MB0043 Human Resource Management Assignment -Semester 1

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MB0043 Human Resource Management Assignment -Semester 1

Transcript of MB0043 Human Resource Management Assignment -Semester 1

Fall 2011, MBA-1 Semester

AUGUST 2011 Master of Business Administration (MBA) Semester 1 MB0043 Human Resource Management - 4 Credits (Book ID: B0909) Assignment - Set- 1

MB0043: Human Resource Management

Roll No. : 541110058

Page 1

Fall 2011, MBA-1 Semester

Q.1 What are the functions that HR attempts to fulfill in any organization.

Answer: The variety of human relations problems leads to the conclusion that no one program or single approach can create conditions from good human relations. Therefore, it is common for organizations and individuals in an organization to constantly innovate and resolve challenges that will benefit both the organization as well as the employee. The Functions that HR attempts to fulfill in any organization are as follows: 1. Human Resource Planning Estimating the need for resources in order achieve the desired business results. HR plans can be both short term/immediate as well as long term/strategic. The HR team partners with the line managers to understand the business goals and targets for the year and together plan the HR needs in order to meet the goals. 2. Acquisition of Human Resources Staffing the organization with the right mix of skills and competencies at the right time. It also includes HR initiatives like promotions and internal job posting to fulfill this requirement for human resources. Staffing teams in organization are usually separate group of specialists who work closely with the line managers to understand the skills and competencies needed for the job and engage together to elect the best talent for the open position. 3. Training and employee development Focuses in managing training activities to upgrade skills and knowledge as well as soft skills like the ream building and leadership. The training team is again a group of HR specialist who proposes the training program and consults with the line managers to ensure that the program achieves the desired outcomes.MB0043: Human Resource Management Roll No. : 541110058 Page 2

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4. Building performance management systems Focuses on the right processes to set goals for performance as individual / teams and related measurement methods. This is core HR activity and is supported by the Hr generalist. 5. Rewards systems Establishing appropriate compensation systems and reward mechanism that would reward the desired outcome and results in accordance with the cooperate values. The again forms a part of HR generalists tasks. Hoe employees progress in a organization how they are paid w.r.t internal and external market factors, what employee benefits are offered are some aspects that this function redresses. 6. Human resources information systems Taking care of operational transactions form the time an employee exits, like personal files, compensation administration, payroll, benefits administration and issuing letters and testimonials. That task is supported by as separate HR operation team who acts as an Hr helpdesk and provides information to the employee/managers.

Q.2 Discuss the cultural dimensions of Indian Work force.

Answer: Cultural Dimension of Indian Work Force The foundation for understanding the unique work practices at a country level can be best is understood by first understanding the culture aspects of theMB0043: Human Resource Management Roll No. : 541110058 Page 3

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countrys workforce. The pioneering work done by Dutch Scientist, Geert Hofstede is a useful tool in understanding the cultural differences used to differentiate countries. He identified five cultural dimensions around which counties have been clustered. The dimensions are: power distance, uncertainly avoidance, individualism, masculinity and long term orientation. Geert Hofstede dimension are based on research conducted among over 1000 IBM employees working globally. While their continued to be other studies like the GLOBE (Global leadership and organizational behavior Effectiveness) project and trompenaars framework, hofstedes model is most popular.

Power Distance Power distance is the extent to which less powerful members of institutions and organizations accept that power is distributed unequally. Countries in which people blindly obey of superior have high power distance. High power distance countries have norms, values and beliefs that support In equally is good; everyone has a place; some are high, some are low Most people should be dependent on a leader, The powerful are entitled to privileges, and The powerful should yield the power India score 77 on power distance , indicating high power distance as a result of the inequalities both at the level of society as well as the at the workplace. Indian organization typically have hierarchical structures, policies yield power and subordination is acceptable. The dimension of high power distance at the workplace can be best understood as: People dislike work and try to avoid it.MB0043: Human Resource Management Roll No. : 541110058 Page 4

Fall 2011, MBA-1 Semester

Managers believe that they must adopt theory X leadership style, that is, they must be authoritarian, and force workers to perform and need to supervise their subordinated closely. Organizational structure and systems tend to match the assumption regarding leadership and motivation. Decision making is centralized. Those at the top make most of the decision. Organization tends to have tall structures. They will have a large proportion of supervisory personal and The people at the lower level often will have low job qualifications. Such structure s encourages and promotes inequality between people at different levels.

Uncertainty Avoidance Uncertainty avoidance is the extent to which people feel threatened by ambiguous situation, and have created beliefs and institutions that try to avoid these India scores 40 indicating low to average uncertainly avoidance characterizes. Countries with low to average uncertainly avoidance have people who are more willing to accept that risks are associated with the unknown, and that life must go on in spite of this specifically, high uncertainly avoidance countries are characterized by norms, values and beliefs which accept that: Conflict should not be avoided, Deviant people and ideas should be tolerated ,

MB0043: Human Resource Management

Roll No. : 541110058

Page 5

Fall 2011, MBA-1 Semester

Laws are not very important and need not necessarily be followed, Experts and authorities are not always correct and consensus is not important. Low uncertainty avoidance society such as ours have organization setting with less structuring of activities, fewer written rules, more risk taking by managers, higher labor turnover and more ambitious employees. Such an organization encourages employees to use their initiative and assume responsibility for their actions. Denmark and Great Britain are good examples of low uncertainty avoidance cultures. Germany, Japan and Spain typify high uncertainty avoidance societies. Individualism Individualism is the tendency of people to look after themselves and their family only. The opposite of this collectivism which refers to the tendency of people to belong to group and to look after other in exchange for loyalty India score 48 on individualism, indicating somewhat low scores, therefore tending towards a more collectivistic society. Collectivist countries believe that: Ones identity is based on ones group membership, Group decision making is best, and Group protects individuals in exchange for their loyalty to the group. Organizations are collectivist societies tend to promote nepotism in selecting managers. In contrast, in individualism societies, favoritism shown to friends and relatives is considered to be unfair and even illegal. Further organizations in collectivist culture base promotions mostly on seniority and age, where as in individualist societies; they are based on ones performance. Finally in collectivist

MB0043: Human Resource Management

Roll No. : 541110058

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Fall 2011, MBA-1 Semester

cultures, important decisions are made by older and senior managers as opposed to individualist cultures, where decision making is an individuals responsibility. Masculinity Masculinity refers to a situation in which the dominant values in a society are success, money and other material things. Hofstede measured this dimension on a continuum ranging from masculinity to femininity. India scores 56 tending to be closed to masculinity than femininity. In higher masculine societys, jobs are clearly defined by gender. There are mens jobs and womens jobs. Men usually choose jobs that are associated with short term employment before marriage.

Q.3 Explain the need for Human Resource planning system.

Answer: Human resource planning system is a mandatory part of every organizations annual planning process. Every organization that plans for its business goals for the year also plan how it will go about achieving them, and therein the planning for the human resources: 1. To carry on its work, each organization needs competent staff with the necessary qualification, skills, knowledge, work experience and aptitude of work. 2. Since employees exit and organization both naturally (as a result of superannuation) and unnaturally (as a result of resignation), there is an ongoing need for hiring replacement staff to augment employee exit. Otherwise work would be impacted.MB0043: Human Resource Management Roll No. : 541110058 Page 7

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3. In order to meet for the more employees due to organizational growth and expansion, this is turn call for large quantities of the same goods and services as well as new goods. This growth could be rapid or gradual depending o