Q.1 What are the functions that HR attempts to fulfill in any organization. Answer: The Human Resources department is responsible for many varied functions including employment, safety, training, wage, and salary administratio n and research and development. A human relations program represents an attempt at enhancing employee motivation and workplace morale. The Functions that HR attempts to fulfill in any organization are as follows: i.Human Resource Planning: Estimating the need for resources in order achieve the desired business results. HR plans can be both short term/immediate as we ll as long term/strategic. The HR team partners with the line managers to understand the business goals and targets for the year and together plan the HR needs in order to meet the goals. ii.Acquisition of Human Resources: Staffing the organization with the right mix of skills and competencies at the right time. It also includes HR initiatives like promotions and internal job posting to ful fill this requi rement for human resources. Staffi ng teams in orga nization are usually separate group of specialists who work closely with the line managers to understand the skills and competencies needed for the job and engage together to elect the best talent for the open position. iii.Training and Employee development: Focuses on managing training activities to upgrade skills and knowledge as well as soft skills like the ream building and leadership. The training team is again a group of HR specialist who proposes the training program and consults with the line managers to ensure that the program achieves the desired outcomes iv. Building performanc e management systems: Focuses on the right processes to set goals for performance as individual / teams and related measurement methods. This is core HR activity and is supported by the HR generalist. v.Rewards Systems: Establishing appropriate compensation systems and reward mechanism that would reward the desired outcome and results in accordance with the corporate values. The again forms a part of HR generalist’s tasks. How employees progress in an organization, how they are paid w.r.t internal and external market factors, what employee benefits are offered are some aspects that this function redresses. vi.Human resources information systems : A system that would take care of operational transactions form the time an employee joins till the time employee exits, like personal files, compensation administration, payroll, benefits administration and issuing letters and testimonials. That task is supported by as separate HR operation team who acts as an HR helpdesk and provides information to the employee/managers.
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MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
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7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
Q.1 What are the functions that HR attempts to fulfill in any organization.
Answer:
The Human Resources department is responsible for many varied functions including
employment, safety, training, wage, and salary administration and research and development.A human relations program represents an attempt at enhancing employee motivation and
workplace morale.
The Functions that HR attempts to fulfill in any organization are as follows:
i. Human Resource Planning: Estimating the need for resources in order achieve the desired
business results. HR plans can be both short term/immediate as well as long term/strategic.
The HR team partners with the line managers to understand the business goals and targets
for the year and together plan the HR needs in order to meet the goals.
ii. Acquisition of Human Resources: Staffing the organization with the right mix of skills and
competencies at the right time. It also includes HR initiatives like promotions and internal
job posting to fulfill this requirement for human resources. Staffing teams in organization
are usually separate group of specialists who work closely with the line managers to
understand the skills and competencies needed for the job and engage together to elect the
best talent for the open position.
iii. Training and Employee development: Focuses on managing training activities to upgrade
skills and knowledge as well as soft skills like the ream building and leadership. The training
team is again a group of HR specialist who proposes the training program and consults withthe line managers to ensure that the program achieves the desired outcomes
iv. Building performance management systems: Focuses on the right processes to set goals for
performance as individual / teams and related measurement methods. This is core HR
activity and is supported by the HR generalist.
v. Rewards Systems: Establishing appropriate compensation systems and reward mechanism
that would reward the desired outcome and results in accordance with the corporate
values. The again forms a part of HR generalist’s tasks. How employees progress in an
organization, how they are paid w.r.t internal and external market factors, what employeebenefits are offered are some aspects that this function redresses.
vi. Human resources information systems : A system that would take care of operational
transactions form the time an employee joins till the time employee exits, like personal
files, compensation administration, payroll, benefits administration and issuing letters and
testimonials. That task is supported by as separate HR operation team who acts as an HR
helpdesk and provides information to the employee/managers.
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
look after other in exchange for loyalty India score 48 on individualism, indicating somewhat
low scores, therefore tending towards a more collectistic society.
Collectivist countries believe that:
• One’s identity is based on one’s group membership,
• Group decision making is best and
• Group protect individuals in exchange for their loyalty to the group
Organizations in collectivist societies tend to promote nepotism in selecting managers. In
contrast, in individualism societies, favoritism shown to friends and relatives is considered to be
unfair and even illegal. Further organizations in collectivist culture base promotions mostly on
seniority and age, whereas in individualist societies; they are based on one’s performance.
Finally in collectivist cultures, important decisions are made by older and senior managers as
opposed to individualist cultures, where decision making is an individual’s responsibility.
Individualism is common in the US, Canada, Australia, Denmark and Sweden. The people of
India, Indonesia, and Pakistan & Number of South American countries exhibit collectivism.
Masculinity
Masculinity refers to a situation in which the dominant values in a society are success, money
and other material things. Hofstede measured this dimension on a continuum ranging from
masculinity to femininity. India scores 56 tending to be closed to masculinity than feminity.
In highly masculine societies, jobs are clearly defined by gender. There are men’s jobs and
women’s jobs. Men usually choose jobs that are associated with long term careers. Women
usually choose jobs that are associated with short term employment, before marriage.
Q.3. Explain the need for Human Resource Planning system.
Answer:
Planning is considered to be the first step for task performance. Human resource planningactivity is the most important and crucial step in building and growing an organization. It is the
process by which the management determines how an organization should move from its
current manpower position to its desired manpower position. Through human resource
planning, the management strives to have the right number and right kind of people at the right
place at the right time to do things which results in both the organization and individual
receiving the maximum long-range benefit.
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
The organization’s business plan to invest in a particular product/market or a service will drive
the HRP activity towards hiring to meet the business need. In the event an organization is
divesting or shutting down a particular business unit or a manufacturing division the HRP
activities would focus on the redeployment of the workforce that will be rendered unemployed
as a result of the business decision. An organization wanting to retain its current market shareand revenue projection at status quo would be supported by HRP activities that are limited to
only filling positions falling vacant due to natural organizational attrition. Hence the HRP focus
in a organizations is closely linked to the business plan and acts as a bridge between what an
organization wishes to achieve and how it will go about achieving it w.r.t. the human resources
requirements.
Human Resource planning is a mandatory part of every organization’s annual planning process.
Every organization that plans for its business goals for the year also plans for how it will go
about achieving them and therein the planning for human resource.
i. To carry on its work, each organization needs competent staff with necessary
qualifications, skills, knowledge, work experience and aptitude for work.
ii. Since employees exit an organization both naturally and unnaturally, there is an on-
going need for hiring replacement staff to augment employee exit. Otherwise work
would be impacted.
iii. In order to meet the need for more employees due to organizational growth and expansion,
this in turn calls for larger quantities of the same goods and services as well as new goods. This
growth could be rapid or gradual depending on the nature of the business, its competitors, its
position in the market and the general economy.
iv. Often organizations might need to replace the nature of the present workforce as a result of its
changing needs, therefore the need to hire new set of employees. To meet the challenge of the
changed needs of technology / product/service innovation the existing employees need to be
trained or new skill sets induced into the organization.
v. Manpower planning is also needed in order to identify an organizations need to reduce its
workforce. In situations where the organization is faced with severe revenue and growthlimitations it might need to plan well to manage how it will reduce its workforce. Options such
as redeployment and outplacement can be planned for and executed properly.
Q.4. Elucidate the classification of wages in the Indian System.
Answer:
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
We could suggest to Ms. Sharma to consider the Horizontal promotions as an alternative way to
vertical promotion. Under this policy, an employee may be transferred from a position in one
department to a position of higher rank in another department or to the same rank in a
different department if the transfer gives him an opportunity to acquire greater knowledge and
wider experience. E.g. if a Senior Lecturer cannot get promotion in a particular Department forobvious reasons, he may be transferred as Registrar of the University or as Controller of
Examinations or Director of Distance Education. However, there is one difficulty. Unless the
person is quite dynamic and intelligent, he may find the new assignment a tough one and
irksome. To some, it may be a cause for frustration.
However, for many, Horizontal promotion even if it is only a paper promotion is a challenge
since it allows them job rotation.
Q.6 ABC is an organization that wants to revise the HR policies. Before doing that it want to
have some details about the following:
What the employees think about the company?
What do they think, in the company is going well?
What practices in the company they think are not doing well?
Get the feedback on managerial effectiveness.
Suggest the suitable method to collect the employee opinion and explain the method.
Answer:
Employee survey techniques have developed significantly over the past few years, with web
based technologies it is easier and cheaper than ever to collect and manage data. In the past,
any HR driven initiative was seen as tactical and of little real benefit to the organization as a
whole. Now many enlightened organizations see HR and employee surveys as a powerful
business improvement tool.
Customers now have a greater range of choices than ever and are becoming increasingly better
informed. This in turn means that many have very high expectations and, if they feel they are
being ‘short changed´ in any way, they take the initiative and switch their allegiance. This
reduction in consumer loyalty can create difficulties in retaining existing customers, causingorganizations to increase the amount they spend on engaging new customers.
Consumer choice has also brought greater competitiveness to the market and in many
situations it is difficult for an organization to differentiate itself from the competition in terms
of production range, quality and price. As a result, the main differentiator for organizations has
to be the quality of service that the customer receives. It is vital for every interaction to be a
positive one, not just for the customer, but for the employee as well. If the customer is happy,
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
they spend more money, which naturally improves the organization’s overall business
performance.
Different Types of Employee Survey Programs
Annual climate and employee satisfaction surveys are by far the most popular kind of employeesurvey activity. However, the following types of survey programs are also gaining in popularity:
• Combining employee and customer satisfaction studies.
• Procedure/policy evaluation.
• Alignment of employees behind new product development.
• Alignment of employees behind organizational rebranding and repositioning efforts.
• Managing employees through organizational change programs (e.g. merger,
acquisition/downsizing, etc.).
• Internal customer service evaluations.
• Internal communications evaluations.
• Evaluation and design of different benefits schemes.
Defining Employee Survey Goals and Objectives
Before starting on a staff survey process, it is vital to define a set of objectives for the survey.
Without these objectives, the survey program will lack focus and it will be difficult to raise
enthusiasm for the survey among your key influencers and decision makers. All employee
survey programs need to be seen as a company-wide initiative that is driven by managers and
employees from across the whole organization and not something that is solely initiated and
managed just within HR
Deciding on the Appropriate Survey Methodology
Defining objectives at the outset will help to determine the methodology because, to meet the
desired objectives, you will need to consider the following:
• Are all employees affected and should all employees need to be involved?
• Will changes and improvement action be required at different levels across the organization?
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
• Senior management endorsement and support of the final action plan/survey outcomes
• Detailed plans for the next survey
• Highlight any areas where action cannot be taken and the reasons for this
• Highlight the impact of action planning on customer service and business performance
Electronic and Web-Enabled
Increasingly, organizations are starting to move towards electronic methods of surveying their
employees and the most common method is hosting a web-enabled survey.
Questionnaire Design
The design of the questionnaire is important as it can have as much influence over the response
rate as the method of completion.
The key incentive
In contrast to the weak influence of incentives, research shows that employees are more likely
to participate in an employee survey if they believe that the results will be acted upon. The
golden rule of this type of survey is that, if you do not intend to act on the results, then do not
conduct the survey in the first place.
Results Analysis and Reporting
There are many different ways of analyzing, cutting and reporting results and each organization
has to decide individually on the best method for their needs.
IMPROVEMENT ACTION PLANNING
Background As noted earlier, the guiding principle of employee survey is that, if you are not
prepared to act on the results, then do not conduct the survey in the first place. You have spent
time and effort getting employees enthusiastic about the survey and they now have high
expectations that there will be improvement activity in which they will be involved.
Improvement action planning should be ³top down´ process where the priorities for theorganization are identified, communicated and acted upon at the senior management level.
Then moving down to Divisional and Unit levels, local teams should identify and tackle the
things that they have direct control over and escalate anything else back upwards.
Prioritizing Improvement Actions Prioritization of improvement actions should be taken under
consideration. Some organizations struggle with improvement action planning because they try
to tackle far too many improvement actions at once and start spreading the valuable resources
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
Recruitment or manpower selection process is the first step in the employment of labour and
the methods through which labour is brought into industry has much to do with the ultimatesuccess or failure of such employment. Recruitment has been regarded as the most important
function of personnel administration, because unless the right type of people are hired; even
the best plans, organization charts and control systems would not do much good.
All organizations, whether large or small, do engage in recruiting activity, though not to the
same extent. The ability to identify the correct talent for not just the role/job but also from the
organizational values perspective can be summarized as the key recruiting challenge.
Few factors that impact the nature of recruitment:
vii. The size of the organization: the smaller the organization the more the need to carefully
scrutinize the candidate for a job and the fitment to the organizational culture. The risk in
case of job-candidate mismatch can prove equally expensive for a smaller organization as
compared to the larger one.
viii. The employment conditions in the country where the organization is located- critically
impacts the recruiting strategy. The methods for recruiting, the selection tools that are
most suited and the legal framework that bear on the employer are some aspects that need
to be considered.
ix. The effects of past recruiting efforts which show the organization’s ability to locate andkeep good performing people- constantly reviewing the effectiveness of the recruiting
methods and the selection tools used, evaluating the success at-work of the new recruits
are some methods used by organizations to ensure that quality hiring practices are in-place.
x. Working conditions and salary and benefit packages offered by the organization – this may
influence turnover and necessitate future recruiting; (v) The rate of growth of organization-
the phase in the life-cycle of the firm is a measure of the recruiting effort.
xi. The level of seasonality of operations and future expansion and production programmes –
ensuring that the recruitment numbers come from a well-planned Human Resource Plan iscritical to ensure that there is no over-hiring or under-hiring of the required talent to
achieve the organizational objectives.
xii. Cultural, economic and legal factors – these too affect the recruiting and selection methods
that are used.
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
2. Relate training to trainee needs e.g. promotion.
Presenting the task 1. Present overview of task.
2. Proceed from known to unknown, easy to difficult.
3. Adjust pace to individual differences.
4. Go through task and explain each step.
5. Have trainee tell instructor what to do.
Tryout Performance 1. Have trainee explain each step prior to execution.
2. Be aware of learning plateaus to sustain motivation.
3. Provide feedback on progress.
Follow-up 1. Positively reinforce continuously at start.
2. Move to variable positive reinforcement schedule as trainee
matures.
Advantages: The main advantage of on-the-job training is that the trainee learns on the actualequipment in use and in the true environment of his job. Secondly, it is highly economical since
no additional personnel or facilities are required for training. Thirdly, the trainee learns the
rules, regulations and procedures by observing their day-to-day applications. Fourthly, this type
of training is a suitable alternative for a company in which there are almost as many jobs as
there are employees. Finally, it is most appropriate for teaching the knowledge and skills which
can be acquired in a relatively short period i.e., a few days or weeks.
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
2. Superiors should be able to observe and measure all facets of the work to make a fair
evaluation. In some work situations, the Manager or rating official is not in the same
location or is supervising very large numbers of employees and does not have detailed
knowledge of each employee’s performance.
3.
Managers need training on how to conduct performance appraisals. They should be capableof coaching and developing employees as well as planning and evaluating their
performance.
vii. Self-Assessment: This form of performance information is actually quite common but
usually used only as an informal part of the Manager-employee appraisal feedback session.
Managers frequently open the discussion with: "How do you feel you have performed?" In
a somewhat more formal approach, Managers ask employees to identify the key
accomplishments they feel best represent their performance in critical and non-critical
performance elements. In a 360-degree approach, if self-ratings are going to be included,
structured forms and formal procedures are recommended.
What does this source contribute?
1. The most significant contribution of self-ratings is the improved communication between
Managers and subordinates that result.
2. Self-ratings are particularly useful if the entire cycle of performance management involves
the employee in a self-assessment. For example, the employee should keep notes of task
accomplishments and failures throughout the performance monitoring period.
3. The developmental focus of self-assessment is a key factor. The self-assessment instrument
(in a paper or computer software format) should be structured around the performance
plan, but can emphasize training needs and the potential for the employee to advance in
the organization.
4. The value of self-ratings is widely accepted. More than half of government employees felt
that self-ratings would contribute "to a great or very great extent" to fair and well-rounded
performance appraisal.
5. Self-appraisals should not simply be viewed as a comparative or validation process, but as a
critical source of performance information. Self-appraisals are particularly valuable in
situations where the Manager cannot readily observe the work behaviors and task
outcomes.
What cautions should be addressed?
1. Research shows low correlations between self-ratings and all other sources of ratings,
particularly Manager Ratings. The self-ratings tend to be consistently higher. This
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
discrepancy can lead to defensiveness and alienation if Managers do not use good feedback
skills.
2. Sometimes self-ratings can be lower than others’. In such situations, employees tend to be
self-demeaning and may feel intimidated and "put on the spot."
3.
Self-ratings should focus on the appraisal of performance elements, not on the summarylevel determination. A range of rating sources, including the self-assessments, help to
"round out" the information for the summary rating.
viii. Peers: With downsizing and reduced hierarchies in organizations, as well as the increasing
use of teams and group accountability, peers are often the most relevant evaluators of
their colleagues’ performance. Peers have a unique perspective on a co-worker’s job
performance and employees are generally very receptive to the concept of rating each
other. Peer ratings can be used when the employee’s expertise is known or the
performance and results can be observed. There are both significant contributions and
serious pitfalls that must be carefully considered before including this type of feedback in a
multifaceted appraisal program.
What does this source contribute?
1. Peer influence through peer approval and peer pressure is often more effective than the
traditional emphasis to please the boss. Employees report resentment when they believe
that their extra efforts are required to "make the boss look good" as opposed to meeting
the unit’s goals.
2. Peer ratings have proven to be excellent predictors of future performance. Therefore, they
are particularly useful as input for employee development.
3. Peer ratings are remarkably valid and reliable in rating behaviors and "manner of
performance," but may be limited in rating outcomes that often require the perspective of
the Manager.
4. The use of multiple Raters in the peer dimension of 360-degree assessment programs tends
to average out the possible biases of any one member of the group of Raters. (Some
agencies eliminate the highest and lowest ratings and average the rest.)
5. The increased use of self-directed teams makes the contribution of peer evaluations the
central input to the formal appraisal because by definition the Manager is not directly
involved in the day-to-day activities of the team.
6. The addition of peer feedback can help move the Manager into a coaching role rather than
a purely judging role.
What cautions should be addressed?
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
Q.4. Given below is the HR policy glimpse of “Zoom Video”, a multimedia company
1. It offers cash rewards for staff members
2. It promotes the culture of employee referral and encourages people to refer people
they know, maybe their friends, ex. colleagues, batch mates and relatives.
3. It recognizes good performances and gives good titles and trophies to the people who
perform well and also felicitates them in the Annual Day of the company.Identify what all aspects does it take care of, based on different levels of Maslow’s Need
Hierarchy?
Answer:
Maslow's theory of basic needs draws chiefly from human psychology. He arranged the human
needs of an individual in a hierarchical manner. Maslow proposed an individual's motivation as
a predetermined order of needs which he strives to satisfy. His model of ‘Hierarchy of Needs
‘indicates the following propositions about human behavior.
The company Zoom Video’s policy takes care of following aspects of Maslow's theory:
1. Offering cash rewards for staff members satisfy Safety Needs. If the physiological needs are
relatively satisfied, a set of needs emerge for protection against danger and threats. In an
ordered society, a person usually feels safe from extremes of climate, tyranny, violence and so
on.
2. Promoting the culture of employee referral and encourages people to refer people they
know, maybe their friends, ex. colleagues, batch mates and relatives satisfy Social Needs. If the
physiological and safety needs are fairly satisfied, the needs for love and affection andbelongingness will emerge and the cycle will repeat itself with this new centre. If he is deprived
of these needs he will want to attain them more than anything else in the world.
An individual desires affectionate relationships with people in general and desires to have a
respected place in his group.
3. Recognition of good performances and giving good titles and trophies to the people who
perform well and also felicitating them in the Annual Day of the company satisfy Esteem Needs.
Everyone has a need for self-respect and for the esteem of others. This results in the desire for
strength, confidence, prestige, recognition and appreciation. These egoistic needs are rarelycompletely satisfied. The typical industrial and commercial organization does not offer much
opportunity for their satisfaction to employees at the lower levels.
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
Q.5. Describe the emerging employee empowerment practices.
Answer:
It is human nature to express discontentment when we feel it. Wherever we have literate and
aware people this is a natural process to find-fault. There is hardly any organization where theemployees do not have some voice for grievance. They may be real or imaginary, valid or
invalid, genuine or false. Whatever the nature and the cause, it produces unhappiness,
frustration, discontent, indifference and poor morale amongst the employees. Ultimately it
ends with an adverse effect on the efficiency and productivity of an employee at work.
In today’s organizations the focus is moving towards collaboration at the workplace. One of the
most common instruments established in large organizations has been the Employee
Suggestion Schemes (ESS). The ESS has proved effective in allowing employees a discrete
method of voicing their opinions and suggestion for what can be better managed in the
company. The management invites the employees suggestions on all/any issue that is a source
of irritation for the employees including grievances are open for comment. What however is
different is that the employee is encouraged to frame it as a suggestion and make a
recommendation for a change, rather than the classic fault finding approach about what is
going wrong or what is not working well. There are ESS forms/ templates that are left in
common places or the employee can download from the company intranet and fill in the
suggestion for change and drop it in boxes left common places like the coffee area or the lunch
rooms etc.. These suggestions are then collated by the HR team and on a quarterly basis the
Suggestion Committee meets to review all of the suggestions received. The Suggestion
Committee includes line managers, HR representative and Finance and Facilities &
Administration team members and senior management representative who can provide the
necessary guidance for approval of the suggestions. The committee meets and discusses each
suggestion in depth and evaluates the scope for implementation of the suggestion. The
feasibility of implementing the suggestion and its other implications are evaluated closely and
the suggestion accepted/set aside for future review/rejected. There are awards given away for
excellent ideas that help the company optimize costs, productivity and improve quality,
customer satisfaction etc.. The HR then communicates the suggestion committee report with all
employees through a mail or during the employees Open-house sessions. The employee’s ‘open
house’ also called the ‘all hands’ meeting is one more communication forum effectively used by
the senior management of a company to connect with its employees. This usually is a quarterly
or a half-yearly meeting to which all employees are invited. There is a brief sharing of the
company’s performance and the rest of the time devoted to answering any queries that
employees might have on any issue that concerns the company and its employees. This is often
followed with by informal interactions over lunch/breakfast, where once again employees can
speak to the senior executives and ask general questions. Often employees might not feel
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
comfortable asking tough questions in an open forum, hence there are drop-boxes provided
where the employee can write and drop a question or an opinion that he wants the senior
management to answer. The employee need not mention his name on the question slip. If the
senior management is unable to answer a question then and there the same is reviewed
subsequently by the senior management and a response shared with all employees over mail orposted on the notice board or on the intranet site for everyone to read. Some organizations
also operate an email communication method where any employee who has a query or an
observation can write his question to the mail alias and obtain a response. Usually the HR is the
custodian of this mail id and they do the necessary review to suitably answer the questions and
seek the manager’s inputs on a as needed basis. The concept of taskforce is also a common
mechanism that organizations use to build cross-functional teams (with one representative
each from each department) that will work on concerns that are commonly voiced. For example
a leading medical transcription company wanted to review its incentive policy and in order to
have a collaborative approach put together a team of employees one each from each of the
departments including representatives from HR and Finance. The team was provided with all
the historical information they would need and were given all of 6 weeks to work on the project
and make a presentation to the senior management of the company. After the first
presentation to them and having incorporated the feedback received the taskforce then
presented the new scheme to the employees. Finally it was approved as a policy and made
effective.
Today’s organizations therefore adopt a collaborative approach to employee issues. While the
technology companies are more informal the traditional brick-and-motor companies have
formal processes. Whatever the approach whether formal or informal employees areencouraged to open-up and ask questions and perform as contended employees.
Q.6. Write a note on directive, permissive and participative type of leadership.
Answer:
A good leader displays great ability, creativity, initiative and confidence. He adds and gets
cooperation, willingness, and builds employees’ morale and motivation. There is a classic
debatable question: “Leaders are Born and Not Made”. Whatever be the outcome of this
debate, the fact remains that leaders are of a different breed and class apart. They are ordinary
people who do extraordinary Concept of Leadership. Leadership is defined as “the relationship
in which one person influences others to work Together willingly on related tasks to attain that
level which he desires.” That is to say, if there is no follower, there is no leader.
Haiman defined Leadership as “the process by which an executive or a manager Imaginatively
directs guides and influences the work of others in choosing and attaining specified goals by
7/28/2019 MB0043 Human Resource Management Sem 1 Aug Fall 2011 Assignment
mediation between the individual and organizations in such a manner that both will obtain the
maximum satisfaction.”
Directive type of leadership: This comes under Autocrat class of leadership – He is directive and
expects obedience from followers. (Do as I say – Not, as I do) Hence, subordinates do not like
him.
Authoritarian leaders provide clear expectations for what needs to be done, when it should be
done, and how it should be done. There is also a clear division between the leader and the
followers. Authoritarian leaders make decisions independently with little or no input from the
rest of the group.
Researchers found that decision making was less creative under authoritarian leadership.
Lewis also found that it is more difficult to move from an authoritarian style to a democratic
style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.
Authoritarian leadership is best applied to situations where there is little time for group
decision making or where the leader is the most knowledgeable member of the group.
Permissive type of leadership:
Researchers found that children under Permissive (laissezfair) leadership were the least
productive of all three groups. The children in this group also made more demands on the
leader, showed little cooperation, and were unable to work independently. Delegative leaders
offer little or no guidance to group members and leave decision making up to group members.
While this style can be effective in situations where group members are highly qualified in anarea of expertise, it often leads to poorly defined roles and a lack of motivation.
Participative type of leadership: comes under Democratic class of leadership.
Lewin’s study found that participative (democratic) leadership is generally the most effective
leadership style. Democratic leaders offer guidance to group members, but they also
participate in the group and allow input from other group members. In Lewin’s study, children
in this group were less productive than the members of the authoritarian group, but their
contributions were of a much higher quality.
Participative leaders encourage group members to participate, but retain the final say over the
decision making process. Group members feel engaged in the process and are more motivated