IGNOU MTTM 2 Free Solved Assignment 2022-23 , IGNOU MMTM 2 HUMAN RESOURCE PLANNING AND DEVELOPMENT IN TOURISM Free Solved Assignment 2022-23 If you are interested in pursuing a course in radio production and direction, IGNOU MTTM 2 can be an excellent choice. In this article, we will take a closer look at what IGNOU MTTM 2 is all about and what you can expect to learn from this course.
IGNOU MTTM 2 is a course offered by the Indira Gandhi National Open University (IGNOU) under the School of Journalism and New Media Studies. As the name suggests, it is a course on “Production and Direction for Radio.” The course is designed to provide students with a comprehensive understanding of radio production and direction and covers various topics related to this field.
- 1 IGNOU MTTM 2 Free Solved Assignment 2022-23
- 2 Q1. What do you understand by Human Resource Planning? Explain the approaches to Human Resource Planning.
- 3 2. Describe the following in about 300 words.
- 4 a) Qualitative Dimensions of Human Resource Planning
- 5 b) Macro Forecasting
- 6 Q3. Define job evaluation and its objectives. What are the advantages of job evaluation?
- 7 Q4. Write a note on the different information collection methods.
- 8 Q5. Define human resource audit. What are the steps involved in the auditing process?
- 9 Q6. What is human resource value? What determines the individual’s value, explain using Flamholz’s Model.
- 10 Q7. Describe the use of computer applications in Human Resource Management.
- 11 8. Explain the need of HRD and the principles in designing HRD systems.
- 12 Q9. Explain the concept of manpower demand. What are the different types of manpower forecasts?
- 13 Q10. What is performance appraisal? Write about various Performance Appraisal methods.
IGNOU MTTM 2 Free Solved Assignment 2022-23
Q1. What do you understand by Human Resource Planning? Explain the approaches to Human Resource Planning.
Human Resource Planning (HRP) refers to the process of forecasting the future human resource needs of an organization and developing strategies to meet those needs. It involves analyzing and identifying the gap between the present workforce and the future workforce requirements, and taking measures to bridge that gap.
Approaches to Human Resource Planning:
- Top-Down Approach: In this approach, the top management of the organization determines the future human resource needs and develops plans accordingly. The approach is suitable for centralized decision-making organizations and for those where the top management has a clear understanding of the future requirements.
- Bottom-Up Approach: In this approach, the lower-level managers and employees provide inputs regarding their departmental and individual needs. These inputs are then aggregated to determine the overall human resource needs of the organization. The approach is suitable for decentralized decision-making organizations.
- Outside-In Approach: This approach involves analyzing the external environment, such as economic conditions, industry trends, and workforce availability, to determine the future human resource needs of the organization. The approach is suitable for organizations that are heavily influenced by external factors.
- Inside-Out Approach: This approach involves analyzing the internal environment, such as the organization’s mission, vision, and goals, to determine the future human resource needs. The approach is suitable for organizations that prioritize their internal goals and objectives.
- Mixed Approach: This approach combines two or more of the above approaches to develop a comprehensive human resource plan. It involves analyzing both the internal and external environments and taking inputs from both the top management and lower-level employees.
Overall, a well-designed human resource plan is critical to ensure that an organization has the right people, in the right roles, with the right skills and competencies, at the right time, and at the right cost.
2. Describe the following in about 300 words.
a) Qualitative Dimensions of Human Resource Planning
Human resource planning (HRP) involves the systematic analysis of human resource needs in an organization and the development of strategies to meet those needs. The qualitative dimensions of HRP refer to the non-quantifiable factors that can affect the success of HRP. Some of the key qualitative dimensions of human resource planning are:
- Organizational culture: The culture of an organization plays an important role in HRP. The values, beliefs, and norms of an organization can affect how employees are recruited, trained, and developed.
- Leadership: The effectiveness of HRP can be influenced by the quality of leadership in an organization. Effective leaders can create a culture of accountability, establish clear goals, and provide direction for the HRP process.
- Employee engagement: The level of employee engagement can impact the success of HRP. Engaged employees are more likely to support organizational goals and participate in training and development programs.
- Diversity and inclusion: The consideration of diversity and inclusion in HRP can enhance the effectiveness of the process. Organizations that value diversity are more likely to attract and retain top talent and benefit from a broader range of perspectives and ideas.
- Employee well-being: Employee well-being is an important consideration in HRP. A focus on employee well-being can lead to improved morale, reduced absenteeism and turnover, and increased productivity.
- Legal and regulatory compliance: Compliance with laws and regulations is a critical dimension of HRP. Organizations must consider laws related to equal employment opportunity, minimum wage, and other labor laws in their HRP strategies.
Overall, the qualitative dimensions of HRP are essential to ensuring that the process is effective in meeting the needs of both the organization and its employees. By considering these dimensions, organizations can create a more strategic and comprehensive approach to human resource planning.
b) Macro Forecasting
Macro forecasting is the process of predicting the future state of an economy or a particular macroeconomic variable, such as GDP growth, inflation, unemployment rate, or interest rates. It involves the use of statistical models and economic theories to analyze past trends and identify patterns that can help predict future outcomes.
The goal of macro forecasting is to provide policymakers, investors, businesses, and individuals with insights into the likely future direction of the economy and its key variables, which can then inform their decision-making processes. Accurate macro forecasts are essential for businesses to make strategic decisions regarding investments, pricing, and hiring, and for policymakers to formulate appropriate monetary and fiscal policies.
There are various methods used for macro forecasting, including time-series models, econometric models, and structural models. Time-series models use historical data to identify patterns and trends, and use these to forecast future outcomes. Econometric models use statistical techniques to identify the relationships between different economic variables, and use these to make predictions about future outcomes. Structural models use economic theory to model the relationships between different economic variables and use these to make predictions about future outcomes.
It is important to note that macro forecasting is inherently uncertain, and the accuracy of the forecasts is limited by the quality and quantity of available data, the assumptions made by the models, and the unpredictability of exogenous factors such as natural disasters, geopolitical events, and technological changes. Therefore, macro forecasts should be used as a guide rather than a precise prediction of future outcomes.
Q3. Define job evaluation and its objectives. What are the advantages of job evaluation?
Job evaluation is the process of determining the relative worth of different jobs in an organization, based on a systematic analysis of the jobs’ tasks, responsibilities, skills required, and the conditions under which they are performed. The objective of job evaluation is to establish a fair and consistent system for assessing the relative value of jobs within an organization, so that pay and other rewards can be distributed in a fair and equitable manner.
The primary objectives of job evaluation are:
- To establish a systematic and rational basis for determining the relative value of jobs in an organization.
- To provide a basis for developing an equitable and fair compensation system that rewards employees based on the relative worth of their jobs.
- To identify the key skills and competencies required for different jobs, which can be used to develop training and development programs for employees.
- To provide a framework for identifying areas where jobs can be redesigned or restructured to improve organizational efficiency and effectiveness.
The advantages of job evaluation include:
- Fairness and Equity: Job evaluation ensures that pay and other rewards are distributed fairly and equitably across the organization based on the relative worth of different jobs.
- Consistency: Job evaluation provides a consistent framework for assessing the value of jobs, which helps to minimize bias and subjectivity in pay decisions.
- Improved Organizational Effectiveness: Job evaluation helps to identify areas where jobs can be redesigned or restructured to improve organizational effectiveness and efficiency.
- Improved Recruitment and Retention: A fair and consistent job evaluation system can help to attract and retain talented employees by ensuring that they are paid fairly and equitably.
- Legal Compliance: Job evaluation can help organizations to comply with legal requirements related to pay equity and non-discrimination.
Q4. Write a note on the different information collection methods.
Information collection methods refer to the various ways in which data and information can be gathered from sources such as individuals, organizations, and the environment. There are several different methods that can be used to collect information, and each method has its own advantages and disadvantages. Here are some common information collection methods:
- Surveys: Surveys are questionnaires that are designed to collect data from individuals. They can be conducted in person, over the phone, or online. Surveys are often used to collect quantitative data and can provide insights into attitudes, behaviors, and opinions.
- Interviews: Interviews are conversations between a researcher and an individual or a group of people. Interviews can be structured or unstructured and can be conducted in person, over the phone, or via video conferencing. Interviews are often used to collect qualitative data and can provide insights into experiences, beliefs, and perspectives.
- Observations: Observations involve watching and recording behaviors or events as they occur in real-time. Observations can be structured or unstructured and can be conducted in natural or controlled settings. Observations are often used to collect qualitative data and can provide insights into behaviors, social interactions, and environmental factors.
- Experiments: Experiments involve manipulating variables and observing the effects on an outcome of interest. Experiments can be conducted in controlled settings, such as a laboratory, or in natural settings. Experiments are often used to collect quantitative data and can provide insights into cause-and-effect relationships.
- Case studies: Case studies involve in-depth analysis of a single individual, group, or organization. Case studies can be conducted using a variety of methods, including interviews, observations, and document analysis. Case studies are often used to collect qualitative data and can provide insights into complex phenomena.
Overall, the choice of information collection method will depend on the research question, the nature of the data, and the available resources. It is often useful to use a combination of methods to triangulate data and provide a more comprehensive understanding of the phenomenon of interest.
Q5. Define human resource audit. What are the steps involved in the auditing process?
Human resource audit is a comprehensive review of an organization’s HR policies, practices, procedures, and strategies to evaluate the effectiveness of HR management and identify areas for improvement. It is a systematic and objective evaluation of HR policies and practices to ensure legal compliance, promote organizational efficiency and effectiveness, and enhance employee productivity and satisfaction.
The steps involved in the auditing process are as follows:
- Planning: The first step in the HR auditing process is to define the scope and objectives of the audit. This includes identifying the areas to be audited, the audit team, the audit timeline, and the audit methodology.
- Collecting information: The next step is to gather information about the HR policies, procedures, and practices of the organization. This involves reviewing HR manuals, policies, and procedures, conducting interviews with HR staff, and reviewing employee records.
- Analyzing information: After collecting information, the next step is to analyze the data to identify trends, patterns, and gaps in HR policies and practices. This involves comparing the organization’s HR practices with industry benchmarks and best practices.
- Reporting: The audit findings and recommendations are documented in a report. This report includes the strengths and weaknesses of the organization’s HR policies and practices, as well as recommendations for improvement.
- Implementation: The final step is to implement the recommendations. This involves developing an action plan to address the areas for improvement identified in the audit report, assigning responsibility for implementing the recommendations, and monitoring progress. The audit report is also used as a benchmark to evaluate the effectiveness of HR management in the future.
Q6. What is human resource value? What determines the individual’s value, explain using Flamholz’s Model.
Human resource value refers to the worth and contribution of an individual employee to the organization. It is determined by various factors, including their knowledge, skills, abilities, experience, and overall performance in their role. Flamholz’s Model is a framework that explains how individual value is determined in an organization.
Flamholz’s Model consists of three components:
- Competence: Competence refers to an individual’s ability to perform their job duties effectively. It includes knowledge, skills, abilities, and experience. The more competent an employee is, the higher their value to the organization.
- Contribution: Contribution refers to the impact an individual has on the organization’s goals and objectives. It includes factors such as productivity, quality of work, creativity, and innovation. The more significant an employee’s contribution, the higher their value to the organization.
- Alignment: Alignment refers to the degree of alignment between an individual’s goals and values and the organization’s mission and values. It includes factors such as job satisfaction, motivation, and commitment. The higher the alignment between an employee and the organization, the higher their value to the organization.
Therefore, the individual’s value is determined by their competence, contribution, and alignment with the organization. By evaluating an employee’s value, the organization can make informed decisions about compensation, promotions, and other rewards. It can also identify areas where employees may need further training or development to increase their value to the organization.
Q7. Describe the use of computer applications in Human Resource Management.
Computer applications have become an essential tool for Human Resource Management (HRM) due to their ability to automate and streamline various HR processes. Here are some examples of how computer applications are used in HRM:
- Recruitment and Selection: HR teams can use software applications to manage job postings, applicant tracking, resume screening, and scheduling interviews. Some applications use AI algorithms to analyze job descriptions and match them with suitable candidates’ qualifications.
- Onboarding: Once an employee is hired, HR can use computer applications to manage the onboarding process. This includes sending new employee welcome emails, collecting new-hire paperwork, setting up payroll and benefits, and providing training resources.
- Performance Management: HR can use software to manage employee performance reviews, set goals and objectives, and track progress. These applications can also provide tools for feedback and coaching, helping managers to develop and support their team members.
- Benefits Administration: HR can use software applications to manage employee benefits, including enrollment, eligibility, and claims processing. This can help to reduce errors and improve efficiency in benefits administration.
- Payroll Processing: Computer applications are widely used to process payroll and manage tax compliance. These applications can help to automate payroll calculations, track time and attendance, and generate reports for accounting and auditing purposes.
- Employee Self-Service: HR can use computer applications to provide employees with self-service portals for accessing HR-related information and completing tasks. This includes viewing pay stubs, updating personal information, and requesting time off.
Overall, computer applications have revolutionized HRM by automating processes and providing tools for data analysis and decision-making. By leveraging technology, HR teams can improve efficiency, reduce errors, and focus on strategic initiatives to support their organization’s goals.
8. Explain the need of HRD and the principles in designing HRD systems.
HRD, which stands for Human Resource Development, is the process of improving the knowledge, skills, abilities, and behaviors of employees in an organization. The need for HRD arises from the fact that the world of work is constantly evolving, and organizations need to stay competitive by continuously developing their employees.
HRD is important for several reasons:
- Increased productivity: HRD helps employees to develop their skills and knowledge, which can increase their productivity and effectiveness.
- Better employee engagement: By providing opportunities for learning and development, organizations can increase employee engagement and retention.
- Improved job satisfaction: HRD can help employees to feel more confident and competent in their jobs, which can improve job satisfaction.
- Succession planning: HRD can also help organizations to identify and develop future leaders, ensuring the long-term success of the organization.
Designing an effective HRD system involves several principles, including:
- Alignment with organizational goals: HRD programs should be designed to support the overall goals and objectives of the organization.
- Needs assessment: Before implementing any HRD program, it is important to conduct a needs assessment to identify the specific knowledge and skill gaps that need to be addressed.
- Tailored to employee needs: HRD programs should be tailored to the specific needs of individual employees and groups.
- Continuous learning: HRD should be viewed as a continuous process, rather than a one-time event.
- Evaluation: HRD programs should be evaluated on an ongoing basis to determine their effectiveness and make any necessary improvements.
- Supportive organizational culture: HRD programs should be supported by an organizational culture that values learning and development.
Q9. Explain the concept of manpower demand. What are the different types of manpower forecasts?
Manpower demand refers to the estimated number of employees or workers that an organization requires to achieve its objectives and fulfill its operational needs. It is an essential aspect of human resource planning, as it helps organizations to determine the optimal number of employees, their skills and qualifications, and the appropriate time frame for recruitment.
There are various types of manpower forecasts, which organizations use to estimate their future manpower requirements. These include:
- Trend analysis: This approach involves analyzing past employment trends and projecting them into the future to determine the future demand for labor.
- Expert opinion: In this approach, the organization consults with experts in the field to determine the future demand for labor based on their experience and knowledge.
- Ratio analysis: This approach involves using ratios to determine the number of employees required for each unit of output or production.
- Workload analysis: This approach involves analyzing the workload of each department or unit to determine the number of employees required to meet the workload demands.
- Replacement analysis: This approach involves estimating the number of employees who are likely to retire, resign or leave the organization and determining the number of new employees required to replace them.
- Technological forecasting: This approach involves analyzing the impact of technological changes on the workforce and estimating the future demand for labor based on these changes.
By using these different types of manpower forecasts, organizations can estimate their future manpower needs and plan accordingly, to ensure that they have the right number of employees with the appropriate skills and qualifications to achieve their objectives.
Q10. What is performance appraisal? Write about various Performance Appraisal methods.
Performance appraisal is the process of assessing an employee’s job performance and productivity against pre-determined objectives and standards. The primary objective of performance appraisal is to determine an employee’s contribution to the organization’s success and identify areas for improvement.
There are various methods of performance appraisal that organizations use to evaluate their employees’ job performance. Here are some of the most common ones:
- Graphic rating scales: This method involves evaluating employees on a set of predetermined criteria using a rating scale. The criteria could include factors such as quality of work, attendance, teamwork, and productivity. The rating scale could be numerical, such as 1 to 5 or 1 to 10, or could use descriptive phrases such as “excellent,” “good,” “satisfactory,” “needs improvement,” and “unsatisfactory.”
- 360-degree feedback: This method involves obtaining feedback on an employee’s job performance from multiple sources, including supervisors, peers, subordinates, customers, and suppliers. The feedback is collected anonymously and is then used to identify areas of strength and weakness.
- Critical incident method: This method involves documenting specific incidents that demonstrate an employee’s job performance, both positive and negative. These incidents are then used to evaluate the employee’s performance.
- Management by objectives (MBO): This method involves setting specific, measurable, achievable, relevant, and time-bound (SMART) objectives for employees. The employee’s performance is then evaluated based on how well they meet these objectives.
- Behavioral observation scales: This method involves observing an employee’s behavior in specific job-related situations and rating their behavior based on a predetermined scale. The scale could include factors such as communication skills, teamwork, problem-solving ability, and customer service.
- Self-appraisal: This method involves asking employees to evaluate their own job performance against predetermined objectives and standards. The self-appraisal is then used as a starting point for discussion between the employee and their supervisor.
Overall, the choice of performance appraisal method depends on the organization’s objectives, culture, and resources. Different methods can be combined and customized to suit the organization’s needs.
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