NIOS Class 12 Tourism Chapter 17 Human Resource Management – II Solutions to each chapter is provided in the list so that you can easily browse throughout different chapters NIOS Class 12 Tourism Chapter 17 Human Resource Management – II Notes and select need one. NIOS Class 12 Tourism Chapter 17 Human Resource Management – II Question Answers Download PDF. NIOS Study Material of Class 12 Tourism Paper Code 337.
NIOS Class 12 Tourism Chapter 17 Human Resource Management – II
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Human Resource Management – II
Chapter: 17
| TEXTUAL QUESTION ANSWER |
INTEXT QUESTIONS 17.1
1. What is training? What are the objectives of the training department?
Ans: Training is defined as a continuous learning process in which an employee acquires knowledge, professional skill and improves attitude and behaviour.
The objectives of the training department are:
(i) To identify all necessary trainings needed in the organization.
(ii) To fill the void with a host of training techniques for the welfare of employees and the organization.
(iii) To help the existing employees meet with various new challenges which can be more complex.
(iv) To train the existing employees in a way that they can train the new entrants as well.
2. What are the different methods you could use in training an employee?
Ans: There are different training methods like on-the-job training, off-the-job training and role playing seminar, pictures, audio visual techniques etc.
3. What are the key issues that should be addressed in design, conduct and evaluation of training a programme?
Ans: Following are the key issues which need to be addressed while evaluation of training programmes:
(i) Place: Indoor/Outdoor.
(ii) Audio Visual Aids.
(iii) Relevant Training Material.
(iv) Facilities, Time schedule.
INTEX QUESTIONS 17.2
1. Why is training needed in a tourism organisation?
Ans: The need for training arises because it results in improvement in overall efficiency, productivity, quantity and quality of goods and services produced, economical use of resources, reduction in the cost of production, improved employee morale, loyalty and job satisfaction, reduction in accidents, wastage, spoilage and damage to machines and equipment, reduction in absenteeism and labour turn over, reduction in supervisory burden, adopting employees to new work methods, improvement in personal growth and promotional prospectus of employees and improvement in customer care.
2. Enumerate four on-the-job training methods.
Ans: Four on-the-job methods of training are:
(i) Training on the Job.
(ii) Apprenticeship.
(iii) Demonstration and examples.
(iv) Job rotation.
3. What purposes does management development serve?
Ans: The purpose of management development is to ensure availability of required number of managers with requisite skills to meet the present and anticipated future requirements of tourism business, encourage managers to grow as persons and in their capacity to handle greater responsibility, improve the performance of managers at all levels and sustain improved performance of managers throughout their careers.
4. Enlist five main methods of Management development.
Ans: The main methods of management development are:
(i) Case Study.
(ii) In-basket Exercises.
(iii) Management Games.
(iv) Sensitivity Training.
(v) Transactional Analysis.
5. What is sensitivity training?
Ans: Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behaviour flexibilities. It is the ability to behave suitably in the light of understanding.
6. What is the difference between training and development?
Ans: Basic difference between training and development is:
(i) Training helps to make the employees of a company to be more effective and efficient in their present role and responsibilities.
(ii) Development helps to improve the overall personality dimension of an employee to take up any future assignment if any and better equipped to handle the critical situation.
7. What does an in-basket exercise measure?
Ans: The in-basket exercise measures administrative skills that are critical for effective performance in supervisory and managerial jobs. The trainee gets hands in all the job reality of a manager.
INTEX QUESTIONS 17.3
1. What constitutes workers’ compensation?
Ans: Compensation for the workers comprises basic pay, dearness allowance, house rent allowance, city compensatory allowance, annual statutory bonus and incentive bonus, leave travel allowance, provident fund, gratuity, group insurance schemes, pension fund, ESIS, accident and death compensation, leave with pay, education allowance, housing and medical benefits, paid holidays etc.
2. What are the factors that determine the compensation package for employees?
Ans: In the tourism sector the objectives of profitability, efficient service to the tourists, healthy relations with workers, less human resource turnover, better quality of work, high worker motivation are the major considerations governing the compensation policy of a firm. In the light of these objectives, management should give weightage to internal and external factors in designing the employee compensation package. Internal factors mainly include proportion of labour cost to total cost, types of skills required, technological changes and their effect on job content, and individual productivity. External factors include the earning capacity and financial position, stability of business and future prospects, conditions in the market, trade union policies and attitude, and prevailing wage levels in the adjoining area and similar industry.
3. How are workers paid?
Ans: Employees are compensated on the basis of time rate system, payment by results or on the basis of various incentive plans. Under time rate system employees are simply paid a predetermined rate per week, or hour for the actual time worked. The basic rate for the job can be fixed by negotiations, by reference to local rates, or by job evaluation. The actual earnings of the worker obviously depends on the time he engages himself with the work given to him. Higher salary scales are provided for skilled, supervisory and managerial grades. Under the piece rate system the pay is related to the number of items a worker produces or the time he takes to do a certain amount of work. Wages are related directly to the skill, effort and results realised by respective employees. This method can be justifiably adopted when units of output are readily measurable; an explicit relation exists between employers’ efforts and the quantity of output; the job is scientifically standardised, the flow of work is regular and consistent and when breakdowns are the least; quality considerations are comparatively less significant than quantity targets; and it becomes inevitable to forecast accurately the labour costs per unit. Often wage incentives are used for effective utilisation of manpower, which is the cheapest, quickest and surest means of increasing productivity. Incentive plans envisage a basic rate usually on time basis applicable to all workers and incentive rates payable to the more efficient among them as extra compensation for their meritorious performance in terms of time, costs and quality. The incentive rates may take the form of bonus or premium.
| Terminal Exercise |
1. How would you determine the training needs of a tourism organisation? Contrast the values of on-the-job training with off-the-job training for tourism managers.
Ans: A training program In a tourism organisation should be determined at serving the following objectives:
(i) To prepare employees for their jobs while on their first appointment, transfer or promotion.
(ii) To keep the employees informed about the latest concepts, technology challenges and competition In tourism sector. Also about the changing Job requirements.
(iii) To prepare a line of competent officers to hold more responsible positions.
Both on Job training and off job training are the two basic methods of training.
Contrast between On-job training and Off-job training are as follows:
(i) On job training:
(a) It is a method of training that Is used most widely and takes place on the actual Job location In the regular working hours.
(b) The trainee Is put under the guidance of a master worker or a trainer. The method is appropriate for training in crafts, trades and technical areas, especially when proficiency in a job is the result of a relatively long training period like that of pattern designer, tourist coach driver etc.
(c) The trainer demonstrates how to do certain work by performing the job himself. Such demonstrations are often done with lecturers, plctures, text materials, discussions, etc.
(d) The employees are sent through different jobs, thereby providing them a wider exposure to the working of the organization. This kind of training produces multi-skilled employees in the organization.
(ii) Off job training:
(a) The training may be done in a classroom, an outside place, an educational institution or an association.
(b) It includes lectures whích is given by an expert to a large audience and role playing where the trainees are asked to deal with hypothetical situations based on real jobs.
(c) Mutual problems are discussed through seminars and conferencing and participants pool their ideas and experiences to arrive at better methods of dealing with these problems.
(d) It develops a step-by-step series of knowledge, each building upon what has gone before, and a mechanism that represents the series and checks on the trainee’s knowledge.
2. Analyse the need for management development. Do you think the executive development programmes now followed in Indian tourism industry are adequate?
Ans: Management development must relate to all managers and executives in the organization and must be led for the growth and development of the organization. It should be focused more upon the future requirements rather than the present requirement. It must be dynamic, qualitative, rather than static replacement based on mechanical rotation.
The main objectives of any management development program are:
(i) To assure the organization of availability of managers with requisite skills to meet the present and future requirements of tourism business.
(ii) To encourage managers to grow as persons and making them capable of handling greater responsibility.
(iii) To improve the performance of managers at all levels in their present day jobs.
(iv) To sustain improved performance of managers throughout their career.
Tourism industry in India, focuses on the development of tourism infrastructure rather than developing human resources. It should be broad based taking into account of all the diverse sectors and services rather than hotels and ticketing only. The emphasis should mainly be on training the grass-root and supervisory level personnel as they are the ones to have direct contact with the tourists.. Further, skilling and reskilling Is the key to success In tourism sector and all the human resources should have updated knowledge. In order to develop adequately, training of manpower should be done at all levels in all the diverse sectors of tourism industry to handle these tourism infrastructure and serve the tourists.
3. What constitutes compensation for workers? Which factors determine the pay packet of workers?
Ans: Compensation for workers constitutes:
(i) Basic pay, dearness allowance and annual statutory bonus that makes up the bulk of average worker compensation. These compensations are influenced by a wide range of statutory and non-statutory institutions.
(ii) There are other compensations in the form of incentives, like house rent allowance, city compensatory allowance, incentive bonus, leave travel allowance, provident fund, gratuity, group insurance schemes, pension fund, ESIS, accident and death compensation, leave with pay, education allowance, housing and medical benefits, paid holidays etc. These are generally referred as perquisites or fringe benefits.
The factors that determine the pay packet of workers are:
(i) Productivity: Productivity represents the contribution of the workers towards increased output. It is the yardstick of labor efficiency; wages linked would provide incentive and stimulus for quicker, accurate, and higher performance.
(ii) Comparative Wages: It sets up a level that is used by both the workers and management to prove their contentions in any bilateral negotiation for salary fixation.
(iii) Individual needs: Sufficient compensation to sustain the worker and his family and give the worker adequate purchasing power to possess the goods and services essential to satisfy his needs.
(iv) Cost of living: It determines the availability of real earnings to the workers to meet their needs. It is better to adjust the wage rates as per the variations in the cost of living.
(v) Ability to pay: The ability of the organization to pay is linked to the fair wages.
(vi) Consumer demand and prosperity: In order to step up the demand for the goods and eventually stimulate higher production and employment, there should be some increment in the salary.
(vii) Labor legislation: There are a number of laws that ensure the payment of a minimum wage on time. Often labor courts and industrial tribunals are set up by the government to settle wage disputes by adjudication.
4. Describe the merits and demerits of various methods of wage payment?
Ans: Wages are a significant element of total cost, promote workers’ efficiency and morale and determinant of workers’ loyalty to the firm. It is the source of their income, a means of their livelihood, an instrument for maintaining and raising the standard of living of workers. Compensating unrealistic wages to the workers regardless of their work and worth would cause economic disturbances in the industry. Therefore, wage policy should be designed in such a manner that it reconciles the objectives of economy in costs, efficiency in performance and adequacy of earnings essential for maintaining workers’ living standard and social status consistent with criterion of equity. Compensating employees can be upon the basis of time rate system, payment by results or incentive plans.
(i) Time-rate system:
(a) Merits: Compensation is simply done on a predetermined rate per week, or hour for the actual time they have worked. These rates can be negotiated accordingly with respect to the skill, executive responsibility, administrative decisions which their position calls for. The formula for time rate system is taken to mean the sum total of an hourly rate times the number of hours worked. Rates and units of time vary according to the grades of employees, the higher the grade of the employee, the longer is the unit of time. Higher salary scales are provided for skilled, supervisory and managerial grades.
(b) Demerits: This system lacks incentive for higher productivity. The payment is done with a uniform rate without making any distinction between meritorious and mediocre workers of a specified category. Time rate wages may also not allow exceptional employees to earn as much as they might under other systems due to the missing link between the output and the rate of wages. This can lead to slowing down of the production rate, in order to prolong the work process, which will have deterrent effect on output levels and overhead costs. There’s no needed incentive for maintaining and improving the quality of the output.
(ii) Payment by results:
(a) Merits: in this system the compensation is related to the number of Items a worker produces or the time he takes to do a certain amount of work. Payment is directly related to the skill, effort and results obtained by the employees. The payment is made for the amount of work performed and not for the time expended for the completion. This system sustains and stimulates higher production while the cost per unit of output tends to decline with every increase In production.
(b) Demerits: No guarantee of minímum remuneration. Beginners and overage workers will not be able to earn reasonable wages because of their inability to complete the work as fast as their experienced counterparts do. This system cannot be adopted in new processes where production levels are not precisely assessed and determined. Difference in the working capacity results in the difference in earnings as per place-rates, which might cause a feeling of dissatisfaction between the workers.
(ii) Incentive plans:
(a) Merits: it ensures the effective utilization of manpower which helps in increasing productivity in a cheaper rate. By introducing incentive schemes and stimulating human effort, it can help in providing a positive motivation leading to greater output. It envisages a basic rate usually on time basis which is applicable to all workers and incentive rates payable to the more efficient among them as extra compensation for their meritorious performance in terms of time, costs and quality. Incentive rates may take the form of bonus or premium rewarded to the employees with higher output, better quality and careful working.
(b) Demerits: there aren’t many demerits of this plan but it can cause a dispute among the employees. It can also cause employees to overwork for the extra money. There are high chances of compromising with the quality in order to increase the rate of production.
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