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[email protected] Call: 9971223030 1. Differentiate HRM and HRD. Answer: Human resources are an essential section of any organization, company or institute. Recognizing this importance, separate branches geared towards the development and the safeguarding of this sector has evolved over time. HRD and HRM are two such subjects that cater to this growing need today. Definition of HRM Human Resource Management, shortly known as HRM refers to a systematic branch of management that is concerned with managing people at work so that they can give best results to the organisation. It is the application of management principles to the people working in the organisation. It aims at improving the performance and productivity of the organisation by finding out the effectiveness of its human capital. Therefore, HRM is an art of placing the right person at the right job, to ensure the best possible use of organisation’s manpower. The process involves an array of activities that begins with the recruitment, selection, orientation, & induction, training & development, performance appraisal, incentives & compensation, motivation, maintaining workplace safety, health & welfare policies, managing relationship with the organisation, managing change. Definition of HRD The term Human Resource Development or HRD refers to the development of people working in an organisation. It is a part of HRM; that aims at improving skills, knowledge, competencies, attitude and behaviour of employees of the organisation. The purpose of the HRD is to empower and strengthen the abilities of the employees so that their performance will get better than before. Human Resource Development involves providing such opportunities to the employees that will prove beneficial in their all around development. Such opportunities include training & development, career development, performance management, talent management, coaching & mentoring, key employee identification, succession planning and so on. Nowadays, there are many organisations work for the human resource development of employees from the day they join the enterprise, and the process continues, until the end of their employment term. Difference between HRD and HRM: HRD and HRM are both practices that deal with human resources of a company. Usually in large organizations, there exists entire departments dedicated to HRM where trained professionals work together solely towards the amelioration of this aspect, dealing with both HRD and HRM functions. HRD is human resource development. HRM is human resource management. • HRD deals with functions such as performance development and management, training, career development, mentoring, coaching, succession planning, tuition assistance, key employee identification, etc. HRM deals with functions such as employee training, recruitment, performance appraisals as well as duly rewarding the employees. • HRD is a part of HRM. HRM deals with all HR initiatives while HRD only deals with the development factor. • HRM functions are more formal than of HRD functions. Human Resource Management (HRM) is a branch of management; that is concerned with making best possible use of the enterprise’s human resources. On the other end, Human Resource Development (HRD) is a wing of HRM that keeps focusing on the development part of the organisation’s manpower. There are many people, to whom HRM and HRD convey the same meaning, but this is not true. We have compiled an article here, to make you understand the differences between HRM and HRD. Have a look. Basis of Comparison HRM HRD Meaning Human Resource Human Resource Management refers to Development means a the application of continuous principles of development function management to that intends to improve manage the people the performance of working in the people working in the organization. Human Resource Development means a continuous development function that intends to improve the performance of people working in the organisation. Subset of Human Resource Management. On the other hand. Human Resource Management refers to the application of principles of management to manage the people working in the organisation. which aims at developing the skill. What is it? Management function. . 4. HRM is a routine process and a function of administration. knowledge and competency of workers and the entire organisation. Key Differences Between HRM and HRD The significant differences between HRM and HRD are discussed in the following points: 1. Function Reactive Proactive Objective To improve the To develop the skills. Process Routine Ongoing Dependency Independent It is a subsystem. HRD falls under the umbrella of HRM. HRM is a function of management. In contrast to HRD. The basic objective of HRM is to improve the efficiency of employees. Conversely. competency of employees. 3. organization. 2. that meets the changing demands of the human resource in the organisation and anticipates it. HRD is an ongoing process. 5. performance of the knowledge and employees. Concerned with People only Development of the entire organization. HRM is a reactive function as it attempts to fulfil the demands that arise while HRD is a proactive function. “the primary purpose of audit is to know how the various units are functioning and how they have been able to meet the policies and guidelines which were agreed upon. An effective HR audit helps in identifying the need for improvement and enhancement of the HR function.e. monitoring. performance appraisal. employee engagement and empowerment. developing. HR audit. that is a subsystem of a big system. 2.” Human Resource Audit is a comprehensive method of objective and systematic verification of current practices. staffing. As opposed to HRM where there are separate roles to play.D. Human Resource Management is concerned with people only. talent management. maintaining. policies and procedures prevalent in the HR system of the organization. HRD is an organizationally oriented process. which makes it an independent function. training. helps in analyzing the gap between ‘what is the current HR function’ and ‘what should be/could be the best possible HR function’ in the organization.6. Conclusion HRM differs with HRD in a sense that HRM is associated with management of human resources while HRD is related to the development of employees. It also guides the organization in maintaining compliance with ever-changing rules and regulations. Gray. . career development. Human Resource Management is a bigger concept than Human Resource Development. 7. managing relationship and evaluating whereas the latter covers in itself the development part i. thus. documentation. Unlike Human Resource Development. The former encompasses a range of organisational activities like planning. learning. that focus on the development of the entire organisation. Define human resource audit. According to R. and to assist the rest of the organization by identifying the gap between objectives and results for the end product of an evaluation should be to formulate plans for corrections or adjustments. thus. Primary components of the HR system which are generally audited include – documentation. partners or society. HR consulting firms render the service of external HR auditors. and to assist the rest of the organization by identifying the gap between objectives and results for the end product of an evaluation should be to formulate plans for corrections or adjustments. . personnel policies. viz. examining compliance with legal requirements and organization’s policies. According to R. It is necessary for the top management to establish the terms and scope of the audit clearly before the external firm to make the audit successful. strategies and objectives. termination. seeking HR related opportunities available within the organization.” The American Accounting Association’s Committee on Human Resource Accounting (1973) has defined Human Resource Accounting as “the process of identifying and measuring data about human resources and communicating this information to interested parties”. compensation and employee benefit system. Generally.D. HR auditor can be internal or external to the organization.Though HR auditing is not mandatory like financial auditing. not only involves measurement of all the costs/ investments associated with the recruitment. key performance indicators. dealing with situation of merger and acquisitions. yet. etc. and HR Information Systems (HRIS). employee relations. “the primary purpose of audit is to know how the various units are functioning and how they have been able to meet the policies and guidelines which were agreed upon. placement. measuring the work processes. legal policies. organizations these days are opting for regular HR audits in order to examine the existing HR system in line with the organizations policies. and legal requirements. training and develop ent of employees. HRA. Gray. analyzing ways to better serve the needs of relevant parties – employees. performance measurement and evaluation process. training and development. identifying problem areas to avoid crisis situation with appropriate planning. job descriptions. career management. but also the quantification of the economic value of the people in an organisation. recruitment and selection. This includes defining the exact purpose of audit. of the Human Resource Department and to suggest remedial actions. v To evaluate the Personnel staff and employees with reference to the Performance Appraisal Reports and suggest suitable recommendations for improving the efficiency of the employees. whether they have implemented the directives and guidelines for effective Management of the Human resources in their respective Departments. directives. shortcomings if any. such as ensuring legal compliance. procedures. . and advise for effective performance of the work of the Human Resource Department. To know the factors which are detrimental to the non-implementation or wrong implementation of the planned Programmes and activities. Objectives of the Human Resource Audit To review the performance of the Human Resource Department and its relative activities in order to assess the effectiveness on the implementation of the various policies to realize the Organizational goals. practices. Benefits of Human Resource Audit Several benefits associated with Human Resource audit are listed below. short-comings. Recruitment Officers. To evaluate the job chart of the Human Resource Managers. Administrative Officers. An audit reminds member of HR department and others its contribution. helping maintain or improve a competitive advantage. HR audits may accomplish a variety of objectives.Flamholtz (1971) too has offered a similar definition for HRA. Executive Officers. irregularities. lapses. communications and other employment practices. Executives. and identifying strengths and weaknesses in training. in the implementation of the Policies. A periodic HR audit can qualify its effectiveness within an organization. To suggest measures and corrective steps to rectify the mistakes. They define HRA as “the measurement and reporting of the cost and value of people in organizational resources”. for future guidance. establishing efficient documentation and technology practices. To identify the gaps. Finds critical HR problems. Clarifies the HR department’s duties and responsibilities. These are briefly outlined as under: (1) Comparative Approach: . Perhaps most important. Stimulates uniformity of HR policies and practices. Requires thorough review of Human Resource department’s information system. there are five approaches for the purpose of evaluation. Approaches to HR Audit: According to William Werther and Keith Davis. Identifies the contribution of Human Resource department to the organization Improves the professional image of the Human Resource department. The audit helps clarify the department’s role and leads to greater uniformity. it finds problems and ensures compliance with a variety of laws and strategic plans in an organization. Encourages greater responsibility and professionalism among member of the Human Resource department.creating a more professional image of the department among manager and specialist. Ensures timely compliance with legal requirements. especially in the geographically scattered and decentralized HR function of large organisations. Reduces human resource cost through more effective Human Resource procedure. Creates increased acceptance of needed change in the Human Resource department. is used as the measures for evaluating performance. What is Induction Programme? Answer 4 . employee turnover etc. The auditors conduct the survey of actual performance and compare with the goals set. A standard for audit set by outside consultant is used as benchmark. (4) Compliance Approach: Under compliance approach the auditors make a review of past actions to determine to see whether those activities are in compliance with the legal provisions and in accordance with the policies and procedures of the company. (3) Statistical Approach: Under statistical approach the statistical information maintained by the company in respect of absenteeism. (5) MBO Approach: Under MBO approach specific targets are fixed.Under this approach auditors identify one model company and the results obtained of the organisation under audit are compared with it. 4. (2) Outside Authority Approach: In outside authority approach a benchmark is set to compare own results. The performance is measured against these targets. The first person he or she will meet is the immediate supervisor. A good induction programme should cover the following: 1. and how he fits into the organization. services offered. and expected behaviour. The points listed below should be covered during this meeting. since it will condition his or her relationship with the company. according to TPI-theory. The new employee’s first contact with his or her physical and human working environment is extremely important. but also meet interaction needs that exist among the new employees. Structure of the organization and the functions of various departments. Inductiontraining should. clientele.An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. who should present the corporate profile in addition to providing information on the organization’s background. and showing how he or she is interconnected to (and interdependent on) everyone else in the organization. Induction involves orientation and training of the employee in the organizational culture. 2. Personnel policy and sources of information. The immediate superior will also specify the newcomer’s role. The significance of the job with all necessary information about it including job training and job hazards. An Induction Programme can also include the safety training delivered to contractors before they are permitted to enter a site or begin their work. process of production and major operations involved in his job. its history and products. values. include development of theoretical and practical skills. 5. . staff. Induction is aimed at introducing the job and organization to the recruit and him or her to the organization. 4. It is usually focused on the particular safety issues of an organisation but will often include much of the general company information delivered to employees. The employee must feel supported and important. Induction of Employee is the first step towards gaining an employees' commitment. Employee’s own department and job. 3. The company. tardiness and. Grievances procedure and discipline handling. The purpose is to find out whether the employee is reasonably well satisfied with him. Specific orientation by the job supervisor: The employee is shown the department and his place of work. 8. suggestion schemes and job satisfaction. Through personal talks. Terms and conditions of service. Company policies. Social benefits and recreation services. 11. practices. 1990. transfer. 6. 9. holidays and vacations. Rules and regulations governing hours of work and over-time. the location of facilities and is told about the organization’s specific practices and customs. Follow-up orientation by either the personnel department or the supervisor: This is conducted within one week to six months of the initial induction and by a foreman or a specialist. Case Detail : Mr. methods of reporting. Opportunities. objectives and regulations. The purpose is to enable the employee to adjust with his work and environment. promotions. amenities and welfare facilities. guidance and counselling efforts are made to remove the difficulties experienced by the newcomer. The purpose is to help an employee to build up some pride and interest in the organization. 10. absenteeism.A. He rose from Officer-Grade IV to Officer-Grade I in a short . safety and accident prevention. from Karnataka University in 1989. Kumar Nidhi has been working as a manager (Credit Appraisal) in State Bank of Mysore since. 7. He got first rank in his M. An induction programme consists primarily of three steps: General orientation by the staff: It gives necessary general information about the history and the operations of the firm. overall success or daily lives. The reason. So it is hard for Nidhi to put into perspective what the training can do for him and they tend to take a “just get it done” mentality. Kumar Nidhi reluctant to undergo training can be as follows: One reason that Mr. Kumar Nidhi has been with the company for years. kumar Nidhi in the above case can find anything they need to know on the internet or from other sources. 2. But he was quite reluctant to undergo training. What is job rotation? Job rotation is a management technique that assigns trainees to various jobs and departments over a period of a few years. Personnel records of the bank shows that he is an efficient manager in Agricultural Credit. Like wise here in the case is Nidhi is into credit appraisal (Agricultural Credit. When an employee feels they are highly experienced and overqualified.span of 10 years. In this connection. Industrial Credit and Credit to small business etc. When employees don’t feel as if the provided training is beneficial to their job performance. The one more reason for the resistance of kumar Nidhi to take computer training program that he does not embrace changes and they may not see the value of ongoing training that useful. and may resist simply because they feel they can find a better way. Kumar Nidhi was asked to take training in computer operations. Mr. Mr. Answer: Many employees do not have a positive attitude toward training. Likewise.) and now bank after the 10 years of his carrier in credit filed ask him to take computer operations training for the computerize project appraisal department. Mr. Industrial Credit and Credit to small business etc. they become disinterested and resist. 1. Kumar Nidhi reluctant to undergo training? Discuss. Why was Mr. kumar Nidhi may be resisting to take computer operation training program is because they are unable to see how it relates to them or what the outcome will be. they may resist training simply because they feel they already know everything they need to know. . The bank is planning to computerise the project appraisal department. whether that is due to fear of change or lack of engagement. he may find resistance due to their level of experience. Mr. What are the determinants of learning from this case? The above case study employs a training and development function framework to estimate determinants of learning outcomes. The objective is to expose the employees to different experiences and wider variety of skills to enhance job satisfaction and to cross-train them.A job design technique in which employees are moved between two or more jobs in a planned manner. an employee is given an opportunity to perform different jobs. in the above case Mr.com Job rotation implies systematic movement of employees from one job to the other. Job remains unchanged but employees performing them shift from one job to the other. Industrial Credit and Credit to small business etc. ________ are the resources that provide utility value to all other resources.g. MCQ 1. Kumar Nidhi is assigned to the officer-Grade IV whole he learns all the jobs to be performed for officer-Grade IV at his level in the organization . A Men . -------BusinessDictionary. Although Kumar Nidhi has been working as a manager in credit appraisal department efficiently for last 10 years but when bank is planning to computerize the project appraisal department and asking to take training in computer operations. And now bank is want him to take training in computer operation. Now Kumar Nidhi can see this training as an opportunity to learn about the different field and prove himself efficient in computer operations also other than credit appraisal. 3. He is he is an efficient manager in Agricultural Credit. Once a person is able to understand this he is in a better understanding of the working of organization Job rotation is done to decide the final posting for the employee e. With job rotation. experience and ability to perform different jobs Job rotation gives an idea about the jobs to be performed at every level.after this he is shifted to the officer-Grade I. After that bank can placed him in the department in which he shows the best performance. which enriches his skills. The scope of human resource management includes D All of the above 7. namely HR professionals? . Human resource management is normally ________ in nature. Identify the managerial function out of the following functions of HR managers. The human resource management functions aim at B helping the organization deal with its employees in different stages of employment 9. The term procurement stands for A recruitment and selection 3. 2. Which of the following is an example of operative function of HR managers? C procurement 6. C organizing 5. A proactive 8. The characteristics of human resources are ________ in nature B heterogeneous 4. Which of the following aptly describes the role of line managers and staff advisors. hard HRM soft HRM medium HRM None of the above 13.C Staff advisors are solely responsible for developing. implementing and evaluating the HR programmes while line managers are not all involved in any matters concerning HR. Wright and Snell made important contribution to the growth of Strategic fit model Strategic labour allocation process model . Which of the following is closely associated with strategic human resource management? D All of the above 12. 10. Treating employees as precious human resources is the basis of the _______ approach. Strategic human resource management aims to achieve competitive advantage in the market through price product people process 14. HR strategies are generally aligned with A business strategy 11. In strategic human resource management. Four Five Six Seven 16. Which one of the following is not a part of the external environment of an organization? .Business-oriented model None of the above 15. Creating an environment that facilitates a continuous and two- way exchange of information between the superiors and the subordinates is the core of High involvement management model High commitment management model High performance management model None of the above 18. One of the components of corporate level strategy is growth strategy portfolio strategy parenting strategy All of the above 17. Strategic management process usually consists of _______ steps. The term environmental scanning stands for gathering data about the organization and its surroundings . social factors political factors legal factors organizational culture 19. Identify the odd one out of the following factors organizational structure HR systems business strategy technology 20. The first recorded human resource management initiative was made during the pre-industrial revolution era the First World War era the Second World War era None of the above 21. What is the most important contribution of the Hawthorne studies? the discovery of the informal relationship and social groups among employees the significance of lighting and ventilation for performance the difference in the performance of male and female employees the relationship between the behaviour and performance 22. When an organization creates its own environment out of its knowledge of the environment. One of the important assumptions of the ----------perspective is that uncertainty in environment is more of an internal problem and less of an external problem objective environment perspective perceived environment perspective enacted environment perspective none of the above 25. Job analysis is a process of gathering information about the job holder . it has created a/an enacted environment perceived environment objective environment none of the above 26. McGregor’s Theory X and Theory Y was introduced during the First World War` the Industrial revolution the Second World War the human relations movement 24.collecting information about the shareholders gathering information relating to the employees none of the above 23. namely. The process of bringing together different tasks to build a job is called job evaluation job design job classification job description 30. job observation and job description job specification and job observation job description and job specification None of the above 28.job management organization 27. The final process of a job analysis is the preparation of two statements. The process of grouping of similar types of works together is known as . Which of the following terms is not associated with job analysis? task duty position competitor 29. duties. and responsibilities is known as job evaluation job design job specification job description 32.job classification job design job evaluation job description 31. A structured questionnaire method for collecting data about the personal qualities of employees is called functional job analysis management position description questionnaire work profiling system none of the above . The system of ranking jobs in a firm on the basis of the relevant characteristics. The written statement of the findings of job analysis is called job design job classification job description job evaluation 33. The method that depends mainly on the ability and experience of the supervisors for gathering relevant information about the job is called the task inventory analysis method technical conference method diary maintenance method critical incident method 36. The model that aims at measuring the degree of each essential ability required for performing the job effectively is known as Fleishman Job Analysis System common metric questionnaire management position description questionnaire functional job analysis 35. Which of the following is not a component of job design? job enrichment job rotation job reengineering . 34. Designing a job according to the worker’s physical strength and ability is known as ergonomics task assortment job autonomy none of the above 37. The basic purpose of human resource planning is to identify the human resource requirements identify the human resource availability match the HR requirements with the HR availability All of the above 40. Contact www.com Call: 9971223030 .co. Moving employees from one job to another in a predetermined way is called job rotation job reengineering work mapping job enrichment 39.in for best and lowest cost solution or Email: amitymbaassignment@gmail. The primary responsibility for human resource planning lies with HR Manager general manager trade union leader line manager We Also Provide SYNOPSIS AND PROJECT.job outsourcing 38.kimsharma.