EASWARI ENGINEERING COLLEGE

(AUTONOMOUS)
DEPARTMENT OF INFORMATION TECHNOLOGY

191MBC521T PROFESSIONAL ETHICS AND PRINCIPLES OF MANAGEMENT

UNIT II

ORGANIZING AND STAFFING

QUESTION BANK

PART A
1. Define Organizing?
Organizing is the process of identifying and activities required to attain the objectives, delegating, creating
responsibility and establishing relationships I people to work effectively.
2. Mention any four characteristics of an organization.
 Common objectives b.
 Specialization or Division of Labour c.
 Authority of structure d. Group of persons
3. List out the steps involved in organization process.
 Determination of activities
 Grouping of activities
 Assignment of Duties
 Delegation of authority
4. Mention the various principles involved in organization.
1. Principle of unity of objective
2. Principle of division of work or specialization
3. Principle of efficiency
4. Principle of span of control

5. Define authority.
"Authority is the right to give orders and the power to exact obedience".
6. List out the sources of authority.
a. Formal authority theory
b. Acceptance Authority Theory
c. Competence theory
7. What is delegation of authority?
Power that is delegated formally. It includes a right to command a situation, give orders and
expect them to be obeyed, it is always accompanied by an equal responsibility for one’s actions
or a failure to act.
8. List out the types of organization structure.
Functional Structure, Divisional Structure and Matrix Structure.
9. What is centralization?
Decision making is in a few hands. All the important decision and actions at the lower level, all
subjects and actions at the lower level are subject to the approval of top management.
10. What is decentralization?
Decentralization is a systematic delegation of authority at all levels of management and in all of
the organization. In a decentralization concern, authority in retained by the top management for
 taking major decisions and framing policies concerning the whole concern. Rest of the authority
may be delegated to the middle level and lower level of management.
11. Differentiate authority and responsibility.
Authority Responsibility

It is the legal right of a person or a It is the obligation of subordinate to

superior to command his subordinates. perform the work assigned to him.
Authority is attached to the position of a Responsibility arises out of superior-
superior in concern. subordinate relationship in which
Authority can be delegated by a superior Responsibility cannot be shifted and
to a subordinate is absolute
It flows from top to bottom. It flows from bottom to top

12. What are the elements of delegation?

Authority, Responsibility and Accountability.
13. List out the steps involved in delegation.
Assignment of Duties, Granting of authority, Creating Responsibility and Accountability.
14. What are the factors determining degree of decentralization?
Nature of the authority delegated, How far down in the organisation it is delegated, how consistently
it is delegated.
15. What are the advantages of decentralization?
Reduces the burden on top executives, Facilitates diversification, to provide product and market
emphasis, Executive Development, It promotes motivation, Better control and supervision, Quick
Decision-Making
16. What is Formal Organization?
Formal organization is established with the explicit aim of achieving well-defined goals.
Formal organization is bound together by authority relationships among
members. A hierarchical structure is created, constituting top management, middle
management and supervisory
management.
Formal organization recognizes certain tasks which are to be carried out to achieve its goals.
17. What is Informal Organization?

Informal organization springs on itsown. Its goals are ill defined and intangible.

Informal organization is characterized by a generalized sort of power relationships. Power in informal

organization has bases other than
rational legal right.
Informal organization does not have any well-defined tasks.

18. What is Organization chart?

Organization chart is a diagrammatical presentation of relationships in an enterprise. The functions and
their relationships, the channels of authority and relative authority of different managers etc. are
depicted in an organizational chart.

19. What is organization structure?

An organization structure is a framework that allots a particular space for a particular

department or an individual and shows its relationship to the other. An organization structure
shows the authority and responsibility relationships between the various positions in the
organization by showing who reports to whom. It is an established pattern of relationship among the
components of the organization.

20. List the Advantages of Decentralization

• Raise morale and promote interpersonal relationships

• Relieve from the daily administration
• Bring decision-making close to action
• Develop Second-line managers
• Promote employee‘s enthusiasm and coordination
• Facilitate actions by lower-level managers

21. List the Disadvantages of Decentralization

• Top-level administration may feel it would decrease their status
• Managers may not permit full and maximum utilization of highly qualified personnel
• Increased costs. It requires more managers and large staff
• It may lead to overlapping and duplication of effort

22. What is Span of Control?

Span of Control means the number of subordinates that can be managed efficiently and effectively
by a superior in an organization. It suggests how the relations are designed between a superior
and a subordinate in an organization.

span of control refers to the number of subordinates under the manager's direct control. As
an example, a manager with five direct reports has a span of control of five.

23. What is human resource management?

 The practice of human resource management (HRM) is concerned with all aspects of how people
are employed and managed in organizations.
  HRM practice has a strong conceptual basis drawn from the behavioural sciences and from
strategic management, human capital and industrial relations theories.
 Human resource management (HRM) is a strategic, integrated and coherent approach to the
employment, development and well-being of the people working in organizations.
 HRM comprises a set of policies designed to maximize organizational integration, employee
commitment, flexibility and quality of work. (Guest, 1987).
24. What is Recruitment?
• Recruitment is a process of identifying, screening, shortlisting and hiring potential resource
for filling up the vacant positions in an organization. It is a core function of Human Resource
Management.
• Recruitment is the process of choosing the right person for the right position and at the right
time.
Recruitment also refers to the process of attracting, selecting, and appointing potential candidates to
meet the organization’s resource requirements
25. What is Job Analysis?
• Job analysis is a process of identifying, analyzing, and determining the duties, responsibilities,
skills, abilities, and work environment of a specific job. These factors help in identifying what
a job demands and what an employee must possess in performing a job productively

26. What is Job Description?

Job description is an important document, which is descriptive in nature and contains the
final statement of the job analysis. This description is very important for a successful
recruitment process.
27. What is Job Evaluation?
Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization.
The main objective of job evaluation is to analyze and determine which job commands how much pay.
There are several methods such as job grading, job classifications, job ranking, etc., which are
involved

28. What is Selection?

Selection is the process of picking or choosing the right candidate, who is most suitable for a
vacant job position in an organization.
In others words, selection can also be explained as the process of interviewing the candidates and
evaluating their qualities, which are required for a specific job and then choosing the suitable
candidate for the position
29. Write a short note on Training and Development
 Training and development refers to educational activities within a company created to enhance the
knowledge and skills of employees while providing information and instruction on how to better
perform specific tasks.
30. What is PEER REVIEWS/ 360-DEGREE FEEDBACK?

360 reviews allow peers to provide both positive and constructive feedback. It provides individuals with
a broad assessment of their individual performance based on the views of the people around them. This
process allows members of teams to grow as they can identify areas for improvement in others, while
they consider their own development needs. This process is mainly handled by team members, but
managers should still oversea the reports that are generated to ensure that any concerns, praises or
claims are made note of and addressed. By doing this it shows teams the importance of peer review
because it has resulted in action being taken and therefore team members are more likely to be engaged
in the process.

31. What is MANAGEMENT BY OBJECTIVES (MBO)?

This process is defining specific objectives and setting out how to achieve each individual objective. It
is powerful for specific work that must be done one step at a time. This method is a good way to create a
culture of working towards common goals as once each objective is achieved those involved are aware
of their achievements which helps to improve moral and motivation. MBO measures individual
performance and compares that performance to standards previously set.
32. What is BALANCE SCORECARDS?
These are one of the best-known management frameworks and has been popular over the last 20 years,
it was voted one of the most influential business ideas ever in the Harvard Business Review. Managing
performance using a balance scorecard helps businesses to:
 clarify their strategy and communicate their business priorities and objectives;
 monitor progress by measuring what extent priorities and objectives are being delivered;
define and manage action
PART B
1. Explain Formal and Informal Organization

The formal organization refers to the structure of jobs and positions with clearly defined
functions and relationships as prescribed by the top management

This type of organization is built by the management to realize objectives of an enterprise

and is bound by rules, systems and procedures.
 Everybody is assigned a certain responsibility for the performance of the given task and given the
required amount of authority for carrying it out.

Informal organization, which does not appear on the organization chart, supplements the formal
organization in achieving organizational goals effectively and efficiently. The working of informal
groups and leaders is not as simple as it may appear to be. Therefore, it is obligatory for every
manager to study thoroughly the working pattern of informal relationships in the organization and
to use them for achieving organizational objectives.

FORMAL ORGANIZATION
 Chester I Bernard defines formal organization as -"a system of consciously coordinated
activities or forces of two or more persons. It refers to the structure of well-defined jobs, each
bearing a definite measure of authority, responsibility and accountability." The essence of formal
organization is conscious common purpose and comes into being when persons–
(i) Are able to communicate with each other
(ii) Are willing to act and
(iii) Share a purpose.
The formal organization is built around four key pillars. They are:
• Division of labor
• Scalar and functional processes
• Structure and
• Span of control
Thus, a formal organization is one resulting from planning where the pattern of structure has
already been determined by the top management.

Characteristic Features of formal organization

• Formal organization structure is laid down by the top management to achieve organizational
goals.
• Formal organization prescribes the relationships amongst the people working in the
organization.
• The organization structures is consciously designed to enable the people of the organization to
work together for accomplishing the common objectives of the enterprise
• Organization structure concentrates on the jobs to be performed and not the individuals who
are to perform jobs.
• In a formal organization, individuals are fitted into jobs and positions and work as per the
managerial decisions. Thus, the formal relations in the organization arise from the pattern of
responsibilities that are created by the management.
• A formal organization is bound by rules, regulations and procedures.
• In a formal organization, the position, authority, responsibility and accountability of each
level are clearly defined.
• Organization structure is based on division of labor and specialization to achieve efficiency
in operations.
 • A formal organization is deliberately impersonal. The organization does not take into
consideration the sentiments of organizational members.
• The authority and responsibility relationships created by the organization structure are to be
honored by everyone.
• In a formal organization, coordination proceeds according to the prescribed pattern.

Advantages of formal organization

• The formal organization structure concentrates on the jobs to be performed. It, therefore,
makes everybody responsible for a given task.
• A formal organization is bound by rules, regulations and procedures. It thus ensures law and
order in the organization.
• The organization structure enables the people of the organization to work together for
accomplishing the common objectives of the enterprise

Disadvantages or criticisms of formal organization

• The formal organization does not take into consideration the sentiments of organizational
members.
• The formal organization does not consider the goals of the individuals. It is designed to achieve
the goals of the organization only.
• The formal organization is bound by rigid rules, regulations and procedures. This makes the
achievement of goals difficult.

INFORMAL ORG ANIZATION

Informal organization refers to the relationship between people in the organization based on
personal attitudes, emotions, prejudices, likes, dislikes etc. an informal organization is an
organization which is not established by any formal authority, but arises from the personal and
social relations of the people. These relations are not developed according to procedures and
regulations laid down in the formal organization structure; generally large formal groups
give rise to small informal or social groups. These groups may be based on same taste, language,
culture or some other factor. These groups are not pre-planned, but they develop
automatically within the organization according to its
environment.
Characteristics features of informal organization
• Informal organization is not established by any formal authority. It is unplanned and arises
spontaneously.
• Informal organizations reflect human relationships. It arises from the personal and social
relations amongst the people working in the organization.
• Formation of informal organizations is a natural process. It is not based on rules, regulations
and procedures.
• The inter-relations amongst the people in an informal organization cannot be shown in an
organization chart.
• In the case of informal organization, the people cut across formal channels of
communications and communicate amongst themselves.
• The membership of informal organizations is voluntary. It arises spontaneously and not by
deliberate or conscious efforts.
• Membership of informal groups can be overlapping as a person may be member of a
number of informal groups.
• Informal organizations are based on common taste, problem, language, religion, culture, etc. it
is influenced by the personal attitudes, emotions, whims, likes and dislikes etc. of the people
in the organization.

Benefits of Informal organization

• It blends with the formal organization to make it more effective.
• Many things which cannot be achieved through formal organization can be achieved through
informal organization.
• The presence of informal organization in an enterprise makes the managers plan and act
more carefully.
• Informal organization acts as a means by which the workers achieve a sense of security and
belonging. It provides social satisfaction to group members.
• An informal organization has a powerful influence on productivity and job satisfaction.
• The informal leader lightens the burden of the formal manager and tries to fill in the gaps in
the manager's ability.
• Informal organization helps the group members to attain specific personal objectives.
• Informal organization is the best means of employee communication. It is very fast.
 • Informal organization gives psychological satisfaction to the members. It acts as a safety valve
for the emotional problems and frustrations of the workers of the organization because they get a
platform to express their feelings.
• It serves as an agency for social control of human behavior.

DIFFERENCES BETWEEN FORMAL AND INFORMAL ORGANIZATION

Formal Organization Informal Organization

1. Formal organization is established with the 1. Informal organization springs on its
explicit aim of achieving well-defined goals. own. Its goals are ill defined and
intangible.
2. Formal organization is bound together by 2. Informal organization is characterized
authority relationships among members. by a generalized sort of power
A hierarchical structure is created, constituting top relationships. Power in informal
management, middle management and supervisory organization has bases other than
management. rational legal right.
3. Formal organization recognizes certain tasks 3. Informal organization does not have
which are to be carried out to achieve its goals. any well-defined tasks.
4. The roles and relationships of people in formal 4. In informal organization the
organization are impersonally defined relationships among people are
interpersonal.
5. In formal organization, much emphasis is placed 5. Informal organization is characterized
on efficiency, discipline, conformity, consistency and by relative freedom, spontaneity, by
control. relative freedom, spontaneity,
homeliness and warmth.
6. In formal organization, the social and 6. In informal organization the
psychological needs and interests of members of the sociopsychological needs, interests and
organization get little attention. aspirations of members get priority.
7. The communication system in formal organization 7. In informal organization, the
follows certain pre-determined patterns and paths. communication pattern is haphazard,
intricate and natural.
8. Formal organization is relatively slow to respond 8. Informal organization is dynamic and
and adapt to changing situations and realities. very vigilant. It is sensitive to its
surroundings.
 2. Explain the Types of Organization Charts:

Types of Organization Charts:

There are three ways in which organization charts can be shown:

(i) Vertical

(ii) Horizontal

(iii) Circular

i) Vertical or Top to Bottom:

In this chart major functions are shown at the top and subordinate functions in successive lower

positions. In this chart scalar levels run horizontally and functions run vertically. The supreme authority

is shown at the top while lowest authority at the bottom.

The vertical chart is shown in the following diagram. In this diagram Board of Directors is at the top of

the organization. The chief executive controls various functional managers, who in turn have downward

staff as the requirement of respective departments.

(ii) Horizontal or Left to Right:

In this chart highest positions are put on the left side and those with diminishing authority move towards

the right. The organizational levels are represented by vertical columns, the flow of authority from

higher to lower levels being represented by movement from left to right. In other words it presents

scalar levels in a vertical position and functions horizontally.

In horizontal chart the supreme authority Le. Board of Directors is shown on the left and chief executive
and functional managers and other levels move towards right.
(iii) Circular:

In circular chart the centre of the circle represents the position of supreme authority and the functions

radiate in all directions from the centre. The higher the positions of authority, the nearer they are to the

centre and the lesser the positions of authority, more distant they are from the centre. The positions of

relative equal importance are located at the same distance from the centre. The lines forming different

blocks of functions or positions indicate the channels of formal authority, the same as in other
arrangements. The circular chart depicts the actual condition of outward flow of formal authority from

the Chief Executive in many directions.

3. Explain the Principles , Advantages and Limitations of Organization Charts.

Principles of Organization Charts:

Following principles should be kept in mind while framing organization charts:

(i) The top management should faithfully follow the line of authority while dealing with subordinates.

Any attempt to buy pass the organization chart will make it meaningless.

(ii) The chart should define lines of position. The lines of different individuals should be so defined so

that there is no overlapping and no two persons should be given the same position.

(iii) The undue concentration of duty at any point should be avoided.

(iii) The organization chart should not be influenced by personalities. Balance of organization should be

given more importance than the individuals.

(v) The organization chart should be simple and flexible.

Advantages of Organization Charts:

1. An organization chart is a managerial tool. It helps in specifying authority and responsibility of every

position.

The relationships among different persons are also established for smooth working of the organization

2. As organization chart specifically defines authority and responsibility of people in the enterprise there

will be no duplication and overlapping of duties etc. Even if it happens in a particular instance it can be

rectified immediately.

3. The organization chart will help in pointing out the faults, deficiencies, dual command etc. in the

organization. The management will be able to take prompt remedial action in case of certain lacuna.

4. The organization chart acts as an information centre to the new entrants and they can easily

understand different levels of authority and responsibility.

5. The charts are also helpful in decision-making process. They act as a guide to the decision makers.

Limitations of Organization Charts:

1. The organization charts show the relationship of different positions and not the degree of authority

and responsibility. The size of boxes or circles in the chart cannot show the level of authority, etc.

2. A chart only depicts formal organizational relationship whereas informal organization is ignored.

Practically informal organization is as useful as formal organization. Informal organization greatly helps

management in knowing the reactions of the people and is an important channel of communication.

3. A chart shows organizational position and status at different levels. It gives rise to superior-inferior

feeling among people and it retards the feeling of team work.

4. Explain Centralization and Decentralization in detail.

CENTRALIZATION AND DECENTRALIZATION

CENTRALIZATION:
It is the process of transferring and assigning decision-making authority to higher levels
of an organizational hierarchy. The span of control of top managers is relatively broad, and there
are relatively many tiers in the organization.

Characteristics
• Philosophy / emphasis on: top-down control, leadership, vision, strategy.
• Decision-making: strong, authoritarian, visionary, charismatic.
• Organizational change: shaped by top, vision of leader.
• Execution: decisive, fast, coordinated. Able to respond quickly to major issues and changes.
• Uniformity. Low risk of dissent or conflicts between parts of the organization.

Advantages of Centralization
• Provide Power and prestige for manager
• Promote uniformity of policies, practices and decisions
 • Minimal extensive controlling procedures and practices
• Minimize duplication of function

Disadvantages of Centralization
• Neglected functions for mid. Level, and less motivated beside personnel.
• Nursing supervisor functions as a link officer between nursing director and first-line
management.

DECENTRALIZATION:
It is the process of transferring and assigning decision-making authority to lower levels of
an organizational hierarchy. The span of control of top managers is relatively small, and there are
relatively few tears in the organization, because there is more autonomy in the lower ranks.

Characteristics
• Philosophy / emphasis on: bottom-up, political, cultural and learning dynamics.
• Decision-making: democratic, participative, detailed.
• Organizational change: emerging from interactions, organizational dynamics.
• Execution: evolutionary, emergent. Flexible to adapt to minor issues and changes.
• Participation, accountability. Low risk of not-invented-here behavior.

Three Forms of decentralization

• De-concentration. The weakest form of decentralization. Decision making authority is
redistributed to lower or regional levels of the same central organization.
• Delegation. A more extensive form of decentralization. Through delegation the
responsibility for decision-making are transferred to semi-autonomous organizations not
wholly controlled by the central organization, but ultimately accountable to it.
• Devolution. A third type of decentralization is devolution. The authority for decision-
making is transferred completely to autonomous organizational units.

Advantages of Decentralization
• Raise morale and promote interpersonal relationships
• Relieve from the daily administration
• Bring decision-making close to action
• Develop Second-line managers
• Promote employee‘s enthusiasm and coordination
• Facilitate actions by lower-level managers
Disadvantages of Decentralization
• Top-level administration may feel it would decrease their status
• Managers may not permit full and maximum utilization of highly qualified personnel
• Increased costs. It requires more managers and large staff
• It may lead to overlapping and duplication of effort

Centralization and Decentralization are two opposite ways to transfer decision-making power
and to change the organizational structure of organizations accordingly.

There must be a good balance between centralization and decentralization of authority and
power. Extreme centralization and decentralization must be avoided.
 1. Creation of accountability – Accountability, on the others hand, is the
obligation of the individual to carry out his duties as per the standards of
performance. Therefore, it is said that authority is delegated, responsibility is
created and accountability is imposed. Accountability arises out of
responsibility and responsibility arises out of authority. Therefore, it becomes
important that with every authority position an equal and opposite responsibility
should be attached.

Therefore every manager, i.e., the delegator has to follow a system to finish up the
delegation process. Equally important is the delegatee‘s role which means his
responsibility and accountability is attached with the authority over to here.
Comparison Table Between Centralization and Decentralization (in Tabular Form)

Parameter of
Comparison Centralization Decentralization

Centralization in an organization Decentralization in an organization

involves decision-making involves decision-making
capability in the hands of top capability through middle
management. It implies that all management or lower management.
power, authority is upheld at the Power , authority are upheld by
Definition topmost level. lower management.

Flow of No alignment, it is free and more

Communication Vertically aligned open

Decision-making process is
Decision slower This is comparatively faster.

Power is in hands of Senior Middle and Lower management

Authority management have power

No proper control over

Suitability organization Proper control over organization
 Parameter of
Comparison Centralization Decentralization

Implementation in small sized

Implementation firms Implementation in large sized firms

5. Explain the Human Resource Planning process in detail.

Determining the Objectives of Human Resource Planning:

• The foremost step in every process is the determination of the objectives for which the
process is to be carried on.
• The objective for which the manpower planning is to be done should be defined
precisely, so as to ensure that a right number of people for the right kind of job are
selected.
The objectives can vary across the several departments in the organization such as the
personnel demand may differ in marketing, finance, production, HR department, based on
their roles or functions
Analyzing Current Manpower Inventory:
• The next step is to analyze the current manpower supply in the organization through
the stored information about the employees in terms of their experience, proficiency,
skills, etc. required to perform a particular job.
• Also, the future vacancies can be estimated, so as to plan for the manpower from both
the internal (within the current employees) and the external (hiring candidates from
outside) sources.
• Thus, it is to be ensured that reservoir of talent is maintained to meet any vacancy
arising in the near future.
Forecasting Demand and Supply of Human Resources:
• Once the inventory of talented manpower is maintained; the next step is to match the
demand for the manpower arising in the future with the supply or available resources
with the organization.
• Here, the required skills of personnel for a particular job are matched with the job
description and specification.
• Demand forecasting – estimate future needs for people and competences by
reference to corporate and functional plans and forecasts of future activity levels.
• HR Demand Forecasting. Human resource (HR) demand forecasting is the process
of estimating the future quantity and quality of people required.
• The basis of the forecast must be the annual budget and long-term corporate plan,
translated into activity levels for each function and department.

Assessment of Supply of Human Resources:

• To make assessment of supply of human resources for the organisation it should begin
with the current human resource inventory of the organisation.
• It is also known as auditing of human resource to be undertaken by the departments
of the organisation where complete information regarding skills, abilities,
qualifications, capacity for hard work is available and so also the quantity and quality
of human resources manning various positions, the probable retirements.
Analyzing the Manpower Gaps:
• After forecasting the demand and supply, the manpower gaps can be easily evaluated.
• In case the demand is more than the supply of human resources, that means there is a
deficit, and thus, new candidates are to be hired.
Whereas, if the Demand is less than supply, there arises a surplus in the human resources, and
hence, the employees have to be removed either in the form of termination, retirement, layoff,
transfer, etc
Employment Plan/Action Plan:
• Once the manpower gaps are evaluated, the action plan is to be formulated
accordingly.
• In a case of a deficit, the firm may go either for recruitment, training,
interdepartmental transfer plans whereas in the case of a surplus, the voluntary
retirement schemes, redeployment, transfer, layoff, could be followed.
Training and Development:
• The training is not only for the new joinees but also for the existing employees who
are required to update their skills from time to time.
• After the employment plan, the training programmes are conducted to equip the
new employees as well as the old ones with the requisite skills to be performed on
a particular job.
Appraisal of Manpower Planning:
• Finally, the effectiveness of the manpower planning process is to be evaluated.
• Here the human resource plan is compared with its actual implementation to ensure
the availability of a number of employees for several jobs. At this stage, the firm has
to decide the success of the plan and control the deficiencies, if any.

6. Explain the Recruitment process in detail.

• Recruitment also refers to the process of attracting, selecting, and appointing

potential candidates to meet the organization’s resource requirements.
Recruitment Planning
• Recruitment planning is the first step of the recruitment process, where the vacant
positions are analyzed and described. It includes job specifications and its
nature, experience, qualifications and skills required for the job, etc.
• A structured recruitment plan is mandatory to attract potential candidates from a
pool of candidates.
The potential candidates should be qualified, experienced with a capability to take the
responsibilities required to achieve the objectives of the organization
• Identifying Vacancy
• The first and foremost process of recruitment plan is identifying the vacancy. This
process begins with receiving the requisition for recruitments from different
department of the organization to the HR Department, which contains −
• Number of posts to be filled
• Number of positions
• Duties and responsibilities to be performed
• Qualification and experience required
• When a vacancy is identified, it the responsibility of the sourcing manager to ascertain
whether the position is required or not, permanent or temporary, full-time or part-
time, etc.
 • These parameters should be evaluated before commencing recruitment. Proper
identifying, planning and evaluating leads to hiring of the right resource for the team
and the organization.
Job Analysis
• Job analysis is a process of identifying, analyzing, and determining the duties,
responsibilities, skills, abilities, and work environment of a specific job. These
factors help in identifying what a job demands and what an employee must
possess in performing a job productively
• Job analysis helps in understanding what tasks are important and how to perform
them.
• Its purpose is to establish and document the job relatedness of employment
procedures such as selection, training, compensation, and performance appraisal.
• The following steps are important in analyzing a job −
• Recording and collecting job information
• Accuracy in checking the job information
• Generating job description based on the information
• Determining the skills, knowledge and skills, which are required for the job
• The immediate products of job analysis are job descriptions and job specifications.
Job Description
• Job description is an important document, which is descriptive in nature and
contains the final statement of the job analysis. This description is very
important for a successful recruitment process.
• Job description provides information about the scope of job roles, responsibilities and
the positioning of the job in the organization.
• And this data gives the employer and the organization a clear idea of what an
employee must do to meet the requirement of his job responsibilities.
Job description is generated for fulfilling the following processes −
• Classification and ranking of jobs
• Placing and orientation of new resources
• Promotions and transfers
• Describing the career path
• Future development of work standards
A job description provides information on the following elements −
• Job Title / Job Identification / Organization Position
 • Job Location
• Summary of Job
• Job Duties
• Machines, Materials and Equipment
• Process of Supervision
• Working Conditions
• Health Hazards
Job specification focuses on the specifications of the candidate, whom the HR team
is going to hire.
Job Specification
• A job specification document provides information on the following elements −
• Qualification
• Experiences
• Training and development
• Skills requirements
• Work responsibilities
• Emotional characteristics
• Planning of career
Job Evaluation
• Job evaluation is a comparative process of analyzing, assessing, and determining the
relative value/worth of a job in relation to the other jobs in an organization.
• The main objective of job evaluation is to analyze and determine which job
commands how much pay. There are several methods such as job grading, job
classifications, job ranking, etc., which are involved in job evaluation. Job
evaluation forms the basis for salary and wage negotiations.
Recruitment Strategy
• Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources.
• After completing the preparation of job descriptions and job specifications, the next
step is to decide which strategy to adopt for recruiting the potential candidates for the
organization.
Searching the Right Candidates
 • Searching is the process of recruitment where the resources are sourced depending
upon the requirement of the job. After the recruitment strategy is done, the searching
of candidates will be initialized.
• This process consists of two steps −
• Source activation − Once the line manager verifies and permits the existence of the
vacancy, the search for candidates starts.
• Selling − Here, the organization selects the media through which the communication
of vacancies reaches the prospective candidates.
• Searching involves attracting the job seekers to the vacancies. The sources are broadly
divided into two categories: Internal Sources and External Sources.
Internal Sources of Recruitment
• Internal sources of recruitment refer to hiring employees within the organization
internally.
• In other words, applicants seeking for the different positions are those who are
currently employed with the same organization
• At the time recruitment of employees, the initial consideration should be given to
those employees who are currently working within the organization.
• This is an important source of recruitment, which provides the opportunities for the
development and utilization of the existing resources within the organization.
• Internal sources of recruitment are the best and the easiest way of selecting resources
as performance of their work is already known to the organization
Internal Sources
• Internal sources of recruitment refer to hiring employees within the organization
through −
• Promotions
• Transfers
• Former Employees
• Internal Advertisements (Job Posting)
• Employee Referrals
• Previous Applicants
Recruitment Sources and Methods
• Recruitment sources: Place where qualified individuals are found
• Recruitment methods: Means by which potential employees can be attracted to the
firm
Promotions
 • Promotion refers to upgrading the cadre of the employees by evaluating their
performance in the organization.
• It is the process of shifting an employee from a lower position to a higher position
with more responsibilities, remuneration, facilities, and status.
• Many organizations fill the higher vacant positions with the process of promotions,
internally
Transfer
• Transfer refers to the process of interchanging from one job to another without any
change in the rank and responsibilities.
• It can also be the shifting of employees from one department to another department or
one location to another location, depending upon the requirement of the position
Recruiting Former Employees

• Recruiting former employees is a process of internal sources of recruitment, wherein

the ex employees are called back depending upon the requirement of the position.
• This process is cost effective and saves plenty of time.
• The other major benefit of recruiting former employees is that they are very well
versed with the roles and responsibilities of the job and the organization needs to
spend less on their training and development.
Internal Advertisements (Job Posting)
• Internal Advertisements is a process of posting/advertising jobs within the
organization.
• This job posting is an open invitation to all the employees inside the organization,
where they can apply for the vacant positions.
• It provides equal opportunities to all the employees working in the organization.
• Hence, the recruitment will be done from within the organization and it saves a lot of
cost.
Job Posting
• The standard procedure followed for internal source of recruitment is to post any new
job openings and to allow any current employee to apply for the position.The position
notification can be communicated on a central “position open” bulletin board in the
plants/office whenever required.
Employee Referrals
• Employee referrals is an effective way of sourcing the right candidates at a low cost.
• It is the process of hiring new resources through the references of employees, who are
currently working with the organization.
 • In this process, the present employees can refer their friends and relatives for filling
up the vacant positions.
• Organizations encourage employee referrals, because it is cost effective and saves
time as compared to hiring candidates from external sources.
• Most organizations, in order to motivate their employees, go ahead and reward them
with a referral bonus for a successful hire.
Previous Applicants

• Here, the hiring team checks the profiles of previous applicants from the
organizational recruitment database.
• These applicants are those who have applied for jobs in the past.
• These resources can be easily approached and the response will be positive in most of
the cases. It is also an inexpensive way of filling up the vacant positions.
Internal Recruitment
The advantages
• · Helps in building a good public relation
• · Helps to build morale
• · Encourages good individuals who are ambitious
• Candidates who are chooses internally know the organization
• It motivates the employees to work hard, and increases the work relationship within
the organization.
• It helps in developing employee loyalty towards the organization
The drawbacks of hiring candidates through internal sources are as follows −
• It prevents new hiring of potential resources. Sometimes, new resources bring
innovative ideas and new thinking onto the table.
• It has limited scope because all the vacant positions cannot be filled.
• There could be issues in between the employees, who are promoted and who are not.
• If an internal resource is promoted or transferred, then that position will remain
vacant.
• Employees, who are not promoted, may end up being unhappy and demotivated.
External Sources of Recruitment
 • External sources of recruitment refer to hiring employees outside the organization
externally.
• In other words, the applicants seeking job opportunities in this case are those who are
external to the organization.
Direct Recruitment
• Direct recruitment refers to the external source of recruitment where the recruitment
of qualified candidates are done by placing a notice of vacancy on the notice board in
the organization.
• This method of sourcing is also called as factory gate recruitment, as the blue-collar
and technical workers are hired through this process.
Employment Exchanges
• As per the law, for certain job vacancies, it is mandatory that the organization
provides details to the employment exchange.
• Employment exchange is a government entity, where the details of the job seekers are
stored and given to the employers for filling the vacant positions.
• This external recruitment is helpful in hiring for unskilled, semi-skilled, and skilled
workers.
Employment Agencies
• Employment agencies are a good external source of recruitment. Employment
agencies are run by various sectors like private, public, or government.
• It provides unskilled, semi-skilled and skilled resources as per the requirements
of the organization.
• These agencies hold a database of qualified candidates and organizations can use their
services at a cost
Advertisements
• Advertisements are the most popular and very much preferred source of external
source of recruitment.
• The job vacancy is announced through various print and electronic media with a
specific job description and specifications of the requirements.
• Using advertisements is the best way to source candidates in a short span and it offers
an efficient way of screening the candidates’ specific requirements.
Campus Recruitment

• Campus recruitment is an external source of recruitment, where the educational

institutions such as colleges and universities offers opportunities for hiring students.
 • In this process, the organizations visit technical, management, and professional
institutions for recruiting students directly for the new positions.
Executive search
• · The executive search /headhunter specialize in middle-level and top level executive
placement.
• · The distinguishing features of executive search are their fees. These agencies charge
a certain percentage of the cost (cost to company) of recruitment from the candidate
whom they refer in their client company.

Professional Associations
• Professional associations can help an organization in hiring professional, technical,
and managerial personnel, however they specialize in sourcing mid-level and top-
level resources.
• There are many professional associations that act as a bridge between the
organizations and the job-seekers.

Word of Mouth Advertising

• Word of mouth is an intangible way of sourcing the candidates for filling up the
vacant positions.
• There are many reputed organizations with good image in the market. Such
organizations only need a word-of-mouth advertising regarding a job vacancy to
attract a large number of candidates.
Employee leasing
• · Leased employees typically remain with an organization for longer periods of time.
• · When an organization has a need for specific employee skills, it contracts with the
leasing firm to provide a certain number of trained employees.
• · The acquiring organization pays a flat fee for the employees.
• · The leased employees are employees of the leased firm, hence the company is not
responsible for benefits

Temporary help services

• · These temporary help services can be a source of employees when individuals are
needed on a temporary basis.
• · These employees are particularly valuable in meeting short-term fluctuations in
HRM needs.
 • · In addition to specific temporary help services, another quality source of temporary
workers is older workers, those who have already retained or have been displaced by
right sizing in many companies.

External Recruitment
The Advantages
• · The organization has the freedom to select candidates from a large pool. People
with requisite qualifications can be selected.
• · It paves the way for innovation
• · It helps in motivating internal employees to work hard and compete with external
candidates. This creates competitive atmosphere.
· Talented people join senior managerial positions and help in the growth of the organization

The Disadvantages
• · Hiring cost can go substantially high.
• · It takes time to advertise, to screen, to test and to select suitable employees.
• · External selection may also end up hiring someone who does not ‘fit’ and who may
not be able to adjust in the new set-up.

Screening / Shortlisting
• Screening starts after completion of the process of sourcing the candidates. Screening
is the process of filtering the applications of the candidates for further selection
process.
• Screening is an integral part of recruitment process that helps in removing
unqualified or irrelevant candidates, which were received through sourcing. The
screening process of recruitment consists of three steps −
Reviewing of Resumes and Cover Letters
• Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work
experience, and overall background matching the requirement of the job
• While reviewing the resumes, an HR executive must keep the following points in
mind, to ensure better screening of the potential candidates −
• Reason for change of job
• Longevity with each organization
 • Long gaps in employment
• Job-hopping
• Lack of career progression

Conducting Telephonic or Video Interview

• Conducting telephonic or video interviews is the second step of screening candidates.
In this process, after the resumes are screened, the candidates are contacted through
phone or video by the hiring manager.
• This screening process has two outcomes −
• It helps in verifying the candidates, whether they are active and available.
• It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.
Identifying the top candidates

• Identifying the top candidates is the final step of screening the resumes/candidates. In
this process, the cream/top layer of resumes are shortlisted, which makes it easy for
the hiring manager to take a decision. This process has the following three outcomes
−
• Shortlisting 5 to 10 resumes for review by the hiring managers
• Providing insights and recommendations to the hiring manager
• Helps the hiring managers to take a decision in hiring the right candidate

Evaluation and Control

• Evaluation and control is the last stage in the process of recruitment. In this process,
the effectiveness and the validity of the process and methods are assessed.
• Recruitment is a costly process, hence it is important that the performance of the
recruitment process is thoroughly evaluated.
• The costs incurred in the recruitment process are to be evaluated and controlled
effectively. These include the following −
• Salaries to the Recruiters
• Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.
• Administrative expenses and Recruitment overheads
• Overtime and Outstanding costs, while the vacancies remain unfilled
 • Cost incurred in recruiting suitable candidates for the final selection process
• Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.

7. Explain Internal and External Sources of recruitment

Internal Sources of Recruitment

• Internal sources of recruitment refer to hiring employees within the organization
internally.
• In other words, applicants seeking for the different positions are those who are
currently employed with the same organization
• At the time recruitment of employees, the initial consideration should be given to
those employees who are currently working within the organization.
• This is an important source of recruitment, which provides the opportunities for the
development and utilization of the existing resources within the organization.
• Internal sources of recruitment are the best and the easiest way of selecting resources
as performance of their work is already known to the organization
Internal Sources
• Internal sources of recruitment refer to hiring employees within the organization
through −
• Promotions
• Transfers
• Former Employees
• Internal Advertisements (Job Posting)
• Employee Referrals
• Previous Applicants
Recruitment Sources and Methods
• Recruitment sources: Place where qualified individuals are found
• Recruitment methods: Means by which potential employees can be attracted to the
firm
Promotions
 • Promotion refers to upgrading the cadre of the employees by evaluating their
performance in the organization.
• It is the process of shifting an employee from a lower position to a higher position
with more responsibilities, remuneration, facilities, and status.
• Many organizations fill the higher vacant positions with the process of promotions,
internally
Transfer
• Transfer refers to the process of interchanging from one job to another without any
change in the rank and responsibilities.
• It can also be the shifting of employees from one department to another department or
one location to another location, depending upon the requirement of the position
Recruiting Former Employees

• Recruiting former employees is a process of internal sources of recruitment, wherein

the ex employees are called back depending upon the requirement of the position.
• This process is cost effective and saves plenty of time.
• The other major benefit of recruiting former employees is that they are very well
versed with the roles and responsibilities of the job and the organization needs to
spend less on their training and development.
Internal Advertisements (Job Posting)
• Internal Advertisements is a process of posting/advertising jobs within the
organization.
• This job posting is an open invitation to all the employees inside the organization,
where they can apply for the vacant positions.
• It provides equal opportunities to all the employees working in the organization.
• Hence, the recruitment will be done from within the organization and it saves a lot of
cost.
Job Posting
• The standard procedure followed for internal source of recruitment is to post any new
job openings and to allow any current employee to apply for the position.The position
notification can be communicated on a central “position open” bulletin board in the
plants/office whenever required.
Employee Referrals
• Employee referrals is an effective way of sourcing the right candidates at a low cost.
• It is the process of hiring new resources through the references of employees, who are
currently working with the organization.
 • In this process, the present employees can refer their friends and relatives for filling
up the vacant positions.
• Organizations encourage employee referrals, because it is cost effective and saves
time as compared to hiring candidates from external sources.
• Most organizations, in order to motivate their employees, go ahead and reward them
with a referral bonus for a successful hire.
Previous Applicants

• Here, the hiring team checks the profiles of previous applicants from the
organizational recruitment database.
• These applicants are those who have applied for jobs in the past.
• These resources can be easily approached and the response will be positive in most of
the cases. It is also an inexpensive way of filling up the vacant positions.
Internal Recruitment
The advantages
• · Helps in building a good public relation
• · Helps to build morale
• · Encourages good individuals who are ambitious
• Candidates who are chooses internally know the organization
• It motivates the employees to work hard, and increases the work relationship within
the organization.
• It helps in developing employee loyalty towards the organization
The drawbacks of hiring candidates through internal sources are as follows −
• It prevents new hiring of potential resources. Sometimes, new resources bring
innovative ideas and new thinking onto the table.
• It has limited scope because all the vacant positions cannot be filled.
• There could be issues in between the employees, who are promoted and who are not.
• If an internal resource is promoted or transferred, then that position will remain
vacant.
• Employees, who are not promoted, may end up being unhappy and demotivated.
External Sources of Recruitment
 • External sources of recruitment refer to hiring employees outside the organization
externally.
• In other words, the applicants seeking job opportunities in this case are those who are
external to the organization.
Direct Recruitment
• Direct recruitment refers to the external source of recruitment where the recruitment
of qualified candidates are done by placing a notice of vacancy on the notice board in
the organization.
• This method of sourcing is also called as factory gate recruitment, as the blue-collar
and technical workers are hired through this process.
Employment Exchanges
• As per the law, for certain job vacancies, it is mandatory that the organization
provides details to the employment exchange.
• Employment exchange is a government entity, where the details of the job seekers are
stored and given to the employers for filling the vacant positions.
• This external recruitment is helpful in hiring for unskilled, semi-skilled, and skilled
workers.
Employment Agencies
• Employment agencies are a good external source of recruitment. Employment
agencies are run by various sectors like private, public, or government.
• It provides unskilled, semi-skilled and skilled resources as per the requirements
of the organization.
• These agencies hold a database of qualified candidates and organizations can use their
services at a cost
Advertisements
• Advertisements are the most popular and very much preferred source of external
source of recruitment.
• The job vacancy is announced through various print and electronic media with a
specific job description and specifications of the requirements.
• Using advertisements is the best way to source candidates in a short span and it offers
an efficient way of screening the candidates’ specific requirements.
Campus Recruitment

• Campus recruitment is an external source of recruitment, where the educational

institutions such as colleges and universities offers opportunities for hiring students.
 • In this process, the organizations visit technical, management, and professional
institutions for recruiting students directly for the new positions.
Executive search
• · The executive search /headhunter specialize in middle-level and top level executive
placement.
• · The distinguishing features of executive search are their fees. These agencies charge
a certain percentage of the cost (cost to company) of recruitment from the candidate
whom they refer in their client company.

Professional Associations
• Professional associations can help an organization in hiring professional, technical,
and managerial personnel, however they specialize in sourcing mid-level and top-
level resources.
• There are many professional associations that act as a bridge between the
organizations and the job-seekers.

Word of Mouth Advertising

• Word of mouth is an intangible way of sourcing the candidates for filling up the
vacant positions.
• There are many reputed organizations with good image in the market. Such
organizations only need a word-of-mouth advertising regarding a job vacancy to
attract a large number of candidates.
Employee leasing
• · Leased employees typically remain with an organization for longer periods of time.
• · When an organization has a need for specific employee skills, it contracts with the
leasing firm to provide a certain number of trained employees.
• · The acquiring organization pays a flat fee for the employees.
• · The leased employees are employees of the leased firm, hence the company is not
responsible for benefits

Temporary help services

• · These temporary help services can be a source of employees when individuals are
needed on a temporary basis.
• · These employees are particularly valuable in meeting short-term fluctuations in
HRM needs.
 • · In addition to specific temporary help services, another quality source of temporary
workers is older workers, those who have already retained or have been displaced by
right sizing in many companies.

External Recruitment
The Advantages
• · The organization has the freedom to select candidates from a large pool. People
with requisite qualifications can be selected.
• · It paves the way for innovation
• · It helps in motivating internal employees to work hard and compete with external
candidates. This creates competitive atmosphere.
· Talented people join senior managerial positions and help in the growth of the organization

The Disadvantages
• · Hiring cost can go substantially high.
• · It takes time to advertise, to screen, to test and to select suitable employees.
• · External selection may also end up hiring someone who does not ‘fit’ and who may
not be able to adjust in the new set-up.

8. Explain selection process in detail.

Selection Process
Preliminary Interview
• The purpose of preliminary interviews is basically to eliminate unqualified
applications based on information supplied in application forms. The basic
objective is to reject misfits.
• On the other hands preliminary interviews is often called a courtesy interview and is a
good public relations exercise.
Selection Tests

• Jobseekers who pass the preliminary interviews are called for tests. There are various
types of tests conducted depending upon the jobs and the company.
• These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are
conducted to judge how well an individual can perform tasks related to the job.
• Besides this there are some other tests also like Interest Tests (activity preferences),
Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc.
Employment Interview

• The next step in selection is employment interview. Here interview is a formal and in-
depth conversation between applicant‘s acceptability.
• It is considered to be an excellent selection device. Interviews can be One-to-One,
Panel Interview, or Sequential Interviews.
• Besides there can be Structured and Unstructured interviews, Behavioral Interviews,
Stress Interviews.
Reference & Background Checks
• Reference checks and background checks are conducted to verify the information
provided by the candidates.
• Reference checks can be through formal letters, telephone conversations. However it
is merely a formality and selections decisions are seldom affected by it.
• Reference checking is a process of verifying the applicant’s qualifications and
experiences with the references provided by him.
• These reference checks help the interviewer understand the conduct, the attitude,
and the behavior of the candidate as an individual and also as a professional.
Selection Decision

• After obtaining all the information, the most critical step is the selection decision is
to be made.
• The final decision has to be made out of applicants who have passed preliminary
interviews, tests, final interviews and reference checks.
The views of line managers are considered generally because it is the line manager who is
responsible for the performance of the new employee

Physical Examination / Medical examination

• After the selection decision is made, the candidate is required to undergo a physical
fitness test. A job offer is often contingent upon the candidate passing the physical
examination.
• Medical examination is a process, in which the physical and the mental fitness of
the applicants are checked to ensure that the candidates are capable of
performing a job or not.
• This examination helps the organization in choosing the right candidates who are
physically and mentally fit.
Final Selection

• The final selection is the final process which proves that the applicant has qualified in
all the rounds of the selection process and will be issued an appointment letter.
Job Offer
• The next step in selection process is job offer to those applicants who have crossed all
the previous hurdles. It is made by way of letter of appointment.

9. Explain TRAINING PROCESS in detail

Step # 1. Identifying Training Needs:

• Training need is a difference between standard performance and actual
performance.
• Hence, it tries to bridge the gap between standard performance and actual
performance.
• The gap clearly underlines the need for training of employees. Hence, under this
phase, the gap is identified in order to assess the training needs.
Step # 2. Establish Specific Objectives:
• After the identification of training needs, the most crucial task is to determine the
objectives of training.
• Hence, the primary purpose of training should focus to bridge the gap between
standard performance and actual performance. This can be done through setting
training objectives. Thus, basic objective of training is to bring proper match
between man and the job.
Step # 3. Select Appropriate Methods:
• Training methods are desired means of attaining training objectives. After the
determination of training needs and specification of objectives, an appropriate
training method is to be identified and selected to achieve the stated objectives.
• There are number of training methods available but their suitability is judged as per
the need of organizational training needs.
Step # 4. Implement Programs:
• After the selection of an appropriate method, the actual functioning takes place.
• Under this step, the prepared plans and programs are implemented to get the
desired output. Under it, employees are trained to develop for better performance
of organizational activities.
Step # 5. Evaluate Program:
 • It consists of an evaluation of various aspects of training in order to know
whether the training program was effective. In other words, it refers to the training
utility in terms of effect of training on employees’ performance.
Step # 6. Feedback:
• Finally, a feedback mechanism is created in order to identify the weak areas in
the training program and improve the same in future.
For this purpose, information relating to class room, food, lodging etc., are obtained from
participants. The obtained information, then, evaluated, and analyzed in order to mark weak
areas of training programs and for future improvements
10. Explain the methods of training in detail

Methods of Training

On-the-job Training Method and Off-the-Job

Methods
• Management development is a systematic process of growth and development by
which the managers develop their abilities to manage.
• It is concerned with not only improving the performance of managers but also giving
them opportunities for growth and development.
• There are two methods through which managers can improve their knowledge and
skills.
• One is through formal training and other is through on the job experiences.
• On the job training is very important since real learning takes place only when
one practices what they have studied.
On-the-job Training (OJT) Methods:

• This is the most common method of training in which a trainee is placed on a specific
job and taught the skills and knowledge necessary to perform it
• . On-the-job refer to the methods that are applied to the workplace while the
employees are actually training

On-the-job training methods are as follows:

Job rotation:
 • This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the
trainee understand the problems of other employees.

2. Coaching:
• Under this method, the trainee is placed under a particular supervisor who functions
as a coach in training and provides feedback to the trainee.
• Sometimes the trainee may not get an opportunity to express his ideas.

3. Job instructions:
• Also known as step-by-step training in which the trainer explains the way of doing
the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:
• A group of trainees are asked to solve a given organizational problem by
discussing the problem. This helps to improve team work.
5. Internship training:
• Under this method, instructions through theoretical and practical aspects are
provided to the trainees. Usually, students from the engineering and commerce
colleges receive this type of training for a small stipend.
6. Vestibule training:
• It is the training on actual work to be done by an employee but conducted away
from the work place.
Under this method, actual work conditions are created in a class room or a workshop. The
machines, materials and tools under this method is same as those used in actual
performance in the factory
Apprenticeship training:
• Apprentice is a worker who spends a prescribed period of time under a supervisor
• Under this method, the trainee is placed under a qualified supervisor or instructor for
a long period of time depending upon the job and skill required. Wages paid to the
trainee are much less than those paid to qualified workers.

Off-the-job Methods:

• On the job training methods have their own limitations, and in order to have the
overall development of employee’s off-the-job training can also be imparted.
• The methods of training which are adopted for the development of employees away
from the field of the job are known as off-the-job methods.
 The following are some of the off-the-job techniques:

1. Case study method:

Usually case study deals with any problem confronted by a business which can be
solved by an employee.
The trainee is given an opportunity to analyse the case and come out with all
possible solutions. This method can enhance analytic and critical thinking of an
employee
2. Incident method:
Incidents are prepared on the basis of actual situations which happened in
different organizations and each employee in the training group is asked to make
decisions as if it is a real-life situation.
1. Later on, the entire group discusses the incident and takes decisions related to the
incident on the basis of individual and group decisions.
3. In-basket method:
The employees are given information about an imaginary company, its activities
and products, HR employed and all data related to the firm.
The trainee (employee under training) has to make notes, delegate tasks and
prepare schedules within a specified time. This can develop situational judgments
and quick decision making skills of employees.
Laboratory Training:
• Sensitivity training is called as laboratory training as it is conducted by creating
an experimental laboratory situation in which employees are brought together in
groups, to interact in an unstructured environment.
• In sensitivity training social sensitivity and behaviour flexibility is developed within
the employees
Role play:
• In this case also a problem situation is simulated asking the employee to assume
the role of a particular person in the situation.
• The participant interacts with other participants assuming different roles. The
whole play will be recorded and trainee gets an opportunity to examine their own
performance.
Business games:
• According to this method the trainees are divided into groups and each group has to
discuss about various activities and functions of an imaginary organization.
 • They will discuss and decide about various subjects like production, promotion,
pricing etc. This gives result in co-operative decision making process.
Grid training:
• It is a continuous and phased programme lasting for six years. It includes phases of
planning development, implementation and evaluation. The grid takes into
consideration parameters like concern for people and concern for production.
• The Managerial or Leadership Grid is used to help managers analyze their own
leadership styles through a technique known as grid training. This is done by
administering a questionnaire that helps managers identify how they stand with
respect to their concern for production and people.
Lectures:
• This will be a suitable method when the numbers of trainees are quite large.
• Lectures can be very much helpful in explaining the concepts and principles very
clearly, and face to face interaction is very much possible.
Simulation:
• Under this method an imaginary situation is created and trainees are asked to act on it.
• For e.g., assuming the role of a marketing manager solving the marketing
problems or creating a new strategy etc.

Management education:
• At present universities and management institutes gives great emphasis on
management education.
• For e.g., Mumbai University has started bachelors and postgraduate degree in
Management. Many management Institutes provide not only degrees but also hands
on experience having collaboration with business concerns.

Conferences:
• A meeting of several people to discuss any subject is called conference. Each par-
ticipant contributes by analyzing and discussing various issues related to the topic.
Everyone can express their own view point.
• This is also an old method, but still a favorite training method.
• In order to escape the limitations of straight lecturing many organizations have
adopted guided, discussion type of conferences in their training programmes.
• In this method, the participant’s pools, their ideas and experience in attempting to
arrive at improved methods of dealing with the problems, which are common subject
of discussion
 11. Explain Performance Management and its Techniques

PEER REVIEWS/ 360-DEGREE FEEDBACK

360 reviews allow peers to provide both positive and constructive feedback. It provides
individuals with a broad assessment of their individual performance based on the views of the
people around them. This process allows members of teams to grow as they can identify areas
for improvement in others, while they consider their own development needs. This process is
mainly handled by team members, but managers should still oversea the reports that are
generated to ensure that any concerns, praises or claims are made note of and addressed. By
doing this it shows teams the importance of peer review because it has resulted in action
being taken and therefore team members are more likely to be engaged in the process.
Insights from 360-degree feedback are usually used in employee training and development. If
done correctly 360-degree feedback helps to democratise the performance review process as
it uses the opinions of others around the individual instead of just the line manager.
UTILISE FEEDBACK
If an employee is underperforming, they may not know it. A meeting should be held to
identify possible causes for their underperformance and solutions to help the employee.
When giving feedback to an underperforming employee it is vital that a manager does not
just give negative feedback, positive feedback is needed also to encourage them to continue
to do the good things they do, managers need to let underperforming employees know what
their strengths are. Feedback needs to be done regularly, not done as a yearly review as this
can create stresses within teams, regular feedback (for example monthly) helps to keep teams
motivated and engaged.
KEY PERFORMANCE INDICATORS (KPIS) AND METRICS
These provide a way to measure how well companies, units, projects or individuals are
performing in relation to their strategic goals and objectives. The main value of KPIs as a
maangement technique is enabling data driven performance conversations and better decision
making. Well-designed KPIs should be vital navigational instruments that provide a clear
picture of current levels of performance and shows if the business is where it needs to be.
 PERFORMANCE APPRAISALS
These are probably the most commonly used individual performance management technique.
When used properly, they can be very powerful for aligning the goals of individuals with the
strategic aims of a business. To be beneficial employees must feel the appraisal is a regular,
fair, honest and constructive two-way conversation between them and their manager. If they
are not, then appraisals can become a tick box exercise and end up a de-motivator which can
lead to a decline in employee performance.
MANAGEMENT BY OBJECTIVES (MBO)
This process is defining specific objectives and setting out how to achieve each individual
objective. It is powerful for specific work that must be done one step at a time. This method
is a good way to create a culture of working towards common goals as once each objective is
achieved those involved are aware of their achievements which helps to improve moral and
motivation. MBO measures individual performance and compares that performance to
standards previously set.
BALANCE SCORECARDS
These are one of the best-known management frameworks and has been popular over the last
20 years, it was voted one of the most influential business ideas ever in the Harvard Business
Review. Managing performance using a balance scorecard helps businesses to:
 clarify their strategy and communicate their business priorities and objectives;
 monitor progress by measuring what extent priorities and objectives are being delivered;
 define and manage action plans to ensure initiatives are in place to deliver the business
priorities and objectives.
PERSONAL DEVELOPMENT PLANS (PDP)
A PDP is an action plan that is based on reflection of an employees performance and needs,
PDPS set out goals for future performance and actions that will support personal
development. They are often used to identify specific training and development needs and
create actions plans to meet those needs. PDPs help employees set out how they want to grow
and what actions they need to take to achieve that growth. This helps employees to feel more
invested in the business and know the role they play in the success of the business.

12. Explain the Steps for Career Planning in detail.

6 Steps for Career Planning

Step 1: Explore Career Options
Use career assessment tools to explore fields further so that you can better utilize guidance
from our career staff. This stage helps make you aware of the many possibilities that exist. In
addition to learning position titles, you will also discover the skills, educational requirements,
and personal attributes needed to be successful in various fields. Gathering this information
helps career counselors make suggestions for majors, jobs, and careers that would fit in with
your interests and skills. The goal here is to come up with a few options to share with a career
counselor.
Step 2: Conduct Field Research
This stage is useful in deciding between different fields to pursue. What better way to explore
career options than to meet with someone working in the field? It entails meeting with people
in different positions or industries that you are interested in and asking them questions about
their job. This is also the first step in starting to build a professional network. To help you
with this stage, pick up a packet in the Career Center on Field Research and Informational
Interviews.
Step 3: Determine Your Job Target
After you have looked at your options by doing career exploration and field research, it is
time to make a decision and set some goals. The components of this decision are called
your Job Target. Your Job Target is the specific industry and position you choose to pursue.
It may also include geographic location. Your Job Target can change as you gain more
experience and knowledge about yourself.
Step 4: Build Your Credentials and Resume
This stage is ongoing and the more you build your credentials, the better your resume
becomes. A great resume leads to interviews and offers. The best ways to build your
credentials and knowledge are by:

 Doing internships related to your Job Target

 Taking classes and attending seminars related to your Job Target
 Reading books, journals, and magazines related to your Job Target
 Joining professional associations or clubs on campus related to your Job Target

Upload your resume at CLUpostings.com so employers can view it.

Step 5: Prepare for Your Job Search
This stage requires researching companies and organizations you want to work for and
establishing if your friends, family, or the Career Center have any leads there. Learn to write
calling scripts and develop tactics for approaching employers other than looking at
advertisements (which seldom bring quick results). You will also need to get organized by
starting a job search binder where all your activities are logged and new information is kept.
In addition, it is crucial to educate yourself regarding interviewing and salary negotiations
before you meet employers. (Our workshops are a great way to do this.) You have to stand
out! It will take most new graduates 3–10 months to find a job, so start early. For a graduate-
level student, it may take longer.
Step 6: Launch Your Job Search
Ready? There are many activities involved in launching your job search. Writing a targeted
resume is important to show employers how your skills relate to their specific needs. Set
aside the time to make calls, write cover letters and thank you letters, conduct interviews, and
do research. Be creative with the approaches you use and remember to ask yourself, "Will
this help me to stand out from my competition?" Lastly, consistently update your resume with
any new skills, knowledge, and experience.