HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
SYLLABUS
Scope, Relationship, Approaches to Human Resource Management
Organization of Personnel Functions Manpower Planning Motivating Employees Performance Appraisal Systems Training & Development Organization Development Management of Organizational Change HRD Strategies
BOOKS TO REFER
Human Resource Management – P.Subba Rao Personnel Management – C.B. Mammoria Dessler: Human Resource
Management(Prentice Hall India) Personnel/Human Resource Management:
DeCenzo & Robbins (Prentice Hall India) D. K. Bhattacharya: Human Resource
Management (Excel) VSP Rao – Human Resource
Management(Excel)Gomez: Managing Human Resource (Prentice Hall India)
MARKING SYSTEM
End Term Examination – 60 Marks
Internals Presentations & Assignments – 20 Marks Class Attendance – 10 Marks Class Participation – 10 Marks
SCOPE OF HRM
HRMEmploying people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society.
HRMHRM is managing (planning, organizing,
directing and controlling) the functions of employing, developing, compensating and utilising human resources, resulting in the creation and development of human and industrial relations which would shape the future policies and practices of human resource management, with a view to contribute proportionately to the organisational, individual and social goals.- P. Subba Rao
Similar TermsLabour management
Employees – commodityEmployment, wages, firing
Industrial RelationsEmployees, trade unions, employers &
governmentDisputes, grievances, discipline, collective
bargaining and participative managementHRD
Training, management development, career planning and development and OD
Functions of HRMManagerial Functions Operative FunctionsPlanningOrganisingDirectingControlling
EmploymentHuman Resources
DevelopmentCompensationHuman RelationsIndustrial RelationsRecent Trends in HRM
EmploymentJob AnalysisHRPRecruitmentSelectionPlacementInduction & Orientation
HRDPerformance AppraisalTrainingManagement DevelopmentCareer Planning & DevelopmentInternal MobilityTransferPromotionDemotionRetention and Retrenchment ManagementChange & Organisation Development
CompensationJob EvaluationWage and Salary AdministrationIncentivesBonusFringe BenefitsSocial security measures
Human RelationsMotivationBoosting employee moraleDeveloping communication skillsDeveloping leadership skillsRedressing employee grievancesHandling disciplinary casesCounseling
Industrial RelationsIndian labour marketTrade unionismCollective bargainingIndustrial conflictsWorkers participation
Objectives Policies
Plan of actionProcedures
Specific manner in which a piece of work is to be done
Organisation design and line and staff relationships
Line relationsStaff relations
Role of HR ManagerThe Conscience roleThe CounsellorThe MediatorThe SpokesmanThe Problem-solverThe Change Agent
HR RoleWelfare RoleClerical RoleFire-fighting Legal
Role
Determination of the tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiate one job from all others
Job Description Job Specification
Job Analysis
An organised, factual statement of the duties and responsibilities of a specific job
Job Description
Job Specification
• A statement of the minimum acceptable human qualities necessary to perform a job properly
Interview Questionnaires Observation Diary/ Logs
Methods for collecting JA information
Job Identification Job Summary Relation to other jobs Supervision Machine / equipments used Materials / forms used Conditions of work Hazards
Job Description
Education Experience Training Judgement Initiative Physical Effort Physical skills Responsibilities Communication Skills Emotional Characteristics
Job Specification
Class AssignmentO Flexible Job EnvironmentO Employee EmpowermentO De-jobbing
HUMAN RESOURCES PLANNING
According to E.W. Vetter, HRP is a process by which an organisation should move from its current manpower position to its desired manpower position. Through planning management, strive to have the right number ad right kind of people at the right place at the right time, doing things which result in both the organisation and the individual receviing maximum long-run benefit.
OBJECTIVES OF HRP To recruit and retain the human resources of required quantity
and quality Foresee employee turnover & make arrangement for
minimising turnover and filling up of consequent vacancies To meet the needs of the programmes of expansion,
diversification etc To foresee the impact of technology on work, existing
employees and future requirements To improve the standards, skill, knowledge, ability, discipline
etc To maintain congenial industrial relations by maintaining
optimum level and structure of human resources To minimise imbalances caused due to non availability of
human resources of the right kind, right number in right time and right place
To estimate cost of human resources To make best use of its human resources
FACTORS AFFECTING HUMAN RESOURCE PLAN
Government Policies Level of Economic
Development Business
Environment IT Level of Technology International factors
Company strategies HR Policies Job Analysis Time Horizons Type & Quality of
information Company’s
production / operations policy
Trade Unions
External factors Internal Factors
HRP MODEL
Analysing corporate and unit level strategies Forecasting Demand & Supply Estimating net human resources
requirements In case of future surplus – plan for
redeployment, retrenchment and layoff In case of future deficit – forecast future
supply
Recruitment
•Edwin B Flippo – the process of searching for prospective employees and stimulating them to apply for jobs in the organisation
Sources of RecruitmentInternal External
• Present permanent employees
• Present temporary / casual employees
• Retrenched / retired employees
• Dependants of deceased, retired and disabled and present employees
• Employee referrals
• Campus recruitment• Private employment agencies • Public employment exchanges• Professional associations• Data banks• Casual applicants• Competitors• Trade Unions• Walk –in• Head hunting• Body shopping• M & As• Tele recruitment• Outsourcing
Recruiting Yield PyramidNew
Hires (50)
Offers made (100)
Candidates Interviewed (150)
Candidates Invited (200)
Leads Generated (1200)
Selection
•After identifying the source of human resources, searching for prospective employees and stimulating them to apply for jobs in an organisation, the management has to perform he function of selecting the right employees at the right time.
Selection Process• Job Analysis• Recruitment• Application Form• Written Exam• Preliminary Interview• Business Games• Test• Final Interview• Medical Exam• Reference Checks• Line Manager’s decision• Job Offer• Employment
Outcomes of the Selection Decision
False Negative
Error
True Positive Hit
True Negative(Low Hit)
False Positive Error
Success
Failure
Predicted Failure Predicted Success
Induction / Orientation
•Systematic and planned introduction of employees to their jobs, their co-workers and the organisation.
•About the company•About the department•About the superiors, sub-ordinates
Organisational
•History of employer•Organisation of
employer•Names and titles of
key executives•Employee’s title and
department•Layout of physical
facilities•Probationary Period
•Product line / services provided
•Overview of production process
•Company policies and rules
•Disciplinary regulations
•Employee handbook•Safety procedure and
enforcement
Employee Benefits
•Pay Scale and Pay Days
•Vacations and holidays
•Rest Breaks•Training and
Education benefit•Counselling•Employer provided
services to employees
•Insurance Benefits•Retirement
Programs•Rehabilitation
programmes
Introduction & Job Duties
•To Supervisor•To Trainers•To co-workers•To employee
counsellor•Job location•Job tasks•Job saftey
requirements
•Overview of job•Job objectives•Relationship to
other jobs
Class Assignment
•Job Description and Job Specification of any Professional
Types of Motivation
Positive Motivation Pull Mechanism Approach
Negative Motivation Push Mechanism Approach
Performance Appraisal Systems
Method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance
Methods of Performance Appraisal
TRADITIONAL METHODS Graphic Rating Scales Ranking Method Paired Comparison
method Forced Distribution
Method Checklist method Essay or free form
Appraisal Group Appraisal Confidential reports
MODERN METHODS
Behaviourally Anchored Rating Scale
Assessment Centre HRA MBO Behaviour Observation
Scales Psychological Appraisal Results Method Productivity measures Balanced scorecard
Problems in Performance Appraisal
Halo effect Error of central tendency Leniency & strictness Personal prejudice Recency effect
Class AssignmentO MBOO Balanced ScorecardO Potential AppraisalO Employee Motivation Techniques
Training & DevelopmentShort term educational process and
utilising a systematic and organised procedure by which employees learn technical knowledge and skills for a definite purpose.
Area
• Content
• Purpose
• Duration
• For whom
TrainingTechnical skills
and knowledge
Specific job related
Short term
Mostly technical & non managerial personnel
DevelopmentManagerial and
behavioural skills and knowledge
Conceptual and general knowledge
Long-term
Mostly for managerial personnel
Needs for TrainingTo match the employees specifications with
the Job Requirements and Organisational Needs
Organisational Viability and the Transformation Process
Technological AdvancesOrganisational ComplexityHuman RelationsChange in the Job Assignment
Training Need AnalysisTask Analysis
Performance AnalysisCant do / wont do
Training Methods
On the Job Methods Off the Job Methods
Job RotationCoachingJob InstructionTraining through
step by stepInternships
Vestibule TrainingRole PlayingLecture MethodsConference /
DiscussionProgrammed
Instruction
Advantages of Training
Increases ProductivityHeightened MoraleReduced SupervisionReduced AccidentsIncreased Organisational Stability
Level Questions being Asked Measures
Result Is the organisation or unit better because of the training?
Accidents / Quality / Productivity / Turnover / Morale / Costs / Profits
Behaviour Are trainees behaving differently on the job after training? Are they using the skills and knowledge they learned in training?
Performance appraisal by superior, peer, client, subordinate
Learning To what extent do the trainees have greater knowledge or skill after the training program than they did before?
Written test, Performance Tests, Graded Simulations
Reaction Did the trainees like the program, the trainers, the facilities? Do they think the course was useful? What improvements can they suggest?
Questionnaires
Management DevelopmentManagement Development is a systematic
process of growth and development by which the managers develop their abilities to manage
Suitability of TechniquesJob Rotation
Development of diversified skills and broader outlook
UnderstudyMaking available a subordinate who is equal
to his superiorMultiple Management
Knowledge in different functional areasCase Study
Analytical and decision making skills
Suitability of TechniquesIncident Method
Intellectual ability, practical judgment & Social awareness
Role PlayingUnderstanding people
In BasketSituational judgment & social sensitivity
Business GamesQuickness of thinking and leadership
Suitability of TechniquesSensitivity Training
Know more oneself and impact of our behaviour on others
SimulationProblem solving, decision making
Managerial GridLeadership skills
ConferencesAbility to modify attitudes
LecturesGive knowledge to many in short period of time
Organizational Change
Strategy Culture Structure Technologies Attitude / skills of employees
Kurt Lewin’s Change Model Unfreezing Moving Refreezing
Organisation Development Involves action research which means
collecting data about a group Feeding information back to employees
so they can analyse it Applies behavioural science knowledge
to improve organisation’s effectiveness Changes the organisation in a particular
direction
Categories of OD Applications Human Process Technostructural Human Resource Management Strategic
Human Process
Improving human relations skills Solve interpersonal and intergroup
problems
Sensitivity training / t- group training
Technostructural
Changing firm’s structures, methods and job designs
For eg. In a formal structural change program, the employees collect data on the company’s existing organisational structure; they then jointly redesign and implement a new one.
Human Resource Management
To enable employees to analyse and change HR practices
Performance appraisal and reward systems as well as installing diversity programs
Strategic Achieving fit among a firm’s strategy, structure,
culture and external environment Managers and employees analyse current strategy
and organisational design Choose a desired strategy and organisational
design Design a strategic change plan
- an action plan for moving the organisation from its current strategy and design to the desired one
The team oversees implementing the strategic change plan and review results to ensure that they are proceeding as planned