may be modified or revised in the light of feedback obtained from the
employees. It is important to note that communication is a two-way street.

3. Measure Actual Performance:

 This is the third step involved in the appraisal process. In this stage, the actual performance of the
employee is measured on the basis of information available from various sources such as personal
observation, statistical reports, oral reports, and written reports.

Needless to mention, the evaluator’s feelings should not influence the performance measurement of
the employee. Measurement must be objective based on facts and findings. This is because what we
measure is more critical and important to the evaluation process than how we measure.

4. Compare Actual Performance with Standards:

In this stage, the actual performance is compared with the predetermined standards. Such a
comparison may reveal the deviation between standard performance and actual performance and will
enable the evaluator to proceed to the fifth step in the process, i.e., the discussion of the appraisal
with the concerned employees.

5. Discuss the Appraisal with the Employee:

The fifth step in the appraisal process is to communicate to and discuss with the employees the
results of the appraisal. This is, in fact, one of the most challenging tasks the manager’s face to
present an accurate appraisal to the employees and then make them accept the appraisal in a
constructive manner.

A discussion on appraisal enables employees to know their strengths and weaknesses. This has, in
turn, impact on their future performance. Yes, the impact may be positive or negative depending
upon how the appraisal is presented and discussed with the employees.

6. Initiate Corrective Action:

The final step in the appraisal process is the initiation of corrective action when it is necessary. The
areas needing improvement are identified and then, the measures to correct or improve the
performance are identified and initiated.The corrective action can be of two types. One is immediate
and deals predominantly with symptoms. This action is often called as “putting out fires.” The other
is basic and delves into causes of deviations and seeks to adjust the difference permanently.

Q.30 EXPLAIN IN DETAIL DIFFERENT METHODS OF PERFORMANCE

APPRAISAL?
1. Ranking Method

The ranking system requires the rater to rank his subordinates on overall performance. This
consists in simply putting a man in a rank order. Under this method, the ranking of an
employee in a work group is done against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It may also be done by ranking a
person on his job performance against another member of the competitive group.

2. Forced Distribution method

 This is a ranking technique where raters are required to allocate a certain percentage of rates
to certain categories (eg: superior, above average, average) or percentiles (eg: top 10 percent,
bottom 20 percent etc). Both the number of categories and percentage of employees to be
allotted to each category are a function of performance appraisal design and format. The
workers of outstanding merit may be placed at top 10 percent of the scale, the rest may be
placed as 20 % good, 40 % outstanding, 20 % fair and 10 % fair.

3. Critical Incident techniques

Under this method, the manager prepares lists of statements of very effective and ineffective
behaviour of an employee. These critical incidents or events represent the outstanding or poor
behaviour of employees or the job. The manager maintains logs of each employee, whereby
he periodically records critical incidents of the workers behaviour. At the end of the rating
period, these recorded critical incidents are used in the evaluation of the worker’s
performance. Example of a good critical incident of a Customer Relations Officer is : March
12 - The Officer patiently attended to a customers complaint. He was very polite and prompt
in attending the customers problem.

4. Checklists and Weighted Checklists

In this system, a large number of statements that describe a specific job are given. Each
statement has a weight or scale value attached to it. While rating an employee the supervisor
checks all those statements that most closely describe the behaviour of the individual under
assessment. The rating sheet is then scored by averaging the weights of all the statements
checked by the rater. A checklist is constructed for each job by having persons who are quite
familiar with the jobs. These statements are then categorized by the judges and weights are
assigned to the statements in accordance with the value attached by the judges.

Q.31 DEFINE MBA &EXPLAIN PROCESS OF MBA?

The practical importance of objectives in management can best be seen by summarizing how
successful managing by objectives works in practice.

The 6 steps of the MBO process are;

1. Define organizational goals

2. Define employees objectives
3. Continuous monitoring performance and progress
 4. Performance evaluation
5. Providing feedback
6. Performance appraisal
Let’s briefly look at each of these;
1. Define Organizational Goals
Goals are critical issues to organizational effectiveness, and they serve a number of purposes.
Organizations can also have several different kinds of goals, all of which must be appropriately
managed.
And a number of different kinds of managers must be involved in setting goals. The goals set by
the superiors are preliminary, based on an analysis and judgment as to what can and what
should be accomplished by the organization within a certain period.
2. Define Employees Objectives
3. After making sure that employees’ managers have informed of pertinent general objectives,
strategies and planning premises, the manager can then proceed to work with employees in
setting their objectives.
The manager asks what goals the employees believe they can accomplish in what time period, and
with what resources. They will then discuss some preliminary thoughts about what goals seem
feasible for the company or department.
4. Continuous Monitoring Performance and Progress
MBO process is not only essential for making line managers in business organizations more
effective but also equally important for monitoring the performance and progress of employees.
For monitoring performance and progress the followings are required;

1. Identifying ineffective programs by comparing performance with pre-

established objectives,
2. Using zero-based budgeting,
3. Applying MBO concepts for measuring individual and plans,
4. Preparing long and short-range objectives and plans,
5. Installing effective controls, and
6. Designing a sound organizational structure with clear, responsibilities and
decision-making authority at the appropriate level.
5. Performance Evaluation
Under this MBO process performance review are made by the participation of the concerned
managers.
6. Providing Feedback
The filial ingredients in an MBO program are continuous feedback on performance and goals that
allow individuals to monitor and correct their own actions.
This continuous feedback is supplemented by periodic formal appraisal meetings which superiors
and subordinates can review progress toward goals, which lead to further feedback.
7. Performance Appraisal
Performance appraisals are a regular review of employee performance within organizations. It
is done at the last stage of the MBO process.

Q.32 WHAT IS PERFORMANCE COUNSELLING AND THE EXPLAIN THE

ELEMENTS OF PERFORMANCE COUNSELLING?
 Ans. Ans. Performance counseling is a very useful activity provided both thecounselor and the
counselee take it in the right spirit. ... Performance Counseling refers to the help provided by a
manager to his subordinates in objectively analyzing theirperformance.
1)RESPONSIVE SERVICE :-
The purpose of the Responsive Service component is to intervene with or on behalf of those students
in pre-kindergarten through 12th grades whose personal circumstance, concerns, or problems are
threatening to interfere with or are interfering with their healthy personal, social, career and /or
educational development.
2)SYSTEM SUPPORT:-
The System Support component describes management activities which assure the delivery of a high
quality guidance program, and service which indirectly benefit students by supporting other
programs.
3)GUIDANCE CURRICULUM :-
The Guidance Curriculum component includes skill-based lessons and units designed to help all
students in kindergarten through 12th grade develop competence in essential life skills.
4)INDIVIDUAL PLANNING:-
The Individual planning component is where students are guided in planning, monitoring and
managing their own educational, career, personal and social development. Each student is provided
with necessary steps toward his/her established goals.
Q.33 DEFINE CAREER PLANNING AND GIVE ON THE OBJECTIVE OF
CAREER PLANNING?
Career planning consists of activities and actions that you take to achieve your individual career
goals. Career planning is the ongoing process where you:

 Explore your interests and abilities;

 Strategically plan your career goals; and

 Create your future work success by designing learning and action plans to help you achieve
your goals.

The major objectives of career planning are as follows:

 To identify positive characteristics of the employees.
 To develop awareness of each employee’s uniqueness.
 To respect feelings of other employees.
 To attract talented employees to the organization.
 To train employees towards team-building skills.
 To create healthy ways of dealing with conflicts, emotions, and stress
Q.34 EXPLAINS IN DETAIL IMPORTANCE AND LIMITATIONS OF CAREER
PLANNING?

Importance of Career Planning

It is important to come up with your career planning as it gives you the much needed direction and
makes it clear there where you see yourself in future. It makes you aware of your strength and
weaknesses and the skills and knowledge that are required to achieve your goals in future.

A large proportion of our life is spent in achieving our career goals, thus it is very important to make
sure that right steps were taken and correct planning was done in the early years of your life. There
are very few lucky ones who are born with a clear mind and who knows what they want to do and
where they see themselves in life ahead. But majority of us are not sure what we want from life and
so it in very important to plan out things. Thus career planning is what gives your career and in some
way your life, true meaning and purpose.

Limitations of Career Planning

Though career planning helps an organization in numerous ways, it has a few limitations that
undermine the importance and relevance of careerplanning. These arc:

Time Factor

Career planning is usually a long-term and time-consuming process. It is based on the logic  of
suffering short-term pain to get long-term gains. However, organizations may not be  ready to
spend a lot of time and resources on a process that would prove beneficial only in the long term.

Unsuitable for Large Workforce,

It may not be possible for organizations with a large workforce to develop individual career
plans breach and every employee of the organizat ion. This is because the career plan process
requires an in-depth analysis of each employee's strengths and weaknesses on a sustained basis.

Lack of Objectivity

Only those organizations which believe in strict observance of objectivity in promotion and
transfers can succeed in career planning. In contrast, favouritism and nepotism in  promotions
often make career planning an unsuccessful exercise.

External Interventions

Government rules and regulations can also affect the Greer planning options of an organization. For
example, the government may make it mandatory for the organization to adopt reserva tions in
promotions, especially iUl is a government organization or a public sector enterprise.

Lack of Knowledge and Awareness

Career planning by an employee is essentially a self-management process. It requires the employees
to be aware of the basics of career planning and management activities. However, the employees at
the lower levels of the organizational hierarchy may not be familiar with the career planning process.

Lack of Flexibility
 Many organizations treat career planning as a ritualistic, rigid exercise. They often fail
to consider the uncertainties caused to the career planning activities by the changes in the situation.
In fact, the absence of dynamic career planning programmes may limit the applicability  of the
career plans in uncertain and changing situations.

Difficulty in Measuring Career Success

Since career  success is an abstract concept, it is interpreted differently by different persons. Some
may consider a good performance in the job as career success. Others may consider the quality of
life as an indicator of career success. Still others may consider the vertical mobil ity in the
organizational structure as career success. This divergence of opinions may cause confusion and
vagueness in interpreting career success.

Q.35 WHAT IS TRAINING?

ANS-
Training constitutes a basic concept in human resource development. It is
concerned with developing a particular skill to a desired standard by instruction and
practice. Training is a highly useful tool that can bring an employee into a position
where they can do their job correctly, effectively, and conscientiously. Training is the
act of increasing the knowledge and skill of an employee for doing a particular job.

Definition of Training:

Dale S. Beach defines training as ‘the organized procedure by which people learn knowledge
and/or skill for a definite purpose’. Training refers to the teaching and learning activities
carried on for the primary purpose of helping members of an organization acquire and apply
the knowledge, skills, abilities, and attitudes needed by a particular job and organization.

According to Edwin Flippo, ‘training is the act of increasing the skills of an employee for
doing a particular job’.

Need for Training:

Every organization should provide training to all the employees irrespective of their
qualifications and skills.

Specifically the need for training arises because of following reasons:

1. Environmental changes:
Mechanization, computerization, and automation have resulted in many changes that require
trained staff possessing enough skills. The organization should train the employees to enrich
them with the latest technology and knowledge.

2. Organizational complexity:
With modern inventions, technological upgradation, and diversification most of the
organizations have become very complex. This has aggravated the problems of coordination.
So, in order to cope up with the complexities, training has become mandatory.
3. Human relations:
Every management has to maintain very good human relations, and this has made training as
one of the basic conditions to deal with human problems.

4. To match employee specifications with the job requirements and organizational

needs:
An employee’s specification may not exactly suit to the requirements of the job and the
organization, irrespective of past experience and skills. There is always a gap between an
employee’s present specifications and the organization’s requirements. For filling this gap
training is required.

5. Change in the job assignment:

Training is also necessary when the existing employee is promoted to the higher level or
transferred to another department. Training is also required to equip the old employees with
new techniques and technologies.

Importance of Training:
Training of employees and mangers are absolutely essential in this changing environment. It
is an important activity of HRD which helps in improving the competency of employees.
Training gives a lot of benefits to the employees such as improvement in efficiency and
effectiveness, development of self confidence and assists every one in self management.

The stability and progress of the organization always depends on the training imparted to the
employees. Training becomes mandatory under each and every step of expansion and
diversification. Only training can improve the quality and reduce the wastages to the
minimum. Training and development is also very essential to adapt according to changing
environment.

Types of Training:
Various types of training can be given to the employees such as induction training, refresher
training, on the job training, vestibule training, and training for promotions.

Some of the commonly used training programs are listed below:

1. Induction training:
Also known as orientation training given for the new recruits in order to make them
familiarize with the internal environment of an organization. It helps the employees to
understand the procedures, code of conduct, policies existing in that organization.

2. Job instruction training:

This training provides an overview about the job and experienced trainers demonstrates the
entire job. Addition training is offered to employees after evaluating their performance if
necessary.

3. Vestibule training:
It is the training on actual work to be done by an employee but conducted away from the
work place.
 4. Refresher training:
This type of training is offered in order to incorporate the latest development in a particular
field. This training is imparted to upgrade the skills of employees. This training can also be
used for promoting an employee.

5. Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a supervisor.

Q.36 WHAT IS TRAINING NEEDS ANALYSIS AND WHAT IS THE PROCESS

OF TNA?
ANS-
Definition: Training Needs Analysis
Training needs analysis is the process of identifying the training and development needs of
employees and volunteers in an organization. It considers the strategic objectives of the
organization as well as the individual’s career goals to determine training needs. It helps in
the process of identifying gaps between employee training needs and actual training
performed.
Training needs analysis is generally carried out at three levels: organizational, team and
individual level. It is important to be carried out at all 3 levels to achieve organizational as
well as individual goals.

The steps involved in TNA can be illustrated by the following figure:

Step 1: Set the TNA in Context.

The key to getting a TNA right is to set it within its proper context, whether the focus of the
TNA is company-wide, a department or a new project team. The context of a Training Needs
Analysis is the organisation’s business plan and this should be readily available, especially at
the higher levels of the organisation.

The business plan will spell out the organisation’s goals and objectives. Ideally, each
department, each section and each team will have specific objectives related to the overall
organisational business plan. Whether this is the case or not, the training manager will need
to assist the relevant line manager in clarifying the objectives of the business unit that is the
subject of the Training Needs Analysis (be this a team or section or a whole department). If
there are sub-units or teams within the business unit, the objectives of each should be
clarified.

Step 2: Identify the Knowledge, Skills, Behaviours and Attitudes required.

In order to meet the objectives of the business unit, what knowledge, skills, behaviours and
attitudes are required? The focus here is not on individual roles but on the business unit as a
whole. If there are sub-units or teams within the business unit, this process needs to be
completed for each. This is an important task, but it is primarily the responsibility of the
relevant line manager and the training manager should only play a supporting role.
Step 3: Cascade Down from the Business Unit Level to Individual Roles.

Having identified the knowledge, skills, behaviours and attitudes required to meet the
business unit’s objectives (and those of any sub-units), this should now be completed for
each individual role. Again the starting point is the objectives of each role and this keeps the
focus of the TNA on business objectives. Job descriptions for the various roles will be useful
here.

Step 4: Assess the current levels of Knowledge, Skills, Behaviours and Attitudes.

The current level of knowledge, skills, behaviours and attitudes should be assessed for each
individual. Where performance appraisal systems are in use and capture such information,
this will greatly assist with this task. Where gaps are identified, a training need exists in that
area for the individual concerned.

Step 5: Collate the Material.

The information gathered on gaps between required and existing levels of knowledge, skills,
behaviours and attitudes for each individual should be collated at each sub-unit or team level.
This will identify the training needs of the sub-units or teams. Collating the information of all
sub-units or teams will then identify the training needs of the overall business unit in
question and the Training Needs Analysis is complete.

The information gathered at each step of the process should be retained as it will be useful
for subsequent Training Needs Analyses. In particular, while the information on the
knowledge, skills, behaviours and attitudes required for the business unit and each of its sub-
units and individual roles is time consuming to uncover, it is invaluable not only for future
TNA’s, but for many other organisational purposes too such as recruitment and performance
appraisal.

Once the Training Needs Analysis has been completed, solutions to the identified training
needs should be developed in consultation with the relevant line managers and individuals.
As the Training Needs Analysis was focused on business objectives throughout the process,
the training solutions too will be focused on better meeting business objectives.

This makes obtaining the necessary resources easier to obtain as the ROI (Return on
Investment) can be more straightforwardly stated. Additionally, evaluation of training
provision will be also be straightforward as the training will have clearly stated objectives.
Q.37 TRAINING PROCESS
ANS-
Definition: 

The Training Process comprises of a series of steps that needs to be followed systematically

to have an efficient training programme. The Training is a systematic activity performed to
modify the skills, attitudes and the behavior of an employee to perform a particular job.

Training Process

1. Needs assessment: The first step in the training process is to assess the need for
training the employees. The need for training could be identified through a diagnosis of
present and future challenges and through a gap between the employee’s actual performance
and the standard performance.

The needs assessment can be studied from two perspectives: Individual and group. The
individual training is designed to enhance the individual’s efficiency when not performing
adequately. And whereas the group training is intended to inculcate the new changes in the
employees due to a change in the organization’s strategy.
 2. Deriving Instructional Objectives: Once the needs are identified, the objectives for
which the training is to be conducted are established. The objectives could be based on the
gaps seen in the training programmes conducted earlier and the skill sets developed by the
employees.
3. Designing Training Programme: The next step is to design the training programme
in line with the set objectives. Every training programme encompasses certain issues such as:
Who are the trainees? Who are the trainers? What methods are to be used for the training?
What will be the level of training? etc.Also, the comprehensive action plan is designed that
includes the training content, material, learning theories, instructional design, and the other
training requisites.
4. Implementation of the Training Programme: Once the designing of the training
programme is completed, the next step is to put it into the action. The foremost decision that
needs to be made is where the training will be conducted either in-house or outside the
organization.

Once it is decided, the time for the training is set along with the trainer who will be
conducting the training session. Also, the trainees are monitored continuously throughout the
training programme to see if it’s effective and is able to retain the employee’s interest.

5. Evaluation of the Training Programme: After the training is done, the employees
are asked to give their feedback on the training session and whether they felt useful or not.
Through feedback, an organization can determine the weak spots if any, and can rectify it in
the next session.The evaluation of the training programme is a must because companies
invest huge amounts in these sessions and must know it’s effectiveness in terms of money.

Thus, every firm follows the series of steps to design an effective training programme that
serves the purpose for which it was intended.

Q.38 WHAT IS MANAGEMENT BY OBJECTIVE AND PROCESS OF MBO?

ANS-

MBO or management by objectives is defined as a comprehensive managerial system that

integrates many key managerial activities in a systematic process and that is consciously
directed toward the effective and efficient achievement of organizational and individual
objectives.

The practical importance of objectives in management can best be seen by summarizing how
successful managing by objectives works in practice.
The 6 steps of the MBO process are;

1. Define organizational goals

2. Define employees objectives
3. Continuous monitoring performance and progress
4. Performance evaluation
5. Providing feedback
6. Performance appraisal

Let’s briefly look at each of these;

1. Define Organizational Goals
Goals are critical issues to organizational effectiveness, and they serve a number of
purposes. Organizations can also have several different kinds of goals, all of which must
be appropriately managed.
And a number of different kinds of managers must be involved in setting goals. The goals
set by the superiors are preliminary, based on an analysis and judgment as to what can
and what should be accomplished by the organization within a certain period.
2. Define Employees Objectives

After making sure that employees’ managers have informed of pertinent general
objectives, strategies and planning premises, the manager can then proceed to work with
employees in setting their objectives.
The manager asks what goals the employees believe they can accomplish in what time
period, and with what resources. They will then discuss some preliminary thoughts about
what goals seem feasible for the company or department.

3. Continuous Monitoring Performance and Progress

MBO process is not only essential for making line managers in business organizations
more effective but also equally important for monitoring the performance and progress of
employees.
For monitoring performance and progress the followings are required;

1.

 Identifying ineffective programs by comparing performance with pre-

established objectives,
 Using zero-based budgeting,
 Applying MBO concepts for measuring individual and plans,
 Preparing long and short-range objectives and plans,
 Installing effective controls, and
 Designing a sound organizational structure with clear, responsibilities
and decision-making authority at the appropriate level.

4. Performance Evaluation
Under this MBO process performance review are made by the participation of the
concerned managers.
 5. Providing Feedback
The filial ingredients in an MBO program are continuous feedback on performance and
goals that allow individuals to monitor and correct their own actions.
This continuous feedback is supplemented by periodic formal appraisal meetings which
superiors and subordinates can review progress toward goals, which lead to further
feedback.

6. Performance Appraisal
Performance appraisals are a regular review of employee performance within
organizations. It is done at the last stage of the MBO process.

Q.39 WHAT IS CAREER PLANNING?

ANS-

Definitions:

1. A career may be defined as ‘ a sequence of jobs that constitute what a person does for a
living’.

2. According to Schermerborn, Hunt, and Osborn, ‘Career planning is a process of

systematically matching career goals and individual capabilities with opportunities for their
fulfillment’.

3. Career planning is the process of enhancing an employee’s future value.

4. A career plan is an individual’s choice of occupation, organization and career path.

Career planning encourages individuals to explore and gather information, which enables
them to synthesize, gain competencies, make decisions, set goals and take action. It is a
crucial phase of human resource development that helps the employees in making strategy
for work-life balance.

Features of Career Planning and Career Development:

1. It is an ongoing process.

2. It helps individuals develop skills required to fulfill different career roles.

3. It strengthens work-related activities in the organization.

4. It defines life, career, abilities, and interests of the employees.

5. It can also give professional directions, as they relate to career goals.

 Objectives of Career Planning:
:

The major objectives of career planning are as follows:

1. To identify positive characteristics of the employees.

2. To develop awareness about each employee’s uniqueness.

3. To respect feelings of other employees.

4. To attract talented employees to the organization.

5. To train employees towards team-building skills.

6. To create healthy ways of dealing with conflicts, emotions, and stress.

Benefits of Career Planning:

1. Career planning ensures a constant supply of promotable employees.

2. It helps in improving the loyalty of employees.

3. Career planning encourages an employee’s growth and development.

4. It discourages the negative attitude of superiors who are interested in suppressing the
growth of the subordinates.

5. It ensures that senior management knows about the calibre and capacity of the employees
who can move upwards.

6. It can always create a team of employees prepared enough to meet any contingency.

7. Career planning reduces labour turnover.

8. Every organization prepares succession planning towards which career planning is the first
step.

Q.40 WRITE SHORT NOTE ON ADVANTAGES AND DISADVANTAGES OF

TRAINING
ANS-

A training programme has the following advantages. They are

ADVANTAGES TO THE COMPANY:

 1. Increased  efficiency of employees: An effective training programme can make the

employees of the company work in an effective manner. With training people gain
confidence and this confidence is seen in the output  and results.

2. Reduced supervision: An employee needs to be supervised when he works. When the

employee has got sufficient training the amount of supervision  required is less as mistakes
are less. This reduces the workload of the supervisor.

3. Less amount of wastage:  The amount of wastage by an employee is reduced a lot due to

training and therefore if we take an account of the amount of wastage we find that
the company has saved a lot of money.

4. Reduced turnover: Proper training improves chances of obtaining promotions and

employees are happy because they have better opportunities Due to this their chances of
leaving their current job reduces greatly thereby reducing labour turnover in the company.

5. Helps new employees in the organization: Training always benefits employees whether

old or new. In case of new    employees, training helps them a lot . This is because new
employees may not be aware of the functioning of the organization and training helps them
to gain knowledge and insight into the working of the company.

6. Better labour –management relations: Labour – management relations are very essential

for any organization. When      companies introduce training programmes and prepare
employees for future jobs and promotions they  send out a message to the unions that they
are interested in employee welfare. Due to this the unions also adopt a positive attitude
and labour- management relations improve.

ADVANTAGES TO THE EMPLOYEE:

1. Self-confidence: Training leads to increase in employee self-confidence. The person is

able toadjust to his work environment and doesn’t feel humiliated in front of his seniors.
This confidence leads to chances of better efforts in the future from the employees.

2. Increased motivation levels: Training brings positive attitude among employees and

increases the motivation levels of the employees in the organization, thereby improving the
results of the organization.

3. High rewards:  An effective training programme helps an employee to take the benefit of
therewards systems and incentives available in the company . Thus the employee is able to
get these rewards , which in turn increases his motivation levels.
 4. Group efforts: An effective training programme not only teaches an employee how to do
his     work but also trains him to work as a part of the group. Thus training programmes
improve group efforts

5. Promotion: Effective training programmes increase performance and increase the chances

ofobtaining promotions. Many employees even opt for certain programmes so that  they can
help the employee to improve his chances of promotions and obtaining higher positions in
the organization.

DISADVANTAGES OF TRAINING PROGRAM

Although some type of training for employees is essential for almost any business,
employers must consider the potential drawbacks or disadvantages that training employees
can have on the company, existing staff and bottom line. Companies can use a variety of
ways to train employees, such as on-the-job training or classroom training, but all of them
present a few problems for employers. Before you choose a training method, explore the
disadvantages of training in human resource management as well as the advantages.

Cost Can be Prohibitive

One of the biggest potential disadvantages of training employees is the cost of the process.
If you handle the training internally, it costs money because you have to pay one of your
employees for training instead of doing productive work. If you use an outside trainer, you
have to pay him for his time. You could send your employees to a seminar or training
conference in another location, which also can represent a substantial cost for the company.

Quality Depends on the Trainer's Qualifications

If an employee is very talented at her job, you might think that she would make a good
trainer for new employees. Unfortunately, this is not always the case. Being able to train
employees is a special skill and not everyone has this ability. When it comes to using an
employee to train other employees, you might move someone out of her comfort zone and
she may be unable to train the new employees as you need them to be trained. On the other
hand, if she's not just a talented worker, but also enthusiastic about the company and a great
communicator, she may pass the interview stage. For high-level positions, you're better off
hiring a corporate trainer with a bachelor or graduate degree.

Takes Time From Daily Operations

Another potential problem with training employees is that you may not have enough time
to do so adequately. Many companies only devote a small amount of time to training new
employees, and it could result in the employees not knowing everything they need to know
to be successful. The trainer may have to rush through the important parts of the job and
skip over some of the other tasks that also need to be understood by the employee.
 Helping Your Competition

You have to train completely inexperienced employees in order for them to do their jobs
effectively, but there can be too much of a good thing if you're in a competitive field. By
giving an employee intensive training, you may be doing a lot of work that will benefit one
of your competitors. It's important to judge the loyalty of your staff before deciding to
invest in advanced training programs. Otherwise, they may decide to look for a better offer
elsewhere once they've got more valuable skills on their resume.

Control of the Training

When you delegate the training of new employees to a particular employee or trainer, you
have to be very careful with regard to what the new employees are learning. If the trainer
does not do the job as you want it to be done, your new employees might end up picking up
some bad habits along the way. This could make your entire business perform at a level that
is less than acceptable from your point of view, but the employees would not know it.
Using traditional training methods, such as manuals or videos may not be effective if
they're dated, uninteresting or not engaging. Consider blending updated, online interactive
training models with in-person training to achieve better results, save time and cut costs.

Q.41 DIFERENT METHODS OF TRAINING?

ANS-

Many methods of training are available- each has certain advantages and disadvantages. Here
we list the different methods of training...you can comment on the pros and cons and make
the examples concrete by imagining how they could be applied in training truck drivers.

1. Technology-Based Learning

Common methods of learning via technology include:

 Basic PC-based programs

 Interactive multimedia - using a PC-based CD-ROM

 Interactive video - using a computer in conjunction with a VCR

 Web-based training programs

The forms of training with technology are almost unlimited. A trainer also gets more of the
learner''s involvement than in any other environment and trainees have the benefit of learning
at their own pace.

Example: In the trucking industry one can imagine interactive multimedia training on
tractor-trailers followed by a proficiency test to see how well the employee knows the truck.
 2. Simulators

Simulators are used to imitate real work experiences.

Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are
indispensable. Astronauts also train extensively using simulators to imitate the challenges
and micro-gravity experienced on a space mission. The military also uses video games
(similar to the "shoot-em-up" ones your 14-year old plays) to train soldiers.

Example: Truck drivers could use simulators to practice responding to dangerous driving

situations.

3. On-The-Job Training

Jumping right into work from day one can sometimes be the most effective type of training.

Here are a few examples of on-the-job training:

 Read the manual - a rather boring, but thorough way of gaining knowledge of about a
task.

 A combination of observation, explanation and practice.

 Trainers go through the job description to explain duties and answer questions.

 Use the intranet so trainees can post questions concerning their jobs and experts
within the company can answer them.

On-the-job training gives employees motivation to start the job. Some reports indicate that
people learn more efficiently if they learn hands-on, rather than listening to an instructor.
However, this method might not be for everyone, as it could be very stressful.

Example: New trucking employees could ride with experienced drivers. They could ask
questions about truck weigh stations, proper highway speeds, picking up hitchhikers, or any
other issues that may arise.

4. Coaching/Mentoring

Coaching/mentoring gives employees a chance to receive training one-on-one from an

experienced professional. This usually takes place after another more formal process has
taken place to expand on what trainees have already learned.

Here are three examples of coaching/mentoring:

 Hire professional coaches for managers (see our HR.com article on Understanding
Executive Coaching)

 Set up a formal mentoring program between senior and junior managers

 Implement less formal coaching/mentoring to encourage the more experienced

employees to coach the less experienced.

Coaching/mentoring gives trainees the chance to ask questions and receive thorough and
honest answers - something they might not receive in a classroom with a group of people.

Example: Again, truck drivers could gain valuable knowledge from more experienced
drivers using this method.

5. Lectures

Lectures usually take place in a classroom-format.

It seems the only advantage to a lecture is the ability to get a huge amount of information to a
lot of people in a short amount of time. It has been said to be the least effective of all training
methods. In many cases, lectures contain no form of interaction from the trainer to the trainee
and can be quite boring. Studies show that people only retain 20 percent of what they are
taught in a lecture.

Example: Truck drivers could receive lectures on issues such as company policies and
safety.

6. Group Discussions & Tutorials

These most likely take place in a classroom where a group of people discuss issues.

For example, if an unfamiliar program is to be implemented, a group discussion on the new

program would allow employees to ask questions and provide ideas on how the program
would work best.

A better form of training than lectures, it allows all trainees to discuss issues concerning the
new program. It also enables every attendee to voice different ideas and bounce them off one
another.

Example: Truck drivers could have group discussions and tutorials on safety issues they face
on the road. This is a good way to gain feedback and suggestions from other drivers.

7. Role Playing
 Role playing allows employees to act out issues that could occur in the workplace. Key skills
often touched upon are negotiating and teamwork.

A role play could take place between two people simulating an issue that could arise in the
workplace. This could occur with a group of people split into pairs, or whereby two people
role play in front of the classroom.

Role playing can be effective in connecting theory and practice, but may not be popular with
people who don´t feel comfortable performing in front of a group of people.

Example: Truck drivers could role play an issue such as a large line-up of trucks is found at
the weighing station and one driver tells another that he might as well go ahead and skip the
whole thing. Or role play a driver who gets pulled over by a police officer and doesn´t agree
with the speeding charge.

8. Management Games

Management games simulate real-life issues faced in the workplace. They attract all types of
trainees including active, practical and reflective employees.

Some examples of management games could include:

 Computer simulations of business situations that managers ´play´.

 Board games that simulate a business situation.

 Games surrounding thought and creativity - to help managers find creative ways to
solve problems in the workplace, or to implement innovative ideas.

Example: In a trucking business, managers could create games that teach truckers the impact
of late deliveries, poor customer service or unsafe driving.

9. Outdoor Training

A nice break from regular classroom or computer-based training, the usual purpose of
outdoor training is to develop teamwork skills.

Some examples include:

 Wilderness or adventure training - participants live outdoors and engage in activities

like whitewater rafting, sailing, and mountain climbing.

 Low-impact programming - equipment can include simple props or a permanently

installed "low ropes" course.
 High-impact programming - Could include navigating a 40-foot "high ropes" course,
rock climbing, or rappelling.

Outgoing and active participants may get the most out of this form of training. One risk
trainers might encounter is distraction, or people who don´t like outdoor activities.

Example: As truck drivers are often on the road alone, they could participate in a nature-
training course along with depot personnel to build esprit de corps.

10. Films & Videos

Films and videos can be used on their own or in conjunction with other training methods.

To be truly effective, training films and videos should be geared towards a specific objective.
Only if they are produced effectively, will they keep the trainees attention. They are also
effective in stimulating discussion on specific issues after the film or video is finished.

Films and videos are good training tools, but have some of the same disadvantages as a
lecture - i.e., no interaction from the trainees.

A few risks to think about - showing a film or video from an outside source may not touch on
issues directly affecting a specific company. Trainees may find the information very
interesting but irrelevant to their position in the company.

Some trainers like to show videos as a break from another training method, i.e. as a break
from a lecture instead of a coffee break.

This is not a good idea for two reasons. One: after a long lecture, trainees will usually want a
break from any training material, so a training film wouldn´t be too popular. Two: using
films and videos solely for the purpose of a break could get expensive.

Example: Videos for truckers could show the proper way to interact with customers or
illustrate preventive maintenance techniques.

11. Case Studies

Case studies provide trainees with a chance to analyze and discuss real workplace issues.
They develop analytical and problem-solving skills, and provide practical illustrations of
principle or theory. They can also build a strong sense of teamwork as teams struggle
together to make sense of a case.

All types of issues could be covered - i.e. how to handle a new product launch.
Example: Truck drivers could use case studies to learn what issues have been faced in the
trucking industry in the past and what they could do if a similar situation were to occur.

12. Planned Reading

Basically planned reading is pre-stage preparation to more formal methods of training. Some
trainees need to grasp specific issues before heading into the classroom or the team-building
session.

Planned reading will provide employees with a better idea of what the issues are, giving them
a chance to think of any questions beforehand.

Example: Here we may be stretching if we think that truckers are going to read through a lot
of material the training department sends them.

Conclusion

Many avenues exist to train employees. The key is to match the training method to the
situation. Assess each training method implemented in the organization and get feedback
from trainees to see if they learned anything. Then take the results from the most popular and
most effective methods to design a specific training program.