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
HRM
 Employing 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.
HRM
 HRM 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 Terms
 Labour management
 Employees – commodity
 Employment, wages, firing
 Industrial Relations
 Employees, trade unions, employers & government
 Disputes, grievances, discipline, collective bargaining
and participative management
 HRD
 Training, management development, careerplanning
and development and OD
Functions of HRM
Managerial Functions Operative Functions
 Planning  Employment
 Organising  Human Resources
 Directing Development
 Controlling  Compensation
 Human Relations
 Industrial Relations
 Recent Trends in HRM
Employment
 Job Analysis
 HRP
 Recruitment
 Selection
 Placement
 Induction & Orientation
HRD
 Performance Appraisal
 Training
 Management Development
 Career Planning & Development
 Internal Mobility
 Transfer
 Promotion
 Demotion
 Retention and Retrenchment Management
 Change & Organisation Development
Compensation
 Job Evaluation
 Wage and Salary Administration
 Incentives
 Bonus
 Fringe Benefits
 Social security measures
Human Relations
 Motivation
 Boosting employee morale
 Developing communicationskills
 Developing leadership skills
 Redressing employeegrievances
 Handling disciplinary cases
 Counseling
Industrial Relations
 Indian labour market
 Trade unionism
 Collective bargaining
 Industrial conflicts
 Workers participation
Objectives
 Policies
 Plan of action
 Procedures
 Specific manner in which a piece of work is to be done
Organisation design and line and
staff relationships
 Line relations
 Staff relations
Role of HR Manager
 The Conscience role  HR Role
 The Counsellor  Welfare Role
 The Mediator  Clerical Role
 The Spokesman  Fire-fighting Legal Role
 The Problem-solver
 The Change Agent
 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
 An organised, factual statement of the duties
and responsibilities of a specific job

Job Specification
• A statement of the minimum acceptable
human qualities necessary to perform a job
properly
 Interview

Questionnaire
s
 Observation
 Diary/ Logs
 Job Identification
 Job Summary
 Relation to other jobs
 Supervision
 Machine / equipments used
 Materials / forms used
 Conditions of work
 Hazards
 Education
 Experience
 Training
 Judgement
 Initiative
 Physical Effort
 Physical skills
 Responsibilities
 Communication Skills
 Emotional Characteristics
 Class Assignment
O Flexible Job Environment
O Employee Empowerment
O 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

External factors Internal Factors

 Government Policies  Company strategies

 Level of Economic  HR Policies
Development  Job Analysis
 Business Environment  Time Horizons
 IT  Type & Quality of
 Level of Technology information
 International factors  Company’s production
/ operations policy
 Trade Unions
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 Recruitment
Internal External

• Present permanent employees • Campus recruitment

• Private employment agencies
• Present temporary / casual • Public employment exchanges
employees • Professional associations
• Retrenched / retired • Data banks
employees • Casual applicants
• Dependants of deceased, • Competitors
• Trade Unions
retired and disabled and • Walk –in
present employees • Head hunting
• Employee referrals • Body shopping
• M & As
• Tele recruitment
• Outsourcing
Recruiting Yield Pyramid
New 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

Success False True

Negative Positive
Error Hit

True False
Failure Negative Positive
(Low Hit) Error

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 • Product line / services
• Organisation of provided
employer • Overview of production
• Names and titles of key process
executives • Company policies and
• Employee’s title and rules
department • Disciplinary regulations
• Layout of physical • Employee handbook
facilities • Safety procedure and
• Probationary Period enforcement
Employee Benefits
• Pay Scale and Pay • Insurance Benefits
Days • Retirement Programs
• Vacations and holidays • Rehabilitation
• Rest Breaks programmes
• Training and
Education benefit
• Counselling
• Employer provided
services to employees
Introduction & Job Duties
• To Supervisor • Job objectives
• To Trainers • Relationship to other
• To co-workers jobs
• To employee counsellor
• Job location
• Job tasks
• Job saftey
requirements
• Overview of job
Class Assignment
• Job Description and Job Specification of any
Professional
 Types of Motivation

 Positive Motivation
 Pull Mechanism Approach

 Negative Motivation
 Push Mechanism Approach
 Method of evaluating the behaviour of
employees in the work spot, normally
including both the quantitative and
qualitative aspects of job performance
TRADITIONAL METHODS MODERN METHODS

 Graphic Rating Scales  BehaviourallyAnchored

 Ranking Method Rating Scale
 Paired Comparison method  AssessmentCentre
 HRA
 Forced Distribution
 MBO
Method  BehaviourObservation
 Checklist method Scales
 Essay or free form  PsychologicalAppraisal
Appraisal  Results Method
 GroupAppraisal  Productivity measures
 Confidential reports  Balanced scorecard
 Halo effect
 Error of central tendency
 Leniency & strictness
 Personal prejudice
 Recency effect
 Class Assignment
O MBO
O Balanced Scorecard
O Potential Appraisal
O Employee Motivation Techniques
Training & Development
 Short term educational process and utilising a
systematic and organised procedure by which
employees learn technical knowledge and skills
for a definite purpose.
 Area Training
• Content  Technical skills and Development
knowledge  Managerial and
behavioural skills
and knowledge
• Purpose  Specific job related
 Conceptual and
 Short term
general knowledge
• Duration
 Long-term
• For whom  Mostly technical &
non managerial  Mostly for
personnel managerial
personnel
Needs for Training
 To match the employees specifications with the
Job Requirements and Organisational Needs
 Organisational Viability and the Transformation
Process
 Technological Advances
 Organisational Complexity
 Human Relations
 Change in the Job Assignment
Training Need Analysis
 Task Analysis

 Performance Analysis
 Cant do / wont do
Training Methods
On the Job Methods Off the Job Methods
 Job Rotation  Vestibule Training
 Coaching  Role Playing
 Job Instruction  Lecture Methods
 Training through step  Conference /
by step Discussion
 Internships  Programmed
Instruction
Advantages of Training
 Increases Productivity
 Heightened Morale
 Reduced Supervision
 Reduced Accidents
 Increased Organisational Stability
Level Questions being Asked Measures
Result Is the organisation or unit better Accidents / Quality /
because of the training? Productivity / Turnover /
Morale / Costs / Profits
Behaviour Are trainees behaving differently Performance appraisal
on the job after training? Are they by superior, peer, client,
using the skills and knowledge subordinate
they learned in training?

Learning To what extent do the trainees Written test,

have greater knowledge or skill Performance Tests,
after the training program than Graded Simulations
they did before?

Reaction Did the trainees like the program, Questionnaires

the trainers, the facilities? Do
they think the course was useful?
What improvements can they
suggest?
Management Development
 Management Development is a systematic
process of growth and development by which the
managers develop their abilities to manage
Suitability of Techniques
 Job Rotation
 Development of diversified skills and broader
outlook
 Understudy
 Making available a subordinate who is equal to his
superior
 Multiple Management
 Knowledge in different functional areas
 Case Study
 Analytical and decision making skills
Suitability of Techniques
 Incident Method
 Intellectual ability, practical judgment & Social
awareness
 Role Playing
 Understanding people
 In Basket
 Situational judgment & social sensitivity
 Business Games
 Quickness of thinking and leadership
Suitability of Techniques
 Sensitivity Training
 Know more oneself and impact of our behaviour on
others
 Simulation
 Problem solving, decision making
 Managerial Grid
 Leadership skills
 Conferences
 Ability to modify attitudes
 Lectures
 Give 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