Human Resource Management Assignment Sem II

1. Differentiate HRM and HRD.

Answer:

Human resources are an essential section of any organization, company or institute.

Recognizing this importance, separate branches geared towards the development and the
safeguarding of this sector has evolved over time. HRD and HRM are two such subjects that
cater to this growing need today.

Definition of HRM

Human Resource Management, shortly known as HRM refers to a systematic branch of

management that is concerned with managing people at work so that they can give best results
to the organisation. It is the application of management principles to the people working in the
organisation. It aims at improving the performance and productivity of the organisation by
finding out the effectiveness of its human capital. Therefore, HRM is an art of placing the right
person at the right job, to ensure the best possible use of organisations manpower.

The process involves an array of activities that begins with the recruitment, selection,
orientation, & induction, training & development, performance appraisal, incentives &
compensation, motivation, maintaining workplace safety, health & welfare policies, managing
relationship with the organisation, managing change.

Definition of HRD

The term Human Resource Development or HRD refers to the development of people working
in an organisation. It is a part of HRM; that aims at improving skills, knowledge, competencies,
attitude and behaviour of employees of the organisation. The purpose of the HRD is to
empower and strengthen the abilities of the employees so that their performance will get
better than before.

Human Resource Development involves providing such opportunities to the employees that will
prove beneficial in their all around development. Such opportunities include training &
development, career development, performance management, talent management, coaching
& mentoring, key employee identification, succession planning and so on. Nowadays, there are
many organisations work for the human resource development of employees from the day they
join the enterprise, and the process continues, until the end of their employment term.
Difference between HRD and HRM: HRD and HRM are both practices that deal with human
resources of a company. Usually in large organizations, there exists entire departments
dedicated to HRM where trained professionals work together solely towards the amelioration
of this aspect, dealing with both HRD and HRM functions. HRD is human resource development.
HRM is human resource management.

HRD deals with functions such as performance development and management, training,
career development, mentoring, coaching, succession planning, tuition assistance, key
employee identification, etc. HRM deals with functions such as employee training, recruitment,
performance appraisals as well as duly rewarding the employees.

HRD is a part of HRM. HRM deals with all HR initiatives while HRD only deals with the
development factor.

HRM functions are more formal than of HRD functions.

Human Resource Management (HRM) is a branch of management; that is concerned with

making best possible use of the enterprises human resources. On the other end, Human
Resource Development (HRD) is a wing of HRM that keeps focusing on the development part of
the organisations manpower. There are many people, to whom HRM and HRD convey the
same meaning, but this is not true. We have compiled an article here, to make you understand
the differences between HRM and HRD. Have a look.

Basis of Comparison HRM HRD

Meaning Human Resource
Management refers to the
application of principles of
management to manage the
people working in the
organization.
Human Resource
Development means a
continuous development
function that intends to
improve the performance of
people working in the
organization.

What is it? Management function. Subset of Human Resource

Management.
Function Reactive Proactive
Objective To improve the performance To develop the skills,
of the employees. knowledge and competency
of employees.

Process Routine Ongoing

Dependency Independent It is a subsystem.
 Concerned with People only Development of the entire
organization.

Key Differences Between HRM and HRD

The significant differences between HRM and HRD are discussed in the following points:

1. Human Resource Management refers to the application of principles of management to

manage the people working in the organisation. Human Resource Development means a
continuous development function that intends to improve the performance of people working
in the organisation.
2. HRM is a function of management. Conversely, HRD falls under the umbrella of HRM.
3. HRM is a reactive function as it attempts to fulfil the demands that arise while HRD is a
proactive function, that meets the changing demands of the human resource in the
organisation and anticipates it.
4. HRM is a routine process and a function of administration. On the other hand, HRD is an
ongoing process.
5. The basic objective of HRM is to improve the efficiency of employees. In contrast to HRD, which
aims at developing the skill, knowledge and competency of workers and the entire
organisation.
6. HRD is an organizationally oriented process; that is a subsystem of a big system. As opposed to
HRM where there are separate roles to play, which makes it an independent function.
7. Human Resource Management is concerned with people only. Unlike Human Resource
Development, that focus on the development of the entire organisation.

Conclusion

HRM differs with HRD in a sense that HRM is associated with management of human resources
while HRD is related to the development of employees. Human Resource Management is a
bigger concept than Human Resource Development. The former encompasses a range of
organisational activities like planning, staffing, developing, monitoring, maintaining, managing
relationship and evaluating whereas the latter covers in itself the development part i.e.
training, learning, career development, talent management, performance appraisal, employee
engagement and empowerment.

2. Define human resource audit.

According to R.D. Gray, the primary purpose of audit is to know how the various units are
functioning and how they have been able to meet the policies and guidelines which were
agreed upon; and to assist the rest of the organization by identifying the gap between
objectives and results for the end product of an evaluation should be to formulate plans for
corrections or adjustments.

Human Resource Audit is a comprehensive method of objective and systematic verification of

current practices, documentation, policies and procedures prevalent in the HR system of the
organization. An effective HR audit helps in identifying the need for improvement and
enhancement of the HR function. It also guides the organization in maintaining compliance with
ever-changing rules and regulations. HR audit, thus, helps in analyzing the gap between what is
the current HR function and what should be/could be the best possible HR function in the
organization.

Though HR auditing is not mandatory like financial auditing, yet, organizations these days are
opting for regular HR audits in order to examine the existing HR system in line with the
organizations policies, strategies and objectives, and legal requirements. HR auditor can be
internal or external to the organization. Generally, HR consulting firms render the service of
external HR auditors.

It is necessary for the top management to establish the terms and scope of the audit clearly
before the external firm to make the audit successful. This includes defining the exact purpose
of audit, viz. examining compliance with legal requirements and organizations policies,
identifying problem areas to avoid crisis situation with appropriate planning, analyzing ways to
better serve the needs of relevant parties employees, partners or society, measuring the work
processes, seeking HR related opportunities available within the organization, dealing with
situation of merger and acquisitions, etc.

Primary components of the HR system which are generally audited include documentation,
job descriptions, personnel policies, legal policies, recruitment and selection, training and
development, compensation and employee benefit system, career management, employee
relations, performance measurement and evaluation process, termination, key performance
indicators, and HR Information Systems (HRIS).

According to R.D. Gray, the primary purpose of audit is to know how the various units are
functioning and how they have been able to meet the policies and guidelines which were
agreed upon; and to assist the rest of the organization by identifying the gap between
objectives and results for the end product of an evaluation should be to formulate plans for
corrections or adjustments.

The American Accounting Associations Committee on Human Resource Accounting (1973) has
defined Human Resource Accounting as
the process of identifying and measuring data about human resources and communicating this
information to interested parties.
HRA, thus, not only involves measurement of all the costs/ investments associated with the
recruitment, placement, training and develop ent of employees, but also the quantification of
the economic value of the people in an organisation.

Flamholtz (1971) too has offered a similar definition for HRA. They define HRA as the
measurement and reporting of the cost and value of people in organizational resources.

A periodic HR audit can qualify its effectiveness within an organization. HR audits may
accomplish a variety of objectives, such as ensuring legal compliance; helping maintain or
improve a competitive advantage; establishing efficient documentation and technology
practices; and identifying strengths and weaknesses in training, communications and other
employment practices.

Objectives of the Human Resource Audit

To review the performance of the Human Resource Department and its relative
activities in order to assess the effectiveness on the implementation of the various
policies to realize the Organizational goals.
To identify the gaps, lapses, irregularities, short-comings, in the implementation of the
Policies, procedures, practices, directives, of the Human Resource Department and to
suggest remedial actions.
To know the factors which are detrimental to the non-implementation or wrong
implementation of the planned Programmes and activities.
To suggest measures and corrective steps to rectify the mistakes, shortcomings if any,
for future guidance, and advise for effective performance of the work of the Human
Resource Department.
v To evaluate the Personnel staff and employees with reference to the Performance
Appraisal Reports and suggest suitable recommendations for improving the efficiency of
the employees.
To evaluate the job chart of the Human Resource Managers, Executives, Administrative
Officers, Executive Officers, Recruitment Officers, whether they have implemented the
directives and guidelines for effective Management of the Human resources in their
respective Departments.

Benefits of Human Resource Audit

Several benefits associated with Human Resource audit are listed below. An audit reminds
member of HR department and others its contribution, creating a more professional image of
the department among manager and specialist. The audit helps clarify the departments role
and leads to greater uniformity, especially in the geographically scattered and decentralized HR
function of large organisations. Perhaps most important, it finds problems and ensures
compliance with a variety of laws and strategic plans in an organization.

Identifies the contribution of Human Resource department to the organization

Improves the professional image of the Human Resource department.
Encourages greater responsibility and professionalism among member of the Human
Resource department.
Clarifies the HR departments duties and responsibilities.
Stimulates uniformity of HR policies and practices.
Finds critical HR problems.
Ensures timely compliance with legal requirements.
Reduces human resource cost through more effective Human Resource procedure.
Creates increased acceptance of needed change in the Human Resource department.
Requires thorough review of Human Resource departments information system.

Approaches to HR Audit:

According to William Werther and Keith Davis, there are five approaches for the purpose of
evaluation.

These are briefly outlined as under:

(1) Comparative Approach:

Under this approach auditors identify one model company and the results obtained of the
organisation under audit are compared with it.

(2) Outside Authority Approach:

In outside authority approach a benchmark is set to compare own results. A standard for audit
set by outside consultant is used as benchmark.

(3) Statistical Approach:

Under statistical approach the statistical information maintained by the company in respect of
absenteeism, employee turnover etc. is used as the measures for evaluating performance.

(4) Compliance Approach:

Under compliance approach the auditors make a review of past actions to determine to see

whether those activities are in compliance with the legal provisions and in accordance with the
policies and procedures of the company.

(5) MBO Approach:

Under MBO approach specific targets are fixed. The performance is measured against these
targets. The auditors conduct the survey of actual performance and compare with the goals set.

4. What is Induction Programme?

Answer 4

An induction programme is the process used within many businesses to welcome new
employees to the company and prepare them for their new role. Inductiontraining should,
according to TPI-theory, include development of theoretical and practical skills, but also meet
interaction needs that exist among the new employees. An Induction Programme can also
include the safety training delivered to contractors before they are permitted to enter a site or
begin their work. It is usually focused on the particular safety issues of an organisation but will
often include much of the general company information delivered to employees.

Induction of Employee is the first step towards gaining an employees' commitment, Induction is
aimed at introducing the job and organization to the recruit and him or her to the organization.
Induction involves orientation and training of the employee in the organizational culture, and
showing how he or she is interconnected to (and interdependent on) everyone else in the
organization.

The new employees first contact with his or her physical and human working environment is
extremely important, since it will condition his or her relationship with the company. The
employee must feel supported and important. The first person he or she will meet is the
immediate supervisor, who should present the corporate profile in addition to providing
information on the organizations background, values, clientele, services offered, staff, and
expected behaviour. The immediate superior will also specify the newcomers role. The points
listed below should be covered during this meeting.

A good induction programme should cover the following:

 1. The company, its history and products, process of production and major operations
involved in his job.
2. The significance of the job with all necessary information about it including job training
and job hazards.
3. Structure of the organization and the functions of various departments.
4. Employees own department and job, and how he fits into the organization.
5. Personnel policy and sources of information.
6. Company policies, practices, objectives and regulations.
7. Terms and conditions of service, amenities and welfare facilities.
8. Rules and regulations governing hours of work and over-time, safety and accident
prevention, holidays and vacations, methods of reporting, tardiness and, absenteeism.
9. Grievances procedure and discipline handling.
10. Social benefits and recreation services.
11. Opportunities, promotions, transfer, suggestion schemes and job satisfaction.

An induction programme consists primarily of three steps:

General orientation by the staff: It gives necessary general information about the history and
the operations of the firm. The purpose is to help an employee to build up some pride and
interest in the organization.

Specific orientation by the job supervisor: The employee is shown the department and his
place of work; the location of facilities and is told about the organizations specific practices and
customs. The purpose is to enable the employee to adjust with his work and environment.

Follow-up orientation by either the personnel department or the supervisor: This is

conducted within one week to six months of the initial induction and by a foreman or a
specialist. The purpose is to find out whether the employee is reasonably well satisfied with
him. Through personal talks, guidance and counselling efforts are made to remove the
difficulties experienced by the newcomer.

Q5: Write a short note on simulated training.

Definition: Simulated Training

Simulated Training is a devised job training that is not on the job but away from the job. It
teaches a complicated, critical and hazardous task. Enough practice gives the trainees enough
exposure and renders him better prepared for the real life problem.

Read Next
Simulated Test Market

Computer-Based Training

Skills Training

Diversity Training

Rotational Training

Training and Development

Simulation is the mimicry of the real world problems. The model developed contains the key
characters of the process it is trying to simulate. These simulation models are extensively used
in training programs across different sectors of business right from IT Professionals to
Astronauts.

Most common application of this virtual training is in the field of management. Simulation
training is used to better business awareness and knowhow of the employee along with the
management skills.

This concept emerged from the 70-20-10 rule. Which advocates that 70% of the job is learned
on the job, while employee actually performs the job under real life constraints and pressure.

Types of Simulation Training

a. Functional Simulations - focuses on training on a particular business requirement area - for

example product design.

b. Total Enterprise Simulation - this focuses on the overall development of the employee. The
example of this is - executive management decisions.

Simulation Training has also created a niche for itself in the field of education. Especially
business education. There are integrated training solutions along with the lectures.
Benefits of the Simulation Training for Business School Students

a. Business Awareness

b. Time Management and Organisation

c. Team Coordination

d. Problem Solving

Q6. Define Knowledge management.

Knowledge management is the systematic management of an organization's knowledge assets

for the purpose of creating value and meeting tactical & strategic requirements; it consists of
the initiatives, processes, strategies, and systems that sustain and enhance the storage,
assessment, sharing, refinement, and creation of knowledge.

Knowledge management (KM) therefore implies a strong tie to organizational goals and
strategy, and it involves the management of knowledge that is useful for some purpose and
which creates value for the organization.

Expanding upon the previous knowledge management definition, KM involves the

understanding of:

>Where and in what forms knowledge exists; what the organization needs to know; how to
promote a culture conducive to learning, sharing, and knowledge creation; how to make the
right knowledge available to the right people at the right time; how to best generate or acquire
new relevant knowledge; how to manage all of these factors so as to enhance performance in
light of the organization's strategic goals and short term opportunities and threats.

KM must therefore create/provide the right tools, people, knowledge, structures (teams, etc.),
culture, etc. so as to enhance learning; it must understand the value and applications of the
new knowledge created; it must store this knowledge and make it readily available for the right
people at the right time; and it must continuously assess, apply, refine, and remove
organizational knowledge in conjunction with concrete long and short term factors.

From this knowledge management definition we can see that it depends upon the management
of the organization's knowledge creation and conversion mechanisms; organizational memory
and retrieval facilities; organizational learning; and organizational culture. These concepts will
be explored in more detail in the following sections.

Q7: Define compensation management.

Answer7: The Definition of Compensation Management:

In simple terms, compensation is everything that a company offers its employees in return for
their talent and time. When organized the right way, compensation dollars can be strategically
leveraged to reduce turnover, boost employee engagement and attract top talent. The purpose
of compensation management is to make the most of company dollars in a way that rewards
employees for their work.

Compensation Management Importance:

Compensation management makes a company vigilant. It drives managers to be on the look out
for star performers who must be given rewards for their efforts, which ultimately decreases the
risk of losing a valuable employee.

It is positive reinforcement. Yes, money doesnt make the world go round and if line managers
are not friendly, helpful and supportive retention is difficult. But cash prizes and consistent
monetary perks in conjunction with a great work environment allow companies to grow by
leaps and bounds through motivated, hard working employees.

Compensation management enhances the companys reputation. When workers are satisfied
with their monetary and intangible rewards, they attract better prospects for vacant positions,
bringing new, fresh talent to the organization.

Q8 What are the stages in career development?

Answer 8: Career management is an important life skill to develop and cultivate. The six stages
of modern career development are:
 1. Assessment
2. Investigation
3. Preparation
4. Commitment
5. Retention
6. Transition

In the Assessment Stage, you are getting ready for your lifes work. This stage is characterized
by unawareness, in that you are not sure what your values, strengths, and weaknesses are. You
start to feel as though you want to know more about yourself and make a conscious effort to
get in touch with who you really are.

Key characteristics:

1. Taking assessment instruments

2. Working with a career counselor or career coach

In the Investigation Stage, you are researching what work exists in the world. This stage is
characterized by feelings of confusion, in that you are not sure what career options exist for
you. You may feel overwhelmed with all of the jobs and opportunities that exist as you begin
the process of researching the modern world of work. But if you approach this stage with a
positive frame of mind, you will find that you will learn about many possibilities you may have
never considered.

Key characteristics:

1. Researching the world of work

2. Conducting informational interviews with people in your chosen field

In the Preparation Stage, you are still getting ready to do your lifes work. This stage is
characterized by feelings of excitement, as you think of how wonderful it will be to perform
meaningful work. However, there is still much work to be done, and to be successful, you have
to prepare.

Key characteristics:

1. Gaining knowledge and experience

2. Setting goals and adopting a success-oriented mind-set

In the Commitment Stage, you will feel confident that you have figured out what you are meant
to do. Sometimes people have known all along what they were meant to do but could not
commit to the process of making it happen, for whatever reason. At this stage, more than ever,
you must focus your energy and keep your eye on the target.

Key characteristics:

1. Conducting a job search

2. Negotiating and accepting a job offer

In the Retention Stage, you will feel comfortable in your career field, as you will now have
figured out how things work in your industry. You will want to remain committed to your career
by continually updating your skill set and staying current with industry standards.

Key characteristics:

1. Providing first-class customer-service skills

2. Building a professional network

The Transition Stage is characterized by feelings of discomfort in that you are unsure of what
you will be doing next (and/or if you will be happy). In this stage, you will learn to make
conscious changes in your career direction.

Key characteristics:

1.Making career changes

2. Developing resiliency

Case Detail :

Mr. Kumar Nidhi has been working as a manager (Credit Appraisal) in State Bank of Mysore
since, 1990. He got first rank in his M.A. from Karnataka University in 1989. He rose from
Officer-Grade IV to Officer-Grade I in a short span of 10 years. Personnel records of the bank
shows that he is an efficient manager in Agricultural Credit, Industrial Credit and Credit to small
business etc. The bank is planning to computerise the project appraisal department. In this
connection, Mr. Kumar Nidhi was asked to take training in computer operations. But he was
quite reluctant to undergo training.

1. Why was Mr. Kumar Nidhi reluctant to undergo training? Discuss.

Answer:
Many employees do not have a positive attitude toward training, whether that is due to fear of
change or lack of engagement. The reason, Mr. Kumar Nidhi reluctant to undergo training can be
as follows:

One reason that Mr. kumar Nidhi may be resisting to take computer operation training
program is because they are unable to see how it relates to them or what the outcome will
be. When employees dont feel as if the provided training is beneficial to their job
performance, overall success or daily lives, they become disinterested and resist. Like wise
here in the case is Nidhi is into credit appraisal (Agricultural Credit, Industrial Credit and
Credit to small business etc.) and now bank after the 10 years of his carrier in credit filed
ask him to take computer operations training for the computerize project appraisal
department. So it is hard for Nidhi to put into perspective what the training can do for him
and they tend to take a just get it done mentality.

Mr. Kumar Nidhi has been with the company for years, he may find resistance due to their
level of experience. When an employee feels they are highly experienced and overqualified,
they may resist training simply because they feel they already know everything they need to
know. Likewise, Mr. kumar Nidhi in the above case can find anything they need to know on
the internet or from other sources, and may resist simply because they feel they can find a
better way.

The one more reason for the resistance of kumar Nidhi to take computer training program
that he does not embrace changes and they may not see the value of ongoing training that
useful.

2. What is job rotation?

Job rotation is a management technique that assigns trainees to various jobs and
departments over a period of a few years.

A job design technique in which employees are moved between two or more jobs in a
planned manner. The objective is to expose the employees to different experiences and
wider variety of skills to enhance job satisfaction and to cross-train them.
-------BusinessDictionary.com

Job rotation implies systematic movement of employees from one job to the other. Job
remains unchanged but employees performing them shift from one job to the other. With
job rotation, an employee is given an opportunity to perform different jobs, which
enriches his skills, experience and ability to perform different jobs
Job rotation gives an idea about the jobs to be performed at every level. Once a person is able
to understand this he is in a better understanding of the working of organization

Job rotation is done to decide the final posting for the employee e.g. in the above case Mr.
Kumar Nidhi is assigned to the officer-Grade IV whole he learns all the jobs to be performed for
officer-Grade IV at his level in the organization .after this he is shifted to the officer-Grade I. He
is he is an efficient manager in Agricultural Credit, Industrial Credit and Credit to small business
etc. And now bank is want him to take training in computer operation. After that bank can placed
him in the department in which he shows the best performance.

3. What are the determinants of learning from this case?

The above case study employs a training and development function framework to estimate
determinants of learning outcomes. Although Kumar Nidhi has been working as a manager in credit
appraisal department efficiently for last 10 years but when bank is planning to computerize the
project appraisal department and asking to take training in computer operations. Now Kumar
Nidhi can see this training as an opportunity to learn about the different field and prove himself
efficient in computer operations also other than credit appraisal.

MCQ

1. ________ are the resources that provide utility value to all other resources.

A Men

2. The term procurement stands for

A recruitment and selection

3. The characteristics of human resources are ________ in nature

B heterogeneous

4. Identify the managerial function out of the following functions of HR managers.

C organizing

5. Which of the following is an example of operative function of HR managers?

C procurement
 6. The scope of human resource management includes

D All of the above

7. Human resource management is normally ________ in nature.

A proactive

8. The human resource management functions aim at

B helping the organization deal with its employees in different stages of employment

9. Which of the following aptly describes the role of line managers and staff advisors,
namely HR professionals?

C Staff advisors are solely responsible for developing, implementing and evaluating the HR
programmes while line managers are not all involved in any matters concerning HR.

10. In strategic human resource management, HR strategies are generally aligned with

A business strategy

11. Which of the following is closely associated with strategic human resource
management?

D All of the above

12. Treating employees as precious human resources is the basis of the _______ approach.

hard HRM

soft HRM

medium HRM
None of the above

13. Strategic human resource management aims to achieve competitive advantage in the
market through

price

product

people

process

14. Wright and Snell made important contribution to the growth of

Strategic fit model

Strategic labour allocation process model

Business-oriented model

None of the above

15. Strategic management process usually consists of _______ steps.

Four

Five

Six

Seven

16. One of the components of corporate level strategy is

growth strategy

portfolio strategy

parenting strategy
All of the above

17. Creating an environment that facilitates a continuous and two-way exchange of

information between the superiors and the subordinates is the core of

High involvement management model

High commitment management model

High performance management model

None of the above

18. Which one of the following is not a part of the external environment of an organization?

social factors

political factors

legal factors

organizational culture

19. Identify the odd one out of the following factors

organizational structure

HR systems

business strategy

technology

20. The first recorded human resource management initiative was made during

the pre-industrial revolution era

the First World War era

the Second World War era

None of the above

21. What is the most important contribution of the Hawthorne studies?

the discovery of the informal relationship and social groups among employees

the significance of lighting and ventilation for performance

the difference in the performance of male and female employees

the relationship between the behaviour and performance

22. The term environmental scanning stands for

gathering data about the organization and its surroundings

collecting information about the shareholders

gathering information relating to the employees

none of the above

23. McGregors Theory X and Theory Y was introduced during

the First World War`

the Industrial revolution

the Second World War

the human relations movement

24. One of the important assumptions of the ----------perspective is that uncertainty in

environment is more of an internal problem and less of an external problem

objective environment perspective

perceived environment perspective

enacted environment perspective

none of the above

 25. When an organization creates its own environment out of its knowledge of the
environment, it has created a/an

enacted environment

perceived environment

objective environment

none of the above

26. Job analysis is a process of gathering information about the

job holder

job

management

organization

27. The final process of a job analysis is the preparation of two statements, namely,

job observation and job description

job specification and job observation

job description and job specification

None of the above

28. Which of the following terms is not associated with job analysis?

task

duty

position
competitor

29. The process of bringing together different tasks to build a job is called

job evaluation

job design

job classification

job description

30. The process of grouping of similar types of works together is known as

job classification

job design

job evaluation

job description

31. The system of ranking jobs in a firm on the basis of the relevant characteristics, duties,
and responsibilities is known as

job evaluation

job design

job specification

job description

32. The written statement of the findings of job analysis is called

job design

job classification

job description
job evaluation

33. A structured questionnaire method for collecting data about the personal qualities of
employees is called

functional job analysis

management position description questionnaire

work profiling system

none of the above

34. The model that aims at measuring the degree of each essential ability required for
performing the job effectively is known as

Fleishman Job Analysis System

common metric questionnaire

management position description questionnaire

functional job analysis

35. The method that depends mainly on the ability and experience of the supervisors for
gathering relevant information about the job is called the

task inventory analysis method

technical conference method

diary maintenance method

critical incident method

36. Designing a job according to the workers physical strength and ability is known as

ergonomics
task assortment

job autonomy

none of the above

37. Which of the following is not a component of job design?

job enrichment

job rotation

job reengineering

job outsourcing

38. Moving employees from one job to another in a predetermined way is called

job rotation

job reengineering

work mapping

job enrichment

39. The basic purpose of human resource planning is to

identify the human resource requirements

identify the human resource availability

match the HR requirements with the HR availability

All of the above

40. The primary responsibility for human resource planning lies with

HR Manager

general manager

trade union leader

line manager

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