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HRM HRM: HRM is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HRM is concerned with the peoples dimensions in organizations. HRM refers to set of programs, functions, and activities designed and carried out Core el ements of HRM People: Organizations mean people. It is the people who staff and manage organizations. Management: HRM involves application of management functions and principles for acquisitioning, developing, maintaining and remunerating employees in organizations. Integrati on & C onsistency: Decisions regarding people must be integrated and consistent. Influence: Decisions must influence the effectiveness of organization resulting into betterment of services to customers in the form of high quality products supplied at reasonable cost. Applicability: HRM principles are applicable to business as well as non-business organizations too, such as education, health, recreation and the like. OBJECTIVES OF HRM: 1. Societal Objecti ves: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. 2. Organizati onal Objectives: To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives. 3. Functi onal Objectives : To maintain departments contribution and level of services at a level appropriate to the organizations needs. 4. Personal Objectives: To assist employees in achieving their personal goals, at least in so far as these goals enhance the individuals contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization. SCOPE OF HRM: - From Entry to the Exit of an employee in the organization Scope of HRM can be described based on the following activities of HRM. Based on these activities we can summarize the scope of HRM into 7 different categories as mentioned below after the activities. Lets check out both of them. HRM Activities 1. HR Planning 2. Job Analysis 3. Job Design 4. Recruitment & Selection 5. Orientation & Placement 6. Training & Development 7. Performance Appraisals 8. Job Evaluation 9. Employee and Executive Remuneration 10. Motivation 11. Communication 12. Welfare 13. Safety & Health 14. Industrial Relations

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HRM

7 Categori es of Sc ope of HRM 1. Introduction to HRM 2. Employee Hiring 3. Employee and Executive Remuneration 4. Employee Motivation 5. Employee Maintenance 6. Industrial Relations 7. Prospects of HRM

ROLE OF HRM 1. Advisory Role: HRM advises management on the solutions to any problems affecting people, personnel policies and procedures. a. Personnel Policies: Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations. b. Personnel Procedures: Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures. 2. Functional Role: The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented. 3. Service Role: Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures described above.

Role of HR Managers (Today) 1. Humanitarian Role: Reminding moral and ethical obligations to employees 2. Counselor: Consultations to employees about marital, health, mental, physical and career problems. 3. Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and groups and management. 4. Spokesman: To represent of the company because he has better overall picture of his companys operations. 5. Problem Solver: Solving problems of overall human resource management and long-term organizational planning. 6. Change Agent: Introducing and implementing institutional changes and installing organizational development programs 7. Management of Manpower Resources: Broadly concerned with leadership both in the group and individual relationships and labor-management relations.

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HRM Role of HR Managers (Future) 1. Protection and enhancement of human and non-human resources 2. Finding the best way of using people to accomplish organizational goals 3. Improve organizational performance 4. Integration of techniques of information technology with the human resources 5. Utilizing behavioral scientists in the best way for his people 6. Meeting challenges of increasing organizational effectiveness 7. Managing diverse workforce

FUNCTIONS OF HRM A LONG WITH OBJECTIVES HRM Objectives Social Objectives (3) Supporting HRM Functions Legal Compliance Benefits Union Management Relations Human Resource Planning Employee Relations Recruitment & Selection Training & Development Performance Appraisals Placement & Orientation Employee Assessment Performance Appraisals Placement & Orientation Employee Assessment Training & Development Performance Appraisals Placement & Orientation Compensation Employee Assessment

Organizational Objectives (7)

Functional Objectives (3)

Personal Objectives (5)

Manageri al Functions of HRM 1. Planning: Plan and research about wage trends, labor market conditions, union demands and other personnel benefits. Forecasting manpower needs etc. 2. Organizing: Organizing manpower and material resources by creating authorities and responsibilities for the achievement of organizational goals and objectives. 3. Staffing: Recruitment & Selection 4. Directing: Issuance of orders and instructions, providing guidance and motivation of employees to follow the path laid-down. 5. Controlling: Regulating personnel activities and policies according to plans. Observations and comparisons of deviations Oper ational Functions of HRM 1. Procurement: Planning, Recruitment and Selection, Induction and Placement 2. Development: Training, Development, Career planning and counseling. 3. Compensation: Wage and Salary determination and administration 4. Integration: Integration of human resources with organization. 5. Maintenance: Sustaining and improving working conditions, retentions, employee communication 6. Separations: Managing separations caused by resignations, terminations, lay offs, death, medical sickness etc.

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HRM CHALLENGES OF HRM IN INDIAN ECONOMY or CHALLENGES OF MOD ERN MANAGEMENT 1. Globalization: - Growing internationalization of business has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics and more. HR managers have a challenge to deal with more functions, more heterogeneous functions and more involvement in employees personal life. 2. Corporate Re-organiz ations: - Reorganization relates to mergers and acquisitions, joint ventures, take over, internal restructuring of organizations. In these situations, it is difficult to imagine circumstances that pose a greater challenge for HRM than reorganizations itself. It is a challenge to manage employees anxiety, uncertainties, insecurities and fears during these dynamic trends. 3. New Organizational forms: - The basic challenge to HRM comes from the changing character of competitions. The competition is not between individual firms but between constellations of firm. Major companies are operating through a complex web of strategic alliances, forgings with local suppliers, etc. These relationships give birth to completely new forms of organizational structure, which highly depend upon a regular exchange of people and information. The challenge for HRM is to cope with the implications of these newly networked relations more and more, in place of more comfortable hierarchical relationships that existed within the organizations for ages in the past. 4. Changing Demogr aphi cs of Wor kforc e: - Changes in workforce are largely reflected by dual career couples, large chunk of young blood between age old superannuating employees, working mothers, more educated and aware workers etc. These dynamic workforces have their own implications for HR managers and from HRM point of view is a true challenge to handle. 5. Changed employee expectations: - With the changes in workforce demographics, employee expectations and attitudes have also transformed. Traditional allurements like job security, house, and remunerations are not much attractive today, rather employees are demanding empowerment and equality with management. Hence it is a challenge for HRM to redesign the profile of workers, and discover new methods of hiring, training, remunerating and motivating employees. 6. New Industri al Relati ons Appr oach: - In todays dynamic world, even unions have understood that strikes and militancy have lost their relevance and unions are greatly affected by it. The trade union membership has fallen drastically worldwide and the future of labor movement is in danger. The challenge before HRM is to adopt a proactive industrial relations approach which should enable HR specialist to look into challenges unfolding in the future and to be prepared to convert them into opportunities. 7. Renew ed People Focus: - The need of todays world and business is the peoples approach. The structure, strategy, systems approach which worked in post war era is no more relevant in todays economic environment which is characterized by over capacities and intense competition. The challenge of HR manager is to focus on people and make them justifiable and sustainable. 8. Managing the Managers: - Managers are unique tribe in any society, they believe they are class apart. They demand decision-making, bossism, and operational freedom. However in the post liberalization era, freedom given to managers is grossly misused to get rid of talented and hard working juniors. The challenge of HRM is how to manage this tribe? How to make them realize that

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HRM the freedom given to them is to enable them make quick decisions in the interest of the organization and not to resort to witch-hunting. 9. Weaker Society interests: - Another challenge for HRM is to protect the interest of weaker sections of society. The dramatic increase of women workers, minorities and other backward communities in the workforce has resulted in the need for organizations to reexamine their policies, practices and values. In the name of global competition, productivity and quality the interests of the society around should not be sacrificed. It is a challenge of todays HR managers to see that these weaker sections are neither denied their rightful jobs nor are discriminated against while in service. 10. Contributi on to the success of organizati ons: - The biggest challenge to an HR manager is to make all employees contribute to the success of the organization in an ethical and socially responsible way. Because societys well being to a large extent depends on its organizations.

Recent Trends in HR: Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future skill mapping through proper HRM initiatives. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development. Role of HRM is becoming all the more important. Some of the recent trends that are being observed are as follows:

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations. Organizations now need to prepare themselves in order to address people centered issues with commitment from the top management, with renewed thrust on HR issues, more particularly on training. Charles Handy also advocated future organizational models like Shamrock, Federal and Triple I. Such organizational models also refocus on people centric issues and call for redefining the future role of HR professionals. To leapfrog ahead of competition in this world of uncertainty, organizations have introduced six- sigma practices. Six- sigma uses rigorous analytical tools with leadership from the top and develops a method for sustainable improvement. These practices improve organizational values and helps in creating defect free product or services at minimum cost. Human resource outsourcing is a new accession that makes a traditional HR department redundant in an organization. Exult, the international pioneer in HR BPO already roped in Bank of America, international players BP Amoco & over the years plan to spread their business to most of the Fortune 500 companies. With the increase of global job mobility, recruiting competent people is also increasingly becoming difficult, especially in India. Therefore by creating an enabling culture, organizations are also required to work out a retention strategy for the existing skilled manpower.

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HRM What are the different Internal and External sources of recruitment? Explain the merits and demerits of each. The sources of recruitment are broadly divided into internal sources and external sources consisting of the following: Internal sources of Recruitment: 1. Present Permanent Employees : Organizations consider the candidates from this source for higher level of jobs due to availability of most suitable candidates for jobs relatively or equally to external sources, to meet the trade union demands and due to the policy of the organization to motivate the present employees. 2. Present temporary/casual Employees: Organizations find this source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motivate them on present job. 3. Retrenched or Retired Employees: Employees retrenched due to lack of work are given employment by the organization due to obligation, trade union pressure etc. Sometimes they are re-employed by the organization as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion. 4. Dependents of Deceased, Disabled, retired and present employees: Some organizations function with a view to developing the commitment and loyalty of not only the employee but also his family members. 5. Employee Referrals: Present employees are well aware of the qualifications, attitudes, experience and emotions of their friends and relatives. They are also aware of the job requirements and organizational culture of their company. As such they can make preliminary judgment regarding the match between the job and their friends and relatives. External Sources of Recruitment 1. Campus Recruitment: These candidates are directly recruited by the Co; from their college/educational institution. They are inexperienced as far as work experience is concerned. 2. Private Employment Agencies/Consultants: Public employment agencies or consultants like ABC Consultants in India perform recruitment functions on behalf of a client company by charging fees. Line managers are relieved from recruitment functions and can concentrate on operational activities. 3. Public Employment Exchanges: The Government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. As per the Employment Exchange act 1959, makes it obligatory for public sector and private sector enterprises in India to fill certain types of vacancies through public employment exchanges. 4. Professional Organizations: Professional organizations or associations maintain complete bio-data of their members and provide the same to various organizations on requisition. They act as an exchange between their members and recruiting firm.

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5. Data Banks: The management can collect the bio-data of the candidates from different sources like Employment Exchange, Educational Training Institutes, candidates etc and feed them in the computer. It will become another source and the co can get the particulars as and when required. 6. Casual Applicants: Depending on the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the application in the Personnel dept. This would be a suitable source for temporary and lower level jobs. 7. Similar Organizations: Generally experienced candidates are available in organizations producing similar products or are engaged in similar business. The Management can get potential candidates from this source. 8. Trade Unions: Generally unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management. 9. Walk In: The busy organization and rapid changing companies do not find time to perform various functions of recruitment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specified date, time and at a specified place. 10. Consult In: the busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates and advise the company regarding the filling up of the positions. Head hunters are also called search consultants. 11. Body Shopping: Professional organizations and the hi-tech training develop the pool of human resource for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizations themselves approach the prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. The body shopping is used mostly for computer professionals. Body shopping is also known as employee leasing activity. 12. Mergers and Acquisitions: Business alliances like acquisitions, mergers and take over help in getting human resources. In addition the companies do also alliances in sharing their human resource on adhoc basis. 13. E-recruitment: The technological revolution in telecommunications helped the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the world wide wed (www). The job seekers send their applications through e-mail using the internet. 14. Outsourcing: Some organizations recently started developing human resource pool by employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or ad-hoc basis.

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HRM Merits and Demerits of Internal Sources of Recruitment Sr. Merits of Internal Sources of Recruitment Demerits of Internal Sources of Recruitment 1. Motivates present employees when they are Trade union pressure may not always give the upgraded internally. right candidate for the job. The management may have to consider some concessions. 2. Retrenched workers get an opportunity to Managements gets a chance to postpone work again. promotion due to interpersonal conflicts. 3. Dependents of the deceased get a job easily Excessive dependence on this source results in in-breeding, discourages flow of new blood into the organization. 4. Morale of employees is improved The organization becomes dull without innovations, new ideas, excellence and expertise. 5. Loyalty, commitment, security of present employees can be enhanced 6. Cost of recruitment, training, induction, orientation, etc is reduced 7. Trade unions can be satisfied. Merits and Demerits of External of Recruitment Sr. Merits of External Sources of Recruitment 1. The candidates with skill, knowledge talent etc is generally available. 2. Cost of employees can be minimized. 3. Demerits of External Sources of Recruitment Campus recruited employees lack work experience. Cost of recruitment is high and there is no confidentiality. Expertise, excellence and experience in other Specified vacancies have to be filled by organizations can be easily brought into the candidates referred by employment organization. exchanges which do not allow other candidates to be eligible. Existing sources will also broaden their personality. Human Resource mix can be balanced Qualitative human resource benefits the organization in the long run. Reduction in time for recruitment Increase in the selection ratio i.e. recruiting more candidates. HR professionals can concentrate on strategic issues.

4. 5. 6. 7. 8. 9.

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HRM What is Human Resource Planning? What is the purpose and what are its important elements? Human resource planning means deciding the number and type of the human resources required for each job, unit and the total company for a particular date in order to carry out organizational activities. It is a process by which an organization moves from its current manpower position to its desired manpower position. It is influenced by the strategic management of the co. STRATEGY Expansion Diversification Acquisitions and Mergers Retrenchment Low Cost Leadership Differentiation Strategy HUMAN RESOURCE PLAN NING Additional human resources of existing categories. Additional human resources of different categories Reduction of human resources of managerial positions Reduction of human resources of almost all the categories through VRS and other means Reduction of human resources Additional human resources of different categories.

Purpose of Human Resource Planning. - To recruit and retain the human resource of required quantity and quality. - To foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies. - To foresee the impact of technology on work. - To meet the needs of the programmers of expansion, diversification etc. - To improve the standards, skill knowledge, ability discipline etc. - To access the surplus or shortage of human resources and take measures accordingly. - To maintain congenial industrial relations by maintaining optimum level and structure of human resources. - To minimize imbalances caused due to non-availability of human resources of the right kind, right number in the right time and right place. - To make the best use of its human resources - To estimate the cost of human resources. Important Elements of Human Resource Planning. - Analyzing Corporate and unit level strategies - Demand Forecasting: Forecasting the overall human resources requirements in accordance with the organizational plans. - Supply Forecasting: Obtaining the data and information about the present inventory of human resources and forecast the future changes in the human resources inventory. - Estimating the net human resources requirements - In case of future surplus, plan for re-deployment, retrenchment and lay off. - In case of future deficit, forecast the future supply of human resources from all sources with reference to plans of other companies. - Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resources requirements. - Plan to modify or adjust the organizational plan if future supply is more than or equal to net human resource requirements. - Plan to modify or adjust the organizational plan if future supply will be inadequate with reference to future net requirements.

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HRM What is organisational change? Discuss the sources of resistance to change in organisations. How can effective change be implemented in an organisation? The term Organisational Change implies the creation of imbalances in the existent pattern or situation. Adjustment among people, technology and structural set up is established when an organisation operates for a long time. People adjust with their jobs, working conditions, colleagues, superiors etc. Similarly, an organisation establishes relationship in the external environment. Change requires individuals and organisations to make new adjustments. Complexity and fear of adjustment gives rise to resistance and problem of change. Human resource is an important factor in relation to the adjustments among individuals as well as between the organisation and environment, as an organisation is mostly composed of people. Individual members can resist either individually or in a group. Change could be both reactive and proactive. A proactive change has necessarily to be planned to attempt to prepare for anticipated future challenges. A reactive change may be an automatic response or a planned response to change taking place in the environment. Changes relating to organisation include change in employees due to transfers, promotion, retrenchment, lay-off, restructuring or organisation, introduction of new products or services, imposition of regulation, changes in organisational goals or objectives etc. The basic problem in the management to change is the study of causes of resistance to change. Despite the fact that change is a persistent phenomenon, it is a common experience that employees resist change whether in the context of their pattern of life or in the context of their situation in the organisation. The best example is resistance of employees to computerisation. Change of and type requires re-adjustment. Man always fears the unknown, and a change represents the unknown. Sources of resistance to change in an organization. Reasons for Resistance :- Some of the important reasons for resistance to change are as follows : (a) Economic Reasons : Economic reasons for resistance are classified into three groups. They are : Fear of reduction in employment - Due to the change in technology, methods of work, quantity or quality of work etc. this fear leads to resistance to change on the part of the people. Opposition to automation is an example to it. Fear to demotion - Employees may fear that they may be demoted if they do not possess the new skills required for their jobs, after the introduction of change. Hence, they prefer status quo. Fear of workload - Change in work technology and methods may lead to the fear that workload will be increased while there will not be any corresponding increase in their salaries and benefits. This feeling creates resistance to change. (b) Personal Reasons : Personal reasons for resistance are also divided into three classes. They are: Need for training - If change in technology and work organisation necessitates training and re-learning on the part of employees, it may lead to resistance, as all do not like to go for refresher and retraining courses off and on. Boredom and monotony - If the proposed change is expected to lead to greater specialisation resulting in boredom and monotony, it may also be resisted by employees. No participation in change - Some employees resist any change as they are critical of the situation and thy are not being given any part in the decision making process for change When they do not understand fully the implications of change they resist it. (c) Social Reasons : Social reasons for resistance are also classified into three groups. They are:

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HRM Need for new social adjustment - an organisaitonal change requires new social adjustment with the group, work situation and new boss etc. All individuals are not ready to accept this challenge. Some people refuse transfers and promotions for this reason only, as they will have to break their present social ties. Taking change as imposed from outside - some employees take any change as imposed from outside upon them. Other considerations - some employees may consider that every change brought about is for the benefit of the organisation only and not for them, their fellow workers or even the general public. Hence they resist the change.

Resistance from the Side of Managers - It is not a common fact that change is always resisted by the employees only. Managers also resist change sometimes. Any change sets in new responsibilities and imposes new tension, stress and strains over them is normally resisted by managers. The feeling of uncertainty, whether they will be able to handle new circumstances successfully or not, motivates them to resist. Effective change can be implemented in an Organisation by different approaches: Approaches to Organisational Change :- Management is said to be an agent of change. It means that the management has to introduce change successfully in its organisation. It has to overcome the resistance and make it a successful venture. The management must realise that resistance to change is basically a human problem, though on the surface, it may appear to be related to the technical aspect of change. So, it must be tackled in a human and social manner. Management has to take the following steps to implement the change successfully: (1) Participation of Employees : Before introducing any change, the employees should be fully consulted and they must be a party to any such decision. The meaning and purpose of the change must be fully communicated to those who will be affected by it. Enough time should be allowed for discussion and the pros and cons of the change should be explained in detail to the employees. (see box below). Qualities of a Counsellor Empathy Knowledge High Self Awareness Respect Honesty Capacity accept without bias Warmth Credibility Facilitator Personal Excellent characteristics communication Excellent listener All round preparation (2) Planning for Change : Before implementing any change, the management should plan for it. Employees should get an opportunity to participate both in planning the change and installing it. This will help the group of the affected employees to recognise the need for change and thus prepare them for receiving it without any fear. (3) Protecting Employees Interest : Management should ensure that employees are protected from economic loss, loss in status or personal dignity. If those things are protected, the degree of resistance to change will be at the lowest ebb. (4) Group Dynamics : Group dynamics refers to the ever changing interactions and adjustments in the mutual perceptions and relationships among members of the groups. Such group interactions are the most powerful instruments which facilitate or inhibit adaptation to change. Adaptation is a team activity which requires conformity to the new group norms, moves, traditions and work

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HRM patterns. If these could be positively articulated by the management, the results are likely to be more successful and durable. (5) Cautious and Slow Introduction : The management should not introduce any change suddenly and abruptly. It must be an objective for the management to build in the organisation an awareness of change and an ability to forecast it, and also to construct an attitude of welcoming change. Change must be introduced in sequential parts, and if possible, the results must be reviewed and required adjustments must be made in it. (6) Positive Motion : The management should use the policy of positive motivation to counteract negative resistance. It should be the attempt of the management to make the job easier and less exerting. Te management should impart proper training to its employees in new techniques and work knowledge etc. The leadership styles should also be supportive and human oriented. The policy will also bring down the resistance to change. (7) Sharing the Benefits of Change : Any change whether technical, social or economic will be least resisted by the employees if the management permits the employees to share benefits which arise out of the change. So, the management must see that employees are not only assured of it, they are given due advantage of it as well. (8) Training and Development : Management should plan for change. Based on the change plan, the job should be redesigned. Management should train the employees before hand and prepare the employees to invite change. Normally, trained and developed employees will not resist change as they cannot keep quite with enriched skill and knowledge. (9) Career Planning and Development : Organisation on the basis of change plans and redesigned jobs should plan for careers of employees, possibilities to move the employees to the higher levels and develop them. The developed employees for future careers demand the management to implement change. (10) Organisation Development : Organisation development aims at moulding and development of employees in the psychological and behavioural areas with a view to achieve organisational effectiveness. Employees with enriched behaviours welcome the change.

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HRM Discuss the importance of training and development in organizations. How do you identify the training needs in an oraganisation? Describe the different methods of training. Importance of training and development in organizations : The importance of HRM to a large extend depends on human resources development and training is its most important technique. No organization can get a candidate who exactly matches with the job and the organizational requirements. Hence training is important to develop the employee and make him suitable to the job. Training works towards value addition to the company through HRD. Organisational efficiency, productivity, progress and development to a large extend depends on training. If training is not provided it leads to performance failure of the employees.Organisational objectives, like stability, viability and growth can also be achieved through training. Training is important as it constitutes a significant part of management control. Training enhances 4Cs viz competence, commitment, creativity and contribution for the organization. Identification of training needs: Training needs are identified on the basis of organizational anaylsis, job analysis and manpower analysis. Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude/aptitude, knowledge and skills. Basically there are two type of analysis done to identify the training. One is the Organizational Analysis and the other Individual Analysis. Training needs = Job and organizational requirement-Employees specifications Identification of Training Needs Group or Organizational Analysis To identify Organizational goals and objectives Personnel/skill inventories Organizational Climate indices Efficiency indices Exit interviews MBO or work planning systems Quality circles Customer survey/satisfaction data Consideration of current and projected changes

Sr. 1. 2. 3. 4. 5. 6. 7. 8. 9.

Individual Analysis Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating scales Observation of behavior

The different methods of training: There are basically two methods of training. 1) On-the-Job Methods and 2) Off-the job-Methods. TRAINING METHODS On the Job Methods 1. Job Rotation 2. Coaching 3. Job Instruction 4. Training through Step by Step 5. Committee Assignments

Off The Job Methods Vestibule Training Role Playing Lecture Methods Conference or discussion Programmed Instruction

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HRM On the Job Training Methods This type of training is also known as job instruction training. Under this method the individual is place on a regular job and taught the skills necessary to perform that job The trainee learns under the supervision and guidance of a qualified worker or instructor. On the job training has the advantage of giving firsthand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. 1. Job Rotation This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of the employees on other jobs and respect them. 2. Coaching The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. 3. Job Instruction This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. 4. Committee Assignments Under the committee assignments a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops team work.

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HRM Off the Job Methods Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since te trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. 1. Vestibule Training In this method, actual work conditions are stimulated in a class room. Material files and equipments which are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi skilled jobs. The duration of tis type of training ranges from days to a few weeks. Theory can be related to practice in this method. 2. Role Playing It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production manager, mechanical engineer, superitentents, maintenance engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing inter-personal interactions and relations. 3. Lecture Method The lecture is a traditional and direct method of instruction. The instructor organises the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture method must motivate and create interest among the trainees. An advantage of the lecture method is that it is direct and can be used for a large group of trainees. Thus costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for training effectively. 4. Conference or Discussion It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. Discussion has the distinct advantage over lecture method as it involves two way communication. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group. 5. Programmed Instruction In recent years this method has become popular. The subject matter tobe learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instructions. The trainee goes through these units by answering or filling the blanks. This method is expensive and time consuming.

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HRM Write short notes on the importance of Career Planning & Succession planning. CAREER PLANNING Career planning is the process or activities offered by the organization to individuals to identify strengths, weaknesses, specific goals and jobs they would like to occupy. Career as a concept means a lifelong sequences of professional, educational and developmental experiences that projects an individual through the world of work. It is a sequence of positions occupied by a person during his life. Career may also be defined as amalgamation of changes in values, attitudes and motivation that occurs as a person grows older. In career planning, organization is concerned with strategic questions of career development. Further the organization is concerned about if it should employ more graduates, more engineers, more scientists or more accountants etc. Career planning provides picture of succession plan for employees as per organizational needs. It focuses on the basis of performance, experience, could be placed where, when and how. Career planning is a process of integrating the employees needs and aspirations with organizational requirements. Objectives of Career Planning 1. Build commitment in the individual 2. Develop long-range perspective 3. Reduce personal turnover expenses 4. Lessen employee obsolescence 5. Ensure organizational effectiveness 6. Allow individual to achieve personal and work related goals. Importance of Career Planning Career planning is important because it helps the individual to explore, choose and strive to derive satisfaction with his own career objectives. Succession planning Succession planning is to identify, develop and make the people ready to occupy higher level jobs as and when they fell vacant. Succession may be from internal employees or external people. Organizations appraise employee potentialities, identify training gaps for future vacancies, develop them for higher and varied jobs. The scope of succession plan would be more when the organization grows steadily and employees have Potentialities to take up higher responsibilities. Successions planning practices followed by various Companies:
Sr. 1. 2. 3. 4. 5. 6. Company GE Capital, Lucent technologies Eli Lilly Clorox GE Glaxo Wellcome Novartis Succession Planning Practices Adopted Weigh key leadership characteristics accordingly to company culture and values Align succession plans with the corporate culture to create a foundation for success. Use Performance Metric Tools that are aligned with corporate culture to organize top potentials Customize pieces of the succession planning process to fit individual business units Conduct a division by division succession planning process Match succession planning and development processes to emerging trends in corporate culture.

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HRM Distinguish between Induction and Orientation Systems. Sr. 1. Induction Introducing the new employee who is designated as a probationer to the job, job location, surroundings, organization and various employees. Induction is the process of receiving and welcoming an employee when he first joins a company about the environment of the job and the organization in order to make the new employee acquainted Orientation Orientation is getting familiar with the policies and practices followed in the Company.

2.

3.

4.

5. 6.

The new employee has to report to the HR Department at stipulated date and time. From thereon he shall be guided by the HR Chief/Executive. He will be given brochures describing the organizations history, products and philosophy. Review of the overall structure, authority structure and policies and practices of the company. Gives a sense of belonging and Personnel/HR department will discuss company commitment to the new employee benefits. New employee is to fill out health, tax and other relevant forms. Attaching a colleague to the new Tour of the main building and auxiliary facilities. employee to reduce the new employee anxiety. Providing written and documented Introduction to the workplace and the dept head information through CD/floppies. and co-workers. If the first impression is good then it Detailed discussion with the Chief Executive HRM helps the new employee to adjust to /Dept Head about daily jobs routine and the work quickly and the supervisors department policies and rules. time is saved to a great extent. New employee on his own to get familiarized with the job.

Define Motivation. Discuss any two theories of Motivation. Motivation is derived from the word Motive. A motive is an inner state that energizes, activates or moves and directs or channels behavious towards goals. It represents an unsatisfied need which creates a state of tension or disequilibrium causing the individual to move in a goal directed pattern towards restoring a state of equilibrium by satisfying the need. Motivation is a process that starts with a physiological deficiency or need that activates behavious or a drive that is aimed at a goal or incentive. Thus the process of motivation lies in the meaning of and relationship among needs, drives and incentives. The Basic Motivation Process = Needs----------- Drives-------------------------- Goals/Incentives (Deficiency) (Deficiency with Direction) Reduction of drives and fulfills deficiencies. It is a bare fact that most of us use only a small portion of our mental and physical abilities. To exploit the unused potential in people they are to be motivated. Needless to say that such exploitation results in greater efficiency, higher production and better standard of living of the people. There are basically two types of motivation vis 1) Positive Motivation and Negative Motivation.

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HRM 1. Positive Motivation: People are said to be motivated positively when they are shown a rewards and the way to achieve it. Such a reward may be financial or non financial. Monetary motivation may include different incentives, wage plans, productive bonus schemes etc. Non monetary include praise for work, participation in management, social recognition. Monetary incentives provide the worker a better standard of life while non monetary incentives satisfy the ego of a man. 2. Negative Motivation: It is induced by installing fear in the minds of people; one can get the desired work done. In this method of motivation fear of consequences of doing something or not doing something keeps the worker in desired direction. This method has got several limitations. Fear Creates frustration, a hostile state of mind and an unfavorable attitude towards the job which hinder efficiency and productivity. So the use of it should be kept minimum. Theories of Motivation: There are several theories on motivation. The significant among them are Maslows Hierarchy of Needs, Herzbers Two Factor Theory, Vrooms Expectancy Theory, Porter and Lawlers Expectancy Theory and Equity Theory of Work Motivation. We shall discuss 1. Maslows Theory of Hierarchy of Needs and 2. Herzberg Two Factor Theory. 1. Maslows Theory of Hierarchy of Needs : According to Maslow, human needs form a hierarchy, staring at the bottom with the physiological needs and ascending to the highest need of self actualization. He says when one set of needs is satisfied; they no longer work as motivators as a man seeks to satisfy the next higher level of needs. __________________________________________________ Need for Self-Actualization __________________________________________________ Physiological Needs __________________________________________________ Esteem Needs __________________________________________________ Social Needs -Affiliation or Acceptance Needs __________________________________________________ Security of Safety Needs __________________________________________________ Physiological Needs __________________________________________________ MASLOWS HIERACHY OF NEEDS ========================================== The Need Hierarchy: 1. Physiological Needs: These are the basic necessities of human life, food, water, warmth, shelter, sleep and sexual satisfaction. Maslow says that until these needs are satisfied to the required level, man does not aim for the satisfaction of next level of needs. As far as work environment is concerned, these needs include basic needs like pay, allowance, incentives and benefits. 2. Security/Safety Needs: These refer to the need to be free of physical danger or the feeling of loss of food, job or shelter. When the physiological needs are satisfied, man starts thinking of the way by which he can satisfy his safety needs. Security needs spring up the moment he makes an effort in the direction of providing himself the source of continuity of physiological needs. In a work environment these needs include conformity, security plans, membership in unions, severance pay etc.

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HRM 3. Social Needs: (Affiliation or Acceptance Needs) When the physiological and security needs are satisfied, these social needs begin occupying the mind of a man. This is exactly why he looks for the association of other human beings and strives hard to be accepted by this group. Social needs at the work place include: Human relations, formal and informal work groups. 4. Esteem Needs: These needs are power, status and self confidence. Every man has a feeling of importance and he wants others to regard him highly. These needs makes people aim high and make them achieve something great. These needs for employees include status symbols, awards, promotions, titles etc. 5. Self Actualization Needs: This is the highest need in the hierarchy. This refers to the desire to become what one is capable of becoming. Man tries to maximize his potential and accomplish something, when this need is activated in him.

2. Herzberg Theory of Motivation: Deals with basically two factors Dissatisfiers and Satisfiers. DISSATISFIERS: The first group (factor) consists of needs such as company policy and administration, supervision, working conditions, interpersonal relations, salary, status, job security and personal life. These factors he called DISSATISFIERS and not motivators. Their presence or existence does not motivate in the sense of yielding satisfaction, but their absence would result in dissatisfaction. They are also known as hygiene factors. SATISFIERS: The second group are the satisfiers in the sense that they are motivators which are related to job content. It includes factors of achievement, recognition, challenging work, advancement and growth in job. Their presence yields feeling of satisfaction or no satisfaction but not dissatisfaction.

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HRM What is Performance Appraisal System and what are its objectives? Describe the various sources of errors in the appraisal process. What is the difference between the Performance Appraisal and Performance Management Systems in an organisation? Performance appraisal is a method of evaluating the behaviour of employees in the work place normally including both the quantitative and qualitative aspects of job performance. Performance refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how ell an individual is fulfilling the job demands. Every organization has to decide upon the content to be appraised before the programme is approved on the basis of job analysis. The content to be appraised may vary with the purpose of appraisal and type and level of employees. The key factor in an organization to support an effective performance appraisal system is as follows: Organizational planning based on potentialities of human resources. Human Resource Planning based on weakness, strengths and potentialities of human resources. Organizational effectiveness through performance improvement Fixation and re-fixation of salary, allowances, incentives and benefits Original placement or placement adjustment decisions Identifying training and development needs and to evaluate effectiveness of training and development Needs and to evaluate effectiveness of training and development programmes Career planning and development and movement of employees. Objectives of Performance Appraisal System :Performance appraisal aims at attaining the different purposes. They are : To create and maintain a satisfactory level of performance. To contribute to the employee growth and development through training, self and management development programmes. Tata Power aims at employee development through performance appraisal. To help the superiors to have a proper understanding about their subordinates. To guide the job changes with the help to continuous ranking. To facilitate fair and equitable compensation based on performance. To facilitate for testing and validating selection tests, interview techniques through comparing their scores with performance appraisal ranks. To provide information for making decisions regarding lay-off, retrenchment etc. as in the case of Hyundai Engineering.

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HRM Sources of Error in Performance Appraisal: 1. Rating Biases: It is a subjective measure of rating performance which is not verifiable by others and has the opportunity for bias. There rater biases include: a) the halo effect b) the error of central tendency c) the leniency and strictness biases d) personal prejudice and e) the recency effect. a. Halo Effect: it is the tendency of the raters to depend excessively on the rating of one trait or behaviourial consideration in rating all other traits or behavioural considerations. One way of minimizing the halo effect is appraising all employees by one trait before going to rate them on the basis of another trait. b. The Error of Central Tendency: Some raters follow play safe policy in rating by rating all the employees around the middle point of the rating scale and they avoid rating the people at both the extremes scale. They follow play safe policy because of answerability to the management or lack of knowledge about the job and person he is rating or has least interest in the job. c. The Leniency and Strictness: the leniency bias crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently. Such ratings do not serve any purpose. Equally damaging is assigning consistently low rates. d. Personal Prejudice: If the rater dislikes any employee or any group, he may rate them at the lower end, which may distort the rating purpose and affect the career of these employees. e. The Recency Effect: The raters generally remember the recent actions of the employee at the time of rating them on the basis of these recent actions favourable or unfavourable-rather than on the whole activities.

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HRM Difference between Perfomance Appraisal and Performance Management System. Perfomance Appraisal Performance Appraisal is Perfomance Management System Organisational Performance Management System performance

planning based on potentialities of its human of the employee is continuously monitored and sources. developed in tune with the organisational requirements.

It is human resource planning based on

Emphasis on Documentation :

Emphasis is

weakness, strengths and potentialities of human required for goal setting of employees and other resources. important processes of a performance

management system.

The basic purpose is to find out how well the Computer-based Performance Management : employee is performing the job and to establish Now-a-days a plan of improvement. implementing software the is entire available for

performance

management process. It is not job evaluation. It refers to how someone Collaborative Performance Management : Both is doing the assigned job. Job evaluation the Manager and the subordinates understand determines how much a job is worth to the each other and both understand the

organization and therefore, what range of pay organisational goals and requirements with a should be assigned to the job. common and collaborative mind.

It identifies training and development needs and Customised Performance Management System : evaluates effectiveness of training and Organisations started adopting seperate

development programmes.

performance appraisal techniques and design the system for each employee separately based on employee skills, behaviour and his job needs.

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HRM What is Manpower Planning? What factors do you consider while forecasting, manpower needs of an organization? Manpower planning means planning means deciding the number and type of the human resources required for each job, unit and the total company for a particular future date in order to carry out organizational activities. Manpower planning may be viewed as foreseeing the human resources requirement of an organization and the future supply of human resources and (i) making necessary adjustments between these two and organizational plans and (ii) foreseeing the possibility of developing the supply of manpower resources in order to match it with the requirements by introducing necessary changes in the functions of human resources management. The important objectives of manpower in an organization are 1. to recruit and retain the manpower of required quality and quantity. 2. to foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies. 3. to meet the needs of the programmes of expansion, diversification etc. 4. to foresee the impact of technology on work, existing employees and future human resource requirements. 5. to improve the standards, skill, knowledge, ability, discipline etc. 6. to assess the surplus or shortage of manpower and take measures accordingly. 7. to maintain congenial industrial relations by maintaining optimum level and structure of human resources 8. to minimize the imbalances caused sue to non-availability of human resources of the right kind, right number in right time and right place. 9. to make the best use of its human resources and 10. to estimate the cost of human resources. Factors to be considered while forecasting, manpower needs of an organization. Analysing the corporate and unit level strategies. Demand Forecasting: Forecasting the overall human resources requirements in accordance with the organisational plans. Supply Forecasting: Obtaining the data and information about the present inventory of manpower and forecast the future changes in the human resources inventory. Estimating the net manpower requirement. In case of future surplus than plan for redeployment. In case of future deficit, forecast the future supply of manpower from all sources with reference to plans of other companies. Plan for recruitment, development and internal mobility if future supply is more than or equal to net manpower requirements. Plan to modify and adjust the organizational plan if future supply will be inadequate with reference to future net requirements. Degree of uncertainty and length of planning period.

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HRM The above points are discussed in details: Demand Forecasting: The existing job design and analysis may thoroughly be reviewed keeping in view the future capabilities, knowledge and skills of present employees. Further the jobs should be redesigned and reanalyzed keeping in view the organizational and unit wise plans and programmes, future work quantum, future activity or task analysis, future skills, values, knowledge and capabilities of present employees and prospective employees. The jobs generally should be designed and analysed reflecting the future human resources and based on future organizational plans. Job analysis and forecast about the future components of human resources facilitate demand forecasting. One of the important aspects of demand forecasting of the quantity of human resources (skill, knowledge values, capabilities etc) in addition to quantity of human resources. Important forecasting methods are: 1. Managerial Judgement: Under this method, managers decide the number of employees required for future operations based on their past experience. 2. Statistical Techniques Include: ratio trend analysis and econometric models. Under ratio trend analysis, ratios are calculated for the past data and these ratios are used for the estimation of the future manpower requirements For eg. - Present level of production (1-1-2005) 2000 units - Present number of foremen (1-1-2005) 5 - Ratio is 2000/4 500 - Estimated production as on (1-1-2005) 5000 units - Foreman required as on (1-1-2005) 5000/500 = 10 Econometric models for manpower planning are built up by analyzing the past statistical data and by bringing the relationship among variables. 3. Work Study Techniques: Under this method, total production and activities in terms of clear units are estimated in a year. Then man-hours required to produce each unit is calculated, Later the required number of employees is calculated. For eg. Planned operations during 2005 = Standard man-hours needed to perform each unit in 2005 Planned man-hours needed per year in 2005 Work ability per employee in man-hours in 2005 Number of employees required in 2005 = 1,60,000 units = 0.25 = 40,000 = 2,000 40000/20000=20

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HRM Supply Forecasting The first step of forecasting the future supply of human resources is to obtain the data and information about the present human resources inventory. Existing Inventory: The data relating to present human resources inventory in terms of humans components, number, designation-wise and department wise would be obtained. Principal dimensions of manpower planning are: 1. Head counts regarding total, department wise, sex-wise, designation-wise, skill-wise, pay roll wise etc. 2. Job Family Inventory : It includes number and category of employees of each job family i.e. all jobs related to the same category like clerks, cashiers, sub job family i.e. all jobs having common job characteristics (skill, qualification, similar operations) like production engineer (mechanical) and maintenance engineer (mechanical) and broad families like general administration, production etc. 3. Age Inventory: It includes age-wise number and category of employees. It indicates age wise imbalances in present inventory which can be correlated in future selections and promotions. Existing inventory at a future date is calculated as follows: Existing inventory at = Present Inventory Losses A future date as on today + Potential additions Potential

Estimating the Net Man Power Requirements: Net manpower requirements in terns of number and components are to be determined in relation to the overall man power requirements for a future date and supply forecast for that date. The difference between overall manpower and future supply of manpower is to be found out. The difference is the net manpower requirement. Action Plan for Redeployment, Redundancy/Retrenchment: If future surplus is estimated, the organization has to plan for redeployment, redundancy etc. If surplus is estimated in some jobs/departments, employees can be redeployed in other jobs/departments where the deficit of employees is estimated. The organization should also plan for training or re-orientation before redeployment of employees. Redeployment takes place in the form of transfers. If the deficit is not estimated in any job/department and surplus is estimated for the entire organization, the organization, in consultation with the trade unions has to plan for redundancy or retrenchment. Recruitment and Selection Plan: Recruitment and selection plan covers the number and type of employees required, when they are required for the job, time necessary for recruitment and selection process, recruitment sources, recruitment techniques to be used, selection procedure to be adopted and selection techniques to be used to subsequently recruiting the required candidates. It also covers the time factor for induction, preliminary training and placement.

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HRM For internal mobility Management Development Programme is a must. Comment. Management development is a systematic process of growth and development by which the managers develop their abilities to manage. So it is the result of not only participation in formal courses of instruction but also of actual job experience. It is concerned with improving the performance of the manager by giving them opportunities for growth and development, which in turn depends on organization structure of the company. The role of the company in management development is to establish the programme and develop opportunities for its present and potential managers. Management development concept works on a technique that help develop the Manager and hence helps in internal mobility. It makes a manager helps a manager to think differently and take wise decisions. The Management Development Programme is designed with a view to achieving specific objectives which are very essential for internal mobility in an organization. The need can be defined as under: 1. It overhauls the management machinery. 2. It improves the performance of the manager. 3. It gives the specialists an overall view of the functions of an organization and equips them to co-ordinate each others efforts effectively. 4. It increases the morale of the members of the management group. 5. It increases versatility of the management group. 6. It keeps the executives abreast with the changes and developments in their respective fields. 7. It creates the management succession which can take over in case of contingencies. 8. It improves the thought process and analytical ability. 9. It broadens the outlook of the executives regarding his role position and responsibilities. 10. It helps to understand the conceptual issues relating to economic, social and technical rears. 11. it helps understand the problems of human relations and improve human relation skills and 12. It stimulates creative thinking. The need for Management Development for internal mobility arises due to the following reasons: 1. Techno managers like basic chemical engineers, mechanical engineers, information/systems engineers need to be developed in the arrears of managerial skills, knowledge and abilities. 2. Professionalisation of management at all levels particularly in service organizations need the development of managerial skills and knowledge particularly at lower and middle levels. 3. The need for management development arises due to providing technical skills and conceptual skills to non technical managers and managerial skills and conceptual skills to technical managers. 4. The emergence of new concepts in management like Total Quality Management (TQM), Enterprise Resource Planning, Business Process Re-engineering, Empowerment etc. necessitates the management to offer developmental programmes. 5. Entry of multinational and transnational corporations brought new trends and strategies for the domestic companies also. These factors necessitated the domestic companies to undertake developmental programmes.

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HRM There are mainly two types of methods by which managers can acquire the knowledge, skills and attitudes and make themselves competent managers. One is through formal training and the other is through on job experiences. This is very essential because a manager will learn the processes that take place for different jobs. He may specialize in one subject but to have an idea of how things are in another area of specialization is the intention of MDP. Some of the Job techniques that facilitate internal mobility are: The important on the job techniques are coaching, job rotation, under study and multiple management. Technique Job Rotation Suitability This is particularly useful in development of diversified skills and to give executives a broader outlook, which are very important to the upper management levels. An understudy is normally chosen with forethought of making available to the organization a subordinate who is equal to his superior in the event of retirement, illness or death of the superior. The subordinate will be able to take over his position and manage as effectively as his boss could. This technique is mainly useful in bringing the managers out of their narrow shells and helps them gain a broader outlook and knowledge in different functional areas. In the development of executive and analytical and decision making skills, this technique is used. The technique improves ones intellectual ability, practical judgment and social awareness. Role playing helps executives in understanding people better by giving them vicarious experiences. Situational judgment and social sensitivity are the two important qualities that can be developed with the help of this method. This technique is used in order to develop organizational ability, quickness of thinking and leadership. This helps one know more about himself and the impact of his behaviour on others, which are important to manage people better. Problem solving through decision-making can be developed quite well with the help of simulation. To develop leadership qualities in executives over a long period of time. The most difficult thing for any one is to change his own attitude. This technique develops the ability of the executives to modify their attitudes, when needed in the interest of the organization. This is the best technique to give more knowledge in a short period of time to a large number of participants.

Understudy

Multiple Management

Case Study Incident Method Role Playing In Basket Business Games Sensitivity Training Simulation Managerial Grid Conferences

Lectures

With the above, it is very clear that Management Development Programme is just inevitable and has to be conducted to facilitate internal mobility. a) Probationary Period: Probation period is a time when an employee is employed in the organization with the intention of becoming permanent but subject to his performance during the probation period. During this period he is not entitled to the benefits that a permanent employee enjoys. The probation period is a period where the employee and employee get a chance to review the suitability to the organization. The period is usually 6 months to 1 year. During this period the employees performance is reviewed and his

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HRM superior updates him if he is not in line with the companys expectation. If he needs to improve in any area than he is informed to do so before the probationary period is over. This would thus help him in getting a permanent placement in the organization. Every permanent employee is a liability to the organization. There are many facilities, statutory dues etc., that the Co., needs to comply towards a permanent employee. So every employer prefers to review an employee during the probation period before he brings him on permanent roll. If the performance of the employee is not satisfactory the employer may not employ him in his organization. In case of a permanent employee it is not easy for the employer to throw him out of the Co., if he is not satisfied with his performance.

SELECTION Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under Definiti on of Selection: Process of differentiating Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. DIFFERENCE BETWEEN RECRUITMENT AND SELECTION: Recruitment Selection 1. Recruitment refers to the process of 1. Selection is concerned with picking up the identifying and encouraging prospective right candidates from a pool of applicants. employees to apply for jobs. 2. Selection on the other hand is negative in 2. Recruitment is said to be positive in its its application in as much as it seeks to approach as it seeks to attract as many eliminate as many unqualified applicants as candidates as possible. possible in order to identify the right candidates.

PROCESS / STEPS IN SELECTION 1. Preliminary I nterview: The purpose of preliminary interviews is basically to eliminate unqualified applications based on information supplied in application forms. The basic objective is to reject misfits. On the other hands preliminary interviews is often called a courtesy interview and is a good public relations exercise. 2. Selecti on Tests: Jobseekers who past the preliminary interviews are called for tests. There are various types of tests conducted depending upon the jobs and the company. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an individual can perform tasks related to the job. Besides this there are some other tests also like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc. 3. Employment Interview: The next step in selection is employment interview. Here interview is a formal and in-depth conversation between applicants acceptability. It is considered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides there can be Structured and Unstructured interviews, Behavioral Interviews, Stress Interviews. 4. Refer ence & Backgr ound C hecks: Reference checks and background checks are conducted to verify the information provided by the candidates. Reference checks can be through formal letters, telephone conversations. However it is merely a formality and selections decisions are seldom affected by it.

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HRM 5. Selecti on Decision: After obtaining all the information, the most critical step is the selection decision is to be made. The final decision has to be made out of applicants who have passed preliminary interviews, tests, final interviews and reference checks. The views of line managers are considered generally because it is the line manager who is responsible for the performance of the new employee. 6. Physical Examination: After the selection decision is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination. 7. Job Offer : The next step in selection process is job offer to those applicants who have crossed all the previous hurdles. It is made by way of letter of appointment. 8. Contr act of Employment: After the job offer is made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. Here is a need to prepare a formal contract of employment, containing written contractual terms of employment etc. ESSENTIALS OF A GOOD SELECTION PRACTICE 1. Detailed job descriptions and job specifications prepared in advance and endorsed by personnel and line management 2. Trained the selectors 3. Determine aids to be used for selection process 4. Check competence of recruitment consultants before retention 5. Involve line managers at all stages 6. Attempt to validate the procedure 7. Help the appointed candidate to succeed by training and management development BARRIERS TO EFFECTIVE SELECTION: 1. Percepti on: We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of people. 2. Fairness: Barriers of fairness includes discrimination against religion, region, race or gender etc. 3. Validity : A test that has been validated can differentiate between the employees who can perform well and those who will not. However it does not predict the job success accurately. 4. Reliability: A reliable test may fail to predict job performance with precision. 5. Pressure: Pressure brought on selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidate are also barriers to selection.

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HRM Short Notes Job Satisfaction Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a motivation to work. It is not self-satisfaction, happiness or self-contentment but satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal, the end-state is feeling accompanying the attainment by an impulse of its objective. Job dissatisfaction does mean absence of motivation at work. Research workers differently described the factors contributing to job satisfaction and job dissatisfaction. Hoppock describes job satisfaction as any combination of psychological, physiological and environment circumstances that cause any person truthfully to say that I am satisfied with my job. Job satisfaction is defined as the pleasurable emotional state resulting from the appraisal of ones job as achieving or facilitating the achievement of ones job values. In contrast, job dissatisfaction is defined as the unpleasurable emotional state resulting from the appraisal of ones job as frustrating or blocking the attainment of ones job values or as entailing disvalues. However, both satisfaction and dissatisfaction were seen as a function of the perceived relationship between what one perceives it as offering one entailing. Employee Morale Morale is purely emotional. It is an attitude of an employee towards his job, his superior and his organisation. This may range from very high to very low. It is not a static thing but it changes depending on working conditions, superiors, fellow-workers, pay and so on. When a particular employee has a favourable attitude towards his work, he is said to have high morale. In the Organisational context, we usually talk of group morale as each person has an influence over the others morale. Job Evaluation Job evaluation deals with money and work. It determines the relative worth or money value of jobs. The International Labour Organisation defined job evaluation as an attempt to determine and compare demands which the normal performance of a particular job makes on normal workers without taking into account the individual abilities or performance of the workers concerned. Wendell L. French defined job evaluation as a process of determining the relative worth of the various job within the organisation, so that different wages may be paid to jobs of different worth. Job evaluation is defined as the overall activity of involving an orderly, systematic method and procedure of ranking, grading and weighing of jobs to determine the value of a specific job in relation to other jobs. British Institute of Management (1970) defined job evaluation as, the process of analysing and assessing the content of jobs, in order to place them in an acceptable rank order which can then be used as a basis for a remuneration system. Job evaluation, therefore, is simply a technique designed to assist in the development of new pay structures by defining relatives between jobs on a consistent and systematic basis. Thus, job evaluation may be defined as a process of determining the relative worth of jobs, ranking and grading them by comparing the duties, responsibilities like skill, knowledge of a job with other jobs with a view to fix compensation payable to the concerned job holder. Job Analysis Te U.S. Department of Labour defined job analysis as the process of determining by observation and study and reporting pertinent information relating to the nature of a specific job. It is the 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.

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HRM

Employee Turnover The movement of an employee from one job to the another. Jobs themselves are not actually changed, only the employees are rotated among various jobs. An employee who works on a routine / respective job moves to and works on another job for some hours/days/months and abcks up to the first job. This measure relieves the employee from boredom and monotony, improves employees skills regarding various jobs, prepares the competent employees and provides competitive advantage to the company. These measures also improves workers selfimage and provides personal growth. However, a frequent job rotations are not advisable in view of their negative impact on the organisation and the employee. H.R. Policies Human resource policies are general statements that guide thinking and action in decision making in an organisation. A HR policy is a plan of action, a set of proposals and actions that act as a reference point for managers in their dealings with employees. HR policies constitute guides to action. They furnish the general standards or bases on which decisions are reached. Their genesis lies in an organizations values, philosophy, concepts and principles. Personnel guide the course of action intended to accomplish personnel objectives. A HR policy is a guideline for making wise decisions. It brings about stability in making decisions. A HR policy is a stance, often a choice made between two or more alternatives, such as the choice between promoting employees on than basis of merit versus promoting them on the basis of seniority. It covers the norms and guidelines for policies like safety, recruitment, wages etc.

Job Rotation This type of training involves the movement of the trainee from one job to another. The trainee received job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to express his own ideas. Assessment Centre. This method of appraising was first applied in the German Army in 1930. Later, business and industrial houses started using this method. This is not a technique of performance appraisal by itself. In fact it is a system or organisation, where assessment of several individuals is done by various experts by using various techniques. It includes techniques like in basket, role playing, case studies, stimulation exercises, structured in sight, transactional analysis etc. Career Development: Career development involves managing your career either within or between organizations. It also includes learning new skills, and making improvements to help you in your career. Career development is an ongoing, lifelong process to help you learn and achieve more in your career. Whether you are looking at making a career change, or moving up within a company, planning your own career development will help you succeed. By creating a personal career development plan, you can set goals and objectives for your own personal career growth. Don't make the mistake of leaving your career development future in the hands of your employer, hoping that you will get the next promotion or pay raise. This misconception can lead to job dissatisfaction and resentment.

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HRM You work for so long for a company, hoping that your hard work and efforts will be rewarded. After a while, you're burned out, and you become disappointed and jaded, not understanding why you can't seem to get ahead. While many employers do have career development programs in place, there is no guarantee that your dream position will be open when you're ready, or that all your efforts will finally be rewarded. Just realizing that you need to take control of your own career future is the first step to career growth and job satisfaction.

Internship The term "internship" is usually used by city firms such as accountants, investment banks and management consultancies. An "internship" usually last from a week to 12 weeks and may involve some travel. "Internships" are usually offered to students and graduates outside of university term time (placements are usually held during university term time). "Internships" are usually focused on learning almost as much as working, although internships at some city firms (such as investment banks) usually also involve a great deal of tea and coffee making and errand running, for more senior graduate trainees!

Placement The term "placement" is usually used to refer to long or extended periods of internship held by students during a four-year university degree course, that has been specifically designed to accommodate a year "in industry". Four year degree courses with a vocational element are becoming increasingly popular and consequently more and more employers are now offering "placements", including accountancy firms. Both placements and internships are great features for your CV. In fact, any experience of working within an organization in the industry you wish to work in is incredibly worthwhile and is a great indicator that you have career motivation and strong commercial awareness.

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