Human Resource Planning | Solved Paper | June 2019 | 2nd Sem M.Sc. HA

1. Describe what an employee wants in a career and discuss the different career problems. Substantiate your answer with suitable examples from hospitality industry.

Examples from the Hospitality Industry

In the hospitality industry, employees may face several career problems, such as limited opportunities for career growth and development. For example, a hotel front desk agent may feel stuck in their current role and unable to advance their career without additional training or education. To address this problem, the hotel may offer training and development programs that enable front desk agents to acquire new skills and take on more responsibilities, such as supervisory roles.

Employees in the hospitality industry may also face challenges related to work-life balance, such as long working hours and irregular schedules. For example, a restaurant server may work long hours during peak hours, making it difficult to balance their work and personal life. To address this problem, the restaurant may offer flexible scheduling options, such as part-time or shift-swapping, to enable employees to better manage their work-life balance.

Finally, employees in the hospitality industry may face challenges related to compensation and benefits, such as low wages and limited benefits. For example, a housekeeper may earn a low wage and have limited access to health insurance or retirement benefits. To address this problem, the hotel may offer competitive wages and benefits packages to attract and retain qualified employees.

In conclusion, employees have certain expectations when it comes to their careers, such as opportunities for growth and development, fair compensation and benefits, and a supportive work environment. They may also face several career problems, such as lack of career development opportunities, poor work-life balance, and inadequate compensation and benefits. In the hospitality industry, employers can address these problems by offering training and development programs, flexible scheduling options, and competitive wages and benefits packages.

2. Write an essay on the changing business environment.

3. What is compensation, incentives and rewards? Discuss the psychological basis of rewards and suggest the main principles of designing a reward system.

Compensation, incentives, and rewards are a set of strategies used by organizations to attract, retain, and motivate employees. Compensation refers to the total amount of money and benefits that an employee receives for their work, while incentives and rewards refer to additional benefits or perks that are given to employees for achieving specific goals or demonstrating exceptional performance.

Psychological Basis of Rewards

Rewards have a strong psychological basis, as they tap into employees’ intrinsic motivation and need for recognition and achievement. Rewards can help to reinforce positive behaviors and create a sense of satisfaction and accomplishment. The psychological basis of rewards can be explained by several theories, including:

1. Self-Determination Theory: This theory suggests that people are motivated by a sense of autonomy, competence, and relatedness. Rewards that provide employees with a sense of control, skill development, and social connection are more likely to be effective in motivating them.
2. Expectancy Theory: This theory suggests that employees are motivated by the belief that their effort will lead to desired outcomes. Rewards that are tied to specific goals and outcomes are more likely to be effective in motivating employees.
3. Equity Theory: This theory suggests that employees compare their inputs and outcomes to those of their peers to determine if they are being treated fairly. Rewards that are perceived as fair and equitable are more likely to be effective in motivating employees.

Principles of Designing a Reward System

To design an effective reward system, organizations should consider the following principles:

1. Align Rewards with Business Objectives: Rewards should be aligned with the organization’s strategic objectives and goals.
2. Offer a Variety of Rewards: Rewards should include both financial and non-financial benefits, such as flexible schedules, recognition, and career development opportunities.
3. Tie Rewards to Performance: Rewards should be tied to specific performance goals and outcomes to reinforce positive behaviors.
4. Ensure Fairness and Equity: Rewards should be perceived as fair and equitable to all employees, based on their contributions and performance.
5. Communicate Clearly and Transparently: Rewards should be communicated clearly and transparently to all employees to avoid misunderstandings and promote trust and motivation.
6. Evaluate and Adjust the Reward System: The reward system should be evaluated regularly to ensure its effectiveness and adjusted as needed to meet changing business and employee needs.

In conclusion, compensation, incentives, and rewards are essential strategies for attracting, retaining, and motivating employees. The psychological basis of rewards can be explained by several theories, including self-determination theory, expectancy theory, and equity theory. To design an effective reward system, organizations should align rewards with business objectives, offer a variety of rewards, tie rewards to performance, ensure fairness and equity, communicate clearly and transparently, and evaluate and adjust the reward system regularly.

4. Write short notes on the following :

(a) Action Research

Action research is a research methodology that involves actively collaborating with stakeholders to identify and solve problems in a specific organizational setting. The goal of action research is to improve organizational practices and outcomes by engaging stakeholders in the research process and developing actionable insights and recommendations. Action research involves several steps, including problem identification, data collection and analysis, intervention design and implementation, and evaluation of outcomes. Action research is widely used in the field of Human Resource Development (HRD) to address specific HR-related issues, such as employee performance, training and development, and organizational change.

(b) Research in HRS

5. Define professionalism and state the differences between profession and occupation. Substantiate your answer with suitable examples.

Professionalism refers to the set of behaviors, attitudes, and values that are expected of individuals in a specific profession. Professionals are expected to demonstrate a high level of competence, integrity, ethical behavior, and commitment to their field. Professionalism involves adhering to professional standards and codes of conduct, continuing professional development, and maintaining a positive reputation in the profession.

Profession vs. Occupation

While the terms profession and occupation are often used interchangeably, there are some key differences between the two:

1. Education and Training: Professions typically require a high level of specialized education and training, often involving a degree or certification program. Occupations may require some training or certification but may not have the same level of educational requirements.
2. Autonomy and Responsibility: Professions typically involve a high level of autonomy and responsibility, with professionals making important decisions and being accountable for their actions. Occupations may have less autonomy and responsibility, with employees following established protocols and procedures.
3. Code of Ethics and Professionalism: Professions typically have a well-established code of ethics and professionalism that governs the behavior of professionals. Occupations may not have the same level of emphasis on professional standards and codes of conduct.

For example, medicine is often considered a profession, as it requires a high level of specialized education and training, involves a high level of autonomy and responsibility, and has well-established codes of ethics and professionalism. In contrast, a job in retail may be considered an occupation, as it may have less specialized education and training requirements, less autonomy and responsibility, and less emphasis on professional standards.

In conclusion, while the terms profession and occupation are often used interchangeably, there are some key differences between the two. Professions typically involve a high level of specialized education and training, autonomy and responsibility, and adherence to professional standards and codes of conduct, while occupations may have less emphasis on these aspects. Demonstrating professionalism is critical in any profession, as it helps to maintain high standards of quality and ethical behavior in the workplace.

6. What do you understand by human resource planning? Discuss the qualitative dimensions of human resource planning.

7. Write short notes on the following :

(a) HRD trends and challenges in Asia

The field of Human Resource Development (HRD) is constantly evolving, and this is particularly true in the context of Asia. Some of the key HRD trends and challenges in Asia include:

1. Skills Development: Rapid technological advancements and globalization have created a demand for workers with specialized skills. HRD professionals in Asia are developing strategies to ensure that workers have access to training and development opportunities to acquire these skills.
2. Diversity and Inclusion: Asia is a diverse region, with many different cultures, languages, and customs. HRD professionals are developing strategies to promote diversity and inclusion in the workplace, such as by offering language training and cultural awareness programs.
3. Leadership Development: As organizations in Asia expand and become more complex, there is a growing need for strong leaders. HRD professionals are developing programs to identify and develop potential leaders, and to provide training and support to current leaders.
4. Work-Life Balance: As work demands increase, there is a growing need to promote work-life balance in the workplace. HRD professionals are developing strategies to offer flexible work arrangements and to promote employee well-being.

(b) International Theory Building in HRD

International Theory Building in HRD refers to the development of theoretical frameworks and models that are applicable across different cultural contexts. The field of HRD is becoming increasingly globalized, with organizations operating in different countries and cultures. As such, it is essential to develop theoretical models that are not limited to a single cultural context.

Some examples of international theory building in HRD include:

1. Cultural Intelligence: Cultural intelligence refers to the ability to adapt to different cultural contexts and to effectively communicate and work with people from different cultural backgrounds. The concept of cultural intelligence has been developed as a framework for understanding and developing intercultural competence in the workplace.
2. Global Leadership: The concept of global leadership refers to the ability to lead effectively in a globalized context. Global leadership models have been developed to identify the competencies and skills that are essential for effective leadership in a globalized environment.
3. Learning Organizations: The concept of learning organizations refers to organizations that are able to adapt and learn in response to changing environments. The development of learning organizations models has been informed by research conducted across different cultural contexts.

In conclusion, HRD trends and challenges in Asia include skills development, diversity and inclusion, leadership development, and work-life balance. International theory building in HRD is essential for developing theoretical models that are applicable across different cultural contexts, and has resulted in the development of frameworks such as cultural intelligence, global leadership, and learning organizations.

8. What do you mean by 360 Degree Feedback ? Explain how one can prepare to implement 360 degree feedback in an organisation.

360 Degree Feedback is a performance evaluation method that involves soliciting feedback from a range of sources, including superiors, peers, subordinates, and external stakeholders. The goal of 360 Degree Feedback is to provide a comprehensive and balanced view of an employee’s performance, highlighting strengths and areas for improvement from multiple perspectives.

Implementing 360 Degree Feedback

To implement 360 Degree Feedback in an organization, the following steps can be taken:

1. Define the Purpose: The first step in implementing 360 Degree Feedback is to define the purpose of the evaluation. This may include identifying specific goals or objectives, such as improving employee performance or identifying areas for training and development.
2. Develop the Evaluation Tool: Once the purpose of the evaluation is defined, the next step is to develop the evaluation tool. This may involve identifying the competencies or skills to be evaluated, selecting the feedback sources, and developing the feedback questionnaire or survey.
3. Communicate Expectations: It is important to communicate expectations and guidelines for the 360 Degree Feedback process to all employees involved. This may include providing training and resources, setting clear deadlines and expectations, and ensuring confidentiality and anonymity for feedback providers.
4. Collect Feedback: Once the evaluation tool is developed and expectations are communicated, the feedback collection process can begin. This may involve collecting feedback from multiple sources, such as superiors, peers, subordinates, and external stakeholders.
5. Analyze Feedback: After collecting feedback, it is important to analyze the data and identify patterns and themes. This may involve using statistical analysis or qualitative methods to identify areas of strength and areas for improvement.
6. Provide Feedback and Action Plans: The final step in the process is to provide feedback to the employee and develop action plans for improvement. This may involve providing a summary of the feedback, identifying specific areas for improvement, and developing a plan for training and development.

In conclusion, 360 Degree Feedback is a performance evaluation method that provides a comprehensive and balanced view of an employee’s performance. To implement 360 Degree Feedback in an organization, it is important to define the purpose, develop the evaluation tool, communicate expectations, collect feedback, analyze feedback, and provide feedback and action plans. By following these steps, organizations can effectively implement 360 Degree Feedback and improve employee performance and development.

9. What is knowledge management? Discuss the different approaches to knowledge management.

10. Define “Globalisation.” Describe the different global organisational structures citing suitable examples.

Globalization refers to the process of increased interconnectedness and integration of economies, cultures, and societies across the world. Globalization has been driven by advances in technology, transportation, and communication, and has resulted in increased trade, investment, and cultural exchange between countries.

Global Organizational Structures

Globalization has led to the emergence of global organizations, which operate across multiple countries and cultures. There are several different types of global organizational structures, including:

1. Global Product Division Structure: In this structure, the organization is divided into product-based divisions, each responsible for the development, production, and marketing of a specific product line across different countries. For example, Procter & Gamble operates with a global product division structure, with each division responsible for a specific product line, such as beauty or household care.
2. Global Area Division Structure: In this structure, the organization is divided into geographic regions or areas, each responsible for managing all aspects of the business within that region. For example, McDonald’s operates with a global area division structure, with each area responsible for managing all McDonald’s restaurants within a specific region, such as Asia-Pacific or Europe.
3. Global Functional Division Structure: In this structure, the organization is divided into functional areas, such as finance, marketing, and operations, each responsible for managing that function across different countries. For example, Nestle operates with a global functional division structure, with each function responsible for managing its operations across different regions and countries.
4. Transnational Structure: In this structure, the organization operates as a network of interconnected subsidiaries and joint ventures, with a high degree of collaboration and coordination across different countries and regions. For example, Toyota operates with a transnational structure, with a network of subsidiaries and joint ventures across different countries and regions, each working together to develop and produce cars for the global market.

In conclusion, globalization has led to the emergence of global organizations, which operate across multiple countries and cultures. These organizations may have different global organizational structures, such as global product division, global area division, global functional division, or transnational structures. Each structure has its own advantages and disadvantages, and can be tailored to the specific needs and goals of the organization.