Human resource management.docx

Bam Bahadur Bhandari (MSC / II Semester for MWU Surkhet Nepal)
Human resource management
 All the decisions, strategies, factors, principles, operations, practices, functions, activities and methods related
to the management of people as employees in any type of organization.
 Itis planning, organizing, directing, and controlling of procurement, development, compensation, integration,
maintenance and separation of human resourceto the end that individual organizationaland societal
objective accomplished.- Edwin B.flippo.
 Human resourcemanagement is defined as a strategic and coherent approach to the management of an
organization’s mostvalued assets – the people working therewho individually and collectively contribute to
the achievement of its objectives.
 Human resourcemanagement is a central pillar of many organizations
 In short, it may be defined as the art of procuring, developing and maintaining competent workforceto
achieve the goals of an organization in an effective and efficient manner.
 The globalizations, profitability through growth technology, intellectual capital, and continues changebring in
significant changes in the role and requirements of HR.
 In a globalize market wherethere is increased competition to gain larger market share, every organization
needs to adapt quickly to the international culture; a learning organization is the need of the hour.
 The objectives of an organization can be achieved on their own despite the best possibleaccumulation of
technological, financial, human efforts working as a highly motivated team to achieve the short-termand long-
term objectives of an organization. “
 HRM is concerned with the mosteffective useof people to achieve organizationaland individual goals
 HRM is made up of four activities: (1) hiring people, (2) preparing them, (3) stimulating them, and (4) keeping
them.

Objective of human resource management
 To create and utilize an able and motivated workforce, to accomplish the basic organizationalgoals.
 To establish and maintain sound organizationalstructureand desirableworking relationships among all the
members of the organization.
 To secure the integration of individual or groups within the organization by co-ordination of the individual
and group goals with those of the organization.
 To create facilities and opportunities for individual or group development so as to match it with the growth of
the organization.
 To attain an effective utilization of human resources in the achievement of organizational goals.
 To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives,
employee benefits and social security and measures for challenging work, prestige, recognition, security,
status.
 To maintain high employees morale and sound human relations by sustaining and improving the various
conditions and facilities.
 To strengthen and appreciate the human assets continuously by providing training and development
programs.
 To consider and contribute to the minimization of socio-economic evils such as unemployment, under-
employment, inequalities in the distribution of income and wealth and to improve the welfareof the society
by providing employment opportunities to women and disadvantaged sections of the society.
 To providean opportunity for expression and voice management.
 To providefair, acceptable and efficient leadership.
 To provide facilities and conditions of work and creation of favorableatmosphere for maintaining stability of
employment.

 Specifically, HRM objectives are of four fold: societal, organizational, functional and personal.
Scope of human resource management
 Human Resource Planning and Organizational
Development
 Design of the Organization and Job
 Compensation and Benefits and
 Selection and Staffing
 Training and Development
 Employee Assistanceand Union/Labour Relations
Objective of human resource
management (HRM)
Societal Objectives
 Legal Compliances
 Benefits
 Union-management
Relations
Organizational Objectives
 Human Resource
 Planning Employee
Relations
 Selection
 Trainingand
Development5
 Appraisal
 Placement
 Assessment
Functional Objectives
 Appraisal
 Placement
 Assessment
Personal Objectives
 Trainingand
Development
 Appraisal
 Placement
 Assessment

HUMAN RESOURCE
MANAGEMENT
Human capital
management
Organization Resourcing HR development Reward
management
Employee relation
Design Human resource
planning
Organizational
learning
Jobevaluation/
Market surveys
Industrial relation
Development Recruitment
and selection
Individual learning Grade andpay
structures
Employee voice
Job/ role
design
Talent
management
Management
development
Contingentpay
Communications
Performance
management
Employee benefits
Employee benefits
Knowledge
management
HR services
Health/safetyand
welfare

Function of human resource management (HRM)
 HRM is the part of the organization concerned with the “people” dimension.
 HRM can be viewed in one of two ways such as Firstviews are a staff or supportfunction in the organization.
 Its role is to provideassistancein HRM matters to line employees, or thosedirectly involved in producing the
organization’s goods and services.
 Second, HRM is a function of every manager’s job.
 In a decentralized organization, subsidiary companies, divisions, or operationalunits should be responsible
for their own HR management affairs within the framework of broad strategic and policy guidelines fromthe
centre.
 The central HR function in a decentralized organization should be slimmed down to the minimum required to
develop group human resourcestrategies and policies.
 The HR function has to be capable of delivering the level of advice and services required by the organization.
Delivery may be achieved by the direct provision of services butmay be outsourced.
 The function will be organized in accordancewith the level of supportand services it is required to give and
the rangeof activities that need to be catered for,which could include resourcing, management
development, training, reward management, employee relations, knowledgemanagement and HR services in
such areas as health and safety, welfare, HR information systems and employment matters generally.
 Human resourcemanagement (HRM) goals are accomplished through the functions of staffing, training and
development, motivation and maintenance.
 External factors influencing the process arelabor relations, management practices, governmentlegislation,
and globalization.

Trainingand
Development
 Orientation
 Employee training
 Employee
development
 Careerdevelopment
Maintenance
 Safetyandhealth
 Communications
 Employee relations
Staffing
 Strategichuman
resource planning
 Recruiting
 Selection
Motivation
 Motivationtheories
and jobdesign
 Performance appraisals
 Rewardsand
compensation
 Employee benefits
HRM Goals

Staffing Function
 Activities in HRM concerned with seeking and hiring qualified employees.
 Staffing emphasis the recruitment and selection of the human resources for an organization.
 to provide efficient and cost-effectiveservices
 Human resources planning and recruiting precede the actual selection of people for positions in an
organization.
 Recruiting is the personnelfunction that attracts qualified applicants to fill job vacancies.
 The most qualified applicants are selected for hiring fromamong those attracted to the organization by the
recruiting function.
 The goal of recruiting is to give enough information about the job to attract a large number of qualified
applicants and simultaneously discouragethe unqualified fromapplying.
 Selection, to havea dual focus and it attempts to thin out the large set of applications that arrived during the
recruiting phaseand to select an applicant who will be successfulon the job.
 The goals, then, of the staffing function are to locate competent employees and bring them into the
organization.
 When this goal has been reached, HRM focuses its attention on the employee’s training and development.
Training and Development Function
 The training and development function gives employees the skills and knowledgeto performtheir jobs
effectively.
 To providing training for new or inexperienced employees, organizations often providetraining programmers’
for experienced employees whosejobs areundergoing change.
 Large organizations often have development programmers’ which prepareemployees for higher level
responsibilities within the organization.

 Training and development programmers provideusefulmeans of assuring that employees are capable of
performing their jobs at acceptable levels.
 Providing training opportunities (internal training, educational programs, conferences, etc.) to keep
employees up to date in their respective fields.
 HRM typically embarks on four areas in the training and development phase: employee training, employee
development, organization development, and career development.
 Itis important to note that employee and career development is more employees centered.
 Itis Employee training is designed to promote competency in the new job and the focus of employee training
is on currentjob-skillrequirements.
 Itis Organizationdevelopment, on the other hand, focuses on organizationalchanges. The focus of
organization development is to change the attitudes and values of employees according to new organizational
strategic directions.
 Employee development is designed to help the organization ensurethat it has the necessary talentinternally
for meeting future human resourceneeds. The focus of employee development is on a futureposition within
the organization for which the employee requires additional competencies.
 Career development programs aredesigned to assistemployees in advancing their work lives. The focus of
career development is to providethe necessary information and assessmentin helping employees realize their
career goals. However, career development is the responsibility of the individual, not the organization.
 Activities in HRM concerned with assisting employees to develop up-to date skills, knowledge, and abilities.
 Training and development activities are a continuing process beginning with the firstday on the job, building
skills for high performanceand high morale.
MotivationFunction
 Provided to permit maximum work efficiency.

 Many organizations today recognize that motivating employees also requires a level of respectbetween
management and the workers.
 Itis office technology and industrial engineering techniques mustbe incorporated into the job design
 Activities in HRM concerned with helping employees exert at high energy levels.
 The efforts all focus on one primary goal: to have highly productive, competent, and adapted employees, with
up-to-date skills, knowledge, and abilities.
Maintenance Function
 The last phase of the HRM process is called the maintenance function
 When one considers how employee job loyalty has declined in the pastdecade, it’s not difficult to see the
importance of maintaining employee commitment
 HRM mustensure a safeand healthy working environment; caring for employees’ well-being has a major
effect on their commitment.
 Providemany benefits to the organization while helping the affected employee.
 To protecting employees’ welfare, HRM mustoperate appropriate communications programs in the
organization.
 Activities in HRM concerned with maintaining employees’ commitment and loyalty to the organization.
 Communications programs aredesigned to provideinformation to employees.
HR environment
 The Human ResourceEnvironmentis a part of social environmentwhich includes the concept, viewpoints,
work culture, attitudes, efficiency, skills, productivity, natureand behavior of HR, employees’ demand and
supply, motivational aspects, compensation methods and industrialrelation concerning of HR practices.
 HR environmentcomprises all thoseforces which havetheir bearing on the functioning of various activities
including human resourceactivities.

 Human resourcemanagement is performed in two types of environments- internal and external.
.
External environment
 External environmentaffects organizations—both directly and indirectly.
 The organizations haveno control over the variables in such anenvironment.
 External forces for change arisefromthe general environment as well as from task environment.
HR environment
External environment
1. Technological forces
2. Economic Forces
3. Political Forces
4. Social Forces
5. Trade Unions
6. Workforce Diversity
Internal environment
1. Professional Bodies
2. Mission
3. Organizational culture and
structure
4. Internal power relationship
5. Human resources:

 The general environmentwhich affects organizations indirectly consists of economics political,legal, socio-
cultural and technological forces and these forces keep the organizations.
 They are become aware of any changes in the direction and momentum ofthese forces.
1. Technological Forces
 Technology refersto how organization transforms its inputs into outputs.
 Technological environment consists of those Forces related to knowledgeapplied and the materials and
machine used in the production of the goods and services that haveimpact on the projectof an
organization.
 Technology is a systematic application of organized knowledgeto practical tasks.
 Technology makes the job more intellectual or upgraded.
 Reduces human interaction at work place.
 Job becomes challenging for the employees who cope with the requirements of technology.
 Some important Forces and influences operating in the technological environmentare:
1. Source of technology: like company source, external sourceand foreignsource, cost of technology
acquisition, collaboration in and transfer of technology.
2. Technological development: stagedevelopment change and rate of change oftechnology and
research and development.
3.Impact of technology:on human beings, the man machine systemand the environmental effect of
technology.
4.Communicationand infrastructure, technology in management.
2. Economic Forces
 Economic forces include growth rate and strategy, industrialproduction, national and per capita incomes,
money and capital markets, competitions, industrial labour and globalization.

 Significant influence on wage and salary levels.
 Growing unemploymentand reservation in employment also affect the choice for recruitment and
selection of employees in organizations
 The following indicators are used to assess the economic environmentof a country:
1. Economic stage existing at a given time ina country.
2. The economic structureadapted such as capitalist, socialist or mixed economy.
3. Economic policies such as 5 Year Plan, annual budget etc.
4.An economic policy such as industrial, monetary and fiscal policies.
5. Economic indicate like national income, distribution ofincome, rate of growth of GNP per capital
income, disposablepersonalincome , rate of saving, investment, value of import and export, balance of
payments etc.
6. InfrastructureForces such asfinancial institutions, banks, modeof transport, communication facilities,
energy sourceetc.
3. Political Forces
 Political environmentcovers the impact of political institutions on HRM practices. For example, democratic
political systemincreases the expectations of workers for their well being.
 It consists of Forces related to government policies and labour laws of a country, which will directly
influence the personnelpolicies of the organization.
 Itis mandatory foran organization to follow all the policies and proceduresthat have been formulated by
governmentfor protecting the interest of the employees.
4. Social Forces
 Demographic characterizationssuch as population, its density and distribution etc.
 Social concerns such as the role of business in society.

 Social attitudes and values such as the expected icons of the society from business.
 Family structureand changes in them.
 Role of women insociety.
 Educational level.
 Awareness.
5. Trade Unions
 Trade unions are very important to labour, industrialist society and country.
 Trade unions can influence the personnelpolicies of theorganization.
 HR activities like recruitment, selection, training, compensation, industrialrelations and separations are
carried out in consultation with trade union leaders.
 They have akey role in bargaining foremployment related benefits that canimprovethe working
conditions of workers onone hand and effective utilization of workforce on the other.
 Trade unions have gained strength after the IndustrialRevolution.
6. Workforce Diversity
 The organizations are becoming more and more heterogeneous in nature.
 Human behavior effectively.
 Presentin the work culture.
 The organizations are a complex web of individuals having differences in culture, age, gender, race,
education, ethics and moral values.
Internal environment
1. Professional Bodies
 HR environment is influenced with the behavior of professionalbodies.
 They regulate the function of HR bodies.

 IndependendentEngineers Association is an example in any construction organization.
2. Mission
 Direction of development.
 Guidethe growth and success of the project.
 Projectwork philosophy and projectwork policy.
 transnationalenergy major
3. Organizational culture andstructure
 composition of theBoardof Directors
 Extent of professionalization ofmanagement.
 Personnelpolicies decision
 Conflict usually surfaces becauseof dualities such as personalgoal vs. organizationalgoal, discipline vs.
autonomy, rights vs. duties, etc.
4. Internal power relationship
 The relationship between the members of Board of Directors and among the other staff is alsoa crucial
factor for the smooth running of the organization and also becoming a growth-oriented firm, and will
influence the personnel policies.
5. Human resources
 Skill
 Quality
 Morale
 Commitment and attitude

1.3 Human resource planning
 Whenever an organization is in the process of determining its human resourceneeds, it is engaged in a
process wecall human resourceplanning.
 Human resourceplanning is one of the most important elements in a successfulHRMprogrambecauseit is
a process by which an organization ensures that it has the right number and kinds of people at the right
place, at the right time, capable of effectively and efficiently completing those tasks that will help the
organization achieve its overall strategic objectives.
 Employment planning, then, ultimately translates the organization’s overallgoals into the number and
types of workers needed to meet those goals.
Determiningwhatbusinessthe
organizationwill be
Settinggoalsandobjectives
Determininghowgoalsand
objectiveswill be attained
Determiningwhatjobsneedtobe
done and bywhom
Matching skills,knowledge,and
abilitiestorequiredjobs
Mission
Objectivesandgoals
Strategy
Structure
People
Human Resource Planning

Objective of human resource planning
1. To ensureoptimum use of human resources currentemployees.
2. To assess or forecastfutureskill requirement.
3. To providecontrol measures to ensurethat necessary resources areavailableas when required.
4. A number of specified reasons for attaching importance to manpower planning and forecasting exercises
are:
 To link manpower planning with the organizationalplanning
 To determine recruitment levels.
 To anticipate redundancies.
 To determine optimum training levels.
 To providea basis for management development programs.
 To cost the manpower.
 To assistproductivity bargaining.
 To assess futureaccommodation requirement.
 To study the costof overheads and value of servicefunctions.
 To decide whether certain activity needs to be subcontracted, etc.
The objectives of human resourceplanning may be summarized as below:
 Forecasting HumanResources Requirements: HRP is essential to determine the future needs of HR in an
organization. In the absence of this plan it is very difficult to provide the right kind of people at the right
time.

 Effective Management of Change: Proper planning is required to cope with changes in the different aspects
which affect the organization. These changeneeds continuation of allocation/ reallocation and effective
utilization of HR in organization.
 Realizing the Organizational Goals: In order to meet the expansion and other organizationalactivities the
organizationalHR planning is essential.
 Promoting Employees: HRP gives the feedback in the formof employee data which can be used in decision-
making in promotionalopportunities to be made available for the organization.
 Effective Utilization of HR:The data basewill providethe useful information in identifying surplus and
deficiency in human resources.
Areaof HR planning
HR planning should involvein the following areas:
 They should collect, maintain, improveand interpret the relevant information regarding human resources.
 They should reportperiodically human resourceobjectiveand requirements, existing employees, and allied
features of human resources.
 They should develop procedures and techniques to determine the requirements of differenttypes of human
resources over period of time fromthe standpointof organizationalgoals.
 They should develop the measures of HR utilization as components of forecastof human resources
requirements along with independent validation.
 They should employ suitable techniques leading to effective allocation of work with a view to improving
human resources utilization.
 They should conduct research to determine the factors hampering the contribution of the individuals groups
to the organization with a view to modifying or removing these handicaps.

 They should develop and employ methods of economic assessmentof human resources to reflect its
features as income generator and cost and accordingly improvethe quality of decisions affecting the human
resources.
 They should evaluate the procurement, promotion, and retention of the effective human resources.
 They should analysis the dynamic process of recruitment, promotion, and the loss to the organization and
control these processes with a view to maximizing the individual and the group performances without
involving high cost.
Needs of Human resource planning
Major reasons for the emphasis on HRP at the Macro level:
 Employment-Unemployment Situation: Though in general the number of educated unemploymentis on the
rise, there is acute shortagefor a variety of skills. This emphasis is the need for more effective recruitment
and retaining people.
 Technological Change: The myriad changes in production technologies, marketing methods and
management techniques have been extensive and rapid. Their effect has been profound on the job contents
and job contexts. These changes causeproblems relating to redundancies, retaining and redeployment. All
these suggestthe need to plan manpower needs intensively and systematically.
 Organizational Change: In the turbulence environmentmarked by cyclical fluctuations and discontinuities,
the natureand pace of changes in organizationalenvironment, activities and structures affectmanpower
requirements and require strategic considerations.
 Demographic Change: The changing profile of the work forcein terms of age, sex, literacy, technical inputs
and social background has implications for HRP.

 Skill Shortage: Unemployment does not mean that the labour marketis a buyer’s market. Organizations
generally become more complex and require a wide range of specialist skills that are rareand scare.
Problems arisewhen such employees leave.
 Governmental Influences: Governmentcontroland changes in legislation with regard to affirmativeaction
for disadvantages groups, working conditions and hours of work, restrictions on women and child
employment, causaland contract labour, etc. have stimulated the organizations to be become involved in
systematic HRP.
 Legislative Control: Thepolicies of “hire and fire” havegone. Now the legislation makes it difficult to reduce
the sizeof an organization quickly and cheaply. Itis easy to increasebut difficult to shed the fat in terms of
the numbers employed because of recent changes in labour law relating to lay-offs and closures. Those
responsiblefor managing manpower mustlook far ahead and thus attempt to foresee manpower problems.
 Impact of the Pressure Group: Pressuregroups such as unions, politicians and persons displaced fromland
by location of giant enterprises have been raising contradictory pressureon enterprisemanagement such as
internal recruitment and promotion, preference to employees’ children, displace person, sons of soiletc.
 Systems Approach: The spread of systemthinking and advent of the macro computer as the part of the on-
going revolution in information technology which emphasis planning and newer ways of handling
voluminous personnelrecords.
 Lead Time: The log lead time is necessary in the selection process and training and deploymentof the
employee to handle new knowledgeand skills successfully.
Important of HR planning
 Ithelps in assessing required personnelneed with necessary qualifications, skills, knowledge, experienceand
aptitude.
 Italso helps in establishing HR replacement plan in time.

 Ithelps meeting manpower shortages dueto labor turnover.
 Helps meeting personnel needs of expansion or downsizing programs. Helps to avoid surplus or deficiency of
labor in future.
 Itsupports to cope with changes in competitive forces, markets, technology, products and government
regulations.
 Supports in complying with labor or employment laws and regulations.
Characteristics of an effectiveHR plan
 Real-time personnel needs-based projection.
 Futuristic plan of action.
 Matching with organization’s futureinstitutional and functional strategies.
 Balance between time, load of workforce, sources of recruitmentand selection and cost of recruitment and
selection.
 Compliance with environmental changes.
Strategic HR Planning Process
 Step I: Strategic analysis
 Step II: Job analysis
 Step III: Forecasting labor demand and supply
 Step IV: Establishing mechanismfor HR recruitment and selection
 Step V: Establishing mechanism for HR training and development
 Step VI: Establishing HR performancemanagement system
 Step VII: Establishing HRrelationship management system

Chapter -2 Staffing
2.1 Recruitment
 Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of
the staffing scheduleand to employ effective measures for attracting that manpower in adequate numbers
to facilitate effective selection of an efficient workforce.
 Defined recruitment as “process of searching for prospective employees and stimulating them to apply for
jobs in the organization.”
 Defining requirements: preparing JD and Specifications, defining terms and conditions of employment
 Attracting Candidates: reviewing and evaluating alternative sources of applicants inside and outside the
organization, advertising using agencies and consultants
 Selecting Candidates: sifting applications, interviewing, testing, assessing candidates, assessment centers,
offering employment, obtaining references; preparing contracts of employment.
Objectives of Recruitment
 To attract people with multi-dimensional skills and experiences that suits the present and future
organizational strategies.
 To induct outsiders with a new perspective to lead the company.
 To infuse fresh blood at all levels of the organization.
 To develop an organizational culture that attracts competent people to the company.
 To search or head hunt people whose skills fit the company’s values.
 To devise methodologies for assessing psychological traits.
 To seek out non-conventional development grounds of talent.
 To search for talent globally and not just within the company.
 To design entry salary that competes on quality but not on quantum.
 To anticipate and find people for positions that does not exist yet.

Recruitment Policy
Recruitment policy of any organization is derived fromthe personnelpolicy of the same organizationRecruitment
policy should commit itself to the organization’s personnelpolicy like enriching the organization’s human and
handicapped people of the society. The policy mustincorporate motivating the employees through internal
promotions, improving the employee loyalty to the organization by absorbing the retrenched or laid off
employees or casual/temporary employees or dependents of present/former employees etc. subjectto their
capabilities. The following factors should be taken into consideration in formulating recruitmentpolicy.
 Governmentpolicies
 Personnelpolicies of other competing organizations
 Organization’s personnelpolicies
 Recruitment sources
 Recruitment needs
 Recruitment cost
 Selection criteria and preference etc.
Prerequisitesof a Good Recruitment Policy
 Itshould be in conformity with its general personnelpolicies.
 Itshould be flexible enough to meet the changing needs of an organization.
 Itshould be designed as to ensure employment opportunities for its employees on a long-term basis so that
the goals of the organization should be achievable; and it should develop the potentialities of employees.
 Itshould match the qualities of employees with the requirements of thework for which they are employed.

 Impact of Personnel PoliciesonRecruitmentPolicies
Recruitment policies are mostly drawn frompersonnelpolicies of the organization. After formulation of the
recruitment policies, the management has to decide whether to centralize or decentralize the recruitment
function.
 Centralizedvs. DecentralizedRecruitment
 Recruitment practices vary fromone organization to another such as organizations like commercialbanks
resortto centralized recruitment while someorganizations like the Railways resortto decentralized
recruitment practices.
 Personneldepartment at the central office performs all the functions of recruitment in caseof centralized
recruitment and personneldepartments at unit level/zonal level performall the functions of recruitment
concerning to the jobs of the respective unit or zone.
Merits of CentralizedRecruitment
 Averagecost of recruitment per candidate/unit should be relatively less due to economies of scale.
 Itwould havemore expertise available to it.
 Itcan ensure broad uniformly among human resources of various units/zones in respectof education, skill,
knowledge, talent etc.
 Itwould generally be abovemalpractices, abuseof powers, favorites, bias etc.
 Itwould facilitate interchangeability of staff among various units/zones.
 Itenables the line managers of various units and zones to concentrate on their operationalactivities by
relieving them fromthe recruitment functions.
 Itenables the organizations to havecentralized selection procedures, promotionaland transfer procedure.
 Itensures the most effective and suitable placement to candidates.

 Itenables centralized training programs which further brings uniformity and minimizes averagecostof staff.
Merits of DecentralizedRecruitment
 The unit concerned concentrates only on those sources/places whereit normally gets the suitable candidates.
As such the costof recruitment would be relatively less.
 The unit gets mostsuitable candidates as it is well awareof the requirements of the jobs regarding cultural,
traditional, family background aspects, local factors, socialfactors etc.
 Units can recruit candidates as and when they are required without any delay.
 The units would enjoy freedomin finding out, developing the sources, in selecting and employing the
techniques to stimulate the candidates.
 The unit would relatively enjoy advantageabout the availability of information, controland feedback and
various functions/processes of recruitment.
 The unit would enjoy better familiarity and controlover the employees it recruits rather than on employees
selected by the central recruitment agency.
Factors Affecting Recruitment
 Both internal and external factors affect recruitment.
 The external factors include supply of and demand for human resources, employmentopportunities and/or
unemployment rate, labour market conditions, political, legal requirement and governmentpolicies, social
factors, information systems etc.
 The internal factors include the company’s pay packageincluding salary, fringebenefits and incentives, quality
of work life, organizationalculture, career planning and growth opportunities, sizeof the company, company’s
product/services, geographicalspread of the company’s operations viz., local, national or global, company’s
growth rate, and role of Trade Unions and cost of recruitment.

Source of recruitment
Internal source
 Promotion (vertical expansion of role)
 Transfer (moving fromone job or place to another within same level)
 Job rotation (shifting fromone job to another within same level)
 Rehire (rehiring former employee)
 Employee referrals (recommendation of present employees)
Advantages of internal source of recruitment
 Less costly (hiring and development cost)
 Improvementof employee morale
 Promotes loyalty and commitment
 Helps to minimize turnover
 Assures efficiency and productivity
 Easy to adapt
 Motivation
Disadvantages of internal source of recruitment
 Limited alternative
 Chance of bias selection
 Based on seniority
 Lack of variety of skill
 More training
 Equal Employment Opportunity Commission Criteria

External source
 Campus Recruitment
 Private Employment Agencies/Consultants,
 Public Employment Exchanges
 ProfessionalAssociations
 Data Banks
 CasualApplicants
 Similar Organizations
 Trade Union
Advantages of external source of recruitment
 Provides largescope/ large number of alternative candidates
 Ensures quality workforce
 Promotes innovation
 Environmental adaptation becomes easy
 Maintains balance between experienced and new employees
Disadvantages of external source of recruitment
 Costly (advertisement, selection, socialization, development)
 Time consuming
 Chance of losing morality confidence of existing employees
 Possibility of wrong selection
Recruitment Process
 Interview format
 Chronologicalinterviews

 Competency-based interviews
 Technical interviews
 Case study interviews
Selection
 Selection is the process of choosing fromthose available individuals who are mostlikely to perform
successfully in a job.
 Itis the process of choosing candidates having required qualification and competency.
 Itis concerned with careful selection of recruited candidates through testing and interviewing.
 Itis done with the view to discovering best fit/ right person at the right place.
Considerations of effectiveselection
 Job description and specification
 Use of comprehensiverecruitmentmeans to attract more application
 Consider legal compliance
 Establish selection process, rules, and criteria to be followed
 Selection standard and validation of selection test
 Convey decision to candidates about selection of rejection/publish resulton time
Importance of selection
 Reduce employee turnover
 Minimize training cost
 Self-motivation of workers
 Maintain high morale
 Higher productivity
 Lead to profitable operation

 Maintain good working environment
 Promote employee loyalty
 Improvecommitment
 Facilitates adaptation
SelectionProcess
 Selection activities follow a standard pattern, beginning with an initial screening interview and concluding
with the final employment decision. The selection process typically consists of eight steps:
1. Initial screening interview:Thefirststep in the selection process whereby job inquiries are sorted.
2. completionof the applicationform: used to generate specific information the company wants
3. preemployment tests:Work sampling and assessmentcenters evaluation abilities in actual job
activities
4. comprehensive interview:A selection device used to obtain in depth information about a candidate
5. conditional job offer:A tentative job offer that becomes permanent after certain conditions are met
6. background investigation:Theprocess of verifying information job candidates provide
7. Medical or physical examination:An examination to determine an applicant’s physicalfitness for
essential job performance.
8. Permanent job offer:The physicaldemands of the job require firefighters to performnumerous
activities, many times while under stress. Therefore, wecall these selection activities content valid.
Selectiontest
1. Ability/achievement test: testof theoretical and practical abilities to do the assigned job independently
and effectively
2. Aptitude/potentiality test: testof intelligence, ability, talent and eagerness to learn new job and required
skill

3. Personality test: testof individual’s value system, emotional reaction, maturity, characteristics, and
motivation to do activities in the given working environment
4. Interest test: identity the kind of work that satisfies the candidate
5. Attitude test: testof judgmental ability
6. Graphology test: analysis of handwriting of candidates as it is describes the degree of energy, introversion,
spontaneity, balance etc
7. Polygraphtest:test to ensureaccuracy of the information provided by the candidate
Difference betweenRecruitment andselection
Recruitment Selection
Recruitment is a process of searching and
motivating capable candidates to apply vacant post
Selection is the process of to most among the
applicants
Itattracts as many people as possibleapply to the
vacant post.
To Itselects only suitable candidates and rejects all
others.
Itends after collecting applications Itstarts after ending recruitment.
There will be no contract between employer and
employee recruitment through Recruitment
After selection, there will be a contract through
between employer and employee.
Objectiveof recruitment is maximum applications Main objective of selection is to select best
candidate.
Recruitment process does not bring and employee
and employee face to face
Selection process brings employer and employer
face to face.

Chapter-3: Compensation and benefits
Compensation
 “If you pick right people and give them the opportunity to spread their wings - and put compensation and
rewards as a carrier behind it - you almost don’thave to manage them.” — Jack Welch
 “Compensations the outcomes (rewards) employees receive in exchange for their work, or Pay is an
exchange between the individual or group and the employer”.
 The remuneration received by the employees in return for their contribution to the organization.
 To Consists salaries, wages, incentives, commissions, bonus,paid leave, insuranceetc.
 An integral part of HRM which helps for motivating the employees and improving organizational
effectiveness.
 Compensation is the “glue” that binds the employee and the employer together.
 An organized practice that involves balancing the work-employeerelation.
Objectives of CompensationManagement
 Acquire qualified personnel.
 Retain present employees.
 Ensureequity.
 Reward desired behavior
 Control costs.
 Comply with legal regulations.
 Administer efficiently.
Compensation policy

External Environmental Influences:
 Governmentregulations,LawsRegulations
 The Union Economic
 conditions(DomesticandInternational)
 Compositeness
 Compositionof the labourforce
 Location of the organization
Rewarding human resource
 Performance appraisal
 Compensation
 JobAnalysisandDesign
 BenefitsandServices
AcquiringHuman Resources
 Equal employmentOpportunities
 HR planning
 Job Designing
 Recruitment:Domesticand
International
 Selection:Domesticand
International
 MaintainingandProtectingHuman
Resources
 EvaluationSafety,healthand
wellness
 Labour relationsandCollective
bargaining
 Elevation
DevelopingHuman
Resources
 Discipline
 Careerplanning
 Trainingand
Development
Desirable End
Results
Competitive
Sociallyresponsible and
ethicallypractices
Internal Environment
 Strategy
 Goals
 Organizational culture
 Nature of the task
 Work group
 Leaderstylesandexperience
alInfluences
Fair
Equitable

Compensationpolicy
Compensation policy depends on certain criteria below
 Adequate: Minimal Governmental, union and managerial levels should be met.
 Equitable: Each person should be paid fairly, in the line with his or her effort, abilities and training.
 Balanced: Pay, benefits and other rewards should providea reasonabletotal rewards package.
 Cost-effective: Thepay should not be excessive, considering what the organization can afford to pay.
 Secure: Pay should be enough to help employees feel secureand aid him or her in satisfying basic needs.
 Incentive providing: Pay should motivate effective and productivework.
 Acceptable tothe employee: Theemployee should understand the pay systemand feel it is a reasonable
systemfor the enterpriseand him or herself.
Determinatesof compensation
 IncentiveCompensation Plan
 Skill-Based or Knowledge-Based Compensation
 Team-Based Compensation
 Performance-Based Compensation
Type of compensation
 Salary and wage Basic monetary pay for the assigned job or time taken
 Incentives: additional monetary benefit on the basis of performancesuch as allowance, bonus, profitsharing,
commission
 Benefits: known as fringe(freeof cost) benefits such as paid leave, holidays, insurance, pension, medical care,
security guard, etc

 Services: member of the organization such as legal support, personalcounseling, child care, fitness facility,
lodging and flooding, transportation etc
 Working environment: involves basic facilities at work place such as office layout, drinking water, ventilation,
modern equipments, cleanliness, management style, friendly environment etc
Job elevation
 Job evaluation (JE) is a systematic process of determining the value or worth of each job in relation to other
jobs.
 Job evaluation is prepared to find the basis for ranking different job so that systematic and scientific pay
structurecan be designed.
 Itprovides the sufficientinformation for preparing job description and job specification.
In general, mostorganizations usefour broad categories of factors:
 Skill
 Effort
 Responsibility
Working Conditions Point-factor plans or factor comparison approaches typically employ similar sets of factors.
Some commonly used factors are:
 Knowledge Required
 Supervisory Controls
 Complexity
 Scope and Effect
 PersonalContacts

 Purposeof Contacts
 Guidelines
 PhysicalDemands
 Work Environment
Job analysis practices inNepal
Job designpractice
 Job design is ever neglected in Nepalese organizations.
 Job design is not conducted scientifically to determine actual worth of job.
 Private organizations do not agree to do job design. They believe that the employees need to do the things
which their boss wants.
 In public organization, job design is traditional. Jobs arenot scientific and updated since long.
 Governmentalorganizations follow transfer, job rotation, promotion etc. Job enlargement and enrichment is
not considered.
 Private organizations follow job rotation for job design.
 Job analysis both in public and privateorganizations is out focused management function.
 Job description is common to all organizations though it is not scientific. Job description in almost all
organization is vagueand unclear. Many organizations do not providejob description to employees though
they are prepared.
 Job specifications are normally prepared in all organizations. But, they are prepared only for hiring
employees.
 Job analysis is conducted with limited information. Job focused techniques are mostly applied. Behavior
focused techniques are still neglected.

 Emerging human resourceconsultancies are creating awareness in the organizations for effective job analysis.
Organizations thereforeareusing them for employee recruitment and selection, training and development,
motivation and maintenance.
Job Analysis Methods
Provides information about jobs currently being done and the knowledge, skills, and abilities that individuals
need to performthe jobs adequately.
 ObservationMethod:A job analysis technique in which data are gathered by watching employees work.
 Individual interviewmethod: Meeting with an employee to determine whathis or her job entails.
 Group interviewmethod:Meeting with a number of employees to collectively determine what their jobs
entail.
 Structuredquestionnaire method:A specifically designed questionnaire on which employees’ rate tasks they
performin their jobs.
 Technical conference method:A job analysis technique that involves extensive input fromthe employee’s
supervisor.
 Diary Method:A job analysis method requiring job incumbents to record their daily activities
Chapter -4 Performance management
Performance Management
 Performancemanagement systems involve numerous activities, far morethan simply reviewing whatan
employee has done.
 Performancemanagement systems arean integral part of mostorganizations
 Properly developed and implemented performancemanagement processes can help an organization achieve
its goals by developing productiveemployees.

 Without proper two-way feedback about an employee’s effort and its effect on performance, werun the risk
of decreasing his or her motivation.
 Two factors assistin these matters:
 the performanceappraised must be conducted according to some established intervals
 Appraisers mustbe trained in the process.
Performance elevation
 Assessmentof individual’s performancein a systematic and scientific way.
 PE is a systematic way of reviewing and assessing theperformanceof an employee during a given period of
time and planning for future.
 Itis the systematic, periodic, impartial, equitable, transparentand acceptable evaluation of an individual’s
ability for doing presentand futurejob relative to performancestandard.
Objective of performance elevation
 To review the actual performance
 To judge the gap between actual and standard performance
 To identify strength and weakness of employees
 To providefeedback to the employees regarding performance
 • To clarify the individual’s roles and responsibilities
 To assistto pay system
 To identify the training needs
 To validate training and development program
 To help mgmt for organizationalcontrol
Factors affecting of performance elevation
 Clear objective

 Valid information
 Well defined evaluation criteria
 Specified standard
 Economical
 Time saving
 Focus on job
 Transparent
Process of performance elevation
 Setting the PE objectives
 Establishing performancestandard/expectation
 Communicating the PerformanceExpectations
 Measuring the actual performance
 Comparing the actual performancewith standard
 Discussing theresult with employee and management
 Taking correctivemeasures
 performance elevation criteria
1. Objective/quantitative measures:
 Quality
 Quantity
 Timeliness
 Cost effective
2. Subjective/qualitative measures:
 Need for supervision

 Interpersonalimpact
Problemof performance elevation
 Unclear Standard
 Evaluators Biases
 Role Conflict
 Regency Effect
 Central Tendency Problem
 Halo Effect
 Leniency or strictness
 Incompetence
 Post record anchoring
 Poor link with reward system
Methods of performance elevation
 Essay Method
 Checklist Method
 Graphic Rating Scale Method
 Alternative Ranking Method
 Paired Ranking Method
 Forced Distribution Method
 Critical IncidentMethod
 Behaviorally Anchored Rating Scale (BARS) Method
Feedback of PE to employees
 To improve employees ‘performance

 To Supportfor career planning
 To Improvebusiness activity
 To Identify training need
 To Motivate employees
 To Promote employees ‘morale
 To Promote team work
 To Supportfor reward
 To Identify needed changes
Chapter -5 HR developments
Training
 As Reynolds (2004) points out, training has a complementary role to play in accelerating learning.
 Training refers to the teaching, learning activities carried on for the primary purposeof helping members of an
organization to acquire and reply the knowledge, skills, and abilities and attitudes needed by that
organization.
 Itis the act of increasing the knowledge and skill of an employee for doing a particular job.
 Employee training equips the employees with adequate skills and knowledgeto contributeto the
organization’s efficiency and cope with the changes in the environment.
 should be a continuous re-assessmentof the managerial caliber and skills to cope with environmentalchanges
 Technological changes make the skills obsolete, which necessitates training activities.
 A positive environmentfor learning is always critical for success.
 Increasesafety and productivity.
 training leads to higher job satisfaction
 better corporateperformance

 Provides personnelthe skill sets that allow them to make timely, knowledgeabledecisions that benefit both
the customer and the company.
Objective of training
 Develop new employees
 Update existing employees
 Change attitude of employees
 Manage change
 Fulfill future HR need
 Increaseproductivity and quality
 Improvehealth and safety
 Reduction of supervision cost
 Maintain organizationalstability
 Better employee relation
 Manage conflict
Needfor employee training anddevelopment
 Employee’s request
 Employee survey results
 Evaluation deficiencies
 Individualdevelopment plan
 Law and regulation changes
 Need to develop new leaders
 New employee
 New equipment

 New manager
 New program
 New technology
 Reassignment
 Safety issues
 five major benefits of employee training
1. Impact on bottomline
 Successfulemployee training delivers improvements in employee performance
 better performing projector business
2. Staff retention
 Want to spend more training recruiting staff
 Training increases staff retention which will save you money.
 Instead of paying recruitment fees
 re-investing in training
 loss of management time
3. Improvedquality and productivity:
 increase the quality and flexibility of a business’s services by fostering
 Accuracy and efficiency.
 Good work safety practices.
 Great customer service.
4. The flow-oneffect:
 Wasted time and materials.
 Maintenance costs of machinery and equipment.

 Workplaceaccidents, leading to lower insurancepremiums.
 Recruitment costs through the internal promotion of skilled staff.
 Absenteeism
5. remaining competitive
 Staff morale and satisfaction.
 Soft skills’ such as inter-staff communication and leadership.
 Time management.
 Customer satisfaction.
Typical Areas of Employee Training
1. Communications: The increasing diversity of today’s workforcebrings a wide variety of languages and
customs.
2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.
3. Customer service: Increased competition in today’s global marketplace makes it critical that employees
understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation abouthow people have differentperspectives and
views, and includes techniques to value diversity.
5. Ethics: Today’s society has increasing expectations about corporatesocial responsibility. Also, today’s
diverseworkforcebrings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today’s workplacecan include misunderstandings and conflict.
Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, Benchmarking, etc.
require basic training about quality concepts, guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive
activities, etc.
9. Sexual harassment: Sexualharassmenttraining usually includes careful description of the organization’s
policies about sexual harassment, especially about what are inappropriatebehaviors’.
Evolutionof training program effectiveness
 Reactioncriteria: towards trainer, thetopic, the material, presentation, the venue. Ittells how well the
training was received by the trainees.
 Learning criteria: helps to know whatthe trainees havelearned.
 Behavior criteria: helps to know how well the trainees apply the information they received in training to
the job.
 Result criteria: evaluates facts and figures in terms of production, quality, turnover, waste, sales,
employee morale, customer satisfaction etc.
Methods of evaluating training effectiveness:
 Trainee survey method
 Observation method
 Test-retest method
 Experimental control group method
 Cost-benefit analysis
 Pre-postperformancemethod
Process of evaluating training effectiveness
 Setting the training objectives
 Developing evaluation criteria
 Pre-testing trainees existing skills

 Monitoring training
 Evaluating training result
 Feedback
Effective training programsteps
 Define the organizationalobjectives.
 Determine the needs of the training program.
 Define training goals.
 Develop training methods.
 Decide whomto train.
 Decide who should do the training.
 Administer the training.
 Evaluate the training program.
Determining Training Needs
Is there a
needfor
training?
What deficiencies,if anydo
incumbentshave inthe
skills,knowledge,or
abilitiesrequired to
exhibitingthe necessaryjob
behaviors
What behaviorsare
necessaryforeachjob
incumbenttocomplete
hisor her arranged
tasks?
What tasksmust be
completedtoachieve
itsgoals
What are the
organization'sgoals?

 Increased job satisfaction and morale among employees.
 Increased employeemotivation.
 Increased efficiencies in processes, resulting in financial gain.
 Increased capacity to adopt new technologies and methods.
 Increased innovation in strategies and products.
 Reduced employee turnover.
 Enhanced project image
 Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision cost.
Training Process
The model below traces the steps necessary in the training process:
 OrganizationalObjectives
 Needs Assessment
 Is There a Gap
 Training Objectives
 Select the Trainees
 Select the Training Methods and Mode
 Choose a Means of Evaluating
 Administer Training
 Evaluate the Training

Training Methods / type
 Training methods are the mostappropriate for the skill and the employee.
 A variety of training methods are available. The most effective method depends on the learner and the skill
being learned.
1. On-the-JobTraining Methods
 Job Rotation: has long been considered a valuable tool to increaseemployee motivation. Job rotation involves
lateral transfers thatallow employees to work at different jobs and provides exposureto a variety of tasks. As
with any training, HRM should take care to make surethe trainers not only know the job, but how to train
others as well. Employers often movenew hires through a rotation of different roles in the organization such
as marketing, finance, and operations before they settle into a permanent position.
 Apprenticeshipsarefrequently used to combine classroominstruction in combination with working alongside
a seasoned veteran, coach, or mentor. The combination of hands-on and classroomlearning complement each
other. Apprenticeships arefrequently used in skilled trade or craftjobs such as building trades. The
experienced worker provides supportand encouragementin addition to training.
 Internships areopportunities for students in higher education to utilize their instruction and training in a
chosen profession as partof their education. Internships vary fromvery unstructured to highly structured and
may include college credit. Organizations usually valueinternships as a way to reduce recruitment expenses
without creating an obligation of regular employment. Interns also providea valuable sourceof new ideas and
creativity. Students participating in internships gain valuable real-world experience and greatly enhance their
value to prospectiveemployers.
Advantage of On-the-JobTraining Methods
 Strong motivation
 Multiple skills

 Quick feedback
 Suitable specially for operating level
Disadvantage of On-the-JobTraining Methods
 Does not provided conceptual knowledge
 High chance of accident
 Low quality product
 Lower productivity
2. off-the-JobTraining Methods
 ClassroomLectures probably don’tneed much explanation at this point of your education, but once you finish
college, you may not haveseen the inside of your lastclassroom. Many organizations useclassroom
instruction along with other methods to providea great deal of information in a limited timeframe. Instructors
need to understand the different learning characteristics of adult learners and the variety of types of
instruction that create interest in the specific technical, interpersonal, or problem-solving skills they are
teaching.
 MultimediaLearning can demonstratetechnical skills not easily presented by other training methods. This
may include videos and DVDs that may be offered online.
 Simulations involvelearning a job by actually performing the work (or its simulation). Simulation methods may
include case analyses, experiential exercises, computer simulations, virtual reality, role playing, and group
interaction.
 Vestibule Training facilitates learning by using the sameequipment that one actually will useon the job but in
a simulated work environment.
 Advantage of off-the-JobTraining Methods

 Cost effective
 Low production error
 No chance of accident
 No disturbancefor production
 Maintaining productivity
 Covers large number of trainees
Disadvantage of off-the-JobTraining Methods
 Lack of active participation
 Lack of practical skill
 Suitable only for managerial level
 Ignores individuals
 Lack of close interaction between trainer and trainee
 Quick feedback is impossible
Management development
 Management development is usually defined as “the attempt to improvemanagerial effectiveness through a
planned and deliberate learning process”.
 MD is a process consisting of all activities by which existing and potential managers learn required skill and
knowledgeto improvetheir behavior and performances.
 Itis the process by which managers acquirenot only skill and competency in their presentjobs but also
capabilities for future managerialtasks.
 Management development is any attempt to improvecurrent or future management performanceby
imparting knowledge, changing attitude or increasing skills.

 Its aims, needs and priorities.
 its requirements, nature as a business-led process and theelements involved in a management development
processes
 the main management development activities of analysis, assessmentand strategy formulation
 Approaches to management development with an emphasis on integration, experiential and self-managed
learning and personaldevelopment planning, and the use of competency-frameworks and development
centers.
 the concept of emotional intelligence and its usein the development of leadership skills
 The responsibility for management development.
The three essential management development activitiesare the:
 analysis of presentand futuremanagement needs
 assessmentof existing and potential skills and effectiveness of managers againstthose needs
 Production of strategies and plans to meet thoseneeds.
 The necessary of management development are following
 empower and develop people
 manage people and performance
 work across boundaries, engaging with others, working as a member of a team, thinking differently about
problems and their solutions
 Develop relationships and a focus on the customer, building partnerships with both internal and external
customers
 balance technical and generic skills

Managerial Training/managementDevelopment
In all the above stages, weshould satisfy the following essential aspects in order to make the
programmers a success:
 Policy Decisions
Program Targeting
Appraisal
Organizational
Planning
Discoveringthe key
positions
Replacementskill
abilities
Individual
development
Elevation

 Acceptance.
 Appreciation.
 Support.
 Conducive atmosphere.
 Strong urge for learning.
 Participation.
 Identification of strength and weakness.
 Involvement.
 Self-development.
Methodof management development
On-the-jobmethod
 Job rotation
 Coaching
 Internship
 Understudy assignment/
Attachment method
 Planned work assignment/
Committee assignment
Off-the-jobmethod
 Seminar and conferences
 Simulation and
business/management games
 Sensitivity training
 Behavior modeling/Imitation from
managers
 Transactionalanalysis
 Special courses
Methodof MD

Issues government humanresource development
 Identifying the training and development needs
 Objectives set by trainer
 Training motivation of trainee
 Cross culturetraining
 Management commitment and Budget
 Training effectiveness evaluation
 Training methods
Futures of human resource development
 Human centric
 Competence focus
 Continuous process sub-system(individualand Combination of organizationaldev.)
 Time-bound
 Influenceof culture
 Psychologicalaspect
Needs /importance human resource development
 Ensures supply of capable employees
 Ensures personalgrowth opportunities
 Enhances satisfaction and commitment (job and organization)
 • Facilitates change management/environmental adaptation
 Improves teamwork
 Creates efficiency culture/develops self-renewing capacity

 Helps to implement succession planning
 Ensures equity in the organization
 Enhances productivity
HRD mechanisms (components)
A set of activities to implement HRD plan
 HR strategy and plan
 HR information system
 HR forecasting
 Succession planning
 Career stages and path
 Quality of work life
 Performanceappraisal
 Compensation/reward
 Assessmentof HRD programneed
 Selection of HRD program

Difference betweentraining anddevelopment
Basic Training Development
Trainee Non-managerialpersonnel managerial personnel
Scope Technical and mechanical operations Theoretical and conceptual ideas
Purpose Specific job-related, short-term General knowledge, long-term
Cost Less expensive expensive
Out come Comes immediately Comes lately
Role supervisor is very important All development is self development
Growth Generally used to denote imparting specific skills
among operativeworkers and employees.
Associated with the overall growth of the
executives.
Nature job centered career centered
Chapter -6 Recent trends in HRM
Recent andsignificant trends inHRM
The Recent and significant trends in HRM are following
1. Change inthe Labor Force
 internal labor force:An organization’s workers(its employees and the people who have contracts to work
at the organization
 External Labor Market: Individuals who areactively seeking employment
2. Work-force Diversity

 people of different gender, age, socialclass sexual orientation, values, personality characteristics, ethnicity,
religion, education, language, physicalappearance, marital status, lifestyle, beliefs, ideologies and
background characteristics such as geographic origin, tenure with the organization, and economic status.
3. Globalizationandits implications
 HR department needs to ensurethat the appropriatemix of employees in terms of knowledge, skills and
cultural adaptability is available to handle global assignments.
 challenges of globalization
 As background, language, customor age differences become more prevalent, there are indications that
employee conflict will increase
4. Changing skill requirements
 Competitiveness
 For poor-quality work and lower productivity
 quality and managing a diversework forceeffectively
 higher levels of language
 Suitable training and shortterm programs to bridgethe skill gaps & deficiencies.
5. Corporate downsizing.
 To reduce the number of workers employed by the organization
 proper communication musttake place during this time
 minimize the negative effects of rumor
6. Continuous improvement programs
 Long term well-being of the organization
 to improve quality and productivity
 implementation of project

7. Re-engineering work processesfor improvedproductivity
 When more than 70% of the work processes in an organization are evaluated
 To generate its benefits HRM needs to offer skill training to its employees.
8. Contingent workforce
 Shorter periods of time.
 Responsibility of quickly adapting them to the organization.
 Quality maintenance
9. Mass Customization
 Personalities,
 allowing employees to choosebetween lower base pay and higher bonuses vs. higher base pay and lower
10. Decentralizedwork sites
 responsibility to ensurehealth and safety
 work quality and on-time completion
 a high cost area
 lower wages prevail
11.Employee involvement
 Delegation
 participative management
 work teams
 goal setting
 employee training and empowering of employees
12.Technology
 Design apes

 AutoCAD
 Email
 Another design apes in project
13.Health
 health insurance
 sensitization
 free medical treatment bills
14.Family work life balance
15.Confidentiality
16.Employee Empowerment
17.Teamwork

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Human resource management.docx