HRM Portfolio

Human Resource Management Portfolio

2012

Dinusha Marasinghe Balagallage 9/8/2012

Human Resource Management Portfolio Tharangie Marasinghe (MADTD01)

2.0, JOB ANALYSIS 1

TABLE OF CONTENT

1.0, RESEARCH SYNOPSIS .................................................................................................... 2

2.0, JOB ANALYSIS ................................................................................................................. 4

2.1, Methods of job analysis .................................................................................................. 5

2.1.1, Department of Labour’s job analysis process (department of labour) ..................... 5

2.1.2, Position Analysis Questionnaires ............................................................................. 5

2.1.3, Critical Incident Method ........................................................................................... 5

2.1.4, Task Inventory Analysis ........................................................................................... 6

2.1.5, Threshold Traits Analysis ......................................................................................... 6

2.1.6, Job element method .................................................................................................. 6

2.1.7, Ability requirement scales ........................................................................................ 6

2.1.8, Management Position Description Questionnaire .................................................... 6

2.2, Uses of job analysis ......................................................................................................... 7

2.2.1 Recruitment and selection ......................................................................................... 7

2.2.2 Placement................................................................................................................... 7

2.2.3 Performance evaluation ............................................................................................. 7

2.2.4 Criterion for development ......................................................................................... 7

2.2.5 Training and development ......................................................................................... 8

2.2.6 Retrenchment ............................................................................................................. 8

2.2.7 Employee relations .................................................................................................... 8

2.2.8 Health and safety ....................................................................................................... 8

3.0, JOB DESCRIPTION .......................................................................................................... 9

4.0, JOB ANALYSIS INTERVIEWS ..................................................................................... 10

5.0, JOB ANALYSIS QUESTIONAIRES .............................................................................. 11

6.0, DEVELOPING A JOB DESCRIPTION .......................................................................... 13

6.1, Nature of the job ............................................................................................................ 13

6.2, Job summary ................................................................................................................. 13

6.3, Tasks and responsibilities.............................................................................................. 13

6.4, Qualifications/ requirements ......................................................................................... 14

6.5, Skills and knowledge .................................................................................................... 15

6.6, Work environment......................................................................................................... 15

6.7, Personal qualities........................................................................................................... 15

7.0, REFLECTIONS ................................................................................................................ 17

8.0, REFERENCES ................................................................................................................. 19

9.0, APPENDIX ....................................................................................................................... 21


2.0, JOB ANALYSIS 2

1.0, RESEARCH SYNOPSIS

Human Resource Management (HRM) is a strategic and coherent approach to the

management of an organization’s most valued assets; the people working there who

individually or collectively contribute to the achievement of its objectives. (Armstrong, 2004,

p.3).

Job analysis is the starting point of HR activities, which should be developed prior to hiring,

promoting or transferring the employees. This is to ensure the employees contribution to

achieve strategic goals of the organization. It’s important that the guide lines of the job

analysis of a particular position should keep unchanged once a person has been recruited to

that position. (Hartle, Fujimoto, Strybosch & Fitspatrich, 2007, p.272)

Moreover Job analysis information are important to the HR management in various ways

such as identifying human traits required to do the jobs, to arrive to decisions whether what

sort of people to be recruited or to be hired and to identify information about the job duties to

create programs and to compute the pay rates, because job analysis plays an essential role in

business invoice management. (Dessler, 2009, p.102)

Accordingly Job analysis is called as the cornerstone of HRM because the other HR functions

and processes are strengthening by job analysis. HRM backed up by job analysis sets the face

and the threshold to get the right people, develop and retain as valuable staff. Therefore it

could be said that job analysis is like the universal joint of a vehicle which marches towards

success.

Job analysis methods

Job analysis information about the tasks that people are doing can be found in various ways.

Common methods are used to collect job analysis methods could be described as follows

Observation- This method is used to collect information by observing the individuals

performing the job and takes notes to describe the tasks and duties performed

Interviews- This method is conducted by the manager or HR specialist to talk face to face

with the candidates about the required information about the jobs


2.0, JOB ANALYSIS 3

Questionnaires- Most widely used method of gathering information about a job. The survey

method is given to employees or managers with the aim of obtaining information

(Mathis & Jackson, 2002, p.183-185)

Employment tests- Standardised tests in which applicants perform selected set of actual tasks

that are physically and/or psychologically similar to those performed on the job. Tests are

used to determine the candidate’s ability to perform the duties assigned as per their

declaration in their resumes and consequently, the likelihood that they will be able to perform

their job successfully.

Psychological test- A test designed to provide insight into human behaviour such as

perception, learning, human development, individual differences in ability, personality,

attitude formation and change and group formation.

Assessment centre- A selection technique comprising problem solving and team based

activities where people are assessed and graded on their performance based by assessors

Biographical information blanks- Any type of information collected regarding an applicant

personal history experience or education (Hartel, Fujimoto, Strybosch & Fitzpatrick, 2007, p.

284- 285)

In order to collect job analysis information set of questions have been prepared to obtain

required information and have been provided them to the HR manager of SML

DUALPLAST LANKA (PVT) LTD to collect required information in detail


2.0, JOB ANALYSIS 4

2.0, JOB ANALYSIS

Job analysis is defined as: a methodical process which is used to examine the activities within

a job. It is a mode of describing the duties, responsibilities and accountabilities of a job. This

analysis involves generating a detailed description of tasks, determining the relationship of

the job and exploring the knowledge, qualifications and employment standards

accountabilities and other current requirements

(DeCenso & Robbins. 2003, p.136)

A systematic process which identifies the tasks, responsibilities and required outcomes of

jobs, and the knowledge, skills and abilities required to perform the duties.

The job analyst whether a specialist consultant human resource manager or group attempts to

formulate answers to set of essential questions:

What are the tasks and responsibilities involved?

When is the job completed?

What outcomes are expected?

Where is the job conducted?

How does the job holder actually perform the job?

Why is the job necessary?

Under what conditions physically and psychologically in the job performed?

By responding to above questions the analyst will be able to determine the specific

responsibilities, tasks and duties, physical and interpersonal capabilities in working

conditions and the relationship of one job to other jobs. The job analyst attempts to explore in

detail:

Work activities- tasks processes and procedures

Worker attitudes and behaviour- physical, mental and social job demands and

requirements

Work performance aspects and outcomes- standards and measures (error rates,

weekly, monthly or annual targets)


2.0, JOB ANALYSIS 5

Job conditions- rosters and rewards systems (salary/ hours) and the physical

environment (health/ safety risks)

Personal requirements- education, skills, competencies, experience and personal

qualities of job holders

(Compton, Morrissey & Nankervis. 2009, p27-28)

2.1, Methods of job analysis

Job analysis is an instrument of justifying job description and other HRM selective

procedure. The approaches of job analysis are aiming to gather data with specific advantages

and disadvantages. (Snell, Bohlander & Vohra. 2011, p. 356).

There are ranges of job analysis methods as follows.

2.1.1, Department of Labour’s job analysis process (department of labour)

Job analysis process describes what a worker does by having someone observe and interview

the employee. This information is standardize and catalogued into those general functions

that exist n all jobs, data, people and things (Decenzo & Robbins. 2003, p. 137)

2.1.2, Position Analysis Questionnaires

Job analysis instrument and scoring and reporting service that is marketed commercial. PAQ

is a structured questionnaire for quantitatively assessing jobs. (Stone. 2005, p.155).

2.1.3, Critical Incident Method

Critical Incident Method is used to identify essential job tasks. Essential job tasks are

important duties and job responsibilities performed by the job holder in order to perform

well. Information about tasks of the job can be collected through interviews with employees

or managers or through self-report statements written by employees. (Snell, Bohlander &

Vohra. 2011, p.356).


2.0, JOB ANALYSIS 6

2.1.4, Task Inventory Analysis

This is a collection of methods that are developed by the U.S Air force task inventory

method. The technique is used to determine the knowledge skills, and abilities needed to

performs a job productively (Gomez- Mejia, Balkin & Cardy, 2001. p. 68)

2.1.5, Threshold Traits Analysis

Threshold Traits Analysis focuses on the tasks (what cause to perform the job), demands

(conditions under which tasks are performed) and main (human abilities, skills and

personality factors needed to perform the tasks.

2.1.6, Job element method

Job element method emphasises knowledge, skills, abilities and other personal characteristics

which are necessary to perform the job productively, but ignore tasks or actual job behaviour.

Supervisor’s works as a panel to rate specific jobs for their essential elements which are then

rank ordered and weighted to produce a final analyse with selection criteria and training

requirements.

(Nankervis, Comption & McCarthy. 1999, p.198)

2.1.7, Ability requirement scales

Ability requirement scales method do not rate tasks, but rather profile ratings of abilities

required for each job, from a standard list of 37 abilities. Ratings are combined from number

of workers and supervisors to produce average ratings of ability required for performing job.

(Nankervis, Comption & McCarthy. 1999, p.199)

2.1.8, Management Position Description Questionnaire

This is a standardize instrument designed specifically for use in analysing managerial jobs.

(Bernadine, 2003, p.68). It’s a 197 items, behaviourally oriented structured questionnaire for

describing, comparing, classifying and evaluating management positions. (Stone. 2005,

p.155).


2.0, JOB ANALYSIS 7

2.2, Uses of job analysis

Job analysis is most essential since Information collected in a job analysis may critical for

managers to use it for all their Human resource activities. The following represents a list of

the more important uses for job analysis information. (Dessler & Varkkey, 2011, p.132)

2.2.1 Recruitment and selection

The nature of the jobs determines the kinds of data that will be collected. As a general rule, a

job analysis gives an organization valuable leads concerning the kind of behaviour needed for

job success

2.2.2 Placement

Hiring and placement decisions are often made at the same time. However when placement is

a separate strep that is taken after the decision to hire has been made, the problem exists

whether applicant characteristics would match with the requirements of the positions or not.

A careful job analysis indicates information concerning these requirements

2.2.3 Performance evaluation

Before one can determine an employee is doing a good job, there must be a proper

description of the objectives of work activities. Merit rating programs are used to evaluate the

extent to which an employee meets the requirements of a job as it is defined by the job

analysis procedures. Merit ratings often provide essential information

2.2.4 Criterion for development

An organization must have proper information concerning the requirements of a job before it

can develop sufficient measures of the success with which these requirements are being met


8

2.2.5 Training and development

Job analysis can support to collect information that will go into the process of a training

program. Job analysis is used to provide information concerning the skills and knowledge

that are involved in satisfaction of job performance.

(Bohlander, Snell & Sherman. 2001, p.88)

2.2.6 Retrenchment

Decisions must be made concerning the wages that are paid for a job. An organization must

establish its own wage structure, just as it must set prices for its goods and services. Job

evaluation is technique that uses to estimate the worth of each job. This involves judgemental

procedures that evaluate the information generated by a job analysis.

2.2.7 Employee relations

It’s important that employees have a clear idea of their jobs and responsibilities. Based on

their responsibilities set of questions that are asked in negotiation based on job analysis

information

2.2.8 Health and safety

The employees as well as the employers should know the job functions of each category of

job. Functions which would affect to the good health or safety of the employee must be

disclosed and suitable precautionary methods, contributions to insurance schemes and

payments of special allowances to meet medical expenses etc. should be indicated.

(Rambo, 1982, p. 23- 25)


3.0, JOB DESCRIPTION 9

3.0, JOB DESCRIPTION

Job description is the broad nature of the job includes a list of key tasks that employees are

expected to perform and responsibilities, qualifications required to perform the job. (Hartel &

Fujimoto, 2010, p. 214)

Moreover it should accurately portray job content, environment and conditions of

employment. A common format for a job description includes the job title, the duties to be

performed, the distinguishing characteristics of the job and the authority and the

responsibilities of the job holder. (DeCenzo & Robbins. 2003, p.138)

There are two types of job descriptions

Specific job description- is a detailed summary of the job’s tasks, duties, and

responsibilities. This type of job description is associated with work flaw strategies that

emphasize efficiency, control and detailed work planning

General Job description- is fairly new on the scene. It associates with work flow strategies

that emphasise the innovation, flexibility and loose work planning.

(Gomez- Mejia, Balkin & Cardy. 2010, p. 69).


4.0, JOB ANALYSIS INTERVIEWS 10

4.0, JOB ANALYSIS INTERVIEWS

Interview is the most widely used technique in selecting an applicant for a position. It can be

used for different types of employment vacancy. Based on the employer’s point of view it’s

an effective way of collecting and assessing information about a job applicant that will enable

a valid assessment to be made of their future success and the performance in the position

compared to other applicant.

Traditionally an interview is a face to face meeting between employer and potential

employees. It enable the employer to assess the personality, qualifications, appearance and

manner of the applicant and to confirm, discuss and expand upon the formal details already

recorded on an application form, resume or letter.

Finally interview should aim to obtain a representative sample of the applicant’s normal job

behaviour and relate it to the job in question.

(Compton, Morrissey & Nankervis. 2009, p. 100)


5.0, JOB ANALYSIS QUESTIONAIRES 11

5.0, JOB ANALYSIS QUESTIONAIRES

1. Briefly describe about your organization

2. How long have you been working in this organization? Prior to this place have you

worked anywhere else?

3. Please indicate job specifications for your job

4. Please identify your qualifications as further following

Diploma First degree Masters

Specify the field Any other

5. How many years of experience you have in this field of HR?

6. Describe how much of importance is given to the HR function in your organization

Very high prominence High prominence Average

Not much recognition given

7. If so, please explain the reason?

8. What are the responsibilities/ duties you are supposed to carry out?

9. Please list your regular work schedule and irregular duties?

10. What kind of strengths and weaknesses you have in order to carry out your duties?

11. What are the special skills and abilities you think an HR manager should have?

12. Are there separate goals you have set up within the HR division? Describe the

reasons?

13. What sort of challenges you face while performing your duties as an HR manager

14. How do your subordinates report you?

Through supervisors Directly

15. How many employees under your purview?

<100 100-200 >200

16. Since you are dealing with employees, what are the remarkable experiences you have

when working with them?

17. Please explain how do you receive the information about vacancies?

18. Please mention how do you decide the necessary basic qualification required for each

position vacant?

19. What media you use to advertise about vacancies?

20. What is the method you follow in recruiting?


12

21. Please indicate how often do you conduct training programs

Monthly Half yearly Annually

Other

22. Do you evaluate employee’s performance?

Yes No

23. If yes how often?


24. Describe how do you motivate and improve morals of the employees?

25. Describe what are the health and safety programs you conduct?

26. Describe the leave allocation you have developed?

27. Mention any issues you have experienced when performing your duty

28. What are the disciplinary actions you take on misconduct of employees?

Guided by organizational rules

Guided by rules specified by the labour department

29. How much time you spend on writing reports or other types of formal

communication?

0 %-30% 30%-60% 60%-100%

30. Do you observe any difference between past and present HR process?

31. Please indicate specific factors which make you feel happy?

32. What are your future goals/ plans within your division?


6.0, DEVELOPING A JOB DESCRIPTION 13

6.0, DEVELOPING A JOB DESCRIPTION

Job description is prepared for the post of the HR specialist of SML DUALPLAST LANKA

(PVT) Ltd based on the information collected from the job analysis interview

6.1, Nature of the job

SML DUALPLAST LANKA (PVT) Ltd is a global apparel branding and packaging group of

companies serving an international clientele consisting of top fashion brands and some of the

largest retailers in the world.. Their main concern is on high quality products include woven

and printed fabric labels, RFID and EAS labels, heat transfers, printed paper products,

variable data tags and labels, packaging, specialty trims, etc. The head branch of SML is

situated in Hong Kong and there are branches in 30 countries as well.

6.2, Job summary

The role of HR manager in SML is considered as essential in the organization since she is

responsible for staff and personal matters such as recruitment and selection, attendance,

termination, compensation, salaries, leave, internal activities, training and development,

gratuity, staff motivation, event organizing, cost saving, entre administration and welfare

activities. Also she has become a trustworthy person among the work force since her main

concern is to communicate with them about their personal matters in order to council them to

accelerate positive attitudes towards productive performance.

6.3, Tasks and responsibilities

1. Handling recruitment and selection

2. Building and maintaining relationship with employees by counselling them once a

week, organizing events to reduce their stress towards works and supervising their

activities on daily basis

3. Preparing group appraisals in order to evaluate performance of both managerial and

supervisory levels once a year and provide rewards based on performance

4. Take disciplinary actions against misconduct behaviour of employees based on labour

authorities

5. Encouraging the employees to participate for training and development programs for

further improvement of their performance



6. Conducting health and safety programs twice per year in order to enhance employees

knowledge towards the usage of chemicals and machines

7. Establishing and maintaining goals within HR division in order to contribute to

achieve organizational goals

8. Preparing and maintaining leave allocations for the both staff and work force

9. Preparing annual/ monthly summaries for overtime, leaves and absents

10. Processing salaries for each level in the organization

11. Establishing future plans to reduce turnover, late attendance, absenteeism

12. Handling organization payroll

13. Processing EPF/ETF contribution

14. Handling annual increments

15. Responsible for entire factory administration

16. Maintaining the staff absents and leaves

17. Preparing annual summary of leave record for each staff

18. Responsible for the recruitment and labour turnover

6.4, Qualifications/ requirements

1. Should have at least a first degree

2. Should have more than eight years experience

3. Should be able to play an active role in the organization

4. Should have the ability to council the work force concerning their personal matters to

encourage them to get work done

5. Ability to think creatively

6. Should be able to talk with each level in the organization

7. Should be able to make decision in the matters of employees and the uncertain

situations

8. Should have the humanity when making decision based on employees matters

9. Should be able to take decisions on the employees misconduct behaviour

10. Should have the practical knowledge on making practical decisions

11. Should have the knowledge about the other areas apart from HR

12. Should have the knowledge about the labour laws

13. Should be able to analyse the behaviour of the work force

14. Should be able to set realistic targets which should contribute to achieve

organization’s goals



6.5, Skills and knowledge

1. Leadership skills

2. Negotiation skills

3. Communication skills

4. Good councillor

5. Creative thinking

6. Multi tasking

7. Disturbance handler

8. Employee trust

9. Dual focus (both employee and management)

10. Time management

6.6, Work environment

Comparing with other divisions, HR division deals with great responsibilities within the

organization since it concerns on development of human performance towards the

development of organization, therefore this implicates that HR manager has enormous

responsibilities to originate tasks to raise employee performance. This would be most

complicated tasks that HR manager has to handle than the manager in other divisions in the

organization. As a result HR manager has to develop and practice personal qualities as

follows:

6.7, Personal qualities

1. Friendly

2. Trustworthy

3. Team player

4. Extrovert

5. Humanity

6. Motivator

7. Conversational

8. Supportive

9. Intelligence

10. Well discipliner

11. Creative thinker



12. Strong personality

13. Listening ability

14. Decision maker

15. Counselling ability

16. Ability to analyse the body language of employees

17. Ability to understand the employee’s personal maters

18. Ability to manage the uncertain situations


7.0, REFLECTIONS 17

7.0, REFLECTIONS

Since this task was carried out individually it was a great experience I gained through

conducting interview with HR manager. When I was required to contact an HR manager for

this assignment, first of all it was a biggest issue for me since I viewed this task as so

complex. When I was trying to find ways of contacting an HR manager, all of a sudden I

reminded that one of my relations is working as a manager of an organization. Therefore I

encouraged towards contacting him with the aim of asking about the HR manager of his

organization. Fortunately the HR manager is a lady and she is one of the old girl in my school

as well. Therefore I imagined that I could get more information from her in order to process

the job description. Therefore I was given a specific date for the interview.

Before that I attempted to prepare structured questionnaires for the interview. For that I went

through the sample portfolios which were given by the lecturer in order to get an idea. At the

same time I further studied about the elements consist on a job description because I

supposed to prepare questionnaires with the aim of covering the elements such as the job

summary, responsibilities, tasks, skills, qualities, qualifications within the job description. As

a result I had a brain storm to come up with my own creative questionnaires in order to cover

the topics include in a Job description and I attempted show the questionnaires to the lecturer

in order to make corrections. At this point I assumed that I could be able to come across

creatively structured questionnaires in order to obtain more information to process job

description. Thereafter I visited the organization on the given date and got to know the HR

manager very well. As a result I could be able to conduct the interview in a friendly

environment since she was so enthusiastic to answer my questions in descriptive manner with

the examples. There she explained about her duties, responsibilities, qualities, events she and

organizes Also during the interview she attempted to show some paper works she has

processed as a support of enhancing my knowledge towards tasks performs within HR

division. After conducting the interview she had her usual activity which is to supervise the

tasks of workers inside the factory with me so I could be able to gain knowledge about how

are the processes going on in each section.

After gathering information I attempted to formulate the answers for the questionnaires as

well. At the same time I attempted to gather information for job analysis and job description

by referring the texts in the library.


7.0, REFLECTIONS 18

The major emphasis of this portfolio was to demonstrate about the Job analysis and job

description which are essential contexts of HR process. As in brief job analysis is about

identifying the positions to be placed in the organization and job description is about the

responsibilities/duties which should held in a particular position.

When conducting job analysis interview, I realized that how much important the HR division

to an organization since it encourage employees towards better performance. As a result HR

manager has given the priority to HR division entirely as a part of her life.

According to my earlier perception that the HR manager is only committed towards HR

division and its easy to handle since it’s only managing the workers, but after conducting job

analysis interview with the HR manager I realized that the HR division’s complexity is higher

than the other division and also she is not responsible for only HR division, she is indirectly

responsible for other divisions as well. However she undertakes all the assigned works in a

proper manner. Also I could be able to gain more knowledge about the job analysis and job

description through the research I conducted referring texts.


8.0, REFERENCES 19

8.0, REFERENCES

o Amstrong, A. (2004). Human Resource Management Practices. 9th

ed). Kugan Page,

India

o Bahlander, G. Snell, S. & Sherman, A. (2001). Managing Human Resources. (12th

ed). South Western Publishing, Australia

o Compton, R. Morrissey, W. & Nankervis. M. (2009) Effective recruitment and

selection process (5th

ed) CCH Australia Limited

o Decenzo, D. & Robbins, S. (2003). Human Resource Management. (7th

ed). John

Willey & Sons. Pvt. Ltd. Singapore

o Dessler, G. (2009). Fundamentals of Human Resource Management, Content

Competencies. (n.d). Pearson Education Inc. New Jersey

o Dessler, G.. & Varkkey, B. (2011). Human Resource Management. (12th

ed). Dorling

Kindersley Pvt, Ltd, India

o Gomez-Mejia, G. Balkin, D. & Cardy, R. (2001). Human Resource Management. 3rd

ed). Pearson Education Inc. India

o Gomez- Mejia, L. Balkin, D. & Cardy, R. (2010). Managing Human Resources. (6th

ed). Pearson Education Inc., New Jersey

o Hartel, C. & Fujimoto, Y. (2010). Human Resource Management. (2nd

ed). Pearson

Education, Australia

o Hartel, C. Fujimoto, Y. Strybosch, V. & Fitspatrich, K. (2007). Human Resource

Management, Transforming theory into innovative practice.(n.d). Pearson Education,

Australia

o Mathis, R. & Jackson, J. (2003). Human Resource Management. (10th

ed). Thomson

Learning Inc. Australia

o Nankarvis, A. Compton. R. & McCarthy, T. (1999). Strategic Human Resource

Management. (3rd

ed). International Thomson Publishing Company

o Nankarvis, A. Compton. R. & Baird, M. (2008). Human Resource Management,

Strategies and Processes. (6th

ed). Nelson Australia (Pvt), Ltd

o Rambo, W. (1982), Work and organizational behaviour. (n.d). CBS Collage

Publishing, NY

o Snell, S., Bohlander, G., Vohra, V. (2011), Human Resources Management, A south

Asian perspective, (2nd

ed), Cengage Learning Ltd, India


8.0, REFERENCES 20

o Stone, R. (1995). Human Resource Management. (2nd

ed). John Wiley & Sons,

Milton, U.S.A

o Stone, R. (2005). Human Resource Management. (5th

rd). John Wiley & Sons, Milton,

U.S.A


9.0, APPENDIX 21

9.0, APPENDIX

Answers collected from job analysis interview

1. Briefly describe about your organization

SML DUALPLAST LANKA (PVT) Ltd is a global apparel branding and packaging

group of companies serving an international clientele consisting of top fashion brands

and some of the largest retailers in the world.. Their main concern is on high quality

products include woven and printed fabric labels, RFID and EAS labels, heat

transfers, printed paper products, variable data tags and labels, packaging, specialty

trims, etc. The head branch of SML is situated in Hong Kong and there are branches

in 30 countries as well

2. How long have you been working in this organization? Prior to this place have you

worked anywhere else?

One and half years by now and prior to join this organization I worked in Expo

Lanka, Colombo

3. Please indicate your job specifications

Additionally I’m responsible for delivery department and administration of the entire

organization

4. Please identify your qualifications as per the following

Diploma First degree Masters

Specify the field Any other

Currently I’m qualifying the master level

5. How many years of experience you have in this field of HR?

Well, I have 12 years’ experience in HR

6. Describe how much of importance is given to the HR function in your organization

Very high prominence High prominence Average

Not much recognition given


9.0, APPENDIX 22

7. If so, please indicate the reason?

Oh! My division is most essential division in organization, since it plays the

significant role, the reason is I have to make the salaries, bonus, compensations,

increments, trainings many more, so, because of that there is a greater importance

given HR division

8. What are the responsibilities/ duties you are supposed to carry out?

Well, I’m responsible for processing salaries, leave allocations, attendance,

termination recruitments, internal activities, training and developments,

compensations, gratuity, staff motivation, event organizing, and additionally the entire

organization’s administration,. Other than those I have a cost saving unit, and also I’m

observing the delivery department with four staffs

9. Please list your regular work schedule and irregular duties?

Well, it depends on time to time, there is nothing called a specific regular work

schedule for me, Typically I arrive for works at 8am, however if there is a special

program going on, I have to arrive here by early in the morning, .

10. What kind of strengths and weaknesses you have in order to carry out your duties?

Well, as a strength, I prefer to tell that I’m a trustworthy person because I tend to

council employees individually about their personally matters, I view it’s an important

part because it helps to build a good relationship with employees

As weaknesses, I would say sometimes I’m getting angry with workers and

sometimes I tend to forgotten things since I’m responsible for many areas, however

I’m attempting to eliminate that weakness most of the time

11. What are the special skills and abilities you think an HR manager should have?

Well, as special skills I would say an HR manager should have the ability to talk,

good facial impression, good personality, ability to train people, ability to play an

active role, ability to control people. Thus those are the skills and abilities which an

HR manager must have


9.0, APPENDIX 23

12. Are there separate goals you have set up within the HR division? Describe the

reasons?

Yes, there are, well, the purpose of setting goals within HR division is to provide a

support to achieve organizational goals basically the main organizational goal is to

achieve the budget. Therefore, in order to achieve organizational goal I have to set up

goals within my division to reduce the labour turnover, the overtime, late attendance

and absenteeism and reduce the recruitments. The reason to set up a goal to reduce

recruitments is that recruitment is costly. Therefore by setting up those goals I expect

to improve the productivity of employees

13. What sort of challenges you face while performing your duties as an HR manager

Well, one biggest challenge that I have faced was when I was appointed to take care

of the delivery section.

Other one was: this organization was a merged one, so I wasn’t accepted by most of

the employees because I was interviewed by a foreigner; however, I took the

challenge and was able to draw their attraction within a short period.

Also I worked without any assistant for more than six months; however I could be

able to handle work.

Recently, at the time of giving increments to the workers, some people were

dissatisfied with the increments due to their different mentalities; however I manage

to deal with them politely.

14. How do your subordinates report you?

Through supervisors Directly

15. How many employees under your purview?

<100 100-200 >200

16. Since you are dealing with employees, what are the remarkable experiences you have

when working with them?

Oh! I’m unable to say specifically about remarkable experience. Ah! One experience

was, there was a conflict between workers, so! I had to attend to solve that.


9.0, APPENDIX 24

17. Please indicate how do you receive the information about vacancies?

Well, if someone is joining, I’m the one who is receiving the resignation, therefore!

obviously I should know there is a replacement, or else there are situations which the

departments inform about replacements. If worker is not reporting for works, I’m will

be able to know that since I’m receiving the attendance sheet every morning.

18. Please mention how do you decide the necessary basic qualification required for each

position vacant?

Yes, Office staff should require passing A/L exam and should fulfil the relevant

experience, factory workers should pass O/L exam

19. What is the method you follow in recruiting?

Well, I recruit people externally, because it is supportive for the organization to

precede the functions, because recruiters can come up with new ideas.

20. Please indicate how often do you conduct training programs


Other

21. Do you evaluate employee’s performance?

Yes No

22. If yes how often?


23. Describe how do you motivate and improve morals of the employees?

Well, I’m organising trips, annual get- together, cricket matches and conducting

training programs, I assume those are the changing factors which reduce the working

stress of the employees. Specifically I counsel employees internally by discussing

their personal matters once a week that is beneficial for me, the aim of counselling is

to improve relationship between employer and employee in order to support them to

perform well


9.0, APPENDIX 25

24. Describe what are the health and safety programs you conduct?

Well, there is a separate chemical room due to the highest usage of chemicals.

Therefore I conduct health and safety programs twice a year in order to educate the

workers about the usage of chemicals and machines. Also there are first aid sections

in each section in the organization. Four members are assigned to them for day and

night shifts and also there is a sick room as well. Additionally I put up notices on the

notice board in canteen to educate employees about current issues and good habits.

There is a suggestion box as well. Therefore employees can lodge their complaints

into the box and considering those suggestions and complains I take suitable decisions

whenever necessary.

25. Please mention about the leave allocation in your organization?

Well, staff member has a half day leaves per month for a year, after one year service,

he or she is entitled for annual 14 days and casual 7 days leaves. In the case of a

factory worker, no leaves allocated for the first year of his/her service and after 1 year

he or she is entitled for annual 14 days. A leave card is given to each one to record

leaves and to be sent to the department head.

26. Mention any issues you have experienced when performing your duty

Yes, Recently In increments, there were some small mistakes I found on the appraisal,

so we hope to make the next appraisal by making corrections, that’s the only issue I

have ever found

27. What are the disciplinary actions you take on misconduct of employees?

Guided by organizational rules

Guided by rules specified by the labour department

28. How much time you spend on writing reports or other types of formal

communication?

0 %-30% 30%-60% 60%-100%


26

29. Do you observe any difference between a traditional personal manager and present

HR manager?

Yes. Earlier HR was all about making salaries and leaves. However now there is a

greater workload within HR division since the strategic side plays a big role, always I

have to work towards organizations goals since it would be a benefit for the

organization, When considering the differences among both parties: personal manager

has to come on time whereas HR manager has to work rather than arriving on time,

personal manager takes time to work whereas HR manager carry out tasks effectively

and efficiently and personal manager always considers about the organization whereas

HR manager considers strategically about the organization’s business

30. Please indicate specific factors which make you feel happy?

Well, I’m interacting with employees through counselling, organizing events for

them. When employees are satisfied that makes me happy as well.

31. What are your future goals/ plans within your division?

Well, the main plan is to reduce the labour turnover, absenteeism and recruitments,

through the outcome from them I expect to offer the maximum benefit to the

organization.

HRM Portfolio

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