NMIMS Assignments June 2021: Contact us for answers at assignmentssolution@gmail.com

 

NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Compensation & Benefits
Internal Assignment Applicable for June 2021 Examination
Assignment Marks: 30
Instructions:
 All Questions carry equal marks.
 All Questions are compulsory
 All answers to be explained in not more than 1000 words for question 1 and 2 and for question
3 in not more than 500 words for each subsection. Use relevant examples, illustrations as far
as possible.
 All answers to be written individually. Discussion and group work is not advisable.
 Students are free to refer to any books/reference material/website/internet for attempting
their assignments, but are not allowed to copy the matter as it is from the source of reference.
 Students should write the assignment in their own words. Copying of assignments from other
students is not allowed
 Students should follow the following parameter for answering the assignment questions.
1. Mr. Roy is the HR manager of your organization. He does not understand the need for job
descriptions when the company periodically restructures its operations and activities,
including frequent changes in product lines. In fact, the company recruits multi-skilled
professionals. Critically comment on the HR manager’s argument from the perspective of
compensation management. (10 Marks)

For Numerical Answer
Assessment Parameter	Weightage
Understanding and usage of the formula	20%
Procedure / Steps	50%
Correct Answer & Interpretation	30%

For Theoretical Answer
Assessment Parameter	Weightage
Introduction	20%
Concepts and Application related to the question	60%
Conclusion	20%

NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Compensation & Benefits
Internal Assignment Applicable for June 2021 Examination
2. Suppose that you are the HR manager at a firm with 40 employees. Currently, the company
offers only the legal minimum number of days for vacation and paid holidays and the legally
mandated benefits. Develop a list of other benefits that you believe should be offered, along
with your reasons for suggesting them. (10 Marks)
3. Malini Sharma started her chain of 10 wedding boutiques approximately five years ago. She
presently operates within South Delhi and has been enjoying record profits. Sharma’s
wedding boutiques provide full-service amenities to future brides, including wedding
planning services, custom fittings, and locating hard-to-find wedding dresses. Sharma’s
customer service philosophy is that customers are number one and must be satisfied with
their purchases. However, recently there has been a rise in complaints regarding the lack of
friendly service being provided, and three long standing employees have threatened to leave
unless their compensation is adjusted in response to servicing Sharma’s very demanding
clients. Currently, she pays all of her staff the same base salary without any benefits. She
feels this approach promotes equity and eliminates any perception of favoritism between
employees regarding compensation. But now she has decided to rethink her compensation
philosophy and needs your help.
a. What are the specific problems with Sharma’s current compensation program?
(5 Marks)
b. Discuss the types of compensation programs and plans available to Sharma to motivate and
retain her existing staff. (5 Marks)
**********

NMIMS assignments September 2019: Contact for answers at assignmentssolution@gmail.com

Customized assignments NMIMS assignments September 2019

Course: Information Systems for Managers  

1. The Government of India has planned to harness the benefits of the cloud and has undertaken the ambitious initiative "GI Cloud" which has been named as "MeghRaj". The aim of this initiative is to facilitate quick delivery of e-services in the country to the citizens while optimizing ICT spending of the Government. This will ensure optimum utilization of the infrastructure and speed up the development and deployment of eGov applications. Meghraj will provide services to the government departments, citizens and businesses through internet as well as mobile connectivity. What are the expected benefits from this initiative to the citizens? What could be the challenges in this initiative? (10 Marks)             
2. The Indian Banking scenario has undergone a radical change in the last two decades. While it was once necessary to visit the branch to carry out various transactions, customers today have an access to multiple platforms to conduct various transactions. Royal Bank of India, a leading bank in India is facing several challenges with their existing approach of systematically engaging with their customers and making the correct product offering. As a result, it is failing to boost its revenues. In order to address this challenge, the bank plans to use analytics to analyze customer requirements and journey better. How in your opinion can Royal Bank of India use analytics to engage better with customers by predicting their behaviour? (10 Marks)            
3. A food-tech start-up plans to use Enterprise Resource Planning (ERP) software to help automate all the tasks within the organization. As the Chief Technology Officer (CTO) to this start-up, 
a. What factors will you consider when you select the right ERP vendor for your start-up? 
(5 Marks) 
b. Would you select an open source ERP software or an on premise solution for your implementation? Give justification for your answer. (5Marks)

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Customized assignments NMIMS assignments September 2019

Course: Management Theory and Practice

1. Mr. Rathi, a Tax consultant has advised you to invest in property to save money in taxes. You have been paying a lot of money through taxes, so you take his advice and now plan to buy a new house for investment purpose. Explain various steps that you will go through in making a decision for purchasing a new house. 
(10 Marks)


2. There are three models of decision making, explain the model that will apt for purchasing a house. Explain the same with reason. Also, suggest the reason for not accepting the remaining models for purchase of the house. (10 Marks) 

3. a. As per Maslow’s need of hierarchy model where do you stand in the model if you are: 
Situation A: Purchasing the house for your personal stay and usage. 
Situation B: Purchasing the house for investment purpose. 
Explain the above given points with detail reasons. 
(5 Marks)        
3. b. As per Alderfer’s ERG Model where do you stand in the model if you are: 

Situation A: Purchasing the house for your personal stay and usage. 
Situation B: Purchasing the house for investment purpose. 
Explain the above given points with detail reasons. (5 Marks)

NMIMS assignments September 2019: Contact for answers at assignmentssolution@gmail.com

NMIMS assignments September 2019: Contact for answers at assignmentssolution@gmail.com

Customized assignments NMIMS assignments September 2019

Course: Information Systems for Managers  

1. The Government of India has planned to harness the benefits of the cloud and has undertaken the ambitious initiative "GI Cloud" which has been named as "MeghRaj". The aim of this initiative is to facilitate quick delivery of e-services in the country to the citizens while optimizing ICT spending of the Government. This will ensure optimum utilization of the infrastructure and speed up the development and deployment of eGov applications. Meghraj will provide services to the government departments, citizens and businesses through internet as well as mobile connectivity. What are the expected benefits from this initiative to the citizens? What could be the challenges in this initiative? (10 Marks)             
2. The Indian Banking scenario has undergone a radical change in the last two decades. While it was once necessary to visit the branch to carry out various transactions, customers today have an access to multiple platforms to conduct various transactions. Royal Bank of India, a leading bank in India is facing several challenges with their existing approach of systematically engaging with their customers and making the correct product offering. As a result, it is failing to boost its revenues. In order to address this challenge, the bank plans to use analytics to analyze customer requirements and journey better. How in your opinion can Royal Bank of India use analytics to engage better with customers by predicting their behaviour? (10 Marks)            
3. A food-tech start-up plans to use Enterprise Resource Planning (ERP) software to help automate all the tasks within the organization. As the Chief Technology Officer (CTO) to this start-up, 
a. What factors will you consider when you select the right ERP vendor for your start-up? 
(5 Marks) 
b. Would you select an open source ERP software or an on premise solution for your implementation? Give justification for your answer. (5Marks)

NMIMS solved assignments December 2018: Contact us for answers at assignmentssolution@gmail.com

Employee retention has become a major concern for corporates in the current scenario. Individuals once being trained have a tendency to move to other organizations for better prospects. Lucrative salary, comfortable timings, better ambience, growth prospects are some of the factors which prompt an employee to look for a change. Whenever a talented employee expresses his willingness to move on, it is the responsibility of the management and the human resource team to intervene immediately and find out the exact reasons leading to the decision.

Need & Importance of Employee Retention

Let us understand why retaining a valuable employee is essential for an organization.

• Hiring is not an easy process: The HR Professional shortlists few individuals from a large pool of talent, conducts preliminary interviews and eventually forwards it to the respective line managers who further grill them to judge whether they are fit for the organization or not. Recruiting the right candidate is a time consuming process.
• An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture: A new joinee is completely raw and the management really has to work hard to train him for his overall development. It is a complete wastage of time and money when an individual leaves an organization all of a sudden. The HR has to start the recruitment process all over again for the same vacancy; a mere duplication of work. Finding a right employee for an organization is a tedious job and all efforts simply go waste when the employee leaves.
• When an individual resigns from his present organization, it is more likely that he would join the competitors: In such cases, employees tend to take all the strategies, policies from the current organization to the new one. Individuals take all the important data, information and statistics to their new organization and in some cases even leak the secrets of the previous organization. To avoid such cases, it is essential that the new joinee is made to sign a document which stops him from passing on any information even if he leaves the organization. Strict policy should be made which prevents the employees to join the competitors. This is an effective way to retain the employees.
• The employees working for a longer period of time are more familiar with the company’s policies, guidelines and thus they adjust better: They perform better than individuals who change jobs frequently. Employees who spend a considerable time in an organization know the organization in and out and thus are in a position to contribute effectively.
• Every individual needs time to adjust with others: One needs time to know his team members well, be friendly with them and eventually trust them. Organizations are always benefited when the employees are compatible with each other and discuss things among themselves to come out with something beneficial for all. When a new individual replaces an existing employee, adjustment problems crop up. Individuals find it really difficult to establish a comfort level with the other person. After striking a rapport with an existing employee, it is a challenge for the employees to adjust with someone new and most importantly trust him. It is a human tendency to compare a new joinee with the previous employees and always find faults in him.
• It has been observed that individuals sticking to an organization for a longer span are more loyal towards the management and the organization: They enjoy all kinds of benefits from the organization and as a result are more attached to it. They hardly badmouth their organization and always think in favour of the management. For them the organization comes first and all other things later.
• It is essential for the organization to retain the valuable employees showing potential: Every organization needs hardworking and talented employees who can really come out with something creative and different. No organization can survive if all the top performers quit. It is essential for the organization to retain those employees who really work hard and are indispensable for the system.

The management must understand the difference between a valuable employee and an employee who doesn’t contribute much to the organization. Sincere efforts must be made to encourage the employees so that they stay happy in the current organization and do not look for a change.

Key strategies

Good retention starts from the time you hire employees to the time they leave your company. See how tweaking some of your employment practices can have a big impact on employee retention:

• Recruitment and hiring. It’s worth spending time and effort on recruiting. When there’s a good match between employees and your organization, retention is less likely to be an issue.
• Orientation and onboarding. Again, it’s worth having good practices in place. Treating employees right in the critical early stages of employment has been proven to enhance retention.
• Training and development. Training and development are key factors in helping employees grow with your company and stay marketable in their field.
• Performance evaluation. When employees know what they’re doing well and where they need to improve, both they and your organization benefit.
• Pay and benefits. While today many employees tend to rate factors such as career development higher than pay, good pay and benefits still count.
• Internal communication. Effective communication can help ensure that employees to want to stay with your company. Employees need to know—and be reminded on a regular basis—how the organization is doing and what they can do to help.
• Termination and outplacement. Employees who leave on good terms are much more likely to recommend your company, and in doing so, help you attract and retain future employees.

Engage employees to increase retention

Engaging your employees—that is, making sure that they are committed and productive in their work—can benefit you as much as it benefits employees.

If you hire the right employees, chances are good they’ll be engaged—committed to your business and happy in their work. But to ensure ongoing engagement, you as an employer must play a major role, particularly when it comes to communication. Consider these five strategies:

• Be clear on what your business stands for. Your company’s mission and vision and brand must be front and center in everything you do.
• Communicate well and often. Your employees need to know—on a continuous basis—how both they and your company are doing.
• Understand generational differences. To get the best out of all your employees, know what motivates different generations.
• Find out what your employees need. Ask your employees on a regular basis how they’re doing, and be ready to follow up on their input.
• Empower all employees to do their best. Provide the leadership, resources, and training your employees need to realize their potential.

Understanding what engages employees can help during all phases of the employment cycle—from recruitment to training to performance assessment and beyond. It’s also much easier to retain employees who are engaged and committed to your company’s success

Hofstede’s Cultural Dimensions: Solutions are provided for all NMIMS,SMU,IIBMS,AIMA IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Hofstede's cultural dimensions theory is really a framework for mix-cultural communication, produced by Geert Hofstede. It describes the results of the society's culture around the values of their people, and just how these values connect with behavior, utilizing a structure produced from factor analysis. The idea continues to be broadly utilized in several fields like a paradigm for research, specifically in mix-cultural psychology, worldwide management, and mix-cultural communication.

The initial theory suggested four dimensions along which cultural values might be examined: individualism-collectivism uncertainty avoidance power distance (strength of social hierarchy) and maleness-femininity (task orientation versus person-orientation). Independent research in Hong Kong brought Hofstede to include a fifth dimension, lengthy-term orientation, to pay for facets of values not discussed within the original paradigm. Within the 2010 edition of Cultures and Organizations: Software from the Mind Hofstede added a sixth dimension, indulgence versus self-restraint, because of co-author Michael Minkov's analysis of information in the World Values Survey. Further studies have refined a few of the original dimensions, and introduced the main difference between country-level and individual-level data in analysis.

Hofstede's work established a significant research tradition in mix-cultural psychology and has additionally been attracted upon by researchers and consultants in lots of fields associated with worldwide business and communication. It remains a significant resource in mix-cultural fields. It's inspired many other major mix-cultural studies of values, in addition to research on other facets of culture, for example social beliefs.

Kirkpatrick 4 level model: Solutions are provided for all NMIMS,SMU,IIBMS,AIMA IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Look at training means calculating the potency of an exercise program. Evaluation works well for defining the training outcomes more dramatically, remove unnecessary training content, and be sure that the training method meets working out requirements of the learners and therefore from the business. This effectiveness is really as much about short-term retention as concerning the lengthy-term retention and application by learners.

Today most organizations discuss calculating the potency of working out programs. Some traditional institutions have mechanisms in position where they measure the potency of the classroom training programs, most contemporary day training programs continue to be not evaluated fairly or precisely.

Evaluating training effectiveness is essential since it sheds light on four aspects. They include: How good working out program met the learner’s needs and objectives What understanding and skills it's imparted to learners What desirable change it out has introduced within the learners’ performance What business benefits it's produced...

Kirckpatrick’s Four Amounts of Evaluation

There are many approaches accustomed to measure the potency of learning a goal way. A very common approach is Kirkpatrick’s Four Amounts of Evaluation, produced by Dr. Jesse Kirkpatrick in 1959. Within this model, each successive evaluation level is made on information supplied by the sooner lower level. The 4-Levels are listed below:

• Level 1 - Reaction. How much did the participants discover the training helpful, challenging, well-structured, organized, and so forth?

• Level 2 - Learning. How much did participants improve understanding and skills and alter attitudes because of working out?

• Level 3 - Conduct. How much did participants change their conduct during the workplace because of working out?

• Level 4 - Results. What measurable business benefits resulted in the learning terms for example productivity, efficiency and purchasers revenue?

By dealing with and analyzing all these four levels, you will gain an intensive knowledge of how effective your training was, and the best way to improve later on. It isn't that performing an assessment at one level is much more essential that another. All amounts of evaluation are essential. Actually, the Kirkpatrick model explains the effectiveness of performing training evaluations each and every level. Each level supplies a diagnostic checkpoint for problems in the succeeding level.

NMIMS Customized assignments Dec 2018 assignments NIBM MBA ANSWER, Solution SHEETS – NIBM EMBA Solution, ANSWER SHEETS – NIBM CASE STUDY

There's little evidence that managers really listen or act differently - the procedure doesn't have value when the managers don’t act differently because of the information. Just receiving feedback might not be enough to alter management behavior. And many processes don't require managers to construct formal action plans after receiving their survey results. Once they do, there's no HR follow-up several weeks later. Some managers should be unable or prepared to change. Additionally, if employees observe that laptop computer doesn’t change anything, employees may go through frustrated as well as fooled through the “sham” process.

• Managers and workers are not trained - managers are frequently not trained regarding how to interpret and employ the 360° feedback. There might be inadequate sources to supply managers with steps, tools, and advice regarding how to improve once they receive negative information. This might frustrate managers, also it will certainly not increase productivity. Additionally, workers are not been trained in how you can evaluate a manager’s action or regarding how to give honest and accurate feedback.

• Managers, employees, and customers don’t comprehend the process or results - HR is frequently filled with excellent psychologists having a full knowledge of worker surveys however, managers and employees will find them confusing. Simply reporting survey data without fully explaining their impact can lead to a “that’s interesting” response from managers. Customers might not realise why they're incorporated within the survey, plus they can become frustrated if they're not given using the results or it normally won't see things change following the survey. Within an worldwide atmosphere, mix-cultural and language issues could make it even more complicated for workers to understand has been requested.

• Change agents might be punished - most employees and definitely weak performers resist change. Consequently, a difficult manager who strongly insists on change may for the short term receive lower 360° scores than the usual manager that does not push change. This might pressure managers into making popular decisions instead of tough ones.

• Managers don’t “own” the 360° survey - a fast survey of managers asking “who owns the 360° process” will explain rapidly that many managers believe this program is a member of HR. Unless of course managers “own” the procedure as well as think that it impacts their business success, they will not devote enough time into it. Additionally, worker surveys may also be an “orphan” program within HR. To become fully effective, it should be seamlessly integrated with each and every other talent management process.

• The reporting of 360° scores could be ineffective - laptop computer process are only able to work if managers read, completely understand, and act upon their low 360° scores. How worker survey scores are reported and described constitutes a major difference. Managers receive weekly reports on productivity, output, quality, etc., but none of them of individuals weekly reports include worker survey scores. Unless of course worker feedback becomes part of standard business and financial reporting, it's unlikely that managers will recognize it as being a significant business impact factor.

• Top management support/participation is important - if employees observe that managers or executives are exempt from participation within the survey process, they might begin to see the process as unfair.

Reward system that is not performance centric: Solutions are provided for all NMIMS,SMU,IIBMS,IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Rewards serve many purposes in organization, develop a better employment deal, hang on good employees and also to reduce turnover.

The main goal would be to increase people readiness to operate in one’s company, to boost their productivity.

Many people assimilate "rewards", with salary raise or bonuses, however this is just one type of reward, Extrinsic reward. Studies proves that salespeople prefer pay raises simply because they feel annoyed by their lack of ability to acquire other rewards, however this behavior could be modified by making use of an entire reward strategy.

There's two types of rewards:

• Extrinsic rewards: concrete rewards that worker receive.

o Bonuses

o Salary raise

o Gifts

o Promotion

o Other types of tangible rewards

• Intrinsic rewards: have a tendency to give self respect to individual

o Information / feedback

o Recognition

o Trust

o Relationship

o Empowerment

o Monogrammed name plaque

Intrinsic rewards helps make the worker feel good within the organization, while Extrinsic rewards concentrate on the performance and activities from the worker to be able to achieve a particular outcome. The main difficulty is to locate a balance between employees' performance (extrinsic) and happiness (intrinsic).

The rewards must also be based on the employee’s personality. For example, a fan of sports is going to be really pleased to acquire some tickets for the following big match. However a mom who passes her time together with her children, might not rely on them and for that reason they'll be wasted.

When rewarding one, the manager must choose if he really wants to rewards a person, a group or perhaps a whole Organization. You will pick the reward scope harmoniously using the work that's been achieved.

• Individual

o Base pay, incentives, benefits

o Rewards attendance, performance, competence

• Team: team bonus, rewards group cooperation

• Organization: profit-discussing, shares, gain-discussing

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A performance management system includes the next actions.

?Developing obvious job descriptions and worker performance plans including the important thing result areas (KRA') and gratifaction indicators.

?Choice of right group of people by applying a suitable buying process.

?Negotiating needs and gratifaction standards for calculating the end result and overall productivity from the predefined benchmarks.

?Supplying continuous coaching and feedback throughout delivery of performance.

?Identifying working out and development needs by calculating the final results achieved from the set standards and applying effective development programs for improvement.

?Holding quarterly performance development discussions and evaluating worker performance based on performance plans.

?Designing effective compensation and reward systems for recognizing individuals employees who stand out within their jobs by experienceing this set standards in compliance using the performance plans in other words exceed the performance benchmarks.

?Supplying marketing/career development guidance and support towards the employees.

?Performing exit interviews for understanding the reason for worker discontentment and after that exit from your organization.

Components of effective performance management system

Any effective performance management system includes the following components:

1. Performance Planning: Performance planning is the first crucial component of any performance management process which forms the basis of performance appraisals. Performance planning is jointly done by the appraisee and also the reviewee in the beginning of a performance session. During this period, the employees decide upon the targets and the key performance areas which can be performed over a year within the performance budget., which is finalized after a mutual agreement between the reporting officer and the employee.
2. Performance Appraisal and Reviewing: The appraisals are normally performed twice in a year in an organization in the form of mid reviews and annual reviews which is held in the end of the financial year. In this process, the appraisee first offers the self filled up ratings in the self appraisal form and also describes his/her achievements over a period of time in quantifiable terms. After the self appraisal, the final ratings are provided by the appraiser for the quantifiable and measurable achievements of the employee being appraised. The entire process of review seeks an active participation of both the employee and the appraiser for analyzing the causes of loopholes in the performance and how it can be overcome. This has been discussed in the performance feedback section.
3. Feedback on the Performance followed by personal counseling and performance facilitation: Feedback and counseling is given a lot of importance in the performance management process. This is the stage in which the employee acquires awareness from the appraiser about the areas of improvements and also information on whether the employee is contributing the expected levels of performance or not. The employee receives an open and a very transparent feedback and along with this the training and development needs of the employee is also identified. The appraiser adopts all the possible steps to ensure that the employee meets the expected outcomes for an organization through effective personal counseling and guidance, mentoring and representing the employee in training programmes which develop the competencies and improve the overall productivity.
4. Rewarding good performance: This is a very vital component as it will determine the work motivation of an employee. During this stage, an employee is publicly recognized for good performance and is rewarded. This stage is very sensitive for an employee as this may have a direct influence on the self esteem and achievement orientation. Any contributions duly recognized by an organization helps an employee in coping up with the failures successfully and satisfies the need for affection.
5. Performance Improvement Plans: In this stage, fresh set of goals are established for an employee and new deadline is provided for accomplishing those objectives. The employee is clearly communicated about the areas in which the employee is expected to improve and a stipulated deadline is also assigned within which the employee must show this improvement. This plan is jointly developed by the appraisee and the appraiser and is mutually approved.
6. Potential Appraisal: Potential appraisal forms a basis for both lateral and vertical movement of employees. By implementing competency mapping and various assessment techniques, potential appraisal is performed. Potential appraisal provides crucial inputs for succession planning and job rotation.