Unit One – Human Resource Management-An overview

Introduction of Human Resource Management

Definition of HRM
Features of HRM
1. People Oriented
2. Comprehensive Function: For all category of staff
3. Individual Oriented
4. Continuous Function: Endless process
5. Pervasive Function: Spread Widely
6. Challenging Function
7. A staff function
8. Development Oriented
Process of HRM
1. Acquisition Function
2. Development Function
• Employee Training
• Management Development
• Career Development
3. Motivation Function
4. Maintains Function

HRM Model
1. Training and Development
2. Organisation Function
3. Organisation / Job Design
4. Human Resource planning
5. Selection and Staffing
• Importance and Need for proper staffing
6. PERSONAL research and information system
7. Compensation and Benefit: Determine salary and wages and other benefit
8. Employee Assistance
9. Union/Labour Relation
Environmental Influence on HRM

1. Technological Innovation
2. Economic factor
3. Employees Organisations
4. Labour Market
5. Changing Demand of Employees
6. Legal Factors
7. Human Resources in the country
Objective of HRM
Is HRM a Profession?
National Institute of Personnel Management
Importance of HRM
1. Corporate
2. Professional
3. Social
4. National

System Approach to HRM

HRM as a Central System in an Organisation
The Changing Role of HRM

UNIT 2: Human Resources Planning

Introduction
Need for HR Planning
Integrated Strategic Planning and HR Planning
Significance of HR Planning
Nature of HR Planning
HR Planning at Different Level
1. HRP at National Level
2. HRP at the Second Level
3. HRP at the Industry Level
4. HRP at the Unit Level
5. HRP at the Departmental Level
Process of HR planning
1. Analysing Organisational Plans and Deciding Objectives
2. Analysing Factors for Manpower Requirements
1. Demand Forecasting
• Judgemental Forecasting
• Statistical Projection
I. Ratio Trends Analysis
II. Econometric Model
III. Work-Study Techniques
2. Supply Forecasting
• Human Resources Audit
• Employee Wastage
• International Promotion
3 3. Development Employment Plans
1. Job description
2. Job specification
• Minimum Experience
• Minimum Education
• Manual / Mental Skill
• Personal Factors
• Ability to assume responsibility
4 Development a Human Resources Plan
5 Control and Review Mechanism
6 Strategies for Human Resources Planners
7 Advantage of HR Planning Programmers
• Improvement of Labour Productivity
• Recruitment of qualified Human Resources
• Adjusting with the rapid technological changes
• Reducing labour turnover
• Control over Recruitment and training cost
• Mobility of labour
• It can facilitate expansion programmes
• To treat the manpower like real corporate assets

Limitation of HR planning
1. Inaccuracy
2. Uncertainties
3. Lack of support
4. Numbers Game
5. Employees Resistance
6. Lack of purpose
7. Time and Expenses
8. Inefficient information system
Guidelines for making HR planning effective
1. Objective
2. Top management support
3. Appropriate time management
4. manpower inventory
5. Human Resources information system
6. Adequate Organisation and co-ordination
Elements of HR Planning
Human Resources Information system (HRIS)
1. Inputs
2. Transportation
3. Outputs
4. feedback and controls
Advantage of HRIS
• Give accurate information
• Fast processing
• Work effectively
• Works as design support system
• Time efficient
• Establish strong management control
• Cheap

Human Resource Forecast

1. Judgment and experience
2. Budgetary Planning
3. Work standard data
4. Key predictive factors

Unit 3: Recruitment and Selection

Definition of recruitment
Recruitment is a process of searching for prospective employees and stim
ulating and encouraging them to apply for jobs an Organisation.
Source of recruitment
1. Internal sources
• Promotions
• Transfer and
• Response of employees to a notified vacancy
2. External sources
• Advertisement
• Employment exchange
• Campus recruitment
• Unsolicited applicants
• Labour contractors
• Employee referrals
• Field trips
Merits/demerits of internal and external sources
Recruitment policy
Conditions necessary for a good recruitment policy
1. Organisations objective
2. Identification of the recruitment needs
3. ensure long term employment opportunities for the employees
4. preferred sources of recruitment

Definition of selection
Steps in the selection procedure
1. Application Bank
• Biographic data
• Education and past experience
• Personal items
• Reference
2. Initial Interview
3. Employment test
• Aptitude test
• Interest test
• Intelligence test
• Performance or achievement test
• Personality test
4. Interviews
• Preliminary Interview
• Extensive interview
• Stress interview
• Discussion interview
• Structural interview
• Non-structural interview
• Group interview
• Final interview
The interview process
1. Reviewing background information
2. preparation a question plan
3. creating helpful setting
4. conducting interview
• Establishment Rapport
• Getting complete and accurate information
• Recording of impressions
• Conducting the interview
5. checking references
6. physical / medical examination
7. Final interview and induction
Types of induction programme
1. General induction training
2. specific orientation programme
3. Follow-up induction programme

Unit 4: Training and Development

Meaning and purpose of training
Importance of training
Benefits of training
1. Organisation
• Higher productivity
• Better organisational climate
• Less supervision
• Prevents manpower obsolescence
• Economic operation
• Prevents industrial accident
• Improves quality
• Greater loyalty
• To fulfill Organisations future personnel needs
• Standardadisation of procedure
2. Employees
• Personal growth
• Development of new skills
• Higher earning capacity
• Helps adjust with challenging technologies
• Increased safety
• Confidence
Executive or management development
Need of importance of exclusive development
Objective of exclusive development
Method of exclusive development
1. On-the-job-method
• Coaching
• Job rotation
• Special projects
• Committee assignment
2. off-the-job-method
• Role playing
• Case study
• Conference training
• Management games
• Sensitivity training or T group training
• Special courses
Types of training programme
1. induction and orientation training
2. job training
3. promotional training
4. refresher training
5. apprenticeship training
6. internship training
Training and development methods
1. On-the-job-method
• Coaching
• Job rotation
• Special projects
• Committee assignment
2. off-the-job-method
• Lecture method
• Conference training
Direct discussion
Training conference
Seminar conference
• Management games
• Sensitivity training or T group training
• Special courses
• Case study method
Steps in training programme
1. Discovering or identifying the training needs
Organisational analysis
Operation analysis
Man analysis
2. preparing the instructor
3. preparing the trainee
4. presenting the operations
5. try out the trainees performance
6. follow-up
Selection of training method
1. Nature of problem area
2. level of trainees in the organisation’s hierarchy
3. method’s ability to hold and arouse the interest of trainees during traini
ng period
4. availability of competent trainers
5. availability of finance
6. availability of time

Unit 5: Performance Appraisal

Definition of performance appraisal

Objective of performance appraisal
1. feedback
2. compensation decision
3. data base
4. personal development
5. training and development programme
6. promotional decision
7. personal development
8. improves supervision
Use of Performance Appraisal
Purpose of Performance Appraisal
1. Administrative
2. Employee
3. Programme Assessment
Who will appraise?
The immediate manager or supervisor
The employee’s peers
The employee’s himself – i.e. self appraisal
The employees subordinate
Other manager’s appraisal
A higher level manager
Personnel Department specialist
When to appraise?
What to appraise?
Process of performance appraisal
1. Job analysis, job description, and job specification
2. establishment standards of performance
3. communicating performance standards to employees
4. measuring actual performance
Objective performance measure
Subjective performance measure
5. Comparing actual performance with standards and discussing the appraisal
with employees
6. Initiating corrective action, if any:
Essential of a good Appraisal system
1. reliability and validity
2. job relatedness
3. standardization
4. practical viability
5. Training to Appraisers
6. Open communication
7. employee access to results
8. Clear objectives
9. post appraisal interview
10. periodic review
11. not vindictive in nature

Method or techniques of performance Appraisal

Traditional Method
1. Un structured Method
2. Straight ranking Method
3. Paired comparison method
4. man to man comparison method
5. Grading Method
6. graphic rating method
7. Forced choice method