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GNDU QUESTION PAPERS 2021
BBA 6
th
SEMESTER
Paper-BBA-622 (Group B): CONTEMPORARY ISSUES IN HUMAN RESOURCE
MANAGEMENT
Time Allowed: 3 Hours Maximum Marks: 50
Note: Aempt Five quesons in all, selecng at least One queson from each secon. The
Fih queson may be aempted from any secon. All quesons carry equal marks.
1. Describe the ethical issues and challenges in HRM.
2. Write a note on the following:-
(a) Expectancy theory
(b) Performance Management as a business strategy.
3. What are the movaonal theories aecng rewards in organizaons?
4. Write a note on the signicance of performance management.
5. What do you mean by workforce diversity in the organizaons? Suggest some ways to
improve the management of diversity.
6. Idenfy the organizaonal factors aecng work.
7. Highlight the role of HRM in 21st century.
8. Write a note on the following:-
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(a) Atudes to work
(b) Unemployment.
GNDU Answer PAPERS 2021
BBA 6
th
SEMESTER
Paper-BBA-622 (Group B): CONTEMPORARY ISSUES IN HUMAN RESOURCE
MANAGEMENT
Time Allowed: 3 Hours Maximum Marks: 50
Note: Aempt Five quesons in all, selecng at least One queson from each secon. The
Fih queson may be aempted from any secon. All quesons carry equal marks.
1. Describe the ethical issues and challenges in HRM.
Ans: Ethical Issues and Challenges in HRM (Human Resource Management)
Human Resource Management (HRM) is all about managing people in an organization—
hiring, training, promoting, and maintaining relationships.
But here’s the important part:
HR decisions affect people’s lives, careers, and emotions.
So, HR must follow ethics—which means doing what is right, fair, and honest.
What are Ethical Issues in HRM?
Ethical issues arise when HR managers face situations where:
• They must choose between right and wrong
• Or between fairness and personal/organizational pressure
Example:
Should a manager hire the most qualified candidate or a relative of the boss?
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Basic Ethical Decision Flow in HRM
Situation Arises
↓
Identify Ethical Issue
↓
Consider Fairness & Rights
↓
Make Ethical Decision
↓
Evaluate Impact
Major Ethical Issues in HRM
Let’s understand the key issues in a very practical and relatable way.
1. Recruitment and Selection
This is where many ethical problems begin.
Issues:
• Favoritism (giving job to relatives/friends)
• Discrimination based on:
o Gender
o Religion
o Caste
o Age
Example:
Rejecting a qualified female candidate just because of marriage concerns.
Ethical Approach:
• Hire based on merit and skills only
2. Fair Wages and Compensation
Employees expect fair payment for their work.
Issues:
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• Paying unequal salaries for the same job
• Delaying salaries
• Exploiting workers
Example:
Two employees doing the same work but receiving different pay without reason.
Ethical Approach:
• Equal pay for equal work
• Transparency in salary structure
3. Performance Appraisal
Performance reviews should be honest and fair.
Issues:
• Bias or favoritism
• Personal grudges affecting ratings
• Lack of proper evaluation
Example:
Giving higher ratings to a favorite employee instead of a deserving one.
Ethical Approach:
• Objective and transparent evaluation system
4. Privacy and Confidentiality
HR deals with sensitive employee data.
Issues:
• Misuse of personal information
• Sharing confidential data without consent
Example:
Revealing an employee’s medical condition publicly.
Ethical Approach:
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• Protect employee data strictly
5. Workplace Discrimination and Harassment
Every employee deserves respect.
Issues:
• Sexual harassment
• Bullying
• Discrimination
Example:
Making inappropriate comments or unequal treatment.
Ethical Approach:
• Safe and respectful workplace
• Strict action against harassment
6. Employee Termination
Firing someone is a sensitive decision.
Issues:
• Unfair dismissal
• No proper notice
• Emotional impact ignored
Example:
Removing an employee suddenly without valid reason.
Ethical Approach:
• Follow proper procedures
• Give fair chance and explanation
7. Work Environment and Safety
Organizations must ensure safe working conditions.
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Issues:
• Ignoring safety measures
• Overworking employees
• Poor working conditions
Example:
Factory workers working without safety equipment.
Ethical Approach:
• Ensure health and safety of employees
8. Training and Development
Employees should get equal growth opportunities.
Issues:
• Giving training only to selected employees
• Ignoring others
Example:
Providing promotions only to a certain group.
Ethical Approach:
• Equal learning opportunities
Challenges in Maintaining Ethics in HRM
Now let’s understand why maintaining ethics is not always easy.
1. Conflict Between Profit and Ethics
Sometimes companies focus more on profit than fairness.
Example:
Hiring cheaper labor instead of qualified candidates.
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2. Pressure from Top Management
HR managers may be forced to take unethical decisions.
Example:
Being asked to hire a relative of the boss.
3. Cultural and Social Differences
Different people have different beliefs about what is “ethical”.
4. Lack of Awareness
Some employees and managers may not understand ethical standards.
5. Rapid Changes in Work Environment
With technology and globalization:
• New ethical issues arise
• Data privacy becomes more complex
Why Ethics in HRM is Important
Ethics is not just about rules—it builds a strong organization.
Benefits:
• Builds trust among employees
• Improves company reputation
• Increases employee satisfaction
• Reduces conflicts and legal issues
Conclusion
Ethical issues in HRM are deeply connected to human values and fairness. Every HR
decision—from hiring to firing—must be taken with honesty and responsibility.
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2. Write a note on the following:-
(a) Expectancy theory
(b) Performance Management as a business strategy.
Ans: (a) Expectancy Theory
Expectancy theory was proposed by Victor Vroom, and it explains why people are
motivated to work hard. Instead of assuming that money or rewards alone drive behavior,
this theory says motivation depends on three key beliefs:
1. Expectancy (Effort → Performance)
o People ask themselves: “If I put in effort, will I perform well?”
o Example: A student studies hard only if they believe studying will actually
improve their exam performance.
2. Instrumentality (Performance → Reward)
o People ask: “If I perform well, will I get a reward?”
o Example: An employee works hard only if they believe good performance will
lead to a promotion or bonus.
3. Valence (Value of Reward)
o People ask: “Do I care about the reward being offered?”
o Example: A bonus in the form of movie tickets may not motivate someone
who doesn’t enjoy movies.
In short, motivation = Expectancy × Instrumentality × Valence. If any of these is zero,
motivation collapses.
Why It Matters
• Managers must ensure employees believe effort leads to performance, performance
leads to rewards, and rewards are valuable.
• Example: If a company promises promotions but never delivers, employees lose
motivation.
(b) Performance Management as a Business Strategy
Performance management is not just about annual appraisals—it’s a continuous process of
aligning employee performance with organizational goals. When treated as a business
strategy, it becomes a powerful tool for growth.
Key Features of Performance Management as Strategy
1. Goal Alignment
o Employees’ objectives are linked to organizational vision.
o Example: If the company wants to expand globally, managers set targets that
support international growth.
2. Continuous Feedback
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o Instead of waiting for yearly reviews, employees get regular feedback.
o Example: Monthly check-ins help correct mistakes early.
3. Employee Development
o Performance management identifies skill gaps and provides training.
o Example: A sales team struggling with digital tools gets e-learning sessions.
4. Data-Driven Decisions
o Performance metrics guide promotions, rewards, and resource allocation.
o Example: High-performing employees are given leadership opportunities.
5. Culture of Accountability
o Everyone knows what is expected and is responsible for results.
o Example: Teams track progress through dashboards and KPIs.
Why Performance Management is a Business Strategy
1. Improves Productivity
o Clear goals and feedback help employees work efficiently.
2. Supports Innovation
o By tracking performance, companies identify areas needing creativity and
improvement.
3. Enhances Employee Engagement
o Employees feel valued when their contributions are recognized.
4. Strengthens Competitive Advantage
o Organizations with strong performance management adapt faster to market
changes.
5. Drives Long-Term Success
o Aligning individual performance with company strategy ensures sustainable
growth.
Relatable Example
Imagine a tech company:
• It uses expectancy theory to motivate employees by ensuring effort leads to
performance (training), performance leads to rewards (bonuses), and rewards are
valuable (career growth).
• It treats performance management as a strategy by aligning employee goals with
innovation targets, giving continuous feedback, and rewarding creativity.
The result: motivated employees, higher productivity, and stronger market position.
Final Narrative
So, expectancy theory explains why people are motivated—they must believe effort leads
to performance, performance leads to rewards, and rewards are valuable.
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Performance management, when treated as a business strategy, ensures that employee
performance is continuously aligned with organizational goals through feedback,
development, and accountability.
3. What are the movaonal theories aecng rewards in organizaons?
Ans: What are Motivational Theories Affecting Rewards?
Motivational theories are ideas given by psychologists and management experts to explain:
What motivates people to work?
How rewards influence behavior?
Organizations use these theories to:
• Decide how much to pay
• Decide when to reward
• Decide what type of reward to give
Major Motivational Theories Affecting Rewards
Let’s explore the main theories one by one in a very easy way.
1. Maslow’s Need Hierarchy Theory
Given by Abraham Maslow
Maslow said that humans have five levels of needs, and they want to satisfy them step by
step.
Diagram of Maslow’s Theory
Self-Actualization (Growth, Success)
-------------------------------
Esteem Needs (Respect, Status)
-------------------------------
Social Needs (Friendship, Love)
-------------------------------
Safety Needs (Job Security)
-------------------------------
Physiological Needs (Food, Salary)
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How it affects rewards:
• Basic salary → fulfills physiological needs
• Job security → safety needs
• Team culture → social needs
• Promotion & recognition → esteem needs
• Career growth → self-actualization
Organizations design rewards to satisfy different levels.
2. Herzberg’s Two-Factor Theory
Given by Frederick Herzberg
He divided factors into two types:
Hygiene Factors
• Salary
• Job security
• Working conditions
These do not motivate, but prevent dissatisfaction.
Motivators
• Achievement
• Recognition
• Responsibility
These truly motivate employees.
Impact on rewards:
• Salary alone is not enough
• Recognition and growth opportunities are very important
Example:
Even with a good salary, a person may feel unhappy without appreciation.
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3. McGregor’s Theory X and Theory Y
Given by Douglas McGregor
Theory X
• People dislike work
• Need strict control
• Motivated by money and punishment
Theory Y
• People enjoy work
• Are self-motivated
• Seek responsibility
Impact on rewards:
• Theory X → rewards = money + control
• Theory Y → rewards = trust, recognition, growth
Modern organizations mostly follow Theory Y
4. Vroom’s Expectancy Theory
Given by Victor Vroom
This theory is very practical.
It says:
People work hard when they believe their effort will lead to reward.
Simple Formula:
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Motivation = Expectancy × Performance × Reward
Impact on rewards:
Employees ask:
• “If I work hard, will I succeed?”
• “If I succeed, will I get rewarded?”
So organizations must:
• Link performance with rewards clearly
5. Adams’ Equity Theory
Given by John Stacey Adams
This theory is about fairness.
Key Idea:
Employees compare:
• Their effort and reward
• With others in the organization
Diagram
My Effort / My Reward = Others' Effort / Others' Reward
Impact on rewards:
• If employees feel unfair treatment, they become demotivated
• Fair pay and equal opportunities are very important
Example:
If two people do the same work but get different salaries → dissatisfaction
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6. Skinner’s Reinforcement Theory
Given by B.F. Skinner
This theory says:
Behavior depends on its consequences.
Types of Reinforcement:
• Positive → reward (bonus, praise)
• Negative → removing something unpleasant
• Punishment → penalty
Impact on rewards:
• Reward good performance → it increases
• Ignore or punish bad performance → it decreases
Example:
Giving bonus for good work encourages repetition
Overall Understanding
All these theories together help organizations design effective reward systems.
Combined View Diagram
Motivation Theories → Reward System → Employee Behavior → Organizational Success
Conclusion
Motivational theories are like a guidebook for organizations. They help answer:
• What motivates employees?
• How should rewards be given?
• Why do some rewards work and others fail?
Key takeaway:
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• Money is important, but not everything
• Fairness, recognition, growth, and trust also matter
In simple words:
“Right reward, at the right time, in the right way = motivated employees.”
4. Write a note on the signicance of performance management.
Ans: What is Performance Management?
Performance management is the continuous process of aligning employee performance
with organizational goals. It’s not just about annual appraisals or giving ratings—it’s about
creating a culture where employees know what is expected, receive regular feedback, and
are supported to grow.
Think of it like a sports team:
• The coach doesn’t wait until the end of the season to give feedback.
• They guide players during practice, adjust strategies mid-game, and motivate them
throughout.
Similarly, performance management ensures employees are guided, motivated, and
developed continuously.
Significance of Performance Management
1. Goal Alignment
• Performance management connects individual goals with organizational objectives.
• Example: If a company wants to expand globally, managers set targets for employees
that support international growth.
• Significance: Everyone works in the same direction, reducing confusion and wasted
effort.
2. Continuous Feedback
• Employees don’t have to wait for yearly reviews—they get regular feedback.
• Example: Monthly check-ins help correct mistakes early.
• Significance: Improves learning, reduces errors, and builds confidence.
3. Employee Development
• Identifies skill gaps and provides training opportunities.
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• Example: A sales team struggling with digital tools gets e-learning sessions.
• Significance: Employees grow professionally, and the organization gains stronger
talent.
4. Motivation and Engagement
• Recognizing and rewarding good performance keeps employees motivated.
• Example: Performance-linked bonuses or recognition awards.
• Significance: Engaged employees are more loyal and productive.
5. Improved Productivity
• Clear expectations and regular monitoring ensure employees stay focused.
• Example: Using performance dashboards to track progress.
• Significance: Higher efficiency and better use of resources.
6. Better Decision-Making
• Performance data helps managers make informed decisions about promotions,
rewards, or training.
• Example: High-performing employees are given leadership opportunities.
• Significance: Reduces bias and ensures fairness.
7. Culture of Accountability
• Employees know what is expected and take responsibility for results.
• Example: Teams track progress through KPIs (Key Performance Indicators).
• Significance: Builds discipline and ownership in the workplace.
8. Supports Innovation
• By tracking performance, companies identify areas needing creativity and
improvement.
• Example: Encouraging employees to suggest new ideas during reviews.
• Significance: Drives innovation and keeps the company competitive.
9. Retention of Talent
• Employees who feel valued and supported are less likely to leave.
• Example: Career growth plans linked to performance reviews.
• Significance: Reduces turnover and saves recruitment costs.
10. Long-Term Organizational Success
• Performance management ensures that short-term actions contribute to long-term
goals.
• Example: Continuous improvement programs in manufacturing companies.
• Significance: Builds sustainable growth and stability.
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Final Narrative
So, the significance of performance management lies in its ability to align employee efforts
with organizational goals, provide continuous feedback, support development, motivate
employees, and build a culture of accountability. It improves productivity, strengthens
decision-making, encourages innovation, and ensures long-term success.
5. What do you mean by workforce diversity in the organizaons? Suggest some ways to
improve the management of diversity.
Ans: What is Workforce Diversity in Organizations?
Imagine you enter an office where:
• People belong to different cultures, religions, and languages
• Some are young, some are experienced seniors
• There are both men and women, and people with different abilities
• Everyone has different ideas, skills, and ways of thinking
This is called Workforce Diversity.
Meaning of Workforce Diversity
Workforce diversity means the presence of differences among employees in an
organization. These differences can be:
• Demographic: Age, gender, race
• Cultural: Language, religion, traditions
• Educational: Qualifications, knowledge
• Psychological: Attitudes, values, beliefs
• Physical abilities: Disabilities or special needs
In simple words:
Workforce diversity means a mix of different types of people working together in one
organization.
Simple Diagram of Workforce Diversity
Workforce Diversity
|
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-------------------------------------
| | | | |
Age Gender Culture Skills Ability
(Young/ (Male/ (Language (Different (Physical/
Old) Female) Religion) Skills) Mental)
Why is Workforce Diversity Important?
Before we move to management, let’s understand why diversity matters:
• Better Ideas – Different perspectives bring creativity
• Global Reach – Helps in dealing with international clients
• Better Problem Solving – Diverse thinking improves decisions
• Improved Performance – Teams become more productive
But diversity can also create challenges like misunderstandings or conflicts if not
managed properly.
Ways to Improve the Management of Diversity
Managing diversity means creating an environment where everyone feels respected,
valued, and included.
1. Diversity Training and Awareness
Organizations should provide training to employees to:
• Understand cultural differences
• Avoid stereotypes and bias
• Learn respectful behavior
Example:
Workshops on gender sensitivity or cultural awareness.
2. Equal Opportunity Policies
There should be fair rules for:
• Hiring
• Promotion
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• Salary
No discrimination based on:
• Gender
• Religion
• Caste or background
This builds trust and fairness.
3. Encourage Open Communication
Employees should feel free to:
• Share ideas
• Express concerns
• Discuss problems
Managers should:
• Listen actively
• Respect opinions
This reduces misunderstandings.
4. Inclusive Leadership
Leaders should:
• Treat everyone equally
• Value different opinions
• Support all employees
A good leader creates a sense of belonging in the team.
5. Team Building Activities
Organize activities that:
• Bring employees together
• Build mutual understanding
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• Improve relationships
Example:
• Group projects
• Cultural celebration events
6. Flexible Work Environment
Different employees have different needs:
• Working parents
• People with disabilities
• Employees from different time zones
Provide:
• Flexible working hours
• Work-from-home options
7. Zero Tolerance for Discrimination
Organizations should have strict rules against:
• Harassment
• Bullying
• Discrimination
Immediate action should be taken against such behavior.
8. Promote Inclusion Culture
Inclusion means:
Not just having diversity, but making everyone feel valued.
Ways to promote inclusion:
• Celebrate festivals of different cultures
• Recognize diverse contributions
• Encourage collaboration
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9. Monitor and Evaluate Diversity Practices
Organizations should:
• Track diversity data
• Evaluate policies
• Improve continuously
This ensures long-term success.
Simple Flow of Diversity Management
Diversity Exists
↓
Understanding Differences
↓
Inclusive Policies
↓
Training & Communication
↓
Respect & Collaboration
↓
Organizational Success
Conclusion
Workforce diversity is not just about having different kinds of people—it is about valuing
those differences.
In today’s world, organizations cannot grow without diversity. But simply having diversity is
not enough. It must be properly managed through:
6. Idenfy the organizaonal factors aecng work.
Ans: Introduction
Every organization is like a living system. The way employees work, their motivation, and
their productivity are not shaped by individuals alone—they are influenced by
organizational factors. These factors act like the environment in which employees operate.
If the environment is supportive, employees thrive; if it is restrictive, performance suffers.
Think of it like a garden:
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• The plants (employees) grow well only if the soil, water, sunlight, and care
(organizational factors) are balanced.
• If one factor is missing, growth slows down.
In the same way, organizational factors directly affect how people work.
Key Organizational Factors Affecting Work
1. Organizational Structure
• The way roles, responsibilities, and authority are arranged influences work.
• Example: A clear hierarchy helps employees know whom to report to, while a flat
structure encourages collaboration.
• Impact: A confusing structure leads to duplication of work or conflicts.
2. Leadership Style
• Leaders set the tone for the workplace.
• Example: A supportive leader motivates employees, while an authoritarian leader
may create fear.
• Impact: Leadership affects morale, trust, and willingness to take initiative.
3. Work Culture
• Culture includes values, beliefs, and behaviors shared in the organization.
• Example: A culture of innovation encourages employees to experiment, while a rigid
culture discourages creativity.
• Impact: Culture shapes how employees interact, solve problems, and stay
motivated.
4. Communication System
• Smooth communication ensures clarity of goals and reduces misunderstandings.
• Example: Regular team meetings and open channels for feedback.
• Impact: Poor communication leads to confusion, delays, and frustration.
5. Technology and Tools
• Availability of modern tools and technology makes work faster and easier.
• Example: Using project management software improves coordination.
• Impact: Outdated tools slow down work and reduce efficiency.
6. Policies and Procedures
• Rules and guidelines shape how work is done.
• Example: Flexible leave policies improve employee satisfaction.
• Impact: Overly strict policies may reduce motivation, while fair policies encourage
commitment.
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7. Training and Development
• Continuous learning opportunities help employees upgrade skills.
• Example: Workshops on digital tools or leadership skills.
• Impact: Lack of training leaves employees unprepared for challenges.
8. Reward and Recognition System
• Employees need appreciation for their efforts.
• Example: Bonuses, promotions, or even verbal recognition.
• Impact: Without recognition, employees feel undervalued and disengaged.
9. Work Environment
• Physical and psychological environment matters.
• Example: Comfortable seating, good lighting, and supportive colleagues.
• Impact: Stressful or unsafe environments reduce productivity.
10. Decision-Making Process
• Involving employees in decisions makes them feel valued.
• Example: Asking for input before implementing new policies.
• Impact: Excluding employees leads to resistance and low morale.
11. Team Dynamics
• Collaboration and harmony within teams affect work quality.
• Example: A cooperative team achieves goals faster than a team full of conflicts.
• Impact: Poor teamwork reduces efficiency and increases stress.
12. Organizational Goals and Vision
• Clear goals give employees direction.
• Example: A company aiming for sustainability motivates employees to work on eco-
friendly projects.
• Impact: Unclear goals lead to confusion and wasted effort.
Relatable Example
Imagine a software company:
• It has a flat structure where employees can directly approach managers.
• Leaders encourage innovation and reward creative ideas.
• The company invests in training and provides modern tools.
• Communication is open, and employees are involved in decisions.
The result: employees feel motivated, work efficiently, and contribute to organizational
success.
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Now imagine the opposite:
• A rigid hierarchy, poor communication, outdated tools, and no recognition.
• Employees feel frustrated, unmotivated, and may even leave.
This shows how organizational factors directly shape work outcomes.
Final Narrative
So, organizational factors like structure, leadership, culture, communication, technology,
policies, training, rewards, environment, decision-making, teamwork, and goals all affect
how employees work.
7. Highlight the role of HRM in 21st century.
Ans: Introduction: HRM in the Modern World
In earlier times, HRM was mostly about:
• Hiring employees
• Paying salaries
• Keeping records
But in the 21st century, HRM has transformed into a strategic partner in organizations. It is
no longer just administrative—it plays a key role in shaping the success of a company.
Today, HR is about people + technology + strategy.
Changing Nature of HRM
Modern organizations operate in a world of:
• Global competition
• Rapid technological change
• Diverse workforce
• Remote and hybrid work
Because of this, HRM has become more dynamic, flexible, and people-centered.
Diagram: Role of HRM in the 21st Century
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+-----------------------+
| Talent Acquisition |
+-----------------------+
↓
+-----------------------+ +------------------------+
| Training & Development| ---> | Employee Engagement |
+-----------------------+ +------------------------+
↓ ↓
+-----------------------+ +------------------------+
| Performance Management| ---> | Work-Life Balance |
+-----------------------+ +------------------------+
↓ ↓
+--------------------------------------+
| Innovation, Growth & Organizational |
| Success |
+--------------------------------------+
Key Roles of HRM in the 21st Century
Now let’s explore the major roles in a clear and relatable way.
1. Talent Acquisition and Retention
Modern HR focuses on:
• Hiring the right people with the right skills
• Retaining talented employees
Example:
Companies like tech firms look for not just degrees, but skills, creativity, and attitude.
HR also ensures employees stay by:
• Providing growth opportunities
• Creating a positive work environment
2. Training and Development
In today’s fast-changing world, skills become outdated quickly.
HR ensures:
• Continuous learning
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• Skill development programs
• Leadership training
Example:
Employees are trained in:
• New software
• Communication skills
• Problem-solving
This helps both employees and the organization grow together.
3. Managing Technology and Digital Transformation
HR now uses modern tools like:
• HR software systems
• AI-based recruitment
• Online performance tracking
Role of HR:
• Help employees adapt to new technologies
• Manage digital workplaces
This makes organizations more efficient and competitive.
4. Employee Engagement and Motivation
Happy employees = Better performance.
HR works to:
• Keep employees motivated
• Build strong relationships
• Encourage teamwork
Example:
• Organizing team activities
• Recognizing achievements
• Creating a friendly work culture
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5. Work-Life Balance
In the 21st century, employees want:
• Flexible working hours
• Remote work options
• Mental well-being
HR ensures:
• Employees are not overburdened
• Healthy work-life balance is maintained
This reduces stress and increases productivity.
6. Managing Diversity and Inclusion
Modern workplaces include people from:
• Different cultures
• Different genders
• Different backgrounds
HR promotes:
• Equality
• Respect
• Inclusion
Example:
Creating policies that ensure no discrimination.
7. Performance Management
HR monitors and improves employee performance by:
• Setting clear goals
• Giving feedback
• Conducting appraisals
Unlike old systems, modern HR focuses on:
• Continuous feedback instead of yearly reviews
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8. Employee Well-being and Mental Health
In today’s stressful world, HR takes care of:
• Mental health
• Emotional well-being
• Job satisfaction
Example:
• Counseling services
• Stress management programs
9. Strategic Partner in Business
HR is now part of decision-making.
It helps in:
• Planning company growth
• Managing change
• Building organizational culture
HR aligns employee goals with company goals.
10. Change Management and Innovation
The 21st century is all about change.
HR helps organizations:
• Adapt to change
• Encourage innovation
• Manage transitions smoothly
Example:
During digital transformation, HR trains employees and reduces resistance.
Conclusion
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The role of HRM in the 21st century has become more powerful and important than ever
before.
It is no longer just about managing employees—it is about:
• Developing talent
• Building a positive culture
• Driving innovation
• Ensuring organizational success
In simple words:
“HRM today is the heart of an organization—it connects people, technology, and goals.”
A successful organization in today’s world is not just defined by profits, but by how well it
manages and values its people—and that is exactly what modern HRM does.
8. Write a note on the following:-
(a) Atudes to work
(b) Unemployment.
Ans: (a) Attitudes to Work
An attitude to work simply means the way people feel, think, and behave toward their jobs.
It’s not just about skills—it’s about mindset. Two employees may have the same
qualifications, but their attitude can make a huge difference in performance.
Types of Attitudes to Work
1. Positive Attitude
o Employees are motivated, enthusiastic, and committed.
o Example: A teacher who enjoys teaching inspires students and creates a lively
classroom.
2. Negative Attitude
o Employees feel bored, resentful, or disengaged.
o Example: A cashier who dislikes their job may be rude to customers.
3. Neutral Attitude
o Employees do their work mechanically without strong feelings.
o Example: Someone who works only for salary, without passion or
resentment.
Factors Influencing Attitudes to Work
• Work Environment: A supportive environment builds positivity.
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• Leadership Style: Encouraging leaders inspire better attitudes.
• Rewards & Recognition: Appreciation motivates employees.
• Job Security: Stability reduces stress and negativity.
• Personal Values: People who value hard work naturally show commitment.
Why Attitudes Matter
• Positive attitudes improve productivity, teamwork, and innovation.
• Negative attitudes lead to absenteeism, conflicts, and poor customer service.
In short, attitudes to work shape not only individual performance but also the overall
success of the organization.
(b) Unemployment
Unemployment means people who are willing and able to work but cannot find jobs. It’s
one of the biggest social and economic challenges faced by countries.
Types of Unemployment
1. Frictional Unemployment
o Short-term unemployment when people switch jobs.
o Example: A graduate searching for their first job.
2. Structural Unemployment
o Occurs when skills don’t match available jobs.
o Example: A factory worker losing a job because machines replaced manual
labor.
3. Cyclical Unemployment
o Caused by economic downturns.
o Example: Job losses during a recession.
4. Seasonal Unemployment
o Jobs available only during certain seasons.
o Example: Agricultural workers employed only during harvest.
5. Technological Unemployment
o Caused by automation and new technologies.
o Example: Cashiers replaced by self-checkout machines.
Causes of Unemployment
• Slow economic growth.
• Lack of skills or education.
• Population growth.
• Technological changes.
• Poor industrial planning.
Effects of Unemployment
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• Economic Impact: Lower income, reduced demand, slower growth.
• Social Impact: Frustration, poverty, crime, and social unrest.
• Personal Impact: Loss of confidence, stress, and reduced quality of life.
Solutions to Unemployment
• Skill development programs.
• Encouraging entrepreneurship.
• Government policies to boost industries.
• Investment in technology and infrastructure.
• Promoting education aligned with market needs.
Final Narrative
So, attitudes to work reflect how people feel about their jobs—positive attitudes drive
success, while negative ones harm productivity. Unemployment, on the other hand, is a
major economic and social issue where people willing to work cannot find jobs.
“This paper has been carefully prepared for educaonal purposes. If you noce any
mistakes or have suggesons, feel free to share your feedback.”
