Performance Mang System

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Business low & international business

Section B

Q. 3 World trade in 2009 was dominated by the worst financial and economic crisis in decades. Global outputshrank. So did the volume of international trade. Despite bearing no responsibility for the crisis, the poorer

developing countries have fared the worst. China, Brazil and India saw exports drop by between a fifth and athird in the second half of 2008, but countries not belonging to the top 20 developing country exporters were

hit even harder. Trade and GDP growth have started to pick up again, but some economists fear a double-dip recession

IntroductionWorld Trade Organization (WTO) and recent progress in the Doha Round of trade negotiations, with aparticular emphasis on the two main drivers of the talks, namely market access in industrial goods andthe reduction of agriculture subsidies and tariffs. Given the prominence of the agriculture sector in low-income developing countries, the chapter provides an in-depth analysis of the draft provisions designedto address their food security, livelihood and rural development concerns. It then proceeds to assess thevalue of envisaged cuts in agriculture subsidies and tariff barriers in Organisation for Economic Co-operation and Development (OECD) countries and their likely impact on agricultural exports fromdeveloping countries.

Recent Developments in WTO negotiationsFor the third summer in a row, a push for breakthrough WTO accords on agriculture and manufacturingtrade at a mini-ministerial meeting in July 2008 ended in failure. However, the most surprising thingabout the summit was not that it broke down but rather how close ministers came to reaching an

agreement. By WTO Director-General Pascal Lamys reckoning, they made it 80-85% of the way tomodalities deals with formulae and figures for future subsidy and tariff ceilings during the nine days ofgruelling discussions, the longest such meeting in the WTOs history (ICTSD 2008a). Of the some 20issues in the talks related to agriculture and non-agricultural market access (NAMA), Lamy indicatedthat positions had converged on 18. Differences on the ease with which developing countries should beallowed to raise tariffs beyond current legal limits to protect farmers from import surges under a specialsafeguard mechanism proved irreconcilable, Lamy conceded. The 20th issue, cotton, was neverdiscussed, to the irritation of African countries especially, some of which have seen already-meagreearnings severely hit by the effects of US cotton subsidies in particular (ICTSD 2008b).

Industrial relation & labour legislation

Section A

Q 8 grievance

Definitions (2)

1. Law: (1) Injury, injustice, or wrong that affords reason for resistance or

a formal expression as a complaint. (2) The complaint itself.

2. HR: Specific complaint or formal notice ofemployee dissatisfaction related

to adequacy ofpay,jobrequirements, workconditions, other aspects ofemployment, or

an alleged violation of a collective bargaining agreement.

Organization change and development
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Section B

Q 1 Organization development (OD) is a planned, organization-wide effort to increase an organization'seffectiveness and viability. Warren Bennis has referred to OD as, a response to change, a complexeducational strategy intended to change the beliefs, attitudes, values, and structure of anorganization so that it can better adapt to new technologies, markets, challenges, and the dizzyingrate of change itself". OD is neither "anything done to better an organization" nor is it "the training functionof the organization"; it is a particular kind of change process designed to bring about a specific endresult. OD can involve interventions in the organization's "processes," usingbehaviouralscience knowledge[1], employee surveys, participative management, and overall system improvement.

Q3 The term quality managementhas a specific meaning within many business sectors. This specificdefinition, which does not aim to assure 'good quality' by the more general definition, but rather to ensurethat an organisation or product is consistent, can be considered to have four main components: quality

planning,quality control, quality assuranceand quality improvement.[1] Quality management is focused not

only on product/service quality, but also the means to achieve it. Quality management therefore uses qualityassurance and control of processes as well as products to achieve more consistent quality.

Quality terms

Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the

purposeful change of a process to improve the reliability of achieving an outcome.

Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability

of achieving an outcome.

Quality Assurance is the planned or systematic actions necessary to provide enough confidence

that a product or service will satisfy the given requirements.

Q4 Organization development (OD) is a planned, organization-wide effort to increase an organization'seffectiveness and viability. Warren Bennis has referred to OD as, a response to change, a complexeducational strategy intended to change the beliefs, attitudes, values, and structure of anorganization so that it can better adapt to new technologies, markets, challenges, and the dizzyingrate of change itself". OD is neither "anything done to better an organization" nor is it "the training functionof the organization"; it is a particular kind of change process designed to bring about a specific endresult. OD can involve interventions in the organization's "processes," usingbehaviouralscience knowledge[1], employee surveys, participative management, and overall system improvement.OD is a long range effort to improve organization's problem solving and renewal processes, particularlythrough more effective and collaborative management of organizational culture, often with the assistance ofa change agent or catalyst and the use of the theory and technology of applied behavioral science.Although behavioral science has provided the basic foundation for the study and practice of organizationaldevelopment, new and emerging fields of study have made their presence known. Experts in systemsthinking, leadership studies, organizational leadership, and organizational learning (to name a few) whoseperspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts. These emergent expert perspectives see theorganization as the holistic interplay of a number of systems that impact the process and outputs of theentire organization

Q5 Change management is a structured approach to shifting/transitioning individuals, teams,

andorganizations from a current state to a desired future state. It is an organizational process aimed at

helping employees to accept and embrace changes in their current business environment.[citation

needed] In project management, change management refers to a project management process where changes

to a project are formally introduced and approved.[1]
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Kotter[2] defines change management as the utilization of basic structures and tools to control any

organizational change effort. Change management's goals is to minimize the change impacts on workers

and avoid distractions.

1. Mission changes,

2. Strategic changes,

3. Operational changes (including Structural changes),

4. Technological changes,

5. Changing the attitudes and behaviors of personnel,[citation needed]

As a multidisciplinary practice that has evolved as a result of scholarly research, Organizational Change

Management should begin with a systematic diagnosis of the current situation in order to determine both

the need for change and the capability to change. The objectives, content, and process of change should all

be specified as part of a Change Management plan.

Change Management processes may include creative marketing to enable communication between change

audiences, but also deep social understanding about leaderships styles and group dynamics. As a visible

track on transformation projects, Organizational Change Management aligns groups expectations,

communicates, integrates teams and manages people training. It makes use of performance metrics, such

as financial results, operational efficiency, leadership commitment, communication effectiveness, and the

perceived need for change to design appropriate strategies, in order to avoid change failures or solve

troubled change projects.

Successful change management is more likely to occur if the following are included:[citation needed]

1. Benefits management and realization to define measurable stakeholder aims, create a

business case for their achievement (which should be continuously updated), and monitor

assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues

affecting the progress of the associated work.

2. Effective Communications that informs various stakeholders of the reasons for the change

(why?), the benefits of successful implementation (what is in it for us, and you) as well as the

details of the change (when? where? who is involved? how much will it cost? etc.).3. Devise an effective education, training and/or skills upgrading scheme for the organization.

4. Counter resistance from the employees of companies and align them to overall strategic

direction of the organization.

5. Provide personal counseling (if required) to alleviate any change related fears.

6. Monitoring of the implementation and fine-tuning as required.

Performance Mang system

Section B

Q1 A performance appraisal, employee appraisal, performance review, or(career) development

discussion[1]

is a method by which thejob performance of an employee is evaluated(generally in terms
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ofquality, quantity, cost, and time) typically by the correspondingmanagerorsupervisor.[2]

A performanceappraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing,and recording information about the relative worth of an employee to the organization. Performanceappraisal is an analysis of an employee's recent successes and failures, personal strengths andweaknesses, and suitability for promotion or further training. It is also the judgement of an employee'sperformance in a job based on considerations other than productivityalone

Q2 A common approach to assessing performance is to use a numerical orscalarrating system whereby

managers are asked to score an individual against a number ofobjectives/attributes. In some companies,

employees receive assessments from theirmanager, peers, subordinates, and customers, while also

performing a self assessment This is known as a360-degree appraisaland forms good communication

patterns.

The most popular methods used in the performance appraisal process include the following:

Management by objectives

360-degree appraisal

Behavioral observation scale

Behaviorally anchored rating scales

Trait-based systems, which rely on factors such as integrity and conscientiousness, are also used by

businesses but have been replaced primarily by more objective and results-oriented methods. The scientific

literature on the subject provides evidence that assessing employees on factors such as these should be

avoided. The reasons for this are twofold:

1) Trait-based systems are by definition based on personality traits and as such may not be related directly

to successful job performance. In addition, personality dimensions tend to be static, and while an employee

can change a behaviorthey cannot change theirpersonality. For example, a person who lacks integrity may

stop lying to a manager because they have been caught, but they still have low integrity and are likely to lie

again when the threat of being caught is gone.

2) Trait-based systems, because they are vague, are more easily influenced by office politics, causing them

to be less reliable as a source of information on an employee's true performance. The vagueness of these

instruments allows managers to assess the employee based upon subjective feelings instead of objective

observations about how the employee has performed his or her specific duties. These systems are also

more likely to leave a company open to discriminationclaims because a manager can

make biased decisions without having to back them up with specific behavioral information.

Q3 Employee benefits and (especially in British English) benefits in kind (also called fringe

benefits, perquisites, perqs orperks) are various non-wage compensations provided to employees in

addition to their normalwagesorsalaries.[1] In instances where an employee exchanges (cash) wages for

some other form of benefit is generally referred to as a 'salary sacrifice' or 'salary exchange' arrangement.

In most countries, most kinds of employee benefits are taxable to at least some degree.

Examples of these benefits include: housing (employer-provided or employer-paid), group insurance

(health, dental,life etc.), disability income protection, retirement

benefits,daycare, tuitionreimbursement,sick leave,vacation(paid and non-paid),social security,profit

sharing, funding of education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.
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The term perqs (also perks) is often used colloquially to refer to those benefits of a more discretionary

nature. Often, perks are given to employees who are doing notably well and/or have seniority. Common

perks aretake-home vehicles, hotel stays, free refreshments, leisure activities on work time (golf,

etc.), stationery,allowancesforlunch, andwhen multiple choices existfirst choice of such things as job

assignments and vacation scheduling. They may also be given first chance at job promotions when

vacancies exist.

Q4 Stock-taking orinventory checking is the physical verification of the quantities and condition of items

held in an inventory orwarehouse. This may be done to provide anauditof existing stock valuation. It isalso the source of stock discrepancy information.

Stock-taking may be performed as an intensive annual check or may be done continuously by means of

acycle count.

The beginning of a New Year is a good opportunity for taking stock of our position. Certainly

I947 has produced many upheavals for the medical profession and these can now be regarded more

soberly, as they begin to fit into their proper perspective.First the Health Bill, it has now passed through its

three readings and I948 should see it being brought into operation. There has already been one

postponement and since the Government can be relied upon for their almost alarming surpriseswho could

have expected the Chancellor of the Exchequer to resign within twenty-four hours of his Budget ?-there

may be even further delays.Many would still like to see considerable changes in this rather unwieldy

legislation. A more gradual process of nationalization starting with the 'health' services and progressing

through hospitals to specialist services and finally embracing the general practitioner, would have spread

out the unavoidable difficulties and expense over a longer period. Both patient and doctor usually subscribe

to those views of Charles Lamb, 'I am, in plain words, a bundle of prejudices-made up of likings and

dislikings.' To forget these prejudices or worse still, to deny their existence, gives little chance for healing

Q5 Performance management includes processes that effectively communicate company aligned goals,

evaluate employee performance and reward them fairly.

Clear goal planning, skill development and a true pay-for-performance culture are talent management

practices that successful companies use to demonstrate their employees are valued. Effective performance

and talent management has been proven to increase employee morale and overall productivity. Engaged,

productive employees are essential to any company outperforming its competition.

Rising costs, increased competition and time necessary to hire and train new talent have made retention of

your top performers imperative to the bottom line. Recognizing gaps and developing skills enables

managers to properly map out succession plans while employees develop attainable career paths

Personnel Management Concept

Section A1 Personnel management can be defined as obtaining, using and maintaining a satisfied workforce. It is a significantpart of management concerned with employees at work and with their relationship within the organization.

According to Flippo, Personnel management is the planning, organizing, compensation, integration and maintainanceof people for the purpose of contributing to organizational, individual and societal goals.

According to Brech, Personnel Management is that part which is primarily concerned with human resource oforganization.
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2 Dropdown lists of the policy Sections in the header on every page

Lists of the policy Subsections below the title with links to each

PDF printer-friendly version of each Section

PDF and MS Word printer-friendly versions of each policy

Policy History in PDF format

Links to the Statutory Authority

Links to the Administrative Code

Links to copies of old policies

This manual contains the policies, regulations, and procedures of the Office of State Personnel which apply to

employees of state agencies, universities, boards and commissions that are covered by the provisions of the State

Personnel Act. Policies and regulations approved by the State Personnel Commission are presented in fourteen major

sections. You will find the Administrative Code Subchapter with each section.

3 Human resources planning is a process that identifies current and future human resources needs

for an organization to achieve it goals. Human resources planning should serve as a link between

human resources management and the overall strategic plan of an organization. Aging worker

populations in most western countries and growing demands for qualified workers in developing

economies have underscored the importance of effective Human Resources Planning.

4The term trainingrefers to the acquisition ofknowledge,skills, and competencies as a result of the

teaching ofvocational or practical skills and knowledge that relate to specific useful competencies. It forms

the core ofapprenticeships and provides the backbone of content atinstitutes of technology(also known as

technical colleges or polytechnics). In addition to the basic training required for

atrade,occupation orprofession, observers of the labor-market[who?]

recognize as of 2008 the need to

continue training beyond initial qualifications: to maintain, upgrade and update skills throughoutworking life.

People within many professions and occupations may refer to this sort of training as professional

development.

5 Human resource Accounting is the process of identifying and reporting the Investments made in the

Human Resources of an Organisation that are presently not accounted for in the conventional accounting

practices. In simple terms, it is an extension of the Accounting Principles of matching the costs and

revenues and of organising data to communicate relevant information in financial terms.

The Quantification of the value of Human Resources helps the management to cope up with the changes in

its quantum and quality so that equilibrium can be achieved in between the required resources and the

provided human resources.

6 A wage is a compensation, usually financial, received by workers in exchange for theirlabor.

Compensation in terms of wages is given to workersand compensation in terms ofsalary is given

to employees. Compensation is a monetary benefit given to employees in return for the services providedby them

7 A salary is a form of periodic payment from an employerto an employee, which may be specified in

an employment contract. It is contrasted with piece wages, where each job, hour or other unit is paid

separately, rather than on a periodic basis.
http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Vocational_educationhttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Coincidence_of_wantshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Employment_contracthttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Vocational_educationhttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Coincidence_of_wantshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Employment_contracthttp://en.wikipedia.org/wiki/Wage


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From the point of a business, salary can also be viewed as the cost of acquiringhuman resources for

running operations, and is then termed personnel expense or salary expense. In accounting, salaries are

recorded in payroll accounts.

8 A performance appraisal, employee appraisal, performance review, or(career) development

discussion[1]

is a method by which thejob performance of an employee is evaluated(generally in terms

ofquality, quantity, cost, and time) typically by the correspondingmanagerorsupervisor.[2]

A performance

appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing,

and recording information about the relative worth of an employee to the organization. Performance

appraisal is an analysis of an employee's recent successes and failures, personal strengths and

weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's

performance in a job based on considerations other than productivityalone.

9 Ajob description is a list that a person might use for general tasks, or functions, and responsibilities of

a position. It may often include to whom the position reports, specifications such as the qualificationsor

skills needed by the person in the job, or a salary range. Job descriptions are usually narrative,[1]

but some

may instead comprise a simple list of competencies; for instance,strategic human resource

planning methodologies may be used to develop a competency architecture for an organization, from which

job descriptions are built as a shortlist of competencies.

10 There are two basic kinds of personnel research: basic and applied. In general, basic

research is universalistic: it tries to uncover truths about personnel issues that applyacross different people and organizations. Applied research is particularistic: it tries to

understand what is happening to a specific set a people in a particular situation or

setting. Basic research is more likely to be performed by academics and published in

scholarly journals. Applied research is more likely to be performed by human resource

managers and personnel consultants.

The difference between basic research and applied research is similar to the difference

between science and technology. While science is fundamental to technology, the

purpose of scientific work is simply to understand how all things work, while the

purpose of technological work is to apply that understanding to making stuff happen

Section B

Q1 Personnel Department existed a decade ago......but due to rapid change inthe corporate world....personnel management got merged into HR department

and it came to known as HRD.

One will usually find the Personnel Manager in the Manufacturing Companies

where they have their manufacturing factories....

the roles of the Personnel Manager are:
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Business_Operationshttp://en.wikipedia.org/wiki/Account_(accountancy)http://en.wikipedia.org/wiki/Performance_appraisal#cite_note-0http://en.wikipedia.org/wiki/Job_performancehttp://en.wikipedia.org/wiki/Job_performancehttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Evaluationhttp://en.wikipedia.org/wiki/Evaluationhttp://en.wikipedia.org/wiki/Project_trianglehttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Supervisorhttp://en.wikipedia.org/wiki/Supervisorhttp://en.wikipedia.org/wiki/Performance_appraisal#cite_note-1http://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Moral_responsibilityhttp://en.wiktionary.org/wiki/qualificationhttp://en.wiktionary.org/wiki/qualificationhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Job_description#cite_note-0http://en.wikipedia.org/wiki/Job_description#cite_note-0http://en.wikipedia.org/wiki/Job_description#cite_note-0http://en.wikipedia.org/wiki/Strategic_human_resource_planninghttp://en.wikipedia.org/wiki/Strategic_human_resource_planninghttp://en.wikipedia.org/wiki/Strategic_human_resource_planninghttp://en.wikipedia.org/wiki/Competency_architecturehttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Business_Operationshttp://en.wikipedia.org/wiki/Account_(accountancy)http://en.wikipedia.org/wiki/Performance_appraisal#cite_note-0http://en.wikipedia.org/wiki/Job_performancehttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Evaluationhttp://en.wikipedia.org/wiki/Project_trianglehttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Supervisorhttp://en.wikipedia.org/wiki/Performance_appraisal#cite_note-1http://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Moral_responsibilityhttp://en.wiktionary.org/wiki/qualificationhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Job_description#cite_note-0http://en.wikipedia.org/wiki/Strategic_human_resource_planninghttp://en.wikipedia.org/wiki/Strategic_human_resource_planninghttp://en.wikipedia.org/wiki/Competency_architecture


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1) Liasioning Activities with the Government authorities2) Solving Employee or workers related problems

3) Handling Payroll and PF related matters...4) Handling contract labors and renewing their license......

5) Training & Development

6) Performance Appraisal7) Recruuitment & Induction

The above are the functions a Personnel Manager plays in aq organisation.

Q2 i) To Achieve the objectives of the organisation: Polices are guide to action towards theobjectives of the organisation so they must be known to ever concerned person in order to concentratetheir efforts towards the objectives.

(ii) Uniformity in decisions: Personnel polices furnish the general standard or basis on whichdecisions are reached. Decisions in one organisation are taken by the various line authorities keeping inview the personnel polices and thus uniformity of action is maintained similar cases. There is the leastpossibility of workers' exploitation through base decisions.

(iii) Delegation of authority possible: Delegation of authority means assigning work to others andgive them authority to do it. Personnel policies help the executives at various levels of decision centres

to act with confidence without consulting the superiors every time. They give a manger liberty to choose

the alternatives provided an to decide upon the action.

(iv) Better control: Better control : As personnel polices specify relationship among organisation,management and workers, 50 each group works for the achievement of the large objectives of theorganisation without any policy conflicts. Thus it provides better control.

(v) Evaluating Efficiency: Policy provides standards the execution of work. Efficiency of each groupmay be evaluated by performance in the light of the policy. It may be assessed whether organisationhas achieved the desired results set in the policy. Policy maybe amended or a new policy mat beformulated in the light of the actual performance.

(vi) Confidence: Policy provides the workers a security against exploitation. It creates confidence inthe in the employees. They may know where they stand in relation to the organisation.

(vii) Motivation of workers: Policy makes the employee aware of the objectives of the organisationand guides the workers in achieving them. So they work enthusiastically and with loyalty to gt thoseobjectives.

(viii) Guide to management: Policy provides guidance to management in relation to the personnelproblems they resolve how to get work done by the people at work or how to behave them.

Q3 Primary sourcing/phone sourcing

In recruiting and sourcing, this means the leveraging of techniques (primarily the phone) to identify

candidates with limited to no presence of these individuals in any easily accessible public forum (the

Internet, published list, etc.). It requires the uncovering of candidate information via a primary means of

calling directly into organizations to uncover data on people, their role, title and responsibilities.

The term "phone sourcers" or "phone name generator" or "telephone names sourcer" generally applies to

the utilization of primary sourcing techniques.[1]

[edit]Secondary sourcing/Internet sourcing

In recruiting and sourcing, this means the using of techniques (primarily the Internet and utilizing

advanced Boolean operators) to identify candidates. Individuals in the recruiting industry that have deep
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expertise in uncovering talent in the harder to reach places on the internet (forums, blogs, alumni groups,

conference attendee lists, personal home pages, etc.).

The term "internet sourcer", "Internet name generator" or "internetresearcher" generally applies to the use

of secondary sourcing techniques.[2][3]

[edit]Examples of sourcing techniques

Sourcing for candidates refers to proactively identifying people who are either a) not actively looking for job

opportunities (passive candidates) or b) candidates who are actively searching for job opportunities (active

candidates), though the industry also recognizes the existence of 'active candidate sourcing' usingcandidate databases, job boards and the like.

Though there has been much debate within the staffing community as to how to accurately define an "active

candidate" versus a "passive candidate," typically either term is irrelevant to a candidate sourcer as the

status of any particular candidate can change from moment to moment or with a simple phone call from a

recruiter that happens to present a job opportunity. The status of being an "active" or "passive" candidate is

fluid and changes depending on the circumstances, including the position being offered.

Activities related to sourcing in recruiting can also be categorized into "push activities" and "pull

activities." Push activities are activities undertaken to reach out to the target audience. This generally

includes headhunting, HTML mailers, referral follow-ups, etc.

Pull activities are activities that result in applicants coming to know of an opportunity on their own. Pull

activities may include the following: advertising on a microsite with a registration process (this makes

search engines index the ad), advertising (in newspapers, on cable TV, through flyers/leaflets, etc.), posting

a job in job portals, etc.

In summary, a push activity is akin to a direct marketing activity, whereas pull activities are more indirect

marketing of the same concept. Both ideally result in applicants becoming interested and the interest

triggering a response (applying, referring, calling, sending an SMS, etc.). These action triggers are also

sometimes referred to as Call To Action (CTA) steps.

[edit]Proactive techniques

1. Using Boolean operators on major search engine sites (Google,Live.com, Yahoo!, etc.) to

identify potential candidates who might meet the criteria of the position to be filled based on

targeted keywords. Example string in Google: "SAP consultant" (resume | CV | "curriculum vitae").[4]

2. Searching for candidates in job board resume databases (e.g. Monster.com) using

keywords related to the position requirements.

3. Looking in own recruitment database.

4. Networking with individuals to uncover candidates. This includes the use ofsocial

networking tools and sites such asLinkedIn.

5. "Phone sourcing" orcold callinginto companies that might contain individuals that match

the key requirements of the position that needs to be filled

Q4 There are many types of performance appraisal methods. Some of them are :

1) job results/outcome

2) essay method

3) Ranking
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4) Forced Distribution

5) Graphic Rating Scale

6) Behavioral Checklist

7) Behavioral Anchored Rating Scales (BARS)

8) Management by Objectives (MBO)

Job Results

Though not an appraisal method per se, job results are in themselves a source of data that can be used to

appraise performance. Typically, an employee's results are compared against some objective standard of

performance. This standard can be absolute or relative to the performance of others.

Essay Method

The essay method involves an evaluator's written report appraising an employee's performance, usually in

terms of job behaviors and/or results. The subject of an essay appraisal is often justification of pay,

promotion, or termination decisions, but essays can be used for developmental purposes as well.

Ranking

Ranking methods compare one employee to another, resulting in an ordering of employees in relation to

one another. Rankings often result in overall assessments of employees, rather than in specific judgments

about a number of job components. Straight ranking requires an evaluator to order a group of employees

from best to worst overall or from most effective to least effective in terms of a certain criterion. Alternative

ranking makes the same demand, but the ranking process must be done in a specified manner

Forced Distribution

Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according

to a specified distribution. Unlike ranking methods, forced distribution is frequently applied to several ratherthan only one component of job performance.

Graphic Rating

Graphic rating scales are one of the most common methods of performance appraisal. Graphic rating

scales require an evaluator to indicate on a scale the degree to which an employee demonstrates a

particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each

relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality

of work

Mixed Standard Scales

Mixed standard scales are a relatively recent innovation in rating scales. They contain statements

representing good, average, and poor performance based on behavioral examples obtained from

knowledgeable persons, usually supervisors. An evaluator's task is to indicate whether an employee either

fits the statement, is better than the statement, or worse than the statement


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Behavioral Checklist

A behavioral checklist is a rating form containing statements describing both effective and ineffective job

behaviors. These behaviors relate to a number of behavioral dimensions determined to be relevant to the

job.

BARS - Behaviorally Anchored Rating Scales

Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by statements

of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent

a continuum of descriptive statements of behaviors ranging from least to most effective. An evaluator must

indicate which behavior on each scale best describes an employee's performance

Management by Objectives

Management by objectives (MBO) involves setting specific measurable goals with each employee and then

periodically discussing his/her progress toward these goals. The term MBO almost always refers to a

comprehensive organization-wide goal setting and appraisal program that consist of six main steps:

1. Set the organization?s goals. Establish organization-wide plan for next year and set goals.

2. Set departmental goals. Here department heads and their superiors jointly set goals for their departments

3. Discuss and allocate department goals. Department heads discuss the department's goals with all

subordinates in the department

Compensation Management

Section B

Q1 The term 'social wage' is used frequently in New Zealand in a journalistic sense, to

mean something like public expenditure on health, education, housing and social

welfare. Raising the social wage is seen as a 'left-wing' alternative to tax cuts as a

means of spending public sector surpluses. The term, not easily pinned down, is not

widely used by economists. To some extent, it is a term associated with a 'political

economy perspective', used by Marxist or 'social' economists rather than neo-classical

practitioners. When using the term, social economists tend to focus mainly on the four

items listed above, over which there is a near consensus. However, cash benefits(transfers) are sometimes excluded, as in the phrase "transfers and social wage benefits"

(abstract to Castles 1988), while all non cash benefits have also been excluded (Gough 1979, p.116).

My definition of social wage focuses on the word 'wage', taking it to mean any factor

payment rather than a payment specifically to 'labour'. Thus a salary is a wage. Profits


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and interest are the wages of capital. The social wage is the income accruing to the

public interest, transcending the traditional class interests of labour and capital. Somewould regard all government expenditure as the social wage, on thegrounds that all public expenditure is ultimately for the benefit of theentire community. Others would adopt a much narrower definitionand view it as expenditure on education, health, social security andhousing ... There is no consensus about exactly what the social wageconsists of, how it can be measured, or the extent to which it is to be

an instrument for achieving greater equality.

Q2 Internal Equity

The internal equity method undertakes the job position in the organizational hierarchy. The process aims

at balancing the compensation provided to a job profile in comparison to the compensation provided to

its senior and junior level in the hierarchy. The fairness is ensured using job ranking, job classification,

level of management, level of status and factor comparison.

External Equity

Here the market pricing analysis is done. Organizations formulate their compensation strategies byassessing the competitors or industry standards. Organizations set the compensation packages of their

employees aligned with the prevailing compensation packages in the market. This entails for fair

treatment to the employees. At times organizations offer higher compensation packages to attract and

retain the best talent in their organizations.

Q31[An Act to provide for the payment of bonus to persons employed in certainestablishments on the basis of profits or on the basis of production or productivity andfor matters connected therewith.]

BE it enacted by Parliament in the Sixteenth Year of the Republic of India as follows:-

1. Short title, extent and application.-(1) This Act may be called the Payment of Bonus Act,

1965.(2) It extends to the whole of India2[***].

(3). Save as otherwise provided in this Act, it shall apply to

(a) every factory; and(b) every other establishment in which twenty or more persons are employed on any day

during an accounting year.3[Provided that the appropriate Government may, after giving not less than two

months notice of its intention so to do, by notification in the Official Gazette, apply theprovisions of this Act with effect from; such accounting year as may be specified in the

notification, to any establishment or class of establishment [including an establishmentbeing a factory within the meaning of sub-clause (ii) of clause (m) of section 2 of theFactories Act, 1948 (63 of 1948)] employing such number of persons less than twenty

1 Subs. by Act 23 of 1976, sec. 2, for the long title (w.r.e.f 25-9-1975).2 The words except the State of Jammu and Kashmir omitted by Act 51 of 1970, sec. 2 and sch. (w.e.f 1-9-1971).3 Ins. by Act 23 of 1976, sec. 3 (w.r.e.f 1-9-1975).


13/24

as may be specified in the notification; so, however, that the number of persons sospecified shall in no case be less than ten.]

(4). Save as otherwise provided in this Act, the provisions of this Act shall, in relation to a

factory or other establishment to which this Act applies, have effect in respect of the accounting

year commencing on any day in the year 1964 and in respect of every subsequent accountingyear:

4[Provided that in relation to the State of Jammu and Kashmir, the reference to the accounting

year commencing on any day in the year 1964 and every subsequent accounting year shall beconstrued as reference to the accounting year commencing on any day in the 1968 and every

subsequent accounting year:]

4[Provided further that when the provisions of this Act have been made applicable to any

establishment or class of establishments by the issue of a notification under the proviso to sub-

section (3), the reference to the accounting year commencing on any day in the year 1964 andevery subsequent accounting year or, as the case may be the reference to the accounting year

commencing on any day in the year 1968 and every subsequent accounting year, shall, in relation

to such establishment or class of establishments, be construed as a reference to the accounting

year specified in such notification and every subsequent accounting year.]

(5) An establishment to which this Act applies 1[***] shall continue to be governed by this Act

notwithstanding that the number of person employed therein falls below twenty 2[or, as the casemay be, the number specified in the notification issued under the proviso to sub-section (3)].

2. Definition.- In thisAct, unless the context otherwise requires,-

(1) accounting year means -

(i) in relation to a corporation, the year ending on the day on which the books andaccounts of the corporation are to be closed and balanced.

(ii) in relation to a company, the period in respect of which any profit and loss accountof the company laid before it in annual general meeting is made up, whether thatperiod is a year or not;

(iii) in any other case -

(a) the year commencing on the 1st day of April; or

(b) if the accounts of an establishment maintained by the employer thereof are closed andbalanced on any day other than the 31st day of March, then, at the option of the employer, the

year ending on the day on which its accounts are so closed and balanced:

Provided that an option once exercised by the employer under paragraph (b) of thissub-clause shall not again be exercised except with the previous permission in writing of the

prescribed authority and upon such conditions as that authority may think fit;

(2) agricultural income shall have the same meaning as in the Income-tax

4 Added by Act 51 of 1970 sec. 2 and sch. (w.e.f 1-9-1971)1 The words under clause (b) of sub-section (3) omitted by Act pf 1976, sec. 3 (w.r.e.f. 25.9.1975)2 Added by Act 23 of 1976, sec. 3 (w.r.e.f. 25.9.1975)


14/24

Act;

(3) agricultural income-tax law means any law for the time being in force relating tothe levy of tax on agricultural income;

(4) allocable surplus means-

(a) in relation to an employer, being a company 3[(other than a banking company)] which

has not made the arrangements prescribed under the Income-tax Act for the declaration andpayment within India of the dividends payable out of its profits in accordance with the provisions

of section 194 of that Act, sixty-seven per cent of the available surplus in an accounting; year;

(b) in any other case, sixty percent of such available surplus;1

[***]

(5) appropriate Government means-

(i) in relation to an establishment in respect of which the appropriate Government under the

Industrial Disputes Act, 1947 (14 of 1947), is the Central Government, the Central Government;

(ii) in relation to any other establishment, the Government of the State in which that otherestablishment is situate;

(6) available surplus means the available surplus computed under section 5;

(7) award means an interim or a final determination of any industrial dispute or of anyquestion relating thereto by any Labour Court, Industrial Tribunal or National

Tribunal constituted under the Industrial Disputes Act, 1947 (14 of 1947), or by anyother authority constituted under any corresponding law relating to investigationand settlement of industrial disputes in force in a State and includes an arbitrationaward made under section 10A of that Act or under that law;

(8) banking company means a banking company as defined in section 5 of the Banking

Companies Act, 1949 (10 of 1949), and includes the State Bank of India, any subsidiarybank as defined in the State Bank of India (Subsidiary Banks) Act, 1959 (38 of 1959) 2[any

corresponding new bank specified in the First Schedule to the Banking Companies

(Acquisition and Transfer of Undertakings) Act, 1970 (5 of 1970), 3[any correspondingnew bank constituted under section 3 of the Banking Companies (Acquisition and Transfer

of Under takings) Act, 1980 (40 of 1980),] any co-operative bank as defined in clause (bii)

of section 2 of the Reserve Bank of India Act, 1934 (2 of 1934),] and any other bankinginstitution which may be notified in this behalf by the Central Government;(9) company means any company as defined is section3 of the Companies Act, 1956 (1 of

1956), and includes a foreign company within the meaning of section 591 of that Act;

(10) co-operative society means society registered or deemed to be registered under the Co-operative Societies Act, 1912 (2 of 1912), or any other law for the time being in force in

any State relating to co-operating societies;

(11) corporation means any body corporate established by or under any Central, Provincial orState Act but does not include a company or a co-operative society;

(12) direct tax means-

any tax chargeable under-

(i) the Income-tax Act;(ii) the Super Profits Tax Act, 1963 (14 of 1963);

(iii) the Companies (Profits) Surtax Act, 1964 (7 of 1964);

(iv) the agricultural income-tax law; and

3 Omitted by Act 23 of 1976, sec. 4(w.r.e.f. 25.9.1975) and ins. by Act 66 of 1980, sec. 2 (w.r.e.f. 21.8.1980)1 Certain words omitted by Act 23 of 1976, sec. 4 (w.r.e.f. 25.9.1975)2 Ins. by Act 23 of 1976, sec. 4 (w.r.e.f. 25.9.1975)3 Ins. by Act 66 of 1980, sec. 2 (w.r.e.f. 21.8.1980)


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(b) any other tax which, having regard to its nature or incidence, may by declared bythe Central Government, by notification in the Official Gazette, to be a direct tax forthe purposes of this Act;

(13) employee means any person (other than an apprentice) employed on a salary or wage not

exceeding 1[three thousand and five hundred rupees] per mensem in any industry to do any

skilled or unskilled manual, supervisory, managerial, administrative, technical or clericalwork for hire or reward, whether the terms of employment be express or implied;

(14) employer includes-

(i) in relation to an establishment which is a factory, the owner or occupier of the factory,including the agent of such owner or occupier, the legal representative of a deceased

owner or occupier and where a person has been named as a manager of the factory

under clause (f) of sub-section (1) of section 7 of the Factories Act, 1948 (63 of 1948),the person so named; and

(ii) in relation to any other establishment, the person who, or the authority which, has the

ultimate control over the affairs of the establishment and where the said affairs areentrusted to a manager, managing director or managing agent, such manager,

managing director or managing agent;

(15) establishment in private sector means any establishment other than anestablishment in public sector;

(16) establishment in public sector means an establishment owned, controlled or managed by-

(a) a Government company as defined in section 617 of the Companies Act, 1956 (1 of1956);

(b) a corporation in which not less than forty per cent of its capital is held (whether singly

or taken together) by-(i) the Government; or

(ii) the Reserve Bank of India; or

(iii) a corporation owned by the Government or the Reserve Bank of India;

(17) factory shall have the same meaning as in clause (m) of section 2 of theFactories Act, 1948 (63 of 1948);

(18) gross profits means the gross profits calculated under section 4;(19) Income-tax Act means the Income-tax Act, 1961 (43 of 1961);(20) prescribed means prescribed by rules made under this Act;

(21) salary or wage means all remuneration (other than remuneration in respect of over-time

work) capable of being expressed in terms of money, which would, if the terms ofemployment, express or implied, were fulfilled, be payable to an employee in respect of his

employment or of work done in such employment and includes dearness allowance (that is

to say, all cash payments, by whatever name called, paid to an employee on account of arise in the cost of living), but does not include-

(i) any other allowance which the employee is for the time being entitled to;

(ii) the value of any house accommodation or supply of light, water, medical attendance or

other amenity or of any service or of any concessional supply of food grains or otherarticles;

(iii) any traveling concession;

(iv) any bonus (including incentive, production and attendance bonus);(v) any contribution paid or payable by the employer to any pension fund or provident

fund or for the benefit of the employee under any law for the time being in force;

1 subs. by Act 34 of 1995, sec. 2 for two thousand and five hundred rupees (w.r.e.f. 1.4.1993)


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(vi) any retrenchment compensation or any gratuity or other retirement benefit payable to

the employee or any ex gratia payment made to him;

(vii) any commission payable to the employee.Explanation. Where an employee is given in lieu of the whole or part of the salary or wage payable to him, free

food allowance or free food by his employer, such food allowance or the value of such food shall, for the purpose of

this clause, be deemed to from part of the salary or wage of such employee;

(22) wordsand expressions used but not defined in this Act and defined in theIndustrial Disputes Act, 1947 (14 of 1947) shall have the meaningsrespectively assigned to them in that Act.

Q4 The Workmens Compensation Act, 1923 provides for payment of compensation to workmen andtheir dependants in case of injury and accident (including certain occupational disease) arising out ofand in the course of employment and resulting in disablement or death. The Act applies to railwayservants and persons employed in any such capacity as is specified in Schedule II of the Act. Theschedule II includes persons employed in factories, mines, plantations, mechanically propelled vehicles,construction works and certain other hazardous occupations.

The amount of compensation to be paid depends on the nature of the injury and the average monthlywages and age of workmen.The minimum and maximum rates of compensation payable for death (insuch cases it is paid to the dependents of workmen) and for disability have been fixed and is subject torevision from time to time.

A Social Security Division has been set up under the Ministry of Labour and Employment , which dealswith framing of social security policy for the workers and implementation of the various social securityschemes. It is also responsible for enforcing this Act. The Act is administered by the State Governmentsthrough Commissioners for Workmen's Compensation.

The main provisions of the Act are:-

An employer is liable to pay compensation:- (i) if personal injury is caused to a workman byaccident arising out of and in the course of his employment; (ii) if a workman employed in anyemployment contracts any disease, specified in the Act as an occupational disease peculiar tothat employment.

However, the employer is not liable to pay compensation in the following cases:-

If the injury does not result in the total or partial disablement of the workman for aperiod exceeding three days.

If the injury, not resulting in death or permanent total disablement, is caused by anaccident which is directly attributable to:- (i) the workman having been at the time ofthe accident under the influence of drink or drugs; or (ii) the willful disobedience of theworkman to an order expressly given, or to a rule expressly framed, for the purpose of

securing the safety of workmen; or (iii) the willful removal or disregard by the workmanof any safety guard or other device which has been provided for the purpose of securingsafety of workmen.

The State Government may, by notification in the Official Gazette, appoint any person to be a

Commissioner for Workmen's Compensation for such area as may be specified in thenotification. Any Commissioner may, for the purpose of deciding any matter referred to him for
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decision under this Act, choose one or more persons possessing special knowledge of any matterrelevant to the matter under inquiry to assist him in holding the inquiry.

Compensation shall be paid as soon as it falls due. In cases where the employer does not acceptthe liability for compensation to the extent claimed, he shall be bound to make provisionalpayment based on the extent of liability which he accepts, and, such payment shall be depositedwith the Commissioner or made to the workman, as the case may be.

If any question arises in any proceedings under this Act as to the liability of any person to paycompensation (including any question as to whether a person injured is or is not a workman) oras to the amount or duration of compensation (including any question as to the nature or extentof disablement), the question shall, in default of agreement, be settled by a Commissioner. NoCivil Court shall have jurisdiction to settle, decide or deal with any question which is by or underthis Act required to be settled, decided or dealt with by a Commissioner or to enforce anyliability incurred under this Act.

The State Government may, by notification in the Official Gazette, direct that every person

employing workmen, or that any specified class of such persons, shall send at such time and in

such form and to such authority, as may be specified in the notification, a correct returnspecifying the number of injuries in respect of which compensation has been paid by theemployer during the previous year and the amount of such compensation together with suchother particulars as to the compensation as the State Government may direct.

Whoever, fails to maintain a notice-book which he is required to maintain; or fails to send to the

Commissioner a statement which he is required to send; or fails to send a report which he isrequired to send; or fails to make a return which he is required to make, shall be punishablewith fine.

Q5 The primary elements of compensation for the executive officers are a base salary, an annual bonus paid in cash

and a long-term incentive award denominated and usually paid in shares of Company stock. The executive officers are

also eligible for certain other benefits and perquisites that are intended to be a part of a competitive compensation

package that provides health, welfare, savings and retirement programs comparable to those provided to employees

and executives at other companies in our industry. Some elements of compensation are related, meaning that the value

of one element affects the value of another element. Increasing base salary increases target bonus opportunities,

savings, pension and disability benefits. Increasing or decreasing bonuses also affect pension and savings plan

benefits, but long-term incentive awards are excluded from calculation of pension and savings plan benefits.

30

The purpose, key characteristics and target pay levels of each element of compensation are in the following table.

SUPPLEMENTARY TABLE 6ELEMENTS OF COMPENSATION


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Pay Element Description/Purpose Target Pay Level

Base SalaryCompensate for day-to-day performance at the executive's level

of responsibility based on the executive's skills, experience and

accomplishments. Support attracting and retaining executive

talent. Base salaries are considered fixed compensation, paid in

cash and short-term.

Approximately at or slightly above

the median of the peer group.

Annual Bonus

Motivate and reward current year results by aligning efforts

across the Company to achieve specific measurable results.

Bonuses are considered variable compensation, are based on

annual performance and paid in cash.

Combined base salary and target

bonus opportunity approximately at

the median of the peer group (or

above or below based on

performance).

Long-term

Incentives

Motivate and reward long-term results, typically over three

years, by aligning efforts to achieve specific measurable results

and increase the market price of the Company's Common Stock.

The long-term incentives are considered variable compensation,

based on long-term Company performance and are paid in stock.

Combined base salary, target bonus

opportunity and target long-term

incentive opportunity

approximately at the median of the

peer group (or above or below

based on performance).

Employee

Benefits(1)

Protect against catastrophic expenses and loss of income (health,

disability and life insurance plans) and provide retirement

income (savings and pension). There are features in the savings

and pension programs that preserve or restore benefits that are

reduced or otherwise limited by IRS rules for those plans.

Executives participate in these "restoration" features on the same

basis as all other employees.

Combined value approximately at

the median of general industry.

Perquisites

Assist in attracting and retaining executive talent at a practical

value for the Company.

Approximately at or below median

of general industry.

Post-

Termination

Compensatio

n

Provide the basis for rapid transition out of the Company that is

fair to the executive and to the Company by providing

temporary income following an executive's involuntary

termination (other than for cause).

Approximately at median of peer

group.

(1)

The benefit plan descriptions in this proxy statement and accompanying the following tables provide an

explanation of the major features of our employee benefit plans. These plans are administered and governed

at all times by the official plan documents and the descriptions in the proxy statement of these plans are


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qualified in their entirety by reference to the applicable document. The Company reserves the right to amend,

suspend or terminate the plans completely

Manpower Planning & Development

Section A

1 HR means employees in organisation, who work to increase the

profit for organisation.

Development, it is acquisition of capabilities that are needed to do

the present job, or the future expected job.

After analyzing Human Resource and Development we can simply

stated that, HRD is the process of helping people to acquire

competencies.

Climate, this is an overall feeling that is conveyed by the physical

layout, the way employees interact and the way members of the

organisation conduct themselves with outsiders.

2 Delphi method ( /d lfa/DEL-fy) is a structured communication technique, originallydeveloped as a systematic, interactiveforecasting method which relies on a panel of experts.[1]

In the standard version, the experts answer questionnaires in two or more rounds. After each

round, a facilitator provides an anonymous summary of the experts forecasts from the previousround as well as the reasons they provided for their judgments. Thus, experts are encouraged to

revise their earlier answers in light of the replies of other members of their panel. It is believed that

during this process the range of the answers will decrease and the group will converge towards

the "correct" answer. Finally, the process is stopped after a pre-defined stop criterion (e.g. number

of rounds, achievement of consensus, stability of results) and the mean ormedian scores of the

final rounds determine the results.[2]

3 Succession planning is a process for identifying and developing internal people with the

potential to fill key business leadership positions in the company. Succession planning increases

the availability of experienced and capable employees that are prepared to assume these roles as

they become available. Taken narrowly, "replacement planning" for key roles is the heart of

succession planning. Effective succession or talent-pool management concerns itself with building

a series of feeder groups up and down the entire leadership pipeline or progression (Charan,

Drotter, Noel, 2001). In contrast, replacement planning is focused narrowly on identifying specific
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back-up candidates for given senior management positions. For the most part position-driven

replacement planning (often referred to as the "truck scenario") is a forecast, which research

indicates does not have substantial impact on outcomes.

4 Macro level planning is usually done on a large scale keeping in view the need of a

wider sector. An example is given to understand the Macro level planning better.

The example is based on Indian Governments plans to handle an increased inflow of

tourists, as plans were afloat to increase tourist arrivals by 1.5 percentage. The plan

broadly centred around two major points:

1 ) Human Resource available at time of the planning period; and

2) Human Resource requirements in future.

The first aspect was based on the people - both skilled and unskilled - working in the

tourism and its allied industry. An estimate was approximately decided upon to find a

number understandable.

5 Employee counselling is a psychological health care intervention which can takemany forms. Its aim is to assist both the employer and employee by intervening withan active problem-solving approach to tackling the problems at hand.

The costs to industry and commerce each year associated with employees poorpsychological health are enormous. A significant proportion of the Gross National

Product (GNP) of industrialized countries is lost each year through ill-health,particularly in respect of stress-related illness.

6 Manpower Planning which is also called as Human Resource Planning consists of putting right number

of people, right kind of people at the right place, right time, doing the right things for which they are suitedfor the achievement of goals of the organization. Human Resource Planning has got an important place inthe arena of industrialization. Human Resource Planning has to be a systems approach and is carried out ina set procedure. The procedure is as follows:

1. Analysing the current manpower inventory2. Making future manpower forecasts3. Developing employment programmes4. Design training programmes

7 Job enlargement means increasing the scope of ajob through extending the range of its job

duties and responsibilities generally with in the same level and periphery. This contradicts the

principles ofspecialisation and thedivision of labourwhereby work is divided into small units,

each of which is performed repetitively by an individual worker. Some motivational theories

suggest that the boredom and alienation caused by the division of labour can actually cause

efficiency to fall. Thus, job enlargement seeks to motivate workers through reversing the process

of specialisation. A typical approach might be to replaceassembly lines with modular work;
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instead of an employee repeating the same step on each product, they perform several tasks on a

single item. In order for employees to be provided with Job Enlargement they will need to be

retrained in new fields which can prove to be a lengthy process.

8 Employee retention refers to the ability of an organization to retain its employees. Employee

retention can be represented by a simple statistic (for example, a retention rate of 80% usually

indicates that an organisation kept 80% of its employees in a given period). However, many

consider employee retention as relating to the efforts by which employers attempt to retain

employees in their workforce. In this sense, retention becomes the strategies rather than the

outcome

9 It is about identifying preferred behaviours and personal skills which distinguish

excellent and outstanding performance from the average.A Competency is the ingredients

(skills, knowledge, attributes and behaviours) that contribute to excellence.

The use of Competencies can include: assessment during recruitment, assessment during

further development; as a profile during assessment to guide future development needs;

succession planning and promotion; organisational development analysis.Techniques

used to map Competencies include Critical Incident Analysis and Repertory Grid.

10 Job enrichment is an attempt to motivate employees by giving them the opportunity to use

the range of their abilities. It is an idea that was developed by the

AmericanpsychologistFrederick Hertzbergin the 1950s. It can be contrasted tojob

enlargement which simply increases the number of tasks without changing the challenge. As such

job enrichment has been described as 'vertical loading' of a job, while job enlargement is

'horizontal loading'. An enriched job should ideally contain:

A range of tasks and challenges of varying difficulties (Physical or Mental)

A complete unit of work - a meaningful task

Feedback, encouragement and communication

Section B

Q1 Employee engagement, also called worker engagement, is abusinessmanagementconcept. An "engaged employee" is one who is fully involved in, and

enthusiastic about theirwork, and thus will act in a way that furthers theirorganization'sinterests. According to Scarlett Surveys, "Employee Engagement is a measurable degreeof an employee's positive or negative emotional attachment to their job, colleagues andorganization which profoundly influences their willingness to learn and perform at work".Thus engagement is distinctively different from employee satisfaction, motivation andorganisational culture.

Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses(superiors) provide equal opportunities for growth and advancement to all the employees

Performance appraisal
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Performance Mang System

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