Front Page:: Name: Faraz Khan: Roll# Mcm-F20-447: Program: Mcom: Subject: Human Resource Management: Roll# Slip

Front Page:
Name: Faraz Khan:

Roll# Mcm-F20-447:
Program: Mcom:
Subject : Human Resource management:
Roll# Slip:
Question#1:.
Who is responsible for managing careers and why? Which career
perspective is more relevant to HRM managers: the individual or the
organizational? Defend your position.
Answer:
What is meant by Career management?
Career management is the combination of structured planning and the active
management choice of one's own professional career. Career Management is an
umbrella term that covers Career Planning & Career Development on an individual
level or at an organizational level.
Who is responsible for managing careers and why?

Managers are responsible for providing career coaching and candid performance
feedback to employees, identifying opportunities for development, and advising
employees about potential job opportunities. Managers should actively support
employees in setting clear goals and personal objectives, assessing potential,
identifying career options, and providing growth opportunities through
assignments, developmental programmers, exposure, and visibility to other parts
of the organization and leaders. HR’s role is to provide the tools and resources for
employees to manage their careers and for managers to help employees in going
so, aligned with organizational and business needs. HR acts as a facilitator,
providing clear information on what it takes to get to the next level, visibility for
developmental initiatives and job opportunities, career counseling, and
technologies that allow access to talent information.
Which career perspective is more relevant to HRM managers:
In my opinion, the individual career perspective is the most relevant to HRM

managers; however HRM managers must have a comprehensive knowledge
already accumulated of the organizational career perspective in order to be really
efficient at the individual individual level.
Defend your position.

Career development comprises those personal improvements one u
ndertakes to achieve a career plan. The personnel department may sponsor these
actions or they may be activities that employees undertake independent of the
department. That is career development may be organizational and individual.
From an organizational career standpoint, career development involves tracking
career paths. In contrast, individual career development focuses on assisting
individuals to identify their major career goals and to determine what they need
to do to attain these goals. Each person must accept responsibility for his own
career; assess his own interests, skills and values and take the step required to
ensure a happy and fulfilling career. It is unwise to leave these jobs to others. In
the case of individual career development, the focus is entirely on the individual
and includes his career outside the organization as well as inside. So
while organizational career development looks at individuals filling the needs of
the organization, individual career development addresses each individual’s
personal work career irrespective of whether this work is performed.
Question#2:
What are the reason for identifying MBO as an appraisal method?
Answer:
What is meant by MBO?
Management by Objectives, otherwise known as MBO, is a management concept
framework popularized by management consultants based on a need to manage
business based on its needs and goals. you can follow these steps to create an
effective MBO: Define organizational goals: Setting organizational goals is very
important. ... For example, if you work in customer service, your goals could be to
increase customer satisfaction by 13% and reduce customer call times by two
minutes.
Reasons for MBO as Appraisal:

 It helps build relationships between managers and employees. MBO
includes a great deal of contact and communication between managers
and their employees, which builds camaraderie, communication, and trust
— all key elements in strengthening teamwork.
 It fosters a comfortable climate in the workplace. MBO helps build an
atmosphere of respect and trust within a given department and beyond.
 Because managers work directly with employees to identify and solve
problems, MBO improves the quality of decision-making and problem
solving.
 It’s fair. Employees are evaluated on the basis of their performance and
attainment of goals, which is regarded as fair and energizing.
 It’s quick and easy. Performance evaluation forms associated with MBO are
a breeze to complete. Typically, they spell out each objective as established
at the beginning of the cycle, and then provide a space for the manager to
summarize the results.
Question#4:
Training is an investment and not an expense. Comment.
Answer:
Any investment in business is measured by its return. When businesses invest in a
product or an initiative, they expect that the profits created by the investment will
outweigh the cost of the investment.
This fact is hardly lost on training program managers, who often have to work
hard to make cases for their employee learning initiatives. We understand that
presenting the value of employee development to executives can be difficult,
which is why we wrote this post on training statistics that will help get leadership
buy-in.
Essentially, investing in employee training increases profits by lowering

expenses, which happens in the form of benefits like reduced turnover or fewer
fines due to incompliance? Training also helps to increase revenue, which comes
in the form of accelerated sales growth and higher productivity.
Question#3:
The higher the position an employee occupies in an organization, the
easier it is to appraise his or her performance objectively. Do you
agree or disagree with this statement? Explain your answer.
Answer:
Opinion:
I agree. For an employee to occupy the top seat in an organization, they must
have qualified leadership qualities to lead the junior employees. A performing
organization usually select keenly on the type of leader to work with. The higher
he/she occupies, the new roles assigned to the employee. He/she will be required
to provide positive feedback of the business, needed to identify weaknesses in
employee's performance, and establish new plans to improve the running of the
organization. Also, the performance of an organization depends mostly on top
management whose function is to provide adequate feedback to individual
performance, serve as a basis of changing behavior, and provide data that will be
used in the future to judge their performance. Therefore, the higher the level in an
organization, the easier it is to objectively appraise his or her performance
because they are responsible for controlling the business operation.
Reason for agree:

Performance Appraisals are once a year, maybe less
Start with the fact that performance appraisals are usually annual. Employees
need feedback and goal planning much more frequently than annually. Some
employees need weekly, even daily, performance feedback to keep them focused
on the most important goals, to provide them with developmental coaching to
help them increase their ability to contribute, and to recognize them for their
contributions.
Limited Perspective
Traditional performance review tools involve only the manager’s view of his
subordinates’ performance. If the manager supervises several people directly, and
also reports to his own supervisor, he probably has a limited amount of time to
actually observe any one employee in action. Many companies overcome this
drawback by using peer review-based appraisal tools that take into account the
employee’s working relationship with customers, coworkers and vendors, in
addition to supervisor feedback. By taking a broader view, the evaluation allows
for a more objective assessment of performance.
Erosion of Motivation
Companies that use performance appraisals as the sole tool when giving out pay
increases run the risk of increasing conflict between supervisors and workers, and
eroding employee motivation. Conflicts arise because workers want the largest
pay increase possible, but managers often have limited funds for these increases.
The manager wants the workers to improve the weak areas of performance.
Improvement requires that the manager and employee work together, but when
pay is tied to performance appraisals, employees often focus on their strong
points rather than trying to improve their weaknesses. This can lead to arguments
over the appraisals and allotted pay increases.
Time Consuming
One of the most popular peer-review models, the 360° feedback appraisal model,
requires training of evaluators and careful crafting of survey questions. The
evaluation process itself can take two or more weeks at a time, depending on the
size of the company, the time taken before obtaining feedback from people
interacting with the employee’s customers, coworkers, vendors, and supervisors.
Poorly Trained Managers

Effective performance appraisals do not just happen, and organizations should not
assume that managers know how to conduct them effectively –even if they have
many years of experience as managers. In fact, since the process can differ from
organization to organization, it is important that training be provided to introduce
managers to the philosophy of performance appraisals at the organization,
including a review of the forms, the rating system and how the data gathered is
used. Training should take place regularly as a refresher both for new managers
and for those who have been with the company longer.
Subject to Appraiser Bias

Managers may bring their own biases and subjective notions to the appraisal
process. A bias can alter the results of the peer review-based appraisal schemes,
causing employees to lose faith in the system and not to see them as credible
measures of performance. Employees must see these systems as fair and just for
the process to work properly.

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Front Page:: Name: Faraz Khan: Roll# Mcm-F20-447: Program: Mcom: Subject: Human Resource Management: Roll# Slip

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Front Page:

Name: Faraz Khan:

Who is responsible for managing careers and why?

In my opinion, the individual career perspective is the most relevant to HRM

Defend your position.

Reasons for MBO as Appraisal:

Essentially, investing in employee training increases profits by lowering

Reason for agree:

Poorly Trained Managers

Subject to Appraiser Bias

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