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Human Resource
Human resource is a set of individuals who makeup
the workforce of an organizations & businesses.
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HUMAN RESOURCE MANAGEMENT
Human Resource
Management is the
management of people
working in an
organization. It is a
managerial function that
ensure to achieve
organization’s goal leading
with attraction,
selection, training,
assessment, and
rewarding of employees.
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Management Functions
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Planning
Organizing
Directing / Leading
Controlling
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Globalization trends:
Extending sales across geographies/continents.
Exporting manufacturing products to various other countries
Implication:
More globalization means more competition, more competition means more pressure to be “world-class”.
To lower costs, to make employees more productive and to do things better and less expensively
b) Communication
Though the Internet has made global communication simpler, time zones have not. HR must devise ways to communicate
vital information in a timely manner, without expecting remote employees to be available at odd times, such as midnight or
the early morning hours.
c) Training
HR must devise ways to deliver training to employees abroad who cannot attend live sessions in the company’s home country.
Solutions may include self-paced training, virtual training that is live but conducted through Internet connections, and
teleconferences. If the nature of the training is such that personal contact is essential, HR must find ways to either send
trainers abroad or bring remote employees to the home country temporarily.
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Technological trends:
Internet based worldwide distribution network, linked to the checkout registers at its stores around the world.
Computerized ticket booking facilities to passengers.
Internet Banking.
E-Shopping.
Digital Marketing.
Implications:
Highly skilled & trained workforce to cope up with technological changes.
Implication:
More skill based training to employees, more skilled employees required.
Effective sales/service training to meet customer’s requirements/expectations. More intellect people required.
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HUMAN RESOURCE MANAGEMENT
APPROACHES
Strategic Approach
Human Resource Approach
Management Approach
System Approach
Proactive Approach
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STRATEGIC APPROACH
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HUMAN RESOURCE APPROACH
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MANAGEMENT APPROACH
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SYSTEM APPROACH
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SYSTEM APPROACH
INPUT:
It is used as primary resources for organizational output.
a. Human Resource:
It is active means of production. It is mobilized from one job to another.
PROCESS/TRANSFORMATION:
Inputs are processed level achieve the desired level of output. It is a mechanism on which input components are transformed
into output.
a.Acquisition:
Recruitment, selection and placement of people in the organization. It ensures right number of people at the right place at
right time. Recruitment generates potential candidates, selection chooses the best candidates and placement or socialization
makes these selected candidates familiar with organizational rules and regulations.
b. Development:
*Employee training: It is given to the lower and middle level employees for the development of their skill, knowledge and
ability to work.
*Management development: It is educational and other academic activities provided to top level managers to develop
their future potentials.
c. Motivation:
It inspires people for better performance evaluation, reward and punishment, compensation management, discipline, etc.
d. Maintenance:
It is a process of retaining the employees for the longer period of time. It is the keeping those people having better
performance retention of competent or capable employees in the organization is maintenance. It consist of labor relation and
employee welfare.
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SYSTEM APPROACH
OUTPUT:
It is the final product or service which is produced through managerial function by using inputs. Output
components are ;
a. Quality of work life:
It refers to good relationship among employees and total working environment. Each and every members are able
to satisfy the needs of the organization through transformation process. It makes employees participate in
organization process actively and efficiently.
b. Productivity:
It is the ratio of input and output how much and how will the amount of work is being produced. Productivity can
be increased y capital investment, innovation, learning and motivation to introduce new technologies. Efficient
relationship between input and output is productivity
c. Readiness to change:
Ability to adjust in dynamic environment HRM system ensures that the employees can tackle the change that occurs
in the organizational environment. Everyone is prepared for any sort of changes according the work life. Employees
should be competitive.
d. Employee satisfaction:
It belongs to employees attitude towards the job and desire of commitment. Employees will show additional
performance if they are satisfied with the pay and other are satisfied with the pay and other benefits provided with
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PROACTIVE APPROACH
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HUMAN RESOURCE MANAGEMENT
OBJECTIVES
Organizational Objectives.
Functional Objectives
Societal Objectives
Personal Objectives
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HRM OBJECTIVES
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HRM Objectives & Functions
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ACTIVITY
Create an example for Human Resource Management
Model and fix all four objectives in single example.
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HUMAN RESOURCE MANAGEMENT
ACTIVITIES
Planning
Recruitment
Selection
Training & Development
Performance Assessment
Appraisals
Compensations
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ACTIVITY
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HUMAN RESOURCE MANAGEMENT
ROLES
Strategic
Operational
Employee Advocate
Administrative
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Strategic Role:
Involves the development of aligned collection of
practices, programs and policies to facilitate the
achievement of the organization’s strategic objectives.
focusing on strategic issues than operational issues.
Integration of all HR programs within a larger
framework, facilitating the organization’s mission,
vision and its objectives.
Administrative expert:
The administrative role of an HR manager is heavily oriented to processing and record keeping.
Maintaining employee files, and HR related databases, processing employee benefit claims, answering
queries regarding leave, transport and medical facilities, submitting required reports to regulatory
agencies are examples of the administrative nature of HR management. These activities must be
performed efficiently and effectively to meet changing requirements of employees, customers and the
government.
Counsellor:
The personnel manager discusses various problems of the employees relating to work, career, their
supervisors, colleagues, health, family, financial, social, etc. and advises them on minimising and
overcoming problems, if any.
Legal consultant:
Personnel manager plays a role of grievance handling, settling of disputes, handling disciplinary cases,
doing collective bargaining, enabling the process of joint consultation, interpretation and
implementation of various labour laws, contacting lawyers regarding court cases, filing suits in labour
courts, industrial tribunals, civil courts and the like.
HUMAN RESOURCE MANAGEMENT
MODEL
I
FRAMEWORK
&
CHALLANGES
V
II
EMPLOYEE
RELATION PREPERATION
OBJECTIVES &
&
ORGANIZATIO SELECTION
ASSESSMENT NAL
FUNCTIONAL
SOCIETAL
PERSONAL
IV III
COMPENSATIO DEVELOPMEN
N T
& &
PROTECTION EVALUATION
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Chapter 2
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Job Analysis
Definition: Job is Pattern of tasks, duties and
responsibilities that can be done by a person.
“ Job Analysis” seeks to study these patterns of activity
to determine the tasks, duties and responsibilities
needed for each job.
Knowledge about job and their requirement must be
collected through a process called “ Job Analysis” in
which information about job is systematically
collected, evaluated and organized.
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The Basic of Job Analysis
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COLLECTION OF JOB ANALYSIS INFORMATION
Job Identification
Questionnaire Development
Data Collection
a) Interviews
Level of Accuracy = High
Time Consumption = High
Cost Consumption = High
b) Panel of Experts
Level of Accuracy = High
Time Consumption = High
Cost Consumption = High
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COLLECTION OF JOB ANALYSIS INFORMATION
c) Mail Questionnaire
Level of Accuracy = Low
Time Consumption = Low
Cost Consumption = Low
d) Employee Logs
Level of Accuracy = Low
Time Consumption = High
Cost Consumption = Low
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COLLECTION OF JOB ANALYSIS INFORMATION
e) Observations
Level of Accuracy = Low
Time Consumption = High
Cost Consumption = Low
f) Combination
Level of Accuracy = Dependable
Time Consumption = Dependable
Cost Consumption = Dependable
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APPLICATION OF JOB ANALYSIS INFORMATION
Job Description: It is written statement that explains
duties, responsibilities and other aspects of specific
job.
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APPLICATION OF JOB ANALYSIS INFORMATION
Job Specification: It reflects requirement if
interpersonal skills of an individual for specific job.
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JOB PERFORMANCE STANDARDS
Standards
Measures
Corrections
Feedback
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TECHNIQUES OF JOB REDESIGNING
Under specialization:
Work Simplification
Re-Engineering
Over Specialization:
Job Rotation
Job Enlargement
Job Enrichment
Autonomous Work Team
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TECHNIQUES OF JOB REDESIGNING
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TECHNIQUES OF JOB REDESIGNING
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TECHNIQUES OF JOB REDESIGNING
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TECHNIQUES OF JOB REDESIGNING
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Chapter 4
PERSONNEL PLANNING
AND RECRUITMENT
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Demand For Human Resources
Causes of Demand
External Challenges
. Economic Condition
. Political
. Technology
. Competitors
Organizational Decision
Workforce Factors
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Demand For Human Resources
Causes of Demand
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Demand For Human Resources
Forecasting Techniques
Experts Forecast
. Informal Decisions
. Formal Expert Survey
. Nominal Group Technique (NGT)
. Delphi Technique
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Demand For Human Resources
Forecasting Techniques
Trend Forecast
. Extrapolation
. Indexation
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Demand For Human Resources
Stage 1 Stage 2 Stage 3 Stage 4
Managers discuss Annual Planning Using computer Online modeling & computer
goals, plans & & budgeting includes generated analysis simulation of talent need and
required workforce human resource need report regarding maintaining process of updating
future trends. & projecting staffing needs.
Highly informal Specify Quantity & Use computer to Providing best possible current
& subjective quality of talent needs relieve managers information for managerial
of routine forecasting decision.
tasks i.e vacancies &
turnover.
Identify problems Exchange data such as economic
requiring actions Employment & social data with
individual & general other companies & Govt.
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Supply of Human Resources
Audit of
Succession Replacement
Human
Planning charts
Resource
Supply of
External Human Internal
Resource
Labor
Market
Analysis
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Supply of Human Resources
Estimates of Internal Supply
Human Resource Audit
. Skill inventories
. Management Inventories
Succession Planning
. Promotions
. Transfers
. Continuity Planning
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Supply of Human Resources
Estimates of Internal Supply
Succession Planning
Continuity Planning
. Job Rotation
. Training & Development
. Special Assignment
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Supply of Human Resources
Estimates of External Supply
External Need
Labor Market Analysis
Community Attitudes
Demographics
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Implementation of Human Resource Plans
Attrition
Involuntary Attrition typically refers to an
employment decision to terminate the
employee. Reasons for involuntary turnover
include poor performance, excessive
absenteeism or violation of a workplace policy
that is considered a terminable offense.
Voluntary Attrition.
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Implementation of Human Resource Plans
Outplacement
The provision of assistance to laid-off employees
in finding new employment, either as a
benefit provided by the employer directly, or
through a specialist service.
HR Shortage
Situation where the quantity available or supplied
in a market falls short of the quantity demanded
or required at a given time or price.
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Chapter 7
Recruitment
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Constraints And Challenges
Recruiter Habits
Environmental Conditions
.Demographic Changes
.Leading Economic Indicators
.Predicted Vs Actual volume of business
.Want-Ads Index
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Constraints And Challenges
Job Requirements
Cost
Incentives
Organizational Policies
.Compensation Policies
.Employment status policies
.International hiring policies
.Promote-from-within policies
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Recruitment Channels
Internal Recruitment Channels
Job Posting Programs
Departing Employees
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Recruitment Channels
External Recruitment Channels
Professional Search Firms
Educational Institutions
Professional Associations
Temporary Help Agencies
Leased Employees
International Recruiting
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Chapter 8
Selection
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Steps In Selection Process
Step-I: Preliminary Reception
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Steps In Selection Process
Step-III: Selection Interview
a) One-Two-One Interview
b) Group Interview
c) Unstructured Interview
d) Structured Interview
e) Mixed Interview
f) Behavioral Interview
.) Stress Interview
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Steps In Selection Process
Step-IV: References & Background Checks
a) Personal References
b) Employment Professional References
c) Background Checks
.) Bonding & Security Checks
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Interview Process
Step-I: Interview Preparation
Step-IV: Termination
Step-V: Evaluation
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Chapter 8
Training And Development
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Training & Development
Need Assessment
Training & Development Objectives
a) Program Contents
b) Learning Principles
. Participation
. Repetition
. Relevance
. Transference
. Feedback
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Training & Development
Training & Development Approaches
a) On-The-Job-Technique
. Job instruction training
. Job rotation
. Apprenticeships
. Coaching
b) Off-The-Job-Technique
. Lecture
. Video presentation
. Vestibule training
. Role playing
. Case Study
. Simulation
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Training & Development
Off-The-Job-Technique (Contd)
. Self study & Programmed learning
. Laboratory training
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Training & Development
Evaluation of Training & Development
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