NAME SUHAIL KHAN

ROLL NUMBER 2314500417

PROGRAM BACHELOR OF BUSINESS ADMINISTRATION
SEMESTER 2
COURSE CODE DBB1203
COURSE NAME HRM

Set-1
Q.NO 1) Define Human Resource Management. Explain the difference between Personnel Management
and HRM.

Ans.No 1)
 HRM: -Human Resource Management
Human resource management (HRM) is the strategic management of an organization's workforce to
maximize performance and support the attainment of its objectives via means of Among the several HRM
tasks include recruiting, selecting, training, developing, and supervising staff members. Aligning human
resource policies with corporate strategy can help to produce a good and efficient workplace.

 HRM serves various important purposes:

1. Recruitment and Selection: Drawing in and selecting the correct candidates for the suitable positions.
2. Development and Training: Support staff members in raising their knowledge and competencies.
3. Examining and improving staff performance is part of performance management.
4. Offering fair and competitive pay and benefits helps with compensation and benefits.
5. Employee Relations: Guaranteeing friendly workplace dynamics.
6. Compliance: Adhering to labour rules and guidelines.
7. Keeping the workplace safe relates to health and safety.
8. Planning for succession helps one to be ready for future leadership.

 Difference between HRM and Personnel Management

Though their approaches, scope, and philosophy differ greatly, personnel management and human resource
management (HRM) seem to be somewhat similar.
1. Scope and Attention: - More administrative in nature, personnel management emphasizes
employee welfare and labour relations. Aiming to properly handle employee problems and
guarantee the company meets legal criteria, it handles payroll, compliance, and record-keeping.
Viewing strategically, HRM combines corporate goals with human resource strategy. It seeks to
 build a good company culture, raise employee involvement, and leverage human capital as a
competitive edge.

2. Transactional in nature: - Personnel Management addresses employee requirements and issues

as they develop. Emphasizing control and compliance, it approaches problems using rules.

3. Transformational in nature: - HRM seeks to propel organizational performance and change. It

has a flexible approach, therefore promoting staff involvement in procedures of decision-making.

4. Professionals in personnel management execute administrative chores, guarantee labour law

compliance, and address complaints on behalf of HR. Their responsibilities usually consist of
carrying out senior management's policies.

5. Professionals in HRM are strategic allies of the company. Working closely with top management,
they engage in strategic planning, personnel management, and leadership development, thereby
matching HR practices with company goals.

6. Through collective bargaining and union discussions, Personnel Management manages employee
relations with an eye toward preserving industrial peace and dispute resolution stresses personal
employee growth, drive, and participation. It seeks to establish a cooperative workplace, therefore
strengthening close bonds between employers and employees.

7. Training and Development: - From Personnel Management, training is a cost to solve certain skill
shortages or compliance requirements. Emphasizing lifelong learning and career advancement to
match employee development with organizational goals, HRM views training and development as
an investment in human capital.

In essence, HRM is strategic and proactive; personnel management is administrative and reactive; so,
crucial to long-term corporate success is HRM. HRM controls the staff and actively defines the strategic
goals and cultural framework of the company.

Q.NO 2) How does Selection differ from Recruitment? Differentiate between Internal and External sources
of Recruitment.

Ans.No 2)
 Difference between selection and recruitment
Since it drives more and more applicants to apply for the position, recruitment is seen as a good
practice. It generates a sea of candidates. It is simply data sourcing. But choosing the "Best fit" results
in the rejection of many applicants judged to be "Not fit," therefore rendering selection a negative
process. In the personnel process, recruiting comes before choice. Selection is the process of selecting,
for the necessary employment, the best applicant with the best skills, expertise, and abilities. Table 6.1
lists the variations between selection and recruiting.
  Difference between Internal and External Sources of Recruitment: -
1. Internal Sources of Recruitment: - Internal recruitment
Internal recruiting is the process of filling positions using already-employed employees of a
business. When companies choose internal hiring, it improves employee motivation, loyalty, and
moral standards. When a company chooses internal recruiting, every vacancy in the company's
current personnel might be filled by promotion, transfer, or upgrade to meet that need. Any retired
employee, dependent on any deceased or retrenched employee, also comes under internal sources.
 The merits of internal recruitment are:
1) Internal hiring has some advantages for staff members, like inspiration.
2) It helps the staff members' morale.
3) The firm is aware of internal applicants so their fit may be assessed more fairly.
It may create and strengthen security, loyalty, dedication, and a feeling of
belongingness.
 The demerits of internal recruitment are:
1) The company offers few options. The small pool of applicants forces them to
compromise with quality and accept less qualified personnel.
2) It stops External brilliant applicants from entering the field. Finding people outside of
the company promotes fresh and creative ideas. It might be that current staff members
lack innovation.
3) When staff members are taken inside, the basis can be duration of service rather than
quality.
2. External Sources of Recruitment: - Organizations seek outside recruiting to solve internal
recruitment issues. Fast-developing companies in a dynamic environment might have a great need
for technical, competent, experienced workers with fresh ideas and quality. This kind of hiring is
affordable in that it reduces training expenses by hiring qualified candidates.
 The merits of external recruitment are:
1) A large pool of candidates from outside sources guarantees a wide range of persons
with the necessary credentials.
2) New talent with the most modern expertise and inventiveness can provide the
company new viewpoint.
3) Internal candidates are driven to put in more effort as outside competitors create a
fierce rivalry.
 The demerits of external recruitment are:
1) One might find it costly. Approaching several sources is not a simple chore.
2) It takes rather a lot of time. Every company has to follow the correct procedure for
outside recruiting.
3) New hires have little assurance of fitting the company. In such circumstances, the
organization will constantly be unsure.

Q.NO 3) What is Human Resource Planning? Explain the significance of planning human resources.

Ans.No 3)
 Concept of Human Resource Planning: -
 Human Resource Planning: An Interpretive Guide
A future looking activity is human resource planning. It aims to evaluate ahead of time
human resource needs in line with demand projections, availability of suitable candidates,
market fluctuations, etc., thereby ensuring background context. Terry claims that human
resource planning (HRP) is a set of activities including an estimate of how many qualified
people are needed to carry out the assigned activities; how many people will be available;
 and what, if anything, must be done to ensure that personnel supply equals personnel
demand at an appropriate time in future?

 As a tool, HRP converts the goals and plans of the company into the required staff count. It
also entails determining the human resource management objectives of the company and
expected outcomes, spotting policies and projects meant to meet those objectives.

 E. W. Vetter claims that HRP is the mechanism by which a company should go from its
present workforce to its ideal one. Every company depends on HRP, yet ironically it has
been one of the most underappreciated and underused tools available in HRM.

 Significance of planning human resources: - Because of its importance for the existence and
welfare of every and every company, HRP is becoming a crucial field of HRM.
The following aspects underline its relevance: -

1. It makes a careful and accurate assessment of future human resource needs: - BSNL
hired numerous linemen in the middle of the 1990s to address landline issues and ascertain
future human resource needs. Mobile phones help people to be less dependent on landlines.
BSNL is losing money thus. Though they are unemployed and pay great incomes, selection
applicants are useless to the business. Good HR planning and technical developments may
have helped BSNL avoid this issue.

2. It is a part of strategic planning: - To thrive, businesses have to be strategic planners.

Strategic planning therefore depends on human resources as they influence the objectives,
vision, and purpose of the company.
Human resource planning addresses workforce kind and quality, therefore affecting strategy.
Executives have to use resources following their plan. Strategic planning requires HR
directors.
3. Creating highly talented personnel: - Over the past thirty years, job criteria have changed
to call for flexible, highly qualified professionals. These days, companies give training top
priority; companies like TCS and Infosys exclusively employ qualified employees. Dealing
with worker shortages calls for ongoing education and targeted HR retention.

4. Succession planning: - One needs HR planning in succession planning. Retiring from

executive life is dangerous. Usually, retired CEOs wipe off businesses. Early preparation
finds possible candidates with the necessary knowledge, experience, aptitudes, and exposure
before an executive leaf. It keeps the company moving forward even with retirements or
departures.

5. Foundation for personnel functions: - Hiring, selection, transfer, promotion, training, and
development all follow from human resource planning. Service design and execution can be
informed by human resource planning.

6. Increasing cost of human resources: - Land, buildings, and machinery were costly, but
people were cheap. Rising human resource costs While capital expenditures have been
down, HR costs have climbed. Companies mostly support staff development. It is vital to use
staff members effectively across their careers.
7. International strategies: - Globalization and liberalization have resulted in higher global
activity under the international strategy. This underlines the need to include organizational
strategy in human resource planning. Hiring foreigners with different languages and cultural
standards has complicated human resource planning.
 8. Emergence of challenging personnel: - Among the demanding employees, new
interpretations of self-evaluation, loyalty, and dedication have developed. This has made it
more difficult for companies to move staff members around whenever they choose. The
development of successful strategies for demanding workers depends on human resource
planning.
9. Uncertainties and changes: - Human resource planning overcomes uncertainty and changes
to the greatest extent to enable organizations to have appropriate personnel at the right time
and in the right location.
10. Redundant employees: - Fast-changing knowledge and skill needs hasten staff turnover.
Ignoring someone from the workplace is illegal as well as cruel. Human resource planning
provides alternative employment choices and points up repetitions.

Set-2
Q.NO 4) What is training? Explain different job training methods.

Ans.No 4)
 Training guides individuals in selecting, applying, and assessing their experiences.
Everybody has defined training in different ways. Training is any endeavour to improve employee
performance on a presently held job or one connected to it, claims H. John Bernardin. Stated
differently, training is focused on certain work skills and behaviour while present employment is
the main emphasis.
Training, according to Flippo, is the process of arming an individual with more information and
abilities to do a certain task. Taylor described training as a way to equip individuals with the
information, skill, ability, and attitude to execute their tasks; it is also a means to bring about a
constant improvement in the quality of work produced.

 Training Methods: - Every employee of a company is provided training courses. Depending on

the requirement, training techniques, drugs, and length change.
One can classify training methods as on-the-job and off-the-job.

 Existing staff members undergoing on-the-job training teach newly hired staff members.
This approach employs business trainers. Close monitoring and evaluation enable this to be
largely used for non-managerial staff training. This improves management and employee
communication as well.

 For off-the-job instruction, professional trainers use several strategies. Trainees have to
leave their workstations to attend courses. Learners put their knowledge to use in their
employment following the training.
Let us Talk about both approaches in great detail.

 On-The-Job Training: - One somewhat often utilized approach on on-the-job training is Another
version of this approach is job instruction training. Under this approach, the trainees receive
instruction on the required abilities to do a specific task instead of being taken from their usual
employment. They pick their employment under the direction of a competent worker or boss. The
focus is on acting in a good quality.

 Advantages of on-the-job methods are: -

 1) One does not require a special facility.
2) Not necessary are more staff members.
3) Not necessary are simulated scenarios.
 Disadvantages of this method are:
1) Negative effects on output as the teacher spends a lot of training-related production
time.
2) Opportunity of equipment and machine damage.
3) Lack of experience causes rising waste and scrap.

 Some of the frequently used approaches of on-the-job training are as follows: -

1. Job Instruction Training: -Employment training was developed. Senior managers or

supervisors teach staff members their jobs. For straightforward, semi-skilled, or unskilled
jobs, it performs very effectively. This course is guided by experience and observation.
2. Coaching: - Supervisors instruct hands-on. The supervisor answers trainee inquiries in this
way. Under unscheduled training sessions, supervisors impart job skills. These benefit
employees experiencing poor morale, performance problems, or policy infractions.
3. Mentoring: - Successful seniors help juniors in a mentoring capacity. Common for top-notch
employment. Informally, interpersonal mentorship is Mentoring encourages staff decision-
making. The approach pushes employees to pick up critical skills.
4. Job Rotation: - Employees exchange positions in job rotation training. It lets staff members
know about business operations. Rotating positions improves career opportunities and
organizational understanding. enhances job happiness and skills. For promotion or transfer,
job rotation fosters flexibility and collaboration.
5. Apprenticeship: -supervised senior-level education. Apprentices acquire comparable
abilities. She gets ready for it. Apprentice work helps plumbers and carpenters. usually spans.
6. Committee assignments: - Trainees solve out organizational problems under committee
assignments. This promotes harmony and cooperation. Growing companies using this
approach learn about people and processes. By doing this work, one may save time and
money.
 Remember that on-the-job techniques reduce costs. Training for employees clarifies procedures.

 Off-The-Job Training: - The individual in off-the-job training is taken away from his regular
workplace. Training is given at a venue set especially for this kind of program. The training
program has perks and drawbacks.
 The advantages are:
1) More time to grow in knowledge
2) We investigate particular challenges related to trainees.
3) Calm environment, favorable for education
 Disadvantages:
1) Outside resources, therefore costly approach
2) Artificial; outside of reality
3) Challenge in resolving a real-world job issue

 Let us discuss some off-site training strategies. The off-the-job techniques follow this pattern:
1. Vestibule training: - Practice theory. Training center employment is modeled. This
curriculum develops semi-clerical and clerical staff. Training uses job-related materials,
tools, and resources.
2. Role-playing: - Training in acting and role-playing. It addresses emotions. Many chores
help one learn networking. Improving social skills is beneficial.
3. Lecture method: - Older teaching strategies include lectures. People talk about
information. This approach is appropriate for big groups as directness allows for Trainer’s
 design and review resources. Driven employees might use this timesaving and reasonably
priced approach.
4. Discussion or Conference method: - Using instruments for instruction, trainers guide
seminars and discussions. group method
5. Programmed instruction: - Topic-oriented training using order of importance. Plans span
from simple to sophisticated. There are just a few trainers involved in this course.
Candidates answer questions following modules of instruction. Correct answers follow after
every response. The process takes time and is expensive.
6. Behaviourally experienced training: - Programs in behaviour and emotional aspects. For
instance, sensitivity training. Cases, corporate games, group talks, and little projects help to
develop self- and other awareness.
7. E-Training: - Online instruction This impacts managers as well. Modern technology makes
this procedure faster and less expensive.

 Different training approaches help to enhance workplace conduct. Concepts of learning might
enhance organizations and training.

Q.NO 5) What are the goals of Performance Appraisal? Explain its various modern methods.

Ans.No 5) Performance reviews are the means of gathering, evaluating, and documenting data on the
relative value of an employee. Measuring and enhancing the actual performance as well as the future
potential of the employee forms the main emphasis of the performance review. Its objective is to track
employee behaviour.
 Purpose of Performance Appraisal: -
1) Giving staff members comments on their performance
2) Deciding who gets raised
3) Supporting choices on downsizing or layoff
4) Promoting development in performance
5) Encouragement of excellent performance
6) Establishing and assessing objectives
7) Providing counselling to underachievers
8) Calculating pay modifications
9) Promoting coaching and mentorship
10) Supporting either succession or manpower planning
11) Establishing requirements for both organizational and personal training and development
12) Giving staff judgments legal defensibility
13) Verifying the wise choice of hiring policies
14) By matching personal objectives with corporate goals, one can enhance the company's general
performance.
 The modern methods of performance appraisal are as follows:
1. Assessment Centre: - German troops first used assessment centres in 1930. Companies
welcomed this approach. Not buildings, assessment centres are methods. This approach
incorporates simulations, case studies, role-playing, and in-basket, these strategies replicate tasks
to assess staff members.
 Employees from different departments collaborate on either group or individual projects.
Assessments of workers' growth opportunities Employees are assigned performance
responsibilities. They both have chances to show themselves. This kind of assessment is
objective.
Regular application of this approach increases candidate morale.
2. Appraisal by Results or Management by Objectives: - Peter Drucker first proposed
Management By Objectives (MBO) to encourage group projects. MBO calls for management and
 staff members to create goals, assess performance, and reward depending on outcomes. MBO is
practical. It challenges managers to approach a given goal methodically instead of depending just
on hunches or conjectures. Organizational goals become personal goals at every management
level to include people inside the company.
3. Human Asset Accounting Method: The human Asset Accounting Method evaluates employee
performance cost-wise. Included are business benefits and employee retention.
Recruiting, training, pay, and development are among organizational human resource expenses.
Employee efforts define labor productivity. The performance of the firm depends on
contribution. When contribution exceeds the cost, positive performance results; when the cost
exceeds contribution, negative. Still, this approach is not used very extensively in many different
fields.

4. Behaviorally Anchored Rating Scales: - Combining the rating scale with the critical incident
methodology of employee performance evaluation, this approach also referred to as the
behavioural expectations scale is unique. The crucial events act as anchor points on a scale, and
the rating form generally consists of six to eight especially specified performance criteria.

5. Self-appraisal: - Under self-appraisal, staff members assess their performance. It is applied

when executive development serves as the basis of evaluation's motivation. The ideal individual
to assess their performance is an employee who can grasp the goals to be reached and the
benchmark on which they are assessed. This approach inspires staff members to keep on their
path of development. Under this approach, the employees are asked pertinent job-related
questions using a self-appraisal form.

6. 360-degree appraisal: - multiple rater the most all-encompassing is 360-degree feedback, which
comes from all job-related sources. Peer, supervisor, subordinate, team member, customer,
supplier, and vendor evaluation forms 360-degree performance assessments. In 1992 General
Electric USA designed and implemented this approach. It gained popularity all across businesses.
Indian businesses including Wipro, Reliance, Infosys, and Godrej evaluate employee
performance in this manner. Combining data from several sources this method encourages
cooperation and advancement. Remember that comments from stakeholders might be delicate
and disagreeable.

Q.NO 6) Explain various challenges faced in International Human Resource Management.

Ans.No 6) Challenges in International Human Resource Management: - Oversaw HR operations for a

foreign business are a somewhat challenging responsibility. Depending on their cultural values and beliefs,
different ethical and legal questions exist that vary from nation to nation. Now let us discuss the difficulties
of international human resource management:
1. One of the toughest chores for an international HR manager is handling personnel resources. From
the planning stage to the hiring and placement of the staff, an HR manager finds it challenging to
simultaneously please individuals of many nationalities and cultures while meeting all legal and
organisational demands.

2. Handling communication: In any company, information is most facilitated by this tool. More than
anything, staff members need direct interaction with their top managers to provide a better basis for
oversight and clarity. We aim to establish a virtual environment and employ the most recent
technologies even in international HRM; it does not replace the advantages of face-to-face contact.
Maintaining employee motivation and making sure staff members feel engaged with the company
is one of the toughest difficulties for companies growing internationally.
3. Imparting parent organization traits: Every offshore worker must get values from the parent
organization as well. Employees all over the company have to have consistent ideals and attitudes.
Monitoring the spreading of beliefs and attitudes among workers worldwide is challenging.
Accepting the ideals and attitudes of the parent company helps the employees to behave
consistently.

4. Maintaining Uniformity and Fairness: Employees of a worldwide firm may easily feel as though
their pay is not commensurate with those of workers in other regions.
For global human resource management, currency conversion can also be somewhat difficult. Even
promotions and moves could be causes for employee discontent.

5. Maintaining parent-to-off-shore relationships: The staff members of the off-shore companies

should keep a strong rapport with their parent company. This helps to preserve employee loyalty
and trust toward the company as a whole. The human resource manager must create creative ideas
that promote communication and also guarantee cooperation between parent and offshore
companies, so this might provide great difficulty.

6. An HR manager should make sure that the business knowledge and skills from the parent company
have ample chances for being transferred to the offshore subsidiaries. This is challenging work as
the personnel of various nations may have somewhat different skill sets and degrees of knowledge
than those of the parent company.

7. Every employee has a reason for being a part of the company, therefore preserving drive and
dedication. Their degree of dedication could change depending on their driving force. Despite
variations in their motivating level, the HR department finds it challenging to guarantee that every
employee is happy with their employment and to sustain their commitment degree.

8. Sending staff members from one nation to other calls for meticulous planning and persuasive
arguments. Sometimes the acceptance of deployment relies on the sociopolitical views of the staff
members. The success of employee deployment is likewise influenced by family factors. The HR
department also has to make sure that all plans are executed for the employee to guarantee seamless
employee transition.

9. The HR department is in charge of ensuring that every employee in parent and offshore companies
is safe. The HR staff finds it challenging to guarantee the safety of every employee given the
growing terrorist activity and also internal conflicts in many nations. They also handle employee
emergency escapes from hazardous environments.

10. Auditing human resource activities throughout the company is difficult as the company will not
have the same HR operations in every nation. Auditing it and combining the tasks are challenging
chores. Performance criteria of the HR departments of the many nations themselves varied.
Examining the initiatives and difficulties the HR departments around the company have undertaken
also requires a professional understanding of the field.
.