HUMAN RESOURCE MANAGEMENT

SYLLABUS

Scope, Relationship, Approaches to Human Resource Management

Organization of Personnel Functions Manpower Planning Motivating Employees Performance Appraisal Systems Training & Development Organization Development Management of Organizational Change HRD Strategies

BOOKS TO REFER

Human Resource Management – P.Subba Rao Personnel Management – C.B. Mammoria Dessler: Human Resource

Management(Prentice Hall India) Personnel/Human Resource Management:

DeCenzo & Robbins (Prentice Hall India) D. K. Bhattacharya: Human Resource

Management (Excel) VSP Rao – Human Resource

Management(Excel)Gomez: Managing Human Resource (Prentice Hall India)

MARKING SYSTEM

End Term Examination – 60 Marks

Internals Presentations & Assignments – 20 Marks Class Attendance – 10 Marks Class Participation – 10 Marks

SCOPE OF HRM

HRMEmploying people, developing their resources,

utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society.

HRMHRM is managing (planning, organizing,

directing and controlling) the functions of employing, developing, compensating and utilising human resources, resulting in the creation and development of human and industrial relations which would shape the future policies and practices of human resource management, with a view to contribute proportionately to the organisational, individual and social goals.- P. Subba Rao

Similar TermsLabour management

Employees – commodityEmployment, wages, firing

Industrial RelationsEmployees, trade unions, employers &

governmentDisputes, grievances, discipline, collective

bargaining and participative managementHRD

Training, management development, career planning and development and OD

Functions of HRMManagerial Functions Operative FunctionsPlanningOrganisingDirectingControlling

EmploymentHuman Resources

DevelopmentCompensationHuman RelationsIndustrial RelationsRecent Trends in HRM

EmploymentJob AnalysisHRPRecruitmentSelectionPlacementInduction & Orientation

HRDPerformance AppraisalTrainingManagement DevelopmentCareer Planning & DevelopmentInternal MobilityTransferPromotionDemotionRetention and Retrenchment ManagementChange & Organisation Development

CompensationJob EvaluationWage and Salary AdministrationIncentivesBonusFringe BenefitsSocial security measures

Human RelationsMotivationBoosting employee moraleDeveloping communication skillsDeveloping leadership skillsRedressing employee grievancesHandling disciplinary casesCounseling

Industrial RelationsIndian labour marketTrade unionismCollective bargainingIndustrial conflictsWorkers participation

Objectives Policies

Plan of actionProcedures

Specific manner in which a piece of work is to be done

Organisation design and line and staff relationships

Line relationsStaff relations

Role of HR ManagerThe Conscience roleThe CounsellorThe MediatorThe SpokesmanThe Problem-solverThe Change Agent

HR RoleWelfare RoleClerical RoleFire-fighting Legal

Role

Determination of the tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiate one job from all others

Job Description Job Specification

Job Analysis

An organised, factual statement of the duties and responsibilities of a specific job

Job Description

Job Specification

• A statement of the minimum acceptable human qualities necessary to perform a job properly

Interview Questionnaires Observation Diary/ Logs

Methods for collecting JA information

Job Identification Job Summary Relation to other jobs Supervision Machine / equipments used Materials / forms used Conditions of work Hazards

Job Description

Education Experience Training Judgement Initiative Physical Effort Physical skills Responsibilities Communication Skills Emotional Characteristics

Job Specification

Class AssignmentO Flexible Job EnvironmentO Employee EmpowermentO De-jobbing

HUMAN RESOURCES PLANNING

According to E.W. Vetter, HRP is a process by which an organisation should move from its current manpower position to its desired manpower position. Through planning management, strive to have the right number ad right kind of people at the right place at the right time, doing things which result in both the organisation and the individual receviing maximum long-run benefit.

OBJECTIVES OF HRP To recruit and retain the human resources of required quantity

and quality Foresee employee turnover & make arrangement for

minimising turnover and filling up of consequent vacancies To meet the needs of the programmes of expansion,

diversification etc To foresee the impact of technology on work, existing

employees and future requirements To improve the standards, skill, knowledge, ability, discipline

etc To maintain congenial industrial relations by maintaining

optimum level and structure of human resources To minimise imbalances caused due to non availability of

human resources of the right kind, right number in right time and right place

To estimate cost of human resources To make best use of its human resources

FACTORS AFFECTING HUMAN RESOURCE PLAN

Government Policies Level of Economic

Development Business

Environment IT Level of Technology International factors

Company strategies HR Policies Job Analysis Time Horizons Type & Quality of

information Company’s

production / operations policy

Trade Unions

External factors Internal Factors

HRP MODEL

Analysing corporate and unit level strategies Forecasting Demand & Supply Estimating net human resources

requirements In case of future surplus – plan for

redeployment, retrenchment and layoff In case of future deficit – forecast future

supply

Recruitment

•Edwin B Flippo – the process of searching for prospective employees and stimulating them to apply for jobs in the organisation

Sources of RecruitmentInternal External

• Present permanent employees

• Present temporary / casual employees

• Retrenched / retired employees

• Dependants of deceased, retired and disabled and present employees

• Employee referrals

• Campus recruitment• Private employment agencies • Public employment exchanges• Professional associations• Data banks• Casual applicants• Competitors• Trade Unions• Walk –in• Head hunting• Body shopping• M & As• Tele recruitment• Outsourcing

Recruiting Yield PyramidNew

Hires (50)

Offers made (100)

Candidates Interviewed (150)

Candidates Invited (200)

Leads Generated (1200)

Selection

•After identifying the source of human resources, searching for prospective employees and stimulating them to apply for jobs in an organisation, the management has to perform he function of selecting the right employees at the right time.

Selection Process• Job Analysis• Recruitment• Application Form• Written Exam• Preliminary Interview• Business Games• Test• Final Interview• Medical Exam• Reference Checks• Line Manager’s decision• Job Offer• Employment

Outcomes of the Selection Decision

False Negative

Error

True Positive Hit

True Negative(Low Hit)

False Positive Error

Success

Failure

Predicted Failure Predicted Success

Induction / Orientation

•Systematic and planned introduction of employees to their jobs, their co-workers and the organisation.

•About the company•About the department•About the superiors, sub-ordinates

Organisational

•History of employer•Organisation of

employer•Names and titles of

key executives•Employee’s title and

department•Layout of physical

facilities•Probationary Period

•Product line / services provided

•Overview of production process

•Company policies and rules

•Disciplinary regulations

•Employee handbook•Safety procedure and

enforcement

Employee Benefits

•Pay Scale and Pay Days

•Vacations and holidays

•Rest Breaks•Training and

Education benefit•Counselling•Employer provided

services to employees

•Insurance Benefits•Retirement

Programs•Rehabilitation

programmes

Introduction & Job Duties

•To Supervisor•To Trainers•To co-workers•To employee

counsellor•Job location•Job tasks•Job saftey

requirements

•Overview of job•Job objectives•Relationship to

other jobs

Class Assignment

•Job Description and Job Specification of any Professional

Types of Motivation

Positive Motivation Pull Mechanism Approach

Negative Motivation Push Mechanism Approach

Performance Appraisal Systems

Method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance

Methods of Performance Appraisal

TRADITIONAL METHODS Graphic Rating Scales Ranking Method Paired Comparison

method Forced Distribution

Method Checklist method Essay or free form

Appraisal Group Appraisal Confidential reports

MODERN METHODS

Behaviourally Anchored Rating Scale

Assessment Centre HRA MBO Behaviour Observation

Scales Psychological Appraisal Results Method Productivity measures Balanced scorecard

Problems in Performance Appraisal

Halo effect Error of central tendency Leniency & strictness Personal prejudice Recency effect

Class AssignmentO MBOO Balanced ScorecardO Potential AppraisalO Employee Motivation Techniques

Training & DevelopmentShort term educational process and

utilising a systematic and organised procedure by which employees learn technical knowledge and skills for a definite purpose.

Area

• Content

• Purpose

• Duration

• For whom

TrainingTechnical skills

and knowledge

Specific job related

Short term

Mostly technical & non managerial personnel

DevelopmentManagerial and

behavioural skills and knowledge

Conceptual and general knowledge

Long-term

Mostly for managerial personnel

Needs for TrainingTo match the employees specifications with

the Job Requirements and Organisational Needs

Organisational Viability and the Transformation Process

Technological AdvancesOrganisational ComplexityHuman RelationsChange in the Job Assignment

Training Need AnalysisTask Analysis

Performance AnalysisCant do / wont do

Training Methods

On the Job Methods Off the Job Methods

Job RotationCoachingJob InstructionTraining through

step by stepInternships

Vestibule TrainingRole PlayingLecture MethodsConference /

DiscussionProgrammed

Instruction

Advantages of Training

Increases ProductivityHeightened MoraleReduced SupervisionReduced AccidentsIncreased Organisational Stability

Level Questions being Asked Measures

Result Is the organisation or unit better because of the training?

Accidents / Quality / Productivity / Turnover / Morale / Costs / Profits

Behaviour Are trainees behaving differently on the job after training? Are they using the skills and knowledge they learned in training?

Performance appraisal by superior, peer, client, subordinate

Learning To what extent do the trainees have greater knowledge or skill after the training program than they did before?

Written test, Performance Tests, Graded Simulations

Reaction Did the trainees like the program, the trainers, the facilities? Do they think the course was useful? What improvements can they suggest?

Questionnaires

Management DevelopmentManagement Development is a systematic

process of growth and development by which the managers develop their abilities to manage

Suitability of TechniquesJob Rotation

Development of diversified skills and broader outlook

UnderstudyMaking available a subordinate who is equal

to his superiorMultiple Management

Knowledge in different functional areasCase Study

Analytical and decision making skills

Suitability of TechniquesIncident Method

Intellectual ability, practical judgment & Social awareness

Role PlayingUnderstanding people

In BasketSituational judgment & social sensitivity

Business GamesQuickness of thinking and leadership

Suitability of TechniquesSensitivity Training

Know more oneself and impact of our behaviour on others

SimulationProblem solving, decision making

Managerial GridLeadership skills

ConferencesAbility to modify attitudes

LecturesGive knowledge to many in short period of time

Organizational Change

Strategy Culture Structure Technologies Attitude / skills of employees

Kurt Lewin’s Change Model Unfreezing Moving Refreezing

Organisation Development Involves action research which means

collecting data about a group Feeding information back to employees

so they can analyse it Applies behavioural science knowledge

to improve organisation’s effectiveness Changes the organisation in a particular

direction

Categories of OD Applications Human Process Technostructural Human Resource Management Strategic

Human Process

Improving human relations skills Solve interpersonal and intergroup

problems

Sensitivity training / t- group training

Technostructural

Changing firm’s structures, methods and job designs

For eg. In a formal structural change program, the employees collect data on the company’s existing organisational structure; they then jointly redesign and implement a new one.

Human Resource Management

To enable employees to analyse and change HR practices

Performance appraisal and reward systems as well as installing diversity programs

Strategic Achieving fit among a firm’s strategy, structure,

culture and external environment Managers and employees analyse current strategy

and organisational design Choose a desired strategy and organisational

design Design a strategic change plan

- an action plan for moving the organisation from its current strategy and design to the desired one

The team oversees implementing the strategic change plan and review results to ensure that they are proceeding as planned