Human_Resource_Management_study_material.pdf

Foundation of Human Resource Management

Human Resource Management

PREFACE

The text of the Human Resource Management has been written with the basic

objective of introducing and familiarizing students with Human Resource

managements concepts that help them develop their knowledge base and

understand various facets of HRM. This book covers important concepts and

information that begins with introducing the subject in the module-1 followed by

Module II in which functions of HR Department are elaborated that makes one

understand how an employee is selected in an organization by throwing light upon

fundamentals of recruitment and selection which also covers areas such as Job

Analysis, Job description, Job specification, Recruitment, Selection, Placement and

Induction and socialization, Training and Development Training Process & Methodology Need and objectives Training Procedure Methods of Training Tools and Aids Evolution of training Programs.

Module III , IV and V discuss various functions of Human Resource Department

such as Compensation, Maintenance Integration and Audit & Control. This book

discusses various contemporary issues of HR department by focusing on Job

evaluation, Merit rating, Methods of wage payment, Incentive Compensation Types, Advantages, perquisites, Wage Policy in India - Minimum Wage, Fair

Wage, Living Wage .

The Human Resource Management is an ever evolving field and this book alludes

various concepts of this field such that students are able to relate to the basics

concepts of HRM and get an insight on the role of an HR manager and diverse

activities involved in this discipline.


Brief Table of Contents

Chapter no. Title

CHAPTER 1 HUMAN RESOURCE MANAGEMENT- INTRODUCTION

CHAPTER 2 JOB ANALYSIS, JOB DESCRIPTION AND JOB

SPECIFICATION

CHAPTER 3 RECRUITMENT AND SELECTION

CHAPTER 4 INDUCTION, SOCILIZATION AND PLACEMENT

CHAPTER 5 TRAINING AND DEVELOPMENT

CHAPTER 6 CAREER PLANNING AND CAREER DEVELOPMENT

CHAPTER 7 JOB EVALUATION AND COMPENSATION

CHAPTER 8 WAGE AND INCENTIVE COMPENSATION SCHEMES

CHAPTER 9 EMPLOYEE WELFARE , FRINGE BENEFITS AND SAFETY

& ACCIDENT PREVENTION

CHAPTER 10 ADDRESSING EMPLOYEE GRIEVANCE AND DISCIPLINE

CHAPTER 11 PERFORMANCE APPRAISAL

CHAPTER 12 HUMAN RESOURCE INFORMATION SYSTEM


Chapter-1 Introduction to Human Resource Management

After reading this chapter, you will be able to understand:

1. Meaning and evolution of Human Resource Management

2. Objectives and Functions of HRM

3. Difference between HR and Personnel Management

4. Structure of HR department

1.0 Introduction Every organization is essentially a combination of physical and human resources.

Physical resources refer to materials, money and machines pre-arranged by the

organization for production or trade. Human resources, on the other hand, refer to

the knowledge, education, skills, training and proficiency of the members of the

organization. All organizational resources are important for achieving the

objectives of an organization. In fact, the effectiveness of an organization lies in

the judicious blending of the two resources to achieve optimum competency.

However, for a long time, it was felt that the efficient utilization of physical

resources was primary for developing organization. This was so because the

acquisition of physical resources resulted in a huge outflow of funds and those

assets carried a definite value. On the contrary, it was felt that hiring employees

never cost anything substantial for a firm and it was also quite easy to replace

them. This made human resource less important for employers. But, in the past

decade, employers have realized that intellectual capital is critical to business

success. The main reasons for this change are due to the understanding that

1. Product innovation and marketing strategy, which are crucial for market

survival and growth in a competitive environment, are possible only when a

good and creative workforce is present.

2. The challenge, opportunities and even disputes of creating and managing

organizations arise mostly from people-centered problems.

3. People are alike and they cannot be treated identically. They differ

physically and psychologically. These difference require individual

attention in order to achieve the optimum productivity.


1.2 MEANING AND DEFINITION

Human Resource Management (HRM) is a management function that managers

recruit, select, train and develop members for an organization. HRM is concerned

with the peoples dimension in the organizations. We quote three definitions on HRM. But before quoting the definitions, it is useful

to point out the essentials which must find their place in any definition.

The core points of HRM are:

1. Organizations are not mere bricks, mortar, machineries or inventories. They

are people. It is the people who staff and manage organizations.

2. HRM involves the applications of management functions and principles. The

functions and principles are applied to acquisitioning, developing and

maintaining, and remunerating the employees in the organization.

3. Decisions relating to employees must be integrated. Decisions on different

aspects of employees must be consistent with other human resource

decisions.

4. Decisions made must influence the effectiveness of the organization.

Effectiveness of an organization must result in betterment of the services to

the customers in the form of high-quality products supplied at reasonable

cost.

5. HRM functions are not confined to business establishments only. They are

applicable to non-business organizations too, such as education, health care,

recreation, and the like.

The following three definitions collectively cover all the five core points:

1. a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organization and the

employees to achieve their objective.

2. . Is concerned with the people dimensions in management. Since every organization is made of people, acquiring their services, developing their


skills, motivating them to higher levels performance and ensuring that

they continue to maintain their commitment to the organization are

essential to achieving the organizational objectives. This is true,

regardless of the type of organization government, business, education, health, recreation, or social action.

3. management is the planning, organizing, directing and controlling of the procurement , development, compensation, integration, maintenance

and separation of human resources to the end that individual,

organizational, and social objectives are accomplished.

Thus, HRM refers to a set of programs, functions and activities designed and

carried out in order to maximize both employee as well as organizational

effectiveness.

1.3 EVOLUTION OF HRM

HRM, a relatively new term, engaged during the 1970s. Many people continue to

refer to the discipline by its order, more traditional titles, such as personnel

management or personnel administration.

The trend is changing. The term now days used in industry circles is HRM.

Coming to evolution of HRM as a subject, it may be stated that concern for the

welfare of workers in the management of business enterprises has been in

existence since ages. Kautilyas Arthashastra states that there existed a sound base for systematic management of resources during as early as the 4

th century BC. The

government then took an active interest in the operation of public and private

sector enterprises and provided systematic procedures for regulating employer-

employee relationships.

Elsewhere, human resources in organizations received the managements attention much earlier. As early as in 1800 BC itself, minimum wages rate and incentive wages plan were included in Babylonian Code of Hammurai. Experts of HRM in our country have tried to chronicle the growth of the subject

only since the 1920s. this was the period when state intervention to protect the

interests of workers felt necessary because of the difficult conditions which

followed the First World War, and the emergence of trade unions. The Royal

Commission (1931) recommended the appointments of labour-welfare officers to


deal with the selection of workers and to settle their grievances. The Factories Act,

1948, made appointments of welfare officers compulsory in industrial

establishments employing 500 or more workers each.

The aftermath of the Second World War and the countrys political independence witnessed increased awareness and exceptions of workers. During the 1960s, the

personnel function began to expand the welfare aspects, with labour welfare, IR

and personnel administration integrating into the emerging profession called

personnel management (PM). Simultaneously, the massive thrust given to the

heavy industry in the context of planned economic development, particularly since

the Second Five Year Plan and the accelerated growth of public sector in the

national economy resulted in a shift in focus towards professionalization of

management.

In 1990s, a shift in professional values was discernible. It shifted from a concern

for welfare to a focus on efficiency. In the 1980s, professionals began to talk about

new technologies, HRM challenges and HRD.

In the 1990s, the emphasis shifted to human values and productivity through

people. Reflecting this trend, the American Society for Personnel Administration

(ASPA) was renamed as the Society for Human Resources Management (SHRM).

Thus, beginning in 1920s, the subject HRM has grown in to a matured profession.

Below table shows the evolution of HRM.

1.4 SCOPE OF HRM

The scope of HRM is indeed vast. All major activities in the working of a worker

from the time of his or her entry into an organization until he or she leaves come

under the preview of HRM. Specifically, the activities included are HR planning, job analysis and design, recruitment and selection, orientation and placement,

training and development, performance appraisal and job evaluation, employee and

executive remuneration, motivation and communication, welfare, safety and

health, industrial relations (IR) and the like. For sake of convenience, we can

categorize all these functions into four objectives:

1.5 HRM Objective and Function


HRM Objective Supporting Functions

1. Societal Objectives 1. Legal compliance

2. Benefits

3. Union Management Relations

2. Organizational Objectives 1. Human Resource Planning

2. Employee Relations

3. Selection

4. Training and development

5. Appraisal

6. Placement

7. Assessment

3. Functional Objectives 1. Appraisal

2. Placement

3. Assessment

4. Personal Objectives 1. Training and development

2. Appraisal

3. Placement 4. Compensation

5. Assessment

1.6 THE SEMANTICS

As in any discipline, there is the problem of semantics in HRM, too. First, we have

two terms, namely, personnel management (PM) and HRM. Between these two

terms is a basic difference, and it is useful as to what it is.

HRM differs from PM both in scope and orientation. HRM views people as an

important source or asset to be used for the benefit of organization, employees and

the society. It is emerging as a distinct philosophy of management aiming at

policies that promote mutuality mutual goals, mutual respect, mutual rewards and mutual responsibilities. The belief is that policies of mutuality will elicit

commitment which, in turn, will yield both better economic performance and


greater human resource development (HRM). Though a distinct philosophy, HRM

cannot be treated in isolation. It is being treated into the overall strategic

management of business. Further, HRM represents the latest term in the evolution

of the subject. The year 1990 was a turning point in this evolution. The American

society for personnel administration (ASPA), the largest professional association in

this field of management, changed its name to the society for human resource

management (SHRM). Since then, the expression is gradually replacing the

hackneyed term personnel management.

1.7 HRM AND PERSONNEL MANAGEMENT

The difference between HRM and PM is a subject of discussion amongst HRM

experts. They do not hold identical views about similarities and dissimilarities

between HRM and PM.

According to Lowry, PM and HRM are the successive stages of the same concept without any differences in the concept. In his words, Human Resource Management is just the continuing process of personnel management it is not

different.

1.7.1 HR Management vs Personnel Management

While digging for the difference between Human Resources Management and

Personnel Management, you are most likely going to get very divergent views,

depending on which sphere of experts you question. While some strongly affirm

that there is no difference between the two, others will recognize the variance, but

will still acknowledge the unmistakable similarities. In lay terms however, theres a general tendency to use the terms interchangeably.

The difference, when acknowledged, between HR and Personnel, is often depicted

as philosophical. Personnel management encompasses more administrative

disciplines of payroll issues, employment law compliance and all other related

tasks. On the other hand, HR is more concerned with the management of a

workforce, as this is one of the key resources that drive the day-to-day operations

of a company; hence its success.


Whenever a distinction is made between Human Resources and Personnel

management, Human Resources is always represented to a broader extent than

Personnel management. Human Resources, it is said, embodies and elaborates

tasks of Personnel management, and at the same time, creates and develops teams

of employees for the advantage of the company. One of HRs primary goals is to provide a suitable environment for employees to fully utilize their skills, and work at maximum efficiency levels.

The tasks that are common within Personnel management include the traditional, routine duties; thus, it is generally described as reactive, i.e. only responding to demands as they arise. Human resources, on the other hand, involve continuous

innovation and strategizing to manage a companys workforce more efficiently. It is, therefore, generally considered proactive. Theres an ongoing development of policies, functions and skill assessments all aimed at improving the companys workforce.

While performance management is always considered to be influenced by the organizations, HR is generally considers as an integral part of the organizational functions. Personnel Management duties are solely the domain of the personnel

department. However, with regard to HR, most of the companys senior level employees (managers) are somehow involved, and key goal may be to engage the managers in the skills development processes needed to accomplish personnel related duties.

In terms of performance, motivation and rewards, Personnel Management typically

endeavors to reward and motivate employees with salaries, bonuses, compensation

and a standard paid annual leave in order to derive employee satisfaction. For HR,

the primary motivators are seen as job creativity, work groups and efficient

strategies to meet challenges.

To summarize, Personnel management is more concerned with payroll and similar

tasks, while HR is concerned with the overall management of a companys workforce. Personnel tasks are creative, while HR tasks are generally proactive,

and continuous. Personnel Management is considered independent from

organizational influence, while HR is dependent on input from some employees,

like senior management.

1.7.2 Similarities between HRM and PM


The basic elements common to HRM and PM strategy:

Business Strategy Both form the basis for the evolution of HR and PM

strategy.

Matching People Choosing the right people for the right job and developing

them to achieve their maximum level of competence remain the priority of

both HRM and PM.

Prominence of Line Authority HRM, similar to PM, recognizes that the

primary responsibility for managing people stays with line managers.

Identical Core Elements Techniques like selection, traning, development,

compensation and performance management are common to both HRM and

PM.

Emphasis on Communication and Participation HRM and PM provide

equal importance to the communication process and workers participation in decision making.

1.8 ORGANISATION OF HR DEPARTMENT

Two issues become relevant in a discussion on organization of an HR Department.

They are

(i) place of the HR Department in the overall set-up and

(ii) Composition of the HR department itself.

Status of the HR Department in the total organizational structure depends on

whether a unit is small or large. In most of the small organizations, there is no

separate department to co-ordinate the activities relating to personnel. In fact, there

may not be any personnel managers at all. Services of outsiders who specialize in

maintaining accounts and records relating to provident fund, pension and other

statutory requirements are retained for free. Alternatively, a low places employee

may be entrusted with the task of attending to these functions. Figure shows a

structure of this type. In Fact, it was this arrangement which was followed in the

past, irrespective of the size of the organization. Earlier, personnel departments

were called health and happiness departments. The people assigned to deal with personnel issues were often individuals who were past their prime. The personnel


department was seems as a place where the lesser productive employees could be

places with minimal damage to the organizations ongoing operations. Individuals in the personnel department were perceived as those responsible for planning company picnics, vacation schedules and retirement parties. Personnel, as an activity, were seen as a necessary but unimportant part of the organization. Fortunately, things have changed for the better and the status of the personnel department has improved enormously over the years.

Owner/Manager

Production Manager

Sales Manager Office Manager

Accountant

Personnel Assistant

Fig. HRM in a small-scale unit

A large scale unit will have a manager/director heading the HR department. His or

her status will be equal to that of any executive. Figure given below shows this

structure. This arrangement holds good when the company has a single unit. Where

the company has multiple plans located in different parts of the country, there may

be a centralized HR/personnel department at the mail or registered office and each

plant will have separate HR/personnel departments. Routine activities relating to

each plant are handled by the HR/personnel department attached to the work,

whereas the broad policies, matters concerning executives and the like are handled

by the central department. This is the case with conglomerates as BHEL, ITI and

L&T.

Chairman and Managing Director

Director Production

Director Finance Director

Personnel/HRM

Director Marketing Director R&D


Fig. HRM in large scale unit

Coming to the composition of the HR Department, it may be stated that it depends on the scale of operations and attitude of the top management towards its personnel. However, a typical HR department is headed by a Director, under who

are Managers Personnel Manager-Administrative, Manager-HRD and Manager- Industrial Relations. The department will grow in size and importance when new demands are places on it by the top management.

Owner/Manager

Manager Personnel

Manager Administration

Manager HRD

Manager IR

Human Resource PR

Planning

Appraisal

Hiring Canteen Traning and Development

Grivance Handling Medical

Compensation Welfare

Transport

Legal

1.9 DUTIES OF HUMAN RESOURCE MANAGERS

Basically Human resource manager caries out three distinct functions:

1. A line function: The human resource manager directs the activities of the

people in his or her own departments and in related services areas (like the

plant cafeteria). In other words, he or she exerts line authority within the HR

department. While they generally cant wield line authority outside, they are


likely to exert implied authority. This is because line manager know the

human resource manager has top managements ear in areas like testing and affirmative action.

2. A coordinative function: Human resource manager also coordinate

personnel activities, a duty often referred to as functional authority (or

functional control). Here he or she acts as the right arm of the top executive to ensure that line manager are implementing the firms human resource policies and practices (for example, adhering to its sexual

harassment policies).

3. Staff (assist and advise) functions: Assisting and advising line managers is

the heart of the human resource managers job. He or she advises the CEO to

better understand the personnel aspects of the companys strategic options. HR assists in hiring, training, evaluating, rewarding, counseling, promoting,

and firing employees. It administers the various benefit programs (health and

accident insurance, retirement, vacation, and so on).

1.10 Quiz

Complete all the review questions listed here to test your

understanding of the topics and concepts in this chapter

1. Human Resource Management is primarily concerned with

a) Sales

b) Dimensions of people

c) External environment

d) Cost discipline

2. Human Resource Management aims to maximize employees as well as

organizational (a) Effectiveness

(b) Economy

(c) Efficiency

(d) Performativity


3. Demand for human resources and management is created by

a) Expansion of industry

b) Shortage of labor

c) Abundance of capital

d) Consumer preferences

4. Human Resource Management function does not involve

a) Recruitment

b) Selection

c) Cost control

d) Training

5. Which one of the following becomes a creative factor in production?

a) Land

b) Capital

c) Consumers

d) Human Resources

6. Quality- oriented organization primary concern centers around

a) Coordination

b) Communication

c) Human Resources

d) Discipline

7. The term refers to the total knowledge, skills, creative

abilities , talents and aptitudes of an organizations workforce as well as the values, attitudes and beliefs of the individuals involved.

a) Human resource b) Human resource management

c) Human resource planning d) Human relations

8. Which of the given statement reflect the Relationship between HRM &

Management? a) Both are same

b) Management is one aspect of HRM


c) HRM is one aspect of Management

d) No relationship exists

9. The functions of Human resource management can be classified into two

broad categories. Identify them.

i. Managerial functions

ii. Planning functions iii. Employment functions

iv. Operative functions

a) Only i and iii

b) Only i and iv

c) Only ii and iii

d) Only iii and iv

10.The human resource management functions aim at

a) Ensuring that the human resources possess adequate capital, tool, equipment

and material to perform the job successfully.

b) Helping the organization deal with its employees in different stages of

employment. c) Improving an organizations creditworthiness among financial institutions. d) None of the above.


CHAPTER-2- JOB ANALYSIS, JOB DESCRIPTION AND JOB

SPECIFICATION

Upon Completion of this chapter, you will be able to understand:

1. Meaning, uses and techniques of Job Analysis

2. Meaning and Content of Job Description

3. Job Specification and its components

2.1 JOB ANALYSIS

Job Analysis is an essential prerequisite for the effective management of the human resource of an organization. It is about gathering relevant information about

a job. It actually specifies the tasks involved and the factors that influence the

performance of the job.

As a process, it is capable of producing results with great practical relevance for

human resource management. Job analysis has applications in almost all the HR

activities of an organization. In reality, the job analysis process involves ascertaining what people do and understanding why and how they do it.


Job analysis is detailed and systematic study of jobs to know the nature and

characteristics of people to be employed for each job.

Job Analysis involves gathering dataabout observable job behaviors, and delineating the knowledge, skills, abilities, and other characteristics needed to

perform the job

Harvey - R.J

The process of job analysis is essentially one of the data collection and then

analyzing the data. It provides the analyst with basic data pertaining to specific

jobs in terms of duties, responsibilities, skills, knowledge, degress of risk etc. This

data may be classified as follows:

1. Job identification

2. Nature of the job

3. Operations involved in doing the job

4. Materials and equipments to be used in doing the job

5. Personal attributes required to do the job e.g. education, traing, physical

strength and mental capabilities etc. 6. Relation with other jobs.

This information relating to a job which is thus classified , if examined carefully,

would suggest that some information relates to the job and some concerns the the

individual doing the job. The requirements of a job are known as Job Description

and the qualities demaned from the job holder are termed as Job Specification.

What job analysis is:

It is a systematic method for gathering information

It focuses on work behaviors, tasks, and outcomes

It identifies the personal qualifications necessary to perform the job and the

conditions under which work is performed

It reports the job as it exists at the time of analysis; not as it was in the past

nor as it exists in another organization


What job analysis is not:

It is not an analysis of thought processes, attitudes, traits, or aptitudes

It is not a time and motion study It is not an analysis of an individual position

2.1.1Uses of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of

employment procedures. The employer use job analysis information to support

several human resource management activities.

Recruitment and Selection Job analysis provides information about what the job entails and what

human characteristics are required to perform these activities. This

information in the form of job description and job specifications, help

managers decide what sot of people to recruit and hire.

Compensation Job analysis information is indispensible for estimating the value of each job and its appropriate compensation. Compensation usually depends on the

jobs required skill education level, safety hazards, degree of responsibility, and so on all factors you can access through job analysis.

Training

The job description lists the jobs specific duties and requisite skills- and therefore the training- that the job requires.

Performance Appraisal A performance appraisal compares each employees actual performance with his or her performance standards. Doing so requires knowledge of the jobs duties and standards. Managers can use job analysis to find out what these duties and performance standards are.

Safety and Health Job analysis can provide exact information about the nature and type of

work conditions essential for an accident-free work environment. It can also


suggest the safety requirements for the job. The need for the safety training

and safety apparatus can also be ascertained with the help of job analysis.

Legal Requirements The job description is a vital document for an organization in legally and

morally justifying its hiring practices, promotion policies, terminations,

disciplinary actions, and grievance redressal procedures. In fact, it is a legal

necessity for an organization to keep a job description statement for each

position in the organization

2.1.2Techniques of Data Collection in Job Analysis

No matter what the methodology adopted for data collection in job analysis, the

focus should be gathering information about the tasks associated with the job and

desired human behavior at work. However the characteristics of the job, the

purpose of the job, the purpose of the job analysis, and the desired quality of

information are the factors that usually influence the decisions involving the

selection of techniques for data collection.

Data collection for job analysis is usually done at one or more levels. These levels

are: (i) individual (ii) group, (iii) organizational and (iv) community. Further, the

decision involving the selection of a specific technique is usually influenced by the

factors such as the type of data to be collected, the methods of data collection, the

source from which the data will be collected, and the manner of data analysis.

The different methods of data collection are:

Questionnaire Method Having employees fill out questionnaires to describe their job related duties

and responsibilities is a popular way to obtain job analysis information. The

major advantage of questionnaire is that it is the easiest and more efficient

method to collect information from a large number of employees within a

short period. Different types of questionnaire are structured questionnaire,

structured checklist method, open ended questionnaire etc.

Observation Method In this method, the job analyst closely observes the performance of the employee on the job. He record the various tasks performed by the employee


as a part of the job. This method is ideal for gathering first-hand information

relating to working conditions, the physical activities involved in the job,

and so on.

Critical Incident Method A critical incident is a significant event that takes place in the job

environment and forces the employee to respond in the form of performance

or behavior. Critical incidents are considered as snapshots in the regular

course of the job. The aim of this method is to gather relevant and behavior centered description of the job.

Interview Method In this method, the job analyst asks the employee questions about t=various

dimensions of the job. He then contacts the employees supervisors to get further information and also to verify the correctness of the information collected from the employee. While preparing the questions for interview the analyst must ensure that the questions are uncomplicated and realistic in nature.

Dairy Maintenance Method In this method employee is asked to keep a record of all the activities

performed by him as apart of the job analysis process. He should record the

information in chronological order. Diary maintenance will enable the

employee tom keep track of all the activities. This method ensures

continuous and better employee involvement in the job analysis process.

2.2 Job Description

Job description is an organized factual statement of job contents in the form of

duties and responsibilities of specific job. It aims at simplifying and standardizing

the HR activities of an organization. The preparation of Job description is

necessary before a vacancy is advertized. As the title indicated, the documents are

descriptive in nature and constitute a record of job facts in an organized way.

Job description document discloses what is to be done, how it is to be done and

why it is to be done.

The contents of job description have been discussed below:


1. Job Title: It is desirable that the job title should be short, definite and

suggestive of the nature of the job. It identifies the nature of the job and

its position in the organization.

2. Job Location: It is necessary to give the location of the job. By location

we mean the name of the department where the job under consideration

exists.

3. Job Summary: A short paragraph succinctly summarizing the tasks

performed by the employee is helpful for the subsequent convenient

identification of the job.

4. Salary Range: List starting salary, mid-range, and high (maximum)

salary for the position. It should also include information about how

employees may be eligible for additional compensation (i.e., sales

commissions, performance bonuses, annual raises, etc.)

5. Duties to be performed: Each task performed should be written out and

estimate made of the percentage of the time that is developed to the

performance of each task. This is the most important phase of the job

description and should be carefully prepared.

6. Machines, tools and materials: The tools, machines, equipments and

materials used in the performance of the job should also be included in

the job description. It indicates the nature and the complexity of the job.

7. Relation to other jobs: Clear cut relation of the job under consideration

with other jobs in the organization will help to understand the nature of

the job well


8. Nature of supervision: There are certain jobs, particularly unskilled jobs,

which require intensive supervision, while other jobs requie less

supervision, because people manning these positions are more committed

to the achievement of organization goals. Nature of supervision must be

given in the job description.

9. Working environment: The working conditions, hazards and other

characteristics of the physical surroundings within the working area

should be described to help in subsequent interpretation of job

evaluation.

2.3 Job specification

Job specification sets out the education, qualification, training, personal attributes

and competencies a job holder requires top perform her or his job satisfactorily.

The employee characteristics required for job may include physical, mental, social

and behavior characteristics of job holders. The qualifications may include

education, experience, skills and other background requirements for a job holder.

Important components of job specification are listed below:

1. Education and training A job specification states whether the jobs requires school-or college- level

education. It mentions the technical or professional qualification

requirements of the job holder. Finally, it specifies the minimum training

requirements the job holder must have completed.

2. Work Experience A job specification prescribes the work experience requirements for the job holder. And sometimes also the minimum experiences for effective

performances.

3. Skills and Competencies. Under this component head, a job specification states the types of skills

necessary for the satisfactory performances of the job. It indicates the nature

of skills required like computer skills, communication skills, technical skills,

and statistical skills.


4. Physical Strength and Stamina

If the job involves physical activities like lifting or moving heavy objects,

the job specification also mentions the physical requirements of the job

holder.

5. Stress-Coping Ability

When the nature of the job requires a lot of stress endurance and involves constant work pressure in the form of deadlines or night shifts, the stress

management ability of the candidate should be mentioned.

2.4 QUIZ:

Complete all the review questions listed here to test your understanding of the

topics and concepts in this chapter

1. A written statement of main duties and responsibilities which a

particular job entails is called a) Job Analysis b) Job Specification

c) Job description

d) Job Evaluation

2. Which of the following is not the component of Job Specification-

a) Skills and competences

b) Job Location

c) Work Experience

d) Education and Training

3. Which of the following is not the technique of data collection in job

analysis

a) Questionnaire Method

b) Observation Method

c) Ranking method

d) Interview Method


4. Job Analysis benefits Human Resource Planning, recruitment and

selection, compensation management and Performance appraisal.

Identify the end results of a job analysis that form the basis for

recruitment and selection.

a) Job Description and Job Specification

b) Job design and Job review

c) Job description and job review

d) Job design and Job specification

5. Job analysis is the recording of all activities involved in a job and the

skill and knowledge requirements of the performance of the job. What

is it also known as? a) Job review or Job design

b) Job review or Job Classification c) Job specification or Job description

d) Job classification or Job specification

6. is defined as a portrayal of the tasks, responsibilities,

duties and functions of a job.

a) Job specification b) Job Design

c) Job analysis

d) Job description

7. is a complete list of competencies and qualifications

required to match the job descriptions a) Job specification b) Job design

c) Job analysis

d) Job review

8. Which of the following methods are generally used to collect and

compile information on Critical incidents as part of job analysis using the critical incident technique?

i) Technical Conference

ii) Observation

iii) Interviews

iv) Questionnaires


a) (i) and (ii)

b) (ii) and ( iii)

c) (iii) and (iv)

d) (i) and (iv)

9. Which one of the following is not a behavioral specification in a job

specification?

a) Ability to make judgments

b) Ability to undertake research

c) Ability to interpret data

d) Ability to be authoritative

10. involves increasing the length and hence the

operating time of each cycle of work for the job holder. It is a modern

management technique in which different and continuous small cycles

are integrated into one single cycle of operation.

a) Job rotation

b) Job enlargement

c) Job sharing d) Job enrichment


CHAPTER-3 RECRUITMENT AND SELECTION


1. Meaning of Recruitment and Selection

2. Importance of Recruitment and Selection

3. Methods of Recruitment

4. Selection Process

3.1 RECRUITMENT

The human resources are the most important assets of an organization. The

success or failure of an organization is largely dependent on the caliber of the

people working therein. Without positive and creative contributions from people,

organizations cannot progress and prosper. In order to achieve the goals or the

activities of an organization, therefore, they need to recruit people with requisite

skills, qualifications and experience. While doing so, they have to keep the present

as well as the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required

number and kind of human resources are determined, the management has to find

the places where the required human resources are/will be available and also find

the means of attracting them towards the organization before selecting suitable

candidates for jobs. All this process is generally known as recruitment. Some

people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either.

Technically speaking, the function of recruitment precedes the selection function

and it includes only finding, developing the sources of prospective employees and

attracting them to apply for jobs in an organization, whereas the selection is the

process of finding out the most suitable candidate to the job out of the candidates

attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea

about the function of recruitment.


3.1.1DEFINITIONS

Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of

an efficient workforce.

Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function-joining together those with jobs to fill and those seeking jobs. It is a joining process in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter.

3.1.2 PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. The purpose is to:-

Determine the present and future requirement of the organization in

conjunction with it personnel- planning and job analysis activities.

Increase the pool of job candidate at minimum cost.

Help increases the success rate of the selection process by reducing the

number of visibly overqualified job applicants.

Help reduce the probably that job applicants, once recruited and selected,

will leave the organization only after the short period of time.

Meet the organizations legal and social obligations regarding the composition of it workforce.

Begin identifying and preparing potential job applicant who will be

appropriate candidates.

Increases organizational and individual effectiveness in the short term and

long term.

Evaluate the effectiveness of various recruiting techniques and sources of all

type of job applicants.

Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know a

company, and eventually decide whether they wish to work for it. A well-planned


and well-managed recruiting effort will result in high-quality applicants, whereas,

a haphazard and piecemeal effort will result in mediocre ones. High-quality

employees cannot be selected when better candidates do not know of job openings,

are not interested in working for the company and do not apply. The recruitment

process should inform qualified individuals about employment opportunities,

create a positive image of the company, provide enough information about the jobs

so that applicants can make comparisons with their qualifications and interests, and

generate enthusiasm among the best candidates so that they will apply for the

vacant positions.

3.1.3FACTORS AFFECTING RECRUITMENT The following are the 2 important factors affecting Recruitment:-

A. INTERNAL FACTORS

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Engagement of the company in HRP

Companys size Cost of recruitment

Companys growth and expansion

2) EXTERNAL FACTORS

Supply and Demand factors

Unemployment Rate Labour-

market conditions Political and

legal considerations Social

factors

Economic factors

Technological factors


3.1.4 CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some

organizations like commercial banks resort to centralized recruitment while some

organizations like the Indian Railway resort to decentralized recruitment practices.

Personnel department at the central office performs all the functions of recruitment

in case of centralised recruitment and personnel departments at unit level/zonal

level perform all the functions of recruitment concerning to the jobs of the

respective unit or zone.

MERITS OF CENTRALISED RECRUITMENT

Average cost of recruitment per candidate/unit should be relatively less due

to economies of scale.

It would have more expertise available to it.

It can ensure broad uniformity among human resources of various

units/zones in respect of education, skill, knowledge, talent, etc.

It would generally be above malpractices, abuse of powers, favouritism,

bias, etc.

It would facilitate interchangeability of staff among various units/zones.

It enables the line managers of various units and zones to concentrate on

their operational activities by relieving them from the recruiting functions.

It enables the organization to have centralised selection procedure,

promotional and transfer procedure, etc.

It ensures the most effective and suitable placement to candidates.

It enables centralised training programmes which further brings uniformity

and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT

The unit concerned concentrates only on those sources/places wherein

normally gets the suitable candidates. As such the cost of recruitment would

be relatively less.

The unit gets most suitable candidates as it is well aware of the requirements

of the job regarding culture, traditional, family background aspects, local

factors, social factors, etc.

Units can recruit candidates as and when they are required without any

delay.


The units would enjoy freedom in finding out, developing the sources, in

selecting and employing the techniques to stimulate the candidates.

The unit would relatively enjoy advantage about the availability of

information, control and feedback and various functions/processes of

recruitment.

The unit would enjoy better familiarity and control over the employees it

recruits rather than on employees selected by the central recruitment agency.

Both the systems of recruitment would suffer from their own demerits. Hence,

the management has to weigh both the merits and demerits of each system before

making a final decision about centralizing or decentralizing the recruitment.

3.1.5 SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and external sources. Both have their own merits and demerits.

Lets examine these.

INTERNAL SOURCES

Persons who are already working in an organization constitute the internal sources. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises,

someone from within the organization is upgraded, transferred, promoted or even

demoted.

A. PRESENT EMPLOYEES

Promotions and transfer from among the present employee can be good sources of

recruitment. Promotion to higher positions has several advantages are:-

It is good public relations

It build morale

It encourages competent individuals

It improve the probability of a good selection

When carefully planned, promoting


B. EMPLOYEE REFERRALS

This can be good sources of internal recruitment. Employee can develop good

prospects for their families and friends by acquainting them with the company,

furnishing cards of introduction, and even encouraging them to apply. There are

some potential negative factors associated with employee referrals. They include

the possibility of inbreeding, manifesting in groups of people quitting one firm and

joining another. They carry with them the cultural practices of the previous firm.

They from cliques of their own, demand unacceptable privileges and often threaten

to quit if demand are not met.

C. FORMER EMPLOYEES

Former employee is also an internal source of applicants. Some retired employee

may be willing to come back to work on apart time basis or may recommend

someone who would be interested in working for the company. An advantage with

the sources is that the performance of these people is already known

D. PREVIOUS APPLICANTS

Although not truly an internal source, those who have previously applied for job can be contacted by mail, a quick and inexpensive way to fill an unexpected

opening. Although walk ins are likely to be more suitable for filling unskilled and semi- skilled jobs, some professional opening can be filled by applicants to previous jobs.

EXTERNAL SOURCES

External sources lie outside an organization. Here the organization can have the

services of : (a) Employees working in other organizations; (b) Jobs aspirants

registered with employment exchanges; (c) Students from reputed educational

institutions; (d) Candidates referred by unions, friends, relatives and existing

employees; (e) Candidates forwarded by search firms and contractors; (f)

Candidates responding to the advertisements, issued by the organization; and (g)

Unsolicited applications/ walk-ins.


A. PROFESSIONAL OR TRADE ASSOCIATIONS

Many associations provide placement service for their member. These services

may consist of compiling job seeker list and providing access to member during

regional or national conventions. Further many associations publish or sponsor

trade journals or magazines for their member. These publications often carry

classified advertisement from employer interested in recruiting their members.

B. ADVERTISEMENT

These constitute a popular method of seeking recruits as many recruiters prefer

advertisement because of their wide reach.

A number of factor influence the response rate to advertisement. There are three

important variables identification of the organization, labour market conditions, and the degree to which specific recruitments included in the advertisement.

E. EMPLOYMENT EXCHANGES

Employment exchanges have been set up all over the country in the deference to

the provision of the employment exchange Act. 1959. The Act applies to all

industrial establishments having 25 workers or more each. The Act requires the

entire industrial establishment to notify the vacancies before they are filled. The

major functions of the exchange are to increases the pool of the possible applicants

and to do preliminary screening. Thus employment exchanges act as a link

between the employers and the prospective employees. These offices are

particularly useful in recruiting blue- collar, white- collar, and technical workers

F. CAMPUS RECRUITMENT

Collage, university, research laboratories, sports field and institute are fertile

ground for recruiters, particularly the institutes. The Indian institute of

management and the Indian institute of technology are on the top on list of avenues


for recruiters. In fact, in some companies, recruiters are bond to recruit a given

number of candidates from these institutes every year. `

G. WALK- INS, WRITE- INS AND TALK- INS

The most common and least expensive approach for candidate is direct application

in which job seeker submit unsolicited application letter or resumes Direct

applications, can also provide a pool of potential employee to meet future need.

From employees view point, walk- INS, are preferable methods of recruitment as

they are free from the hassles associated with other method of recruitment.

H. CONSULTANTS

Ferguson associates, human recourse consultants, head hunter, batliboi and

company, annalistic consultancy Bureau, aims management consultants and the

search house are some among the numbers recruiting agencies.

I. CONTRACTORS

Contractors are used to recruit casual workers. The names of the workers are not

entered in the company record and, to this extent, difficulties experienced in

maintaining permanent workers are avoided.

J. RADIO AND TELEVISION

Radio and television are used but sparingly, and that too, by government

department only. Companies in the private sector are hesitant to use the media

because the high costs and also because they fear that such advertising will makes

the companies look desperate and damage their conservative image.


K. GATE HIRINGS AND CONTRACTORS

Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring

through contractors, recruiting through word-of-mouth publicity are still in use despite the many possibilities for their misuse in the small scale sector in India.

L. UNSOLICITES APPLICATNS/WALK-INS

Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic

conditions, the image of the company and the job seekers perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel. One important problem with this method is that job seekers generally apply to number of organizations and when

they are actually required by the organizations, either they are already employed

in other organizations or are not simply interested in the position.

3.1.6 RECENT TRENDS IN RECRUITMENT

OUTSOURCING

The outsourcing firms help the organization by the initial screening of the

candidates according to the needs of the organization and creating a suitable pool

of talent for the final selection by the organization. Outsourcing firms develop their

human resource pool by employing people for them and make available personnel

to various companies as per their needs.

POACHING/RAIDING


Buying talent (rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different

industry; the organization might be a competitor in the industry. A company can

attract talent from another firm by offering attractive pay packages and other terms

and conditions, better than the current employer of the candidate.

E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E- Recruitment is

the use of technology to assist the recruitment process

The two kinds of e- recruitment that an organization can use is

o Job portals i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization.

o Creating a complete online recruitment/application section in the

companies own website

3.1.7 RECRUITMENT STRATEGIES OF SOME COMPANIES

HCL Technologies

Internal recruitment: The IT major relies heavily on this model, which also saves huge cost for the company, at the same time ensuring that the

talent pool remains intact.

Campus hiring: Many of the business unit heads and senior people at HCL have been picked from the campuses of some of the best engineering,

management and non-management colleges across the globe.

Employee referrals: HCL finds this to be a reliable channel to reach out to its potential employees.


Social networking sites: At least 5-7% of its total recruiting is done through websites such as LinkedIn. This primarily includes much of senior-level

hiring, and makes it easier for the hiring managers to target candidates with

niche skills or for roles based in alien geographies.

3.1.8 MERITS AND DEMERITS OF INTERNAL RECRUITMENT OR

RECRUITING PEOPLE FROM WITHIN

Merits Demerits

1) Economical: The cost of

recruiting internal candidates is

minimal. No expenses are

incurred on advertising.

2) Suitable: The organization can

pick the right candidates having

the requisite skills. The candidate

can choose a right vacancy where

their talents can be fully utilized.

3) Reliable: The organization has

the knowledge about suitability of

a candidate for a position.

Known devils are better than unknown angels!

4) Satisfying: A policy of

preferring people from within

offers regular promotional

avenues for employees. It

motivates them to work hard and

earn promotions. They will work

with loyalty commitment and

enthusiasm.

1) Limited Choice: The

organization is forced to select

candidates from a limited pool. It

may have to sacrifice quality and

settle down for less qualified

candidates.

2) Inbreeding: It discourages entry

for talented people, available

outside an organization. Existing

employees may fail to behave in

innovative ways and inject

necessary dynamism to enterprise

activities.

3) Inefficiency: Promotions based

on length of service rather than

merit, may prove to be a blessing

for inefficient candidate. They do

not work hard and prove their

worth.

4) Bone of contention:

Recruitment from within may

lead to infighting among

employees aspiring for limited,


higher level positions in an

organization. As years roll by,

the race for premium positions

may end up in a bitter race.

3.1.9 Merits and Demerits of External sources of Recruitment

Merits Demerits

Wide Choice: The organization has

the freedom to select candidates from

a large pool. Persons with requisite

qualifications could be picked up.

Infection of fresh blood: People

with special skills and knowledge

could be hired to stir up the existing

employees and pave the way for

innovative ways of working.

Motivational force: It helps in

motivating internal employees to

work hard and compete with external

candidates while seeking career

growth. Such a competitive

atmosphere would help an employee

to work to the best of his abilities.

Expenses: Hiring costs could go up

substantially. Tapping multifarious

sources of recruitment is not an easy

task either.

Time consuming: It takes time to

advertise, screen, to test and test and

to select suitable employees. Where

suitable ones are not available, the

process has to be repeated.

De-motivating: Existing employees

who have put in considerable service

may resist the process of filling up

vacancies from outside. The feeling

that their services have not been

recognized by the organization,

forces then to work with less

enthusiasm and motivation.


Long term benefits: Talented

people could join the ranks, new

ideas could find meaningful

expression, a competitive

atmosphere would compel people to

give out their best and earn rewards,

etc.

Uncertainty: There is no guarantee

that the organization ultimately will

be able to hire the services of

suitable candidates. It may end up

hiring someone who does not fit and

who may not be able to adjust in the

new setup.

3.2 SELECTION-MEANING AND DEFINITION

Once the applicant pool is prepared, the next step for the HR department is to

implement the predetermined selection process in order to select the best candidate

for the job. The aim of this process is to finally end with candidates best suited for

the vacant jobs. The organization must be able to distinguish the applicants who are most likely to perform well as employees from the others who are less suitable.

Selecting the most suitable candidate for a job is never an easy task for an

organization, but it becomes all the more difficult when the organization has to

screen candidates to fill vacancies that are critical to the organization. This is

because any faulty decision in the selection of employees can have a far reaching

impact on the performance and future of the organization.

According to ODonnell Selection is the process of choosing from among the candidates, from within the organization or from the outside, the most suitable

person for the current position or for the future position.

We may conclude that selection is a systematic process of identifying suitable

candidates for the jobs available in the organization from the available applicant

pool.

3.2.1 PURPOSE OF SELECTION


The basic purpose of selection process is to choose right type of candidates to man

various positions in the organization. In order to achieve this purpose, a well organized selection procedure involves many steps and at each step, unsuitable candidates are rejected.

DISTINCTIVE FEATURES OF SELECTION

1. Selection means employment of workers or establishing a Contractual

relationship between the employer and the worker.

2. Selection is a negative process because it involves rejection of unsuitable candidates.

3. Selection aims at eliminating unsuitable candidates and ensuring most

competent people for the vacant job.

4. Selection is a complex process under which each candidate is required to

cross a number of hurdles before getting the offer for a job.

3.2.2 SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of

the applicants and ending with the contract of employment. The procedure

of selection will vary from organization to organization and even from

department to department within the same organization according to the

kinds of jobs to be filled.

Thus every organization will design a selection procedure that suits its

requirements. However the main steps could be incorporated are as under:

1. Preliminary interview

2. Receiving applications or application blanks

3. Screening of application

4. Employment tests

5. Interview 6. Reference checking

7. Medical examination

8. Final Selection

The successive stages in the selection process are discussed below:

1.Preliminary Interview


The selection programme begins with preliminary interview or

screening. The preliminary interview is generally does the job of

eliminating the totally unsuitable candidates. The preliminary

interview enables the HR specialists to eliminate unqualified job

seekers based on the information supplied in their application forms.

2. Receiving Applications or Application Blanks

Whenever there is a vacancy, it is advertised or enquires are made from

the suitable sources, and applications are received from the candidates.

Standard application forms (application blanks) may be drawn up for

different jobs supplied to the candidate on requests.

The application forms usually involve items such as name, address, age,

marital status and dependents, schooling, experience and reference. There

may be several other items depending upon the specific requirements of

the organization and the job.

3.Screening of Applications After the applications are received, they are screened by a screening

committee and a list is prepared of the candidates to be interviewed.

Applicants may be called for interview on some specific criteria like sex,

desired age group, experience and qualifications. The number of

candidates to be called for interview is normally five to seven times the

number of posts to be filled up. The screened applications are then

reviewed by the Personnel Manager and interview letters are dispatched

by registered post or under certificate of post.

4.Employment Tests Individual differ in almost all aspects one can think of .They differ with

respect to physical characteristics, capacity, level of mental ability, their

likes and dislikes and also with respect to personality traits. The pattern of physical, mental and personal variables gives rise to thousand and one combinations and the particular pattern makes the individual suitable for several classes of activities, jobs or field of work. Matching of

individuals physical, mental and temperamental pattern with the requirements of jobs or filed of training is a difficult task. So before deciding upon the job or jobs suitable for a particular individual, one


should know the level of his ability and the knowledge. This will require

the use of employment tests which are listed below:

a. Intelligence tests: The aim of intelligence test is to measure

the general intellectual abilities of a person. The uniqueness

of this test is that it measures several abilities of the

candidate and derive the intelligence score. b. Aptitude tests: An aptitude test measures the latent talents of

a person that may be crucial to performing the job

successfully. This test is normally given to those applicants

who have no previous experience in that file

c. Interest tests: A persons mental and physical abilities are

not sufficient to achieve a desirable job performance. The

aim of the interest test is to know the interest test is to know

the interest, aptitude and preference of a person towards a job

offered.

d. Personality tests: Personality refers to the sum of the

characteristics of a person which reflect on his /her response

to a particular situation. The characteristics may include

among other things, introversion, interpersonal skills, motivation, stability, self belief, courage, attitude and

temperament.

Employment tests are widely used for judging the applicants suitability

for the job.

5.EMPLOYMENT INTERVIEW

Employment tests provide a lot of valuable information about the candidate. Interview is a formal, in-depth conversation conducted to

evaluate the applicants acceptability. An interview can be defined as a selection procedure designed to predict future job performance on the basis of applicants oral response to oral inquiries or, as a purposeful exchange of ideas, the answering of questions and communication between two or more persons

The main purposes of an employment interview are:


a) To find out the suitability of the candidate.

b) To seek more information about the candidate

c) To give him an accurate picture of the job with details of terms and

conditions and some idea of organizations policies.

Employment interview is considered to be an excellent selection device.

TYPES OF INTERVIEW (METHODS)

a)THE STRUCTURED INTERVIEW:

The structured interview has also been called patterned or standardized

interview. The interviewer predetermines the questions to be asked. He

merely follows the same template to ask the interviewee a series of

questions with title or no deviation. This method ensures uniformity in

the interview process and facilitates easy comparisons among the

candidates.

b) THE UNSTRUCTURED INTERVIEW In this type of interview, the interviewer does not pre-plan the

questions to be asked. In fact, he decides on the questions as the

interview proceeds. The purpose of this method is to allow a free

discussion on any topic as it emerges. Interviewers generally avoid

asking the same or similar questions.

c) IN DEPTH INTERVIEW The purpose of these interviews is to discuss the information concerning the candidate in detail. This method normally covers the subjects of mutual interest like specialization, motivation, qualification

and career plan of the candidate on one hand, and the firms offer on the nature of job, pay, perquisites, career opportunities on the other.

d) THE GROUP INTERVIEW

The group interview method has been devised to assess leadership.

Usually a topic is given discussion to a leaderless group of applicants.

This method is provides opportunities to rate various qualities as

initiative, poise, adaptability to new situations, social awareness and

speaking ability.


e) STRESS INTERVIEW

The purpose of this interview is to put the candidate in an

uncomfortable situation to see his/her ability to handle stress.

f) PANEL INTERVIEW In this method, the applicant is interviewed by more than one

interviewer. A panel of two or more interviewers is formed to

interview the candidate. The interviewers are generally drawn from

different fields. The marks awarded by all the interviewers are finally

consolidated into a panel score.

6. CHECKING REFRENCES A reference is potentially an important source of information about a

candidates ability and personality if he holds a responsible position in some organization or has been the boss or employer of the candidate. Prior to final selection, the prospective employer normally makes an investigation or the reference supplied by the applicant and undertakes more or less through search into the candidates past employment, education, personal reputation, financial condition etc.

7. MEDICAL EXAMINATION The pre employment physical examination or medical test of a candidate is an important step in the selection process.

8. FINAL SELECTION AND APPOINTMENT LETTER The next step in the selection process is job offer to those applicants who

have crossed all the previous hurdles. Job offer is made through a letter of

appointment. Such a letter generally contains a date by which appointee

must report on duty.

3.3QUIZ

Complete all the review questions listed here to test your understanding of

the topics and concepts in this chapter


1. In todays rapidly changing business environment, organizations have to respond quickly to requirements for people. Which is the step that starts off the process of acquiring and retaining employees for an organization?

a) Selection

b) Induction

c) Recruitment

d) Appointment

2. Edwin B. Flippo defined the process of recruitment as

a) The process of seeking and attracting a pool of people from which

qualified candidates for job vacancies can be chosen

b) The process of searching for prospective employees and stimulating

them to apply for jobs in the organization c) The process of choosing the most suitable candidates from the

available candidates

d) The process of inspiring people to apply for the jobs in the

organization and choosing the most suitable candidate from the

available candidates

3. An effective recruitment program aims at

a) Aiding the recruiter by making a wide choice of candidates available

b) Attracting the best people for the job

c) Optimizing the cost and time involved in recruitment

d) All of the above

4. The policy of filling job vacancies with candidates from within the company

instead of searching for new talent from outside has certain disadvantages.

One of the disadvantages of this approach is that

a) The return on investment on the workforce decreases for the company

b) The organization might miss out on talent that is available in the market

c) The cost of recruitment, selection and induction is increased

d) It might have a negative effect on the morale of the employees.

5. There are various methods of recruiting from external sources. Some of

popular methods are advertisements, campus recruitments, employee

referrals, employment exchanges, private placement agencies, etc. Which of

the following recruitment sources is likely to have the widest reach?


a) Recruitment agencies

b) Campus recruitment

c) Advertisements

d) Employment exchanges

6. Which of the following is determining the selection of media when

advertising for candidates to fill a job vacancy? a) Cost of advertising in the media

b) The target audience for the advertisement

c) The reach of the advertisement desired

d) All of the above

7. Unsolicited application are a) Job applications that are not received by the company b) Job applications that are referred by existing employees

c) Job applications that are not in response to any advertisement or

announcement of vacancy d) Job applications that are rejected by the company

8. Which one of the following is the most important criteria for determining the

success or failure of the recruitment program?

a) The cost involved

b) The number of candidate hired

c) The number of successful placements

d) The number of applicants for the job

9. is considered to be a vital step in the employment process,

where the organization attempts to identify the right candidate for the right position.

a) Recruitment

b) Selection

c) Placement

d) Induction

10. help in assessing an individuals genuine liking for a job. They are generally inventories of the likes and dislikes of candidates in relation to work, occupations, hobbies and recreational activities.

a) Personality tests


b) Aptitude tests

c) Intelligence tests

d) Interest tests

11. In the selection process, the main advantage of structures interviews is that

a) It does not require advance planning

b) There is no scope of subjectivity

c) The interaction between the interviewer and interviewee is formal

d) It gives more flexibility to the interviewer

12. help in assessing an individuals value system, emotions, maturity, and other characteristics. These characteristics are expressed in traits like self-confidence, tact, optimism, decisiveness, conformity,

objectivity, judgment, dominance or submission and impulsiveness or

stability.

a) Personality tests

b) Aptitude tests c) Interest tests

d) Situational tests


CHAPTER-4 INDUCTION, SOCILIZATION AND PLACEMENT


1. Meaning of Induction(Orientation)

2. Purpose and Types of Induction

3. Concept of Socialization

4. Significance of Placement

4.1 Orientation (Induction)

Employee orientation or induction is a crucial stage in the hiring process of an

organization. The newly joining employees get the first impression of the

organization through the orientation programmes. It is thus necessary for any

organization to have meticulously planned and well executed orientation program

to educate the employees about the various aspects of organizations. Orientation

programs are useful in making the new employee feel assured, happy and at ease

with the new environment. In orientation programmes, employees are usually

briefed about the history of the organization, its culture, values and attitude, the

expectation of the management, the job and department details, and the product or

services information.

4.1.1 PURPOSE OF EMPLOYEE OREINTATION/INDUCTION

The changing characteristics of the labour market, the increasing demand for the

skilled labour, the availability of simple and appropriate technology for storing and

presenting information, and the employees explicit demand for information about


the organization have all forced organization to pay serious attention to employee

orientation. There is also growing realization among organization that the process

of orientation can sustain and improve the new employees initial enthusiasm. We shall now see the important purposes served by employee orientation.

Formally Welcoming Employees

Many organizations view orientation programmes as an occasion for the

management to welcome new employees formally and procedurally

Overcoming Initial Uneasiness and Hesitation

The new employees suffer from initial anxiety about the organization. Orientation

helps in quickly overcoming the initial nervousness and hesitation.

Exchanging Information

Orientation provides a platform for the organization to transfer knowledge about

the job, department, organization and people to the new employees. The

organization, too, gets to know about the employees, their background, and

individual career plans.

Assessing Employees

Although the selection process has already evaluated the training requirement

requirements of the employees the orientation provides one more opportunity to do

so.

Acclimatizing Employees

Orientation programmes enable the organization to teach the employees the basics

of the job and the satisfy measures to be adopted, and acquaint them with the other

facilities available in the premises.

Controlling the HR Cost

In the absence of orientation programmes, employees are normally left to learn

everything on their own, and this might push up their learning cost to the


organization in the form of resource wastage and work disturbances. This could

also increase the HR cost associated with recruitment and selection.

Developing the Team Spirit

When the orientation programme is conducted for a group of new employees, it

helps in promoting team spirit among the peers.

Socializing Employees

Socialization refers to inculcating suitable values, standards and beliefs among the

employees so that they integrate themselves not only with the formal organization

but also with the informal groups.

4.1.2 Types of Orientation

Based on the number and nature of the new employees and its policy towards

orientation, an organization may decide on a specific method of orientation. The

important types of orientation pragramme.

General-Idea Orientation

In this type, some general information about the organization is provided to the

employees. For instance attendance and discipline is provided .The organization

may entrust the orientation pragramme to the HR department, which would

conduct it for all new entrants, irrespective of their departments.

Job-Specification Orientation

The purpose of this orientation is to inform the employees about the various

aspects of the job and other things related to it. For instance, the details of the

duties, responsibilities and accountability associated with the job, and specific

safety and other measures required in the performance of the job are provided.

Traditional and Modern Orientation


Based on its purposes and content, orientation may also be classified into traditional

orientation and modern orientation. When the organizations employ the general and

oft-repeated materials to orient employees, it may be called traditional orientation.

In this method, orientation is viewed as a ritual and one-time exercise by the

organization. In the case of modern orientation, the organization views it as the

beginning of a continuous process to convert an employee into a precious asset.

4.1.3 An Effective Orientation Programme

Since the orientation programme is crucial to the management from the employee

motivation and retention perspective, every effort must be made to make it

effective and successful. The following measures might help the organization

achieve the desired effectiveness.

Framing Clear-cut Objectives

The organization should frame the objectives of its orientation in unambiguous

terms. The participations status and information requirements should be considered for determining the objectives are capable of providing a clear direction

to the whole orientation programme.

Determining the Roles of Departments and Personnel

The organization should determine clearly the department and persons responsible

for conducting the orientation programme. The responsibility for orientation is

assigned to the HR department normally. In some organizations, however, the

training departments are assigned the task of conducting orientation programmes.

Assessing the New Employees Information Requirements Accurately

An effective orientation programme must be able to fully address the first day

concerns and general information requirements of the new employees. Its success


lies in making the new employees feel assured and positive about their new

organization and the job.

Selecting Appropriate Methodology, Techniques and Programme Content

The organization should also be judicious in designing the content

(curriculum) of the orientation programme. It should not attempt to include

everything in the programme content. It should decide exactly what the

employee should know initially and what information can wait for future

presentations. It should never overburden the new employees with

information. Thus, it is essential to ensure that the programme content flows

from the objectives and also work towards their attainment.

Creating a Positive Environment for New Employees

The organization should strive to create a positive environment for its new

employees. Even before the beginning of the orientation sessions ,arrangements

must be made to receive these employees and guide them to their predetermined

places. The whole orientation programme must be designed in such a way that the

participants completely enjoy their participation in it.

Providing Continuous Review and Effective Feedback

As employee orientation is a continuous process in an organization, it is necessary

to develop appropriate instruments to evaluate the effectiveness of such

programmes. Evaluation techniques should measure the extent of learning

achieved through orientation programmes.

4.2 SOCIALISATION

Socialization is the process of introducing or integrating the new employees into

the organizational culture. In simpler terms, it is the process by which the

Human_Resource_Management_study_material.pdf

Documents

compensation chapter

human resources

selection chapter

placement chapter

discipline chapter

job specification chapter

title chapter

career development chapter