UNIT I : PERSPECTIVES IN HUMAN MANAGEMENT

PAGE 14

DEPARTMENT OF MANAGEMENT STUDIES

JEPPIAAR ENGINEERING COLLEGE

(NBA Accredited & ISO 9001:2008 Certified Institution)

Rajiv Gandhi Salai, Chennai 600 119.

REGULATION 2013BA7204- HUMAN RESOUCE MANAGEMENT

UNIT 1 PERCEPTIVE IN HUMAN RESOURCE MANAGEMENT:

Evolution of human resource management the importance of the human factor objectives of human resource management role of human resource manager human resource policies computer applications in human resource management.UNIT 2 THE CONCEPT OF BEST FIT EMPLOYEE:

Importance of human resource planning forecasting human resource requirement internal and external sources. Selection process screening tests - validation interview - medical examination recruitment, introduction importance practices socialization benefits.

UNIT 3 TRAINING AND EXECUTIVE DEVELOPMENT:

Types of training methods purpose, benefits resistance. Executive development programmes common practices - benefits self development knowledge management.

UNIT 4 SUSTAINING EMPLOYEE INTEREST:

Compensation plan reward motivation theories of motivation career management development mentor protg relationships.

UNIT 5 PERFORMANCE EVALUATION AND CONTROL PROCESS:

Method of performance evaluation feedback industry practices. Promotion, demotion, transfer and separation implication of job change. The control process importance methods requirement of effective control systems grievances causes implications redressal methods.

TEXT BOOKS:

1. Decenzo and Robbins, Human Resource Management, Wilsey, 6th edition, 2001.

2. Biswajeet Pattanayak, Human Resource Management, Prentice Hall of India, 2001.

REFERENCES:

1. Human Resource Management, Eugence Mckenna and Nic Beach, Pearson Education Limited, 2002.

2. Dessler Human Resource Management, Pearson Education Limited, 2002.

3. Mamoria C.B. and Mamoria S.Personnel Management, Himalaya Publishing Company, 1997.

4. Wayne Cascio, Managing Human Resource, McGraw Hill, 1998.

5. Ivancevich, Human Resource Management, McGraw Hill 2002.

______________________________________________________________________________UNIT I: PERSPECTIVES IN HUMAN MANAGEMENT

HUMAN RESOURCE MANAGEMENT

Definition of HRM

Prof. Jucius

The field of management which has to do with planning, organizing, directing and controlling various operative functions of procuring, developing, maintaining and utilizing a labor force such that the

Objectives, for which the company is established are attained economically and effectively

Objectives of all levels of personnel are served to the highest possible degree

Objectives of the community are duly considered and servedEdward Flippo

Personnel management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished

Management Essentials

ORGANISATION Group of people working together to achieve a common goal

MANAGEMENT Accomplishment of organisational objectives by utilizing physical & financial resources through the efforts of human resources.

RESOURCES - Factors of production which includes human and physical (materials, money, machinery) resources

HUMAN CAPITAL

Our employees are our greatest assets, and the ability to attract and retain them is the key driver of our future success.

The human capital can be defined as "the embodiment of productive capacity within people. It is the sum of peoples skills, knowledge, attributes, motivations, and fortitude. It can be given or rented to others, but only on a temporary basis; its ownership is non-transferable.

Complexity in managing people

Dynamic nature of the people

Every person is Unique

People are responsive

Importance of the human factor

Proper utilization of other resources

Help transform lifeless factors of production into useful products

Capable of enlargement

produce extraordinary things when inspired

Can help organisation achieve results quickly, efficiently & effectively.

The secret of their success is The way they treat their employees - Sony

Nestle CEO Every single person in the organization should ask himself or herself is there anything I can do to add a little more value to our organization

How important are people treated in the Organization.

Organization acquires the services from the Employees, Develop their Skills and motivate them to achieve the organization objectives.

HR - Productivity , Quality Work Life & Profit.

The Enterprise is People , Organization need people and People need Organization.

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

The importance of human factor can be discussed as follows:

a) Social Significance:

Proper management of personnel, enhances their dignify by satisfying their social needs. This it does by i) maintaining a balance between the jobs available and the jobseekers, according to the qualifications and needs; ii) providing suitable and most productive employment, which might bring them psychological satisfaction; iii) making maximum utilization of the resource in an effective manner and paying the employee a reasonable compensation in proportion to the contribution made by him; iv) eliminating waste or improper use of human resource, through conservation of their normal energy and health; and v) by helping people make their own decisions, that are in their interests.

b) Professional Significance:

By providing a healthy working environment it promotes teamwork in the employees. This it does by i) maintaining the dignity of the employee as a human-being; ii) providing maximum opportunities for personal development; iii) providing healthy relationship between different work groups so that work is effectively performed; iv) improving the employees working skill and capacity; v) correcting the errors of wrong postings and proper reallocation work.

c) Significance for Individual Enterprise:

It can help the organisation in accomplishing its goals by: i) creating right attitude among the employees through effective motivation; ii) utilizing effectively the available human resources; and iii) securing willing co-operation of the employees for achieving goals of the enterprise and fulfilling their own social and other psychological needs of recognition, love, affection, belongingness, esteem and self-actualisation.

Dynamic and growth-oriented organisations do require effective management of people in a fast-changing environment. Organisations flourish only through the efforts and competencies of their human resources. Employee capabilities must continuously be acquired, sharpened and used. Any organisation will have proper human resource management i) to improve the capabilities of an individual; ii) to develop team spirit of an individual and the department; and iii) to obtain necessary cooperation from the employees to promote organisational effectiveness.

It is the human resource, which is of paramount importance in the success of any organisation, because most of the problems in organisational settings are human and social rather than physical, technical or economic. Failure to reorganize this fact causes immense loss to the nation, enterprise and the individual. In the words of Oliver Sheldon, No industry can be rendered efficient so long as the basic fact remain unrecognized that it is principally human. It is not a mass of machines and technical processes, but a body of men. It is not a complex matter, but a complex of humanity. It fulfills its function not by virtue of some impersonal force, but a human energy. Its body is not an intricate maze of mechanical devices but a magnified nervous system.

People at work comprise a large number of individuals of different sex, age, socio-religious group and different educational or literacy standards. These individuals in the work place exhibit not only similar behaviour patterns and characteristics to a certain degree, but they also show dissimilarity. Each individual who works has his own set of needs, drives, goals and experiences. Each has his own physical and psychological traits. Each human being is not only a product of his biological inheritance but also a result of interactions with his environment. Family relationships, religious influences, racial or caste backgrounds, educational accomplishment, the application of technological innovations, and many other environmental-experimental influences affect the individual as he works.

People come to work with certain specific motives to earn money, to get employment, to have better prospect in future, to be treated as a human being while at the place of work. They sell their labour for reasonable wage / salary and other benefits. It is these people who provide the knowledge and much of the energy through which organisational objectives are accomplished.

The management must, therefore, be aware not only of the organisational but also employee needs. None of these can be ignored.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT To provide, create, utilize and motivate employees to accomplish organisational goals.

To secure integration of individuals and groups in securing organisational effectiveness.

To create opportunities, to provide facilities, necessary motivation to individuals and groups for their growth with the growth of the organisation by training and development compensation.

To provide attractive, equitable, incentives, rewards, benefits, social security measures, to ensure retention of competent employees.

To maintain high morale, encourage value system and create environment of trust, mutuality of interests.

To provide opportunities for communication expression, participation, appreciation, recognition and provide fair efficient leadership.

To create a sense and feeling of belongingness, team spirit and encourage suggestions from employees.

To ensure that, there is no threat of unemployment, inequalities, adopting a policy recognizing merit and employee contribution, and conditions for stability of employment.

EVOLUTION:The concept of HRM emerged in the mid 1980s against the background of the works of famous writer on management like Pascale and Athos (1981) and Peters and Waterman (1982), who produced lists of the attributes that they claimed characterized successful companies.

I INDUSTRIAL REVOLUTION ERA

Use of Mechanical energy

Establishment of factories by employing large no. of people is done.

The place of work change from home to a central work area.

The method of production changed from manual to machine operations.

Drawbacks

Working & living conditions were unsatisfactory

Working hours adults 9-11 hrs per day.

Working hours children 14-15 hrs per day.

Labour commodity-human being.

II ERA OF TRADE UNIONISM

Group of employees began to get together to discuss their common problems.

Child labour

Long hours of work

Poor working conditions.

Economic problems.

III ERA OF SOCIAL RESPONSIBILITY

Robert owen believed that the social economic environment influence the physical, mental & psychological development of workers.

He believed that to increase productivity, one has to improve the working condition of the employees.

IV Scientific Management

F.W.Taylor is known as Father of Scientific Management.

Principles of F.W.Taylor

The development of a true science of each job.

Selection of the right person for right job.

Training a person to perform his job in a scientific management.

Friendly cooperation between the management and the organisation.

Taylors idea lead to a separate discipline called human engineering.

It is the study of people at work and work methods.

V Industrial psychological era

Hugo Munsterbergs is considered the father of industrial psychology.

He emphasised the use of psychology in the field of personnel testing, interviewing.

Hawthorne experiments were conducted during this era.

VI The Behavioural Era

Economics, History contributed to this era.

Abraham Maslow propounded a theory regarding an individual Hierarchy of Needs.

Personnel Specialist & Welfare Era

Assist the line management in Manning the organisation.

Providing a task force to render services to the benefit of the employees viz., transport, recreational services

Human Relation Era

Cultural & Social change.

Change in govt. & Labour relation.

Management Attitude (labour-commodity-assets)

Changing role of employees (master& servants, partnerships)

The American Society for Training & Development (ASTD) has developed a Human Resource Wheel in 1983 highlighting different functions of HRM leading to quality of work life, productivity and readiness for change. They are:

Training & Development

Organisation Development Focus

Organisation / Job Design Focus

HRP Focus

Selection & Staffing

Personnel Research & Information Systems

Compensation / Benefits Focus

Employee Assistance Focus

Union / Labour Relations Focus.

In 1984, Michigan School developed a human resource cycle that consists of four generic processes or functions. They are:

Selection

Appraisal

Rewards

Development.

Evolution of HRM

Early Period Growth Period Maturity Period Transition PeriodEarly Period Before 1900

Guild System Improving the working life of individuals were major concerns of reformers. Hiring, Firing, Training and Pay adjustment Decisions were made by individual Supervisors. Scientific Management studies conducted by Frederick W Taylor beginning of 1885 helped management to identify different ways of doing work and thus to increase worker productivity. Industrial Revolution - 1870 working condition , social patterns , and division of labor were significantly changed. Organization grew larger - Specialists Planning , Recruitment , selection , placement and purchasing Growth Period between 1900 1946

1908 unsafe working conditions & child labor enactment of laws in USA.

1910 - Growth of organization led to establishment of the first personnel department.

1910 1920 Right Man in the Right Job Placement theme.

Frank and Lillian Gilberth dealt task design and efficiency.

Early 1920 - Employee Counseling, Paid Holiday, Vacations and Sick Leave began.

Mid 1920 Elton Mayo conducted the Hawthorne studies impact of work groups on individual workers job evaluation for determining hourly wage rates were developed.

1930 major Labor which led to growth of Unions

During the Second World War major developments were made in selection and training methods.

Between 1940 1950 Importance of collective bargaining and union management relations expanded the responsibilities.

Maturity between 1946 and 1970

1946 Employment Act (USA) established.

1950 rapid growth in pension plans

1960 1970 legal requirements and constraints arising from the social legislation changes in the HR department polices and practices.

Legal Ramifications More professional.

Revised selection and testing procedures and reassessed training needs and criteria

Transition 1970 till date

Responsibility of the every manager management of of human resources

Human Resources as the valuable assets

Shift from the management practices like two way communication MBO, Quality circles , employee centered leadership- paved way to transform from the personnel management to HRM.

Welfare focus on the Efficiency.

Computerization of HR activities recevive more attention.

400 BC Historical Babylon -Incentive wage plans

A wage system which provides additional pay for

qualitative and quantitative performance which exceeds

standard or normal levels. Also known as incentive wage system.

1650 BC Principle of Division of Labor China

1200 BC Span of Management Moses

4th century Kautilya - Systematic Management

Prior

Industrial

RevolutionStatus of labor was low. (Guild System Craftsman ,

Journeyman and Apprentice. ) Beginning of HRM

Selection, Training and Development of workers of

collective bargaining for wages and working

conditions.

Laissez FaireIndustrial system were characterized by Factory

System. (a change from cottage system).

Deteriorated the Employer Employee Relationship

due to the unhealthy work environment, Monotony,

Personnel

ManagementHistory , major importance was given to the

Personnel Management . Great Depression 1920-21

throw many people from jobs 1923 started giving

more importance in their core functions.

The Harvard Framework of HRM was developed by Beer in 1984. It suggested that HRM has two characteristics features: a) Line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policies; b) The personnel function has the mission of setting policies that govern how personnel activities are developed and implemented in way that make them more mutually re-enforcing. The Harvard model has integrated the history and practice of HRM, particularly emphasizing HRM as a general management function rather than personnel function only. HRM policy should evolve taking into consideration stakeholder interest and situational factors, which will lead to HRM outcomes like commitment, congruence and cost effectiveness. This ultimately will lead to long-term consequences like individual well being, organisational effectiveness and societal well-being which in turn will impact the stakeholder interest and situational factors and also the HRM policy choices.

Walton (1985) has further expanded the concept of HRM stating that the new HRM model is composed of policies that promote mutuality mutual goals, mutual influence, mutual respects, mutual rewards and mutual responsibility. The theory propounds that policies of mutuality will elicit commitment, which in turn will yield both economic performance and greater human development.

David Guest (1987-1991) has taken the Harvard model and developed it by defining four policy goals which can be used as testable propositions:

Strategic Integration.

High Commitment

High Quality

Flexibility.

Story (1989) has distinguished between hard and soft version of HRM. The hard approach to HRM emphasizes the quantitative, calculative and business strategic aspects of managing the head count resource in a rational way. Whereas the soft model of HRM traces its roots to the human relations school, emphasizing communication, motivation and leadership.

Karen Legge (1989) had defined the HRM theme that human resource policies should be integrated with strategic business planning and used to reinforce an appropriate organisational culture, that human resources are valuable and a source of competitive advantage that they may be tapped most effectively by mutually consistent policies that promote commitment.

Keith Sisson (1990) suggests that there are four main features increasingly associated with HRM. They are:

Stress on the integration of personnel policies with one another.

The focus of responsibility for personnel management no longer resides with HR specialists.

Focus shifts from manager, trade union relations to management, employee relations and from collectivism to individualism.

Stress on commitment and the exercise of initiative, with managers now donning the role of enabler, empowerer and facilitator.

The overall purpose of HRM is to ensure that the organisation is able to achieve success through people. HRM has been defined as a strategic and coherent approach to the management of an organisations most valued assets the people working there whom individually and collectively contribute to the achievement of its goals.

Time PeriodSubject of primary concernManagerial Perception of EmployeesP/HR Activities

Before 1900Production technologiesIndifference to needs Discipline Systems

1900- 1910Employee WelfareEmployees need safe conditions and opportunitySafety ProgramsInspirational Programs

1910-1920Task EfficiencyNeed High Earning made possible higher productivityMotion and Time study

1920 1930Individual differencesEmployees individual difference are consideredPsychological testing are done

1930-1940UnionizationEmployees as Management adversariesEmployee communication programs

1940-1950Economic securityEconomic protectionPension plan, Health plans, fringe benefits

1950-1960Human Relations Employees need considerate supervisionForeman training

1960-1970ParticipationInvolvement in task decisionsParticipative management techniques (MBO)

1970-1980Task ChallengeChallenging concurrent to the abilitiesJob enrichment, integrated task teams.

1980-1990Employee DisplacementLost through economic downturnOutplacement, retraining restructuring

1900-2000Work force changesMore flexibility in schedules, benefits and policiesStrategic HR planning , Employee rights

HRM IN INDIA:

In India, personnel management emerged because of the governmental interventions and compulsions. In the beginning of the 20th Century, various malpractices in the recruitment of workers and payment of wages were prevalent which caused a colossal loss in production due to industrial disputes. The Royal Commission of Labour in India (1931) under the Chairmanship of J. H. Whitley recommended the abolition of the Jobber System and the appointment of labour officers in industrial enterprises to perform the recruitment function as well as to look after the welfare of the employees.

After Independence, a labour welfare officer was identified as personnel manager created by legislation under Factories Act, 1948. The role of a personnel manager was more of a custodian of personnel policy implementation and compliance to different acts of the Factories Act. Two professional bodies were formed namely, Indian Institute of Personnel Management (IIPM) at Kolkata and the National Institute of Labour Management (NILM) at Mumbai. In 1980s, these two professional bodies merged together and formed the National Institute of Personnel Management (NIPM), headquartered at Kolkata. In the year 1990, another milestone was achieved by renaming of American Society for Personnel Administration (ASPA) as Society for Human Resource Management (SHRM). Over the years, a new approach the Human Resource Management has emerged which focuses more on developmental aspects of human resource with a pragmatic and flexible approach.

Evolution in HRM in India

Period Development StatusOutlookEmphasisStatus

1920 1930BeginningCapitalist Welfare Paternalism Clerical

1940-1960Struggling for RecognitionTechnical; LegalisticIntroduction to techniquesAdministrative

1970-1980Achieving SophisticationProfessional Legalistic ImpersonalRegulatory, Conforming imposition of standards on other functionsManagerial

1990Promising PhilosophicalHuman values productivity through PeopleExecutive

DEVELOPMENT OF HRMGurus / Contributors ContributionsImpact

F. W . TaylorScientific Management Influence in production techniques and HRM. Analyzing Work Performance Performance related pay

Frank and Lillian GilberthWork Study Methods Performance measurement Job Design

Elton MayoHuman relations & Group Behavior People Centered HRM Team Based work practices

Kurt LewinModels for change of people and organizationsHRM a Vehicle for change.

Pascale And Athos JIT Quality assuranceEmergence of HRM in early 1980

TOM PetersStrategic HRMAchieving OrganizationalCompetitiveness. Excellence of Notions of HRM

Charles Handy Chris Argyris Edgar ScheinNature of work and OrganizationTheoretical Strengthening HRM

Henry MintzbergCritical Assessments of strategic planning Realistic approach of Human Resources .

DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HRMPERSONNEL MGT HRM

Management of people employedManagement of Knowledge SA, attititutes..

Man is an economic resource/

service exchanged for wage /

salaryMan is an economic, social &

Psychological

Human Resources as a commodity that can be purchased & usedHuman Resources are treated as a valuable resource

Employees are cost

centers, management controls costProfit centre- invest capital for

development & future use

Human Resources are used for the organisational benefitUsed for organisation, individual

& family benefit

Auxiliary functionStrategic mgmt function

FUNCTIONS OF HRMA. Managerial Functions:

Planning, Organizing, Directing , Controlling

B. Operative Functions:

Procurement functions, Development functions, Motivation & compensation, Maintenance, Integration, & Separation.

MANAGERIAL FUNCTIONS Planning Planning is the determination of plans, strategies, programmes, polices, procedures and standards needs to accomplish the desired organisational objectives

Determine the personnel prog regd recruitment, selection, & training to achieve desired objectives.

Two main features of Planning are Reasearch and Forecasting.

Personnel administration should be able to predict the trends in wages, labor market , union demands, and other benefits

Organizing Structure or framework by which cooperative group of human beings allocates its tasks among its members.

Design structure of relationships b/w jobs, personnel and physical factors.

Organisation consist of authority and responsibility , it is the assignment of specific functions to designated persons or departments with the authorityto carry the activities and accountability to the management.

Directing Getting people to do work willingly & effectively thro supervision and guidance, motivation & leadership.

It is motivating, commanding, actuating

Directing deals not with the dissemination of orders but also the acceptance of the and excuetion of these orders of employees

Controlling & Cordinating It deals with the task of blending efforts in order to ensure a successful attainment of organisational objectives. Act of checking , regulating and verifying whether everything occurs in conformity with the plan. Ensure accomplishment of plans correctly- measure performance thro review reports, records etc

N Non Managerial type of Work

Operative Mgt Middle levelMgt Top level Mgt.

Foreman

Superintendents

Vice president

Unit ManagersDepartmental MgersPresident

Supervisors

Plant Managers

BOD

OPERATIVE FUNCTIONS1. Procurement Function concerned with procuring & employing people with required knowledge, skill and aptitude.

2. Development Increase of skills, knowledge abilities etc

3. Motivation & compensation inspire people to give best-through incentives & rewards

4. Integration of goals thro progs, redressal, negotiations.

5. Maintenance protecting & preserving physical and psychological health of employees

6. SeparationProcurement Development Motivation & Compensation Integration Maintenance Separation

Job Analysis Training Job design Grievance redressal Health & safety Retirement

HR Planning Executive development Work scheduling Discipline Employee welfare Layoff

Recruitment Career planning & development Motivation Teams & teamwork Social security measures Outsourcing

Selection Human Resource development Job evaluation Collective bargaining Discharge

Placement Performance appraisal Employee participation & empowerment Separation

Induction & orientation Compensation administration Trade unions & associations

Internal Mobility Incentives & benefits. Industrial relations

HRM Objectives

HRM Functions

Social Objectives

Legal Compliance

Benefits

Union Management Relations

Organisational Objectives

Human Resource Planning

Selections, Training & Development

Employee Relations

Employee Evaluation & Assessment

Functional Objectives

Appraisal

Placement

Personal Objectives

Training & Development

Appraisal

Assessment / Placement

Compensation.

ROLE OF PERSONNEL MANAGER1. Administrative Roles

Policy maker - develop personnel policies

Administrative expert - record keeping, databases, processing benefits/claims, leave, medical facilities.

Advisor - to line managers , grievance redressal, conflict resolution, selection & training

Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin

Counselor - on various personal and professional problems

Welfare officer - provides & maintains canteens, hospitals, clubs, libraries, transportation, coop societies.

Legal consultant - settling disputes, handling disciplinary cases, collective bargaining.

2. Operational Roles

Recruiter

Trainer, developer, motivator

Coordinator

Mediator

3. Strategic Roles

Change Agent - translate vision statements into meaningful format.

Strategic partner - training centre, design centre..

a) Personnel Role:

Advisory Manpower Planning Training & Development Measurement and Assessment of individual and group behaviour.b) Welfare Role: Research in Personnel & Organisational Problems

Managing services canteens, transports, etc..

Group Dynamics Group counseling, leadership, motivation, etc..

c) Administrative Role: Time-keeping

Salary & Wage Administration

Maintenance of records.

Human Engineering Man-Machine Relationship

d) Fire-fighting Role: Grievance Handling

Settlement of Disputes

Handling disciplinary actions.

Collective Bargaining

Joint Consultation.

He performs many other miscellaneous roles in accordance with the needs of a situation, such as:

The conscience role is that of a humanitarian who reminds the management of its moral and ethical obligations to its employees.

He plays the role of a counselor to whom the employees frequently go for consultation.

As a mediator, he plays the role of a peacemaker, offering to settle the disputes that may arise among individuals or groups.

He acts as a spokesman for or representative of the company.

He acts as a problem-solver with respect to the issues that involve human resources management

He works as a change-agent within the organisation because he is best suited to introduce and implement major institutional changes.

QUALITIES OF A HR MANAGER: He should be a specialist in organisation theory.

He should have knowledge of relevant laws, procedures, techniques and of developments in theory.

He should adequate knowledge of behavioural science.

He should a mind with a capacity for creative thinking, for analyzing situations and reasoning objectively.

He should know problem-solving techniques.

He should have faith in humanity.

He should have capacity for leadership.

Personal Integrity.

Capacity for persuasion, coupled with patience and tolerance.

A friendly, approachable nature.

Initiative and decision-making ability.

Mobility of facial expression.

An ability to generate trust among his colleagues.

A readiness to cooperate with the subordinates in times of difficulty. Personnel Attributes: Initiative, resourcefulness, perception, maturity, analytical ability, unbiased, thorough with labour laws, understanding of human behaviour, Patience, Understanding, empathy, Perseverance

Skills: educational skills, discriminating skills, executing skills, leadership skills,

Experience & training, Professional Attitudes - knowledge of various disciplines

HUMAN RESOURCE POLICIES

Predetermined established guideline towards the attainted of accepted goals and objectives.

Guidelines facilitate properly designed efforts to accomplish the strategic intent.

A policy is a man-made rule of pre-determined course of action that is established to guide the performance of work toward the organisation objectives. It is a type of standing plan that serves to guide subordinates in the execution of their tasks.

Policy Differentiated from Objectives , Programmes and Procedure

ObjectivesProgrammesProcedure

Specific goals, aims , Quantitative terms which the Individual or group seeks to accomplish (Policy is the guide to accomplish)It is developed on polices simply the decisions leads to specific action including practices and procedures. Procedure defines the manner or way of accomplishing - It is process or method.

Flippo definition of policy

is the man made rule of pre determined course of action that is established to guide the performance of work toward the organization objectives.YoderA policy is a pre determined, selected course established as a guide towards accepted goals and objectives. They establish the framework of guiding principles that facilitate delegation to lower levels and permit individual managers to select appropriate tactics or programmes.

Personnel Polices are those that individual have developed to keep them on track towards their personnel objectives.

Personnel Polices refer to principles and rules to conduct which Formulate, redefine, break into details and decide a number of actions that govern the relationship with employees in the attainment of organizational objectives.Personnel Polices are

Key stone in the arch of the management

Life blood for the successful functioning of the personnel management.

Statement of intentions

Positive declaration and command to an organization.

Need for a HR Policy Avoid unintended obligations

Legal requirements

Employment at will, contractual status

Defense of claims

Helps avoid union organizing

Risk management

Time saver

Features of a sound HR policy

Definite, positive, clear and easy to understand

Written

Reasonable stable

Supplementary to all other policies of the orgn and the public policy

Recognition and individual relationship between the mgmt and the employees

Based on the facts

Provide two way communication

Supported by the mgmt, employees and the union

Progressive

Measurable

Uniform for the entire organization

Practically applicable

Aims and objective of Personnel polices

Enable the orgn to carry out the main objectives

Awareness of items in policies and to secure the co operation

Sense of unity with the enterprise

Provide competent , adequate and trained personnel for all levels and types of management

To protect the common interest of all parties

Recognize the role trade unions in the organization. Efficient consultative service.

Management leadership

Delegating the human relations

Co operative understanding

Security of employment

Opportunity for growth

Payment of fair and adequate wages

To recognize the work and accomplishments

To create the sense of responsibility.

Principles of HR policy

Right man in the right place

Train everyone for the job to be done

Make the orgn a coordinated team

SS the right tools and right conditions of work

Give security with opportunity , incentive , recognition

Look ahead, plan head for more and better things.

Types of HR Policies Functional vs centralized policy

Functional Different categories of personnel

Centralized Common throughout the orgn

Minor vs Major

Minor Relationship in a segment of an organization , with considerable emphasis on details and procedures.

Major Overall objectives, procedures and control which affect an organization as whole.

Specific Policies Hiring factors like reservation , martial status,

Terms and conditions compensation policy , hours of work, overtime , promotion , transfer, etc

Medical assistance - sickness benefits

Housing, transport, and other allowances.

Training and development

Industrial relations

Coverage of HR Policies Travel Pay

Work Records

Temporary & Casual Appointments

Workweek & Pay Periods

Compensation

Pay Bands

Pay Advances

Salary Administration

Relocation Pay

Payroll Deductions

Rates of Pay for New Employees

Terminating Employees

Layoff

Performance

Career Development

Workshops and Seminars

Family Health Leave

Holidays

Vacation

Leaves of Absence Without Pay

Personal Leave Sick Leave

Voting

Worker's Compensation

Labor Relations

Probation

Employee Discipline

Grievance Procedure

Ethical Conduct

Orientation

Vacancies

Employment Offers

References

Interviewing

Candidate Testing

Transfers

Consultants and Contractors

Recruitment Advertising

Continuous Service

Retirement Plan

Accidental Insurance

Why to adopt Policies

Following are the benefits of adopting the policies by the organization

Complete thought of the basic needs of both organization and employees

Established policies ensure consistent treatment of all personnel treatment throughout the organization

Policy promotes stability continuity of action

It serve as a standard of performance

Helps to build employee motivation and loyalty

Helps to resolve interpersonal or intrapersonal and intergroup conflicts.

Formulating Policies Five principle source for determining the content and meaning of policies

Past practice

Prevailing practice in the rival companies

Attitudes and philosophies of the founders (Top level Management.)

Attitudes and philosophies of middle level management.

Knowledge and experience from handling personnel problems

Steps in design the Policy 1. Initiate a policy

2. Uncovering the facts by personnel department

3. Recommending a policy to top management

4. Put the policy in writing

5. Explaining and discussing the proposed policy with members

6. Adopting and launching it

7. Communicating it to employees to all levels

8. Administering it

9. Initiating a follow up

10. Evaluating it

11. Restating or Reformulating the policy

Elements of HR Policy

History of Companys Growth

Employment practice and condition of employment

Grievance of redressal procedure

Safety rules and regulation

Mutuality of interest and need for co operation

Employee financial aids

Educational Opportunities

Employees news sheet and house journal

Company policy

Collective bargaining

Procedures of disseminating information on company policies

Maintenance of discipline & Public Relations

Employees news sheet and house journal

Human Resource Accounting & Audit Definition

Accounting for people as an organizational resource. It involves measuring the costs incurred by business firms and other organizations to recruit, select, hire, train and develop human assets. It involves measuring the economic value of people to the organization.

Basic Information of HR

Number of Employees

Categories

Grades

Total Value of human resources Value per employee

HR Acquisition Number of employees acquired during the year

Cost of Acquisition

Levels for which they were acquired

HR Development

All information pertaining to HRD activities of the organization

HR maintenance

Cost related to HR maintenance.

HR Separation

Cost related to HR Separation, attribution rate.

Details of benefits provided to the employees

Various Methods Non- Monetary Measurement

Monetary Measurement

Non- Monetary Measurement Capitalization of Historical Cost

Replacement Cost Method

Opportunity Cost method

Economic Value Method

Present Value MethodHR Accounting Developing skill inventory

Performance Appraisal

Assessing the individual capacity for development

Attitude survey Subjective Appraisal

HRISAcquisition , storage and retrieval of information is a significant challenge to the management Human Resource Information System is a systematic way of storing data and information for each individual employee to aid planning , decision making and submitting of returns and reports to the external agencies.

Purpose of HRIS

Storing information and data for each individual employee for future references

Providing basis for planning, Organizing , Decision Making, Controlling and other Human resources function.

Meeting daily transactional requirements- marking present / absent , and granting leave. Supply data and submitting returns to government and other statutory agenciesApplications of HRIS Personnel Administration

Salary Administration

Leave / absence recording

Skill Inventory

Medical History

Accident Monitoring

Performance Appraisal

Training and Development

HRP

Recruitment

Career Planning Collective Bargaining

Capabilities of HRIS Input Function

Data Maintenance Function

Output function

Steps in Implementing HRIS Inception of Data

Originator of the idea should prepare a report showing the need for an HRIS and benefits of this system towards the development of the organisation.

Feasibility Study

It evaluates the Present system , details and benefits of HRIS .

It calculates the cost and benefits of HRIS

Selecting a project team

Once the feasibility study has been accepted the resources are allocated

Projet team is selected

HR respresntative, Representatives from both management , information systems & additional clerical people from HR department.

Defining the requirements

Statement of requirements specifies in detail exactly what HRIS will do. It is thw written descriptions of how users collect and prepare data,obtain approvals , complete forms, retrive data and performa other non technical tasks associated with HRIS use.

Vendor analysis

This step determines what software and hardware are available that will best meet the organisation needs for the lowest price. The result of this analysis will determine whether to purchase an off the shelf package or develop the system internally

Contract Negotiations

Vendor has to selected and the contract must be negotiated.The contract stipulates the vendors responsibilities with regard to software, installation, service, manintenance, training and Documentation. Training

Members of the project team are trained to use HRIS.HR representative will train managers from other department in how to submit information to HRIS and how to request information from it.

Tailoring the system

This step involves making changes to the system to best fit the needs of organisation.

A general rule of thumb is to modify the vendor package , because of modifications frequently cause problems

Collecting data

Data must be collected and stored in the system

Testing system

Once the system is tailored to the organisationa needs and data is entered , a period of testing follows

The purpose of this testing is to verify the output

All reports are analysed for accuracy.

Starting up

Start up begins when all current actions are put into the system and reports are produced

Running in parallel It is desirable to run the system in parallel with the old system for a period of time.

This allows for comparision of outputs both the system and examination for inaccuracies

Maintenance

It normally takes several weeks and months for the employees to feel comfortable with the system. During the stabilisation period any remaining errors and adjustments should be handled.

Evaluation HRIS has been in plae for a reasonable length of time

The system has to be evaluted

To check the efficiency whether the system is benefitical and properly used by the organisation

Benefits Higher speed of retrieval of information

Reduction in duplication

Ease in classifying and reclassifying

Effective decision making

Higher accuracy of information

Fast response of quires

Improve quality of people

Better work culture

Systematic procedures

Transparency

Limitations Expensive finance manpower requirements

Large scale computer literacy inconvenient and threatening

Personnel designing do not have the thorough information of the users- user do not get the exact reports.

Quality of response depends on the accuracy of the input human intervention .

Multi user environment system is operated in batch mode records are updated once a week online facility has to be developed report generated should not be out of phase with the realities.

What is affirmative action?It is a program or policy of a company that aims to eliminate discrimination by providing equal opportunities and improving his /her profession. (education)

Affirmative action refers to policies that take factors including "race, color, religion, sex, or national origin" into consideration in order to benefit an underrepresented group, usually as a means to counter the effects of a history of discrimination.

Examples of affirmative action

Recruit a diverse manpower

Generate amiable work environment

Training and counselling Disciplinary action against discrimination of any kind

Purpose

What is Inclusivegrowth?Inclusive growth approach takes a longer term perspective as the focus is on productive employmentExamples

More Productive jobs will be created

Economic opportunity expanded for all

Direct income redistribution

Increasing incomes for excluded groups

INCLUSIVE GROWTH AND AFFIRMATIVE ACTION OF HR IN AN ORGANISATION

Affirmative action should provide consistent, fair and ethical leadership to meet present and future HR challenges.

NEW TRENDS IN HUMAN RESOURCE MANAGEMENT

Attitude Surveys

Better Communication Channels

Change in the Work-Life

Job Redesign

Job Enlargement

New approaches to compensation and rewards

Career Planning

Performance Appraisal

Decentralisation

Breaking down the hierarchical structure

Facilitating Empowerment

Initiating and facilitating process of change

Enlarging the knowledge base

Developing team spirit

Facilitating the employees desires of self-actualisation.

*****

UNIT 2THE CONCEPT OF BEST FIT EMPLOYEE:Importance of human resource planning forecasting human resource requirement internal and external sources. Selection process screening tests - validation interview - medical examination recruitment introduction importance practices socialization benefits.

Human Resources Planning

Definition

the process by which management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and right kind of people at the right places, at the right time, to do things which result in both the organization and individual receiving the maximum long range benefit.Coleman defines HR planning is the process of determining manpower requirements and means for meeting those requirements in order to carry out the integrated plan of the organization.Wickstrom defines HR planning

HR planning consist of a series of activities

a) Forecasting future man power requirementsb) Making an inventory of the present manpower requirementsc) Anticipating manpower problemsd) Planning for the necessary programmes.Human resources Planning is the doubled edged weapon Maximum utilisation of HR

Reduces excessive labour turnover

High Absenteeism

Improves productivity

Aids in achieving the organizational objectives

Need for HRP To carry on its work - organization needs personnel - Qualifications, skills, knowledge, work experience, and aptitude to work.- effective Man power planning

Frequent labour turnover voluntary quits, seasonal and cyclical fluctuations

Meet the expansion program

Changing needs challenge of HRM

Factors Affecting HRP

1. Type and strategy of organization

Strategy defines HR needs

Organization decides either to be proactive or reactive in HRP

Organization should decide about the breath of the plan

Organization must make decision on flexibility

Continual Strategic choices in HRP

2. Organizational Growth Cycles and Planning

Need for planning is realized during the growth stages

HR forecasting is essential

At the maturity stage organization experience less flexibility and variability

Declining stage HRP takes different focus retrenchment & retirement

3. Environmental uncertainties HR managers rarely operating in stable and predictable environment

Political, social and economic changes

Formulating recruitment, selection and training and development

4. Time horizons Personnel planning is time horizon

Short span planning and Long span planning

Time span depends on degree of uncertainty

Short planning period /

Uncertainty /

InstabilityLong planning period /

Certainty / Stability

Many new competitorsStrong competitive position

Rapid changes in social economic conditionsEvolutionary social, political

and technological change

Poor management PracticesStrong management practices

5. Type and quality of Forecasting information

Information used to forecast personnel needs from the sources

Strategic General Organizational InformationSpecific

Product Mix

Customer Mix

Geographic limitsOrgl Structure

Information flows

Operating and capital budgets

\Functional areas objectives

Production schedulesJob Analysis

Management inventories

Skills inventories

Training and development

Recruitment sources

Labour market analysis

6. Nature of jobs being filled

Personnel planners must consider the nature of job

Jobs vacancies arise because of Separations , Promotions and Expansion.

Personnel department must anticipate vacancies sufficient lead time suitable candidates are recruited.

7. Off loading the work

Sub contracting

Surplus labour worse the problem by hiring more hence they off load

Importance of HRP

Helps to procure the required manpower

Helps to replace the employees

Expansion programmes

Optimum investment in human resources

Problem of labor turnover

Needs of changing technology

HRP process

Steps involved in HRP1. Analyzing the organizational plans

Plans for the successful performance of the organisation Purchase of raw materials

Installation of machines and their maintenances

Production

Finance and Accounting

Marketing

Research and Development- An analysis of various plans would reveal the manpower need of the organization

2. Forecasting DD

Methods in forecasting the DD

Managerial Judgment

Managers sit together , discuss and arrive at a figure which would be future demand for labor.

Bottom to up approach

Top to Bottom approach

Less time consuming

Highly subjective and not reliable.

Time study Method

Concept of standard time for completing a certain task.

Standard time per day = 6 hours

Man hours needed to complete the weekly project target = 300 hours

The number of worker required = 300/ 6 = 50.

Ratio Analysis

Calculated for the past data relating to the number of employees in each category to the level of activity.

Production level number of worker

Sales level number of sales representative.

Level of sales last year 2500

Number of sales representative 10

Ratio = 250 : 1

Flow Methods

Time covered

Categories employees are assigned

Flows absorbing and non absorbing

Estimate the probability and that will determine the dd.

Delphi techniques

Method of forecasting personnel needs

Solicited by the group of experts

HRP experts acts as the intermediary, summaries the various responses and report findings back to the experts

3. Forecasting SS

Existing HR

HR audits summaries each employees skills and abilities.

Skills Inventories Consolidates information about non- mangers in the organization.

Personal Data

Skills

Special qualifications

Salary and jobs history

Company data

Capacity of individual

Special preference of individual

A properly designed and updated HR skills inventory system permits management to readily employees with particular skills in order to satisfy the changing needs of the company.

Management inventory Work History

Strengths

Weaknesses

Promotion potential

Career goals

Personal data

Number and types of employees supervised

Internal Sources

HR audits, planners can proceed with the analysis of internal supply.

Inflows and outflowsSources of inflowsNo. of peopleSources of OutflowsNo. of people

Transfers Promotion 1210Current level - 250 Resignations DischargeDemotionsRetirementsPromotion13241013

Current personnel level outflows + inflows = internal supply 250 42 +22 = 230Determination of number of losses and gains. Turnover rate :

Traditional and simple method of forecasting internal supply Number of separations during the year

* 100

Average number of employees during the year Conditions of work & absenteeism.

Chnages in the conditions of work such as normally weekly working hours, overtime policies, the length and timing of holidays, retirement policy, the policy for employing part timers and shift system needs to be assessed.

Absenteesim is understood as unauthorised absence from work

It amounts to absenteeism when an employee is scheduled to work but fails to report for duty

Number of persons - days lost

* 100

Average number of persons * working days Productivity level

Change in productivity would affect the number of persons required per unit of output

Increase in productivity will reduce the requirement and decrese in it would have the opposite effect

Movement of jobs. Some of jobs are sourcesof personnel for other jobs Secretaries may be obtainted by promotion of typists and brancgh managers are obtainted from the pool of section managers.

External sources

In the internal sources the organisation needs to look out for the prospective employees for the external sources

These are specific reasons

New blood and new experience

Organisation growth and diversification

Organisation replenish lost personnel

HR plan Implementation

Implementation putting plan in action

The programmes involved in HR plan implenmentation are as follows

Recuirtment, selection and placement

Training and Development

Retraining and Redeployment

Retention plan

Downsizing plan

Control and Evaluation

Final phase of HRP process is Control and Evaluation

It includes budgets,targets and standards

It clarifies the responsibilities for implementation and control.

Establish reporting procedures which will enable achievements to monitored against the plan.RECRUITMENT

Discovering of potential applicants for actual and anticipated

To acquire the number and types of people necessary to ensure the continued operation of the organization

Recuritment Objective:

1. To attract people with skills, experience required by the organization.

2. To infuse fresh blood at all levels in the organization.

3. To search for talent globally and not just within the company.

Factors affecting recuritment Size of the organization

Employment conditions

Effects of past recruitment

Salary and benefits

Growth of the organisation

Expansion programs

Cultural , economic and legal factors

Factors affecting recuritment Internal Factors Recruitment Policy HRP Size of the Organization Cost involved Growth and expansion External Factors Supply and Demand Skills in the labor market Political and legal consideration Company image Steps in Recruitment process Planning

HRP

Recruiting Needed Personnel

Selecting Qualified Personnel

Placing New Employees on job

Strategy development

Developing the sources of potential employees

Search for Potential Employees

Evaluating Recruiting Effectiveness

Searching

Internal Sources

Personnel Research

Screening

Evaluation and Control

SourcesInternal Sources

Upgraded, transferred , promoted

Merits

Morale of the company

Better position to evaluate

Promotes loyalty among the employees

Well acquainted with the policies

Relied upon

Less costly.

Demerits

Inbreeding , discourage new blood

Difficult to find the requisite personnel

Promotion seniority likes and dislikes has an influence

External Sources-New entrants to the labour force Merits

Provide the requisite type of personnel

Best selection can be made

Selection proves economical potential employees does not require extra training

Demerits

Brain drain

Experienced people are taken away, they moves to other organization.

Techniques of Recruitment Direct methods

Traveling recruiters

Employees contact with the public

Recruiters to Seminar, Conference , fairs and using mobile offices. Indirect methods

Advertising

newspaper

radio

trade and professional journals,

technical magazines and brochures Third party methods

Private employment agencies

State or public employment

Professional organizations or recruiting firms

In doctrination seminar

Unconsolidated applications

Voluntary organization

Computer data bank

Evaluation of alternative sources:

[What are the criteria used to determine the choice between internal & external sources of recruitment?]

1. Time lag between requisition & placement

2. Yield Ratios: The ratios tell us about the no. of leads or contacts needed to generate a given no. of hires in a given time.

3. Employee attitude studies: These studies try to discover the reactions of present employees to both internal & External source of recruitment.

4.Correlation studies: Here correlation studies are conducted between the sources of selection & the success of the job which is performed by the employee selected.

5. Data on turnover, grievances & Disciplinary action.

6. Gross cost per hire. It can be calculated by dividing the total cost of recruitment by the no. of individuals hired.

SELECTION

The selection process typically consists of seven steps:

1. Preliminary screening

2. Filling up of the application blank

3. Employment tests

4. Comprehensive Interview

5. Background investigation

6. Medical/Physical examination

7. Job offer

STAGES IN SELECTION PROCESS:

I Application scrutiny:

The main purpose of this stage is to identify those candidates who fit the job specification. We can consider & classify the application forms as follows:

a. Structured application form:

Standard information can be got in the little space which is available in the application form.

b. Unstructured application form:

Here, the applicant can respond as he wishes.

c. Weighted application form:

Here, more weightage will be given to a particular criteria Ex. age, experience and marital status.

II SCREENING:

Involves screening of inquiries and screening interviews.

Job description information is shared along with a salary range.

(i) Screening the applicants

(ii) Screening through interview

III Application blank:

The blank provides preliminary information as well as it will indicate the areas of interest.

a. It is a means of collecting accurate basic historical data.

b. Biographical data

c. Educational attainment

d. Work experience

e. Salary

f. Personal associations [NCC, NSS, MMA, AIMA]

g. other items [Name, address of previous employees]

Completing the Application Form: Legal considerations

Omit items which are not job-related; e.g., sex, religion, age, national origin, race, color, and disability.

Includes statement giving employer the right to dismiss an employee for falsifying information.

Asks for permission to check work references.

Typically includes employment-at-will statement.

Weighted application forms

Individual items of information are validated against performance and turnover measures and given appropriate weights.

Data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job.

Completing the Application Form:

Successful applications

Information collected on application forms can be highly predictive of successful job performance.

Forms must be validated and continuously reviewed and updated.

Data should be verified through background investigations.

IV TEST

Definition Systematic procedure for comparing the behaviour of 2 or more persons

It is sample of an aspect of individuals behaviour, performance of attitude.

Purpose

Differential placement or assignment of a person

Selecting for promotion & transfer

Selecting candidate for assignment to a company training programme

Nature & Characteristics of Test

Assumptions

No two persons are same

Different attributes

Validity extent to which a test can be measure

Content Validity includes all the situations- sample task are reasonable representation of the probable job assignments

Predict Validity relationship between the test score and some future behaviour. grades

Concurrent Validity relates to the job behaviour measure high low- standarisation predicting performance

Construct Validity the extent to which test measure the psychological quality intelligence

Reliability

Consistent results

Consistency of scores

Standardisation

Test must be standardised

Standard conditions

Objectivity

2 or more can score the response to items, questions or task.

Classification of test 1. On basis of human behaviour

Aptitude test

Intelligence test IQ capacity to deal new problems

Mechanical Aptitude capacity to learn a particular type of mechanical work operating machines

Psychomotor test persons ability to do a specific job involves muscular movement, control and coordination

McQuarril test - mechanical ability

Purdue Mechanical Adaptability test

OConnor Finger Tweezer Dexterity test.

Achievement Test Proficiency test

Training programme

On the job experience

Test for measuring the job knowledge

Work sample test

Examples

General aptitude test

Abstract reasoning test

Millar Analogies test - measures analytic ability.

Achievements test Estimates say 60% of all organizations use some type of employment tests.

Performance simulation tests: requires the applicant to engage in specific job behaviors necessary for doing the job successfully.

Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.

Personality Test Characteristics

Non intellectual

Individual value system

Emotional reaction

Maturity

Characteristics mood.

Objective test set of behaviour- customs depression

Projective test his own interpretation Rorschach blot test thematic appreciation test - evaluate a person's patterns of thought, attitudes, observational capacity, and emotional responses to ambiguous test materials.

Situation test peculiar situation

Interest test What the Candidate is interested in? Kuder reference record- Review in terms of its value in counseling individuals and in selecting students or employees.

Strong vocational blank - psychological test used in career assessment.

2. On the basis of uses of test

Selection test

Classification test

Special considerations

Placement decisions

Different levels

Different types of work.

3. Individual or group test

Individual behaviour is observed

Group without any need for observing the behaviour

Advantages of Testing Evaluate the interview

Minimum subjective bias

Uniform basis

Reduced cost of training

Increase production

Minimize the time for selection

Develop Test Program

Deciding the objective of a testing programme

Analysing jobs to identify those characteristics which appear necessary for job success

Choosing test to measure characteristics

Administering test to an experimental group of people

Establishing criteria of job success

Analysing the results of test and taking decisions regarding the applications of test

Testing Guidelines

Supplement , rather than as a substitute

Better at predicting failure than success

Screening device

Sample of behaviour

Must be validated

Conditions are important

Invasion of privacy should be avoided

Technical competence and training in testing.

IV INTERVIEW

Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests.

It is a universal selection tool.

Objectives To get an opportunity to judge an applicant qualification

Essential facts about the job

Establish the rapport

Promote Goodwill

Invaluable tool of disciplinary action, grievance handling and relations with union

Conducting an Interview Preparing for the interview

Determination of objectives

Determination of the method to use

Acquainting oneself about the applicant

Determining the number of interviewers

The Physical setting

Conduct the interview

Establishing rapport

Getting complete and accurate info

Recording of impressions

Close of the interview

Types of Interview

Preliminary Interview

Informal

Uses a set of standardized questions asked of all job applicants.

Useful for screening and comparisons

Obtains consistent information needed for selection decision

Is more reliable and valid than other interview formats

Easy to administer

Unstructured

Applicant is asked very general questions

Candidate is encouraged to express himself

On the variety of subjects

Expectations

Interest

Background

Even political predictions

Interviewer looks for trait of character and nature of his aspirations

Strengths & weakness

Core Interview Background information To check the information provided in the application is correct are not Stress interview An interview designed to create anxiety and put pressure on an applicant to see how the person responds.s

Panel interview Group of experts interviews one candidate

Used for filling key positions Group discussion interview Group of candidates are interviewed

The group discusses on specific topics

Used to eliminate more candidates Job and probing interview Testing the candidate job knowledge duties, activities, methods of doing the job, critical areas Depth interview Core areas activities of knowledge and skills of the job.

Examined by the experts

Decision Making Line managers

Interest of the candidate in the job , organisation , reaction to the working conditions, career planning. Promotional opportunities, work adjustment and allotment

Salary, allowances, benefits.

Errors in InterviewV MEDICAL EXAMINATION:

The basic purpose is to check the candidates stamina, strength, physical weakness, & disease.

Stone & Kendall

Medical history

Physical measurements

General examination

Clinical examination

Check up of blood pressure and heart

X ray

VI Job Offer:The letter of appointment after signing the agreement with the organisation will be issued to the selected canditate , the one who goes through the complete selection procedure.

Differences between Recuirtment and selection

Basis of differenceRecruitmentSelection

NaturePositive processNegative Process

ObjectiveAttract maximum number of candidatesChooses the best

ProcessCreating application poolRejection process

TechniquesNot very intensive , requiring high skillsHighly specialised techniques

Contract of serviceDoes not result in contract of serviceDoes results in

OutcomeInput for selection processFinalizing candidates

VII INDUCTION:

It is the process of inducting or orienting a new employee into the social setting of his work.

Steps:

i) Familiarising the new employee with his new surroundings and company rules & regulations.

ii) Integrating his personal goals with the organization goals.

Socialisation:

long process of planned and unplanned, formal and informal and experience through which an individual acquires the attitudes, behaviours and knowledge needed to successfully participate as a member of an organisation and learns the firms culture.

Mc Shane is the process by which new comers learn the behaviours, values, beliefs and social knowledge to accept their new roles and function effectively within the organisation Robert Kreitner organisational socialisation is the process of transforming outsiders into accepted insidersAssumptions of socialization:

i) It strongly influence employee performance and organizational stability.

ii) New member suffer from anxiety [Stress]- induced stress.

Socialisation is the process of adaption. It is not confined to new recruits. It is needed like transfer, promotion. Induction is only a part of socialization. Socialisation can be conceptualized as a process made up of the folllowing phases:

Pre arrival

Acclimatize the new comers about the culture of the organisation

Encounter

Confront the reality

Culture shock - Not done properly

Feel suffocated and incline to quit

Metamorphosis

Problems from encounter stage

Comfortable with the organisation

System

Rules

Outcomes

Productivity

Commitment

Turnover

Methods of socialisation

Stories

Rituals

Material symbols

Language

Socialisation benefits

Helps in understanding organisation culture

Contributes to employees long term success

Helps in adjustment

Helps in employee engagement

Provides job satisfaction.

UNIT -3TRAINING AND EXECUTIVE DEVELOPMENT:

Types of training methods purpose benefits resistance. Executive development programmes common practices - benefits self development knowledge management.

Training: - meaning:

It is a process of learning a sequence of programmed behaviour. It is the application of knowledge.

Purpose of training:

1. To prepare the employee, both new & old to meet the present as well as the changing requirements of the job & the organization.

2. To develop the potentialities of the people for the next level job.

3. To ensure smooth & efficient working of a department.

4. To ensure economical output of required quality.

5. To build up a second line of competent officers & prepare them to occupy more responsible position.

6. To prevent obsolence.

Benefits of training:

1. Increased productivity

2. Heightened morale

3. Reduced supervision

4. Reduced accidents

5. Increased organizational stability

Resistance to training:

Why do employees resist training?

a. Normally people experience difficulties in learning new skills & knowledge. Hence, they resist training.

b. The employees feel that management will entrust more work or new kinds of work which would require additional skills & knowledge. Hence, employees resist training.

c. Training programme & sessions disturbs the employees from performing the routine duties & tasks.

d. They are expected to learn more difficult activities & unlearn already practised skills.

e. They loose their job authority & are expected to learn like students during their training programme.

Objectives of training:

1. To train the employee in the companies culture pattern.

2. To train the employee to increase his quantity & quality of output.

3. To train the employee to avoid mistakes.

4. To train the employee towards better job adjustment & high morale.

Determining the need for training:

a. Whether training is needed

Training may be necessary due to the following problems:

*Standard of work not being met.

*Accidents

*Excessive scrap

*Frequent need for equipment repair

* High rate of turnover

*Excessive fatigue, struggling with the job.

*Bottlenecks & deadlines not being met.

Sources where information can be gathered:

Informal observation

Performance appraisal.

Suggestion system

Group discussion

Morale surveys

Interviews with union officials

Employee counseling

b. Where training is needed:

i) Knowledge for the person who does not know

ii) Skill for the person who knows but cannot do

iii) Attitude for the person who does not care

iv) Habits for the person who knows, can do [cares but just has not made the desired behaviour part of his daily routine.]

v) Understanding for the person who is not properly motivated to accept what he is told.

c. Which training is needed:

Here, there are different types of training methods available for operatives, executives and management.

Steps in training program:

i) Preparation of the instructor

ii) How to instruct?

Step: -1 Prepare the worker: Put him at ease, state the job & find out what he already knows about it.

Get him interested in learning the job.

Place him in correct position.

Step 2: Present the operation:

Tell, show and illustrate one step at a time. Stress each key point Instruct clearly, completely and patiently.Step 3: Try out the performance:

Make him to do the job-correct the errors. Continue until you know that he knows.Step-4: Follow up

Put him on his own. Check frequently Encourage questions Tapper of extra coaching & close the follow up.Methods of training:

1. On Job training:a. Job Rotation: Here the employees are sent to various jobs and given training in all the areas.

b. Internship training: This is a joint program of training in which schools and business co-operate to enable the students to gain a good balance between theory and practice.

c. Apprenticeship training: This training is used in those crafts, trades in which proficiency can be acquired after a relatively long period of time in direct association with the work and under the direct supervision of experts.

d. Vestibule School: When the amount of on-job training that has to be done exceeds the capacity of the line supervisor, a portion of training is taken away from the line people and assigned to staff through a vestibule school.

2. Off-Job training:

a. Central education programme: Here courses are conducted in the areas of arts, science, economics, social activities. These courses are voluntary and therefore it will help in changing the employees attitudes.

b. Simulators & training aids: Simulators are used to provide trainees with physical equipment that resembles to some degree the equipment that is to be used on the job. This is done when the equipment is costly.

c. Methods which aim at improving decision-making skills of executives:

i) Case study method---|---- Directed

---- Non-directed

ii) Incident method

iii) In-basket method

iv) Management games

i) Case study method:

It is pioneered by Harvard Business School. It compels the student to think actively, to analyse and see beyond the restrictions. Thus he learns about himself or herself, the assumptions and limitations.

a) Directed case study: Here the case study or the problems to be discussed is given and the questions are put forward to the students to answer

b) Non-directed case study: Here the case study is presented with a material and he or she is expected to explore all the possible outcomes.

ii) Incident method:

It is developed at Massachusetts Institute of Technology, California. Here a brief incident is presented to provoke the discussion in the class. The group then puts the question to the instructor to draw out the salient facts or additional information which is needed to arrive at the solution.

iii) In-basket method:

Here, documents, reports are designed in such a way to simulate the job reality and their problems.

iv) Management games:

It is a dynamic exercise training program. Here, the participants are divided into various teams where they have to solve the problem and should arrive at the solution.

b) Methods which aim at improving interpersonal skills of executives:

i) Sensitivity training (Laboratory training)

ii) Role playing

iii) Transactional Analysis

i) Sensitivity Training:

This involves 10 to 15 members of different roles from different departments. This is also known as T-group. Since the persons are not aware to each other, it creates tension and anxiety. Through observation and analysis of experience, one can learn their own behaviour.

ii) Role playing:

In this method, the instructor assigns different parts which is taken from case study to different group members. It lasts for 20 to 30 minutes and the data are collected about the performance of different role players.

iii) Transactional analysis:

It is introduced by Berne. A transaction is a process whereby social intercourse between two or more people who encounter each other. In every social intercourse, there is a stimulus provided by one individual and the response to that stimulus given by other individual.

This stimulus responds between two individuals is o transaction. Analysis of transaction can be done by analyzing the personality of an individuala) Parent: (Characteristics)

i) Over protective

ii) Distance maintenance

iii) Verbs used

Always

Never

Should

iv) Physical gestures

Raising eyebrows

Pointing an accused finger

b) Child: (Characteristics)

Curious, impulsive, fearful, affectionate, dependant

Verbal

I wish, I guess, I dont care

Physical gestures

Attention seekers

c) Adult

I see, I think, Its my opinion

TA gives an insight into the fundamentals of human psychology and helps to improve interpersonal skills.

d) The Johari window

It is a conceptual model for increasing personal effectiveness

It was developed by Joseph Luft and Harry Ingham (JOHARI)

Here individual personality is divided into 4 parts:

Known to selfNot known to self

Known to othersArenaBlind

Not known to othersClosedDash

c) Methods which aim at improving the executives knowledge

1. Conferences:

Mutual problem subject of the discussion

Attitude joint exploration

2. Autonomy Training

It aims in developing individual ability to manage his own training

Improving oneself by his own

He should select from the articles, management games, psychological test

Factors should be considered while selecting training & development methods

1. Training Objective

2. Level of trainees in the organizational hierarchy

3. Methods, ability to hold and arouse the interest on trainees during the training period

4. Availability of competent trainers

5. Availability of finance

6. Availability of time

Evaluation of Training & development

Dimension of evaluation:

1. Evaluation of contextual factors:

a. Pre-training work:

Training Needs

Criteria for selecting people for training

How many people

Sequence of selecting people

b. Post-training work

Planning to use the trained workers

Providing support in building linkages between training and other line departments.

2. Evaluation of training inputs

Curriculum, inputs

3. Evaluation of training process

Climate

Relationship between participants and trainees

Attitude

4. Evaluation of training outcomes

Measuring the carry home value of a training programme in terms of what has been achieved and how much is the main task of evaluation.

5. How evaluation is done?

i) Reaction evaluation

ii) Outcome evaluation

i) Reaction Evaluation:

a. Questionnaire is given to the participants at the end of the programme which asks him to rate about the training programme.

b. Participants are required to give daily ratings for each segment of the programme.

c. Informal observation

d. Opinion sent by mail

ii) Outcome evaluation

a) Immediate:

It measures improvement in learning skills, knowledge

By giving performance tests (operating machine)

b) Ultimate:

It measures the changes in the ultimate results achieved by trainees (accidents, turnover, and grievances)

Principles of training:

I Knowledge results:

*What is expected of him.

* How well he is doing

*Feedback

FEEDBACK

1. Motivation

2. Reinforcement

3. Supporting climate & practice

4. Past Vs. Whole learning

5. Transfer of learning

II Intermediate: It measures the changes in the behaviour of the trainees when they have returned to the jobs.

a. Physical fidelity:

Devices & facilities used in training are similar to the devices and facilities used on the job.

b. Psychological fidelity:

Human elements involved in training are similar to those on the job.

If these both are same then, there will be positive transfer of learning or there will be negative transfer of learning.

LEARNING

Learning cant be measured but the changes in the behaviour that occur as a result.

Principles of learning:

1. Every human being is capable of learning

2. It is easier for the trainer to understand when the contents are meaningful.

3. Any programme should be planned in a logical manner.

4. Learning objectives should be established for every task.

5. Learning is active and not passive

6. Environment should be relaxed and they should not be put under pressure.

7. It is clearly related to attention and concentration.

LEARNING CURVE:

FIRST PHASE Rapid, initial rise in learning

SECOND PHASE tendency of the curve to rise less and less rapidly and final it levels off.

THIRD PHASE There are daily ups and downs in the curve bz of the changes in incentives, psychological condition.

EXECUTIVE DEVELOPMENT

Skills required by managers:

i. Technical skills: These skills are developed through experience and education.

These skills are most important for operating managers bz how things work

ii. Human skills: It refers to the ability to work effective with others on a person-to person basis.

Ability to communicate, motivate, lead.

iii. Conceptual skills:

Top mgt. need these type of skills as they are framing the long range planning

Here the enterprise is considered as a whole rather than parts.

Characteristics of managers:

He should be flexible

He should be such person who is capable of handling critical situations rather than doing routing jobs.

He engages in anticipatory socialization at each stage he copies the values of those who are a step above him.

Objectives of executive development:

To improve in inter-departmental co-operation

Highlight the individual weakness

Ensuring that the qualification of key personnel role is better known.

Creating reserves in management ranks

Stimulating junior executives to do better work.

a. Top management:

1. To acquire knowledge about the problems of HR.

2. To think through problems this may confront the organization now and future.

b. Middle line management:

1. To develop the ability to analyze the problems and to take appropriate actions.

2. To develop familiarity with the managerial uses of financial accounting psychology, law.

c. Middle functional executives & specialists:

1. To increase knowledge of business functions & operations in specified field in marketing, production, finance and personnel.

2. To increase proficiency in management techniques [work study, inventory control, OR]

UNIT-4SUSTAINING EMPLOYEE INTEREST Compensation plan reward motivation theories of motivation career management development mentor protg relationships.

MENTOR- PROTG RELATIONSHIP

Developing Mentor-protg relationship:

The relationship between an experienced employer and a junior employee in which the experienced person helps the junior person with effective socialization by sharing information gained through experience with the organization.

Requirements for effective mentor-protg relationship:

1. The status & characteristics of the mentor:

Mentors should be seniors in status, experience, age, skills, knowledge.

2. Protg: Junior employees should have the zeal to learn from their senior employees regarding their career, social and psychological aspect.

3. The relationship: It is based on mutual dependence & mutual trust.