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IGNOU MBA MS-02 Solved Assignment 2011

Course Code Course Title Assignment Code Coverage : : : : MS - 02 Management of Human Resources MS-02/SEM - I /2011 All Blocks

Note: Answer all the questions and send them to the Coordinator of the Study Centre you are attached with. 1. Regardless of their industry, size or location, todays organizations are faced with five critical challenges viz ; Globalization, Profitability through growth, Technology, Intellectual capital and Change, Change and more Change. Collectively these challenges require organizations to build new capabilities. Critically comment on the above statements with respect to your experiences with the organization you have been working for/known to you. Give relevant details of the organization you are referring to. Solution : Modern organizational setting is characterized by constant changing relation to environmental factors and human resources. As regard to the environmental factors, we find changes in the operating organizational structure, the network of the working procedures, customs on norms and the economic, political and the social patterns in which organizations exist. Moreover, there is a constant change in human resources, the individuals are employed daily with new creativity, ideas and experiences, while the existing workforce is also continuously changing their ideas, attitudes and even values. These two dimensions reveal the following trends. y y y y y y Increased complexity of the organizations, employment and a clear hierarchy of owners, managers and workers. Increased the number of employers, self-employed and enlarged size of workforce. Enhance the need of training in view of increased requirements of specialized skills. Public interventions and legal complications in employee and employer relationships. Enhanced training and development of managers and professionalisation of management education. Possibility of employment explosion in view of ever increasing size of workforce.

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Rising the formal level of education of rank and file employees who becoming increasingly critical of management malpractice and errors. Rank and file employees rapidly growing demands in different employment situations. Recognizing of close relationships between profits and earnings and ability to manage human resources.

Indeed these trends manifest themselves in problem areas as identified by the managers in organizational settings. Although the change may provide solutions to some problems, it may create several new ones. There is an urgent need to understand these problems, anticipate them and to find solution to them. The responsibility to find out the solutions to these problems lies with every manager who has prepared to deal with different change effectively through educational and developmental programs. Obviously, every manager is responsible for management of human resources of course with the advice and help of personnel department. Management of human resources is the essence of being manager who has to get things done through the people without whom he can be a technician but not a manager. Thus, every manager has to develop and maintain his competency in managing human resources, which have assumed utmost significance in modern organizations. HUMAN FACTOR AND THEIR IMPORTANCE The macroeconomic and management issues facing the Indian economy are the removal of the twin evils of employment and poverty. How to remove these twin evils and more important, promote optimum utilization of human capacities would be a major concern of not only the State but also Indian business and management. In addition, the following major macro and micro issues pose the serious problems to management and it is time that Indian business and management face the challenges of these issues and make a contribution in solving these issues. The macro and micro issues: y y y y y y y y y y y y Capacity utilization-machine as well as human. Combating the inflation and holding the price line. Population problem. Motivation, involvement and consultation. Meeting basic physiological and other needs. Reducing the absenteeism, accidents, loss and damage. Generating employment opportunities, almost to the level of full employment. Human assets accounting, profits and growth. Eliminating strikes and lockouts through voluntary measures. Job redesigning, enlargement, enrichment. Promoting the health, self-renewal and creativity. Promoting exports and economic growth.

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Conservation of resources (renewal and non-renewal.) Increase the productivity of finance. Waste and cost reduction. Promoting the arts and culture, religion, sports, leisure activities. Adoption of village and communities. Promoting entrepreneurship, barefoot entrepreneurs and managers. Eliminating discrimination of all types. Promoting a sense of national identity, awareness and contribution. Promoting industrial and national security. Eliminating poverty completely. Improving the quality of working life. Improving the quality of life.

The human resources (total sum of knowledge, skills, creative abilities, talents and attitudes obtained in the population: National point of view) have also been designed a human factors. According to Michael J. Jucious, human factor refers to a whole consisting of inter-related, interdependent and interacting physiological, psychological, social, and ethical components. It has physiological needs (food, rest, environmental conditions, security etc.), psychological needs (autonomy, achievement, power, acquisitiveness) social needs (affiliation, status, approval, prestige etc.) and it has an ethical creature, it has concepts of right and working. It tends to do what it thinks right. Obviously, the human factor is dynamic in nature as is revealed in motivation and defense mechanism. It is the on going process involving the four sub-processes. The human resources are assuming increasing significance in modern organizations. Obviously, majority of the problem in organizational setting are human and social rather than physical, technical or economic. The failure to recognize this fact causes immense loss to the nation, enterprise and the individual. It is a truism that productivity is associated markedly with the nature of human resources and their total environment consisting of interrelated, interdependent and interacting economic and non-economic (political, religious, cultural, sociological and psychological) factors. Thus, the significance of human resources can be examined from time to time. ******* Next part of this question is to be done by self. Just name your organization where you are working and explain by giving following points: y y y y Size of the organization Area/sector/field in which your organization is working e.g. finance, construcitions, banking, softwares etc No. of employee The challenges your organization needs to face e.g. about competition in market, sales target etc.

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How you and other employees get training and development programs by your company, how these training and development programs help you, the counseling part, problem solving part, daily reports handling, how your HR manages these things etc

2. Briefly describe various methods of Job Analysis. Evaluate and identify the method applied in an organization known to you or you are familiar with. Critically analyze the role and importance of Job Analysis on Work Flow in an organizational setup. Solution : Job Analysis Methods Methods of collecting job analysis information include: OBSERVATION METHODS Methods of observation includes direct observation, work methods analysis, critical incident technique. 1. Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening. 2. Work methods analysis Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis. 3. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance. 4. INTERVIEW METHOD Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured Interviews, unstructured interview, open-ended questions.

QUESTIONNAIRE METHODS Questionnaire methods includes 6 techniques as follows:

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5. Position Analysis Questionnaire (PAQ model) PAQ model is a questionnaire technique of job analysis. It developed by McCormick, Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that describe generic human work behaviors. 6. Functional job analysis (FJA model) FJA model is a technique of job analysis that was developed by the Employment and Training Administration of the United States Department of Labor. It includes 7 scales (numbers) that measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 workerinstruction scale; 3 scales that measure reasoning, mathematics, language. 7. Work Profiling System (WPS model) WPS model is a questionnaire technique of job analysis, is a computer-administered system for job analysis, developed by Saville & Holdsworth, Ltd. 8. MOSAIC model MOSAIC model is a questionnaire technique of job analysis used to collect information from incumbents and supervisors. It contains 151 job tasks rated in terms of importance for effective job performance and 22 competencies rated in terms of importance, and needed proficiency at entry. 9. Common Metric Questionnaire (CMQ model) CMQ model is a technique of job analysis that was developed by Harvey as a worker-oriented job analysis instrument designed to have applicability to a broad range of exempt and nonexempt jobs. It includes 41 general questions of background section, 62 questions of contacts with people, 80 items of decision making, 53 items of physical and mechanical activities, 47 items of work setting. 10. Fleishman Job Analysis System (FJAS model) FJAS model is is a technique of job analysis that describe jobs from the point of view of the necessary capacities. It includes 52 cognitive, physical, psycho-motor, and sensory ability, each of the categories consists of two parts an operational and differential definition and a grading scale.

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OTHER METHODS 11. Task Inventory A task inventory is a list of the discrete activities that make up a specific job in a specific organization. 12. Job element method This method is same the critical incident technique. It focuses on work behaviors and the results of this behavior rather than more abstract characteristics. Job element method developed by Ernest Primoff. 13. Diary method This method is a useful tool of job analysis to ask worker maintaining and keeping daily records or list of activities they are doing on every day. 14. Checklists and rating scales Checklist is job analysis method base on an inventory of job elements. You can ask question about purose of position; key responsibility areas; organization; relationships; decision making; authority; Skills, knowledge, experience; working conditions.

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15. Competency profiling Competency modeling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job. Contents of competency modeling include skills, knowledge, abilities, values, interests, personalities. 16. Examining Manuals/reference materials Manuals/reference materials such as quality manual, human resource manual, procedures, instruction, forms, job descriptionare useful for analyst in job analysis. These documents are available for organizations applied to ISO 9000 standard. 17. Technical conference Technical conference is a useful tool of job analysis base on Subject Matter Experts (SMEs). SMEs conduct brainstorming sessions to identify job elements. SMEs can use all job analysis methods in here. 18.Threshold Traits Analysis System (TTAS model) Threshold Traits Analysis System (TTAS model) is a method of job analysis, was developed in 1970 by Felix Lopez. Threshold traits analysis system include a standard set of 33 traits: ability traits are can do factors and attitudinal traits are willing to do factors. Combination of methods In process of job analysis, analyst can use and associate all methods to collecting job information. For example, when you use direct observation, then you always do interview method. Next part of this question should be completed by yourself. Just name an organization , preferable yours, and then include some of the points given above, to show and explain how job analysis is performed in your company.

3. What are the bare necessary Human Resource Functions data required by a manager for conducting Human Resource Audit and why? Critically evaluate with your experience with the organization you have been working with or any organization you are familiar with. Briefly give relevant details of the organization, you are referring to. Solution : A Human Resources Audit is intended to evaluate the efficiency and effectiveness of your HR management function.

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It will provide important feedback whether the HR function is contributing to the achievement of your organization's business objectives Senior management needs this information in order to make strategic decisions to improve productivity. You can use this feedback to take corrective actions and make decisions on improvement plan. Among various purposes, you can use the Human Resources Audit information:
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To evaluate whether performance of your HR function is as expected To improve contribution of the HR function to the achievement of your business objectives To comply with the country's laws and organizational policies and procedures To develop the professionalism of your HR people To facilitate better HR planning

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It is clear that this involves examining your current HR policies, practices and strategies and to verify their effectiveness in helping your organization improve its productivity and profitability.

Comparison With Financial Audit It differs from a financial audit which seeks to find inaccuracies or mistakes. A financial audit looks at past events. An HR audit looks to the future, seeking to discover HR best practices that are relevant to your business activities. The general process of conducting an audit includes seven key steps, each of which is discussed in greater detail below: Determine the scope and type of audit. Develop the audit questionnaire. Collect the data. Benchmark the findings.

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

Determine the scope and type of the audit To uncover the needed information, it is important to determine exactly what areas should be targeted for review. If the organization has never audited its HR function, or if there have been recent significant organizational or legal changes, the audit team may want to conduct a comprehensive review of all HR practice areas. On the other hand, if concerns are limited to the adequacy of a specific process or policy, the audit focus should be limited to a review of that particular area. Develop the audit questionnaire Whether conducting a comprehensive audit or an audit of a specific practice, it is important to invest sufficient time in developing a comprehensive document that elicits information on all the subjects of the inquiry. A list of specific questions must be developed to ensure that the questionnaire is complete. Collect the data The next phase includes the actual process of reviewing specific areas to collect the data about the company and its HR practices. Audit team members will use the audit questionnaire as a roadmap to review the specific areas identified within the scope of the audit. Benchmark the findings To fully assess the audit findings, they must be compared with HR benchmarks. This comparison will offer insight into how the audit results compare against other similarly sized firms. Typical information that might be internally benchmarked includes the companys ratio of total employees to HR professionals, general and administrative costs, cost per new employees hired,

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etc. Benchmarking might include the number of days to fill a position, average cost of annual employee benefits, absenteeism rates, etc. Provide feedback about the results At the conclusion of the audit process, the audit team must summarize the data and provide feedback to the companys HR professionals and senior management team in the form of findings and recommendations. Findings typically are reduced to a written report with recommendations prioritized based on the risk level assigned to each item (e.g., high, medium and low). From this final analysis, a roadmap for action can be developed that will help determine the order in which to address the issues raised. In addition to a formal report, it is critically important to discuss the results of the audit with employees in the HR department, as well as the senior management team, so everyone is aware of necessary changes and approvals can be obtained quickly. Create action plans It is critical actually to do something with the information identified as a result of an audit. The company must create action plans for implementing the changes suggested by the audit, with the findings separated by order of importance: high, medium and low. It actually increases legal risk to conduct an audit and then fail to act on the results Foster a climate of continuous improvement At the conclusion of the audit, it is important to engage in constant observation and continuous improvement of the companys policies, procedures and practices so that the organization never ceases to keep improving. This will ensure that the company achieves and retains its competitive advantage. On way to do this is to continuously monitor HR systems to ensure that they are upto-date and to have follow-up mechanisms built into every one of them. Likewise, it is important to keep track of the audit findings/changes made, turnover, complaints filed, hotline issues, employee survey results, etc. to identify trends in the companys employment-related issues. Identifying problematic issues, growth areas or declining problem

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spots can help in the decision of where to allocate time, money and preventive training resources in the future. Human Resource Audit Enables Your HR Function to Help Achieve Your Business Objectives Scope Of the Audit This is clear from what Jeff Sacht (September 2001), had put down as the scope of an HR audit. 1. Audit Of The Functional Role OF HR This consists of the Human Resource Development Systems and Procedures (HRD), Human Resource Management (HRM), HR Information Systems. 2. 3. 4. 5. Audit Of the Service Role Of HR Audit Of the Compliance Role Of HR Audit Of the Strategic Role Of HR, and Audit Of the Financial Management Role Of HR (financial ratios)

Principles Proposed by Ulrich Dave Ulrich and his associates advocate four key principles in Human Resources Audit whereby HR professionals must ensure the existence of certain specific things.
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Making available line management-friendly systems and procedures to help management execute their people management role. This is the technical-professional and service role of HR. Equipping line management in order to work within labor relations laws and codes of conduct. This is the compliance role of HR. Implementing HR strategy in each Business Unit in order to increase the value of employees to the business. This is thestrategic role of HR, and Running HR systems and procedures at the most cost-effective way. This is the financial management role of HR.

===================================================================== 4. An organization can be defined as a system of roles, while a role itself is a system. The system of various roles which the individual carries and performs, and the system of various roles of which his/her role is a part. Explain with relevant examples, how the above statements assume importance and act as significant player in the process of various dimensions of Role Efficacy in an

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organizational set up. Give relevant details of the organization, you are referring to for examples. Solution : ROLES & EFFECTIVENESS A Role is a place one occupies in a social system defined by the functions one performs in response to the expectations of the significant members of a social system and ones own expectations from position or office. Role Systems Role Space System of various roles that each individual performs A person performs roles that are centered around the self At varying distances from self These various relationships define Role Space Role Space, then, is a dynamic interrelationship between the self and the various roles an individual occupies and also among these roles. Role Set The individuals role in the organization is defined by the expectations of other significant roles and those of the individual himself or herself The role set is a pattern of interrelationship between a particular role and the other roles in the system. Role Efficacy Performance depends on potential effectiveness as a person, technical competence, managerial experience etc. as well as the role that the person performs in the organization is designed. Integration of the two Effectiveness of a role occupant in an org., therefore, depends on the individuals own potential effectiveness, the potential effectiveness of the role, and the org. climate. Role efficacy is the potential role effectiveness.

Role Making Self role integration persons use of his/her special strengths in role Proactivity ability to take initiative Creativity opportunities to try new and unconventional ways of solving problems Conformation if avoid problems or shift to others role efficacy low. Tendency to confront problems Role Centering Centrality if feels role he/she occupies is central to org. efficacy high

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Influence the more influence a person is able to exercise in a role, the higher the role efficacy. Personal Growth Role Linking Inter-role linkage Helping relationships Superordination linkage with systems, groups, and entities beyond org.. Feels does as a part of role is likely to be of value to a larger group, efficacy likely to be higher e Increasing Role Efficacy Self-role Integration Work with subordinates to redesign their roles so that their strengths can be utilized. Recommend moving a misfit to a job that can use his or her assets. Proactivity Minimize supervision of subordinates , and encourage them to ask for your help when they need it. Reward initiative in subordinates. Listen to subordinates, respect their views, and use these wherever possible. Arrange for subordinates to visit other organizations. Creativity Encourage your subordinates to come up with ideas to solve problems. Create a climate that encourages people to generate ideas without fear of being criticized. Appreciate and use new ideas given by subordinates. Encourage and reward suggestions to solve problems Confrontation Take subordinates into confidence while confronting a problem. Support the action taken by a subordinate if it is within the rules and procedures. Appoint a task group for a problematic decision. Use a subordinates failure as a useful experience-help him or her to learn from it. Encourage subordinates to bring problems forward. Anticipate problems together. Encourage subordinates to solve problems themselves and hen report to you. Follow the buck stops here dictum. Centrality Communicate the importance of roles (their critical contributions) to their incumbents. Communicate the importance of the roles as perceived by others. Give enough freedom to each subordinate to set his or her own objectives and decide on ways of achieving them. Give increasingly difficult and challenging responsibilities.

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Influence Delegate authority. Give relevant details of decisions made. Send good ideas from subordinates to higher management. Give feedback to subordinates on their suggestions. Be willing to accept mistakes. Growth Appreciate your subordinates work. Do not snub employees for their shortcomings, instead cooperate with them to overcome these. Delegate increasingly difficult and challenging tasks to them. Inter-role Linkage Encourage subordinates to seek and render cooperation from and to other departments. Encourage employees to solve problems by working with their peer (and not refer the problems to you unless they need your intervention). Helping Encourage subordinates to respond to requests from other departments. Encourage them to seek help from peers in other departments. Seek the help of your subordinates in areas where they can contribute. Encourage your subordinates to come to you for help and respond to them positively. Subordination Help subordinates to understand and appreciate the contributions of their role to the society. Help subordinates link (and see the linkage of) the objectives of their roles to organizational objectives. Encourage them to include in their roles whatever may be useful to a larger section of people. Encourage teamwork. Remain accessible to subordinates. *** You may take same organizations name in each question and can cite examples for the same organization.

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