hrm essay questions and answers

Human Resource Management Questions and Answers

List of question and answers on Human Resource Management!

100 + Important Questions and Answers on Human Resource Management

Hrm question and answers:- q. 1. why study human resource management .

Ans. You may ask a question, why study human resource management? You will recognize that staffing the organization, designing jobs and team, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically are known as HRM issues-are as relevant to line managers as they are to managers in the HR department.

To work with people effectively, we have to understand human behavior, and we have to be knowledgeable about the various systems and practices available to assist us build a skilled and motivated people. At the same time, we have to be aware of economic, technological, social, and legal issues that either facilitate or constrain our efforts to achieve organizational goals.

While people have always been central to organizations, today they have assumed even more vital role in building a firm’s competitive advantage. Particularly in knowledge-based industries such as software and information services, success increasingly depends on “people-embodied know- how”. This includes the knowledge, skills, and abilities people of an organization possess.

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Management experts now realize that the key to a firm’s success is based on establishing a set of core competencies. Core competencies are an integrated knowledge set within organizations that distinguish it from its competitors and delivers value to customers. For example, McDonalds has developed core competencies in management efficiency and training.

Canon Corporation has core competencies in precision mechanics, fine optics, and microelectronics. Core competencies tend to be limited in number, but they provide a long-term basis for technology innovation, product development, and service delivery.

HRM Question and Answers:- Q.2. Define human resource management.

Ans. According to Flippo, “Human resource management is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resource to the end that individual, organisational and society’ objectives are accomplished.”

According to Dessler, “Human resource management is the process of acquiring, training, appraising and compensating employees and attending to their labour relations, health, and safety and fairness concerns.”

Milkovich and Boudreau have defined HRM as follows, “Human resource management is a species of integrated decisions that form the employment relationships; their quality contributes to the ability of the organisations and the employees to achieve their objectives.”

HRM Question and Answers:- Q.3. What is human resource development?

Ans. Human Resource Development is the continuous process of improving the capabilities required to achieve organizational and individual goals. It is a broader concept than Human Resource Management. Generally, it consists of several sub­systems such as appraisal; counselling, training, rewards, and welfare, quality of work life, etc.

It is also most important for the welfare of both the employees and employer. In simple words, HRD is an organized learning experience aimed at matching the organizational need for human resource with the individual need for career growth and development.

The discipline of Human Resource Development (HRD) was developed because the Human Resource Management has failed to meet the new challenges of the 20 century. The first workshop of HRD was held in 1979. A National HRD Network has been established in 1985. Now several public and private sector organizations have HRD department and HRM managers.

HRM Question and Answers:- Q.4. Explain the need for human resource development?

Ans. Need for HRD are:

1. Changes in Economic Policies in 1991

2. Changing Job Requirements

3. Need for Multi-skilled Human Resources

4. Organizational Complexity

5. Human Relations

6. Organizational Viability and Transformation Process

7. Technological Advances

HRM Question and Answers:- Q.5. Differentiate between performance appraisal and job evaluation .

Ans. Performance Appraisal:

(i) Meaning – Performance appraisal refers to knowing of the level of performance of employees working in an organisation.

(ii) Relation – It concerns with individuals because the level of their performance is to be determined.

(iii) Objective – Its objective is to provide basis for promotion, transfer, training, etc.

(iv) Basis of Policies – Policies regarding training, promotion, transfer etc. are formulated on its basis in an organisation.

Job Evaluation:

(i) Meaning – Determining of the relative worth of different jobs of an organisation is called job evaluation.

(ii) Relation – It is concerned with the job and not individuals. Worth of each job is determined.

(iii) Objective – Its main objective is to determine remunerations for different jobs.

(iv) Basis of Policies – Remuneration policy of an organisati on is determined on its basis.

HRM Question and Answers:- Q.6. Discuss the importance of Human Resource Planning.

Ans. Need and Importance of Human Resource Planning :

(i) To carry on its work and to achieve its objectives, every organisation requires employees with adequate knowledge, experience and aptitudes. Human Resource Planning is helpful in selection and training activities.

(ii) Human Resource Planning identifies gaps in existing manpower in terms of their quantity and talent

(iii) There is need to replace employees who retire, die, resign and become incapacitated due to injury. Provision for replacement of personnel can be made through Human Resource Planning.

(iv) Human Resource Planning facilitates the expansion and diversification of an organisation.

(v) Human Resource Planning creates awareness about the effective utilisation of human resources throughout the organisation. It helps to reduce wastage of manpower. It also helps in judging the effectiveness of human resource policies and programmes of management.

(vi) Human Resource Planning is helpful in effective utilisation of technological progress.

(vii) With the help of Human Resource Planning, areas of surplus manpower can be anticipated and timely action can be taken (e.g. redeployment).

(viii) Human Resource Planning is useful in anticipating the cost of human resources, which facilitates the budgeting process. It also helps in controlling human resource costs through effective utilisation.

(ix) Human Resource Planning facilitates career succession planning in the organisation.

(x) Human Resource Planning helps in planning for physical facilities like canteen, staff quarters, dispensary and school for the staff and their children.

(xi) At the national level, Human Resource Planning facilitates educational reforms, geographical mobility of talent and employment generation.

HRM Question and Answers:- Q.7. What are the objectives of career planning ?

i. To provide and maintain appropriate manpower resources in the organisation by offering careers, not jobs.

ii. To provide environment for the effectiveness, efficiency and growth of its employees and motivating them to contribute effectively towards achieving the objectives of the organisation.

iii. To map out careers of various categories of employees suitable to their ability, and their willingness to be ‘trained and developed for higher positions.

iv. To have a stable workforce by reducing absenteeism and employee turnover.

v. To cater to the immediate and future human resources need of the organisation on a timely basis.

vi. To increase the utilisation of managerial reserves within organisation.

HRM Question and Answers:- Q.8. What are the different methods of recruiting employees?

Ans. The possible recruiting methods can be divided into three categories:

In this method, recruiters visit colleges and technical schools, e.g., Infosys, the Tata group, IBM, Siemens and several other companies maintain continuous relationship with institutions to hire students for responsible positions. Internships and walk-in interview are other methods of direct recruitment.

2. Indirect:

This involves advertising in newspaper, radio, T.V., journals etc., advertising can be very effective if its media is properly chosen.

3. Third Party Methods:

Under this Method, recruitment is done through third parties including:

(i) Employment agencies and exchange,

(ii) Management consultants or professional search firms known as head hunters,

(iii) Professional associations.

HRM Question and Answers:- Q.9. What is job design?

Ans. Job design is the process of deciding on the contents of a job in terms of its duties and responsibilities. In the methods to be used in carrying out the job, in terms of techniques, system and procedures, and in the relationship that should exist between the job-holder and his Superiors, subordinates and colleagues.

It is a deliberate and systematic attempt to structure the technical and social aspects of work so as to improve technical efficiency and a job satisfaction. It established matching between the job requirement and human attributes. Aim of job design is to integrate the needs of the individual and the requirement of the organisation.

Needs of the individuals refers to job satisfaction and requirement of organisation means the high productivity, technical efficiency and quality of work. Today educated and creative employee demanded for well-designed jobs, therefore, job rotation, job enlargement and job enrichment are introduced in the organisation, to retain the employee or to attract them towards the organisation.

HRM Question and Answers:- Q.10. Management of men is a challenging job . Explain!

Ans. “The Management of Man” is a very important and challenging job; important because it is a job, not of managing ‘men,’ but of administering a social system. The management of men is a challenging task because of the dynamic nature of the people. No two persons are similar in mental abilities, traditions, sentiments, and behaviour; they differ widely also as groups, and are subject to many and varied influences.

People are responsive; they feel, think, and act; therefore, they cannot be operated like a machine or shifted and altered like a template in a room layout. They, therefore, need a tactful handling by management personnel. If manpower is properly utilised, it may prove a dynamic motive force for running an enterprise at its optimum results and also work as an elixir for maximum individual and group satisfaction in relation to the work performed.

Manpower management is a most crucial job because “managing people is the heart and essence of being a manager.” It is concerned with any activity relating to human elements or relations in organisation. Material elements, however, are beyond its domain. This view has been rightly summed up by J. M. Dietz (of Chicago).

He observes- “A business or an industry can be thought of as an inter-weaving of human elements and material elements, with the human elements as the warp; while inter­locking and inter-weaving with this element are the material elements the woof of the fabric. The warp of the fabric is the human element appearing and reappearing, the strength giving element holding the entire fabric together, and giving it life and a character of continuity.” A business cannot succeed if this human element is neglected.

HRM Question and Answers:- Q.11. Define management.

Ans. Management has been defined by Mary Parker Follett as, “the art of getting things done through people.” But it is felt that management is much more than what is said in this definition. Management is further defined as, “… that field of human behaviour in which managers plan, organise staff, direct and control human, physical and financial resources in an organised effort, to achieve desired individual and group objectives with optimum efficiency and effectiveness.”

It is clear from this definition that management is concerned with the accomplishment of objectives by utilizing physical and financial resources through the efforts of human resources. Thus, human resource is a crucial sub-system in the process of management.

The term human resource is quite popular in India with the institution of ‘Ministry of Human Resource Development’ in the Union Cabinet. Having studied, the meanings of human resource and management, we now proceed to discuss the meaning of human resource management.

HRM Question and Answers:- Q. 12. Difference between job description and job specification.

Ans. Job description is the measure of job whereas job specification is the measure of the job-holder. Job description is the summary of the duties, responsibilities and other characteristics of the job whereas job specification is a statement of the qualities and qualifications required in the job holder to perform the job properly. Job specification assists the management in selecting a match for the job.

Job description tells what is to be done and what is the nature of job, whereas job specification tells what attributes are needed in the person handling the job. Job description helps the candidate to understand the requirements of the job which are to be fulfilled by him and it also helps him in making self-appraisal by comparing his actual performance with job description. Job description assists the management in appraising the performance of the employees.

HRM Question and Answers:- Q. 13. List out the limitations of performance appraisal.

Ans. The drawbacks or limitations of various methods of performance appraisal are as follows:

1. If the factors included in the assessment are irrelevant, the result of merit rating will not be accurate.

2. Different qualities to be rated may not be given proper weightage in certain cases.

3. Some of the factors are highly subjective like initiative and personality of the employees.

4. Supervisors often do not have critical ability in assessing the staff. Sometimes, they are guided by their personal emotions and likes.

HRM Question and Answers:- Q.14. What is training?

Ans. The dictionary meaning of training is “imparting instruction in a particular art, profession or occupation.” In Public Administration, “training means conscious efforts made to improve the skills, powers and intelligence of an employee and to develop his attitudes and value system in a desired direction.

According to M.P. Sharraa, “In the context of Public Administration, training is rather specified and vocational, intended to increase a person’s skill in some particular kind of work, while education is general and aim at the broadening of the mind.”

According to Beach, “Training is the organised procedure by which people learn knowledge and skills for a definite purpose.”

According to Dale Yoder, “Training is the process by which man power is filled for the particular jobs it is to perform.”

In the training, the trainee will acquire new manipulative skill, technical knowledge, problem solving ability or attitudes etc. It is a continuous process or never ending process. Not only the fresher, but also the employee in service requires training for promotion or to change any new job. It makes fresher employee fully productive, in the minimum time. Even for old worker training is necessary to refresh them.

In short, training is the act of improving or updating the knowledge and skills of an employee for performing a particular job. The role of training has been brilliantly analysed in the report of the committee on the training of civil servants, which is known as the Assheton Committee Report, submitted to the British Chancellor of the Exchequer in 1944.

HRM Question and Answers:- Q.15. What are the goals of performance appraisal ?

Ans. Recognize the efforts and contributions of current staff. Reward staff with compensation directly linked to performance. Motivate staff to improve performance. Orient staff towards goal achievement. Retain key employees through the use of competitive compensation programs. Attract quality employees with an effective performance management system.

The key elements of a Performance Management System include the following:

i. A formal Compensation Philosophy Statement

ii. Salary Administration Program

iii. A Formal Audit/Success Rating overview on an annual or periodic basis with disclosure of results to management.

HRM Question and Answers:- Q.16. What do you understand by industrial relation?

Ans. Industrial relations means the relationship between employer and employees in industrial organisation. According to pale Yode, “The term industrial relation refers to the whole field of relationships among people, human relationship that exist because of the necessary collaboration of men and women in the employment process of modern industry.”

In a narrow legalistic sense, industrial relation is a subject of study and aspect of management which includes the relationship between, employers and employees. But in a broad sense, the term: industrial relation includes the relations between the various unions between the state and the union as well as those between the employers and the government.

Relations of all these associated in industry may be called industrial relation. It includes individual relation and joint consultation between employers and workers of the place of work. According to the International Labour Organization, industrial relations means relationship between the state on the one hand and the employers and employees organizations on the other hand and the relationship among the occupational organizational themselves.

HRM Question and Answers:- Q.17. Briefly explain the importance of discipline.

Ans. Discipline is vital for smooth functioning of an organisation. It is compliance with rule, procedures and etiquette and helps to maintain order and decorum. The fundamental purpose of discipline is to maintain good industrial relation in the organisation by establishing harmonious relationship between the employers and employees. It also develops feeling of cooperation among workers.

Other incidental purposes of discipline are developing a sense of equanimity and spirit of tolerance, adjustment among superior and subordinates, acceptance to the rules, regulation and procedure of the system on the part of workers, securing responsible behaviour on the part of employees, improving overall effectiveness of the organisation, by emphasizing organisational culture.

Discipline indicates the behaviour of employees, which is governed by informal norms. It is essential for smooth discharge of duty not only in administration, but also in social and civic life. It is necessary to avoid misuse of official power and resource. Lack of it leads to corruption.

Discipline is very essential in civil service. If the civil servant is involved.in corruption no doubt, other people followed it. Discipline in the service is very essential for an efficient personnel system. Promotion of the employees depends upon their good behaviour and observance of discipline in the service. To prevail abuse of power by the civil servants, disciplinary rules are more essential.

HRM Question and Answers:- Q.18. Discuss the basic objectives of human resource management effectiveness.

Ans. In the opinion of Jucius- Human resource refers to a whole consisting of inter-related, inter- department and interacting physiological, sociological and ethical components. Again he explain that “Human resource management may be defined as that field of management which has to do with planning, organising and controlling the functions of procuring, developing, maintaining and utilising a labour force. Human resource management is known by different names, e.g. personal management, manpower management personal administration, staff management etc.”

The basic objectives of human resource management effectiveness may be explained as follows:

1. To maintain high morale and good human relations within the organisation.

2. To help the organisation attain its goods by providing well-trained and well-motivated employees.

3. To bring about maximum individual development of members of the organisation by providing opportunities for training and advancement.

4. To develop and maintain a quality life.

5. To secure the integration of all the individuals and groups with the organisation by reconciling individual.

6. To help maintain ethical policies and behaviour inside and outside the organisation.

7. To recognise and satisfy individual needs and group goals by offering appropriate monetary and non-monetary incentives.

Management is primarily dealing with human beings and its problem. But it is no doubt; management is the development of people, not the direction of things.

HRM Question and Answers:- Q.19. What do you mean by Human Resource Department?

Ans. Human resource department is established as a staff department to advise all other departments and the top management on human resource matters, within the human resource department the relations are of line type. Human resource manager is the head of the human resource department.

The human resource department is set up to provide advice and assistance to line manager in performing their human resource functions. By providing advice and information, human resource department enables a line manager to concentrate on technical/operative responsibilities of his department.

Therefore, the final authority and responsibility for the management of human resource still rests will line managers. Thus, human resource management is a line management’s responsibility, but a staff function.

HRM department may consist of human resource manager, human resource officers and a few assistants/ clerks. Management is getting things done through and with people, responsibility of managing people rests with the line manager. Therefore, HRM is the responsibility of every manager and not that of the HRM department alone. But line managers advice and assistance in HRM matters.

HRM department provides specialised advice, assistance and information to line executives so that they may concentrate on their respective functions. HRM is a staff function and it helps all executives in making the organisation a good place to work in. The HRM department has staff relationship with other departments and it acts in an advisory capacity.

HRM Question and Answers:- Q.20. Define conflict.

Ans. “Conflict is an interpersonal process that springs from disagreements over the goals to attain or the methods to be used to accomplish those goals”.

“It is a process in which an effort is purposely made by one person or unit to block another so as to frustrate others in attaining goals”. – Stephen Robbins.

“Conflict is the condition of objective incompatibility between values and goals”. – Ralph Kilmann and Kenneth Thomas.

HRM Question and Answers:- Q.21. What is the purpose for conducting selection interview?

Ans. The overall purpose of selection interviews in an organization are as follows:

a. Help to obtain additional information from the applicant

b. Facilitate giving general information to the applicant such as company policies, job, products manufactured etc.

c. Help to build the company’s image among the applicants.

HRM Question and Answers:- Q.22. Briefly describe the importance of m otivation.

i. Leads to high performance

ii. Enhances morale.

iii. Increases productivity.

iv. Reduces Turnover/absenteeism.

v. Induces cooperation and team spirit.

vi. Helps in assuming responsibility and working in disciplinary manner

vii. Helps in better utilisation of resources.

viii. Helps achieve organisational goals.

HRM Question and Answers:- Q.23. Explain the main characteristics of staffing?

Ans. Main Characteristics of Staffing are:

1. Staffing is an integral part of the management process.

2. It is required in each and every organisation. It is a pervasive function.

3. It is concerned with attracting and retaining people.

4. It is the function of every manager and not simply of Human Resource Department.

5. It is a continuous function because needs of an organisation keep on changing and some people leave the organisation from time to time.

HRM Question and Answers:- Q.24. Explain the role of audit in Human Resource Management.

Ans. Role of Audit in the human resource management is most important. There is no legal provision to carry out human resource audit. But conscious employers voluntarily use it as a tool for evaluation and control of human resource function.

Evaluation and critical review of human resource function is no less important than that of accounting and finance function. Therefore, human resource audit is most essential to check the organisational performance in the management in the human resources.

In recent years, role of human resource audit has increased due to the following reasons:

1. Now-a-days trade union have more powerful and playing more active role in human resource management. They often question management’s competence in industrial relation. Management can meet this challenge through human resource audit.

2. Role of human resource audit is essential due to rising labour cost and increasing opportunity for competitive advantage in human resources management.

3. In order to protect employee interest central and state governments intervene more the activities of human resource management here audit of human resource is helpful in avoiding such intervention of government.

4. As an organisation grows, continuous feed­back is required to improve the performance of its personnel. Human resource audit provides the required feedback. It is necessary in a diversified and decentralised organisation.

5. Growing proportion of technical, professional and women employees creates more difficult problems in human resources. Audit is required to tackle these problems. Other important role of human resource audit is that, it encourages greater responsibilities and professionalism among members of the HR department It improves the professional image of the HR department.

HRM Question and Answers:- Q.25. What are the different objectives of HRM?

1. Societal Objectives – To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.

2. Organizational Objectives – To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives.

3. Functional Objectives – To maintain department’s contribution and level of services at a level appropriate to the organization’s needs.

4. Personal Objectives – To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization.

HRM Question and Answers:- Q.26. Differentiate between training and development.

Ans. Although training is often used in conjunction with development, the terms are not synonymous. Training typically focuses on providing employees with specific skills or helping them correct deficiencies in their performance. For example, when an organisation is introducing new equipment, they may give training to their workers regarding how to use that equipment on their job. In contrast, development is an effort to provide employees with the abilities the organisation will need in the future.

1. In training, the focus is solely on the current job while in development, the focus is on both the current job and the jobs that employees will hold in future.

2. The scope of training is on individual employees, whereas the scope of development is on the entire work group or organisation.

3. Training is job specific and addresses particular performance deficits or problems, while development is concerned with the workforce’s skills and versatility.

4. Training tends to focus on immediate organizational needs and development tends to focus on long-term requirements.

5. The goal of training is fairly quick improvement in workers’ performance, whereas the goal of development is the overall enrichment of the organisation’s human resources.

HRM Question and Answers:- Q.27. Briefly describe the importance of HRM.

i. Human resources, along with financial and material resources contribute to the production of goods and services in an organization.

ii. It is through the combined and concerted efforts of people that monetary and material resources are harnessed to achieve organizational goals.

iii. Personnel management policies: A policy is a statement or general guidelines for employees to make decisions in respect of to any course of action.

iv. Personnel policies provide guidelines for a variety of employment relationships and identify the organization’s intentions in recruitment, selection, development, promotion, compensation, motivation etc.

HRM Question and Answers:- Q.28. What are the various o bjectives of HRD?

1. Work Opportunity – HRD provides an opportunity and a systematic framework for the development resource in the organisation for full expression of their talents.

2. Development of Traits – HRD is associated with the development of total personality so that these can show and use their talent for the benefit of the organisation.

3. Ability development – HRD makes capable employees. Thus they can develop their capability by which they can do their present job easily.

4. Creative Motivation – HRD manager motivates employees and improve their level of performance.

5. Good Relation – HRD manager stresses the need of coordination which is used for the benefits of himself and for the benefits of those who come in their contact.

6. Develop team spirit – HRD manager develops the spirit of teamwork; team work for it is used for the effective cooperation and coordination of each employee which ultimately checks industrial unrest.

7. Organisational Growth – HRM manager is responsible for developing health, culture and effective work plan which always result in more profitability.

8. Human Resource Information – HRM manager in general keeps all records to employees working in his organisation; these can be used at any time when these are needed.

HRM Question and Answers:- Q29. What is the importance of training ?

1. Training enables the management to face the pressure of changing environments.

2. Training usually results in the increase of quantity and quality of output.

3. Training leads to job satisfaction and higher morale of the employees.

4. Trained workers need lesser supervision.

5. Trained workers enable the enterprise to face competition from rival organization.

6. Training enables employees to develop and rise within the organization and increase their earning capacity.

7. It moulds the employee’s attitudes and helps them to achieve better co-operation with the organization.

8. Trained employees make better economic use of materials and equipment resulting in reduction of wastage and spoilage.

9. Training instructs the workers toward better job adjustment and reduces the rate of labour turnover and absenteeism.

HRM Question and Answers:- Q.30. Briefly explain the nature of career planning?

1. A Process – Career planning is a process of developing human resources rather than an event.

2. Upward movement – It involve upward movement in the organizational hierarchy, or special assignments, project work which require abilities to handle recurring problems, human relations issues and so on.

3. Mutuality of Interest – The individual’s interest is served as his needs and aspirations are met to a great extent and the organization’s interest is served as each of its human resources is provided an opportunity to develop and contribute to the organizational goals and objectives to the optimum of its ability and confidence.

4. Dynamic – Career planning is dynamic in nature due to an ever changing environment.

HRM Question and Answers:- Q.31. What are the important e lements of a good appraisal system ?

a. Reliability and validity

b. Standardization

c. Training to Appraisers

d. Employee access to results

e. Post Appraisal Interview

f. Not vindictive in nature

g. Job relatedness

h. Practical viability

i. Clear Objectives

j. Periodic Review.

HRM Question and Answers:- Q.32. Why is performance appraisal n eeded?

1. To create and maintain satisfactory level of performance.

2. To contribute to the employees growth & development through training and self & management development program.

3. To help the superior to have a proper understanding about their subordinate.

4. To grid, the job changes with the help of continuous ranking.

5. To facilitate fair and equitable compensation based on performance.

6. To facilitate for resting & validating selection test, interview techniques through comparing their scores with performance appraisal.

7. To providing information for making decision regarding lay off, retrenchment, retirement.

8. To suggest changes in employees behavior.

HRM Question and Answers:- Q.33. Briefly explain t raining versus education.

Ans. Training is learning job specific KSAs i.e., acquisition of knowledge, skills and attitudes that one requires to do a particular job. While, education is learning general KSAs that may directly or indirectly help an individual in his job.

Training and development can be contrasted as follows:

i. Opportunity of learning.

ii. It is time specific.

iii. Every training should ideally result in development.

Development:

i. Outcome of learning.

ii. It is continuous, never-ending life long process.

iii. Development may/may not be because of training. Development can be at times because of non-training factors too.

HRM Question and Answers:- Q.34. Who are c areer anchors ?

Ans. Career anchors are distinct patterns of self – perceived talents, attitudes, motives and values that guide and stabilize a person’s career after several years of real world experiences and feedback. Career anchors denote the basic drives that create the urge to take up a certain type of a career.

These drives are as follows:

a. Managerial Competence – Person having this drive seek managerial positions that provide opportunities for higher responsibility, decision making, control and influence over others.

b. Technical Competence – People having this anchor seek to make career choices based on the technical or functional content of the work. It provide continuous learning and updating one’s expertise in a technical or specialised area such as quality control, engineering, accounting, advertising, public relations etc.

c. Security – If one’s career anchor is security than he is willing to do what is required to maintain job security (through compliance with organisational prescriptions), a decent income and a stable future.

d. Creativity – This drive provides entrepreneurial and innovative opportunities to the people. People are driven by an overwhelming desire to do something new that is totally of their own making.

e. Autonomy – These people seek a career that provides freedom of action and independence.

HRM Question and Answers:- Q.35. Compare the functions of HRM and HRD.

HRM Function :

i. The HRM function is a routine, maintenance oriented administrative function.

ii. HRM function is seen as an independent function with independent sub-functions.

iii. HRM function is regarded as mainly a reactive function responding to the demands of the organization as and when they arise.

iv. HRM is supposed to be an exclusive responsibility of the personnel department.

v. HRM takes a very narrow view of its scope and aims only at developing and administering people.

vi. HRM function considers salary, economic rewards, job simplification and job specialization as important motivators.

vii. HRM function considers improved satisfaction and morale as the cause of improved performance.

HRD Function :

i. HRD is a continuous development function. The major attention of HRD is on improving the human process.

ii. HRD is viewed as a sub-system of a larger system. This means that the design of HRD cannot be considered in isolation.

iii. HRD is regarded as a proactive function- The function of HRD is not merely to cope with the needs of the organization but to anticipate them and to act on them in advance in a continuous and planned way.

iv. HRD aims at developing the capabilities on all line managers to carry out various personnel functions themselves.

v. HRD takes a much wider view of its scope and aims at developing the total organization.

vi. HRD emphasizes the importance of higher needs in motivating individuals. It considers informal organization, autonomous work groups, job enrichment, job challenge and creativity as the main motivating forces.

vii. HRD considers improved performance as the cause and improved satisfaction and morale of as its results.

HRM Question and Answers:- Q.36. What are different trends in the nature of work?

Ans. (i) Technological Changes:

Technological changes have already taken over the age old management in manufacturing, communications, designing raw material supply, storage movements, by accepting near to method techniques, products, machines, raw materials supply chain, logistics, thus helping increasing productivity and reduce number of employees.

Labour intensive blue collar and clericals jobs have started declining with arrival of the new techniques. Technology will also force companies to be competitive, job redesigning, change in organisation structures are being accepted.

Information technology has also speeded up what experts call the “call of hierarchy”, in other words managers depend less and less on yesterday’s stick-to-the chain of command approach to organising.

(ii) Another Trend Refers to Globalization:

This refers to the tendencies of companies to extend their sales or manufacturing to the new markets abroad for business, internationally, production is becoming globalised too, as manufacturing facilities are put around the world by manufacturers, at places which give them better advantages.

This globalization of markets and manufacturing has vastly increased international competition, changes are taking place in the nature of work, jobs due to the trends in technological change and globalization. Information technology including fax machines, personal computers and after e-business applications have allowed companies to relocate operations to locations with lower wages.

There is trend to use temporary and part time workers, employees on contract basis and as consultants. There is trend to get work done through service industry, to get knowledge through Information Technology. An enormous shift from manufacturing jobs to service jobs is taking place in America and Western Europe.

Other trends affecting Human Resource Management relate to legal protection to employees in the matter of employment, health of employees, safety provisions, and union-management relations.

HRM Question and Answers:- Q.37. Discuss various applications of job analysis.

Ans. Job analysis is useful or applied in the following fields:

1. Organisational Design:

Job analysis are useful in classifying jobs and interrelationship among them. Responsibility commensurate with authority and accountability for various jobs can be specified so as to minimize duplication or overlapping. In order to improve organisational efficiency, sound decisions concerning, hierarchical positions and functional differentiation can be taken on the basis of information obtained through job analysis.

2. Requirement and Selection:

Job analysis provide information about the task, responsibilities, knowledge and skill required for a job. It is helpful for recruitment and selection of employee. Job analysis provides understanding of what an employee is expected to do on the job.

3. Performance Appraisal:

Job analysis determines performance standards of the job. So an employee performance is compared with the standard set with the help of job analysis.

4. Training and Development:

Job analysis provides valuable information required to identify training needs to design training programs and to evaluate training effectiveness.

5. Human Resource Planning:

Job analysis is an essential element of effective human resource planning. It helps in determining quality of human resources required in an organisation. It also provides useful information for forecasting manpower requirements in term of knowledge and skills.

6. Health and Safety:

Job analysis reveals unhealthy and hazardous environmental and operational conditions in various jobs. Heat, noise, dust, fumes etc. are examples of such condition. On the basis of such information, management can develop measures to ensure the health and safety of employees.

7. Job Evaluation:

On the basis of job analysis, worth of different jobs are determined. It is helpful in developing appropriate wage and salary structure.

8. Labour Relation:

Information obtained through job analysis is helpful to both management and trade unions for collective bargaining. It is also helpful to resolve disputes and grievances originated in the workplace.

HRM Question and Answers:- Q.38. Discuss the classical approaches to job design.

Ans. The classical approach was developed by F.W Taylor with his principles of scientific management. On the basis of his principles of scientific management jobs are designed in most of the organisations. These principles have focus on the planning, standardizing and improving human effort at the operative level for higher productivity.

The scientific management approach has provided the following principles for job design:

(i) Specialisation- Workers should be selected to perform specific tasks so as to ensure narrow specialisation.

(ii) Monetary Compensation- Monetary compensation will be provided to the employees for their efficient performance.

(iii) Training- Workers should be trained for better performance of work.

(iv) Task Fragmentation- Every task should be fragmented into small components in order to improve technical efficiency.

(v) Optimization of Technology- Through scientific study and analysis, the best method for doing a task is developed.

(vi) Individual Responsibility- Each worker is responsible for their own task. One man can do one job. All these principles of Taylor appear as a rational and task-centered approach to job design. Standar­disation, simplification and specialisation help to make job-holders experts leading to higher productivity, and lower costs.

HRM Question and Answers:- Q.39. Define promotion.

Ans. The term “promotion” covers a change and calls for greater responsibilities, and usually involves higher pay and better terms and conditions of service. Promotion may be defined as “an upward advancement of an employee in an organisation to another job, which commands better wage, better prestige and higher opportunities, responsibilities, and authority, better working environment, hours of work and facilities, and a higher rank.”

According to L.D. White, “Promotion means an appointment from a given position to a position of higher grade, involving a change of duties to a more difficulties type of work and greater responsibility, accompanied by change of title and usually an increase of pay.”

Thus, promotion means progress from a lower to a higher class with the change of duties and responsibilities. When an employee is promoted, it leads to the increase in his salary and grade also. But only increment in salary is not called promotion. Also if the employee is promoted and there is no increase in the employee’s pay, it is called a ‘dry’ promotion.

HRM Question and Answers:- Q.40. What are the four components of 360 degree appraisal?

Ans. Performance appraisal has come to occupy a vital place in human resource function. 360 system involves evaluation of a manager by everyone above, alongside and below him. Several corporations like General Electric, Reliance Industries, Crompton Greaves, Godrej soaps, and Wipro, Infosys, Thermax, etc. are making use of this technique.

There are four integral components of 360 Degree Appraisal:

(1) Self-Appraisal

(2) Superior’s Appraisal

(3) Subordinate’s Appraisal

(4) Peer Appraisal

HRM Question and Answers:- Q.41. What are the limitations of MBO?

Ans. MBO suffers from the following drawbacks:

1. Difficulty in Goal Setting- It is often blue- collar workers are unable to set their job goals.

2. Problem of Participation- Traditional hierarchical structures and authoritative attitudes do not allow active participation of subordinates in goal- setting. In practice, leadership style of many managers may not be compatible with participative goal-setting.

3. Lack of Understanding- MBO often fails due to lack of knowledge about the philosophy and process of MBO. Failure to carefully monitor the system is also a problem.

4. Time-Consuming and Expensive- MBO programme involves considerable time, energy and expenditure. It is difficult to administer because continuous interaction between superior and the subordinate is required.

5. Inflexibility- MBO can be self-defeating if it fails to take into consideration the deeper emotions of people. Rating of every individual on the basis of specific targets may make it difficult to compare the ratings.

HRM Question and Answers:- Q.42. Explain the objectives of job evaluation.

Ans. Job evaluation has various objectives, which are given below:

i. To provide a basis for wage negotiations with trade unions.

ii. To provide a framework for periodic reviews and revision of wage rates.

iii. To develop a consistent wage policy.

iv. To establish a rational basis for incentive and bonus schemes.

v. To determine equitable wage differentials between different jobs in the organisation.

vi. To eliminate wage inequities.

vii. To enable management to gauge and control the payroll costs.

viii. To minimise wage discrimination on the basis of age, sex, caste, region and religion, etc.

HRM Question and Answers:- Q.43. Discuss material and non-material incentives.

Ans. Incentive is the important motivational factor. Every organisation provided financial incentives and non-financial incentives to its employees to motivate them. It also provide opportunity for hard working and ambitious workers to earn more. It helps in minimizing absenteeism and in improving productivity.

Therefore, every organisation provided two types of incentives to its employees:

(a) Material incentives, and

(b) Non-material incentives.

(a) Material Incentives:

Material incentives are the primary needs of the individuals which must be satisfied. It includes food, cloth and shelter. It is provided by the employer to its employee directly.

Material incentives are of two types:

1. Individual Incentives, and

2. Group Incentives.

(b) Non-Material Incentive Plans:

Non-material incentive plans are mostly used in administration field. It stress on the higher needs of employee. It assists for promotion and nomination to higher posts. It is provided through appreciation letters, merit certificates, medals, more meaningful involvement in decision-making and opportunity for self-growth. In this plan, for any welfare activities, an employee doesn’t get any financial incentives rather provided with non-financial incentives, which sustain the morale of that employee.

HRM Question and Answers:- Q.44. What are the features of profit sharing ?

Ans. The different features are:

1. The payment is in addition to normal wages and allowances.

2. It is an agreement made between an employer and his employee at the unit level or at the industrial level.

3. Such agreement as voluntary.

4. The profit-sharing is not based on individual merit or performance. Rather it is a reward for collective effort.

5. Workers share the profits only and do not contribute to the company’s loss.

6. The employee participating in the scheme must have some minimum years of service or other qualification.

HRM Question and Answers:- Q.45. What are the different kinds of pension ?

Ans. Pensions are of different types, they are:

1. Superannuation Pension- Superannuation pension given to an officer who retires at the prescribed age. It was maintain in rules of Central Civil Service.

2. Retiring Pension- Retiring pension given to an officer who retires after completing a fixed period of qualifying services.

3. Invalid Pension- Invalid pension, given to an employee who retires from service because of his mental weakness or bodily weakness, permanently incapacities for his work. But it is certified by the appropriate medical authority.

4. Compensatory Pension- Compensatory pension granted to an officer whose permanent post is abolished and the Government is unable to provide him with an alternative post on such equal rank of post is offered to him, but not accepted by him

5. Compassionate Allowances- Such allowances are granted to a public servant, when pension is not admissible on account of a public servant’s removal from service for misconduct, insolvency or inefficiency.

6. Compulsory Retirement Pension- Such pension is granted to a government servant, when he is compulsorily retired as a penalty.

7. Extra-ordinary Pension- Extra-ordinary pension are provided for-

(a) Injury Pension.

(b) Family Pension.

HRM Question and Answers:- Q.46. What are annual confidential reports and there shortcomings?

Ans. The term “Annual Confidential Report” or Confidential Character Role is used to name performance appraisal chart in government generally, confidential report is a report which is prepared by the employee’s superior. It deals the strength and weaknesses, achievements and failures of the employee. It is also used for promotion and transfers of employee. In the modern time a negative confidential report is required to be communicated to the employee.

To adopt a system of promotion by merit calls for an efficient performance appraisal system. The true purpose of a performance appraisal system is primarily to assess the capabilities of a person in terms of his contribution towards the achievement of organisational goals.

A performance appraisal model will be of great use in reforming annual confidential report Confidential report have far-reaching influence on the career of an employee, it remarks such as-good, very good, satisfactory, fair, etc. are not made with precision and each one of these has different implications.

Shortcomings:

Annual confidential reports should be limited to the span of control and it became a meaningless routine activity. Assessment of employee made in terms of satisfactory, good, outstanding differs from officer to officer and also department to department it is a common complaint that appraisal reports are never written on time. Time lag means that reporting and reviewing authorities do not remember all benchmarks of performance for the period under assessment.

HRM Question and Answers:- Q. 47. What is the importance of HR audit?

Ans. Importance of HR Audit:

1. To ensure the effective utilization of an organization’s human resources.

2. To review statutory compliances with a myriad of administrative regulations.

3. To instill a sense of confidence in management and the human resources function that it is well managed and prepared to meet potential challenges.

4. To maintain or enhance the organization’s and the department’s reputation in the community.

5. To perform a “due diligence” review for shareholders or potential investors/owners.

HRM Question and Answers:- Q.48. Critically discuss the principal methods of wage and salary payment.

Ans. Pay is a motivational factors. According to Manson Haire, Pay in one form or another is certainly one of the mainspring of motivation in our society. The survival services depend on the level of remuneration offered. Therefore a salary system so designed that it attract, retain and motivate the employee towards the organisation. Also it is the responsibility of manager in the organisation to motivate the employee towards the work place.

Every task in the organisation is effectively done if there are a right number of employees with the right level of talent and skill and right incentive. An adequate and sound salary structure is the “sine qua non” for organisational efficiency and effectiveness. Inadequate compensation creates strikes, intensive tensions rivalries, frustration, poor performance and low morale of the employees.

Methods of Wage Payment:

Generally there are two methods of wage payment:

1. Time wage system

2. Piece wage system.

1. Time Wage System:

Under this system, wages are paid on the basis of time spent on the job irrespective of the amount of work done. The unit of time may be a day, a week, and a fortnight or a month. In the past, daily wages have been the most common basis and therefore, it came to be known as the “Day wage system.”

2. Piece Wage System:

Under this system, remuneration is based on the amount of work done on output of a worker. One unit of output is considered as one piece and a specific rate of wage is paid per piece. Greater is the number of pieces produced by a worker, higher is his remuneration, thus, a workman is paid in direct proportion to his output. It is called payment by results.

HRM Question and Answers:- Q.49. What are the f unctions of HRD ?

Ans. The functions are:

1. Performance appraisal

2. Employee Training

3. Employee Development

4. Organizational Change

5. Organizational Development

6. Career planning and development

7. Involvement in social and religious Organizations

8. Involvement in Quality Circles

9. Involvement in Workers Participation in Management

10. Job rotation

11. Rewards

12. Feedback and Counselling

HRM Question and Answers:- Q.50. What are the six steps in training?

Ans. Important steps in training   are:

1. Discovering or identifying training needs.

2. Preparing the instruction or getting ready for the job.

3. Preparing the trainee.

4. Presenting the operation.

5. Try out the trainee’s performance.

6. Follow-up or rewards and feedback.

HRM Question and Answers:- Q.51. What is profit sharing?

Ans. Profit-sharing plan is an important supplement to wages and a good financial incentive, the purpose of profit-sharing is to distribute additional profit among employees in the form of bonus or incentives, which may be paid in cash or transferred to their account. The company contributes a portion of its pretax profits to a pool that is distributed among eligible employees.

The amount distributed to each employee may be based on employee’s basic salary. It means the employees, who get higher salaries receive a slightly higher amount of profits. This is actually done on an annual basis.

According to the International Labour Organisation, “Profit-sharing is a method of industrial remuneration under which an employer undertakes to pay to his employees, a share in the net profits of the enterprise in addition to their regular wages. The main objective of profit-sharing is to create unity of interests and the spirit of cooperation.”

HRM Question and Answers:- Q.52. Briefly explain the importance of career planning.

Ans. Importance of career planning are:

1. To attract competent persons and retain them in the organization.

2. To provide suitable promotional opportunities,

3. Map out careers of employees suitable to their ability, and their willingness to be trained and developed for higher positions.

4. To ensure better utilisation of managerial reserves within an organization.

5. To reduce employee dissatisfaction and turnover.

6. To correct employee placement.

7. To improve employee morale and motivation by matching their skills to job requirements.

8. To achieve higher productivity and organization developments.

9. To provide guidance and encourage employees needs to fulfill their potentials.

HRM Question and Answers:- Q.53. Is performance appraisal advantageous?

Ans. The advantages of performance appraisal are:

1. SWOT Analysis – Performance Appraisal gives a complete idea of the employee’s strength, weaknesses and based on that their opportunities and threats.

2. Career Planning – On the basis of one’s own SWOT analysis, an employee can have his career plans.

3. Suitable Placement – Performance appraisal enables a company to give suitable placement to an employee based on their talents and skills.

4. Self-Development – Performance Appraisal is very much a positive activity which enables an employee to know his own weaknesses and also enables him to remove their weaknesses and lead to self-development.

5. Effective Training Program – Training programmes can be drawn out on the basis of the needs of employees to remove their weaknesses.

6. Sound Personnel Policies – Personnel policies for promotions, transfer must be sound and objective. Performance Appraisal provides valuable information and reliable data for such decisions.

7. Employee-Employer Relations – Will be healthy if performance Appraisal information will be used for personnel management. This will minimize grievances and improve confidence in the management.

8. Higher Employee Productivity – Employer morale will be high because there can be a system of rewards for employees with higher performance. This will improve organization productivity.

9. Human resource planning – Performance Appraisal will help in potential human resource planning.

HRM Question and Answers:- Q.54. Why is training needed?

Ans. Training is needed for following purposes:

1. To match the Employee specifications with the job Requirements and Organizational needs.

2. Organizational viability and the transformation process.

3. Technological Advances.

4. Organizational Complexity.

5. Human Relations.

6. Change in the job assignments

7. To increase productivity

8. To improve quality of the products and services

9. To improve organizational climate

10. To improve health and safety

11. To prevent obsolescence

12. Effect personal growth

13. Minimize the resistance to change

14. To act as a mentor

HRM Question and Answers:- Q.55. Do you think reskilling can prove to be beneficial to both the organisation and the employees?

Ans. Reskilling means an employees, where he get chance to proceed towards a new career path with the same employer. It further provides a chance to the personnel to make use of their already acquired skills in conjunction with the newer opportunities and challenges faced by the organisation.

Reskilling employees should be on ongoing process. In the reskilling process both employees and employers have more trust and commitment Therefore, reskilling can prove to be beneficial to both the organisation and also to the employees.

The importance of reskilling has been discussed in the following:

1. Reskilling employees should be never-ending process.

2. It help employees to accelerate skill development

3. It enhance job satisfaction, reduces employee turnover.

4. It mainly focus on employee’s performance, what they do best for the firm.

3. It provides not only information on personnel, but also gets information on strength of employees on different position.

6. Reskilling employees to be effective through distance mode, the role, responsibility and performance of the training institution.

HRM Question and Answers:- Q.56. What is learning?

Ans. According to Burgoyne and Hodgson, “Learning is a process through which an individual goes through qualitative changes in comparison to what has been conceived by him or her earlier in life.”

Learning is the process through which an individual acquire some knowledge or skill which is helpful not only in his present life, but also in his future life. He utilise that acquire knowledge and skill, in different field. Learning is a natural or never ending process.

It effects the individuals. By this individual are totally change. It is a process through which individual learn how to adjust with the prevailing or complex situation. It is a continuous or life long process, throughout the life, individual learn something.

HRM Question and Answers:- Q.57. Explain the importance of management development.

Management development is necessary for the following reasons:

1. Today, labour-management relations are complex. Workers are better educated and more aware. More competent managers are needed to manage to modern workforce.

2. Management needs education and training to understand and adjust to changes in socio­economic forces. Changes in public policy, social justice, industrial democracy, ecology, cultural anthropology are the main socio­economic changes.

3. Management of state enterprises, public utilities and civic bodies improve operational efficiency,

4. The size and complexity of organisations are increasing. Managers need to be developed to handle the problems of complex organisations in the face of increasing competition.

5. Management development programmes are required to train and develop professional managers.

6. Business and industrial leaders are increasingly recognition their social and public responsibilities.

HRM Question and Answers:- Q.58. Discuss the advantages or benefits of total quality management.

Ans. Advantages and Benefits of TQM:

1. It Channelises the procedures necessary to achieve quality performance. Quality cannot be achieved instantly. It requires a systematic and long- term planning and strategic approach by focusing on defining the quality policies, goals and objectives. All the organisations adopting Statistical Quality Control (SQC) and Statistical Process Control (SPC) techniques and developing and using a system of evaluation. The aim of the organisations is to achieve the desired and objective quality performance.

2. It helps examine critically and continuously all processes to remove non-productive activities and waste. The organisation always aims at improving productivity asset, leads to reduction in cost resulting in increased unprofitability. A continuous effort to identify the problems and to resolve them helps to reduce the waste. Thus, the culture of well-being improves housekeeping, cost effectiveness and safety.

3. It gears organisations to fully understand the competition and develop an effective combat strategy. The dynamic changes has been taken place especially in the global market and also in the open market policies adopted by a large number of organisations, which help to increase competition among them.

It is essential for each and every organisation today to understand the competition and develop and adopt suitable strategies to meet the challenge. It also helps to understand the pulse of the customer. Therefore, the market gives an edge to the organisation to meet the competition.

4. It helps to develop good procedure for communication and acknowledging good work. Improper procedures and inadequate communication create misunderstanding, confusion, low productivity, poor quality, low morale and so on Total Quality Management bring together members of different levels of management.

HRM Question and Answers:- Q.59. What is National Renewal Fund (NRF)?

Ans. The new industrial policy was announced by the Government of India on July 24, 1991. Its main aim is to protect the interest of the worker, enhance their welfare and equip them in all aspects to deal with the inevitability of technological change. The Government of India believes that no small section of society can corner the gains of growth, leaving workers to bear its path. Labour will be made on equal partner in progress and prosperity.

Worker’s participation in management will be encouraged to participate in the packages designed to turn around sick companies. Intensive training, skill development and upgradation programmes will be launched. National Renewal Fund (NRF) was prepared by the Department of Industrial Development in January, 1992. During the year, discussion is on that, the labour will not be thrown out of employment in the name of modernisation.

On the whole, the NRF was constituted on February 3, 1992 but become operational only in early 1993. On May 5, 2000 the NRF in its original form was abolished accordingly. At present the budgetary support for implementation of VRS in central public sector undertakings has been made available directly to the concerned administrative ministries by Ministry of Finance from the financial year 2001-2002 and funds required for retraining of rehabilitation of employees availing VRS has been placed with the Department of Public Enterprises from 2001-2002.

HRM Question and Answers:- Q.60. Briefly describe the concept of strategic human resource management.

Ans. The concept of Strategic Human Resource Management (SHRM), defined as the integration of HRM with the strategic goals which improve business performance for achieving organizational goals. It mainly accepting the HR function of the company’s strategies through planned HR activities such as, recruiting, selecting, training and rewarding personnel.

The strategic of HRM is mainly related to the culture, style and structure of the organisation. In the strategic of HRM, line managers is responsible for managing human resources, who basically manage people at work. HR policies, practices and activities are aligned with the objectives and strategies of the organisation.

HRM Question and Answers:- Q.61. What are the importance of redeployment?

Ans. The importance of redeployment has been discussed in the following:

(i) It offers employees unique opportunities such as multiple career pathways and opportunities for development.

(ii) It promote the organisation as an employee of choice.

(iii) Reinforce work ethos and commitment to the spirit of service.

(iv) The employee is to be consulted on any proposed appointment

(v) Individual employee’s entitlement to privacy must be respected throughout the process and information then can only be released with their agreement.

(vi) Any redeployment process must fit easily within the overall restructuring programme and be easy to understand and administer within a reasonable time.

(vii) Retain people who are familiar with the organisational networks, culture and behaviour and ethical standards.

(viii) Retain institutional knowledge and specialised competencies.

HRM Question and Answers:- Q.62. Discuss the objectives of management development.

Ans. Management Development means development of the managerial activities or development of manager, as manager play an important role in the management.

Objectives of management development is:

1. To provide opportunities to executives to fulfil their career aspiration.

2. To sustain good performance of manager to prepare him for higher jobs in future.

3. To ensure required number of managers with the needed skills to meet the present and anticipated future needs of the organisation.

4. To ensure that the managerial resources of the organisation are utilised optimally.

5. To improve the performance of manager at all levels of activities.

6. To replace elderly executive who have risen from the ranks by highly competent and academically qualified professionals.

HRM Question and Answers:- Q.63. What are the limitations of training?

Ans. Training is considered as one of the lesser developed areas of public personnel administration- In many organisations it is failed due to its weakness in policies, procedures and practices relating to training activities.

It is failed due to the following reasons:

1. Lack of coordination among the training staff and other staff.

2. There is no clear training policy and have not proper linkage with HRD policy.

3. Top management have little confidence about the training methods which ensuring development of human resources.

4. Lack of efforts to make better utilisation of the trainees.

5. Organisational arrangements, budgetary allocations, staff resources, aids etc. are not adequate and properly placed.

6. Lack of seriousness in the procedures of training for ensuring effectiveness of training.

7. Lack of evaluation of training at various stages. The outcomes of training programmes are not mentioned.

HRM Question and Answers:- Q.64. What are the objective of capacity building?

Ans. Following are the objective of capacity-building:

1. For implementing and evaluating what worked, what did not and what was learnt in the process.

2. For bringing suitable modifications.

3. For identifying required resource to achieve identified outcomes.

4. For developing specific outcomes to achieve strategies and tactics.

5. For prioritizing the areas for improvement

HRM Question and Answers:- Q.65. What are the measures required for making workers participation in management successful?

Ans. The following steps are taken for making successful workers participation in management:

(1) Participation should be a continuous process. Adequate time must be allowed to let it take roots. It is a slow and steady process. It should be start from the shop floor level to the boardroom level.

(2) Proper training and education should be provided to the workers and their representatives, about the process of participative management.

(3) Workers should be made aware of the benefits of participation.

(4) Workers’ participation has looked after the workers interest on one side and efficiency, productivity, quality and profitability on the other side.

(5) Employers should adopt a progressive outlook. They should consider organisation a joint endeavour in which workers have an equal say. Employer should be made conscious of their obligation to workers and the benefits of participative management. They should provide security to workers.

(6) Strong, enlightened and truly representative trade union should be developed. Only one union should be recognised in each industrial unit to represent the workers.

(7) Employers and workers should agree on the objectives of industry. They would recognise and respect the rights and obligations of each other.

(8) Mere legislation cannot make participation successful. A true spirit of mutual cooperation and commitment to participation must be developed on the part of both management and labour. Both are in trust with each other.

HRM Question and Answers:- Q.66. What is meant by collective bargaining?

Ans. Collective bargaining is the process, where terms and conditions of employment are determined by mutual agreement between the employer and the employees. This process is called ‘collective’ as both employer and employees participate in groups rather than as individuals and bargaining refers to arriving at a stage of agreement using methods like discussion, exchange of ideas and facts, and negotiation rather than confrontation.

Collective bargaining is bipartite in nature because only the employers and the employees are involved in the bargaining process. The idea is that the employer and employee should not make decision unilaterally or with the intervention of any third party.

In 1973, the International Labour Office Workers Manual defines collective bargaining as “negotiation about working conditions and terms of employment between an employer, a group of employers or one or more employers’ organisations. On the one hand, and one or more representative workers’ organisations, on the other with a view to arrive at an agreement.”

HRM Question and Answers:- Q.67. How trade union was originated?

Ans. According to an old Sanskrit proverb, strength lies in the organisation. This is true for those who earn their living by service under a private employer or state. Trade unions have become vital part of organisation. It is true that if the employees do not organise themselves, it would be difficult for them to get better working condition and improve their life.

The idea of employees association first developed in private industry in the nineteenth century Socialism At that time workers were feel that employers are getting more profit by using their collective strength and employees could expect little, from their employers in the matter of wages and working conditions. As a result they were organized themselves into Trade Unions which arose in the wake of the Industrial Revolution.

At that time attitude of the government towards these unions was not good but time changes everything. In the initial stages, the authorities not only refused to recognize such bodies but vigorously prohibited the services from joining them. But in the recent years the pressure of the public employees on the governments became so pronounced that they latter had to submit to the wishes of the former.

Such change is due to two grounds-moral and practical. From moral point of view it was realised that the public services must have a voice in determining their own condition of Work. From practical point of view the co-operation of the employees with the employer was essential to stimulate the interest of the employees in their work and prevent administrative abuses. Such a participation was considered essential from efficiency and economy point of view.

Generally, Trade Union is formed by the employees of subordinate public services. Object of this union is to improve the wages, and other conditions of service of their members. If their demands are not fulfilled they do not hesitated to resort to strikes.

HRM Question and Answers:- Q.68. Define conciliation.

Ans. Conciliation is the process by which representatives of workers and employers are brought together before a third party. It involves friendly intervention of a neutral person or group of persons to help the parties to settle their dispute peacefully.

A Conciliation Officer, appointed by the government to settle the dispute. He investigates the dispute and sent his report to the government. He submits his report within 14 days from the date of commencement of conciliation proceedings. He has no power to force a settlement but assist the parties to reach an agreement.

The task of a conciliation officer is administrative and not judicial. If the dispute was not settled by a conciliation officer, government may constitute a Board of Conciliation. A Board of Conciliation consists of a chairman and two or four other members. The chairman is an independent person and its members are appointed by the dispute parties itself in equal number.

If any party fails to appoint any person as their representative Government shall appoint such person as their representative. The Board investigates the dispute and submits its report within two months. Conciliation method saves a lot of time and expenditure of the disputed parties.

HRM Question and Answers:- Q.69. What are the measures for improving industrial relations?

Ans. Following are the requirements for a sound industrial relations:

(1) Participative Management

(2) Collective Bargaining

(3) Responsible Union

(4) Sound Human Resource Policies

(5) Grievance Procedure

(6) Constructive Attitude

(7) Employee Welfare.

HRM Question and Answers:- Q.70. What is meant by incentives?

Ans. Incentives refer to those psychological stimulations which activate and motivate persons to do more work. Research has revealed that there is highly positive correlation between incentive and consequence. Every person needs incentive. It is difficult to attain the goal without inspiration. Employees do work only when it is gainful for them to do so.

In the words of George R. Terry, “Incentive means that which incites or has a tendency to incite action.”

Thus, it can be said that incentive is that attraction which motivates the employees to do more production. Incentive is taken as synonym of temptation or allurement.

HRM Question and Answers:- Q.71. What is the s cope of workers’ participation?

Ans. 1. Social Decisions- Hours of work, welfare measures, work rules, safety, health, sanitation and noise control.

2. Personnel Decisions- Recruitment and selection, promotions and transfers, grievance settlements, work distribution

3. Economic Decisions- Methods of manufacturing, automation, layoffs, shut-downs, mergers and acquisitions and other financial aspects.

HRM Question and Answers:- Q.72. What is the s cope of human resources management?

Ans. The scope of HRM is very wide.

1. Personnel Aspect:

This is concerned with man power planning, recruitment, selection, placement, transfer, promotion, training and development, lay off and retrenchment, remuneration, incentives, productivity etc.

2. Welfare Aspect:

It deals with working conditions and amenities such as canteen, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities etc.

3. Industrial Relations Aspect:

This covers union- management relations, joint consultations, collective bargaining, grievance and disciplinary procedures, settlement of disputes etc.

HRM Question and Answers:- Q.73. Define j ob specifications.

Ans. Job specifications specify the minimum acceptable qualifications required by the individual to perform the task efficiently. Based on the information obtained from the job analysis procedures, job specification identifies the qualifications, appropriate skills, knowledge, abilities, and experience required to perform the job.

It also specifies not only educational qualifications but also certain personality characteristics that may be required specifically for a job. At times, individuals with certain temperamental qualities may also be specified in job specifications. In other words, this process identifies the particular qualities needed in an individual to perform the job.

By reading them, the candidate should also get a fair idea as to the expectations of the organization. Another inherent factor is that the matching of the qualifications need to be done in such a manner that a matching exists with job requirements.

HRM Question and Answers:- Q.74. What does employee assistance programme include?

Ans. Employee assistance programmes include:

(i) Counselling to overcome death of a loved one, children-parent relation, husband-wife relation, alcoholism, drug abuse, depression, etc.

(ii) Legal assistance in property disputes, husband-wife separation, cheating cases etc.

(iii) Building better health- Pre-employment medical check-ups, teaching relaxation techniques, special diets, onsite physical rehabilitation, ergonomics, onsite gym, etc.

HRM Question and Answers:- Q.75. What is the importance of merit rating?

Ans. Importance of Merit Rating :

1. It is helpful to measure the performance of employees. On the basis of performance, we can utilize him in better works.

2. After telling the weak points of employees, we can increase the performance of employees.

3. It is the helpful to promote of employees.

4. Merit rating tells the strength and weakness of employee with proper record. So, it is helpful to give more training to employee. With training, we can convert his work points into strength points.

HRM Question and Answers:- Q.76. What are the steps involved in domestic enquiry?

Ans. The domestic enquiry require the following procedure for providing proper justice to the employee or to the management:

1. Opportunity provided to the employee for cross examining witnesses.

2. Enquiry officer is required to record his findings with reasons in his report.

3. Enquiry officer should be independent. He may be a senior officer of the organisations as mentioned in the standing orders of the organisation.

4. Witness is to be examined in the presence of the employee.

5. Employee has to be given a fair opportunity

5. Employee has to be given a fair opportunity to produce his witnesses, for his defense.

6. Opportunity provided to the other party to be heard in good faith.

HRM Question and Answers:- Q.77. What is the importance of HRM in recent time?

Ans. Human resource management has become very significant in recent time, due to the following reasons:

1. Increase in the size and complexity of organisation.

2. Growing expectations of society from employers.

3. Rapid technological development.

4. Increasing proportion of women in the work force.

5. Rapidly changing jobs and skills requiring long term manpower planning.

6. Risk of professional and knowledgeable workers.

7. Growth of powerful nationwide trade union.

8. Revolution in information technology that might affect the work force.

HRM Question and Answers:- Q.78. How is data collected for HR audit?

Ans. For the purpose of HR audit, data are collected by the outsider and insider. In collecting data, outsider reports are more important than the insider.

i. Asking Questions of the Data:

Most of the time data is found to be misleading. Therefore, the most purposes, trend comparisons may be preferable.

ii. Interpreting the Data:

After asking questions about the data, it is the responsibility of the HR department to assist the management in analyzing and interpreting the data.

iii. Stimulating Remedial Action:

Most organisations in the public sector are generating more than the adequate quantity of data. The main purpose of it is to stimulate remedial action. In some cases, the action may require consultation between the supervisor and the higher management.

HRM Question and Answers:- Q.79. Explain the meaning of stress.

Ans. The word stress is derived from the Latin term “stringers” which means “to draw tight”. Some defines stress as the non-specific response of the body to any demands made on it Stress is different from anxiety which is a state of uncertainty.

It is also different from agitation which is the physical part of anxiety. Stress also differ from frustration, which is blocked goal attainment.

Stress is a pressure condition causing hardship. It is an internal phenomenon and a mental attitude. If stress is the condiment strain is the salt and if there is an imbalance in condiment-salt relationship, the result is impala-table. Stress is generally believed to have a deleterious effect on health and performance.

HRM Question and Answers:- Q.80. What is the meaning and definition of selection?

Ans. Meaning of Selection :

Selection refers to the process by which qualified applicants are selected by means of various tests in pre-determined numbers, out of large number of applicants.

Definitions of Selection:

Following are the main definitions of selection:

(1) According to Dale Yoder, “Selection is the process in which candidates for employment are divided in two classes those who are to be offered employment and those who are not.”

(2) According to Weihrich and Koontz, “Selecting manager is choosing from among the candidates the one who best meets the position requirements.”

HRM Question and Answers:- Q.81. What are the steps involved in employee grievance procedure?

(i ) Identify grievances- Employee dissatisfaction should be identified by the managers if they are not expressed.

(ii) Define correctly- Management has to define the problem properly and accurately, after it is identified/acknowledged.

(iii) Collect data- Complete information should be collected from all the parties relating to the grievance. Information should be classified as facts, data, opinions etc.

(iv) Analyse and solve- Information should be analysed, alternative standard to the problem should be developed and best solution selected.

(v) Prompt redressal- The grievance should be redressed by implementing the solution.

(vi) Follow up- Implementation and follow-up of the solution must be followed up at every stage in order to ensure effective and speedy implementation.

HRM Question and Answers:- Q.82. What do you mean by QWL?

Ans. The quality of work life (QWL) is defined as the favourableness or otherwise of the job environment to the people. Some definitions interpret it as the degree to which employees are able to meet their personal needs through their experience in the organization.

The improvements in QWL are aimed at the enhancement of human dignity and growth by creating appropriate processes in which all the stakeholders, that is, management, unions, and employees, collectively work together to decide upon the workable actions and changes/improvement for achieving the twin objectives of improving the living standards of employees and also the efficacy of the organization.

HRM Question and Answers:- Q.83. What is the main difference between between wages and salary?

Wage represents hourly rates of pay which is given to workers for manual or physical work. Thus wage is given to compensate the unskilled workers for their services rendered to organisation. Wages may be based on hourly, daily, weekly or even monthly basis. Wages may be based on number of units produced (i.e. piece wage system) or time spent on job.

Salary refers to the monthly rate of pay, irrespective of the number of hours put in by an employee. Salary is given to office employees, foremen, managers, professional and technical staff. It is based on monthly and yearly basis. Thus time period for which salaries are paid is generally higher than in case of wage payments. Salary is always based on time spent on job.

HRM Question and Answers:- Q.84. What is the role of HRM ?

1. Advisory Role – HRM advises management on the solutions to any problems affecting people, personnel policies and procedures.

i. Personnel Policies – Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations.

ii. Personnel Procedures – Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures.

2. Functional Role – The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented.

3. Service Role – Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures.

HRM Question and Answers:- Q.85. What are the HRM model s?

Ans. In recent years there has been relative agreement among HRM.

The model developed by the American Society for Training and Development (ASTD) identifies nine human resource areas:

1. Training and Development

2. Organization Development

3. Organization or Job Design

4. Planning

5. Selection and Staffing

6. Personnel Research and Information systems

7. Compensation or Benefits

8. Employee Assistance

9. Union or Labour Relations

HRM Question and Answers:- Q86. What are the benefits of training program?

Ans. They are:

1. Personal growth.

2. Development of new skills.

3. Higher earning capacity.

4. Helps to adjust with changing technology.

5. Increased safety.

6. Confidence building.

7. Improves morale of employees.

8. Less supervision.

9. Chances of promotion.

10. Increased productivity.

HRM Question and Answers:- Q.87. Define the structure of HR department .

Ans. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure affects organizational action in two big ways.

First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions.

The structure of one industrial organization differs from that of another organization and it depends upon:

1. Size of the organization

2. Nature of the product being manufactured

3. Complexity of the problems being faced

HRM Question and Answers:- Q.88. Explain the importance of c ode of discipline in Indian industry.

Ans. This code was formulated after a great deal of discussion and on the recommendations of the Indian Labour Conference held in New Delhi in July 1957. The Conference discussed the question of discipline in Indian industries, and laid down certain principles governing it.

These were:

1. There should be no lockout or strike without due notice;

2. No unilateral action should be taken in connection with any industrial matter;

3. There should be no recourse to go-slow tactics;

4. No deliberate damage should be caused to plant or property;

5. The existing machinery for the settlement of disputes should be utilised;

6. Acts of violence, coercion, intimidation or incitement should not be indulged in;

7. Awards and agreements should be speedily implemented; and

8. Any agreement, which is likely to destroy cordial industrial relations, should be avoided.

HRM Question and Answers:- Q.89. What is the scope of HRM?

Ans. Scope of HRM :

1. Human Resource Management embraces a very wide field of activities.

2. The HR manager plays multiple roles like a researcher, a counselor, a bargainer, a mediator, a peacemaker and a problem solver, etc.

3. Employee selection, employee remuneration, employee motivation, employee health and safety, industrial relations, employee education, etc.

HRM Question and Answers:- Q.90. What is the performance appraisal?

Ans. Performance appraisal refers to knowing about the level of performance of the employees working in an organisation. This knowledge is obtained by comparing the actual performance of an employee with the expected performance or with standard performance. It informs about the skill of the employee in respect of his work. In order to make this appraisal comparative, similar standards are fixed for all those employees doing similar work.

Performance appraisal is done usually by immediate boss. It is from performance appraisal that one comes to know whether an employee needs training or not. Performance appraisal also serves as the basis of promotion and transfer. It is also referred to as Merit Rating.

HRM Question and Answers:- Q. 91. Discuss the role of HR department in evaluating human resources effectiveness.

Ans. The role of HR department are:

(1) Policy Formulation- Human resource department formulates new human resource policies and revises the existing policies. The department also prepares programmes which basically concerning recruitment, selection, training, etc.

(2) Advising- The duty of HRM department to advice all other departments in areas relating to the management of human resource, industrial relations, etc.

(3) Assistance and Service- HRM department provides information and infrastructure and it conducts human resource research and maintains HR records. It also help to develop collaboration between trade union and management.

(4) Monitoring and Control- HRM department conducts HR audit and helps other departments in proper implementation of human resource policies and programmes. As a controllers, the HR department also reviews the work of line department which concern accident, grievances, absenteeism, labour turnover, disciplinary actions, etc.

HRM Question and Answers:- Q. 92. What is management by objectives?

Ans. The concept of management by objectives (MBO) was developed by Peter Druker in the year of 1954. Peter Druker called it management by objectives and self-control. Generally, MBO has become an effective and operational techniques of performance appraisal and also a powerful philosophy of managing.

It is also known as work planning and review or goal setting approach to appraisal. Therefore, MBO deals appraisal of performance against clear, time bound and mutually agreed job goals. Performance Appraisal through MBO.

HRM Question and Answers:- Q.93. What are the three different approaches of change management.

Ans. There are mainly three popular approaches to managing change:

(1) Lewin’s classic Three-step model of the change process,

(2) Action Research, and

(3) Organisational development.

HRM Question and Answers:- Q.94. What are the basic features of stress?

Ans. Some main features of stress has been analyzed in the following:

i. Generally, stress has positive value and it also offers an opportunity for potential gain.

ii. It is also based on industrialism. It emerge from the capitalist class of people in the society.

iii. Stress is an additive phenomenon. It builds up overtime.

iv. Stress is a condition which is arising from the interaction of people.

v. Stress can be either a positive or a negative influence on employee performance.

HRM Question and Answers:- Q.95. What are the main issues of industrial relation?

Ans. The main issues involved in the industrial relations are:

(a) Collective bargaining

(b) Workers’ participation in management

(c) Grievances and their redressal

(d) Standing orders

(e) Machinery for the settlement of industrial disputes

(f) Ethical code and discipline.

HRM Question and Answers:- Q.96. What does a training policy incorporates?

Ans. A training policy must incorporate the following:

(i) It must clarify the approach of the organisation towards the development of employees.

(ii) It must serve as a guideline for framing and implementing training programme.

(iii) Providing information to all employees affected by training.

(iv) To fix the priorities of the organisation regarding main fields of training.

(v) To provide proper opportunities of advancement to the employees on the basis of training.

HRM Question and Answers:- Q.97. What is meant by job enlargement?

Ans. Job enlargement involves adding more tasks to a job. It is a horizontal expansion and increases jobs scope and gives a variety of tasks to the jobholder. It is essentially adding more tasks to a single job. It definitely reduces boredom and monotony by providing the employee more variety of tasks in the job.

Thus, it helps to increase interest in work and efficiency. In one study it was found that by expanding the scope of job, workers got more satisfaction, committed less errors, and customer service improved. However, research has provided contrary evidence also in that enlargement sometimes may not motivate an individual in the desired direction.

HRM Question and Answers:- Q.98. Mention the c hanging roles of the HR manager .

Ans. 1. Flatter organizations – The reducing levels of hierarchy mean that more people report to one manager.

2. Employee empowerment – Knowledge workers need to be provided with greater autonomy though information sharing and provision of control over factors that affect performance.

3. Team work – modern workers do not remain confined to a single function but can do more than one function. Employees contribute to organization are as members of the team.

4. Ethical management – Ethical issues pose fundamental questions about fairness, justice, truthfulness and social responsibility.

HRM Question and Answers:- Q.99. Discuss the contribution of SHRM in an organisation.

Ans. Strategic management is that set of managerial decisions and actions that determine the long-term performance of the corporation.

Contribution of SHRM in an organisation has been discussed in the following activities:

1. HRM’s Role in Strategy Formulation:

HRM can play a vital role in environmental scanning so as to identify and analyse external opportunities and threats that may be crucial to the company’s success. HRM is in a unique position to provide competitive intelligence that can be useful in the strategic planning process.

HRM also participates in strategy formulation process by supplying information. For example, the IT major, Infosys has developed unique human resource capabilities that provide the firm with a competitive advantage.

2. HR’s Role in Strategy Implementation:

Human resource management is actively involved in strategy implementation in the form of downsizing and restructuring, throughout placing employees, instituting performance based pay plans, reducing health care costs, and retraining employees. HR practices that build employee commitment can improve an organisation’s performance in an increasingly global marketplace.

3. Strategic HRM is Different from Traditional HRM:

Under traditional HRM, human resources are managed by specialists in line with the country’s law and the company’s rules and regulations. But in strategic HRM, the responsibility for managing human resources is placed mostly on line managers who basically manage people at work.

4. In the strategic human resource management, both public and private, organisations playing a significant role.

5. Strategic human resource management also involves in the management process of human capital.

6. The basic strategic HRM deals with the culture, style and structure of the organisation and the quality, commitment and motivation of employees.

7. Strategic HRM is also deals to improve business performance for achieving organizational goals.

On the whole, strategy is a unified, comprehensive and integrated plan. Strategic management deals with both aids and means. End gives a vision of how things are likely to shape up, whereas means shows the path of the vision’s realisation in practice. Therefore, strategic management is visionary management, which is concerned with the future of the organisation. It is also empirical management, as it decides how in practice it is going to get their objectives in the changing environment.

Some says, strategic management is a set of decision and actions, that formulates and implements the strategies designed to achieve the goals of an organisation. It is also concerned with policy-decision affecting the entire organisation.

Therefore, strategic human resource management deals with all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business.

HRM Question and Answers:- Q.100. Mention the s kills required by the manager .

Ans. While analyzing the skills of a manager, R.L. Katz speaks of following three types:

1. Technical Skills:

These enable a manager to use techniques, methods, processes and equipment effectively in performing specific jobs. These skills are developed through experience and education. These are most important for operating managers.

2. Human Skills:

These refer to the ability to work effectively with others on a person-to-person basis, and to build up cooperative group relations to accomplish the organizational goals. These include the ability to communicate, motivate and lead. These are also called human relations abilities, which enable a manager to handle human resources in such a way that personal satisfaction is achieved and organizational goals are attained.

3. Conceptual Skills:

These enable a manager to consider an enterprise as a whole and evaluate the relationships which exist between various parts or functions of a business. In long-range planning, top managers need these skills. The higher one rises in the management hierarchy, the greater the need of conceptual skills. For example, members of the Board of Directors have to rely heavily on their conceptual abilities in making decisions.

To sum up, while human skills are important at all levels of management, conceptual skill is essentially critical in top executive positions, and technical skill is an essential ingredient in low-level management.

HRM Question and Answers:- Q.101 . Who are line managers ?

Ans. Line Managers translate the objectives into action, they are responsible to develop and utilise the manpower. In all the components of HR i.e. career planning training, performances appraisal and organisational development, line-managers have specific responsibilities.

Since line-managers are in dose proximity with the operation people, it is their responsibility to create and develop such conditions. Creating such conditions in work place is a pre-condition in realizing the HR objective by line-managers. Line-managers need to define the capabilities of employee. By developing such capability profile of employees, they can facilitate skill and competency mapping for other strategic decisions.

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• Human Resource Management Multiple Choice Questions and Answers
• Essay on Human Resource Management | HRM
• Notes on Human Resource Management (HRM): Meaning and Nature
• Difference between Human Resource Management and Human Resource Development

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• Contribution of Occupational Health and Safety to Human Resources Environment Management Occupational health and safety is an integral part of the proper functioning and running of an organisation since it affects the employees’ level of performance and their overall conduct in their areas of work.
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• Human Resources in the Automotive Industry Globally, the evaluation of organizing functions of management of large industries such as the automobile industry is critical to ensure the effective and efficient use of human resources and technology.
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• Human Resources Management in Hilton Hotels, Delta Airlines, and Royal Caribbean Cruises Ltd Human resources are the driving force of an organisation; they need to be well managed and preserved for the benefit of the company.
• Emirates Airline HR Department: Leadership and Its Effect The aim of this research paper is to identify leadership styles and their effect on the performance of employees at the human resource department at the Emirates Airline.
• Marginal Utility Analysis in Human Resources Management An evaluation system that has the support of top management of an organization and is viewed by all the stakeholders in the organization as fair and productive is the one suitable for effective evaluation.
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• HR Data Analytics at Google Inc. One of Google’s approaches is collecting information about the effectiveness of the reward system promoted to retain and stimulate the activities of subordinates.
• Saudi Arabian Mining Company’s Human Resources Initially, the company focused on gold mining, but it has expanded its scope to cover aluminum, phosphate, and other industrial minerals.”To be a world-class minerals enterprise” “Champion the responsible development of the mining sector as […]
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• HR Unique Concept and Perception in Different Organizations The identification of the specific part played by human resource in adding business value to an organization, the establishment of the general perception on the use of employees to gain competitive advantage within the organization […]
• Human Resources Information Usage and Analysis Acquiring and retaining different types of data about employees is an integral and essential part of a company’s function. Academic record and degrees; Although an employee’s academic record does not guarantee performance in the workplace, […]
• Improving Human Resources Support for Army Civilians Unlike other organizations using traditional recruitment, the ones using the platform are more likely to get the best talents to fill the position. Human resource management must make essential changes in the recruitment and management […]
• Technology: Improvement of Human Resources Functions With Minimal Costs The knowledge portal solves a number of problems of the healthcare organization related to the search for information, the organization of collaboration, while improving the quality of work of nurses and increasing the competitiveness of […]
• Strategically and Theologically Sound HR Practices Thus, the required practices are to target the employees’ personal attitudes and job position design. It involves general guidance and feedback to further increase employees’ sense of belonging in the collective and the company.
• 360-Degree Evaluation in Managing Human Resources Appraisal and evaluation of employees is a long-time leading method used to assess the performance of various individuals in the company. Thus, the manager should conduct 360-degree appraisals as it is more reliable, accurate, and […]
• Human Resources: The Importance in Business Furthermore, it is more difficult to measure the potential of human workforce compared to physical and financial resources. Furthermore, the other factors that should be considered in defining the importance of human capital are flexibility […]
• Code of Ethics in Human Resources Outsourcing Since the main activity of the specialists of this department is tightly connected to working with people, in my opinion the Code of Ethics should be followed by both internal and outsourced recruiters. With an […]
• Diversity in Human Resources: Business and Management The first step in developing a diverse workforce is the deliberate hiring of individuals with a wide range of traits and viewpoints.
• Compensation Plan Evaluation: Human Resources Specialist This implies that the payment does not depend on performance but is based on the job itself, the tasks that are to be accomplished, and the responsibilities.
• Sexual Harassment at Work and Developing HR Policies Workplace harassment can be attributed to the silence of victims, lack of accountability on the side of HR managers, and poor workplace cultures. This will serve as a relationship guide to all workers in similar […]
• The Healthcare Legislation S. 610 and HR 1667 Additionally, it provides thorough research on the emotional and behavioral health and exhaustion of healthcare personnel, including the influence of the COVID-19 pandemic on their wellness.
• Organizational Behavior and Human Resources In one instance that could posit a task conflict, a3M Canada sought to determine the opportunities and challenges of altering its Industrial Business Division.
• Human Resources Information Systems: Memorandum The problem is that integrating systems into the process is too complex and time-consuming. The cost of hiring IT staff is high, and long-term HRIS maintenance is not always possible.
• HR Implications in Flex Limited Flex Limited is just entering a new market, and it is imperative to develop the human resources strategy that considers the needs and traditions of the society in which the company intends to operate.
• Data Visualization and Dashboard Use in HR The significance of the research is due to the increased practical utility of this tool and a variety of advantages associated with strategic planning and decision-making.
• UnitedHealth Group Human Resources Report Thus, it is evident that the work of the human resource department in the aspects of employee engagement, development, and hiring is up to the standards adopted by the enterprises in the insurance industry.
• Strategic Marketing Module Case: HR Outsourcing The outsourcing of the HR services addresses the cost and resources issue for the Inn because an outsourcing company has a pool of candidates skilled to work in the hospitality field and can find the […]
• HR Development Practices Supporting Creativity The researchers investigated the requirements of creativity based on the experiences of workers reported in interviews to truly comprehend the practices in HRD that foster creativity in development firms in Finnish.
• HR Department Sections in Hospitals The main aim of manpower planning is to estimate the number of people for the successful work of an organization. Recruitment specialists search for new employees and lead them through all the stages of employment.
• The HR Practices in Saudi Arabia The set of HR practices described in the previous paragraph indicates clearly that multinational companies in Saudi Arabia focus on recruiting skilled employees and additionally subject them to rigorous training.
• HR Strategies in Hospitality During COVID-19 This essay will explore the ways in which the situation has changed due to the pandemic and the options available to hospitality businesses.
• Human Resource Audit: Florida Corrections and Rehabilitation (FCR) The human resource planning is the major aspect Florida Corrections and Rehabilitation has used to gain its strategic organization processes.
• On the Brink of Obsolescence: Why We Hate HR The suggested reasons include the lack of business-geared approach among HR managers; the investment in activities and not results; the tendency to excessive standardization and formalization; the challenge of acting to achieve long-term value that […]
• The Labor Relations Process: HR and Labor Sector With this in mind, having analyzed the main peculiarities of the HR and labor sector, it is possible to make a certain conclusion.
• Users of HR Services Within an Organization The second one is ensuring that the needs of the customer are given priority in the day-to-day running of the organization.
• Health Systems in Kenya, Uganda and Rwanda – A Human Resources Perspective According to a survey conducted by the Demographic and Health Department in 2007, the rate of population growth rate in Rwanda stands at 2.
• Analyze HR System, Systems Analysis and Design in a Changing World The rapid change of the research environment requires organizations to adopt flexible information=gathering techniques to meet both the research environment changes and the specific needs of the organizations.
• Healthcare in the USA: Human Resources Challenges When organizations are able to retain their employees, they not only benefit from the lack of the need to continuously train new employees but the employees are also able to establish healthy relationships with the […]
• Written Human Resources Policy: Recognize and Address Employees’ Needs All in all, I consider that my company is to establish written policies that reveal employee rotation plans because it is the best way for the management to ensure that the staff will not face […]
• Job Evaluation of the HR Manager: Performance, Safety, and Professional Development Experience is usually the primary criterion for selecting a candidate as it relieves the employer of educating the new employee. Ability is the fitness of the person to perform the job, meaning talent or a […]
• Mountain Lodge Resort: Effective HR Solutions Employee proficiency and engagement are among the most significant factors of business success in the hospitality industry. The satisfaction of customers and their desire to revisit the site depends on the efficient recruitment and staff management. In the presented case, this thesis is confirmed by the decline in seasonal profits of the resort and an […]
• HR Department Steps to Provide Health Information: Tuberculosis The first step, or lecturing, should include the causes and conditions for the occurrence of pulmonary diseases with the emphasis on tuberculosis, as well as the results and consequences of treatment.
• Management of HR Talent and Teams: Psychological-Contract Perspective Thus, the study provides the detailed examination of the application of psychological contract theory in the talent management and the authors’ contribution to the theoretical knowledge of the issue opens further possibilities for the research […]
• Human Resources: Retrenchment of Workers in a Company The second step that should be applied in this process is the involvement of the workers and the company’s union of workers, in weighing the skills and knowledge of the existing employees.
• Job Evaluation: Interview With an HR Assistant The purpose of our meeting was to gather information on job evaluation within their organization.Ms. Reeds also pointed out that job evaluation is performed to provide general guidelines in structuring the compensation scheme vis-a-vis the […]
• Multicultural Teams and Trends in Global HR Management The HR professionals will need therefore to learn the global economic market and the international labor laws as they combine the needs of the whole organization and those of the local country.
• Human Resources Priority Application in Terms of Financial Problems As the ultimate aim of all companies is to survive in the market no matter what it takes, and to satisfy its stakeholders so they keep investing in the company and keep it from facing […]
• HR Manager: Strategic Partner in Today’s Organisations The possible reasons for this evolution of the role of HR managers were explored in the Introduction, with the succeeding section describing the key roles of the HR manager based on five activities workforce planning, […]
• Becton Dickinson: Recommendations to Improve HR Functions In order to improve the strategic orientation of the HR department, some serious changes need to be made in its functioning. This needs to change and the HR needs to be more proactive in implementing […]
• The Research on the Human Resources Management Competencies Finally the conclusion has been given for the report “Human Resource Management is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the […]
• Human Resources Management in China: The Contemporary Period The country’s potential traditionally depends on a set of characteristics that include, first of all, a set of governmental policies on economic growth, the approach to arrangement of education and training, employment and working conditions, […]
• Permanent HR Manager or Temporary Manager The purpose of this report is to assist the BOT with the important decision of whether to include the HR Manager in the downsizing of the HR department beginning January 2009 or hire a temporary […]
• T-Mobile: HR Overview, Critique, Recommendations Despite all the achievements and despite being in the ranks of the best companies, T-Mobile is not going to stop at the achievement.
• Critically Challenging Some Assumptions in HR Development Despite learning is a key issue in HRD, yet the authors did not refer to many aspects of the relationship between learning and organization culture in their discussion. Characteristically, the authors identified the complex diverse […]
• A Perspective on the Piece of Human Resources It’s also a process where an individual controls a group of individuals to attain a common goal (Michel & Jacuis, 1975.due to lack of enough authority leaders in Singaporean association face problems of deficiency in […]
• Inadequate HR Practices: Tanglewood Company The case vividly portrays that inadequate HR practices and lack of job analysis may lead to voluntary and involuntary turnover and low performance among employees.
• Farmers Exchange Bank’s Strategic Human Resources Every employee of the bank is bounded to maintain the secrecy of the customers. This principle of the bank has greatly contributed to the success of the firm and increased the profitability of the business.
• Human Resources Management Perspective at the Turn of the Century Furthermore, the book “Insecurity and Work Intensification”, which is devoted to the insecurity of the job nowadays, takes us to the conclusion, that the importance of the job agreement, as the main indicator of job […]
• Organizaional Marketing as a Method of Cooperation With Human Resources The goal of OD is the elaboration and achievement of positive changes in the company through the methods of business psychology, which affects the growth of the company’s profitability, the performance of management systems, and […]
• HR in Event Management: Role of Volunteers Kim and Cuskelly assume that the key purpose of the volunteers is to accompany the athletes, referees and guests of the championship, assist them in hotels, the airport and arena.
• Human Resources Management System and Organisational Performance The authors cite seminal works in the field to explain the background of the study and provide a comprehensive review of the material.
• Knowledge Management and HR Relation Therefore, this is a broad concept that relates to all aspects of managing and using knowledge for the benefit of a company.
• Strategic HR Management: An Effective Professional The map also identifies other factors that an effective HR professional should not ignore as they seek to achieve personal and professional growth.
• Key Business Issues and the Contexts of Human Resources Management It is assumed that the most optimal national economic programme is the creation of flexible and dynamic markets of labour, goods and capital able to quickly and effectively adapt to the changing environment, reflected in […]
• Setting up an HR Department The leader can consider the financial position of the company and decide the number of workers it will be able to afford.
• Privacy, Social Media and Human Resources Thus, I can make some assumptions about the potential of my web content to affect the likelihood of being rejected a good position in a company of my dreams.
• Managing Human Resources in Mergers and Acquisitions When acquiring companies, it is very important to optimize the resources of the two parties, that is, to assess the person and understand what resources will create the optimal structure of the merged company.
• Emirates Group’s Human Resources Compensation and Benefits As the name suggests, the Compensation team provides compensations and benefits to the firm’s staff and supervises the management of HR strategies within the context of the organization.
• The Financial Industry and HR Management Therefore, the shortage of these groups of employees is set to affect the operations of BOA and other financial institutions in the future.
• Necessary Qualities in HR Profession Basically, it seeks to establish the proper character traits of an HR professional together with selection methods for successful identification of success traits for an HR director.
• The New Dubai Shopping Mall: Marketing and Human Resources When formulating policies, the employees who are always in the field are needed to help inform the top management about the current situation in the market and the changing tastes of the customers.
• Bettie Page Clothing Company: Activity and HR Management It is possible to agree with the conclusions of the NLRB and the court about the illegal actions of the Bettie Page Clothing Company in relation to three employees who discussed the aspects of the […]
• Labor Market: HR to the Fore as Business Hit Reset In the article under analysis, the current macroeconomic situation and the labor market in GCC countries is characterized by several changes that cannot be understood by huge and small organizations.
• Organizational Behavior: Leading Human Resources The case under analysis turns out to be both private and public because it grounds on the personal attitude of certain people to the situation and influences the general development of the company, its growth, […]
• Soap Producers and Distributors Ltd: Human Resources When the management of the company customizes the benefit program to fit the individual needs of employees, the problems of high employee turnover, frequent employee complaints, and the frequent need to undertake costly recruitment programs […]
• Ethical and Human Resources Issues: Thomas Green Case In my view, if the stern action taken by Frank against Green is purely based on the fact that Green was promoted to his current position by the company vice president then this is not […]
• US Army’s Human Resources and Knowledge Management Assessment of the effectiveness of organizing functions of managing human resources of the US Army has accepted the Army Leadership Program long ago.
• Psychometric Tests in Human Resources Management Psychometric tests are useful in the management of human resources to the extent that they are used for hiring and recruitment, job analysis, job satisfaction assessment, performance appraisal, team building, training and development, and turnover […]
• Human Resources Management Methods and Planning Some benefits that the companies attribute to the telecommuting are as under: With the extensive use of telecommuting, there will be less use of vehicles like automobiles, buses, trains, and aircraft as a result, less […]
• Chicago Food and Beverage Company: Human Resources This is the case because the targeted workers should be empowered and guided to pursue their roles diligently. This model also guides companies to balance the salaries of their expatriates.
• Employee Experience and New Human Resources Model The main idea that is being promoted in the 2018 article Strategically Create the Employee Experience: Redefining the HR Operating Model is that the time has come for the conventional paradigm of Human Resources to […]
• Bossini International Holdings Limited: HR Manager Interview In the first place, one of the topics covered is the influence of global economics and trends on the operations of the enterprise and the sphere of HR.”Bossini operates internationally, and it opens new opportunities […]
• Bossini International Holdings Ltd.’s Human Resources The interviewee has been undertaking the most appropriate activities to support the needs of different workers in the organization. He was always liaising with different stakeholders in order to acquire new ideas that can support […]
• The Joint Commission: Human Resources Policies Although the significance of medications and procedures applied in the course of treatment is hard to overestimate, effective communication and trusting relationships established between the patient and the care provider is none the less significant […]
• Greenway Hotels: Cultural Differences and HR Practices As the company plans to use their staff from the UK to manage the business in Germany, where they plan to open new hotels, it is necessary for the company to understand the cultural differences […]
• Hofstede’s Dimensions Impact on the HR Program In case it is high, an HR program should prepare a solid base and explain people the main goals for them to participate in it and to enjoy.
• The Influence of HR on Mergers and Acquisitions One of the reasons I agree with the premise is the fact that it is the responsibility of HR to scout for potential companies to take over or to merge.
• Al-Futtaim Logistics Company HR Manager Interview The prestige of being employed by Al-Futtaim is one motivator and we are able to attract the right people for the jobs we have in the company.
• Colorado Community College System: HR Department The results of the program that was first implemented at Pueblo Community College and at the system office of CCCS showed the decrease in leave time abuse, the elimination of the equivalent of one full-time […]
• Resourcing Talent in Human Resources and the Current Supply Versus Demand for a Certain Skill in the Labor Market In the case of high demand and a low supply of talent, an organization is compelled to seek ways to attract the right candidates.
• Parallel HR Solutions Company’s Poor Communication Their best practices include research in the needs of the customer, quick reaction to feedback, good communication with the client, confidentiality, following up on commitments, and empowerment of the workforce. This review shows an example […]
• Employee Engagement: Important Issue in HR Studies Importantly, workforce engagement leads to greater rates of employee satisfaction, for the workers who feel energetic, vigorous, confident, and interested in their tasks will have higher rates of satisfaction with their job.
• Taiwanese Multinationals’ Human Resources in the UK One of the key variables in the transfer of practices is the institutional distance, the difference in the country’s institutional profile between the country of origin and the country of operation.
• Longxiang Building Material Co.’s Human Resources As the company is looking to expand and reach out to the markets outside of China within the next 5 years, it subsequently faces a challenge that every Chinese company has to face the problem […]
• Healthcare HR Planning and Employee Relations For instance, the workforce can refer to the employment contract in case of the illegal actions of the management and its unlawful termination.
• Human Resources Management Negotiation One of the first things I did was to find common ground with the HR manager by accepting that a drug testing policy was required for the company considering the nature of the industry.
• Business Research: Management, HR and Marketing The main research question therefore in this article will be; what is the definition of marketing? The theory and empirical research that is presented in the article seeks to suggest that a new school of […]
• Human Resources Executive Interview: A Viable Human Resource Strategy By identifying the current trends and addressing the benefits and the drawbacks of the policy implemented by the organization, one is likely to locate the patterns in the contemporary HR tools development, the problem areas […]
• Strand Housing Company: HR Reward Management It is the process that determines the ranking of different jobs in the hierarchy of the organization. The hierarchy of jobs and different tasks in the organization is obtained through the process of job assessment.
• Employee Development and the Role of HR in It To promote the career development of an employee, a mentor and a career organization could help an employee develop the behavioral patterns that will assist the staff member in question to integrate into the workplace […]
• Dubai Government Human Resources Department It would be expected of a human resource department management to realize the importance of human resources and the potential of the ideas that they can provide; however, I have noticed that initiative is not […]
• Corporate Social Responsibility and HR Connection The culture is created and spread by people, and the human resource department is responsible for the people who work for the company.
• HR Management: Reward System in the Workplace It is common for organizations to use rewards as motivators for their employees; however, to ensure that rewards are being used effectively, employers should ensure that employees are not deceitful in order to attain the […]
• Healthcare Management and Human Resources This career is not only helpful in the development of the health sector but also in the economic development of the country.
• Human Resources for the Alcohol, Drug and Mental Health Woods commented that there were two major problems in the hiring process, which included failing to hire the right person for the job and the costs of advertising the vacancy.
• Recruitment and Selection: HR Competency Models The paper analyzes the use of competency models by HR professionals within SHUUA Capital, in the UAE. In addition, an organization could assess the capabilities of an individual by testing him or her on specific […]
• The Prime Healthcare Group: Applied HR Policies These two aspects of the service delivery model of the Prime Healthcare Group demonstrate its mastery of the value discipline of product leadership.
• Earthquakes Effect on New Zealand HR Management Similarly, the occurrence of the incident led to the loss of lives that had the potential of promoting most businesses into great heights.
• HR Management Practices: ABC Inc. In as much as ABC is determined to solve the issues arising in the case study, it is required to equip the human resource staff with a comprehensive outline of the hiring process as well […]
• Human Resources at the School District of Philadelphia
• Law Firm HR Director Choosing
• XYZ Construction LLC: HR Management
• Human Resources Information Analysing and Using
• Effective Business Planning: HR and Data Management
• Impact of Psychological Contracting on Relations With HR
• HR Management: Legal Selection and Recruitment
• HR’s Future and Effective Organizations
• Saudization: Human Resources Political Strategy
• Ferco Company’s Quality, Safety, and Human Resources
• Human Resources Recruitment Strategies in the Education Sector
• Strategic Role of Human Resources and Promoting Effective Teamwork in the Workplace
• Management of Human Resources: Sound Recruitment and Selection Systems
• YUAN Company HR Strategies
• HR and Labor Relations: Unionization in Ensuring Employee Rights and Welfare
• Human Resources Training Class and Difficulties in Interactions and Communications
• Stress Management and Work Performance in the UK
• Setting up a Human Resources Department in the Conditions of Growth of the Company
• Can HR Make a Strategic Contribution in Volkswagen India?
• Analyzing Data in HR and Presenting Findings to Make Decisions in Crown Prince Court
• Recording and Analysing Data in HR
• Human Resources in the Healthcare Sector: A Profit-Based Organizations
• Advantages of Joining an HR Professional Association
• Managing Human Resources: Productivity, Quality of Work Life, Profits
• Crisis Breakdown: International HR Manager Role
• Managing HR in a Global Environment
• Human Resources Professionals Associations: The Advancement of HR Skills and Knowledge
• HR Approach in Recruiting Senior Managers
• Importance of Human Resources in Modern World of Severe Rivalry
• BOS Solutions: HR Solution
• Toyota Motor: The Role of Line Managers in Delivering HR Practices
• Strategic Human Resources in the Current Highly Dynamic Work Environment
• Signal and Noise HR Technology
• Emotional Intelligence in HR
• Organizational Behavior – HR Practices
• HR, Communication, and Integration Management
• How HR Approaches Match Up With the Strategic Initiatives
• Management Performance System: Human Resources
• HR Management: Riyad Bank
• Strategic Human Resources Management and Changes in Work Environments
• Functions of Human Resources Management: More Complex Management of People in Global Organizations
• HR Practices: Abu Dhabi Education Council
• Managing HR in International Businesses
• The Effect of Implementing a HR Planning Process
• Strategic Significance of HR
• Four Seasons Human Resources and Employee Development
• HR Trends at the Nokia Corporation
• Starbucks High HR Commitment Practices
• Clothing Company HR Politics
• FedEx: Value Creation & Human Resources Practices
• Human Resources Management in the Children Medical Research Institute
• Human Resources Management Profile for a Multinational Company
• How HR Responsibilities Assist in Organization Change
• Human Resources Development: Theory in Practice
• Human Resources Management in the Saudi Arabia Airliners
• Human Resources and Organisational Change Management
• Using Information in Human Resources: Global Competition for Prominence and Performance
• Organizational Issues and their Implications on Development of Human Resources at RACQ
• Human Resource Database Application
• HR Performance Issues and Motivation
• Human Resources Department of the Nuplex Company
• Business Issues and the Contexts of Human Resources
• Human Resources: Effective Personnel Selection Procedure
• Human Resource (HR) Management in Facilitating the Individual Adaptation
• The Role of HR Management in Facilitating the Individual Adaptation of the Employees
• Human Resources Actions That MNCs Should Take To Facilitate Expatriates Adjustment
• Strategic HR Management: Achieving Sustained Competitive Advantage
• HR Roles and Responsibilities Within the Organization
• Challenges Facing Human Resources: Organizations, Employees, and Trade Unions
• HR Knowledge and Talent Managment
• HR Strategies in Creating a Favorable Environment in a Workplace
• Human Resources Management in Multinational Enterprises
• HR Management Issues in Canada and France
• “Top 5 HR Trends in 2013”
• Human Resources Professionals and Compensation
• International HR Management in Australia: Technological Advancements
• International Human Resources Canada and France
• Human Resources: Organizational Advantages of Performance Pay and Compensation
• Joint Ventures: Trianon HR Management
• HR and Sustainability: Australian Tourism and Hospitality
• Staff Training Methods and Further Assessment
• Strategic Human Resource Management Concept and HR Manager Role
• HR, Culture, and Business Results
• Aligning HR with the Business at SBC
• International Human Resource Managing: Preparing Expatriate Employees
• International and Comparative HR Management
• The Role of Human Resources Management Department
• ABZ Corporation Human Resources Department
• HR Critical Thinking: Where Do You Find the Bodies?
• General Motors – Outsourcing HR
• HR Management: Role, Competencies, and Functions
• Collective to Individualism Employment Relationship HR
• How Does HR Department Use Motivation to Increase Employee’s Retention Rate
• How Human Resources Relates to the Opposition to Unionization of Wal-Mart
• Human Resources Management in Small Organizations
• Loyalty Schemes Effect: Information, Finance, and HR Management
• Introduction to Strategic HR Management and Strategic Business Objectives
• Leadership as an HRM Strategy and Policy in MNCs: Apple Inc.
• Human Resources: Talent Management to Accomplish Its Principle Purpose
• Human Resources Management: Material, Psychological, and Social Expectations
• HR Ethics: Employees’ Privacy and Social Media
• Developing Yourself as an Effective HR Practitioner
• Knowledge Requirements for a Human Resources Manager
• Mobilizing Talent – Human Resources Management
• A Strategy for Maximizing the Use of Human Resources
• Change Impact on Human Resources at JCPenny
• Human Resource Planning and Recruitment
• The HR Profession Map
• Supporting the HR Function Retention Within the Organisation
• Health Care and Other Benefits for Human Resources
• Technology of Human Resources and the Human Systems
• How to Develop an HR Program
• Marketing and HR Order ID.
• Understanding Human Resources in the Business Environment
• Human Resources, Conflicts and Relationships in the Team
• Human Resources: Knowledge of Relevant Legislation
• HR Management in the 21st Century
• Human Resources as a Competitive Advantage
• Human Resources of a Hotel in the Swan Valley
• The Many Facets of HR Management in the Organization
• ‘Designing and Implementation of HR Scorecard’
• Human Resources Management’s Incentive and Compensate for Performance
• HR Department and Employee Relations
• Organizational Behaviour: Leading Human Resources
• Does Cloud Computing Impact Corporate HR Practices?
• What Are HR Functions in Indigenous Companies?
• Are There Barriers to Implementing Green HR Practices?
• What Are the Key Environmental Forces That Have an Impact on HR Functions?
• How Can Knowledge Management and Organizational Learning Be Used to Improve HR Management Systems and Practice?
• What Human Resource Skills Are Most in Demand?
• Why Is the Human Resource Team at Google Efficient?
• What Are the Differences Between Personnel Management and HR Management?
• Do Macro-Environmental Issues Affect HR Practices?
• What Knowledge, Skills, and Behaviors Are Required to Be Effective in HR?
• Why Are HR Policies and Practices Important in the Development of Company Cultures?
• How Does Social Media Affect HR Practices in Recruitment?
• What Factors Affect the Efficiency of HR Management?
• Can Positive Intelligence Help an HR Professional?
• What Is the Biggest Challenge in HR?
• How Do Managers Use HR Practices to Meet Multiple Goals?
• What Is the Difference Between the Traditional Approach and Contemporary Approach to HR?
• Why Does the Role and Status of HR Vary so Much Between Organizations?
• What Are All the HR Policies and Procedures to Be Formulated in a Company?
• How Does Culture Affect HR Policies?
• Do Cultural Differences Affect International Human Resource Operations?
• What Are the Most Important HR Issues for Contemporary Organizations?
• How Does Environment Affect the HR Policies of the Company?
• What Data Does the HR Management Process Use?
• Have Human Resource Practices Changed the Image and Appearances of Organizations?
• What Are the Major Human Resource Activities?
• How Does Human Resource Planning Contribute to Achieving Goals?
• Why Is Human Resource Planning an Essential Activity for Organizations?
• What Are the Main Factors That Influence the HR Philosophy in the Organization?
• Which Industry Is Best for Human Resource?
• Chicago (A-D)
• Chicago (N-B)

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How to Write an Essay about Human Resource Management

By | Ben Eubanks | Human Resources Professional, Speaker, and Blogger

People read essays to stay informed on new topics and learn more about specific problems. Human Resource Management (HRM) essays include up-to-date information about concepts that are most relevant to the industry. Like all branches of management, HRM is a soft skill that needs both theories and practical examples. 

In this blog, we’ll talk about the different aspects of an HRM essay and answer a common question: “Can anyone write my essay for me?” 

Writing an essay on HRM helps you gain critical thinking skills and the ability to express your thoughts, experiences, and ideas more clearly. It allows the development of skills that are valuable both during your studies and after graduation when you have to write professionally. 

Choose the Right Topic 

The first step of writing an HRM essay is to find a topic that is both interesting and novel. If you find a subject you’re passionate about, you will have a much easier time writing. HRM is a vast field and topics vary from employee motivation, productivity, compensation, and work design to training and performance appraisal. So there are almost no limits on the topic you choose. 

If you’re not given a choice of topic, don’t be disappointed. There are plenty of studies and articles on HRM that can turn any boring subject into a fun learning experience. 

Research the Topic 

In addition to brainstorming and picking a topic, think about your content. Your essay should ideally introduce a new concept or provide a new perspective on an existing concept. Search online or go to the library to find the most recent information on your topic. It’s also a good idea to talk to experts on the subject. 

Try your best to find examples from the latest case studies that relate to your topic. It is essential that you provide several real-life examples to reinforce your arguments. Moreover, examples make your HRM essay more memorable.  

Define the Structure 

The next step in the process of writing your HRM essay involves determining your structure. Writing a good essay involves lots of deliberate thinking. Before you type a single word, you should have a clear idea of each paragraph in your essay. 

Like most academic writing, HRM essays have an intuitive outline: introduction, body, and conclusion. 

Introduction 

The introduction presents your position on the issue and includes your  thesis statement , a concise one-sentence that clearly defines your position from the beginning and leaves no doubt in the reader’s mind. 

The body is where you make arguments to support your thesis statement and elaborate on your ideas. It is critical to offer your own original ideas and add a new point of view. A good HRM essay is more than a collection of thoughts and paragraphs from different sources. 

Also, your body section must be well-written and include appropriate headings to make the content easier to scan. Throughout your essay, explain every subject in detail and give enough evidence to support your point. The objective is to convince the reader of the viability of your position.  

Conclusion 

The conclusion is the last section of your essay that ties all the pieces together and gives you a final chance to argue your case. You should keep this section relatively short. 

HRM issues are inevitably linked to real-life situations. So, it is worth providing a few (no more than four) recommendations on how you think the topic of your essay can be applied to practical situations. 

Importance of Practical Examples

HRM is full of different, and sometimes contradicting, theories. Practical examples help to clarify these theories and reinforce your argument. Since HRM deals with human psychology, it’s necessary to supply examples from academic experiments, in addition to stories from real-life companies. 

Your essay should include at least a couple of well-placed examples from reliable sources. Publications such as Harvard Business Review, the Wall Street Journal, and Fortune Magazine are excellent places to start. Established academic journals in the field include the Journal of Human Resources, Organization Sciences, and the Journal of Organizational Behavior. 

Proofreading Your Essay 

Proofreading is the last step in the process which ensures your essay is the best it can be. But give yourself a break before you start going over your essays. If you have a fresh look at your work, you’re more likely to find sentences that need to be rewritten. Also, carefully check your work for errors in grammar, punctuation, and sentence structure. 

Getting Help 

A frequent question many HRM students have is “Can someone write my essay for me online?” 

Clearly, crafting a superior essay is not an easy task. Due to a lack of time or knowledge, you may search online and copy example resources. But that’s very risky. Instead, it’s better to ask for professional help. 

You might be asking: “Are there professionals who will write my essays for me?” 

The answer is yes. Nowadays, there are many reputable providers that offer  custom essay writing service  to help you with your HRM assignments. 

Now, you may also ask “Can anyone write my essay online for cheap?”

Getting help from professional essay writers doesn’t have to leave a dent in your wallet. Most online services offer good quality at a reasonable cost, but remember to be vigilant. Sometimes going cheap is a bad idea.

Republished with permission and originally published at upstarthr.com

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Human Resource Management: Exam Questions

The exam has two parts multiple choice and an essay. Follow the instructions for each part and submit the completed exam to your Assignments folder by Sunday, October 20. Answer each of the following multiple-choice questions. Highlight, underline, make bold or type the letter of the correct answer following the statement.

1. HRS strategy:

A. Is the set of priorities a firm uses to align its resources, policies, and programs with its strategic business plan.

B. Is the result of an analysis of the future availability of abort and future labor requirements, tempered by an analysis of external conditions.

C. Is the process of identifying top talent, both within functions and corporate-wide, to develop pools of talent for critical positions, and to Identify development plans for key leaders.

D. Provides an overall direction and focus for the organization as a whole, including for each functional area of the business.

2. All of the following statements about competency models are true EXCEPT:

A. They attempt to identify variables related to overall organizational fit.

B. Their level of rigor ND documentation Is more likely to enable them to withstand the close scrutiny of a legal challenge.

C. They attempt to Identify personality characteristics consistent with the organization’s vision.

D. Their focus is on the full range of knowledge, skills, abilities, and other characteristics that are needed for effective performance on the job, and that characterize exceptional performers.

3. When implementing recruitment activities, initial consideration should be given to a company’s especially for filling Jobs above the entry level.

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A. Minority groups

B. Errant employees

C. Women workforce

D. Foreign subsidiaries

4. What is the advantage of using job performance as a Job analysis method?

A. This method can provide information about standard as well as nonstandard and mental work.

B. Direct exposure to Jobs can provide a richer, deeper understanding of Job requirements than workers’ descriptions of what they do.

C. With this method there is exposure to actual job tasks as well as to the physical, environmental, and social demands of the job.

D. This method focuses directly on what people do in their Jobs, and thus it provides insight into job dynamics.

5. Setting a planning horizon, assessing current performance and readiness for rumination, Identifying replacement candidates for key positions, Identifying career- goals are steps in .

A. Employee development.

B. Developing a readiness grid.

C. Succession planning.

D. Workforce supply forecasting.

6. Which of the following statements about a tight labor market is true?

A. The labor markets for word processors and telemarketers have been fairly tight.

B. There is downward pressure on wages in such a market.

C. The demand by employers exceeds the available supply of workers.

D. There is reducing pressure for wage increases for sewing machine operators.

7. Promotion-from-within policies must coupled with a company philosophy that permits employees to consider available opportunities within the organization.

A. Comply with all state laws

B. Respect seniority position

C. Receive strong top management support

D. Anticipate training needs

8. If employers fail to check closely enough on a prospective employee who then commits a crime in the course of performing his/her Job duties, they can be held liable for:

A. Quid pro quo.

B. Negligent hiring.

C. Loss of consortium.

D. Hostile environment.

9. In terms of recruitment sources among employers, which of the following observations is true?

A. Formal contacts are used widely and effectively at all occupational levels.

B. Use of public employment services increases as required skills levels increase.

C. The internal market is a major recruitment source except for skilled workers.

D. Larger firms are the most frequent users of walk-ins, write-ins, and the internal market.

10. Which of the following statements about Rasps is true?

A. Job performance rates are lower for those who receive an RIG.

B. Meta-analysis shows that Rasps improve retention rates, on average, by 5 percent.

C. It requires that cruisers tell applicants the pleasant and unpleasant aspects of the Job.

D. Job acceptance rates are higher for those who receive an RIP.

11. The stage of an organization’s growth is concerned with fighting for market share and building excellence in the management team.

A. Embryonic

C. High-growth

13. Which of the following selection methods is based on the assumption that the best predictor of future behavior is past behavior?

A. Leaderless-group discussion

B. Projective test

C. Business game

D. Personal-history data

14. The extent to which competencies learned in training can be applied on the Job is termed:

A. Applicability of training.

B. Simulation of training.

C. Transfer of training.

D. Reinforcement of training.

15. This can be thought of as a kind of compass, one that indicates a person’s actual direction as well as a person’s desired direction.

A. Management by objectives

B. Forced distribution

C. Central tendency

D. Performance management

16.When there is a clear link between organizational goals and performance standards for a particular Job, the appraisal system is said to exhibit:

A. Acceptability.

B. Reliability.

C. Relevance.

D. Sensitivity.

17. If a rater is asked to assess an employee’s performance over a 6- to 12-month period, ratings may result, especially if information has been stored in a rater’s memory according to irrelevant, overoptimistic, or otherwise faulty categories.

A. Objective

B. Impartial

18. What is the purpose of the assessment phase of training?

A. To design the environment in which to achieve the objectives of the training program.

B. To define what it is the employee should learn in relation to desired Job behaviors.

C. To choose methods and techniques carefully and deliver them systematically.

D. To establish indicators of success training, as well as on the Job.

19. The level of training needs analysis that focuses on identifying whether training

B. Environmental

C. Operations

D. Organization

20. The impact of training on is the most significant, but most difficult, effect to demonstrate.

A. Trainee self-esteem

B. Organizational results

C. Demographics

D. Action learning Complete both essays

Following the scenarios below, submit a well-crafted essay of approximately 400-500 words, highlighting key issues for consideration as well as answering the question(s) used at the end of the scenario. Your response should contain all the components of any well-written essay?introduction, body, conclusion and references?and should follow PAP guidelines for citing references. Please submit your essay on this exam sheet (do not submit a separate document). You do not have to have a title page or running head; otherwise, your essay should follow PAP guidelines as noted previously.

Essay No. 1 Ensuring that the right people are hired and placed in the right Jobs is critical to an organization’s success. You are the HRS Director for Baroque, Inc. , an upscale clothing tore with locations across the United States specializing in party and formal wear for men and women. The company has decided to hire four Regional Managers to oversee the organization’s four sales areas?Northeast (based in New York, NY), Southeast (based in Dallas, TX), Upper Midwest (based in Chicago, IL), and West (based in San Francisco, CA).

The ideal candidate for the Regional Manager position will have a minimum of 5 years of direct sales experience including supervising others and have a solid understanding of profit and loss (P&L) statements as well as effectively managing employees. Since the Regional Manager position is a new role in the organization, the UP of HRS has asked you to prepare a recruiting and staffing approach to ensure the best candidates are sourced and hired for these important positions. He also wants to make sure that no legal challenges arise as a result of filling these positions. What approach(sees) would you recommend?

Essay No. 2 alma Goode Just completed a training program for new store managers at Baroque, Inc. (see No. 1 above) and thinks the program was a waste of time. She’s never formally managed people before, and she expected to come away with some solid lolls and techniques that would help her in her new role. Instead, she sat through two days of “death by Power Point” with an outside consultant spewing high-level management theory that was difficult to relate to the everyday situations alma encounters in her new role. Lama’s come to you as the HRS Director to register her complaint…

ND it’s not the first time you’ve had complaints about the training program. The program was already in place when you started with Baroque two years ago, and you know it’s time to take a serious look at the program and redesign it to more fully meet the needs of new store managers. You’ve also noticed that associate turnover at the store levels has increased over the past year and you have the voluntary turnover. You’ve already talked to the UP of HRS about revamping the program and he’s given you the green light to put together a recommendation for his review. You want to make sure that the new program is effective and encompasses principles that enhance learning. You know the UP of HRS will want to see a detailed plan for the program before he agrees to implement it.

What will be your recommendation to the UP of HRS? Essay No. 1 One of the main responsibilities of a company’s HRS Department is to ensure that scant positions are filled with intelligent, competent and reliable employees. The HRS Department must identify qualified employees in order to promote Baroque’s growth in this competitive market. According to Socio (2013, p. 27) “…. Recruitment begins with a clear statement of objectives, based on the number and types of knowledge, skills, abilities, and other characteristics that an organization needs to achieve its strategic business objectives. ” As Baroque’s HRS Director, I must establish recruiting and staffing policies that will make the hiring process more effective and successful. In order to ensure that the best applicants are sourced and hired for this position, I recommend that we begin the recruiting process by examining the labor markets in the four identified regions.

We must also specify the number of new employees needed and the anticipated start date. The Job description must clearly describe the nature of Baroque, the minimum qualifications necessary to fulfill this position, the duties and responsibilities associated with this position, the benefits of working for Baroque, and the address and contact information where applicants should send their resume. I suggest that initial consideration should be given to qualified internal employees. For example, current district managers, who are already familiar with company policies and procedures, would have the opportunity for a promotion.

As Socio (2013) notes on p. 208, “… Firms with a reputation for consistent neglect of in house talent find it difficult to attract new employees and retain experienced ones. ” I believe that providing qualified in-house employees with the opportunity to move up will enable Baroque to retain competent staff members, while simultaneously Baroque. I recommend that Baroque implement the pure diversity-based recruiting principle out of the four possible company postures to ensure that qualified individuals are not excluded based on past or present discrimination.

I believe that Baroque should employ the most qualified individuals, regardless of race, sex, age or disability. In addition, Baroque must perform realistic Job previews in order to reduce the turnover rate. Baroque must also consider implications for management practices when recruiting in order to avoid potentially long term negative publicity for the company. With respect to staffing, I recommend a business strategy to determine the company’s developmental stage before making staff decisions. As Baroque expands across the United States, we must consider its stage of development: embryonic, high-growth, mature or aging.

Staffing decisions must be aligned to the company’s stage of development in order to ensure success. I also recommend that we communicate the culture of the company to potential applicants and clearly address the kinds of competencies that are required to make every aspect of our company successful. With respect to the screening process, I recommend that Baroque thoroughly investigate potential applicants. Baroque would require the applicant to provide recommendations and references. In addition, I believe Baroque should obtain consent to conduct criminal background checks and authorization to contact former employers.

Criminal background checks are crucial in order to avoid negligent hiring. I also recommend that Baroque obtain additional information from potential applicants such as driving records, credit standing, and any refusals of bonds or exclusions from the government. Lastly, in order to avoid any legal challenges, Baroque must properly consider common law, application of regulations, test validity and the drug-free workplace. Essay No. 2 I recommend that Baroque revamp the training program for store managers in a number of ways. Baroque must offer training and development programs that are both engaging and informative.

At the current time, Baroque’s training program is theoretical and monotonous. Establishing an effective training and development program will improve employees’ managerial skills, boost employee morale, and prevent voluntary associate turnover. In order to successfully redesign the training program, the HRS Department must evaluate the current training program on both a macro and micro level. Baroque must identify the causes contributing to the current training program’s ineffectiveness. The HRS Department must evaluate whether the outside consultant’s training adequately prepares new managers for the demands of the Job.

In this case, it does not appear that Baroque’s current training program successfully fulfills its goals. Baroque’s HRS Department must also research what types of training have been successful in the past and what the needs of this current training program appear to be. Socio (2013, p. 322) notes that “To be maximally effective, training programs should follow a three-phase sequence: needs assessment, implementation, and evaluation. ” Training programs must offer more than increased knowledge; they must also provide trainees with hands-on experience and the opportunity to learn from others’ experiences.

When determining our desired outcome, we must analyze our organization, demographic, business operations, and our employees. After analyzing these factors, we must work learn from our training program (e. G. Skills, knowledge). After establishing our desired outcome, we must strategically develop a plan to achieve our desired outcome. Using the solution based method, we will create a training program that ill accomplish our goals. As Socio (2013) notes on p. 301, “… Once training needs have been identified, the next step is to structure the training environment for maximum learning… O be most effective, skill learning should include four essential ingredients: 1. Goal setting 2. Behavior modeling 3. Practice and feedback should be included for training to be most effective. ” Training programs should be engaging, informative, and pragmatic.

For example, alma Goode felt as if she could not connect to the power point presentations and was unable to utilize the material presented to lawful her managerial duties. In order to remedy this situation, I recommend that Baroque institute on- the Job training, including orientation training and on the Job coaching. I also recommend including gender and sexual harassment training so that managers are well-versed with respect to legal issues that may arise in the workplace. Lastly, I suggest that we elicit trainee feedback immediately after the training program. This will provide trainees with an opportunity to raise any questions or concerns that were not answered during the training session. In order o assess the long term efficacy of the training program, I recommend that we elicit trainee feedback 30, 60, and 90 days after the conclusion of the training.

This will enable us to assess whether trainees have successfully applied what they learned during training and development as well as the overall value of the training. After gathering this data, we will be able to identify any shortfalls in our training program and make the required changes. We can also evaluate the effectiveness of our training program in the following ways: whether business goals were achieved, customer retention, employee turnover, repeat sales based on solution/service, and employees’ feedback via surveys. Training and development programs are critical to a company’s long-term success. Instituting an effective and engaging training program will improve Baroque’s overall growth, minimize voluntary associate turnover, and enhance management capabilities.

• Socio, W. F (2013). Managing human resources: productivity, quality of work life, profits. New York, NY: McGraw-Hill/Larkin.
• Bennett-Alexander, D. And Hartman, L. (2012). Employment law for business (7th Deed. ). New York, NY: McGraw-Hill/Larkin.

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Business Studies Grade 12 Human Resources Essay Questions and Answers

Question 1:

Tommy Financial Services specialise in accounting and taxation services and are looking for an experienced accountant within the business. The new employee is expected to sign an employment contract and to be placed where he/she will function effectively. The new employee will have to undergo in-service training as well.

Keeping the scenario above in mind, write an essay on the following aspects:

• Discuss the impact of internal recruitment on businesses.
• Explain the legal requirements of an employment contract to TFS.
• Advise TFS on the correct placement procedure.
• Elaborate on the implications of the Skills Development Act, 1998 (Act 97 of 1998) for the human resources function.

Question 2:

Nizam Tiling is known for its quality products and services. They always ensure that their recruitment procedure is well structured. They offer attractive fringe benefits to their employees and continuously improve on their systems and processes. The production manager encourages employees to produce high-quality products to keep customers satisfied.

Keeping the above scenario in mind, write an essay on human resources and quality of performance on the following aspects:

• Outline the recruitment procedure.
• Explain the impact of fringe benefits on businesses.
• Discuss the positive impact of continuous improvement to processes and systems on large businesses.
• Advise the production manager on the quality indicators of the production function.

Question 3:

Delta Manufacturers has a vacancy for a sales executive. The human resources manager implemented the selection procedure after compiling a job analysis. Prospective candidates were invited for an interview. Fringe benefits were offered to the successful candidate.

Write an essay on the activities of the human resource function in which you include the following aspects:

• Outline the selection procedure as a human resource activity.
• Explain the TWO components of job analysis.
• Discuss the role of the interviewee during the interview.
• Evaluate the impact of fringe benefits on Delta Manufacturers as a business.

Business Management Grade 12 Question and Answers Online Quizzes

Revise all the topics under Business Management Grade 12 subject, using test quizzes based on the exam questions below:

• Quiz: Term 1: Macro Environment: Impact of Recent Legislations Quiz
• Quiz: Term 1: Human Resources Function
• Quiz: Term 1: Ethics and Professionalism
• Quiz: Term 1: Creative Thinking
• Quiz: Term 1: Macro Environment: Business Strategies
• Quiz: Term 2: Corporate Social Responsibility
• Quiz: Term 2: Human Rights, Inclusivity and Environmental Issues
• Quiz: Term 2: Team Performance Assessment, Conflict Management, and Problem-Solving
• Quiz: Term 2: Business Sectors and their Environments
• Quiz: Term 2: Leadership and Management
• Quiz: Term 2: Quality of Performance
• Quiz: Term 3: Investment – Securities
• Quiz: Term 3: Investment – Insurance
• Quiz: Term 3: Forms of Ownership
• Quiz: Term 3: Presentation and Data Response

30 Human Resources Manager Interview Questions and Answers

Common Human Resources Manager interview questions, how to answer them, and example answers from a certified career coach.

As a key player in any organization, the Human Resources Manager is responsible for ensuring that the company’s most valuable assets—its employees—are supported and guided throughout their employment journey. This critical role encompasses recruitment, employee relations, performance management, training and development, as well as compliance with labor laws and regulations.

Given the importance of this position, hiring managers will be thorough when interviewing candidates to find an HR leader who can expertly navigate the complexities of human resources while aligning with the company’s overall goals and culture.

To help you prepare for success in your upcoming HR Manager interview, we’ve compiled a list of common questions along with advice on how to answer them effectively.

1. What is your experience with HRIS systems, and which ones have you used?

As an HR professional, it’s vital to be proficient in Human Resources Information Systems (HRIS) to streamline and automate HR processes. Interviewers ask this question to gauge your familiarity with various HRIS platforms and your ability to effectively use them to manage employee data, benefits administration, performance evaluations, and more. Knowing which systems you’ve used also helps employers understand how quickly you can adapt to the specific HRIS they have in place.

Example: “Throughout my career in human resources, I have gained extensive experience with various HRIS systems. In my previous role at a mid-sized company, we used BambooHR to manage employee data, time-off requests, and performance evaluations. I was responsible for training new employees on the system and ensuring that all relevant information was accurately entered and updated.

At my current organization, we use Workday as our primary HRIS platform. I played an integral part in the implementation process, collaborating with IT and other departments to customize the system according to our needs. This included setting up modules for recruitment, benefits administration, and learning management. My familiarity with different HRIS systems has allowed me to streamline processes, improve data accuracy, and enhance overall efficiency within the HR department.”

2. Can you describe the process of conducting a job analysis?

Hiring managers want to know if you have a thorough understanding of the job analysis process, which is critical in determining the key responsibilities, skills, and qualifications required for a given role. This insight helps in crafting accurate job descriptions, setting appropriate salary ranges, and identifying training needs. Your ability to conduct a job analysis reflects your expertise in talent acquisition, workforce planning, and overall HR management.

Example: “Certainly, conducting a job analysis involves systematically gathering and analyzing information about the tasks, responsibilities, and qualifications required for a specific position. The process typically begins with selecting the job to be analyzed and obtaining support from relevant stakeholders.

The next step is data collection, which can involve multiple methods such as interviews, questionnaires, or direct observation of employees performing their duties. This helps in understanding the essential functions, skills, knowledge, and abilities needed for the role. It’s important to engage both supervisors and employees during this stage to get a comprehensive view of the job requirements.

Once the data is collected, it’s time to analyze and organize the information into a coherent structure. This includes identifying key tasks, determining the importance and frequency of each task, and outlining the necessary qualifications. The final output is a detailed job description that accurately reflects the position’s requirements and serves as a foundation for recruitment, performance evaluation, and employee development initiatives.”

3. How do you ensure compliance with labor laws and regulations in your organization?

Ensuring compliance with labor laws is a critical part of the Human Resources Manager role. Companies rely on HR professionals to keep them on the right side of the law and to avoid potential legal issues, fines, or negative publicity. Your ability to demonstrate a strong understanding of applicable laws and regulations, as well as a proactive approach to maintaining compliance, will reassure interviewers that you can effectively manage this aspect of the job.

Example: “To ensure compliance with labor laws and regulations, I first make it a priority to stay up-to-date on any changes or updates in the legal landscape. This involves regularly attending seminars, webinars, and subscribing to industry newsletters. Additionally, I maintain open communication channels with our legal team to receive guidance on specific issues.

Within the organization, I develop and implement policies and procedures that align with current labor laws and regulations. This includes creating an employee handbook outlining these policies and providing regular training sessions for both managers and employees to educate them on their rights and responsibilities. Furthermore, I establish a system for monitoring and auditing HR practices, such as hiring, compensation, and benefits administration, to identify potential areas of non-compliance and address them promptly. This proactive approach helps create a culture of compliance within the organization and minimizes the risk of legal issues arising from non-adherence to labor laws and regulations.”

4. Describe your experience handling employee relations issues.

Navigating employee relations is a critical aspect of an HR manager’s role. HR managers must be able to handle sensitive issues, maintain confidentiality, and ensure a healthy, respectful work environment. Interviewers want to know about your experience in this area to gauge your ability to resolve conflicts, mediate disputes, and provide guidance to both employees and management. Sharing your experience helps demonstrate your communication, problem-solving, and empathy skills—all essential qualities for an effective HR manager.

Example: “Throughout my career as an HR manager, I have encountered various employee relations issues ranging from interpersonal conflicts to performance concerns. One particular situation involved two team members who had a disagreement that escalated into a hostile work environment for others in the department. To address this issue, I first met with each individual separately to understand their perspectives and gather relevant information.

After gaining insight into the root cause of the conflict, I facilitated a meeting between the two employees to encourage open communication and resolution. During the discussion, I ensured both parties felt heard and understood while guiding them towards finding common ground and developing a plan to improve their working relationship. This approach not only resolved the immediate issue but also contributed to fostering a more collaborative and respectful work environment within the team.”

5. What strategies do you use to improve employee retention rates?

Employers want to see that you, as an HR manager, have a proactive approach to retaining top talent within the company. High employee turnover can be costly and disruptive, so it’s essential to have a leader who can implement effective strategies to keep employees satisfied, engaged, and motivated to stay with the organization long-term. Your answer should demonstrate your ability to create a positive work environment and foster a sense of job satisfaction and loyalty among employees.

Example: “One of the key strategies I use to improve employee retention rates is fostering a positive work environment that encourages open communication and collaboration. This involves regularly soliciting feedback from employees through surveys, one-on-one meetings, and team discussions. Gathering insights on their concerns and suggestions helps identify areas for improvement and implement necessary changes.

Another strategy is offering competitive compensation packages and opportunities for professional growth. I collaborate with the management team to ensure our salary structures are in line with industry standards and offer attractive benefits. Additionally, I work on developing training programs and career advancement paths tailored to individual needs, which not only enhances job satisfaction but also motivates employees to stay committed to the organization long-term.”

6. Explain how you would handle an accusation of workplace harassment or discrimination.

Dealing with sensitive and serious issues like harassment or discrimination is a critical aspect of an HR manager’s role. Interviewers ask this question to assess your ability to navigate difficult situations, ensure a safe and comfortable work environment, and adhere to company policies and legal requirements. They want to see that you can approach such situations with professionalism, empathy, and fairness while maintaining confidentiality and resolving conflicts effectively.

Example: “Upon receiving an accusation of workplace harassment or discrimination, my first priority would be to ensure the safety and well-being of the affected employee. I would immediately address any immediate concerns and provide support as needed.

Then, I would initiate a thorough investigation by gathering all relevant information from the accuser, the accused, and any witnesses. This process would involve conducting confidential interviews, reviewing documentation, and maintaining impartiality throughout the investigation. It’s essential to maintain confidentiality and protect the privacy of all parties involved to prevent retaliation or further issues.

Once the investigation is complete, I would analyze the findings and determine appropriate actions based on company policies and legal requirements. If necessary, disciplinary measures would be taken, which could range from counseling to termination, depending on the severity of the situation. Additionally, I would work with the leadership team to implement preventive measures, such as training programs or policy updates, to minimize the risk of similar incidents occurring in the future.”

7. What methods do you use for evaluating employee performance?

Your ability to assess employee performance is essential to maintaining a company’s workforce efficiency and overall success. The interviewer wants to know if you have effective systems in place to evaluate and provide feedback to employees, ensuring their personal growth and alignment with company objectives. Showcasing your methods and strategies for performance evaluation will demonstrate your expertise and commitment to fostering a productive work environment.

Example: “As a Human Resources Manager, I believe in using a combination of methods to evaluate employee performance effectively. One method I utilize is setting clear and measurable Key Performance Indicators (KPIs) for each employee based on their role and responsibilities. These KPIs help employees understand what is expected of them and provide an objective basis for evaluating their performance.

Another method I employ is conducting regular one-on-one meetings with employees to discuss their progress, address any concerns, and provide constructive feedback. This approach allows me to gain insights into their work experiences and identify areas where they may need additional support or training. Additionally, I encourage managers to conduct 360-degree feedback sessions, which involve gathering input from an employee’s peers, subordinates, and supervisors. This comprehensive feedback helps paint a more accurate picture of the employee’s overall performance and fosters a culture of continuous improvement within the organization.”

8. Describe your approach to developing and implementing training programs.

A Human Resources Manager’s ability to design and implement effective training programs is essential in fostering an employee-oriented company culture. By asking this question, interviewers want to gauge your understanding of employee development, your ability to identify skill gaps, and your creativity in crafting tailored training solutions. They also want to see how you can contribute to the overall success of the organization by fostering continuous learning and professional growth among employees.

Example: “My approach to developing and implementing training programs begins with a thorough needs assessment. I collaborate with department heads and team leads to identify skill gaps, performance issues, and areas for improvement within the organization. This helps me tailor the training content to address specific needs and align it with overall business goals.

Once the training objectives are defined, I design the program using a mix of instructional methods such as workshops, e-learning modules, and on-the-job coaching to cater to different learning styles. I also ensure that the training materials are engaging and relevant by incorporating real-life examples and case studies from our industry.

After rolling out the training program, I closely monitor its effectiveness through feedback surveys, participant evaluations, and tracking key performance indicators. Based on this data, I make any necessary adjustments to improve the program’s impact and continuously enhance employee skills and knowledge in line with organizational objectives.”

9. How do you stay up-to-date on changes in employment law and best practices in human resources management?

As the HR landscape is constantly evolving, it’s essential for HR managers to stay informed about the latest changes in employment law and best practices. This question allows hiring managers to assess your dedication to professional development and whether you have the necessary skills to navigate legal and ethical matters that may arise in the workplace. Demonstrating your ability to adapt and adjust to new regulations and industry trends will showcase your commitment to being a valuable and effective HR manager.

Example: “Staying up-to-date on changes in employment law and best practices is essential for an effective HR manager. To ensure I’m always informed, I subscribe to industry newsletters and follow reputable HR blogs that provide regular updates on legal developments and emerging trends. Additionally, I am a member of professional organizations such as the Society for Human Resource Management (SHRM), which offers valuable resources, webinars, and conferences focused on current issues in human resources.

Another important aspect of staying current is networking with other HR professionals. I actively participate in local HR meetups and online forums where we can exchange ideas, discuss challenges, and share insights about recent changes in our field. This collaborative approach not only helps me stay informed but also allows me to learn from the experiences of my peers, ensuring that I continue to grow professionally and apply best practices in my role as an HR manager.”

10. What role does diversity and inclusion play in your HR strategy?

Diversity and inclusion are essential components of a successful workplace, and as an HR manager, you are responsible for fostering an environment where everyone feels valued and respected. Interviewers want to know that you recognize the importance of these principles and have experience in implementing policies and initiatives that support a diverse and inclusive workplace. This demonstrates your commitment to creating a positive work environment and your ability to navigate the complexities of modern-day workforce dynamics.

Example: “Diversity and inclusion are integral components of my HR strategy, as they contribute to a more innovative, adaptable, and high-performing workforce. To promote diversity, I focus on implementing unbiased recruitment practices, such as using diverse job boards, crafting inclusive job descriptions, and conducting structured interviews. This ensures that we attract talent from various backgrounds and experiences, fostering an environment where different perspectives can thrive.

For inclusion, I prioritize creating a supportive workplace culture where everyone feels valued and respected. This involves offering training programs for employees and managers on topics like unconscious bias, cultural competence, and effective communication. Additionally, I encourage open dialogue and feedback channels to address any concerns or suggestions related to inclusivity. Ultimately, by integrating diversity and inclusion into our HR strategy, we not only enhance employee satisfaction and retention but also drive better business outcomes through increased creativity and collaboration.”

11. Have you ever had to manage a reduction in force? If so, how did you handle it?

Navigating the delicate process of a reduction in force is a key skill for a Human Resources Manager. Interviewers want to see how you approach situations that involve tough decisions, emotional conversations, and maintaining the best interests of the company and its employees. Demonstrating your ability to handle such situations with empathy, professionalism, and adherence to legal guidelines is essential in showcasing your qualifications for the role.

Example: “Yes, I have had to manage a reduction in force during my tenure as an HR manager. It was a challenging situation that required careful planning and execution to minimize the impact on both affected employees and the organization.

To handle this process, we first conducted a thorough analysis of our workforce needs and identified areas where reductions could be made with minimal disruption to ongoing operations. We then developed a clear communication plan to ensure transparency and empathy throughout the process. This included informing managers about the upcoming changes and providing them with guidelines on how to communicate the news to their teams.

During the actual implementation, we offered support services such as outplacement assistance, resume reviews, and job search workshops for those affected by the layoffs. Additionally, we worked closely with remaining employees to address any concerns and maintain morale. Throughout the entire process, our focus remained on treating everyone involved with respect and dignity while ensuring the long-term success of the company.”

12. Describe your experience with benefits administration, including health insurance and retirement plans.

Benefits administration is an essential aspect of an HR manager’s responsibilities. Employers want to ensure that the person they hire has the knowledge and experience to manage employee benefits effectively. This includes understanding the complexities of health insurance, retirement plans, and other benefits, as well as ensuring compliance with relevant laws and regulations. Demonstrating your ability to handle these tasks confidently and efficiently will showcase your value as an HR professional.

Example: “Throughout my career as an HR professional, I have gained extensive experience in benefits administration. My responsibilities have included managing health insurance plans and retirement programs for employees across various organizations.

For health insurance, I have worked with multiple providers to negotiate competitive rates and ensure comprehensive coverage for our employees. This involved evaluating different plan options, understanding the specific needs of our workforce, and presenting recommendations to senior management. Once a plan was selected, I oversaw enrollment processes, communicated updates to employees, and addressed any questions or concerns they had regarding their coverage.

Regarding retirement plans, I have managed both defined contribution and defined benefit programs. In collaboration with financial advisors, I ensured that investment options were diverse and aligned with employee preferences. Additionally, I organized educational sessions to help employees understand their retirement plan choices and make informed decisions about their future financial security. Through these efforts, I aimed to provide valuable benefits packages that contributed to employee satisfaction and retention.”

13. How do you handle conflict resolution between employees?

Conflict resolution is a key skill for any human resources manager, as it contributes to a harmonious work environment and keeps employees engaged and productive. By asking this question, interviewers want to gauge your ability to mediate disputes, promote open communication, and foster a positive workplace culture. Your approach to resolving conflict can reveal your interpersonal skills, empathy, and problem-solving abilities, which are all essential qualities for a successful HR manager.

Example: “When faced with conflict between employees, my first step is to address the issue as soon as possible to prevent it from escalating. I begin by meeting with each employee individually to understand their perspective and gather all relevant information. This allows me to identify the root cause of the conflict and assess whether there are any underlying issues that need to be addressed.

Once I have a clear understanding of the situation, I bring both parties together for a mediated discussion. During this meeting, I encourage open communication and active listening, ensuring that each person has an opportunity to express their concerns and feelings without interruption. My role in this process is to facilitate constructive dialogue, help them find common ground, and guide them towards a mutually agreeable resolution. If necessary, I also provide guidance on appropriate workplace behavior and expectations moving forward to prevent future conflicts.”

14. What steps do you take to ensure that your organization’s recruitment process is fair and unbiased?

Fairness and impartiality in recruitment are essential for maintaining a diverse, inclusive, and dynamic work environment. By asking this question, interviewers want to gauge your understanding of the importance of unbiased recruitment practices and assess your ability to implement strategies that ensure a fair selection process. They are keen to learn about your commitment to promoting diversity, equity, and inclusion within the workplace.

Example: “To ensure a fair and unbiased recruitment process, I start by implementing clear guidelines for job postings. This includes using inclusive language and focusing on essential qualifications to attract a diverse pool of candidates. Additionally, I collaborate with the hiring team to establish objective criteria for evaluating applicants based on their skills, experience, and potential contributions to the organization.

During the interview stage, I encourage the use of structured interviews, where all candidates are asked the same set of questions in a consistent manner. This helps minimize unconscious biases and ensures that each candidate is assessed fairly. Furthermore, I promote diversity within the hiring panel itself, as having different perspectives can help reduce individual biases and lead to more balanced decision-making. Through these steps, we create an equitable recruitment process that supports our organization’s commitment to diversity and inclusion.”

15. Can you provide an example of a successful change management initiative you’ve led?

Navigating change is a critical skill for any HR professional, and interviewers ask this question to gauge your ability to lead and manage transitions effectively. As a Human Resources Manager, you’ll be responsible for helping employees adapt to new policies, procedures, or organizational structures, all while maintaining morale and productivity. Showcasing your experience with successful change management initiatives demonstrates your capacity to lead teams through periods of uncertainty and secure positive outcomes for the organization.

Example: “Certainly, in my previous role as an HR Manager at a mid-sized company, we identified the need to update our performance management system. The existing process was outdated and not aligned with the company’s current goals and values. My team and I were tasked with leading this change management initiative.

We began by conducting thorough research on best practices and gathering feedback from employees and managers across the organization. Based on our findings, we developed a new performance management framework that focused on continuous feedback, goal-setting, and employee development. To ensure a smooth transition, we created a comprehensive communication plan that included presentations, training sessions, and ongoing support for both employees and managers.

The implementation of the new performance management system was well-received, resulting in increased employee engagement and satisfaction. Managers reported improved communication with their teams, and employees felt more supported in their professional growth. This successful change management initiative not only enhanced our performance management process but also contributed to a stronger organizational culture.”

16. How do you measure the success of your HR initiatives?

Evaluating the effectiveness of HR programs is a key responsibility of any HR manager. Interviewers ask this question to understand how you approach measuring success, ensuring alignment with organizational goals, and continuously improving HR initiatives. Demonstrating your ability to set clear objectives, use relevant metrics, and analyze results will illustrate your dedication to making data-driven decisions that improve the workplace experience for employees.

Example: “Measuring the success of HR initiatives involves setting clear objectives and key performance indicators (KPIs) that align with the organization’s overall goals. For example, if we implement a new employee training program, I would track metrics such as participation rates, completion rates, and post-training evaluations to gauge its effectiveness.

Another important aspect is gathering feedback from employees and managers through surveys or one-on-one conversations. This qualitative data helps identify areas for improvement and provides insights into how well our initiatives are being received by the workforce. Ultimately, the success of HR initiatives can be measured by their impact on employee engagement, retention, productivity, and overall satisfaction within the company.”

17. Describe your experience managing compensation and salary structures.

Employers want to gauge your expertise in handling compensation and salary matters, which are essential for attracting and retaining top talent within the organization. Your ability to design, manage, and adjust salary structures demonstrates your understanding of the market, compliance with labor laws, and ability to balance the organization’s budget constraints while keeping employees satisfied and motivated.

Example: “As an HR manager in my previous role, I was responsible for overseeing the company’s compensation and salary structures. This involved conducting regular market research to ensure our pay scales remained competitive within the industry. I collaborated with department heads to identify specific roles and skill sets that required adjustments to attract and retain top talent.

To maintain internal equity, I also conducted job evaluations and analyzed employee performance data to determine appropriate salary increases during annual review cycles. Additionally, I worked closely with finance and executive teams to develop budgets for merit-based raises and bonuses, ensuring alignment with overall business goals. Through this experience, I have developed a strong understanding of managing compensation strategies that support both employee satisfaction and organizational success.”

18. What role does company culture play in your HR strategy?

Company culture is the lifeline that connects employees and defines the work environment. As an HR manager, you not only have to ensure that the culture is healthy and inclusive but also that it aligns with the organization’s goals and values. By asking this question, interviewers seek to understand your approach to fostering a positive company culture and how you integrate it into your HR strategy. This demonstrates your ability to create a supportive and productive workplace for all employees.

Example: “Company culture plays a significant role in my HR strategy, as it directly influences employee engagement, satisfaction, and retention. A strong company culture fosters a positive work environment where employees feel valued, motivated, and aligned with the organization’s goals.

When developing an HR strategy, I consider how our policies and practices can support and enhance the desired company culture. This includes recruitment processes that focus on hiring candidates who not only possess the required skills but also share the company’s values and vision. Additionally, I prioritize implementing training and development programs that promote collaboration, communication, and continuous learning, which contribute to a growth-oriented culture.

Moreover, I believe that recognizing and rewarding employees for their achievements is essential for maintaining a healthy company culture. Therefore, I ensure that performance management systems are designed to fairly evaluate and reward employees based on their contributions to the organization. In summary, by integrating company culture into every aspect of the HR strategy, we create a cohesive and supportive work environment that drives both individual and organizational success.”

19. How do you handle requests for accommodations under the Americans with Disabilities Act (ADA)?

Ensuring a diverse and inclusive work environment is a top priority for employers, and as an HR manager, you play a critical role in that process. When it comes to ADA accommodations, interviewers want to know that you’re well-versed in the law, can handle requests with sensitivity and professionalism, and can balance the needs of both the employee and the company. They’re looking for an HR leader who can navigate complex situations and foster a workplace where everyone feels welcome and supported.

Example: “When handling requests for accommodations under the ADA, my first priority is to ensure that the employee feels heard and supported. I start by having a confidential conversation with the employee to understand their specific needs and gather any necessary documentation related to their disability.

Once I have a clear understanding of the requested accommodation, I collaborate with the employee’s supervisor and other relevant stakeholders to assess the feasibility of implementing the accommodation while maintaining business operations. If needed, we explore alternative solutions that can still meet the employee’s requirements. Throughout this process, open communication with the employee is essential to keep them informed about the progress and address any concerns they may have.

After reaching an agreement on the appropriate accommodation, I work closely with all parties involved to implement it effectively and monitor its success. This approach ensures compliance with the ADA while fostering an inclusive work environment where employees feel valued and empowered to perform at their best.”

20. What are some key metrics you track to evaluate the effectiveness of your HR department?

Metrics are essential for gauging the success of any department, and HR is no exception. By asking this question, interviewers are looking to see if you have a firm grasp on the importance of data-driven decision-making and can effectively measure the impact of your HR initiatives. Furthermore, it speaks to your ability to identify areas for improvement and take appropriate action to enhance the performance of your department.

Example: “As a Human Resources Manager, I believe it’s essential to track key metrics that provide insights into the effectiveness of our HR department. Two such important metrics are employee turnover rate and time-to-fill.

Employee turnover rate is a critical metric as it helps us understand how well we’re retaining talent within the organization. A high turnover rate may indicate issues with company culture, management, or compensation, which require further investigation and improvement. On the other hand, a low turnover rate suggests that employees are satisfied and engaged in their roles, contributing positively to the overall success of the business.

Time-to-fill measures the average number of days it takes to fill an open position from the moment it becomes vacant until a new hire starts. This metric helps assess the efficiency of our recruitment process and identify any bottlenecks or areas for improvement. A shorter time-to-fill indicates that our hiring process is streamlined and effective, ensuring that we minimize disruptions caused by vacancies and maintain productivity across the organization.”

21. Describe your experience with succession planning and talent development.

Succession planning and talent development are critical components of a thriving organization, ensuring that the right people are in the right roles at the right time. As an HR manager, you’ll be expected to have hands-on experience with these processes to help identify future leaders, groom them for more significant responsibilities, and maintain a robust talent pipeline. Interviewers are keen to understand your approach and past experience in managing these important aspects of human resources, as well as your ability to align them with the company’s long-term goals.

Example: “As an HR manager, I have been actively involved in succession planning and talent development to ensure the long-term success of our organization. My experience includes identifying high-potential employees, assessing their skills and competencies, and creating tailored development plans to prepare them for future leadership roles.

I collaborate with department heads to identify critical positions within the company and assess the potential risks associated with employee turnover or retirement. We then create a pipeline of internal candidates who could potentially fill these roles. To develop their skills, we provide targeted training programs, mentoring opportunities, and cross-functional projects that expose them to different aspects of the business.

Furthermore, I closely monitor the progress of these high-potential employees through regular performance reviews and feedback sessions. This allows us to adjust their development plans as needed and ensures they are well-prepared to take on leadership roles when the time comes. Through this proactive approach to succession planning and talent development, we have successfully maintained a strong leadership pipeline and minimized disruptions caused by unexpected departures.”

22. How do you balance the needs of employees with the goals of the organization?

Balancing the needs of employees and the organization is a critical aspect of any HR manager’s role. Interviewers ask this question to understand your ability to navigate the delicate balance between advocating for employees and maintaining the company’s objectives. They want to ensure that you can create a positive work environment that fosters employee satisfaction and productivity while still aligning with the organization’s strategic plans and goals.

Example: “Balancing the needs of employees with organizational goals requires a strategic approach and effective communication. As an HR manager, I prioritize understanding the company’s objectives and aligning HR initiatives to support those goals. This involves collaborating with other departments to identify their specific needs and challenges, as well as staying informed about industry trends and best practices.

At the same time, I actively engage with employees through regular check-ins, surveys, and open-door policies to understand their concerns, aspirations, and feedback. This helps me create tailored programs that address employee needs while also contributing to the organization’s success. For example, by implementing targeted training and development opportunities, we can enhance employee satisfaction and retention while simultaneously improving overall performance and productivity. Ultimately, it’s about finding the right balance between supporting individual growth and fostering a thriving business environment.”

23. What strategies do you use to promote employee engagement and satisfaction?

Employee engagement and satisfaction are vital factors that can directly impact a company’s success. HR managers play an essential role in fostering a positive workplace culture that supports and motivates employees. When interviewers ask this question, they want to know that you have effective strategies and a proactive approach to keep employees engaged, happy, and productive, ultimately contributing to the organization’s overall success.

Example: “One strategy I use to promote employee engagement and satisfaction is by fostering a culture of open communication and feedback. This involves creating channels for employees to voice their opinions, concerns, and ideas without fear of retribution. Regular town hall meetings, anonymous suggestion boxes, and pulse surveys are some methods I’ve implemented in the past. Encouraging this dialogue helps employees feel heard and valued, which contributes to their overall satisfaction.

Another approach is recognizing and rewarding employees’ achievements and contributions. This can be done through formal recognition programs, such as Employee of the Month or annual performance bonuses, as well as informal gestures like handwritten thank-you notes or shout-outs during team meetings. Celebrating successes not only boosts morale but also reinforces desired behaviors and fosters a sense of pride in one’s work. Additionally, providing opportunities for professional development and growth, such as training programs and mentorship initiatives, demonstrates an investment in employees’ futures and keeps them engaged in their roles.”

24. Have you ever dealt with a unionized workforce? If so, what challenges did you face and how did you address them?

Navigating the complexities of managing a unionized workforce requires a unique set of skills and understanding. By asking this question, interviewers want to gauge your experience and ability to collaborate with unions, handle negotiations, and address any potential conflicts. Demonstrating your ability to work effectively within the parameters of labor agreements and maintain positive relationships with union representatives will showcase your value as an HR leader.

Example: “Yes, I have experience working with a unionized workforce in my previous role as an HR manager at a manufacturing company. One of the main challenges I faced was navigating the collective bargaining process and ensuring that both the employees’ interests and the company’s objectives were fairly represented.

To address this challenge, I made sure to thoroughly understand the terms and conditions outlined in the collective agreement and stay up-to-date on labor laws and regulations. This knowledge allowed me to effectively communicate with union representatives and participate in negotiations with confidence. Additionally, I worked closely with management to develop strategies for addressing employee concerns while maintaining operational efficiency.

Another challenge was fostering positive relationships between the union and management. To tackle this issue, I facilitated open communication channels and encouraged regular meetings between both parties. This approach helped build trust and collaboration, ultimately leading to a more harmonious work environment and improved employee satisfaction.”

25. What is your approach to onboarding new employees?

Onboarding plays a critical role in integrating new hires into the company culture, setting expectations, and ensuring they feel supported from day one. As an HR manager, your approach to onboarding will directly impact employee satisfaction, retention, and overall productivity. Interviewers ask this question to gauge your understanding of the importance of effective onboarding and to assess your ability to create a welcoming and informative experience for new employees.

Example: “My approach to onboarding new employees focuses on creating a welcoming environment and providing them with the necessary tools and resources for success. I believe that a well-structured onboarding process is essential in setting the foundation for long-term employee engagement and retention.

The first step involves preparing an orientation schedule, which includes introductions to key team members, department overviews, and company culture presentations. This helps new hires understand their role within the organization and how they contribute to achieving overall business goals. Additionally, I ensure that all required paperwork, equipment, and access to systems are ready before the employee’s start date to minimize any delays or frustrations.

Throughout the onboarding process, I maintain open communication with new hires, encouraging them to ask questions and provide feedback. Regular check-ins during their initial weeks allow me to address any concerns and offer support as needed. Ultimately, my goal is to create a positive onboarding experience that fosters a sense of belonging and sets up new employees for success from day one.”

26. Describe your experience with developing and implementing HR policies and procedures.

Employers ask this because they want to ensure you have the necessary expertise to create and enforce policies that align with their company values and legal requirements. Your ability to develop effective HR policies and procedures demonstrates your knowledge of employment law, organizational culture, and your ability to communicate and collaborate with various departments to ensure a fair and productive work environment.

Example: “At my previous role as an HR specialist, I was responsible for reviewing and updating our company’s HR policies and procedures. This involved conducting a thorough analysis of existing policies to identify areas that needed improvement or clarification. I collaborated with department heads and legal counsel to ensure compliance with local labor laws and industry best practices.

Once the updated policies were drafted, I led training sessions for managers and employees to familiarize them with the new guidelines. Additionally, I created user-friendly resources such as FAQs and quick reference guides to support staff in understanding and adhering to these policies. Through this experience, I gained valuable insights into developing effective HR policies and ensuring their successful implementation across the organization.”

27. How do you handle employee terminations, both voluntary and involuntary?

Navigating the delicate process of employee terminations is a key aspect of the human resources role. Interviewers ask this question to assess your ability to maintain professionalism, fairness, and empathy while making difficult decisions. Moreover, they want to gauge your understanding of the legal and ethical implications of terminations, as well as your ability to manage the impact on morale and company culture.

Example: “When handling employee terminations, my primary focus is to ensure the process is carried out professionally, fairly, and with empathy. For involuntary terminations, I first make sure that all necessary documentation and performance evaluations have been completed, and that there’s a clear justification for the termination decision. Before conducting the termination meeting, I collaborate with the employee’s supervisor and legal counsel if needed, to ensure we are aligned on the reasons and any potential risks.

During the termination meeting, I maintain a respectful and empathetic tone while clearly explaining the reason for the termination. I also provide information about severance packages, benefits continuation, and outplacement services when applicable. After the meeting, I work closely with the remaining team members to address any concerns and help them adjust to the change.

For voluntary terminations, I conduct an exit interview to gather feedback from the departing employee regarding their experience at the company. This helps us identify areas of improvement and retain valuable talent in the future. Additionally, I coordinate with other departments to ensure a smooth offboarding process, including the transfer of knowledge and responsibilities to other team members.”

28. What is your approach to managing remote or distributed teams?

Organizations are increasingly adopting flexible work arrangements, and managing remote or distributed teams is becoming a critical skill for HR managers. By asking this question, interviewers want to gauge your ability to adapt to this trend and effectively manage employees who may not be physically present in the office. They are looking for insights into your communication strategies, team-building activities, and performance management approaches for remote workers.

Example: “Managing remote or distributed teams requires a proactive approach to communication and collaboration. First, I establish clear expectations for each team member regarding their responsibilities, deadlines, and performance metrics. This helps ensure that everyone is on the same page and working towards common goals.

To maintain open lines of communication, I schedule regular check-ins with individual team members as well as group meetings. These virtual touchpoints allow me to address any concerns, provide feedback, and offer support where needed. Additionally, I encourage team members to collaborate using tools like instant messaging, video conferencing, and project management software, which fosters a sense of connection and teamwork despite physical distance.

Moreover, I prioritize building trust within the team by being transparent about company updates and decisions, recognizing achievements, and promoting a culture of inclusivity and respect. This approach has proven effective in maintaining high levels of engagement and productivity among remote employees while also fostering a positive work environment.”

29. Can you provide an example of a time when you had to navigate a complex ethical issue in the workplace?

Navigating ethical dilemmas is a fundamental aspect of a Human Resources Manager’s role. When faced with complex situations involving employees, it’s essential to maintain a balance between the company’s interests, legal compliance, and the well-being of the employees involved. This question helps interviewers gauge your ability to think critically and make fair, well-informed decisions while upholding high ethical standards.

Example: “I once encountered a situation where an employee reported that their supervisor was engaging in favoritism, which led to unfair work distribution and promotion opportunities. The employee felt demoralized and believed the issue was negatively impacting team morale. As an HR manager, it was my responsibility to address this complex ethical issue while maintaining confidentiality and ensuring fairness for all parties involved.

I began by conducting a thorough investigation, interviewing the concerned employee, the supervisor, and other team members to gather different perspectives on the matter. I also reviewed performance records and promotion criteria to determine if there were any inconsistencies or biases at play. Throughout the process, I made sure to maintain impartiality and protect the anonymity of the reporting employee.

Upon completing the investigation, I found evidence supporting the claim of favoritism. I then worked closely with senior management to develop a plan to rectify the situation. This included providing training on fair management practices for the supervisor and implementing transparent processes for work allocation and promotions within the department. Ultimately, we were able to resolve the issue, improve workplace ethics, and restore trust among team members.”

30. How do you ensure that your organization maintains a safe and healthy work environment?

Ensuring a safe and healthy work environment is a top priority for any HR manager. By asking this question, interviewers want to understand your approach to risk management, compliance, and promoting a positive workplace culture. They’re looking for evidence that you can balance legal obligations with the need to create a supportive environment where employees feel comfortable and can perform at their best. This includes your ability to identify potential hazards, implement appropriate policies and procedures, and foster a culture of safety and well-being.

Example: “As an HR manager, I believe that maintaining a safe and healthy work environment is essential for employee well-being and productivity. To achieve this, I start by staying up-to-date with the latest regulations and industry best practices related to workplace safety and health. This allows me to develop and implement policies and procedures that comply with legal requirements and promote a positive work culture.

I also collaborate closely with department managers to conduct regular risk assessments and identify potential hazards in the workplace. We then take appropriate measures to mitigate these risks, such as providing necessary training, implementing ergonomic solutions, or updating equipment. Additionally, I encourage open communication channels for employees to report any concerns or incidents, ensuring prompt action is taken to address them. Through these proactive efforts, we can create a work environment where employees feel safe, supported, and motivated to perform at their best.”

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