HUMAN RESOURCE MANAGEMENTto organizations objective. The direct wages, benefits, and incentives...

Human Resource Management Prepared By: Ch. Adnan Arshad

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HUMAN RESOURCE MANAGEMENT Productivity, Quality of Work Life

CREATED BY CH. ADNAN ARSHAD

Lecturer (GC University Faisalabad)

Contact No: 0301-7120098

E-Mail: [email protected] Your suggestion and opinion for the development of these notes should be cordially appreciated.


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HUMAN RESOURCE MANAGEMENT

1) THE PERSONNEL FUNCTION

Topics: Terminology - Who Does a Personnel Work? - Staff Role of Personnel Department Personal (Human Resource) Function

TERMINOLOGY Personal management is most complex and challenging filed of endeavor. Not only must the firm's

requirements for an effective work force be met, the personal manager must be greatly concerned with the

expectations of both employees and society in general.

The role of the personnel manger has changed through time. At first, the dominate role was to satisfy top management in procuring and maintain a workforce that would be increase organization productivity. As

knowledge expended in executing this role, the manger understand the necessity for ascertaining and

accommodating to the needs for human beings who constituted that work force. He or she searched for that program which would support the accomplishment of both organizational and

individual objective. The modern personal manager requires a broad background in such fields as

psychology, sociology, philosophy, economics and management.

WHO DOES A PERSONNEL WORK?

Obviously personal manager or Human resource manger performs personnel activities of the organization.

Every organization has personnel function whether or not a specific personnel manger has been so designated. Every organization must hire, train, pay, motivate, maintain and ultimately separate employees.

If a specialized personnel manger exists, he or she can contribute much to greater organizational

effectiveness. In the past, it has been typically to pay the personnel manager about 70 percent of what his or her peers

receive in the field of marketing and finance. But recently the percentage salary increase have been

considerably higher in the personal field, which is the ultimately indications of the worth of a function in

organizations.

STAFF ROLE OF PERSONNEL DEPARTMENT

Some of the following role of personnel departments as under *Personnel Management: Personnel management is the planning, organizing, directing and controlling of

the procurement, development, compensation, integration, maintenance, and separation of human resources

in term to achieve individual, organizational and societal objective.

1) Procurement: The first operative function of personnel management is concerned with the obtaining of

the proper kind and number of personnel necessary to accomplish organizational goals. It deals specifically

with such subjects as the determinitation of human resources requirements and their recruitment, selection, and placement.

2) Development: After personnel have been obtained, development function concerned with assisting

employees to develop up-to-date skills, knowledge and abilities for performing their jobs successfully. o Employee Development: Employees development programs are designed to help the organization

ensure that it has the necessary talent internally for future human resource needs. The focus of

employee’s development is on a future position within the organization for which the employee requires additional competencies.

o Career Development: Career development programs are designed to assist employees in advancing

their work lives. The focus of career development is to provide the necessary information and assessment

in helping employee’s career goals. However, career development is the responsibility of the individual, not the organization.

o Organizational Development: Organization development programs are designed to make innovative

and progressive changes in the organizations. The focus of organization development is to change the attitudes and values of employees according to new organizational strategic direction.

3) Compensation: This function is defined as the adequate remuneration of personnel for their contribution

to organizations objective. The direct wages, benefits, and incentives (such as bonuses) given to employees


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in exchange for their work. If compensation level are too low, an organization will have trouble attracting

qualifies candidates.

o Employees Benefits: Parts of the compensation package provided to the employees other then direct wages such as health insurance, medical facility, Old age benefits program, and pension plans.

4) Integration: When the employees procured, developed, and reasonably compensate, then follow one of

the most difficult and frustrating challenge to management. Integration function concerns with the reasonable reconciliation of individual, societal, and organizational interest. It must deal with the feeling and attitude of

Personnel in conjunction with the principles and policies of organizations.

5) Maintenance: The objective of this function is to maintaining employee’s commitment and loyalty to the organization toward achieving organization goals.

o Safety & Health: HRM must work to ensure that the working environments safe and healthy for

employees.

o Communication: Communication programs designed to provide information to employees. o Employee Relation: Employees relation programs should be designed to ensure that employees are kept

well informed, and to promote environments where employee’s voices are heard. When employee’s

relations are ineffective, the employees may join together and form self-help groups called unions. 6) Separation: If the first function of personnel management is to secure the employees, it is logical that last

should be the separation and return of that person to society.

o Lay off: A layoff, as opposed to a termination, assumes it is likely that the employees will be recalled at some later date.

o Retirements: One individual who has completed approximately 25 years job or his or her age is 60, and

then organizations consider retiring these employees.

o Early Retirement: Early retirement means retirement offer before 25 year of service and before his or her age is 60.years. Early retirement programs often offer thought Gold Shake Hand and offer some

benefits and incentives to the employees.

o Downsizing: Downsizing is planned elimination of large number of personnel form the organizations.

o Out Placement: A lateral move to a different job of similar pay and responsibility within the

organization.

o Discharge or Dismissal: The Most stressful and distasteful method of separation is discharge or

dismissal that result in the termination of an employee from the organization. Dismissal should be used only for the most serious violation or unsatisfactory performance.

Human Resource Management: A comprehensive integrated system for effectively managing the work force to achieve organizational goals.

*Human Resource Management refers to the policies, practices and systems that influence employee's

behavior, attitudes and performance.

HUMAN RESOURCE FUNCTION

HRM consists of four basic activities such as 1) Staffing, 2) Training & Development,

3) Motivation, 4) Maintenance

1) Staffing is the process of hiring potential employees who possess specific skill, qualification, knowledge

and abilities that are directly required in the organization for the specific job. This is done by recruiting job applicants and then selecting the best applicants for the available jobs.

o HR Planning: HR Planning is the systematic process of determining organizations human resource

needs. Human resource planning is one of the most important elements in a successful human resource

HUMAN RESOURCE FUNCTIONS

-- HR Planning -- Recruitment

-- Selection

-- Orientation -- Employees Training -- Emp. Development

-- Org. Development

-- Safety & Health -- Communication -- Employee Relations

-- Motivation Theory -- Job Design -- Performance Appraisal -- Compensation -- Rewards & Benefits

Training & Development Motivation Staffing Maintenance


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management program because it identifies the right number of qualified people into the right job at the

right time.

o Recruiting is the process of finding and attracting capable applicants for employment. o Selection is the process of choosing the applicants who best suit vacant positions and organizational

needs.

02) Training and Development function concerned with assisting employees to develop up-to-date skills,

knowledge and abilities for performing their jobs successfully.

o Orientation is a short-term process of introducing employees to their jobs, their manager, the organization’s structure and its hierarchy.

o Employees Training: Employees training programs are designed to assist employees in acquiring better

skills and abilities for their current job. The focus of employees training is on current job skill

requirement. o Employee Development: Employees development programs are designed to help the organization

ensure that it has the necessary talent internally for future human resource needs. The focus of

employee’s development is on a future position within the organization for which the employee requires additional competencies.

o Career Development: Career development programs are designed to assist employees in advancing

their work lives. The focus of career development is to provide the necessary information and assessment in helping employee’s career goals. However, career development is the responsibility of the individual,

not the organization.

o Organizational Development: Organization development programs are designed to make innovative

and progressive changes in the organizations. The focus of organization development is to change the attitudes and values of employees according to new organizational strategic direction.

03) Motivation function concerned with helping employees to promote high energy levels. o Performance Appraisal: The process of evaluating employee’s performance and providing feedback.

Appraisals can improve performance and provide a basis for promotion, transfer, demotion, and

termination.

o Compensation: The direct wages, benefits, and incentives (such as bonuses) given to employees in exchange for their work. If compensation level are too low, an organization will have trouble attracting

qualifies candidates.

o Employees Benefits: Parts of the compensation package provided to the employees other then direct wages such as medical allowance, health insurance and pension plans.

04) Maintenance: The objective of this function is to maintaining employee’s commitment and loyalty to

the organization. o Safety & Health: HRM must work to ensure that the working environments safe and healthy for

employees. Organization officials have legal responsibilities to ensure that the workplace is free from

unnecessary hazards to employee's physical or mental health.

o Communication: Communication programs designed to provide information to employees. o Employee Relation: Employees relation programs should be designed to ensure that employees are

kept well informed, and to promote environments where employee’s voices are heard. When

employee’s relations are ineffective, the employees may join together and form self-help groups called unions.

Human Resource Departmental Hierarchy President

Vice President

Employment Training & Development Compensation & Development Employee Relation

Manager Manager Manager Manager

Recruiter Training Coordinator Compensation Analyst ER Specialist

HRIS Analyst Career Development Specialist Benefits Specialist Safety Specialist


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2) JOB DESIGN & ANALYSIS

Topics: Job Design - Job Information and Personnel Management - Analyzing Job obtaining job

information - Functional Job analysis - Administration of the job analysis program

JOB DESIGN

Job design is the systematic process of structuring work and designating the specific work activities of an individual or groups to achieve certain organizational objectives.

The goal of job design is to develop work assignments that meet the requirements of the organizations and

the technology and satisfy the personal requirements of the jobholders.

Following guidelines must be considered to designing jobs.

Job leads to some sort of desirable future

Job leads to learn on the job and to continue learning

Job leads to social support and recognition in the workplace.

Job leads to some minimum area of decision making that they can call their own.

JOB INFORMATION AND PERSONNEL MANAGEMENT

Job Information: Job information is the process of determining and reporting pertinent (relevant) information relating to the nature of a specific job. It involves determining the tasks that comprise the job and

the skills, knowledge, abilities, responsibilities and experience required of the holder for successful job

performance. Personnel Management is the planning, organizing, directing and controlling of the procurement,

development, compensation, integration, maintenance, and separation of human resources in term to achieve

individual, organizational and societal objective.

ANALYZING JOB OBTAINING JOB INFORMATION

Following are some key areas of job information as under

Job Title and Location: Name of job and where it is located.

Organization Relationship: A brief explanation of the number of persons supervised and the job

title of the positions supervised.

Relation to Other Jobs Describe and outlines the coordination required by the job

Job Summary Condensed explanation of duties and responsibilities of the job

Information Concerning The contents of this area varies greatly from job to job and from

Job Requirements organization to organizations. It may includes information on such

topic as machines, tools, material, and working conditions.

FUNCTIONAL JOB ANALYSIS

Functional job analysis (FJA) is a job analysis method developed by the Employment and Training

Administration of the Department of Lahore. FJA uses standardized statements and terminology to describe

the contents of jobs. FJA collect details task statements and then rates them according to function level or function orientations.

-- Function level describes how employees interact with data, people and things.

-- Functional orientation describes the amount of time the employee spends on the tasks of each functional level.

In addition, each task statement is analyzed and rated to determine the skills needed to perform the task

ADMINISTRATION OF THE JOB ANALYSIS PROGRAM

Job Analysis: A systematic process of collecting information about jobs, including the purpose of each job, its duties, its place in the organizational hierarchy, its working condition, and employee’s requirement.

Purpose of Job Analysis: The purpose of Job analysis is to evaluate the performance of employees toward the standards of organization and define the following function.

o Job Description: A list of the TDRs tasks, duties, and responsibilities that define a specific job.

Contents of Job Description: A job description should be formal, written document, usually from one to three pages long. It should include the following.

Date Written (date writing)


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Job Status (Full-time, part time, contractual job, salary or wages)

Position Title (information about post or designation)

Job Summary (Condensed explanation of duties and responsibilities of the job)

Detail list of Duties (Detail list of task, duties & responsibilities which employee must perform)

Supervision Received (to whom the jobholder reports) Supervision exercised (who reports to this employee)

Principal contacts (in and outside the organization):

o Job Specification: A list of the KSAOs knowledge, skills, abilities and other characteristics that an individual must have to perform the job. Job specification indicating the minimal acceptable qualification

that candidate must possess to successfully perform the essential elements of their job.

-- Knowledge refers to factual or procedural information that is necessary for successful performing a task.

-- Skill is an individual level of proficiency at performing a particular task. -- Ability refers to a more general capability that an individual possesses.

-- Other Characteristics might be traits, such as ones achievement motivations or persistence.

o Job Evaluations: Job evaluation specifies the relative value of each job in the organizations.

Job Analysis Methods: The basic method by which HRM can determine job elements and the essential

knowledge, skills and abilities for successful performance include the following: 1) Dairy Method: A job analysis method requiring employees to record their daily activities. This is the

most time consuming job analysis method and may extend over long periods of time.

2) Individual Interview Method: Meeting with an employee to evaluate what his or her job requirements.

3) Group Interview: Meeting with a number of employees to collectively determine what their job entails. 4) Observation Method: A job analysis technique in which data are gathered by directly watching

employees work activities or reviews films of the workers on the job. This method can collect

information for only some specific job such as telephone operator, security guard, and those employees are directly working with tolls or equipments. Collecting accurate information for managerial job is

nearly impossible through observation method.

5) Technical Conference Method: Job analysis techniques that involve extensive input from the

employee’s supervisor. Here, specific job characteristics are obtained from the experts. 6) Structured Questionnaire Method: A specifically designed questionnaires on which employees

describe their job related duties and responsibilities. Jon analysis questionnaires are typically tree to five

pages long and contain both close and open-ended questions. This technique is excellent for gathering information about jobs.

3) HUMAN RESOURCE PLANNING Topic: Reasons for Human Resource Planning - The HR Planning Process

REASONS FOR HUMAN RESOURCE PLANNING

There are some following key reasons for human resources planning.

HR Planning reduces overlapping and wasteful activities.

HR Planning establish a clear statement of the organizations mission.

HR Planning reduces uncertainty toward achieving organization goals.

HR Planning determine the additional organization human resource needs.

HR Planning identifies the right number of qualified people into the right job at the right time.

HR Planning give direction to employees to effectively & efficiently achieve the goals or objectives.

HR Planning determine the skills, expertise and the total number of employees required to achieve

the organizational objectives.

THE HUMAN RESOURCE PLANNING PROCES HR Planning: HR Planning is the systematic process of determining organizations human resource needs.

Human resource planning is one of the most important elements in a successful human resource management

program because it identifies the right number of qualified people into the right job at the right time. Steps in the Human Resource Planning Process: HRP process consists of four basic steps


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Determining the impact of the organizations objectives on specific organizational units.

Defining the skills, expertise, and total number of employees required to achieve organizational and

departmental objectives.

Determining the additional human resources requirements.

Developing action plan to meet the anticipated human resources need.

Step: 01) Determining Organizational Objectives Organizational objectives are statement of expected results that are designed to give the organizations and its members' direction and purpose. The objective setting process begins at the top of the organizations with a

statement of mission, which define the organizations current and future business? Long term objectives and

strategies are formulated based on the organizations mission statement. These can be used to establish short term performance objective. Divisional or departmental objectives are then derived from the organizations

short term performance objectives.

-- Environmental Factors Affecting Human Resource Needs: Many environmental factors in the organizations may have an impact on the organizations performance to achieve its objectives. Some of these

factors include competitors, suppliers, natural, political, economic, technological, social/cultural and

international factors.

Step: 02) Determining the Skills and Expertise Required

After establishing organizational, divisional and departmental objectives, operating managers should

determine the skills and expertise required to meet their respective objectives. .The purpose is not to look at the skills and abilities of present employees but to determine the skills and abilities required to meet

objectives. For example, suppose an objective of the production department is to increase total production of

a certain items by 10 percent. In this case, production manager must determine skills and expertise necessary

to meet their objectives. He may appoint more senior members or may arrange training programs for enhance the productivity of the current employees.

Step: 03) Determine Demand for Human Resources The organizations future human resource demand can be forecasted using a variety of methods, some simple

and some complex. Regardless of the method used, forecasts represent approximations and should not be

viewed as absolutes. Methods of Forecasting: Methods for forecasting human resource needs can be either judgmentally or

mathematically based. Judgmental forecasting methods include managerial estimates, Delphi techniques, and

scenario analysis, and benchmarking techniques.

Forecasting: The process of predicting future environmental condition based on current data, research and past experience.

o Managerial Estimates: Judgmental method of forecasting that call on managers to make estimates of

future staffing needs based on past experience. o Delphi Techniques: Judgmental method of forecasting that uses a panel of experts to make initially

independent estimates of future demand.

o Scenario Analysis: Scenario Analysis involves using workforce environmental scanning data to develop alternative workforce scenarios. These scenarios are developed in brainstorming session with line

HUMAN RESOURCE PLANNING PROCESS

Determining Organizational

Objectives

Determine Demand for

Human Resources

Determine Additional HR Requirements

Develop

Action Plan

Determining Skills & Expertise

Required

-- Org. Direction -- Org. Purpose -- Environmental

Factors

-- Determining Skills -- Expertise Required

-- Forecasting -- Managerial Estimates -- Delphi Techniques -- Scenario Analysis

-- Benchmarking

-- HRIS -- Succession Planning -- Replacement

Chart

-- Adding Human Resources --Temporary Hires

-- Outsourcing -- Option for Labor Surplus -- Options for Labor Shortage


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manager and human resource mangers who forecast what they think their workforce will look like five or

more years into the future.

o Benchmarking: Judgmental method of forecasting that compare an organizations workforce and practice with other organizations as comparatively the same size and nature to make estimates of future

staffing needs.

Mathematically based methods for forecasting human resource needs include various statistical and modeling

methods. Statistical methods use historical data in some manners to predict future demand. Modeling methods usually provide a simplified abstraction of the human resource demands throughout the

organizations. Statistical and modeling forecasting methods include Time-series Analysis, Personnel Ratios,

Productivity Ratios, and Regression Analysis.

Step: 04) Determine Additional HR Requirements

o Hman Resource Information Systems (HRIS) The HRIS is database system that keeps important

information about employees in an easily accessible location. When such information is required, the data can be retrieved and used to facilitate employee planning decision.

o Succession Planning: Succession planning identifies specific people to fill key positions throughout the

organizations. Succession planning almost always involves the use of replacement chart. o Replacement Chart: HRM organizational charts indicating positions that may become vacant in the

near future and the availability of individuals who may fill the vacancies.

A Sample of Replacement Chart

Step: 05) Develop Action Plan

Once the Human resource requirements have been determined, managers must develop action plans for achieving the desired results. The following actions that can be taken to add or less human resource

requirements.

Adding Human Resources: Many environmental factors may impact the decisions to hire permanently or temporarily or to outsource. If the requirements indicate a need for additional human resources, decision

must be made whether to make permanent or temporary hire or to outsource.

If the decision is to make permanent hires, plans must be made to recruit, select, orient, and train the specific numbers and types of personnel needed.

If the decision is to make temporary hires, plans must be made to identify the actual numbers and types of

personnel needed.

Ch. M. Hussain Current Position: President

Age: 64

Expected replacement needed: 01 year

Education: MPA

Experience: 27 years

Possible Replacement Potential Ready in

Irfan Haider Medium 08 month

Imran Idrees High 14 month

Irfan Haider Current Position: Vice President

Age: 40


Education: MBA Marketing Experience: 17 years

Possible Replacement Potential Ready in Bilal Shamim Medium 11 month

Haroon Ahmed Medium 02 years Sara Sheikh High 03 years

Imran Idrees Current Position: Vice President

Age: 45


Education: MBA HRM

Experience: 20 years

Possible Replacement Potential Ready in Asif Saeed Medium 01 years M. Azeem Medium 02 years M. Ashraf High 03 years


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If the decision is to make outsource, plans must be made to identify the potential setup that work according

to the requirements of the organization and complete their task as schedule times.

Temporary Hires and Outsourcing: Temporary hires and outsourcing have the advantage of allowing the

organizations to easily accommodate demand for human resources. Temporary employees often don't have

the same benefits as permanent employees and the cost of employment can be less. Other potential advantage of using temporary employees and, specifically, temporary agencies, is that the

agencies often provide both testing and training for employees before they hired.

A final potential advantage of temporary employees is that because of their varied experience, they can bring a new perspective to the organizations.

If the decision is to outsource, then potential clients for outsourcing must be identified and evaluated.

Outsourcing has become attractive in many situations because the work can often be contracted outside at

cost savings. Another reason to outsource is to allow the parent company to focus on its core business.

Options for Reducing Labor Surplus

Layoff: A layoff, as opposed to a termination, assumes it is likely that the employees will be recalled at

some later date.

Transfers: A transfer involves moving the employees to another part of the organizations.

Demotions: Demotion some time called reclassification. Reclassification involves demoting an

employee, downgrading job responsibilities, or combination of two. Usually reclassification is

accompanied by a reduction in pay.

Downsizing: Downsizing is planned elimination of large number of personnel form the organizations.

Survey indicates four major reasons that organization engaged in downsizing -- First: Many organizations were looking to reduce costs because a labor cost represents a big part of

company total costs.

-- Second, latest and computerized technology has major cause to reduce work force.

-- Third reason for down sizing was that many mergers and acquisitions reduced the need for bureaucratic overhead, displacing many managers and some professional staff members.

-- Fourth reason for downsizing was that for economic reasons, many firms changed the locations of where

they did business. Many Pakistani organization moves their manufacturing set up in china, Bangla Dash or other countries due to cheap labor cost or easy availability of the raw material.

Early Retirement: One popular means of reducing a labor surplus is to offer an early retirement

programs. Recent years a lot of well know companies offer "Gold shake Hand" (early retirement) to

their employees. Although an older workforce has some clear advantages for organizations in term of

experience and stability, but it also poses some problems. -- First, older workers are sometimes more costly than younger workers because of their higher seniority,

higher medical costs, and higher other fringe benefits.

-- Second, older workers typically occupy the best paid jobs; they sometimes prevent the hiring or block the advancement of younger workers.

Options for Labor Shortage

Over Time: Over time is the most popular option for labor shortage. Organization offers overtime to

their current employees and complete their schedule work. Employees are encourage and willing to

perform extra work activities because he get additional remunerations due to over time.

Outsourcing: Outsourcing is the specific activities of subcontracting work to an outside company that

specializes in those particular types of work.

Temporary Employees: Most of the seasonal organization such as Floor Mill, Sugar mill, Rice Mill

often hire temporary employee due to the nature of work. These organization works just five to six month approximately in year. So there is no need to appoint permanent employees.

In the same way most of the manufacturing organization hire temporary work on the bases of daily

wages for accomplishes their work load. They appoint temporary employees because some time they

have extra ordinary work load due to larger demand of their products. Some time they have minimum work load so there is no need to keep remain the service of temporary employees. So Organizations

terminate the service of these employees.

Technological Innovation: Most of the orgaznaitin upgrade their technologies. Due to technological

improvement there is no need to appoint a number of labors on machinery. These digital technological


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equipments or machine perform the major function, and minimize the need for human resource. If any

problem exist, it automatically inform through Alarm.

4) RECRUITMENT AND SELECTION /TESTING AND INTERVIEW Topics: Labor market consideration - Recruitment and selection policy issues - The employment process

Sources of people - The selection process - The selection procedure - Testing / interview

RECRUITING Recruitment is the process of finding and attracting capable applicants for employment.

SOURCES OF PEOPLE Recruiting Sources: Some of the following recruiting sources are given below:

The Internal Sources of Candidates: Identify the potential candidate from inside the organization

1) Employee Referrals / Recommendations: A recommendation from a current employees for appointment any vacant vacancy in their organization.

2) Finding Internal Candidates (Job Posting and Job Bidding): A method of informing employees

about job vacancies by posting a notice in central location throughout the organization and giving a

specified period to apply for the job. Normally the job notice specifies the job title, rate of pay, and necessary qualifications.

3) Rehiring: Rehiring former employee is one of the important internal sources of candidates. Former

employees are already familiar with the company culture, style and way of doings.

The External Sources of Candidates: Identify the potential candidate from outside the organization

4) Advertisement: Advertisement in print media (newspaper) electronic media (TV) is the most popular

sources to identify the potential applicants. Most of the organization placed an ad in local or national newspaper and receive number of job application for particular vacancy.

o Blind-box ad: An advertisement that does not identity the advertising organization.

5) Employment Agencies: There are three forms of employment agencies: 1) Public agencies 2) Agencies associated with nonprofit organization 3) Private employment agencies. The major deterrence between

these three sources is the type of clients served.

o Public Agencies: Public agencies operated by federal, state, or local government. Former Punjab Minister once starts the job internship program for those students who recently completed their

graduation or master study. Punjab government offers the job opportunities to those students to work

in different Govt. sector with approximately 14000 initial salaries for the contract of two years.

o Agencies associated with nonprofit organization o Private Employment Agencies. Private employment agencies often known as job bank. These

agencies are important sources of clerical, white-collar, and managerial personnel. They charged fees

(set by state law and posted in their office) for each applicant they place. Unfortunately, the role of these job banks is not positive in Pakistan. They advertise fake job advertisement in different

newspaper for the purpose of just getting initial employment fees 200 to 500.

6) College & Universities: College & Universities is also important sources to identify the potential applicants. Organizations place their job advertisement in college or university and discover potential

candidates.

o Campus Recruiting: Recruiting on college and university campus is a common practice of both

private and public organizations. Campus recruiting activities are usually coordinated by the university or college placement center. Generally organizations send one or more recruiter to the

campus for initial interviews. The most promising recruits are then invited to visit the office before a

final employment decision made. 7) Unsolicited Applicants: Unsolicited applicants reach the employer by letter, fax, e-mal, and telephone

without any sophisticated job advertisement offer. Although there is no particular offer when the

applicant contacts the organization, the application can be kept on file for later need. Those individual


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who have adequate skills and who would be prime candidate for positions in the organizations are

consider for the job if a position currently available.

8) Cyberspace Advertisement: Cyberspace advertising is one of the most popular and cost effecting methods by the organization. Organizations place job advertisement for vacant position with necessary

requirements in their website. Interested candidate often search the well famous organization website and

search out the vacant job position. If they find any vacant potion then they can submit their resume and application directly in organizations web site. If they match organizations requirement, then may invite

for test or interview.

Recruitment Alternatives: Some of the following recruitment alternatives are as under:

Temporary Help Services: Temporary employees come into organization far a specific short-term

project. For instance, mostly textile mill hire the temporary services of labor for specific time.

Employee Leasing: Individuals hired by one firm and sent to work in another for a specific time. For

instance, security agencies provide security guard to the number of firm for specific time.

Independent Contractors: Companies may hire independent contractors to do specific work for their

organization. For instance, Companies hire the service of legal advisor for examines company’s legal matters.

THE SELECTION PROCESS Selection activities follow a standard pattern, beginning with an initial screening interview and concluding

with the final employment decision. The selection process typically consists of eight steps as under:

Failed to meet minimum qualification

Passed

Failed to meet job specification

Passed

Failed test

Passed

Failed to impress interviewer Passed

Problem encountered

Passed

Unfit to do elements of job

Passed

1) Initial Screening: Initial screening is the process of eliminates the applicants based on the job

description and job specification. 2) Completed Application: Once the initial screening is completed, applicants are asked to complete the

organization’s application form. This may require the applicant’s name, address, contact no,

qualification, experience or other comprehensive employment profile.

3) Employment Test: Organization’s conduct an employment test to evaluate the knowledge, skill and abilities of the candidates. Many types of test are available to organization for use in the selection

process. Some of the following important categories of tests are: aptitude test, interest test, personality

test, psychomotor test, job knowledge and proficiency test, polygraph tests, and graphology tests. 4) Comprehensive Interview: A selection device used to obtain information about a candidate.

Organizations use several types of interviews. Some of the following important types of interviews are

structures interview, unstructured interview, semi structured interview, stress interview and board/panel interview.

5) Conditional Job Offer: If job applicants have passed interview of the selection process, a conditional

job offer is usually made.

Initial Screening

Completed Application

Employment Test

Comprehensive Interview

Permanent Job Offer

Background Examination (if required)

Medical/Physical Examination (if required)

Conditional Job Offer

Reject Applicant


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6) Background Investigation: The process of verifying information of job candidate. Generally there are

three types of verification conduct by he organizations. This can include contacting former employers to

confirm the candidates work record, verifying educational accomplishments, and verifying an individual legal status.

Verification of Educational Certificate: Organization may verify the complete education certificate of

the specific candidate form their educational institutions. The purpose of verification is to determine

whether he or she has original or fake educational documents.

Verification of Individual Legal Status: Organization may verify the individual legal status form

police station. The purpose of verification is to determine whether he or she engaged any criminal or

subversive activities in past or current scenario.

Verification of Candidates Work Record: Organization may verify the individual work records from

their previous organizations. The purpose of verification is to determine whether he or she engaged any criminal or subversive activities in their previous organizations.

7) Medical/ Physical Examination: The next-to-last step in the selection process may consist of having the

applicant take medical/physical examinations.

Physical Exams can only be used as selection device to screen out individuals who are unable to

physically comply with the requirements of the job. Jobs that require certain physical characteristics, then, may entail a job related physical examinations.

Medical Exams indicating an applicant is medical fit for essential job performance. Failure in medical

examination may cause to reject the candidate.

8) Permanent Job Offer: Those candidates who perform successfully in the proceeding steps are now considered to be eligible for a permanent job offer.

THE SELECTION PROCEDURE Selection procedure concerned with selection activates that can help organizations which applicant will

perform satisfactorily on the job. For this purpose, we explore the concept the reliability, validity, cut scores

and legality.

Reliability: A selection devices focus on consistency of measurement. For example, if we give applicants an IQ test, we should expect that some one who secures 90 out of 100 in

March would secure close to 90 if tested again in July. If, in July, the same applicant scored 60, the reliability

of the test would be highly questionable. On the other hand, if we were measuring attitude or mood, we would expect different secure on the measure, because attitude and mode change.

Validity: The proven relationship of a selection device to relevant criterion. There are three specific types of

validity: content, construct, and criterion related.

Content Validity: Content validity is the degree in which test contents or questions about job tasks, as a sample, represent situations on the job. All candidates for that receive the same test or questions so

applicant can be properly compared. A simple example of content-valid test is a typing test for a word

processing positions. The applicant can be given a typical sample of typing, on which his or her

performance can be evaluated.

Construct Validity: Construct validity is the degree in which a test measure a particular trait related to

successful performance on the job. These traits are usually abstract in nature, such as the measure of

intelligence. Construct validity is complex and difficult. In fact, it is the most difficult types of validity to

prove because you are dealing with abstract measures. Criterion-related Validity: A particular selection devise accurately predicts the important elements of work

behavior, as in the relationship between a test score and job performance.

Predictive Validity: The predictive validity method validates tests by using prospective applicants as

the study group.

Concurrent Validity: The concurrent validity method validates tests using current employees as subject.

These employees take a proposed selection test experimentally. Their scores are immediately analyzed, revealing a relationship between their test scores and existing performance.

Cut Score: A scoring point below which applicants are rejected.

Legality: The final standard that any selection method should concentrate is legality. All selection methods should conform to existing laws and existing legal precedents (standards or pattern).

TESTING / INTERVIEW


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TYPES OF TEST: Many types of test are available to organization for use in the selection process. Some of

the following important categories of tests are: aptitude test, interest test, personality test, psychomotor test,

job knowledge and proficiency test, polygraph tests, and graphology tests. 1) Aptitude Test: Aptitude tests measure a person capacity or potential ability to learn and perform a job.

Some of the more frequently used tests measure verbal ability, numerical ability, perceptual ability, spatial

ability, and reasoning ability

Verbal Ability: Verbal aptitude tests measure a person ability to use words in thinking, planning and

communicating.

Numerical Ability: Numerical aptitude tests measure a person ability to add, subtract, multiply, and

divide.

Perceptual Ability: Perceptual aptitude tests measure a person ability to recognize similarities and

differences.

Spatial Ability: Spatial aptitude tests measure a person ability to visualize object in space and

determine their relationship

Reasoning Ability: Reasoning aptitude tests measure a person ability to analyze oral or written facts and

make correct judgments concerning these facts on the basis of logical implications.

2) Interest Test: These tests are designed to determine how a person's interests compare with the interest of

successful people in a specific hob. These test indicate the occupation or area of work in which the person is most interested. The primary problem with using interest tests for selection purpose is that responses to the

questions are not always sincere.

3) Personality Test: These tests attempt to measure personality characteristics. Two of the better-known personality tests are the Rorschach Inkblot Tests (RIT) and the Thematic Apperception Test (TAT)

Rorschach Inkblot Tests (RIT): In the RIT, the applicants is shown a series of cards that contain

inkblots of varying sizes and shapes. The applicants are asked to tell what the inkblots look like to him or

her.

Thematic Apperception Test (TAT): In the TAT, the applicants is shown picture of real-life situations

for interpretation.

With both of these methods, the individual is encouraged to report whatever immediately comes to mind.

Interpretation of these responses requires subjective judgment and the service of a qualified psychologist.

4) Psychomotor Test: Psychomotor test measure a person strength, dexterity, and coordination. Finger dexterity, manual dexterity, wrist-finger speed and speed of arm movement are some of the psychomotor

abilities that can be tested. Abilities such as these might be tested for hiring people to fill assembly line jobs.

5) Job Knowledge and Proficiency Test: Job Knowledge tests measure the job related knowledge possessed by a job applicant. These tests can be either written or oral.

Proficiency Test: Proficiency test measure how well the applicant can do a sample of the work to be

performed. A word processing test to given the applicant for a secretarial job is an example of proficiency test.

6) Polygraph Tests: The polygraph, popularly known as the lie detector, is the device that records physical

changes in the body as the test subject answer a series of questions. The polygraph records fluctuations in

blood pressure, respiration, and perspiration on a moving roll of graph paper. The polygraph operator makes a judgment as to whether the subject response was truthful or deceptive by studying the physiological

measurements of paper.

7) Graphology Test: (Handwriting Analysis) involves using an analyst to examine the lines, loops, hooks, strokes, curves, and flourishes in a persons handwriting to assess the person personality, performance,

emotional problems and honesty. The use of graphology is dependent on the training and expertise of the

person doing the analysis.

TYPES OF INTERVIEW

Organizations use several types of interviews. Some of the following important types of interviews are

structures interview, unstructured interview, semi structured interview, stress interview and board/panel interview.

1) Structured Interview: Structured interview also known as pattern interview. An interview conducted

according to a predetermined outline. A series of questions develop before interview and ask the same questions from every candidate.

2) Unstructured Interview: Unstructured interview also known as un-pattern interview. An interview

conducted with out a predetermined outline. In this method, questions develop during interview and ask


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the different questions from every candidate. Usually questions based on the candidate qualification,

experience, abilities interest, or current affairs.

3) Semi Structured Interview: Semi-structured interview also known as semi-pattern interview. Semi-structured interview is the combination of structured and unstructured interview. Some questions

develop before interview and some question develop during interview. Generally this is the most popular

method of interview. 4) Stress Interview: Interview method that puts the applicant under pressure to determine whether he or

she can work in hassle environment.

For example, generally ISSB conduct stress interview to evaluate the actual potential to work in stress environment.

5) Board or Panel Interview: Interview method in which two or more people conduct an interview with

one applicant.

For example, Govt. universities and colleges conduct board/panel interview to determine the knowledge and abilities of the applicants.

5) MISCELLANEOUS Topic: Union Management - Equal employment opportunities - Health and safety

UNION MANAGEMENT Union: A union is an organizations of workers, acting collectively, seeking to promote and protects its

mutual interest through collective bargaining.

Collective bargaining is the key element of union management Collective Bargaining: The term collective bargaining typically refers to the negotiations, administrations

and interpretation of a written agreement between two parties (generally union representative and

organizations official) that cover a specific period of time. The Objective of Collective Bargaining: The objective of collective bargaining is to agree on an acceptable

contact among the management, union representatives and union membership. These contacts define the term

and conditions of employments and limits the management authority.

Why Do Employees Join Unions? Some of the following reasons may important for workers to join unions.

Higher Wages and Benefits: There are power and strength in numbers. As a result, unions sometimes

are able to obtain higher wages and benefits packages for their members. One or two employees walking

off the job over a wage dispute is minor affect to the businesses, but hundred of workers going out strike can even close down the company.

Greater Job Security: Unions provide their members with a sense of independence form managements

power to arbitrarily hire, promote, or fire.

Influence Work Rules: Where a union exists, workers have opportunity to participate in determining

the conditions under which they work. They can protest unfair rules and regulation, policies and work rules through a collective bargaining process.

EQUAL EMPLOYMENT OPPORTUNITIES

EEO provides an equal opportunity for employment without any regard to race, religion, sex, disability, or national origin.

HEALTH & SAFETY Organization officials have legal responsibilities to ensure that the workplace is free from unnecessary

hazards to employee's physical or mental health.

There are approximately 6,000 reported work related death and nearly more than 5 million injuries and illnesses each year in the United states, resulting in over 90 million days lost of productivity time , costing

US companies more than $110 billon annually.

The Occupational Safety and Health Act OSHA set standards to ensure safe and healthful working conditions and provided stiff penalties for violators

National Institute for Occupational Safety and Health (NIOSH): NIOSH is the government agency that

researches and sets OSHA standards.


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OSHA Enforcement Priorities: Typically OSHA enforce the standards based of five priorities as following

1) Imminent Danger: A condition where an accident is about to occur

For example, suppose you were withdrawing cash at an ATM. As you remove your cash, you are grabbed by an individual who places a gun in your face and angrily demand your cash. Are you in imminent danger?

Of course, most of us would say, absolutely.

State bank strictly recommend to the commercial bank to install security camera in their ATM cabins for the purpose of minimizing the imminent danger.

2) Random inspections

3) Current employee's complaints

4) Inspection of target industries with high injury ratio

5) Serious accidents that have occurred within the past 48 hours

Causes of Accidents: The cause of an accident can be generally classified as either human or environments:

Human Causes are directly related to human error or mistakes brought by carelessness, daydreaming, and

inability to do jobs or other human deficiency. Environmental Causes are related to work place and include the natural disasters or sudden technical fault

in tool, equipment, physical plants and general environment.

Accident Prevention Mechanisms

Education: Organization must develop safety awareness by posting highly visible signs and safety

slogans, and placing articles on accidents preventions.

Skills Training: Organization should provide adequate training before appointment on dangerous

equipment.

Engineering: Engineering prevents accidents through both the design of the equipment and design of the

jobs themselves. This may include eliminating those factors that promote fatigue, boredom, and daydreaming. *For example most risky work should be done on day lighting

Protection provides protection equipment where necessary. This may include safety shoes, gloves, hard

hats, safety glasses, and noise mufflers. Protection also includes performing preventative maintenance on

machinery or install safety alarm.

Regulation Enforcement: The best safety rules and regulation will be ineffective in reducing accidents

if they are not enforced. Additionally, if such rules are not enforced, the employer may be liable for any

injuries that occur.

Why is health and safety important? Health and safety are important for several reasons

o Employees should as human beings be protected from needless pain and suffering.

o Accidents, illness, and other causes of employee's absence impaired performance and cost the employer

money. o Employers and employees both have legal obligation to take reasonable measure to promote healthy and

safe working.

o A business corporate image may suffer it its health and safety record is bad. This may make it difficult to attract and keep qualified staff.

The Cost of Accident and Illness

The cost of increase insurance premium. The cost of disruption to operation at work.

Productive time lost by the absent of employees due to injury.

Possible reduced out put from the employee on return to work. A proportion of the cost of employing first aid and medical staff.

Low morale among workers in an unsafe or unhealthy environment.

The cost of recruiting and training a replacement from the absent employees. The cost of damage to equipment including subsequent modification to make it safer.

The cost of any compensation payments or fines resulting from legal action due to accident

What So Dangerions about an Office o Heavy item which you may have to lift.

o Poor reengineering design of chair or other equipment.


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o Obstacles such s box, files, books or open desk drawers.

o A cup of coffee or other liquid placed where they might slip.

o Slippery or uneven floor, frayed carpet or trailing cables and wires. o Sitting with poor posture, creating mental and physical strain or stress.

o Object placed too high to reach, so you are temped to stand on a chair.

o Electrical or other equipment which you are not really sure how to use properly. o Chemicals such as glue, solvent or insect repellent which require special handling or ventilation.

Who's responsible for health, safety, and security in your workplace?

Security guard.

A fire prevention officer.

A first aid or medical officer.

An employee counselor or health promotion officer.

A building manger, equipment manger and others who has responsibility for different aspects of the

work environment.

What is Your Own Responsibility? o Inform appropriate people of identified hazard.

o Be alert to potential hazard as you go about you work.

o Corporate with your employer's health and safety measure: read instruction, follow procedure. o Take responsibility for your own behavior in the workplace in order to protect yourself and others.

o Keep your self informed about health and safety issue relevant to your workplace. You may need

regular training.

SOCIALIZING. ORIENTING, & DEVELOPMENT EMPLOYEES

SOCIALIZATION A process of adoption that takes place as individuals attempt to learn the values and norms of work rules.

The Socialization Process:

Socialization can be conceptualized as a process made up of three stages as 1- Pre-Arrival Stage: 2- Encounter Stage 3- Metamorphosis Stage

1- Pre-Arrival Stage: This first stage encompasses learning the new employees have gained before joining

the organization. : 2- Encounter Stage: In the second stage, the new employee's gains clearer understanding of the

organizations and confront the possible dichotomy between their organizational expectation and reality.

3- Metamorphosis Stage: The third stage involves lasting change. Here, new employees become fully trained in their job, perform successfully, and fit in with the values and norms of the coworkers.

These stages ultimately affect new employee's productivity on the job, their commitment to the organization

goals, and decision to remain with the organizations.

ORIENTATION Orientation is a short-term process of introducing employees to their jobs, their manager, the organization’s

structure and its hierarchy. Orientation Kit: A packet or broachers of written information for new employees which is normally

prepared by the HR department. This orientation kit provide a wide variety of material regarding overview of

the company, key policies and procedure, compensation, fringe benefits, safety and accident prevention, employees and union relations, physical facilities, economic factors, department function, job duties and

responsibilities and much more.

Possible Topics for Organizational Orientation Programs

Pre-arrival Stage Encounter Stage Metamorphosis Stage Commitment

Turnover

Productivity

Overview of the Company

- Welcome speech

- Key managerial staff

- Organizational structure

- Product and services range

- Founder of the organization

- Vision or mission statement

Compensation

- Over time

- Holiday pay

- Deduction if any

- Advances on pay

- Loan or credit terms

- Pay rates and ranges

Fringe Benefits

- Cafeteria

- Life Insurance

- Medical facility

- Accommodation

- Transport facility

- Retirements plans


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Possible Topics for Departmental Orientation Programs

EMPLOYEES TRAINING Training is a learning process that involves the acquisition of knowledge, skills, and abilities (KSA) necessary to successfully perform a job.

Several reasons exist for an organization to conduct training for its employees.

Economic, social, technological, and government changes can make it necessary for employees to update their knowledge, skills and abilities.

Planned organizational changes such as introduction of new equipment can make it necessary for

employees to update their skills.

Performance problem within an organization such as low productivity can make it necessary for employees to update their skills and abilities.

Regulatory, contractual, professional, or certification issues can require an employer to provide training

for its employees.

EMPLOYEE DEVELOPMENT

Employee's development programs are designed to help the organization ensure that it has the necessary talent internally for future human resource needs. The focus of employee’s development is on a future

position within the organization for which the employee requires additional competencies.

Employees Development Methods o Job Rotation: Job rotation also known as cross training. Job Rotation involves moving employees to

various positions in the organization for a specific time period in an effort to expand their skill,

knowledge, and abilities. Job rotation represents an excellent method for broadening an individual exposure to company operations and increasing the individual information, abilities and experience.

o Assistant to Positions: Employees are some time given the opportunity to work under a seasoned

(experienced) and successful manager in different areas of the organizations. Working as staff assistants,

these individuals performs many duties according to the requirements of the manager. In this way

Safety & Accident Prevention

- Safety precautions - Accident reporting

- OSHA requirements

- Reporting of hazards

- Use of safety equipments

- Health and first-aid clinics

- Fire prevention and control

- Physical exam. requirements

- Use of alcohol & drug on the job

Employees& Union Relations

- Gambling - Handling of rumors

- Grievance procedures

- Union contract provision

- On-site political activities

- Channel of communication

- Wearing safety equipments

- Termination of employments

- Relation with supervision or mangers

Physical Facilities

- Parking - First aid

- Rest rooms

- Restricted areas

- Employee entrances

- Restricted areas for eating

- Food service and cafeteria

Overview of the Department

- Operational activities

- Organization and structure

- Goals and current priorities

- Relationship with other dep.

- Approved entrance and exits

- Relationship with senior manger

Job Duties & Responsibilities

- Performance standards

- Extra duty assignments

- Detailed explanation of job

- Relations with subordinates

- Number of daily work hours

- Types of assistance available

- Relations with senior manager - Discussion of common problems

- Overtime need and requirements

Key Policies & Procedures

- Office timing

- Break/rest period

- Leave procedures

- Cleanliness Standards

- Handling Emergencies

- Lunch duration and time

- Removal of things from dep. - Relations with outside peoples

- Eating's, & smoking instruction


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employees get exposure to a wide variety of management activities and are groomed for assuming the

duties of the next higher level.

o Committee Assignment: Committee assignments can provide an opportunity for the employees to share in decision making, and to investigate specific organizational problems. Committee assignment increases

the employee's exposures, broadens their understanding, and provides an opportunity to grow and make

recommendations under the scrutiny of other committee members. o Simulations Exercise: Training that occurs by actually performing the work. This may include case

analysis, experimental exercise, role playing and group decision making.

o Lecture Courses and Seminars: Traditional forms of instruction offered an opportunity for individuals

to acquire knowledge and develop their conceptual and analytical abilities. For many organizations, they

were offered in house lecturer by the organization itself, or through out side resource person.

o A growing trend at companies is to provide lecture course and seminars through the use of digital computer technology. For example, the Memphis, chemicals manufacturer use distance learning to train

all its employees. With more than 1200 employees located in 80 different countries, the opportunities to

receive training has been made more cost affective and more learner friendly because of distance learning.

o Outdoor Training: The primary focus of such training is teaching trainee the importance of working

together as a team. Outdoor training typically involves some major emotional and physical challenge. This could be white-water rafting, mountain climbing, ball games, or surviving a week in the jungle. The

purpose of such training is to see how employees react to the difficulties that nature presents to them. Do

they face these dangers alone? Do they freak? Or they controlled and success full in achieving their

goals.

TRAINING METHOD

1) Lecture: One of the most common forms of instruction that offer an opportunity for individuals to acquire knowledge and develop their skills and abilities. Lecturers can include other media such as transparencies,

slides, videotapes, or computer slides such as power points. For many organizations, they were offered in

house lecturer by the organization itself, or through out side resource person.

Strength

Cost effective.

Trainer has control over time.

Good if there are more then 20 trainees.

Clear and direct method of presentation.

Material can be provided to trainees in advance to help in their preparation.

Weaknesses

Sometimes it's not effective.

Requires a high level of speaking ability.

Since there is no discussion, it is easy to forget.

Requires a high level of quick understanding by trainees.

2) Group Discussion: A lecture by the instructor with a lot of participation with questioning and answering session from the listeners.

Strength

More ideas can be generated.

Each participants has an opportunities to present own idea.

Weaknesses

Sometime discussion get away form the subject.

Sometimes one strong individual can dominate others.

Some instructors don’t know how to guide the discussion.

3) Role Playing: A training method in which trainer create a realistic situation and having trainees assume

parts of specific personalities in the situations. There actions are based on the role assigned to them. Role playing emphasis is not on problem solving but on skill development.

Strength

Trainee receive feedback that gives them confidence.


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Role playing enhance interpersonal skills of the trainees

Role playing teaches individual how to act in real situations.

Weaknesses

Trainees are not actors.

Trainees sometimes are not serious.

Some situation can't not implemented in role playing

Uncontrolled role playing may not lead to any desirable results.

4) Case Study: The effective way of training where instructor issued a written narrative description of a real

situation that a manager faced in a particular organization. Trainees are required to propose a suitable

solution or make an appropriate decision for this critical situation describe in case study.

Strength

Cases can be very interesting and may increase employs interest.

Develop trainee's ability to make proper decisions in real life situations.

Develop trainee's abilities in effective communication and active participating.

Develop trainee's abilities to figure out various factors that influence their decision building.

Weaknesses

A slow method of training.

Trainees may frustrate, especially if they fail to solve the situations.

Often difficult to select the appropriate case for the specific training situations.

Require a high level of skills by both trainees and trainer otherwise discussion can become boring.

5) Adventure Training: Adventure training typically involves some major emotional and physical

challenge. Several managers meet out of the workplace and live in cabins or tents for several days. They test

their survival skills and learn about their own potential like creativity, corporation confidence, and strength, etc.

Strength

People learn their limits and capabilities

Adventure training creates interest of the employees and enhances their own potential

The primary focus of adventure training is to teaching the importance of working together as a team.

Weaknesses

Takes a along time.

May not be transferable.

Very costly method of training

6) Vestibule Training: Setting up a training area very similar to the work area in equipment, procedure, and

environment but separated from the actual one so trainees can learn without affecting the production

schedule.

Strength

Fast way to train employees

Employees can get the more practical knowledge, skills and abilities from this method

Weaknesses

Very expensive method of training

Required a very professional resource person to arraign artificial organizations setup as required

7) Apprenticeship Training: In Apprenticeship program, trainee works under guidance of skilled instructor

and receive lower pay than licensed workers. Apprenticeship Training provides comprehensive training to

workers in the practical and theoretical aspects of work required in a highly skilled occupation.

Apprenticeship programs combine on-the-job and class room training. Apprenticeship programs prepare workers for more than 800 skilled occupations such as software engineer, hardware engineer, laboratory

technicians, X-ray technician, radio electrician, carpenter, airplane mechanic, automobile mechanic

,construction, manufacturing trade, electronic engineering, medical and health care, and public administration. The duration of apprenticeship varies by occupations and is determined by standard adopted

by the industry.

Strength:


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Trainees get exposure to both the organization and the job

Develop special skill like construction, manufacturing, medical, mechanical, and electronic field.

Weaknesses:

It takes a very long time

Requires instructor time to ensure the trainees is going in the right directions

8) Classroom Training: Classroom training is the most familiar training method. It is useful for teaching factual, material, concepts, principles and theories. Portions of orientations programs, some aspects of

apprenticeship training, and safety programs are usually presented through the form of classroom

instructions.

Strength

Cost effective training method.

Clear and direct method of presentation.

Material can be provided to trainees in advance to help in their preparation.

Weaknesses

Sometimes it's not effective.

Requires a high level of speaking ability.

Requires a high level of quick understanding by trainees.

9) Virtual Training: Internet technology has advanced rapidly and as a result the training of employees in changing. In some companies, employee training has moved from the classroom to the internet. A virtual

classroom is an online teaching and learning environment that integrates chat rooms, desktop video

conferencing, websites, and e-mail distribution into a typical lecture-based system.

Strength:

It's too much cost effective training method.

Deliver online lecture into wide range of different location even country through video conferencing.

Weaknesses

May some interruption held during online process. (net problem, electricity failure, virus problem)

Must be familiar some thing about computer, internet, chatting, e-mail process or video conferencing.

10) Simulations Exercise: Training that occurs by actually performing the work. This may include case

analysis, experimental exercise, role playing and group decision making.

Strength

Peoples learn their limits and capabilities

Helps evaluate and correct trainees' behavior

Develops practical experience for the trainees.

Helps in translating knowledge and applying thoughts

Weaknesses

It is very costly method

Some individuals many not takes it seriously

Often it is difficult to evaluate the results of each individuals or group performance

TRAINING APPROACH

On-the-job Training: OJT is normally given by a senior manager and held on workplace. The employee is shown how to perform the job and allowed to do it under the trainer's supervisions.

On-the-job Training may include: Job Rotations, Apprenticeship Training, Lecture and Seminars,

Classroom Training, Virtual Training, Assistant to Position and Committee Assignment

Off-the-Job Training: The employee is sent to another location outside the business to learn a skill or

acquire important knowledge.

Off-the-job training may include: Class Room Training, Vestibule Training, Role Playing, Adventure Training, Simulation Exercise, Outdoor Training, and Employee Counseling

Advantages: Off-the-Job Training Disadvantages: Off-the-Job Training


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-- It can be less stressful -- It can be artificial

-- Training can be more concentrated -- It is usually more expensive

-- It is more suitable for theoretical instruction -- Employees can't work whilst they are being trained

-- Specialist can be used to instruct the employees -- There may be no direct link between training & job

-- Its interesting and may increase employs interest -- Trainer may not know the specific condition of employment

PERFORMANCE APPRAISAL

The process of evaluating employee’s performance and providing feedback. Appraisals can improve performance and provide a basis for promotion, transfer, demotion, and termination.

Performance Appraisal Process

1- Establish Performance Standards with Employees 2- Mutually Set Measurable Goals

3- Measure Actual Performance

4- Compare Actual Performance with Standards 5- Discuss the Appraisal with the employees

6- It Necessary, initial corrective action

Performance Appraisal Methods 1) Essay Appraisal: Essay appraisal is the simplest method of appraisal whereby an appraiser writes a

narrative describing an employee's strength, weakness, past performance, potential and suggestion for

improvement.

2) Absolute Standard: A performance appraisal method that measuring an employee's performance against

some established standards.

3) Checklist Appraisal: A performance appraisal method in which a rater check off those attributes or

behavior that apply to the employee.

Sample checklist for appraising customer service representative Yes No 1. Are supervisor orders usually followed? -------------- -------------

2. Does the individual approach customer promptly? -------------- -------------

3. Does the individual lose his or her temper in public? -------------- ------------- 4. Does the individual volunteer to help other employees? -------------- -------------

5. Does the individual keep busy when not servicing a customer? -------------- -------------

4) Adjective Rating Scales: Adjective Rating Scales is one of the oldest and most popular methods of

appraisal that lists a number of traits and range of performance for each. Rating scale can be used to assess

factors such as quality of work, job knowledge, cooperation, loyalty, dependability, attendance, honesty,

attitude and initiative. To use the adjective rating scale, the assessor goes down the list of factors and notes the point along the scale that best describe the employee. In the design of the rating scale, the challenge is to

ensure that both the factors evaluated and the scale points are clearly understood and unambiguous to the

rater.

Sample of Adjective Rating Scale Performance Factor Performance Rating

Quality of Work Consistently Occasionally Consistently Sometimes Consistently

Unsatisfactory Unsatisfactory Satisfactory Superior Superior

Attendance Consistently Occasionally Consistently Sometimes Consistently


Attitudes Consistently Occasionally Consistently Sometimes Consistently



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5) Forced Choice Method: Forced choice appraisal is the special types of checklist where the rater must

choose between two or more statements. Each statement may favorable or unfavorable.

For instance, students evaluating their teacher might have to choose between 1. Deliver lecturer with confidence

2. Keeps interest and attention of the class.

3. Keeps up with the schedule identified in the syllabus. 4. Encourage students to share their own ideas or concept.

5. Demonstrates how concept are practically applied in today's organizations.

.6) Individual Ranking: The individual ranking method requires the evaluator to list the employees in order

form highest to lowest.

7) Management by Objectives: MBO is the most popular performance appraisal method that includes mutual objectives setting and evaluation base on the attainment of the specific objectives.

8) 360-Degree Appraisal: 360 degree appraisal also known as multi-rater assessment. Performance appraisal method in which colleagues, managers, peers, customers and suppliers evaluate

performance of the individual through the prescribed questionnaire.

Potential Errors in Performance Appraisals (Factor that Can Distort Appraisals)

Several common errors have been identified in performance appraisal.

1- Halo Error: Halo error occurs when a rater allows a single prominent characteristic of an employee to

influence his or her judgment on each separate item in the performance appraisal.

*If rater likes the punctuality, hardworking, obedience, or any other traits of the employees may affect the appraisal process.

2- Regency Error: Regency error occurs when evaluations are based on work performed most recently,

usually one or two months prior to evaluations.

*If any one who consistently performs well throughout the year but unfortunately can't perform recently due to some reason is effected due to recency evaluation. In the same wan any some one don't perform

throughout the year and recently perform well can get advantage.

3- Leniency Error: Every evaluator has his or her own value system that acts as a standard against which appraisals are made. Relative to the true or actual performance an individual exhibits, some evaluators mark

high, while others mark low. If all individuals in an organizations were appraises by the same persons, there

would be no problem. The difficulty arises when different raters make a judgment. 4- Similarity Error: Evaluating employees based on the way an evaluator perceives himself or herself.

When evaluators rate other people in the same way the evaluators perceive themselves they are making a

similarity error.

*The evaluator who perceives himself as aggressive may evaluate others by looking for aggressiveness. In the same way if evaluator perceives himself as polite and soft may evaluate others by looking for politely.

5- Central Tendency: The tendency of a rater to give average ratings. It is possible that regardless of who

the appraiser evaluates and what traits are used, the pattern of evaluations remain the same. *If a manger rates all employees as 3, on a scale of 1 to 5, this is central tendency.

Central Tendency

Similarity Error

Leniency Error

Recency Error

Halo Error

Distortions


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