01 Shruti

what is HRM? what are the operative functions of HRM?

Human Resource Management (HRM) is the term used to describe formal systems devised
for the management of people within an organization.
The responsibilities of a human resource manager fall into three major areas: staffing,
employee compensation and benefits, anddefining/designing work.
HRM, or simply HR) is a function in organizations designed to maximize employee performance in
service of an employer's strategic objectives.
HR is primarily concerned with the management of people within organizations, focusing
on policies and on systems.[2]
HR departments and units in organizations typically undertake a number of activities,
including employee benefits design employee recruitment, "training and development",performance
appraisal, and rewarding (e.g., managing pay and benefit systems).
HR also concerns itself with industrial relations, that is, the balancing of organizational practices
with requirements arising from collective bargaining and from governmental laws.
Human Resources is a business field focused on maximizing employee productivity. Human
Resources professionals manage the human capital of an organization and focus on implementing
policies and processes.
They can be specialists focusing in on recruiting, training, employee relations or benefits. Recruiting
specialists are in charge of finding and hiring top talent.
Training and development professionals ensure that employees are trained and have continuous
development. This is done through training programs, performance evaluations and reward
programs.
Employee relations deals with concerns of employees when policies are broken, such as
harassment or discrimination. Someone in benefits develops compensation structures, family leave
programs, discounts and other benefits that employees can get.
On the other side of the field are Human Resources Generalists or Business Partners. These
human resources professionals could work in all areas or be labor relations representatives working
with unionized employees.

OPERATIVE FUNCTIONS
1. Employment
2. Hrd
3. Compensation
4. Human relations
5. IR

MANAGERIAL
PODC

02 Kedar Hole
what are the three dimension of personnel management?

Personnel Management is concerned with people at work and their relationships with each other.
It may be defined as a set of programs functions and activities designed to maximize both personal and competent
people.
It involves the establishment of various policies to deal with employees and to retain them.
To this end, it lays the rules regarding working conditions, designs, appropriate compensation plans and strengthens
employer employees relations.
According to the national Institute of Personnel Management (NIPM) the three important dimensions of personnel
management include:

03 Yogita :
Distinguish between Personnel Management and Human Resource Management.
1.

Personnel management is a traditional approach of managing people in the organization.

Human resource managementis a modern approach of managing people and their strengths in the organization.
2.

Personnel management focuses on personnel administration, employee welfare and labor relation.
Human resource management focuses on acquisition, development, motivation and maintenance of human
resources in the organization.

3.

Personnel management assumes people as a input for achieving desired output.

Human resource management assumes people as an important and valuable resource for achieving desired
output.

4.

Under personnel management, personnel function is undertaken for employee's satisfaction.

Under human resource management, administrative function is undertaken for goal achievement.

5.

Under personnel management, job design is done on the basis of division of labor.
Under human resource management, job design function is done on the basis of group work/team work.

6.

Under personnel management, employees are provided with less training and development opportunities.
Under human resource management, employees are provided with more training and development opportunities.

7.

In personnel management, decisions are made by the top management as per the rules and regulation of the
organization.
In human resource management, decisions are made collectively after considering employee's participation,
authority, decentralization, competitive environment etc.

8.

Personnel management focuses on increased production and satisfied employees.

Humanresource management focuses on effectiveness, culture, productivity and employee's participation.

9.

Personnel management is concerned with personnel manager.

Human resource management is concerned with all level of managers from top to bottom.

10. Personnel management is a routine function. Human resource management is a strategic function.

04 : Deepa Gaikwad
What are the functions of Human Resource Management?

OPERATIVE FUNCTIONS
1. Employment
2. Hrd
3. Compensation
4. Human relations
5. IR

MANAGERIAL
PODC

05. Geetanjali :

What are the five operating functions of personnel Management? Explain

any one of the following Operating Functions?
It is an activity of establishing contact between
employers and applicants.

It is a process of picking up more competent and

suitable employees.

6. Dipesh :
What is HRM? and what are the objectives of HRM.?

1.Organizational Objectives:
HRM is a means to achieve efficiency and effectiveness. It serves other functional areas, so as to help
them to attain efficiency in their operations and attainment of goals to attain efficiency.Acquiring right man
for the right job at right time in right quantity, developing through right kind of training, utilizing the selected
workforce, and maintaining the workforce are the organizational objectives of HRM. Succession planning
is an important issue to be taken up as a contemporary organizational objective.

2. Functional Objectives:
HRM performs so many functions for other departments. However, it must see that the facilitation should
not cost more than the benefit rendered.

3. Personal Objectives:
In todays world there is shortage of requisite talent. Employees are encouraged by competitive firms to
change the jobs. HRM has the responsibility to acquire, develop, utilize, and maintain employees.
This would be possible only when the HRM helps employees to achieve their personal goals to get their
commitment. Creating work-life balance for the employees is a personal objective.

4. Societal Objectives:
HRM must see that the legal, ethical, and social environmental issues are properly attended to. Equal
opportunity and equal pay for equal work are the legal issues not to be violated. To take care of farmers
(whose land has been acquired for the factory) and tribals (who are displaced by industries and mining
companies) are the ethical issues.
The results are clear when these issues are not taken care of. To help the society through generating
employment opportunity, creating schools and dispensaries, helping women empowerment are the social
responsibility issues.

7. Kiran :
Steps in the organisation for management development program?

(i) Looking at organisational ObjectivesThe first step in management development

programme is to identify the organisation's objectives. The objectives tell "Where
we are going" and will develop a framework from which the executive needs can be
determined.
(ii) Ascertaining Development NeedsNext step is ascertaining development needs
which requires forecast its needs for present and future growth. This is based upon
a comprehensive job analysis with particular reference to the kind of management
work performed, the kind of executives needed and the kind of education,
experience, Training, special knowledge, skills personal traits, etc, required for such
work.
(iii) Appraisal of present Management talentsAppraisal of present management
talent is made with a view to determining qualitatively the type of personnel
available within an organisation itself. The performance of a management individual
is compared with the standard expected of him. His personal traits are also
analysed so that a value judgment may be made of his potential for advancement.

(iv) Management power Inventory- prepared for the purpose of getting complete
information about each management individual's bio-data and educational
qualifications the results of tests and performance appraisal. From these it can be
known that several capable executives are available for training for higher positions.
An analysis of the information will bring to the attention of the management the
potential obsolescence of some of the present executives, the inexperience or
shortage of managers in certain functions and skill deficiencies relative to the future
needs of the organisation.
(v) Individual Development ProgrammeThe planning of individual development
programmes in undertaken to meet the needs of different individuals, keeping in
view the differences in the attitudes and behaviour, and in their physical,
intellectual and emotional qualities. The weak and strong points of an individual are
known from his performance appraisal reports and on this basis, training
programme are framed and launched.
(vi) Establishment of training and Development ProgrammesThis job is done by
the personnel department. A comprehensive and well-conceived programme is
prepared, containing concentrated brief courses in different fields viz. human
relations, decision making, leadership etc.
(vii) Evaluating Development Programmes-Evalution of training is any attempt to
obtain information (feedback) on the effects of a training programme and assess
the value of training. The most important means of evaluating development
programmes are observation, ratings, trainee surveys, trainee interview sets.

8. Ian :
Objectives of Recruitment?
Recruitment is the way in which an organization tries to attract the people from whom it will
ultimately make selection.
According to Edwin B. Flippo, Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in an organization

Recruitment (hiring) is a core function of hrm.

Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Recruitment refers to the overall process of attracting, selecting and appointing suitable
candidates for jobs (either permanent or temporary) within an organization.
Recruitment can also refer to processes involved in choosing individuals for unpaid positions,
such as voluntary roles or unpaid trainee roles.
Managers, human resource generalists and recruitment specialists may be tasked with carrying
out recruitment, but in some cases public-sector employment agencies, commercial recruitment
agencies, or specialist search consultancies are used to undertake parts of the process.
Internet-based technologies to support all aspects of recruitment have become widespread.

OBJECTIVES

To attract people with multi-dimensional skills and experience that suit the
present and future organisational strategies

To induct outsiders with a new perspective to lead the company to infuse fresh
blood at all levels of the organisation

To develop an organisational culture that attracts

company

To search or head hunt/head pouch people whose skills fit the companys values

To devise methodologies for assessing psychological traits

To seek out non-conventional development grounds of talent

To search for talent globally and not just within the company

competent people to the

To design entry pay that competes on quality but not on quantum

o

To anticipate and find people for positions that do not exist yet

9 .Anuj :
What are the recent developments in training???
1. Employee Self-Initiative
2. Online Training
3. Audio-Visual Methods
4. E-training

10 Sunisha :
Distinguish between Training nd Development ....

Training is a learning process in which

Development is an educational process in which the

employees get an opportunity to develop skill,

personnel of the organization get the chance to learn the in

competency and knowledge as per the job

depth application of theoretical knowledge for their overall

requirement.

growth.

11 Shilpa : Q
. What are the importance of Training

Respond to technology changes affecting job requirement.

Respond to organizational restructuring.

Adapt to increased diversity of the workforce.

Support career development.

Fulfill employee need for growth.

Achieving higher standard of quality.

Moulds employee attitude.

Better and economical use of materials.

12. Kaval :
what are the various training methods?.

13. Snehal B :
Features of HRM.

1. Human Resource Management Is A Management Of An Individual

Human resource management is concerned with people dimension of management. Hence
it manages different people such as worker/labor, supervisors, managers, departmental
heads and other related top managers too. Therefore, human resource managementis
defined as the management of human resource and their commitment towards work.
2. Human Resource Management Is A Continuous Process
Human resource management is not a shot affair, rather it is an ongoing process of
managing people and their competencies. It is continued till the dissolution of an
organization. All the processes involved in HRM should run continuously.
3. Human Resource Management Is A Dynamic Function
The principles and practices of HRM should not be rigid. Rather they should be dynamic. It
means HRM is a dynamic function whereby the procedures and practices are influenced by
the environmental factors. Employees should gain an updated knowledge and ability to
work in the changing environment.
4. Human Resource Management Is a Universal Function
HRm is a universal function in the sense that it is applicable in all types of organizations.
The principles and practices are applied irrespective of size, nature, scope and purpose of
the organization.

5. Human Resource Management Is A Strategic Approach

HRM is taken as strategic approach for organizational development. It helps to mobilize
humanresource in the organization in order to achieve the stated goals and objectives
strategically. All the activities of management are arranged in such a way that they are
interconnected with efficient and effective utilization of human resources according to
change in organizational strategy.
6. Integration Of Goals
Usually there is a goal difference between organizational goal and individual goal. An
employee wants to satisfy his/her individual goal first. But managers want to accomplish
organizational goals before something else. Hence, HRM practices and principles help in
integrating individual and organizational goal into a framework. As a result of which,
employees are motivated towards higher level work performance for achievement of
organizational goal.
7. Human Resource Management Is Future-oriented
HRM

is

future

oriented

behavior

in

the

sense

that

it

helps

in

assessing

human resource requirement for future. It helps in determining future goals and objectives
of the organization and it employees the people to get the job done in future period of time.

14. Deepak :
What are the Selection Process?Explain it in detail?

15. Satish J : )
What are roles of HR manager?

16. Abhijeet G :
Explain the term personnel policies and it's types?

A personnel policy is a preplanned course of action establishing a guide to work toward

acceptable outcomes and objectives.Personnel policies are the rules that govern how to
deal with a human resources orpersonnel related situation.

Originated policies: These are established by top management deliberately so as to guide executive thinking at
various levels.

Appealed policies: These are formulated to meet the requirements of certain peculiar situations which have not been
covered by the earlier policies. Such requests usually came from subordinates who fail to handle the cases based on
guidance offered be existing policies.

Imposed policies: These are formed under pressure from external agencies such as government trade associations
and unions.

General policies: They reflect the basic philosophy and priorities of the top management in formulating the brand plan
for mapping out the organizations growth chart.

Specific policies: These policies cover specific issues each as hiring, rewarding and bargaining. Such policies,
however, should be in line with the basic framework offered by the general policies.

Written or implied policies: implied policies are inferred from the behavior of members (such as dress code, gentle
tone while talking to customers not getting angry while at work etc) written policies on the other hand, spell out
managerial thinking on paper so that there is very
little room for loose interpretation.

17.Surbhi :
Define personal Management ? what are the qualities & qualification of a
personal Manager ?

Communication
A good HR manger is an attentive listener and effective communicator. An essential part
of his duties includes addressing employees' grievances. He organizes meetings with
employees to acquire feedback on matters affecting their workplace duties and
relationships. He listens to employees without unnecessary interruptions, asks
appropriate questions and addresses them in such a manner as to assuage any
workplace difficulties. A personnel manger usually acts as the businesss spokesperson
in training programs, trade union meetings and government-appointed committees.
Good public speaking skills are important in communicating the company's objectives
and reaching suitable agreements.

Leader
An important characteristic of a personnel manager is effective leadership skills. A
personnel manager is in charge of organizing and coordinating the affairs of the
department. She directs staff in effectively fulfilling their duties and responsibilities. She
also acts as the link between management and the employees. She advises and assists
management in developing effective workplace policies. She, therefore, should have
adequate understanding of the needs of the employees, and create a favorable balance
between the best interests of employees and the objectives of the business.

Decision Making
An effective HR manger possesses good decision-making skills. He is in charge of
making decisions on the appropriate recruitments, organizing efficient training
programs, firing employees and disciplinary measures. In order to avoid complications
with employees, he acts objectively and keeps the best interests of the employees in
mind when making decisions. As a representative of management, his decisions need to
represent the transparency of administration, and maintain the culture of the business.

Personal Skills
A personnel manager is in constant interaction with employees and therefore has to
cultivate qualities to create positive workplace relationships. Such qualities include
respect for human values, personal integrity and empathy for problems facing
employees. However, she has to maintain a respectable balance between interacting
with employees and maintaining their respect as their boss. She maintains dignity,
courtesy and social awareness when interacting with employees, management and
representatives from government and trade unions.
18. Manisha K
. Explain the term job analysis?what are the steps in job analysis?

Job analysis is a process of collecting information related to various aspects of the job. It
collects and analyses the information associated with job description and specifications. Job
Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysisis a
process where judgements are made about data collected on a job.
1. Information Collection
This is the first step of job analysis under which required information related to various
aspects of jobs are collected. Information is obtained through different methods such as
interview, observation, questionnaire, critical incidents etc.It is associated with preparation
of plans and programs and assignment of responsibilities to the concerned person.
2. Review Background Information
This is the second step of job analysis process under which the previously collected
information is reviewed to design organizational charts, current position descriptions
and specifications, procedures, manuals and process charts. These help in detailed
assessment of job.
3. Selection Of Representative Position To Be Analyzed

Analyzing all jobs at a time is complex and costly affair. So, only a representative sample of
jobs is selected for the purpose of detailed analysis. Under it, the job analyst investigates to
determine which organization managers or employees require job analysis. He should also
determine for what purpose the job must be analyzed.
4. Analysis Of Job By Collecting Data
Under this step of job analysis process, a job analyst obtains the data and information
related to the selected jobs. The information is collected on the job activities, required
employee behaviors, working conditions, human traits and qualities, abilities of performing
the job and other various dimension of the job. Data can be collected either through
questionnaire, observation or interviews.
5. Develop Job Description
In this step of job analysis, a job description schedule is developed through the information
collected in the above step. This is the written statement which describes the prominent
characteristics of job along with duties, location and degree of risk involved in each job.
6. Develop Job Specification
Developing the job specification is the last step of job analysis process under which a
detailed specification statement is prepared showing minimum requirement of each job. A
job specification summarizes the personal qualities, traits, skills, knowledge, and
background required to perform specific task. It also involves the physical and psychological
attributes of the incumbent.
19. Sushant :
What are the sources of recruitment?

20. Zainab :
what is HRP and importance of HRP.....?

Human resources planning is a process that identifies current and future human
resourcesneeds for an organization to achieve its goals.Human resources planning should
serve as a link between human resourcesmanagement and the overall strategic plan of an
organization.
1. Future Manpower Needs
Human resource planning ensures that people are available to provide the continued
smooth operation of an organization. It means, human resource planning is regarded as a
tool to assure the future availability of manpower to carry on the organizational activities. It
determines the future needs of manpower in terms of number and kind.
2. Coping With Change
Human resource planning is important to cope with the change associated with the external
environmental factors. It helps assess the current human resources through HR inventory
and adapts it to changing technological, political, socio-cultural, and economic force
3. Recruitment Of Talented Personnel
Another purpose of HR planning is to recruit and select the most capable personnel to fill
job vacancies.It determines human resource needs, assesses the available HR inventory
level and finally recruit the personnel needed to perform the job.
4. Development Of Human Resources
Human resource planning identifies the skill requirements for various levels of jobs. Then it
organizes various training and development campaigns to impart the required skill and
ability in employees to perform the task efficiently and effectively.
5. Proper Utilization Of Human Resources
Human

resource planning

the manpowereffectively

to

measures
achieve

that

the

organization

objectives. Human

acquires

and

resource planning

utilizes

helps

in

assessing and recruiting skilledhuman resource. It focuses on the optimum utilization

of human resource to minimize the overall cost of production.
21. Alban

: What is performance appraisal? Discuss the various factors affecting

performance appraisal?

A performance appraisal (PA), also referred to as a performance review, performance

evaluation,[1] (career) development discussion,[2] or employee appraisal[3] is a method by which
the job performance of an employee is documented and evaluated. Performance appraisals are
a part of career development and consist of regular reviews of employee performance
within organizations.

Documented Process
Effective performance appraisal is formal and not left to chance. More than just asking
supervisors and managers to evaluate staff, effective systems provide step-by-step
guidance and standardized evaluation forms for all managers to evaluate all employees.
This not only lends to consistency, but also allows the results of the evaluations overall
to be reviewed and compared to identify areas of strength and areas where there may
be opportunities for improvement. Making the process as easy as possible for managers
to follow will help ensure that performance appraisal is effective.

Communication
Communicating the performance appraisal process, not only to new managers but on an
ongoing basis, can help remind all supervisors that the process exists, what it is, how it
works and where to get advice and assistance if needed. In addition, business leaders
and human resources staff should make sure managers and supervisors understand why
performance appraisal is important--to employees, managers and the organization.

Training
Supervisors and managers don't automatically know how to conduct
performance appraisals. In addition, processes and philosophies at companies differ, so
training and education is critical. Training should take place regularly to provide
refreshers and updates on any changes to the process or the evaluation forms.

Evaluation of Results
While performance appraisal generally focuses on one individual, looking at the
aggregated results of performance appraisals can tell a company a lot about the general
level of performance of its staff, areas where there may be training or development
needs and trends within and between departments.

Follow-Up and Performance Improvement

The greatest affect on performance appraisal effectiveness is how the business uses the
results. Employees both individually and across the organization should use the
appraisal system as a tool to improve performance.

22. Roshni :
What is recruitment? What are recent trends in recruitment?

Outsourcing is a form of business processoutsourcing (BPO) where an employer transfers

all or part of its recruitment processes to an external service provider.
A headhunter is a corporation or individual that provides employmentrecruiting services.
A headhunter is hired by firms to find talent, and to locate individuals who meet specific job
requirements, such as an executive with 15 years experience in a certain field.
E-recruitment, also known as online recruitment, is the practice of using technology and
in particular Web-based resources for tasks involved with finding, attracting, assessing,
interviewing and hiring new personnel.
Body shopping is the practice of consultancy firms recruitinginformation technology
workers in order to contract their services out on a short-term basis.

23. Uma :

What is performance appraisal ? And state its merits and demerits.

24. Roopashree :
360 degree appraisal?

360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi
source assessment, is feedback that comes from members of an employee's immediate work
circle. Most often, 360-degree feedback will include direct feedback from an employee's
subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation.
It can also include, in some cases, feedback from external sources, such as customers and
suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where
managers are given feedback only by their direct reports, or a "traditional performance
appraisal," where the employees are most often reviewed only by their managers. A 360 degree
appraisal is a type of employee performance review in which subordinates, co-workers, and
managers all anonymously rate the employee. This information is then incorporated into that
person's performance review.
The results from a 360-degree evaluation are often used by the person receiving the feedback
to plan and map specific paths in their development.

Results are also used by some organizations in making administrative decisions related to pay
and promotions. When this is the case, the 360 assessment is for evaluation purposes, and is
sometimes called a "360-degree review." However, there is a great deal of debate as to whether
360-degree feedback should be used exclusively for development purposes,[1] or should be used
for appraisal purposes as well.
25. Aditya :
What are the job analysis methods? What is the purpose/use of job analysis?

26. Megha :
What are the various methods of Recruitment and Selection.

27. Shruti K. :
What are the factors affecting recruitment ?

28. Hardik :
What are the Qualities and Qualification of hr manager?

29. Amit Kamble :

Explain the steps involved in Human Resource Planning?

30. Neha :

What is organizational culture?Explain its functions and liabilities.

Organizational culture is a system of shared assumptions, values, and beliefs, which

governs how people behave in organizations. These shared values have a strong
influence on the people in the organization and dictate how they dress, act, and perform
their jobs.

31 Rupa ;
Explain Job Rotation? What are its objectives?

Job Rotation is a management approach where employees are shifted between two or more
assignments or jobs at regular intervals of time in order to expose them to all verticals of an
organization. It is a pre-planned approach with an objective to test the employee skills and
competencies in order to place him or her at the right place. In addition to it, it reduces the monotony
of the job and gives them a wider experience and helps them gain more insights.
Job rotation is a well-planned practice to reduce the boredom of doing same type of job everyday
and explore the hidden potential of an employee. The process serves the purpose of both the
management and the employees. It helps management in discovering the talent of employees and
determining what he or she is best at. On the other hand, it gives an individual a chance to explore
his or her own interests and gain experience in different fields or operations.

Job Rotation Objectives

Reducing Monotony of the Job: The first and foremost objective of job rotation is to reduce
the monotony and repetitiveness involved in a job. It allows employees to experience
different type of jobs and motivates them to perform well at each stage of job replacement.

Succession Planning: The concept of succession planning is Who will replace whom. Its
main function of job rotation is to develop a pool of employees who can be placed at a senior
level when someone gets retired or leaves the organization. The idea is to create an
immediate replacement of a high-worth employee from within the organization.

Creating Right-Employee Job Fit: The success of an organization depends on the on-job
productivity of its employees. If theyre rightly placed, they will be able to give the maximum
output. In case, they are not assigned the job that they are good at, it creates a real big
problem for both employee as well as organization. Therefore, fitting a right person in right
vacancy is one of the main objectives of job rotation.

Exposing Workers to All Verticals of the Company: Another main function of job rotation
process is to exposing workers to all verticals or operations of the organization in order to
make them aware how company operates and how tasks are performed. It gives them a
chance to understand the working of the organization and different issues that crop up while
working.

Testing Employee Skills and Competencies: Testing and analyzing employee skills and
competencies and then assigning them the work that they excel at is one of the major
functions of job rotation process. It is done by moving them to different jobs and assignments
and determining their proficiency and aptitude. Placing them what they are best at increases
their on-job productivity.

Developing a Wider Range of Work Experience: Employees, usually dont want to change
their area of operations. Once they start performing a specific task, they dont want to shift
from their comfort zone. Through job rotation, managers prepare them in advance to have a
wider range of work experience and develop different skills and competencies. It is
necessary for an overall development of an individual. Along with this, they understand the
problems of various departments and try to adjust or adapt accordingly

32. Rutuja :
What is Job Enlargement? What is its advantages and disadvantages?

Job enlargement is a job design technique wherein there is an increase in the number of tasks
associated with a certain job. In other words, it means increasing the scope of ones duties and
responsibilities. The increase in scope is quantitative in nature and not qualitative and at the same
level.

Job enlargement is a horizontal restructuring method that aims at increase in the workforce flexibility
and at the same time reducing monotony that may creep up over a period of time. It is also known as
horizontal loading in that the responsibilities increase at the same level and not vertically.
Many believe that since the enlargement is horizontal in nature there is not a great need for training!
Contrary to this, job enlargement requires appropriate training especially on time and people
management. Task related training is not required much since the person is already aware of the
same or doing it for some time.

Benefits of Job Enlargement

The following are the major benefits of Job enlargement
1. Reduced Monotony: Howsoever interesting the job may appear in the beginning, sooner or
later people complain of boredom and monotony. Job enlargement if planned carefully can
help reduce boredom and make it more satisfying and fulfilling for the employees.
2. Increased Work Flexibility: There is an addition to the number of tasks an individual
performs. There is thus an increased scope of carrying out tasks that are versatile and yet
very similar in certain aspects.
3. No Skills Training Required: Since the individual has already been performing the task in
the past, there is no great requirement for imparting of new skills. However people and time
management interventions may be required. The job thus gets more motivational for the one
performing it.
33. Shareef
: What is perfomance appraisal? What are the importance of perfomance
appraisal?

A performance appraisal (PA), also referred to as

a performance review, performanceevaluation, (career) development discussion, or
employee appraisal is a method by which the jobperformance of an employee is
documented and evaluated.
34. Sumit Kedare:
What is Job specification?Explain advantage and disadvantage?
Job Specification is a statement of the essential components of a jobclass including a summary of the
work to be performed, primary duties and responsibilities, and the minimum qualifications and
requirements necessary to perform the essential functions of the job.

CASE STUDIES
Pg No. 142, 318, 234, 235, 187 of Human Resource Management By V.S. P. Rao