SECTION- A

1. nature and scope of human resource management

Human resource management (HRM) is the process of acquiring, training, appraising,
and compensating employees, and of attending to their labor relations, health and
safety, and fairness concerns.

Nature of HRM are:

1. Pervasive Force
2. People Oriented
3. Action-Oriented
4. Future-Oriented
5. Development Oriented
6. Enhance Employee Relations
7. Interdisciplinary Function

The scope of human resource management can be broadly divided into three:

1. HRM in Personnel Management
2. HRM in Employee Welfare
3. HRM in Industrial Relation

3. Job analysis
Job analysis is a systematic process of collecting the information on nature of a
job, qualities and qualifications required to a job, physical and mental capabilities
to required to a job, duties and responsibilities, physical and mental effort
required to perform a job, necessary skills required to perform a job, working
conditions and environment  for a job, in order to describe job description and
job specification, for recruitment and  selection of employee, improve job
satisfaction, employee safety and to build up employee  motivation etc.

Job analysis is an important step in ensuring that the right candidate is selected.
Job analysis helps the employer in recruitment and selection, performance
management, choosing compensation and benefits, etc

5. Training:
Training is concerned with the teaching/learning carried on for the basic purpose of
enabling the employees to acquire and apply the knowledge, skills, abilities and
attitudes needed by that organization.
The objective of training is to develop specific and useful knowledge, skills and
techniques. It is intended to prepare people to carry out predetermined tasks in well-
defined job contexts. Training is basically a task-oriented activity aimed at improving
performance in current or future jobs. Training is the process for providing required
skills to the employee for doing the job effectively, skillfully and qualitatively. 

7. meaning of promotion and demotion:

Promotion means it is an upward movement of an employee from current job to
another that is high in pay,responsibility,status and organisational level.

Definition According to scott and spreigal, “a promotion is the transfer of an

employee to a job than pays more money or that enjoys some preferred status.”

Demotion is just opposite to promotion. In demotion the employee is shifted to a

job lower in status ,salary and responsibilities .

DEFINATION According to Dale yoder, “Demotion is a shift to a position in which

responsibilities are decreased. Promotion is an increase in rank and demotion is
decrease in rank.”

8. List out various employee services:

Employee Benefits are the indirect and non-cash compensation paid to an
employee. These benefits are given to employees over their salaries and wages.
They are also called fringe benefits that are offered to attract and retain
employees.
1. It should be computable in terms of money.
2. The amount of benefit is not generally predetermined.
3. No contract indicating when the sum is payable should exist.

Insurance Plans
Disability Insurance
Tuition Reimbursement
Corporate Discounts
Paid Vacation
Retirement Plans
Paid Sick Leaves
Performance Bonus
Office Perks
Stock Options
Paid Parental Leaves
Childcare Facilities
Wellness Programs
Employee Training
Profit Sharing
 SECTION- B

9. Functions of HRM:
Human Resource Management is a management function concerned with hiring, motivating,
and maintaining workforce in an organization. Human resource management deals with issues
related to employees such as hiring, training, development, compensation, motivation,
communication, and administration. Human resource management ensures satisfaction of
employees and maximum contribution of employees to the achievement of organizational
objectives.
Functions of Human Resource Management

Human Resource Management functions can be classified in following three categories.

o Managerial Functions,
o Operative Functions, and
o Advisory Functions

The Managerial Functions of Human Resource Management are as follows:

1. Human Resource Planning - In this function of HRM, the number and type of employees
needed to accomplish organizational goals is determined. Research is an important part of this
function, information is collected and analyzed to identify current and future human resource
needs and to forecast changing values, attitude, and behaviour of employees and their impact
on organization.

2. Organizing - In an organization tasks are allocated among its members, relationships are
identified, and activities are integrated towards a common objective. Relationships are
established among the employees so that they can collectively contribute to the attainment of
organization goal.

3. Directing - Activating employees at different level and making them contribute maximum to
the organization is possible through proper direction and motivation. Taping the maximum
potentialities of the employees is possible through motivation and command.

4.  Controlling - After planning, organizing, and directing, the actual performance of employees
is checked, verified, and compared with the plans. If the actual performance is found deviated
from the plan, control measures are required to be taken. 

The Operative Functions of Human Resource Management are as follows:

1. Recruitment and Selection - Recruitment of candidates is the function preceding the

selection, which brings the pool of prospective candidates for the organization so that the
management can select the right candidate from this pool.
2. Job Analysis and Design - Job analysis is the process of describing the nature of a job and
specifying the human requirements like qualification, skills, and work experience to perform that
job. Job design aims at outlining and organizing tasks, duties, and responsibilities into a single
unit of work for the achievement of certain objectives.

3. Performance Appraisal - Human resource professionals are required to perform this

function to ensure that the performance of employee is at acceptable level.

5. Wage and Salary Administration - Human resource management determines what is to be

paid for different type of jobs. Human resource management decides employees compensation
which includes -  wage administration, salary administration, incentives, bonuses, fringe
benefits, and etc,.

6. Employee Welfare - This function refers to various services, benefits, and facilities
that are provided to employees for their well being.

10. Personnel Record - This function involves recording, maintaining, and retrieving employee
related information like - application forms, employment history, working hours, earnings,
employee absents and presents, employee turnover and other other data related to employees.

The Advisory Functions of Human Resource Management are as follows:

Human Resource Management is expert in managing human resources and so can give advice
on matters related to human resources of the organization. Human Resource Management can
offer advice to:

1. Advised to Top Management

Personnel manager advises the top management in formulation and evaluation of personnel
programs, policies, and procedures.

2. Advised to Departmental Heads

Personnel manager advises the the heads of various departments on matters such as
manpower planning, job analysis, job design, recruitment, selection, placement, training,
performance appraisal, etc.

10. Interview and its types:

An interview is a procedure designed to obtain information from a person through

oral responses to oral inquiries. An interview is the way of face to face conversation
between the interviewer and the interviewee, where the interviewer seeks replies
from the interviewee for choosing a potential human resource.

According to Gary Dessler, “Interview is a selection procedure designed to predict

future job performance on the basis of applicants’ oral responses to oral inquiries.”
The interview is the most critical component of the entire selection process.

It serves as the primary means to collect additional information on an applicant. It

serves as the basis for assessing an applicant’s job-related knowledge, skills, and
abilities. It is designed to decide if an individual should be interviewed further, hired,
or eliminated from consideration.

Types of Interview
1. Personal interviews: Personal interviews include:
o Selection of the employees
o Promotion of the employees
o Retirement and resignation of the employeesOf course, this type
of interview is designed to obtain information through discussion
and observation about how well the interviewer will perform on
the job.
o
2. Evaluation interviews: The interviews which take place annually to
review the progress of the interviewee are called the evaluation interviews.
Naturally, it is occurring between superiors and subordinates. The main
objective of this interview is to find out the strengths and weaknesses of the
employees.
3. Persuasive interviews: This type of interview is designed to sell
someone a product or an idea. When a sales representative talk with a
target buyer, persuasion takes the form of convincing the target that the
product or idea meets a need.
4. Structured interviews: Structured interviews tend to follow formal
procedures; the interviewer follows a predetermined agenda or questions.
5. Unstructured interviews: When the interview does not follow the
formal rules or procedures. It is called an unstructured interview. The
discussion will probably be free-flowing and may shift rapidly form on
subject to another depending on the interests of the interviewee and the
interviewer.
6. Counseling interviews: This may be held to find out what has been
troubling the workers and why someone has not been working.
7. Disciplinary interviews: Disciplinary interviews are occurring when an
employee has been accused of breaching the organization’s rules and
procedures.
 8. Stress interviews: It is designed to place the interviewee in a stress
situation in order to observe the interviewee’s reaction.
9. Public interviews: These include political parties’ radio-television and
newspaper.
10. Informal or conversational interview: In the conversational interview,
no predetermined questions are asked, in order to remain as open and
adaptable a possible to the interviewee’s nature and priorities; during the
interview the interviewer “goes with the flow”.
11. General interview guide approach: The guide approach is intended to
ensure that the same general areas of information are collected from each
interviewee this provides more focus than the conversational approach but
still allows a degree of freedom and adaptability in getting the information
from the interviewee.
12. Standardized or open-ended interview: Here the same open-ended
questions are asked to all interviewees; this approach facilitates faster
interviews that can be more easily analyzed and compared.
13. Closed or fixed-response interview: It is an interview where all
interviewers ask the same questions and asked to choose answers from among
the same set of alternatives. This format is useful for those not practiced in
interviewing.

12. techniques of job designing

Job design is the process of deciding on the contents of a job in terms of its
duties and responsibilities, on the methods to be used in carrying out the job
in terms of techniques, systems and procedures, and on the relationships that
should exist between the job holders and his supervisors, subordinates and
colleagues.

Job design means to decide the contents of a job. It fixes the duties and
responsibilities of the job, the methods of doing the job, and the relationships
between the job holder (manager) and his superiors, subordinates, and colleagues.

Job design logically follows job analysis. Job analysis provides job related data
as well as the skill and knowledge expected of the incumbent to discharge the
job. Job design involves organizing tasks, duties and responsibilities into a
unit of work to achieve certain objectives.
The main objectives of job design are to integrate the needs of the individuals
and the requirements of the organisation. Needs of the employees include job
satisfaction in terms of interest, challenge and achievement? Organizational
requirements are high productivity, technical efficiency and quality of work.

1. Job Rotation:
It is one of the methods of job design which is an answer to the problem of
boredom. Job rotation implies the shifting of an employee from one job to
another without any change in the job. With job rotation, a given employee
performs different jobs but, more or less, jobs of the same nature.

The advantages of job rotation are—it relieves the employee from the boredom
and monotony of doing a single task. The organisation also stands to benefit as
the worker become competent in several jobs rather than only one. Periodic
job changing can also improve inter-department co-operation.

The limitations are—the basic nature of the job remains unchanged. Also
frequent shifting of employees may cause interruption in the work routine of
the organisation.

2. Job Simplification:
Here the jobs are simplified or specialised. A given job is broken down into
small sub-parts and each part is assigned to one individual.

Job simplification involves (i) Mechanical processing of work; (ii) Repetitive

work process (assembly lines); (iii) Working on only one part of a product; (iv)
Predetermining tools and techniques; (v) Few skill requirements.

Work simplification is done so that less-trained and the less paid employees
can do these jobs.
This method has limitations. Over simplification results in boredom which
lead in turn to errors.

3. Job Enlargement:
It is the process of increasing the scope of a job by adding more tasks to it. The
related tasks are combined. Job enlargement involves expanding the number
of tasks or duties assigned to a given job. Job enlargement therefore, naturally
is opposite to work simplification. Adding more tasks/ duties to a job does not
mean that new skill and abilities are needed to perform it. There is only a
horizontal expansion.

Job enlargement reduces monotony and boredom. It helps to increase interest

in work and efficiency. But there is no time increase of the job. Enlarged jobs
require longer training period as there are more task to be learned.

4. Job Enrichment:
It involves designing a job in such a way that it provides the workers greater
autonomy for planning and controlling his own performance. It seeks to
improve tasks, efficiency and human satisfaction by building into people’s
jobs, greater scope for personal achievement and recognition, more
challenging and responsible work and more opportunity for individual
advancement.
 SECTION- C

15. Job analysis:

Job analysis is a systematic process of collecting the information on nature of a
job, qualities and qualifications required to a job, physical and mental capabilities
to required to a job, duties and responsibilities, physical and mental effort
required to perform a job, necessary skills required to perform a job, working
conditions and environment  for a job, in order to describe job description and
job specification, for recruitment and  selection of employee, improve job
satisfaction, employee safety and to build up employee  motivation etc.

Job analysis is an important step in ensuring that the right candidate is selected.
Job analysis helps the employer in recruitment and selection, performance
management, choosing compensation and benefits, etc

Job analysis refers to the process of systematically identifying, obtaining and

recording all the facts and details concerning the job through various methods.
It encompasses gathering information related to the knowledge, skills and
abilities (KSA) which the job holder must have, to perform the job satisfactorily.

Process of Job Analysis

1. Strategic Choices: Firstly, an organisation needs to make strategic choices,
concerning the job analysis. These choices are related to:
o Degree to which an employee is involved in the process.
o Sources of collecting information.
o When and How often analysis is conducted.
o Level to which details are to be collected.
o Orientation, i.e. past and future.
2. Collection of Information: In the next step data is gathered, which mainly
deals with three aspects:
o Type of data to be obtained: It focuses on the basic job needs
o Person who collects the data: He/She may be the job analyst,
supervisor or incumbent.
o Methods applied in collecting data: A number of techniques can be
applied which may be an interview, checklists, questionnaire, diary method,
observation and so forth.
3. Process Information: Once the information is collected by the concerned
individual, it is then transformed in a way, so that it helps in job documentation.
4. Job Description: The processed data will result in job description which
describes the entire job profile to the management and the incumbent as well. It
lists out the job title, duties, responsibilities, tasks, activities, scope of work,
objectives, authority limits, etc.
5. Job Specification: Job specification specifies all the employee
qualifications, in the sense of physical, mental, emotional and behavioural abilities.
It highlights the educational qualification, experience, knowledge, skills mental
abilities, age, gender, aptitude, reasoning, etc. possessed by the incumbent to
perform the job and the duties related to it satisfactorily.

 BENEFITS OF A JOB ANALYSIS

There is no doubt the job analysis provides a number of benefits to the organization. They
include:

 Obtaining solid first-hand job-related data on the particular duties associated with
the job
 Identification of risks associated with the job responsibilities
 Identification of the skills and abilities required for an employee to perform the job
well
 Identification of critical competencies required for success
 Improved decision-making during the recruitment and hiring process
 Better replacement decisions when employees exit the organization
 More specific and accurate job descriptions
 More accurate job postings
 Assessment of the relative importance of the job to other jobs
 Promotion of improved performance appraisals
 Contributes to developing a more equitable compensation plan
 Drives training requirements through greater knowledge about each job duty
 Assistance with objectivity by enabling the separation of personal feelings about a
person from job requirements
 Ability to offer evidence based and precise pre-hire employee assessments

Contents of the Job analysis which helps to collect the following

information about the job:
(i) Job identification i.e., title and nature of job.
(ii) Tasks and operations involved in the job.
(iii) Characteristics of the job like location, physical setting, and supervision
required etc.
(iv) Type of tasks and duties involved in the job.
(v) Method of doing the job like lifting, handling, cleaning, assembling etc.
(vi) Materials and equipment required to perform the job.
(vii) Type of the persons required to perform the job in relation to abilities,
skill, knowledge etc.
(viii) Relationship of one job with that of another job etc.

Job Analysis – Uses
Job requirement analysis helps in getting information on responsibilities and
interrelationships among jobs which help in assigning authority and
accountability for the jobs. Decisions regarding organisational structure,
hierarchical positions, integration, etc., become easier due to these analyses.

a. HR Planning – Job analysis provides basic information that helps in HR

planning (forecasting the need for HR in terms of skills and expertise).
b. Recruitment – The recruiter needs full knowledge of the job and the aspects
involved in it, for its smooth and effective performance.
c. Selection – A forecast of job performance provides the basis for selection by
understanding the job expectations.
d. Placement – Job analysis provides a clear understanding on job
requirements and ability of individuals to perform, which helps in placing the
right man at the right job.
e. Job Evaluation – Job analysis is a prerequisite for evaluating the jobs and
ranking them in terms of their relative worth. This helps in deciding the pay
structure.
f. Performance Appraisal and Reward System – Job analysis gives an idea on
key performance areas and key result areas against which the employees’
performance can be measured and employees can be appropriately
rewarded/trained.
g. Orientation and Training – Job analysis explains the job requirements
which help in identifying training needs and the process which deals with the
specific aspects of jobs. This helps in providing training to existing employees
on the required aspects.
h. Career Planning and Development – Job analysis provides the basic
understanding on various opportunities involved in terms of career paths.
Career planning information is obtained through job analysis. It also helps in
many other functions including job classification, job safety, job design/
workforce study, etc.

SECTION – D

17. COMPULSORY