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SYLLABUS UNIT I: Human Resource Function: Human Resource Philosophy Changing environments of HRM Strategic human resource management Using HRM to attain competitive advantage Trends in HRM Organisation of HR departments Line and staff functions Role of HR Managers. UNIT II: Recruitment & Placement: Job analysis : Methods - IT and computerised skill inventory - Writing job specification - HR and the responsive organisation. Recruitment and selection process : Employment planning and forecasting - Building employee commitment : Promotion from within - Sources, Developing and Using application forms - IT and recruiting on the internet. Employee Testing & selection : Selection process, basic testing concepts, types of test, work samples & simulation, selection techniques, interview, common interviewing mistakes, Designing & conducting the effective interview, small business applications, computer aided interview. UNIT III: Training & Development: Orientation & Training: Orienting the employees, the training process, need analysis, Training techniques, special purpose training, Training via the internet. Developing Managers: Management Development - The responsive managers - On-thejob and off-the-job Development techniques using HR to build a responsive organisation. Management Developments and CD-Roms - Key factor for success. Performance appraisal: Methods - Problem and solutions - MBO approach The appraisal interviews - Performance appraisal in practice. Managing careers: Career planning & development - Managing promotions & transfers.
UNIT IV: Compensation & Managing Quality: Establishing Pay plans : Basics of compensation - factors determining pay rate - Current trends in compensation - Job evaluation - pricing managerial and professional jobs - Computerized job evaluation. Pay for performance and Financial incentives : Money and motivation - incentives for operations employees and executives - Organisation wide incentive plans - Practices in Indian organisations. Benefits and services : Statutory benefits - non-statutory (voluntary) benefits Insurance benefits - retirement benefits and other welfare measures to build employee commitment.
UNIT V: Labour relations and employee security Industrial relation and collective bargaining, Trade unions Collective bargaining - future of trade unionism. Discipline administration grievances handling - managing dismissals and separation. Labour Welfare : Importance & Implications of labour legislations Employee health Auditing HR functions, Future of HRM function.
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The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.
National training Policy - Keeping up to date and enhancing professional knowledge and skills needed for better performance of organisations. -Promoting better understanding of professional requirements as well as sensitization to professional, socio economic, political environment in which work is done and bringing about the required attitudinal orientation. National training policy is developed on concept of systemic approach
Unit - I
The Human Resource Management philosophy is based on the following beliefs: Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness. Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. Employee commitment is increased with the opportunity to discover and use one's capabilities and potential in one's work. It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates.
Guest 1990 says that if management trust their workers and give
them challenging assignments, workers in return will respond with high motivation, high commitment and high performance.
Coff 1994 argues that human assets are a key source of sustainable advantage because of causal ambiguity and systematic information making them inimitable. Gratton 1997 identified six factors for success: the commitment of top management;
Teamwork
Hiring effective employees Promotion strategies
Defining competencies Performance measures Training and development Job analysis Career planning
Succession planning
Reward and recognition systems, Motivation and retention, Employee perceptions Customer perception of the organization and employees.
. Competency Mapping
. Building High Performance Culture . E- HR . Outsourcing Redefining Jobs and Work . Work-Life Balance in 24X7 Environment
A staff function
is a secondary business activity that supports the line functions of a business to achieve the objectives. In business management, staff functions are usually defined as all functions that are not line functions. The nature of this function is advisory. The people belonging to this function investigate, research, and give advice to their line managers.
Limitations
1.Blame game between line and staff: The staff only proposes a plan; the function to implement that plan is of the line. If a plan fails the staff blames the line, and the line blames the staff. 2. Hostile environment can prevail: Some line managers don't like to get suggestions from staff members; sometimes, however, they are pressured into accepting staff plans. This creates friction between the two functions. A business can usually survive the failure of, or use substitutes for the staff function. Staff functions vary between businesses, but usually include activities like advertising, human resources, and plant maintenance.
rs.
A line function
affects income or the customer experience if it is interrupted. Line functions vary between businesses. These functions are directly related with the objectives of the enterprise. This function provides authority to line manager over the
The clearer this line is, the more effective the organization will be as each level gets to know its responsibility and what share that level has in decision making.
If the group of activities is a fundamental part of the organisation, set up to achieve its aims and objectives, it is called a line function. Such functions as production, purchasing and marketing are examples. These functions are often referred to as the 'primary group' of activities.
(vi). Greater authority and responsibilities will be delegated to HR managers particularly in the field of employee welfare services. (vii). HR managers will have to continuously retrain themselves to avoid obsolescence of their knowledge and skills. The job of HR manager is becoming more challenging. They will have to be experts in behavioral sciences. They have to play a creative and development role. They have to acquire new skills, values, attitudes to face this challenging role.
6. Remuneration of employees.
7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.
Unit - II
Job analysis
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance
Several methods exist that may be used individually or in combination. These include:
Review of job classification systems Incumbent interviews Supervisor interviews Expert panels
Structured questionnaires
Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
Purpose
To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these
processes
by
introducing
specialized
Human
Resource
Management Systems
HRIMS MODULES
The payroll module automates the pay process by gathering data on: Employee time and attendance Calculating various deductions and taxes Generating periodic pay cheques and employee tax reports
The work time system module gathers standardized time and work related efforts. The module provides broad flexibility in data collection methods, labor distribution capabilities and data analysis features.
The administration module provides a system for organizations to administer and track employee participation in benefits programs, typically encompasses: Insurance Compensation Profit sharing and retirement
The HR management module covers from application to retirement. The system records: Basic demographics and Address Data, Selection Training and Development, Capabilities and Skills Management Compensation Planning Records and Other related activities
The Training module The system, normally called a Learning Management System it allows HR to: Track education Qualifications and Skills of the Employees As well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills.
Benefits of HRIMS
HRM functions and can greatly increase efficiency and response times of various traditionally labor and time-intensive human resource activities. Its applications are, therefore, almost endless. The system contains a program for tracking applicants, a skills inventory, a career planning program and employee service programs such as an electronic bulletin board.
Job Location - where the work will be performed Equipment to be used in the performance of the job: For example, does your companys computers run in a Apple Macintosh or PC Windows environment?
Non-Essential Functions:
Functions which are not essential to the position or any marginal tasks performed by the incumbent of the position.
Improvisational organization is a step beyond the responsive. An improvisational organization has the energy and creativity to response to a changing condition to do what needs to be done in
Definitions
E. W. Vetter, Human resource planning is the process by which the management determines how an organization should move from its current manpower position to its desired manpower position. Through planning the management strives to have the right number and the right kinds of people at the right places, at the right time,
E. Geisler, Human Resources planning is the process including forecasting, developing and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right places, at the right time doing work for which they are economically most useful.
Leon Megginson, Human resource planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members.
Coleman, Human resource planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.
Objectives
To ensure the attainment of organization goals. Meeting future HR needscritical to success. To improve the efficiency of human resources. Rational use of peoplerecruitment and development. To motivate employees. Meeting the needs of self-actualization-training and development.
Types of HR Planning:
Long-term plan: 5years and above. Mid-term plan: 2 to 4 years. Short-term plan: 1 year.
Human Resources planning Nature/Features/Characteristics Ascertaining manpower needs in number and type of job. It presents an inventory of existing manpower of the organization. Helps in determining the shortfall or surplus of manpower. Initiation of various organizational programmes. Acquisition, utilization, improvement and prevention of human resources.
Human Resources: Need/Importance/Advantages/ It checks the corporate plan of the organization. It helps to face the shortage of certain categories of employees and/or variety of skills despite the problem of unemployment. The rapid changes in technology, marketing, management etc. and the consequent need for new skills and new categories of employees. The changes in organization design and structure affecting manpower demand.
The demographic changes like the changing profile of workforce in terms of age, sex, education etc. The government policies in respect to reservation, child labour, working conditions etc. The labour laws affecting the demand for and supply of labour. Pressure from trade unions, politicians, sons of soil etc.
It offsets uncertainty, change and helps to have right men at right time and in right place. it provides scope for advancement and development of employees through training, development etc. It helps to anticipate the cost of salary enhancement, better benefits etc.
To plan for physical facilities, working conditions and volume of fringe benefits like canteen, schools, hospitals, conveyance, child care centers, quarters, company stores etc. It gives an idea of type of tests to be used and interview techniques in selection based on the level of skills, qualifications, intelligence, values etc. of future human resources. It helps to find out and develop various HR initiatives resources to meet the organizational needs. It facilitates the control of all the functions, operations, contribution and cost of human resources.
External Factors
Internal Factors
External Factors
Governments policies Level of economic development including future supply of HR Business environment Level of Technology Natural Factors
Internal Factors
Policies and strategies of the company Human resource policy of the company Formal and Informal groups Job Analysis Time Horizons (long term or short term) Type and quality of information Companys production operations policy Trade Unions
3. Supply Forecasting
Existing inventory Potential losses temporary/permanent Potential additions
4. Estimating the net human resource requirement 5. In case of future surplus plan for redeployment, retrenchment and lay-off
6.
In case of future deficit forecast the future supply of human resources from all sources with reference to plans of other companies
7. Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resource requirements. 8. Plan to modify or adjust the organizational plan if future supply will be inadequate with reference to future net requirements.
Way back in the last century, 'commitment' was not an issue - one became 'committed' the moment one signed on the dotted line"In those days, joining an organisation (particularly a large one) was seen as a career/life move. However, because of globalisation, full time employment
Institute, US, defines employee commitment simply as staff being, "continually motivated to
Supervisory support
Union support
How do organisations promote and support the commitment of its people? In "Built to Last" clearly demonstrated that, "Visionary companies pursue a cluster of objectives, of which making money is only one - and not necessarily the primary one, But they are equally guided by a core ideology. The crucial variable is not the content of a company's ideology, but how deeply it believes its ideology and how consistently it lives, breathes and expresses it in all that it does. This last point is the responsibility of the leader and is the essence of employee commitment.
External:
Portals Manpower consultants Advertisements Campus recruitment Job fairs Head hunting
There are several basic types of resumes used to apply for job openings. Depending on your personal circumstances, choose a chronological, a functional, combination, or a targeted resume. A chronological resume starts by listing your work history, with the most recent position listed first. Your jobs are listed in reverse chronological order with your current, or most recent job, first. Employers typically prefer this type of resume because it's easy to see what jobs you have held and when you have worked at them. This type of resume works well for job seekers with a strong, solid work history.
A functional resume focuses on your skills and experience, rather than on your chronological work history. It is used most often by people who are changing careers or who have gaps in their employment history.
A combination resume lists your skills and experience first. Your employment history is listed next. With this type of resume you can highlight the skills you have that are relevant to the job you are applying for, and also provide the chronlogical work history that employers prefer.
A targeted resume is a resume that is customized so that it specifically highlights the experience and skills you have that are relevant to the job you are applying for. It definitely takes more work to write a targeted resume than to just click to apply with your existing resume. . A mini resume contains a brief summary of your career highlights, qualifications. It can be used for networking purposes or shared upon request from a prospective employer or reference writer who may want an overview of your accomplishments, rather than a full length resume.
4. SKILLS AND ABILITIES. This area focuses on accomplishments. All accomplishments should support the objective. When listing accomplishments, you should identify the situation, use action verbs to define what you did, list what resulted and state the significance in quantifiable terms.
5.listed on a separate sheet. Prior to using someone as a reference, you should get their permission. Be sure the pertinent information WORK HISTORY. This section should include the title of the position you held, the name company, location (city and state), years employed and a brief description of the position. Give the broad aspects of your position, the details can be discussed in an interview. Under no circumstances should you falsify information. 6.PROFESSIONAL. This section may list professional organizations in which you have been affiliated. It is recommended you leave out information related to religious or political affiliation or conversational activities.
7.REFERENCES. References should not be listed on your resume. You can, however, indicate that references are available upon request. You should have references (address and telephone number) is correct.
acceptable.
Keep your resume to one or two pages in length. Make your resume easy to read. Use on-inch margins on the top, bottom, and sides of resume.
Keep your resume clear and concise. -Do not misspell words. -Use proper grammar. -Use everyday language. -Avoid acronyms. All tenses should agree. (Present experiences should be described in the present tense, and past experience should be described in the past tense.) -Capitalize section headings. -Keep sentences short under 12 words. -Do not write in paragraphs. Be honest. Do not exaggerate. -Single space within sections. Double space between sections. Format your resume according to strengths. Start with a career objective first, and make it specific. Follow with the skills or accomplishments that strengthen your qualifications. Be consistent with the format. Arrange your resume on chronological order by listing experiences and education in date order, beginning with the most recent and working backwards.
Outline work experience. Work experience can be paid on nonpaid. Remember to include volunteer experience. Identifying these activities will enhance your resume. List all work responsibilities. Look at each responsibility, describe the tasks performed, the problems you had, how you solved them and the outcome. It is very important to quantify wherever possible. Give examples. For greater emphasis on skills and/or accomplishments, summarize them up front. Edit your resume many times to make it as effective as possible. Use a dictionary and thesaurus to improve word choice Have someone else proofread your resume. Produce your resume in a manner that can be easily changed.
Online recruitment
Tools ,techniques and challenges HR Trends Candidates want an individual relationship with the employer. Common to hear about the skills shortage Huge growth seen the last 5 years around online recruitment tools for candidates Recruitment is now about customer relationship management It is still a war for talent, people are using latest weapons It is a "zero sum" game between your company and everyone else competing for similar talent Up to 25% of existing eRecruitment vendors will be acquired or go out of business in the next 3 years.
Online Recruitment
The tools, techniques and challenges
HR trends
Candidates want an individual relationship with the employer Common to hear about the skills shortage Huge growth seen the last 5 years around online recruitment tools for candidates Recruitment is now about customer relationship management It is still a war for talent, and now the most advanced practices are the latest weapons Up to 25% of existing eRecruitment vendors will be acquired or go out of business in the next 3 years
Selection Process
Source Written Examination Preliminary Interview Group discussion Psychometric tests Final interview Functional manager & HR decision Management decision Reference check Medical examination Issue of offer letter
Constraints and Challenges for recruitment: Poor image Unattractive job Conservative internal policies Restrictive government policies
Types of tests
Intelligent tests - They measure the incumbents
learning ability and also the ability to understand instructions and make judgments. The basic objective of intelligence tests is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organisation. Intelligence tests do not measure any single trait, but rather several abilities such as memory, vocabulary, verbal fluency, numerical ability, perception, spatial visualisation, etc.
Types of tests
Aptitude tests - Aptitude tests measure an
individuals potential to learn certain skills clerical, mechanical, mathematical, etc. These tests indicate whether or not Employee Testing and Selection an individual has the ability to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary. Clerical tests, for example, may measure the incumbents ability to take notes, perceive things correctly and quickly locate things, ensure proper movement of files
Types of tests
Personality tests - Personality tests are used to
measure
personality
basic
such
aspects
as
of
an
applicants
emotional
motivation,
balance,
self-confidence,
interpersonal
Achievement tests: Work sampling tests Simulation tests: Simulation activities Assessment center: Extension of work samples Examples of the simulated exercises based on real-life, included in a typical assessment centre are as follows: In basket exercise, leaderless group exercise, Business games, Individual presentation, structured interview
Graphology tests: Graphology involves using a trained evaluator to examine the lines, loops, hooks, strokes, curves and flourishes in a persons handwriting to assess the persons personality and emotional make-up. Polygraph (lie-detector) tests, Integrity tests
Selection techniques
Telephone interview Written test Group discussion Preliminary Interview Psychometric tests Final interview Cross functional interview Functional & HR manager decision Management descion
v.May have forgotten much of the interviews content within minutes after its Conclusion; vi. May have allowed himself to be unduly influenced by associating a particular personality trait with a persons origin or cultural background and that kind of stereotyping/generalising ultimately determining the scores of a candidate (stereotyping). For example, he may feel that candidates from Bihar may find it difficult to read, write and speak English language and hence not select them at all! vii. May allow the ratings to be influenced by his own likes and dislikes (bias)
Types of Interview
Non-directive interview Directive interview OR Structured Situational interview Stress interview Behavioural Interview Panel Interview
Unit - III
Feedback Spaced practice (Duration) Whole training (Detailed &logical) Active practice(Practice makes a man perfect)
TRAINING TECHNIQUES
Job instruction training (preparation, presentation, performance try out and follow up) Coaching Mentoring
Mentoring Functions
Career functions: Career functions are those aspects of the relationship that enhance career advancement Sponsorship, Exposure, Coaching, Protection, Challenging assignments
Merits: There is an excellent opportunity to learn Constant guidance helps the mentee to be on track using facilities to good advantage Demerits: It may create feelings of jealousy among other workers who are not able to show equally good performance If mentors form overly strong bonds with trainees, unwarranted favoritism may result. This can have a demoralising effect on other workers, affecting their work performance in a negative way.
Developing Managers
Management development is the process in which managers/executives acquire not only skills and
Executive Development
Executive or management development is a planned, systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.
Importance
Executive Development has become indispensable to modern organisations in view of the following reasons:
and abilities
Helps executives to realise their own career goals and aspirations in a planned way. The rich experience that they gain over a period of time would help them step into the shoes of their superiors.
Importance
Improves their analytical skills The special courses, projects, committee assignments, job rotation and other exercises help managers to have a
Inventory of manpower
Planning individual development plan
RESPONSIVE MANAGERS-ON THE JOB AND OFF THE JOB DEVELOPMENT TECHNIQUES AND SKILLS
Decision-making skills (a) In-basket (b) Business game (c) Case study Interpersonal skills (a) Role play (b) Sensitivity training (c) Behaviour Modeling
Job knowledge
(
(c) Understudy Organisational knowledge (a) Job rotation (b) Multiple management General knowledge (a) Special courses (b) Special meetings (c) Specific readings Specific individual needs (a) Special projects (a) Special projects (b) Committee assignments
Lectures
Group Discussions
Programmed Instructions
CD - ROMS
Multiple Management To assist managers in expanding their outlook and knowledge in various functional areas
PERFORMANCE PPRAISAL
Performance Evaluation or Appraisal is the process of deciding how employees do their jobs. Performance refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job requirements.
The appraisal is a systematic process involving three steps: a. Setting work standards. b. Assessing employee's actual performance relative to these standards. c. Offering feedback to the employee so that he can eliminate deficiencies and improve performance in course of time.
Individual evaluation Multiple person evaluation 1. Confidential report 9. Ranking 2. Essay evaluation 10. Paired comparison 3. Critical incidents 11. Forced distribution 4. Checklists 5. Graphic rating scale 6. Behaviourally anchored rating scales 7. Forced choice method 8. MBO
Other methods 12. Group Appraisal 13. HRA 14. Assessment centre 15. Field review