ADDIS ABABA MEDICAL AND BUSINESS COLLEGE

DIRE DEWA
CAMPUS

DEPARTMENT OF BUSINESS ADMINISTRATION

HRM Group Assignment

Hawlitu Mesfin…… .....14231/2013

Melaku Balcha ..……….14245/2013

Mekuria Fekede……….14199/2013

Mebratu Tegene………..14200/2013

Edilawit Abisa…………14246/2013

Musa Shafi………….. ..14990/2013

Submitted To: - Mingizem Berhan ( Asst.Prof. )

Course Title: - HUMAN RESOURCES MANAGEMENT

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PART ONE☹20%)

1. Which of the following is true regarding aim of human resources development?

A. Helping employees do their present C. Target is operative employees

jobs D. short-term periodic process
B. Helping mangers handle future E. Skills- oriented generally given to
responsibilities operative employees

2. Which of the following is not the importance of assessing training and development needs?
A. To develop training and development objectives
B. To identify problems
C. To facilitates selection of methods, trainers, and trainees.
D. To evaluate the outcome of training and follow-up of activities
E. None of the above
3. Which of the following is the managerial ability/skill required to get along with people, get the jobs
done through people, and motivate people?

A. Technical skills D. Decision making skill

B. Human skills E. Performance skill
C. Conceptual skills

4. Which of the following is indicating a system of review and evaluation of an individual or team’s job
performance?

A. Performance B. Job analysis D. Job specification

appraisal C. Job Description E. Job evaluation

5. Which of the following is a not objective of performance appraisal?

A. Promotion D. Attract applicant

B. Training and Development E. Pressure on Employees
C. Feedback

6. Which of the following is not under scope of HRM?

A. All the major activities in the working life of employee

B. Only concerned with higher levels of personnel
C. Concerned with people in the organization as whole
D. Concern of all departments personnel
E. None of the above

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7. Which of the following is the process of attracting individuals in sufficient numbers and encouraging
A.
themStaffing C. Screening
to apply for jobs with the organization? E. Development
B. Selection D. Recruitment

8. Which of the following is the not component of job analysis?

A. Job Description D. Job Performance Standards

B. Job specification E. None of the above
C. Job Evaluation

9. Which of the following is provides a systematic basis for determining the relative worth of jobs within
an organization?

A. Job Description D. Job Evaluation

B. Job identity E. Job Performance Standards
C. Job specification

10. Which of the following is exists when a firm’s employees are paid comparably to workers who
perform similar jobs in other firms?

A. External Equity D. Team Equity

B. Internal Equity E. All of the above
C. Employee Equity

11. Which of the following is not considered as common reasons for interviews failing?

A. lack of preparation D. Paraphrasing

B. Judgment made too early E. None of the above
C. Unstructured interviews

12. What are/is Job evaluation?

A. Knowledge, skills and abilities needed to do the job

B. Acceptable levels of job achievement
C. Minimum qualifications needed in potential candidates

D. Process of ranking all jobs in a E. None of the above

hierarchy

13. Why employee demand and supply have been analyzed?

A. To set minimum qualifications needed in potential candidates
B. It guides newly hired employees about what they are expected to do
C. To determine whether it will have a surplus or shortage of employees
D. To indicate quality and quantity of job performance
E. Serves as the basis for fixing a fair and equitable salary and wage structure

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 14. If you observe employees who lack interest, challenge, autonomy and boring as result of monotony
in repetitive jobs. To satisfy the needs of individuals (employees) which action is desirable to solve
such problem?

A. Job description D. Job evaluation

B. Job design E. Job performance standards
C. Job specification

15. Which of the following indicates satisfaction a person receives in the process of performing a
particular action or solving a problem that benefits others or praise for completing a project or meeting
some performance objectives?

A. Extrinsic rewards D. Maintenance factors

B. Intrinsic reward E. None of the above
C. Hygiene factors

16. Which of the following are categories as characteristics that led to job satisfaction according to
Herzberg hygiene factors that caused for satisfaction?

A. Pay D. Sense of achievement

B. Company policy E. Physical Working condition
C. Supervision and interpersonal
relations

18. Which of the following is an operative function of human resources management?

A. Planning D. Staffing
B. Organizing E. Controlling
C. Directing

19. If you want to ensure the required number of employees, with the required skills, is available when they
are needed. What you are going to do as starting point?

A. Human resource planning D. Conducting training

B. Recruitment E. Socialization
C. Selection

Part two (30%)

1. Distinguish amongst training, and development
Answer:
 Training refers to the process of imparting specific skills, helping employees do their present jobs
and it seeks to improve ability to perform present jobs. Training is skills- oriented generally given
to operative employees.

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  Whereas Development refers to those learning opportunities designed to help employees grow. It
is helping mangers handle future responsibilities. It seeks to improve experience to handle future
challenges and responsibilities. Development is education oriented given to managerial employees
who supervise the activities of others.

Here by is the major differences between the two:

1. Training focus present jobs; task oriented while Development focus on future responsibilities; growth
oriented.
2. Training is a short-term periodic process while Development is a long-term on-going process
3. Training target is operative employees while Development target is managerial employees
4. Training confined to handle-on skills and knowledge while Development develops conceptual
interpersonal, technical, and decision making skills.
5. Training is remedial while Development develop employee potential capable of achieving.

2. Assume currently you are working in Chiro Hospital as human resource manager of admin staff. Let us
say, currently the hospital undergoes human resource inventory, when employee requirements and
availability are analyzed, the office identified as the hospital admin staff has a surplus of employees and
supposed you are requested to take appropriate action. So that, what option is available for you to solve
this problem (to balance supply and demand of HR of hospital)?

Answers:

 As a Human Resource Manager of admin staff I will try to implement the following strategies by
looking at the Situation and circumstances.
 Since human resources and talents are crucial and precious to the organization that has invested
money and efforts in acquiring, training and developing the former (HRs), I should develop balanced
strategies to manage the HR surplus.
 To manage HR surplus, I can take up two types of strategic maneuvers based on the time. They are:
A. Proactive Strategic Planning of Future HR Surplus
B. Concurrent Management of Existing HR Surplus

Proactive Strategic Planning of Future HR Surplus

HR surplus is the phenomenon usually contemplated likely to have existed in most organizations, as it
is highly challenging to predict the exact HR demand and surplus in the organization vis-à-vis the
complexity and unpredictability of the external environment forces. Hence, it becomes imperative to
be proactive in developing strategic plans to manage future HR surpluses.
It involves planning what to do if there is a surplus of human resources in the organization
strategically. At least five strategies can be identified to manage excess HRs for the future:

 Proactive Strategic Planning of Future HR Surplus

a. Workforce Reductions
b. Workforce Downsizing
c. Attrition and Hiring Freezes
d. Voluntary Separation Plans
e. Plan to Lay off
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  Concurrent Management of Existing HR Surplus
a. Creating seasonal jobs
b. Assigning the surplus workers to training
c. Assigning to job rotation
d. Placing in newly developed jobs
e. Transferring into sister concerns and
expatriating to foreign subsidiaries
f. Layoffs

3. By assuming you are currently operating an appraisal system in your organization. Discuss the
performance appraisal process that you are going to apply.

Answers:

If I am assigned to conduct a performance appraisal of employees in my organization, I will perform the

process accordingly to the following process. First I will make sure that which performance appraisal method
is appropriate and more effective to my organization to meet organizational goals and objectives and that will
bring the most effective and efficient method to bring about the best possible outcome as far as the
performance of the employees were concerned. To this end every method will be assessed and critically
examined. Therefor I will decide whether Ranking methods, paired comparison, grading method, forced
distribution method, check-list method, critical incident method, assessment center or 360-degree appraisal is
more appropriate to the organization.
Then, I will establish performance standards that clearly outlines the outcome or output, accomplishment level
and level of skill expected from the employees. I will make sure the standards are clearly stated and the
objectives were easy to understand and measured objectively. The standards should be free from personal bias
and evolved from job description and job analysis. I will clearly communicate the employees of my
expectations and they will be evaluated accordingly to the already stated standards.

Once I set the standards, as I mentioned above, I will communicate the standards to the employees and what is
expected from them. The next step that I will critical perform is measuring the actual performance. To this end
I will request the employee to be apprised of to bring any statistical report, oral report and written report.
Furthermore, my personal observation will be important in actually measuring the actual performance.

Next, I with the employee, will compare the actual performance with the expected or desired standards.
Finally, I will communicate with the concerned employee about the result of the appraisal. Here I will clearly
communicate the employee about the strength and weakness he or she possess. The discussion may be positive
or negative, the employee may become frustrated or sensitively respond to the results. However, I will make
sure such things and results are the best interest of the organization and to bring most out of the employee. By
doing so harmony will be established to the process. Finally, I will initiate corrective action that is instant and

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basic. Our Instant corrective actions deals with symptoms of poor performance. The basic corrective actions
will have concerned with the causes of the already experienced poor performances.

4. Among all the resources possessed by the organizations it is only manpower or the Human resources that
create the real difference. Why? How?

Answers:

For any organization, to be successful and achieve its organizational objectives, there is a need to coordinate
the basic resources of the organization. Organizational resources cannot bring success to the organization by
themselves unless there is effective utilization and coordination of these resources. That is why human
resources or man power is very critical resources that can create a real difference in achieving organizational
objectives.

Without human resources or man power, how it will be possible to operate or coordinate non-human resources
like money or capital, raw materials including semi-processed one, buildings, machinery like fixed assets or
plants. There need to be a professionally trained, knowledgeable, skilled and experienced manpower to make
effective use of the above mentioned hon human resources. The non-human resource cannot barely coordinate
themselves and bring output or result by themselves.

May be some machines can operate automatically. But that does not mean that they can operate by themselves
without any command or prompt action or order by a human being. It is up to the human resources of the
organization to come up with organizational objectives, structure, coordination, and running day to day
activities of the organization. Still when there is something bad happens it is the man power to stand to the
problems and come up with solutions. Non-human resources are lifeless as their name indicates and it is the
human resources that gives life and purpose for them.

That is why any organization, to be successful and effective, needs to plan critically its human resources prior
to any other effort to fully structured its non-human resources.

5. If you are going to have any real chance of finding the most suitable candidate, then both you and the
candidate must be adequately prepared for the interview. To help the candidate to be fully prepared for the
interview what you should do? To ensure that you are fully prepared you expected to do what?

Answers:

As far as preparing the candidate to the interview and how I should prepare myself to effectively interview the
candidate I will do the following preparations. Concerning the preparation of the candidate I believe that it is
up to the candidate his/her self to prepare for the interview. This is mainly because of the ethical issues and to
avoid any possible bias that the candidates should prepare themselves to the interview. Furthermore, if I
prepared the candidates to be interviewed how can possibly I measure and differentiate the best possible
candidate for the vacant position I and the organization to fill. But to make sure fully prepared to conduct the
interview I should prepared as per the standard as follows. First I will prepare my interview questions. Here I
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will make sure that the questions are about General questions, like about the strength and weakness the
candidate has, why he become interested to leave his current or last job, why he become interested in joining
the organization that he is applying, what will be his role if he gets the chance to be employed, what is his best
and special abilities, knowledge and skill that makes him different and best from the other potential candidates
for the job.
I will also prepare questions related to measuring the motivation of the candidate. Here my questions should be
to know how he become motivated to perform his duties and responsibilities, what career objectives he met
and achieved so far, how he measure his success so far in meeting organization objectives and his productivity
level, about the rewards he gained so far and what does this rewards meant to him and how much he become
motivated for further success.

Furthermore, as every work and position requires team work I.e. bringing knowledge, skill and experience
together with other, I will prepare questions to examine how much the candidate is a team player. Here my
questions include to what kind of peoples he likes to work, how about the conflicts he may face with other co -
workers and how he can manage to solve the conflicts non-violently, what is your management style, how do
others see you and what is their attitudes towards you, and if you are asked to express yourself in short in three
words how you describe yourself.

Other question will address the problem solving skill of the candidate. Here I will ask the candidate about his
creativity in solving problems, his experience in solving problems, what kind of difficult problem he faced so
far and how he react to it, which kind of problem solving approach best works for him so far.

Finally, I will prepare questions related to integrity and ethical issues. I will ask him if there is a time that he
act dishonestly, how he will react if he were asked to perform something unethical by his superiors, how you
will react if you saw any co-worker did something unethical and dishonest, when did the last time you break
some organizational rule and regulation and finally what do you think your previous co-workers will say about
you if I call them.

More over beyond preparing the above teamed questions I will make sure I will be honest, unbiased and avoid
any leading questions to the candidate.

6. Suppose you are human resource manager of ABC Company, currently the organization designed new job
position called human resource training organizer. So you are likely to prepare job description and job
specification to this vacant /new position. Prepare short and clear sample of job advertisement which will
be posted for vacant position.
Answers:

Vacancy

Human Resource Training Organizer

Job by Company ABC

Location Jijiga, Somali National Regional state Ethiopia

Career level: Mid-level (2 and above years’ experience)

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 Employment type: Full time

Salary: negotiable

Job Description:

Who we are
Company ABC is a national Non-governmental organization. The organization started its humanitarian work
with the opening of its first office in Jigjiga, Eastern part of Ethiopia in 2002. The organization has been
providing life-saving provisions such as food, water and health services for a very significant number of
children devastated by severe drought and the subsequent famine.
Today, we have grown significantly to meet the persistent challenges that confront Ethiopian children who
have lost parental care and are at risk of losing their parental care. Working in close collaboration with
international donors, local government and community based organizations. ABC company aspires that every
child grows up with love, respect and security.
Why we need you?
We are looking for a Human resource training organizer who will be responsible to prepare and guide any
training that is needed for the employees that will enhance employee’s performance towards achieving
organization objectives.
What we provide...
An amazing work environment that promotes personal growth through providing professional space to grow
and advance your career!
Your role....
As a Human resource training organizer, you will be in charge of the following:
I. Finding out knowledge, skill and experience gap of employees that hinder the employees from
successfully executing their responsibilities towards achieving organizational objectives.
II. Identifying a needy who need training to enhance performance in their respective jobs
III. Selecting and providing training titles and issues
IV. Planning, executing and evaluating training
V. Mobilizing resources allocated for the training, ensuring the effective use of resources allocated for this
purpose.
VI. Selecting potential and qualified training providers from the market.
VII. Creating partnership with consultancy groups and institutions who established to provide training for the
need
VIII. Working closely with the management team, monitoring and evaluation officer.
IX. Providing report for the concerned body.

Job Requirements:

The must haves:

 BA Degree in Human Resource Management, Developmental Studies and other development related discipline.
 Minimum 2 years related experience
 Awareness and understanding of relevant needs of training and development of employees.
 Excellent command over English and Somali language including both written and verbal.
 Good communication skills,
 Basic computer skills
 Team building & partnership development skills,
 Planning, organizing and report writing skill,
 Conflict resolution

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 Interpersonal skills,
 Ability to work under stressful situations.

How to apply
In person, or via online
Deadline: For Ten Consecutive Days from the day this vacancy is announced

Case Study
An employee was absent from work for several weeks following this incident between her and another staff
member. She shares an office with another employee. One day after her field work, she found that her office
mate had changed the seating arrangement and had moved her desk from its usual corner near the window. She
asked him why and tries to move it back to its original place, but the staff member is not willing to do so
because he is not interested to work together because of her poor performance on the job. This staff says I am
always lag behind when I was doing jobs with you and this left me with many bones and reward because of
you which our collogue easily achieve every year. Something in her tone offended him and he responded in a
way that offended her as well. There was an expectation that they would work closely together to deliver a
program jointly, but they were unable to do this after their disagreement. This was dissatisfying her and led to
her absenteeism. She raised this with her supervisor when she was questioned about her absence.
1. Identify the issues in this case scenario.
2. Identify the best approach to resolve this conflict

3. Is there any training need here? If yes why?

Answer:

1. In this case study, the first thing that comes to in my mind is how on earth the employee became absent from
her work for several weeks due to her personal conflict with her office mate even if it was caused by their
difference in work related performance and working environment. It is not legally acceptable to become absent
from her work for several weeks. It is a major offence and could be fired from her job.

Anyways the issue in this case is:

a) Absences of intrinsic motivation from the absentee employee

b) The one who is claiming the absentee employee is not a good performer is somehow an employee who is
motivated extrinsically.
c) Both the accuser and the accused failed to deliver a new program that they were responsible to work
together. Therefore, it is also a major performance failure.
d) Both parties lack a skill to act in a team work and they are not a team player.
2. Generally, the issue here in this case involves a failure to deliver a job in team, lack of interest in giving up
personal interest for the common good of organization objectives and goals, lack of skill in solving work
related performance with work mates.

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3. Off course a training is needed her for both the conflicting parties. The training may be themed on the
following issues:

a) How to resolve work related conflict or disagreement among working team mates
b) Training on giving priorities to bring success towards achieving organizational goals instead of focusing
on personal interest and gain.
c) Legal training about the rights and responsibilities a worker should enjoy and deliver in work. Here the
consequences for a failure in work should also be included.

THANK YOU

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