HRM Essay

1. What are the five basic functions of the management process? Explain
some of the specific activities involved in each function. Which function is
most closely associated with human resource management?
Answer: The five basic functions are planning, organizing, staffing, leading, and
controlling.
- Planning activities include establishing goals and standards, developing rules
and procedures, and developing plans and forecasting.
- Organizing activities include giving specific task assignments to subordinates,
establishing departments, delegating authority to subordinates, and establishing
channels of authority and communication.
- Staffing activities include determining what type of people should be hired,
recruiting prospective employees, and setting performance standards.
- Leading activities include maintaining morale and motivating subordinates.
- Controlling activities include setting standards such as sales quotas and quality
standards and taking corrective action as needed.
Staffing is the function most readily related to human resource management.
However, HR managers perform all five functions.
2. What tools are available for projecting personnel needs? Provide your
answer in a brief essay.
Answer:
Trend tools used for projecting personnel needs include trend analysis, the ratio
analysis, and scatter plot. Trend analysis means studying variations in your firm's
employment levels over the last few years. Trend analysis can provide an initial
estimate of future staffing needs, but employment levels rarely depend just on the
passage of time. Other factors (like changes in sales volume and productivity) also
affect staffing needs. Another simple approach, ratio analysis, means making
forecasts based on the historical ratio between some causal factor (like sales volume)
and the number of employees required (such as number of salespeople). Also, a
scatter plot shows graphically how two variables—such as sales and your firm's
staffing levels—are related.
3. How does job analysis support human resource management activities?
Briefly describe one of the methods commonly used for gathering job
analysis data.
Job analysis provides information for recruitment and selection by laying out
what the job entails and what human characteristics are required to perform
these activities. This information helps management decide what sort of people
 to recruit and hire. Job analysis information is also crucial for estimating the
value of each job and its appropriate compensation. A performance appraisal
compares each employee's actual performance with his or her performance
standards. Managers use job analysis to determine the job's specific activities
and performance standards. Job analysis interviews are one of the most used
methods for gathering job analysis data. They range from completely
unstructured interviews to highly structured ones containing hundreds of
specific items to check off. Managers may conduct individual interviews with
each employee, group interviews with groups of employees who have the same
job, and/or supervisor interviews with one or more supervisors who know the
job.
4. What is human resource management? What competencies are necessary
for HR managers to succeed in today's business environment? Explain
your answer in a brief essay
- Human resource management is the process of acquiring, training, appraising,
and compensating employees, and of attending to their labor relations, health
and safety, and fairness.
- The SHRM Human Resource Manager competencies are leadership &
navigation, ethical practice, business acumen, consultation, critical evaluation,
global & cultural effectiveness and communication. HR managers need to
show how their actions are "adding value" for the organization as a whole
5. Why are tests and other screening tools an important aspect of employee
selection? What rights do test takers have during the testing process?
Once you review your applicant resume, the next step is selecting the best candidates
for the job, which is where testing and other screening tools become important.
Employers narrow the applicant pool by using screening tools such as tests,
assessment centers, and background and reference checks. Then the supervisor can
interview likely candidates and decide who to hire. Nothing you do at work is more
important than hiring the right employees.
- It is important for three main reasons: performance, costs, and legal
obligations.
Test takers have rights to privacy and feedback under the American Psychological
Association's (APA) standard for educational and psychological tests; these guide
psychologists but are not legally enforceable.
Test takers have the right to the confidentiality of test results, the right to informed
consent regarding use of these results, the right to expect that only people qualified to
interpret the scores will have access to them, or that sufficient information will
accompany the scores to ensure their appropriate interpretation and the right to expect
the test is fair to all. For example, no one taking it should have prior access to the
questions or answers.
 6. Explain the difference between line authority and staff authority. What
type of authority do human resource managers usually have?
- Line authority traditionally gives managers the right to issue orders to other
managers or employees. Line authority therefore creates a superior (order
giver)-subordinate (order receiver) relationship.
Example: When the vice president of sales tells her sales director to "get the sales
presentation ready by Tuesday." She is showing her line authority.
- Staff authority gives a manager the right to advise other managers or
employees. It creates an advisory relationship.
Example: When the human resource manager suggests that the plant manager use a
particular selection test, he or she is showing staff authority
Human resource managers are usually staff managers (those with staff (advisory)
authority are staff managers). They assist and advise line managers in areas like
recruiting, hiring, and compensation.
7. What is off-the-job training? What types of off-the-job training methods
are most frequently used by employers?
- Off-the-job training refers to an education method where employees learn more
about their job or the latest advancements in their field at a location away from
their workplace.
- Off-the-job training methods are most frequently used by employers:
Classroom Lectures: Traditional teaching method with an instructor delivering
information to a group of learners in a classroom setting.
Audio-Visual Training: Uses videos, slideshows, and other visual aids to enhance
learning.
Simulation: Replicates real-world scenarios for employees to practice skills in a
controlled environment.
Vestibule Training: Conducted in a separate area that resembles the actual work
environment, allowing hands-on practice without impacting actual operations.
Case Studies: Analysis of real or hypothetical business situations to develop problem-
solving skills.
Role-Playing: Employees act out scenarios to practice interpersonal and
communication skills.
Programmed Instructions: Self-paced learning using manuals or computer-based
training programs.
Management Games: Interactive games that simulate business challenges to develop
decision-making and strategic thinking skills.
8. What is MBO method? Propose at least 5 KPIs for a position of recruiter.
Present in table format.
- Management by Objectives (MBO) is a strategic approach to enhance the
performance of an organization. It is a process where the goals of the
organization are defined and conveyed by the management to the members of
the organization with the intention to achieve each objective.

9. Identify 5 steps in ADDIE process. Explain one step.

- The ADDIE model is an instructional design model used by training
developers and other educators. It consists of five critical phases: Analyse,
Design, Develop, Implement and Evaluate.

Step 1: Analysis : This phase involves identifying the learning needs, goals, and the
target audience's characteristics to ensure the training is relevant and aligned with
learners' requirements. It's where we ask, "What problem are we solving?" and "Who
are we solving it for?"

Step 2. Design: Design is where we plan the learning journey. We outline

objectives, structure the content, and decide how we're going to measure success. It’s
the blueprint phase, where creativity meets strategy.

Step 3. Development: brings our plan to life. We create the materials, develop the
content, and prepare the resources. This stage is all about building an engaging and
interactive learning environment.

4. Implementation: Implementation puts our course in the hands of learners. It's more
than just delivering content; it’s about ensuring accessibility, understanding, and
application. This phase often includes training facilitators and providing support.

5. Evaluation: Evaluation closes the loop, but it also feeds into the beginning of the
next cycle. We assess the effectiveness of the training, gather feedback, and identify
areas for improvement. It’s about refining and enhancing for even better results next
time.

10.Identify common benefits for employees. Propose benefit packages for

female managers.
a. Supplemental pay benefits are the costliest benefit, including holidays,
vacations, jury duty, funeral leave, military duty, personal days, sick leave,
sabbatical leave, maternity leave, and unemployment insurance payments for
laid-off or terminated employees.
b. Insurance benefits: Most employers also provide several required or voluntary
insurance benefits, such as workers’ compensation and health insurance.
c. Retirement benefits: The first contingent of baby-boomers presents two
challenges for employers. First, employers are taking steps to entice older
workers to keep working in some capacity. Second, retirement funding is a big
issue.
d. Personal services and family - friendly benefits: Employers provide various
services benefits including personal services (such as legal and personal
counseling), “family - friendly” services (such as child-care facilities),
educational subsidies, and executive perquisites (such as company cars for its
executives)
Benefit Packages for Female Managers:
- Parental Support:
+ Parental Leave: Extended paid leave for new mothers and fathers.
+ Childcare Assistance: Subsidized or on-site childcare services.
+ Return-to-Work Coaching: Support during the transition back to work after
parental leave3.
- Health and Wellness:
+ Fertility Support: Resources for family planning, fertility treatments, and
adoption.
+ Mental Health Services: Access to counseling and stress management
programs.
+ Wellness Programs: Promote physical and mental well-being
- Professional Development:
+ Leadership Training: Programs to enhance managerial skills.
+ Networking Opportunities: Encourage connections with other female leaders.
+ Education Assistance: Support for pursuing advanced degrees or
certifications
- Equitable Compensation:
+ Equal Pay Initiatives: Ensuring fair pay regardless of gender.
+ Salary Transparency: Clear communication about compensation.
+ Performance Bonuses: Recognize and reward achievements
11.What is on-the-job training? What types of on-the-job training methods
are most frequently used by employers?
- On-the-job training (OJT) means having a person learn a job by doing it. Every
employee, from mailroom clerk to CEO, gets on-the-job training when he or
she joins a firm. In many firms, OJT is the only training available. The types of
on-the-job training include the coaching or understudy method, the job rotation
method, and the special assignments method.
- Using the understudy method, an experienced worker or the trainee's
supervisor trains the employee. At lower levels, the trainee might observe the
supervisor, but it is also used at higher levels. Job rotation means that an
employee moves from job to job at planned intervals. This is common in
management training programs. Special assignments give employees firsthand
experience in working on actual problems
12.Why is it important for a manager to appraise a subordinate's
performance? How can a manager handle a subordinate who is defensive
when told that his or her performance is poor?
There are four reasons for conducting performance appraisals.
- First, most employers base pay, promotion, retention decisions on the
employee's appraisal.
 - Second, appraisals play a central role in the employer's performance
management process.
- Third, it lets the manager and subordinate develop a plan for correcting any
deficiencies that might exist and to reinforce and support things that are done
well.
- Fourth, appraisals can serve a useful career planning purpose by providing the
opportunity to review the employee's career plans considering his or her
strengths and weaknesses.
When a supervisor tells someone his or her performance is poor, the first reaction is
often denial. Denial is a defense mechanism. Understanding and dealing with
defensiveness is an important appraisal skill. A supervisor should recognize that
defensive behavior is normal and never attack a person's defenses. A supervisor
should postpone action because given sufficient time, a more rational reaction may
take over. A supervisor should not try to be a psychologist. Offering understanding is
one thing; trying to deal with psychological problems is another.
13.What is programmed learning and why is it used in organizations?
Programmed learning is a step-by-step self-learning method using a medium such as
a textbook, computer, or the Internet.
The three parts of the method include presenting questions, facts, and problems to the
learner, allowing the person to respond, and then providing feedback on the accuracy
of answers. Programmed learning reduces training time. It also facilitates learning by
letting trainees learn at their own pace, get immediate feedback, and reduce their risk
of error. Some argue that trainees do not learn much more from programmed learning
than from a textbook. Yet studies generally support programmed learning's
effectiveness. In addition to the usual programmed learning, computerized intelligent
tutoring systems learn what questions and approaches worked and did not work for
the learner, and then adjust the instructional sequence to the trainee's unique needs
14.What are the differences between internal and external sources of
candidates? Which one do you recommend recruiting for the HR Manager
position.
Internal Sources: Sourcing candidates from within the organization.
+ Advantages:
- Faster onboarding: Familiar with company culture and processes.
- Cost-effective: Less expenditure on recruitment and onboarding.
- Motivational: Boosts employee morale and engagement.
- Succession planning: Identifies potential leaders for future roles.
+ Disadvantages:
 - Limited talent pool: Might not find the exact fit for the role.
- Potential conflicts: Internal competition can create tension.
- Stagnation: Lack of fresh perspectives.
External Sources: Sourcing candidates from outside the organization.
+ Advantages:
- Larger talent pool: Access to a wider range of skills and experiences.
- New perspectives: Brings fresh ideas and approaches.
- Industry expertise: Can hire someone with specific industry knowledge.
+ Disadvantages:
- Longer hiring process: More time-consuming to find and onboard.
- Higher costs: Recruitment fees and onboarding expenses.
Recommendation for HR Manager Position: a combination of both internal and
external sourcing is often recommended.
Internal: Identify potential candidates: Look for high-performing individuals in HR or
related departments who demonstrate leadership potential. Assess their qualifications:
Evaluate their knowledge, skills, and experience against the job requirements.
Consider career development: Offer opportunities for growth and development to
encourage internal mobility.
External: Expand the talent pool: Cast a wide net to attract candidates with diverse
backgrounds and experiences. Target specific industries: Focus on industries relevant
to your company's operations. Leverage professional networks: Utilize HR networks
and associations to find qualified candidates.
Ultimately, the best approach depends on the specific needs of your organization.