Human Resource Management

Human Resource Management
Click to DEBASISH DUTTA Prof. edit Master subtitle style
HRM/Prof. DEBASISH DUTTA
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Introduction
The practice of human resource
management (HRM) is concerned with all aspects of how people are employed and managed in the organization.
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Introduction
It covers activities such as:
Strategic HRM Human capital management Corporate social responsibility Knowledge management Resourcing (HRP, recruiting, selection, and talent
management
Performance management Learning and development Reward management
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Employee relations HRM/Prof. DEBASISH DUTTA
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Definition
Human
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Resource Management is concerned with the people dimension in management. Since every organisation is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organisation are essential to achieving organisational objectives. This is true regardless of the type of organisation government, business, education, health, recreation or social HRM/Prof. DEBASISH DUTTA 5/26/12 action.
Definition
Human Resource Management is a
series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employees to achieve their objectives. - Milkovich and Boudreau
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Definition
Human Resource 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, organisational, and social objectives are accomplished.
Evolution of HRM
1800 years BC Babylonia 400 years BC Kautilyas
Arthashastra India
1932 Royal commission on
labour
1948 Indian Factories Act NIPM Personnel management
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Human Resource management
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Evolution of HRM in India

Period 1920s 1930s Developmen Outlook t Status Beginning Emphasis Status Clerical Pragmatis Statutory, m of welfare, capitalists paternalism
1940s -1960s 1970s 1980s
Struggling Technical, Introduction to for legalistic techniques recognition Achieving Profession Regulatory, sophisticatio al, conforming, n legalistic, imposition of impersonal standard on (unfriendly other functions )
Administrativ e Managerial
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Difference Between PM and HRM

S.No
Dimension Employment contract Rules
PM
HRM
1 2 3
Careful dimension of Aim to go beyond written contract contract Importance of devising clear rules Impatience with rules Business need
Guide to Procedures management action Behaviour referent Managerial task vis--vis labour Key relations Initiatives Norms/ customs & practices Monitoring Labour Piecemeal
4 5 6 7 10 10
Values/mission Nurturing Customer Integrated Fast 5/26/12
8 Speed DEBASISH DUTTA Slow HRM/Prof. of decision

S.No 9 10 11 12 13 14 15 Dimension Management role Communication Management skill Selection Pay Conditions Labour management PM Transactional Indirect Negotiation Separate Job evaluation Separately negotiated Collective bargaining contracts Many Direct Facilitation Integrated Performance related Harmonisation Individual contracts HRM Transformational
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Job categories and grades
Few
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17 Job design Division of labour Team work HRM/Prof. DEBASISH DUTTA 5/26/12

S.No
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Dimension
Conflict handling Training & Development Focus for attention for interventions Respect for employees
PM
Temporary
HRM
Climate & culture
Controlled courses Learning Organization Personnel procedures Cultural & structural strategies
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Labour a tool People are assets & expendable & to be used for replaceable benefit of organization Organization interest is uppermost Mutuality of interests Latest 5/26/12
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Shared interests
Evolution Precedes HRM 12 23 HRM/Prof. DEBASISH DUTTA 12
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Strategic HRM and Role of a HR Manager

Strategy
strategy -derived from a Greek wordstrategos -meaninggeneral
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Oxford Dictionary Meaning
STRATEGY
-The art of war
-The management of an army or armies in campaign
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-Plan of action in policy of business or HRM/Prof. DEBASISH DUTTA 5/26/12 politics
Strategy Defined
Strategy refers to determination of
the purpose (or mission) and basic long term objectives of an enterprise, and the adoption of course of action and allocation of resources necessary to achieve the aims.
Objectives are part of strategy
formulation.
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Levels of Strategy
Corporate Strategy
Business Strategy
Business Strategy
Business Strategy
Functional
Strategy
Corporate Level Strategy

It identifies the mix of businesses the firm
will engage in.
Accordingly Corporate level strategies are
basically about decisions related to:

allocating
resources businesses of a firm,
among from
the one
different set of
transferring managing
resources business to others and
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and nurturing a portfolio of business in such a way that the overall HRM/Prof. DEBASISH DUTTA 5/26/12 corporate objectives are achieved.
Business Level Strategy

Each business of a corporate is guided
by business level/competitive strategy.
It identifies how to build and strengthen
the businesss long term competitive position in the marketplace.

Business Level Strategies are the
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courses of action adopted by a firm for each of its businesses separately to HRM/Prof. DEBASISH DUTTA 5/26/12 serve identified customer groups and
Functional Level Strategy

It identifies how the units manufacturing,
sales, HR, and other functions will contribute to the business.
Functional Level Strategies deals with a
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relatively restricted plan which provides the objectives for a specific function, for the allocation of resources among different operations within that functional area and for enabling a coordination between them for an optimal contribution to the achievement of the business and corporate HRM/Prof. DEBASISH DUTTA 5/26/12 level objectives.
Relationship among Strategies

The Managers strategic plan will
ideally seek to balance two sets of force: the firms external opportunities and threats on the other hand internal strength and weaknesses.
The three levels of decision making
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should be interrelated and mutually HRM/Prof. DEBASISH DUTTA 5/26/12 supportive
Building Competitive Advantage

Competitive
Advantage can be defined as any factors that allow an organisation to differentiate its product or services from those of its competitors to increase market share.
Competitive
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Strategy aims to establish a profitable and HRM/Prof. DEBASISH DUTTA 5/26/12 sustainable position against the
HR as Competitive Advantage
Competitive
Advantage lies not just in differentiating a product or service or in becoming the low cost leader but also in able to tap the companys special skills or core competencies and rapidly respond to customers need and competitors moves.
It is managements ability to consolidate
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corporate-wide technologies and production skills into competencies that empower individual business to adapt quickly to changing opportunities. HRM/Prof. DEBASISH DUTTA 5/26/12
Traditional HR vs Strategic HR
Traditional HR Responsibility of HR Staff Specialist Focus Employee relation Role of HR Initiative Time horizon Control Job design Key investments Accountability
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Strategic HR
Line Manager Partnership with internal and external customers Transactional, change follower Transformational, change leader and initiator and respondent Fast, proactive, integrated Slow, reactive, fragmented Short, med., long (as reqd) Short-term Bureaucratic roles, policies, Organic, flexible-whatever necessary to succeed procedures Broad, flexible, cross training, Tight division of labor, independence, specialization teams People Knowledge Capital and products Investment centre Cost centre
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Barriers to Strategic HR
Short term mentality/focus on
current performance
Inability to think strategically Lack of appreciation what HR can
contribute
Failure to understand Top Managers
role as HR Manager
Difficulty in quantify many HR
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outcomes DUTTA HRM/Prof. DEBASISH
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Outcome of Strategic HR
Increased Performance Customer and Employee Satisfaction THROUGH Enhanced Shareholder value
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Effective management of staffing , retention, and turnover through selection of employees that fit with both strategy and culture Cost effective utilization of employees through investment in identified human capital with potential for high retention Integrated HR program and policies that clarify follow from corporate strategy Facilitation of change and adaptation through a flexible, HRM/Prof. DEBASISH DUTTA 5/26/12 more dynamic organization
Role Assumed by HR Function
1. Administrative 2. 3. 4.
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5.
Expert Employee Advocate Change Agent Strategic Partner Value Proposer

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Role Assumed by HR Function

Strategic Focus 4. Strategic Partner Syst 3. Change Agent Peop
le em 1. 2. Employee Administrative Advocate Expert Operational ue al er HRM/Prof. DEBASISH DUTTA 5/26/12 . V os 28 Focus 5 p 28
Role of HR
Motivation HR Planning Recruitment & Industrial Relations Employee Relations Induction Employer Branding Training & Employee Branding
Selection
Development Organizational Culture Employee Appraisal Change Management Promotion & HRIS Transfer
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Employee Separataion Employee Welfare HRM/Prof. DEBASISH DUTTA
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HUMAN RESOURCE PLANNING
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Definition - HRP
Human Resource planning includes
the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future.
Definition - HRP
Specifically, human resource planning is
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the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation achieve its overall objectives. Human resource planning translates the organisations objectives and plans into the number of worker needed to meet those objectives. Without a clear cut planning, estimation of an organisations human resource HRM/Prof. DEBASISH DUTTA 5/26/12 need is reduced to mere guesswork.
Human Resource Planning

Human Resource Planning (HRP)
may be defined as strategy for acquisition, utilization, improvement and preservation of the human resources of an enterprise.
The objective is to provide right
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personnel for the right work and optimum utilization of the existing human resources. HRM/Prof. DEBASISH DUTTA 5/26/12
Objectives of HRP
The objectives of HRP are mainly to: Ensure optimum utilization of human
resources currently employed

Assess or forecast future requirements Cope up with the changing scenario Attaching with business plans of
organization
Anticipate redundancies
Provide basis for human resource
development (HRD)
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Importance of HRP
Future personnel needs Part of strategic planning Creating highly talented personnel International strategies Foundation for personnel function Increasing investment in human
resources
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Resistance to change and move HRM/Prof. DEBASISH DUTTA

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Benefits of HRP
Proper HRP results into a
number of benefits. Some of them are:

Create reservoir of talent. Preparation for future HR needs. Promote employees in a
systematic manner.
Provide basis for HRD.
Help in career and succession
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HRP Process
Environment Organizational Objectives & Policies HR Programming
HRP Implementation Control and Evaluation of Programme
HR Needs Forecast
HR Supply Forecast
Surplus Restricted Hiring Reduced Hours VRS, Lay off, etc. HRM/Prof. DEBASISH DUTTA 37
HRM/Prof. DEBASISH DUTTA 37
Shortage Recruitment and Selection

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Human Resource Planning
Assessing Current Human Resources
Assessing Future Human Resource Needs
Developing a Program to Meet Needs

Types of Planning
Planning is generally done on
two different levels:

Aggregate Planning Succession planning
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Aggregate Planning
Aggregate planning anticipates needs for
groups of employees in specific usually lower level jobs and the general skills employees need to ensure sustained high performance.
Example: The number of
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customer service representative needed a call center.

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for
Steps in Aggregate Planning

Aggregate planning involves
following steps:
Demand forecast Supply forecast Anticipate surplus of employees
in a job category
Anticipate shortage of employees
in a job category
Demand Forecast
It is the process of estimating the
quantity and quality of people required to meet future needs of the organization.
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Forecasting Techniques
Ratio Trend Analysis Regression Analysis Work Study Technique Delphi Technique Managerial Judgment
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Supply Forecast
Supply forecast determines
whether the HR department will be able to procure the required number of personnel. Specifically, supply forecast measures the number of people likely to be available from within and outside an organisation.
Supply Forecast
The supply analysis
covers:
Existing human resources Internal source of supply External source of supply
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Job Analysis
Job Analysis is a process to identify
and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job.
Job Analysis is a process where
judgments are made about data collected on a job.

The Job; Not the Person

An important concept of Job
Analysis is that the analysis is conducted of the Job, not the person.
While Job Analysis data may be
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collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, DEBASISH DUTTA HRM/Prof. not a description of the person. 5/26/12
Job Analysis
The process of job analysis
results in two sets of data:

Job description Job specification
It is the capability of the jobholder. It states the education, training, experience, judgment, skill, communication skills etc.
It indicates what all a job involves tasks and responsibilities, job title, duties, machines, tools and equipment, working conditions and hazards.
JOB ANALYSIS
JOB DESCRIPTION Job Title Location Job summary Duties Machine tools etc Material etc Supervision Working condition Hazards HRM/Prof. DEBASISH DUTTA 49
HRM/Prof. DEBASISH DUTTA 49
JOB SPECIFICATION Education Experience Training Initiative Physical effort Responsibilities Communication skills Emotional characteristics Sensory system
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Purpose of Job Analysis

Human Resource
Planning
Counseling Employee safety Performance
Recruitment Selection Orientation Training Career Planning

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Appraisal Redesign
Job Design and Job Evaluation Employee

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Compensation
Job Analysis Matrix

What the Worker Does Duties Tasks Responsibilities Why the Worker Does it Products Services Workers Qual;ification 5/26/12 Skills, Knowledge How the Worker Does it Methods Tools Techniques
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This may have a performance of specificduties significant Some tasks and impact on the physical and duties. Information to be are tasks to be requirements items able to collected about performed using these perform a frequency, job. may include: specific work duration, The effort, environment may skill, and equipment conditions Job Analysisinclude unpleasant should equipment, collect complexity, tools. Equipment such as following areas: and offensive etc. standards, Supervision The knowledge, odors skills, information on themay include temperature extremes. and abilities (KSA's) givenprotective and There may Duties and Tasks to perform the required also be definite received. risks to clothing. the incumbent such as Relationship job. These Environment an incumbent may noxious fumes, items radioactive While s with to need be and substances, hostile than have specified KSA's higher in a Job internal or Tools and those required for the Equipment aggressive people, and external Analysis. dangerous explosives. job, Job Analysis people. Relationships a typically only states the minimum requirements to Requirements perform the job.
What Aspects of a Job Are Analyzed?
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Recruitment and Selection
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Recruitment
It is the process of finding and
attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is pool of applicants from which new employees are selected.
Initiating the Recruitment Process

Prior to initiating a recruitment
procedure, the following matters should be considered:

Clarification of the scope and skill sets
required to successfully perform the duties of the position Description to ensure that the skills and abilities required coincide with the current expectations of the position. If they do not, then a position evaluation should be undertaken. position (i.e. salary and benefit plans, etc.)
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Review of the Job Fact Sheet or Position
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Review of the compensation available to the
Factors Governing Recruitment

External Factors
Supply and Demand Unemployed Rate Labor Market Political Social Sons of Soil Image

Internal Factors
Recruitme nt
Recruitment Policy HRP Size of the firm Cost Growth Expansion
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Recruitment
Building Pool of Candidates
Internal
External
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Recruitment
Sources of Recruitment
Internal External
Current Employee Reference From Present Employee Databank of Former Applicants Retired Employee HRM/Prof. DEBASISH 58Former Employee DUTTA HRM/Prof. DEBASISH DUTTA
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Advertising Employment Agencies Temporary Help Executive Recruiters Referrals and Walk in College Recruiting 5/26/12 Companys Website

Recruiting Yield Pyramid

It is the historical arithmetic
relationships betweenRecruitment leads and
invitees
Invitees and interviews Interviews and offers made Offers made and offers
accepted
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Recruitment Yield Pyramid

5 0 10 0 15 0 20 0 12 00
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New Hires Offers Made 2:1 Candidates Interviewed 3:2 Candidates Invited 4:3 Leads generated 6:1
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Internal
versus
External Recruitment
Advantages & Disadvantages
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Internal Recruitment
Advantages
1. It is less costly
Disadvantages
1. It perpetuates the old concept of doing things
2. Candidates are already 2. It abets raiding (make a oriented toward organisation person provide something) 3. Organisation have better 3. Candidates current work knowledge about the internal may be affected candidates 4. Enhancement of employee morale and motivation 5. Good performance is rewarded
4. Politics play greater role 5. Morale problem for those not promoted
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External Recruitment
Advantages
1. Benefits of new skill, new talent and experiences to organisation
Disadvantages
1. Better morale and motivation associated with internal recruiting is denied to the organisation
2. Compliance with reservation 2. It is costly policy becomes easy 3. Scope of resentment, 3. Chances of creeping in jealousies and heartburn are false positive or false avoided negative error
Selection
Selection
is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job.
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Factors affecting selection

External environment Supply and demand of specific
skill
Unemployment rate Legal and political
considerations
Companys Image
Factors affecting selection

Internal environment Companys policy HRP Cost of hiring
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Selection Process
R E J C T E D
Preliminary Interview Selection tests Employment Interview Reference & background Selection Decision Medical Examination Job Offer Employment Contract
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Evaluation 5/26/12
Basic Testing Concepts

Generally these tests are
administered to determine the applicants

Ability Aptitude Personality Interest
Basic Testing Concepts

Ability tests
Helps to determine how well one can perform his task

Aptitude tests Helps to determine a persons potential to
learn in a given area
Personality tests
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Interest tests
To measure a prospective employees motivation to function in a particular working environment

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Selection Tests
Tests Description
Thomas Profiling Identifying behavioural requirement for the job MBTI PAPI 16 PF ASUFA
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Understanding personality type Behaviour in work place Measuring personality factors Locus of control
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Interviews
Formal,
in depth conversation conducted to evaluate the applicants acceptability. to unskilled, skilled, and professional
Adapted
managerial employees.
Two-way exchange of information,

the interviewers learn 5/26/12 about the applicant, and the applicant learns
Objectives of Interview
Helps obtain additional
information from applicant

Facilitates giving general
information to applicant
Help build image of the
organization
Shortcomings of Interviews
Absence of reliability Lack of validity Biases
Types of Interview
One to one interview:
It consists only two participants
candidate and interviewer.
Sequential interview:
Involves series of interviews,
candidates move from room to room.
Panel Interview:
Two or more interviewer these are
very formal interview
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Placement
Placement is a process of assigning a
specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate.
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Placement
The significances of placement are
as follows: It improves employee morale. It helps in reducing employee
turnover.
It helps in reducing absenteeism. It helps in reducing accident rates. It avoids misfit between the candidate
and the job.
It helps the candidate to work as per
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Induction
Once an employee is selected and
placed on an appropriate job, the process of familiarizing him with the job and the organization is known as induction.
Induction is the process of
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receiving and welcoming an employee when he first joins the company and giving him basic information he HRM/Prof. DEBASISH DUTTA needs to settle 5/26/12 down quickly and happily and stars
Induction - Objectives
Induction is designed to achieve following
objectives: -
To help the new comer to overcome his shyness
and overcome his shyness nervousness in meeting new people in a new environment.
To give new comer necessary information such as
location of a caf, rest period etc. organization.
To build new employee confidence in the It helps in reducing labour turnover and
absenteeism.
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HRM/Prof. DEBASISH DUTTA relations in the organization.
It reduces confusion and develops healthy

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Induction - Advantages
The advantages of formal induction are: Induction helps to build up a two-way channel of
communication between management and workers.

Proper induction facilitates informal relation and team
work among employee.

Effective induction helps to integrate the new employee
into the organization and to develop a sense of belonging.

Induction helps to develop good relation. A formal induction programme proves that the company
is taking interest in getting him off to good start.

Proper induction reduces employee grievances, HRM/Prof. DEBASISH DUTTA 5/26/12 79 absenteeism and labor turnover. 79
Induction - Contents
A formal induction programme should
provide following information: -
Brief history and operations of the company. The companys organization structure. Policies and procedure of the company. Products and services of the company. Location of department and employee
facilities.
Safety measures.
Grievances procedures.
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Benefits and services of employee.
Employee Retention
Employee Retention involves taking
measures to encourage employees to remain in the organization for the maximum period of time. essential for an employer. But retention is even more important than hiring.
Hiring knowledgeable people for the job is
There is no dearth of opportunities for a
talented person.
There are many organizations which are
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If a person is not satisfied by the job hes
looking for such employees.
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Measures for Employee Retention

Proper HRP avoids redundancies. Good HR policy related to
promotion, placement and training.

Good compensation plan. Providing reasonable welfare
measures.
Machinery for redressal of
grievances.
Continued
Measures for Employee Retention

Provision for retirement benefits. Providing proper channel of
communications in order to improve morale of employee.

Improved working conditions and
work environment.
Employers positive attitude
towards the employees.

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Employees participation 5/26/12 in HRM/Prof. DEBASISH DUTTA
management.
Training and Development
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Training
Training can be described as the
acquisition of skills, concepts or attitudes that result in improved performance within the job environment.
Training refers to the methods
used to give new or present employees the skill they need to perform their jobs.
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Process of Training
Identifying training needs Organising training programme Conduct of training programme Presentation of operation and
knowledge
Evaluation of training
programme
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Distinctions between T&D

Learning Dimension Meant for Focus Scope Goal Initiated by Content Time frame Training Operators Current jobs Individual employee Development Executives Current and future jobs Work group
Fixed, current skill deficit Prepare for future work demands Management Specific job related Immediate Individual General knowledge Long term
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Training and Education

Training Application Job experience Specific tasks Narrow perspective Education Theoretical orientation Classroom learning General concepts Broad perspective
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Objectives of Training
To impart the new entrants the basic
knowledge and skills they need for intelligent performance of definite tasks. effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields.
To assist employees to function more
To broaden the minds of senior managers

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by providing them with opportunities for an inter-change of experiences within and HRM/Prof. DEBASISH DUTTA 5/26/12 outside with a view to correct the
Importance of Training and Development

Rapid technological changes cause
skill obsolescence.
Redesign of work brings about the
need for new skills.
Mergers and acquisitions have
increased the need for integrating employees into different corporate cultures.
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employers more often, necessitating HRM/Prof. DEBASISH DUTTA more new hires. 5/26/12 the training of
Employees are moving between
Need for Training

A tool utilized to identify what
educational courses or activities should be provided to employees to improve their work productivity. Focus should be placed on needs as opposed to desires. gap between what is required of a person to perform their work competently and what they actual know.
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A training need exists when there is a
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Training need Assessment

A training needs REQUIRED assessment, PERFORMANCE or training needs analysis, is the method of Need determining if a training need exists and if it does, what ACTUAL PERFORMANCE training is required to fill the gap. DEBASISH DUTTA HRM/Prof. 5/26/12
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Need for Training Need Assessment

To determine whether training
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is needed To determine causes of poor performance To determine content and scope of training To determine desired training outcomes HRM/Prof. DEBASISH DUTTA To provide a basis of 5/26/12
Methods of Training
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On the Job Training

This
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type of training is usually adopted where jobs are too varied to permit the establishment of group instruction. It is also used where machinery to be provide to trainees is too costly. Generally the training is imparted to the new employee by the older and experienced employee. This type of training is reasonable alternative for a company where there are almost as many jobs as HRM/Prof. DEBASISH DUTTA 5/26/12 there are employees.
On the Job Training

On-the-job training is applicable
to all level of job operatives, supervisor and executive trainees.
It is primarily concerned with
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developing an employee skills and habits consistent with the existing practices of an HRM/Prof. DEBASISH DUTTA 5/26/12 organisation and orienting him
Advantages of On the Job Training
The trainee learns on the actual equipment in use and in true environment of the job. He gets a feel of actual production conditions and requirements. Since the training is given by immediate supervisor it is highly economical as additional resources are not required.
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Learning of rules, regulations and procedures is done by observation of the day to day applications thereby it HRM/Prof. DEBASISH DUTTA 5/26/12 is easy for the management to size up
Disadvantages of On the Job Training
This type of training is often carried out in a haphazard manner and not properly supervised. At times inexperienced trainer are given this job who are unable to impart skills to the trainee. Lack of motivation on the part of trainer to impart skills as well lack of motivation on the part of the trainee to receive training.
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Learners are often distracted to the HRM/Prof. DEBASISH DUTTA 5/26/12 noisy shop floor.
Apprentice Training
Apprenticeship
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training is the oldest and most commonly used methods. It is a training in crafts, trades and in technical areas. For example: they could be draughtsman, machinist, printer, mechanic, jeweler, electrician etc. Major part of training time is spent on the production work. Each apprentice is given a programme of assignments according to a HRM/Prof. DEBASISH DUTTA 5/26/12 predetermined schedule, which
Advantages of Apprentice Training

A skilled work force is maintained. Immediate returns can be expected
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from training. A good workmanship can be anticipated hence enhancement in quality. Hiring cost is low because of reduced turnover and lower production cost. Increased loyalty of employee and opportunity for growth are frequent. Higher production can be expected. Satisfied customer. HRM/Prof. DEBASISH DUTTA 5/26/12 Opportunity for youth.
Apprentice Training in India

Considerable fillip has been given to the apprenticeship training in India by the Apprenticeship (Amendment) Act 1973 and also the recent public policy. The provision of the act emphasizes mainly on the following points:
Eligibility criterion for the training.
Stipend to paid to various trainees. Period of training is also prescribed. Penalty in case of default on the part of
establishment or on the part of trainee. standard of trainee.

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A final trade test to establish the
Vestibule Training
It refers to job skill training which is
shorter than the apprenticeship training. It is designed to equip the learner to only one phase of training, to operate one machine or to perform a single operation. The training is imparted at the miniature situation of the real plant so that trainee can practice those skill which he will later use on the job. Sometime practical training is imparted on the shop floor when no shift is working.
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Advantages of Vestibule Training

Since the training programme is
given in a separate room, distractions are minimized.

Effective use of trained trainer is
generally done
The correct method can be taught
without interrupting production.

It permits trainee to practice
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without fear of supervisor as well HRM/Prof. DEBASISH DUTTA 5/26/12 co-worker's observation & their
Disadvantages of Vestibule Training

Splitting of responsibility may
lead to organisational problem.

Additional investment in
equipment may cause extra financial burden.

The training situation is artificial.
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Simulation
Simulation method is a technique
which duplicates the actual conditions encountered on a job. This method is essential in case in which actual on the job practice might result in a serious injury or a costly error.
The technique is very expensive
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one. Trainees interest and motivation are high in this kind of HRM/Prof. DEBASISH DUTTA 5/26/12 training because the action of
Classroom Method - Lecture

Classroom instructions, which is
simplest way of imparting knowledge to trainees. and problem solving abilities are taught. training in short time which in turn reduces the cost per trainee.
Concepts, principles, attitudes, theories Method is useful for large group for
Lectures can be enlivened with
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discussions, interactions, film shows, case studies, role playing and HRM/Prof. DEBASISH DUTTA 5/26/12 demonstrations.
Advantages of Lecture
The most important uses of
lecture in training:
Reducing anxiety about upcoming
training programme by explaining its purpose. the overview of a subject.
Introduction and presentation of Presenting basic material as
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background for subsequent activities.

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Illustrating the application of rules
Limitations of Lecture
The limitations are
The learners are passive not
active.
The method requires a long
preparation time.
The listeners attention span is
short lived and drifts.
108 108
facts and figures with no stress or application HRM/Prof. DEBASISH DUTTA of knowledge. 5/26/12
It emphasises of memorisation of
Essential Prerequisites of a Lecture

A group interest should be motivated and adapted to the needs A lecture should be well planned as to purpose. It should be presented by an enthusiastic speaker who has his listeners needs and interest in mind at all times. A time span of lecture can be decided. But should not be less than 30 min or more than an hour and half at a stretch. Active participation of the learners must be enlisted by posing questions to which listeners should answer. HRM/Prof. DEBASISH DUTTA 5/26/12 Monotony need to avoided.
109 109
Class Room Method Conference and Seminar

In this method the participating
individual confers to discuss points of common interest to each other. participative group centered method of development.
A conference is basic to most
Conference is a formal meeting
110 110
conducted with a organised plan in which the leader seeks to develop knowledge and understanding by obtaining a considerable amount of oral participation from the trainees. HRM/Prof. DEBASISH DUTTA
5/26/12
It stresses upon small group discussions,
111 111
5/26/12
112 112
5/26/12

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