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Xaviers Institute of Business Management
Studies
Effective HR Training and Development
Note:
(i) There are three Sections A, B and C.
(ii) Attempt any three questions from Section A and B. All
questions carry 8 marks each.
(v) Section C is compulsory for all, and carries equal marks for
each case study.
SECTION A
Question. 1. 'The nature and objectives of the organization
determine the role and type of HRD processes to be chosen for developmental
intervention.' Comment on this statement and discuss underlying concepts with
suitable examples.
Answer :
Question. 2. What are the salient causes of dissatisfaction and
frustration? How is frustration passed on to others? Explain with example, how
a supervisor can cope with the frustration of the employee working with him.
Answer : Job
dissatisfaction is when employees’ expectations for their job are not met. This
leaves them with negative perception and lack of motivation and commitment to
their work and the organization. This, in turn, affects the performance of the
organization and ultimately, its bottom line. Discontent can arise from many factors,
including a negative work environment, poor management, lack of recognition,
and low wages.
The reasons
for job dissatisfaction are numerous. Nonetheless, if you confront potential
sources with corrective action, you can work toward preventing the problem
altogether. Being alert to and seeking remedies
Question. 3. Identify the major areas of integration between the
development of HRD and IR in an organization. Describe various pre-requisites
for successful HRD-OD approach to IR.
Answer :
Question. 4. Define and describe HRD climate. How are HRD climate
and organizational climate related to each other?
Answer : HRD
climate means the
perception of the employees regarding atmosphere or environment for development
of human resource in an organisation.
HRD climate is
the perception that the employees have about the policies, procedures,
practices, and conditions which exist in the working environment. Manufacturing
organizations attach great importance to human resource because human resources
are the biggest source of competitive advantage and have the capability of
converting all the other resources into products.
Question. 5. Write short notes on any three of the following:
(a) Task Analysis
Answer : Task
analysis refers to the broad practice of learning about how users work (i.e.,
the tasks they perform) to achieve their goals. Task analysis emerged out of
instructional design (the design of training) and human factors and ergonomics
(understanding how people use systems in order to improve safety, comfort, and
productivity). Task analysis is crucial for user experience,
(b) HRD Instruments
Answer :
All activities of human resource management are aimed towards
development of human resources. There are many ways of human resource
development which include training and development of employees and executives,
career planning and development and conducting workshops for that, development
of technology, job enrichment, various job experiences, team building,
leadership development, building up of better subordinate- supervisor
relationship.
1.
Encourage the persons who wanted to do something new. Encouraging
such enthusiasts will motivate others.
(c) Approach and Avoidance aspects of management
(d) HRD in voluntary organizations
Human resource management targets at effective utilisation of
manpower to accomplish an organisation’s objectives. The strength of any
organisation largely depends upon the quality of its human resource. The
need for more efficient co-ordination of care and service provision for older
people is a constant theme in reports, both by government and voluntary
agencies. This represents a crucial challenge to the development of appropriate
social care planning for the growing numbers of older people, as a proportion
of the population.
The current human
(e) Developmental Supervision
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SECTION B
Question. 1. Define and discuss the concept and objectives of
coaching and mentoring. Briefly discuss their applications in the
organizational context.
Answer :
‘Mentoring relates primarily to the identification and nurturing of potential
for the whole person. It can be a long-term relationship, where the goals may
change but are always set by the learner. The learner owns both the goals and
the process. Feedback comes from within the mentee – the mentor helps them to
develop insight and understanding through intrinsic observation, that is,
becoming more aware of their own experiences.’
Question. 2. What is Action Research? How does it differ from OD?
Discuss the important factors to be considered in the development of internal
self renewal facilitators, with suitable examples.
Answer
: The
Action Research Model (ARM) was introduced by Kurt Lewin in the late
1930’s. As a social scientist, his approach involved the researcher as a
social change expert who helps the client by supporting and conducting research
to help organizations bring about positive, sustainable change. The ARM process
encourages collaboration and cooperation among leaders and employees to improve
their relationship and communication. According to Lewin, change is best achieved
when the researcher (OD Professional) and
Question. 3. Define and describe
the objectives and advantages of Multisource Feedback and Assessment Feedback
Systems (MAFS). Discuss what are the indicators of an organization’s readiness
to participate in MAFS.
Answer
: Objectives and of Multisource Feedback
and Assessment Feedback Systems (MAFS):
•
Providing insights into the strong and weak areas of the candidate
in terms of the
•
effective performance of roles, activities, styles, traits, qualities,
competencies
•
(knowledge, attitudes and skills), impact on others and the like.
•
Identification of developmental needs and preparing development
plans more
•
objectively in relation to current or future roles and performance
improvements
•
for an individual or a group of individuals.
Question. 4. Discuss the means of
managing technological changes in work organization. Briefly describe the
factors which facilitate developing the change mind-set. Explain with suitable
examples.
Answer
: One of the biggest problems of technology use in education is its adaptation
and integration in the institutional culture and practices. Every time a new
technology is introduced, there is some sort of resistance to change due to
various reasons. Many do not want to try a new technology, as they are
comfortable with the exiting practices, and do not see any value addition.
Others think technology as intimidating, and have techno-phobia. However, in
distance teaching institutions, use of technology is common
Question. 5. Write short notes on any three of the following :
(a) Designing Reward System
(b) Operationalising HRD for workers
(c) Career Transition and Choices
(d) Developing Business Ethics
(e)
Horizontal Re-skilling
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SECTION C
1. XYZ Limited
2.
Read the following case carefully and answer the questions given
at the end.
The eleven workers whose annual increments were stopped made a
representation to the management of XYZ Limited that the action taken was not
justified and that they wanted to know what their fault was. The management
which acted upon the recommendation of the department head concerned, Mr. Rog,
felt guilty because such an action was taken for the first time in the history
of the company.
XYZ Limited was a large paper manufacturing company in South
India. The major departments of the factory were:
1. Chemical processing: The raw material was mixed with certain
chemicals for making pulp.
2. Pulp department: Pulp was mixed with other ingredients
according to specifications for each order of paper.
3. Paper machine department: This was the heart of the factory where
processed pulp was fed into the paper machines. At first, a wet weak paper was
formed which was subsequently dried and rolled.
4. Finishing department: The paper rolls were then moved to the
processing department where the required coating was given.
5. Grading, winding and packing departments.
6. Quality control department.
Twenty eight workers worked in the paper machine department in
four groups - each group attending one machine. The nature of the work on each
machine was such that all the seven workers had to work in cooperation. Because
no individual tasks could be specified, the group was made responsible for the
work turned out by them. All the workers working in the paper machine
department had been with the company for over ten years.
The company did not have any incentive wage system for any class
of its employees. They were all given straight salaries with normal annual
increments. The annual increments were sanctioned each year in a routine way.
It was the policy of the company that the increments should not be stopped
unless the department head concerned recommended such an action.
Mr. Rog was placed in charge of the paper machine department a
year ago. Though Mr. Rog was a newcomer in the organization, he proved himself
to be a very competent man. The management noted that he was very aggressive
and enthusiastic and that he knows his job well. At the end of the year when
increments were due to be sanctioned, he recommended to the management that the
increments due to eleven men in his department should be stopped, for, in his
opinion they were lazy and inefficient. The eleven men concerned belonged to
all the four groups operating in the department.
The management, though puzzled about the action recommended by Mr.
Rog, acted upon it and stopped the increments due to the eleven men concerned.
The management was aware that such an action was the first of its kind in the
history of the company. Most of the employees were with the company for a
fairly long period and there was never an instance of strained relations
between the management and the employees.
Soon after the action was taken, the eleven employees concerned
made a representation to the management requesting them to let them know what
was wrong with their work as to warrant stopping of their increments. The
management were in a fix because they did not have specific reasons to give
except Mr. Rog's report in which he simply mentioned that the eleven men
concerned were "lazy and inefficient".
The management were naturally concerned about the representation
and therefore, they tried to ascertain from Mr. Rog the detailed circumstances
under which he recommended the stoppage of increments. When Mr. Rog could not
pin-point the reasons, the management suspected that Mr. Rog's recommendation was
based on his "impressions" rather than on facts. They, therefore,
advised Mr. Rog to maintain a register from then on noting the details of day
to day incidents of "lazy and inefficient" workers and obtain the
signatures of the workers concerned. Mr. Rog was to make the final appraisal of
each worker in his department on the basis of this register and recommend each
case giving specific reasons why increments should be stopped.
Mr. Rog started maintaining a register as suggested by the
management; but he found it difficult to report satisfactorily any case of
laziness or inefficiency for want of specific reasons.
The management were convinced that their action of stopping
increments of eleven men on the strength of Mr. Rog's report was not a proper
one. They realized that no similar action in future would be taken based on
inadequate information. But, they were wondering whether the suggestion made to
Mr. Rog was the proper course of action to prevent occurrence of similar
situations.
Questions:
(a)
Identify and discuss the core issue in the case.
Answer : The
main issue in the above mentioned scenario is that Management acted upon the
information provided by department head that
(b)
Was management of the company justified in implementing the recommendations of
Mr. Rog, in the absence of proper report?
Answer : Mr. Rog has a very good reputation and he has proved
himself has a very competent man. In the
(c)
How would you view the action of Mr. Rog, if you were the M.D. of the company?
Answer : As an MD this par
(d)
Do you think the reward system instituted by the company needs to be reviewed?
Substantiate your answer with logic.
Answer : The company did not have any incentive wage system for
any class of its employees. They were all given straight salaries with normal
annual increments. We may consider this as a fair act from company, but this
kind of reward system will not enable their employees to perform
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3. SEWA
Please
read the case and answer the questions given at the end.
SEWA
- The purposeful beginning
SEWA (Self Employed Women's Association) was started in 1972, by
Ela Bhatt, in the form of a union of the unorganized sector, which was to be
incorporated into the mainstream. It was observed that most of the production
of goods and services in the country was, at that time, done through the
informal sector, and hence the decision was taken to unionise this informal
sector.
SEWA was not like a typical union i.e., unlike the usual union of
workers, it (SEWA) spoke about the solidarity of the workers themselves. Its
purpose was fight for the mega system which exploited the vast working force
through its labour contract systems. The whole system typically involves the
middlemen and money lenders and the mindsets of the urban middle class, the
educated, the upper castes, their perceptions of development. Thus, through
SEWA, efforts were made to question the whole system of policy making, the
census (which had not recorded them as workers), the definition and purpose of
a trade union and the definition of 'worker'.
After the registration of SEWA as a trade union, it was found that
the union activity stopped at a certain level and the informal sector workers
were hardly covered by any protective labour legislation. Added to this, profit
making, handling of cash etc., even sometimes caused conflicts of interest in
the union. Hence, over a period of time, a strategy of joint action by union
and cooperative - a member based, democratic organization, beneficial to the
unprivileged of society with networks at the state level, national level and
international level was chosen.
It was felt that through a cooperative presence, SEWA would be
able to obtain bargaining power for all those who are members as well as for
those who were not a part of the co-operative. On the one hand, the producer's
labour value goes up and she enjoys a better bargaining power. Alongside, the
other workers in the villages also have wider choices in taking decisions
related to who and how many have to go for work on the farms, whether the
workers should migrate or concentrate on home-based crafts and so on. And, on
the other hand, for all those who were not a part of SEWA, their wage structure
(for both men and women) goes up. For instance, in case of the agricultural
workers: the new jobs create a shortage of labour in the region, so they also
get higher wages. Similarly, artisans also get higher wages. In this way SEWA
is able to bring about economic changes in the villages through the joint
action of the union and cooperative.
'SEWA Bank' - A subsidiary
Inspite of unionizing the self employed workers, it was found they
faced two common problems:
Shortage of capital, forcing the workers to pay a heavy interest
(often paying 10% interest per day).
Absence of owning their own means of productions (like handlooms,
push carts etc.). They had to pay rent on these from their own meager income.
These two reasons prompted the decision at SEWA to have their own
bank. In a period of six months, the necessary share capital was collected, and
SEWA tried for registration. But many objections were raised - How can SEWA
have cooperatives and a bank? How to form a bank for workers who were women,
undependable, unreliable and who cannot even sign?
Inspite of these inhibitions, the strongest point in their favor
was that the workers were all economically independent and generating cash
every day. Thus, it was necessary for them to save money and also be able to
avail of credit, whenever necessary, rather than depending upon private money
lenders. This necessity finally led to the birth of the SEWA Bank.
The SEWA Bank is about one of the 10 co-operatives in SEWA with
five kinds of primary co-operatives - dairy, artisans, traders, services and
labour. The SEWA Bank has a working capital of about Rs. 26 crores; while, the
other co-operatives registered under SEWA together have a working capital of
Rs. 20 crores. When SEWA discovered that many of its workers were unable to
absorb more loans because of the many risks and outside forces which did not
allow them to expand their business, it decided to offer another form of
financial services like insurance schemes - against maternity risk, group
insurance scheme to link all member workers with their deposits and integrated
social insurance bank service covering a wide range of services.
Other Activities and Vision for the Future
SEWA has attempted to create co-operatives of various services
provided by the labour community especially in the areas of domestic labour,
health care, child care and video production. So as to enable these persons' to
market their services, efforts are being made to provide them training on a
continuous basic.
Another effort on the part of SEWA is to build a management system
which will help the labour force to stand firm in the market. Such a system
should not only help these people to have access to credit but also help them
to be literate enough to have a basic understanding of accounting, the interest
rates and accessibility to market infrastructure.
Another attempt of SEWA has been at coming together of women on a
common platform, on the basis of work in the form of
co-operatives/union/federations or as workers or producers or economic agents,
cutting across barriers of caste, region and language.
SEWA's Attempt at Empowering Employees
The vision of Ela Bhatt, who started SEWA, has always been to
ensure that the informal sector is in the mainstream of labour movement with a
leading role to be played by the rural women. SEWA'S aim has been to empower
such women who are poor and illiterate to become economically active through
the process of empowerment. This view is slowly becoming a reality, when, after
joining SEWA and attending formal training programmes, such women have become
bold, realized their sense of self through participating, facing, managing situations
and other people and thus learning to become 'leaders' in the true sense. Thus
process of empowerment has enabled them to develop an inbuilt strength to do
liaison with the police, take up the causes of fellow workers, actively
participate in the decision making process especially while sitting on
committees, travelling and meeting people for the growth of the organization.
At SEWA, there is no formal organization structure as such. In the
words of Ela Bhatt, "SEWA is like a banyan tree, it grows and takes root,
then these roots grow and take root...." i.e.. SEWA's growth is totally
dependent on its members who become owners, managers, beneficiaries and a truly
empowered organization in the long run.
Questions:
(a) What are the unique features of SEWA?
Answer : SEWA
is a Union for uno
(b) Discuss the worker oriented development approach of SEWA
affecting the performance.
Answer : The
team is trying to
Can you suggest ways in which private corporate organizations can
also be involved in developing management programmes along with SEWA for the
upliftment of the rural people?
Answer : The private corporate organizations
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3. MICRO ELECTRONICS
Read the following case carefully and answer the questions given
at the end.
Training for Whom?
Microelectronics, a California-based electronics defense
contractor, has enjoyed a smooth growth curve over the past five years,
primarily because of favorable defense funding during the Reagan
administration's build-up of U.S. military defenses. Microelectronics has had
numerous contacts to design and develop guidance and radar systems for military
weaponry.
Although the favorable funding cycle has enabled. Microelectronics
to grow at a steady rate, the company is finding it increasingly difficult to
keep its really good engineers, based on extensive turnover analyses conducted
by Ned Jackson, the human resources planning manager, Microelectronics problem
seems to be its inability to keep engineers beyond the "critical"
five year point. Apparently, the probability of turnover drops dramatically
after five years of service. Ned's conclusion is that Microelectronics has been
essentially serving as an industry college. Their staffing strategy has always
been to hire the best and brightest engineers from the best engineering schools
in the United States.
Ned believes that these engineers often get lost in the shuffle at
the time they join the firm. For example, most (if not all) of the new hires
must work on non-classified projects until cleared by security to join a
designated major project. Security clearance usually takes anywhere from six to
ten months. In the meantime the major project has started, and these young
engineers frequently miss out on its design phase, considered the most creative
and challenging segment of the program. Because of the nature of project work,
new engineering often have difficulty learning the organizational culture -
such as who to ask when you have a problem, what the general dos and don'ts
are, and why the organization does things in a certain way.
After heading a task force of human resource professionals within
Microelectronics, Ned has been designated to present to top management a
proposal designed to reduce turnover among young engineering recruits. The
essence of his plan is to create a mentor program, except that in this plan the
mentors will not be the seasoned graybeards of Microelectronics, but rather
those engineers in the critical three-to-five year service window, the period
of highest turnover, these engineers will be paired with new engineering
recruits before the recruits actually report to Microelectronics for work.
According to the task force, the programme is twofold: (1) it
benefits the newcomer by easing the transition into the company, and (2) it
helps the three-to-five-year service engineers by enabling them to serve an
important role for the company. By performing the mentor role, these engineers
will become more committed and hence less likely to leave. As Ned prepared his
fifteen-minute presentation for top management, he wondered it he had
adequately anticipated the possible objections to the program in order to make
an intelligent defense of it. Only time would tell.
Questions:
(a)
Identify the salient issues from HR point of view for this case.
Answer : In this case the salient issues
(b)
lf you were to study this turnover problem, how would you conduct a needs
analysis or evolve a counseling programme ?
Answer : I would have gone by the
(c)
What are the causes of dissatisfaction and turnover in Microelectronics?
Answer : The delay in peer recognition, lack of job
(d)
Do you find the mentoring programme suitable to reduce turnover? Justify your
answer.
Answer : Yes I do, because by mentoring the new
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