2. • Planning, organizing, directing and controlling of the
procurement, development, compensation, integration,
maintenance and reproduction of human resources.
• Managing the human resource
3. • Hiring the right people for the right jobs and motivating,
appraising, and developing them
• Getting results
4. 1. Personnel aspect-This is concerned with manpower planning,
recruitment, selection, placement, transfer, promotion, training and
development, layoff and retrenchment, remuneration, incentives,
productivity etc.
2. Welfare aspect-It deals with working conditions and amenities such as
canteens, creches, rest and lunch rooms, housing, transport, medical
assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management relations,
joint consultation, collective bargaining, grievance and disciplinary
procedures, settlement of disputes, etc.
5. HRM
Employment Function:
- HR Planning
- Job Analysis
- Recruitment
- Selection
- Orientation
HR Development
Functions
-Training & Development
-Performance Appraisal
-Career Planning and
Development
Employee Relation
Compensation
- Direct Financial
Compensation
- Indirect Financial
Compensation (Benefits)
-Nonfinancial
Compensation
6. Provides mechanisms to eliminate gaps that may exist between supply and
demand of human resources
The process for identifying an organisation’s current and future human
resource requirements, developing and implementing plans to meet these
requirements and monitoring their overall effectiveness
7.
8. • Systematic process of determining skills, duties, and
knowledge required for performing jobs in organization.
• Process of collecting and studying information relating to
the operations and responsibilities of a specific job.
9.
10. • The process of seeking and attracting a pool of people from which
qualified candidates for job vacancies can be chosen.
• The process of discovering potential candidates.
• The process of attracting individuals in sufficient numbers with the
right skills and at appropriate times to apply for open positions
within the organization.
11.
12.
13. • “Hire” or “No Hire” decision regarding each applicant for a
job.
• Choosing qualified individuals who are available to fill the
positions in organization.
14. Selection Process
Initial or preliminary Screening
Application blank or blanks
Psychological Test
Employment interview
Approval by the supervisor
Physical examination
Induction or orientation
Check of references
15. • Used to eliminate unqualified candidates.
• Generally, there is no paper work at this stage.
• If the applicant looks like he can qualify for existing job
openings, he or she is given the application blank to
complete.
16. Application blank is used to get information from prospective
applicant to help management to make a proper selection.
It quickly collects the basic data about a candidate.
It is also useful to store information for future use.
An application forms consists of
Biographical data
Educational achievements
Salary and work experience
Personal items
Names and addresses of previous employers, references, etc.
17. • Most organizations do not use psychological tests for selection.
• But larger the size of the firm, more are the chances of using psychological tests.
• Larger companies that can afford to conduct psychological tests do so to have a
more detailed and accurate selection procedure.
• Smaller companies are more dependent on interviews.
17
18. • Interview is the interaction between the interviewer and the
applicant.
• It is the most common method of selection.
• It is a good method to get accurate information about the
applicant.
18
19. Preliminary interview – These interviews are used for initial screening of applicants to know
whether to proceed for a detailed interview or not. The applicant is given job details during
the interview.
Stress interview – Pressure is created on the applicants to know how they handle stress. It
helps to get an insight into the personality of the applicant which would not be possible in
tension free situations.
Depth interview – These interviews cover the complete life history of the applicant like work
experience, academic qualifications, health interest, hobbies, etc. It is good for executive
selection.
Patterned interview – These interviews are a combination of direct and indirect questioning
of the applicant. The interviewer knows which areas should be queried in detail and he also
encourages the candidate to talk freely.
19
20. • References are used in most selection processes.
• During the selection process it is believed that former
employers, friends and professional personnel give reliable
evaluation of applicant.
• Reference checks are generally made by mail or telephone
and sometimes personally also.
21. • At this stage, we can reach the conclusion about which candidate
should be hired.
Congrats!!
You have
been
selected21
22. • Physical examination is done to check whether the applicant’s
physical capabilities match with the job requirements or not.
23. – It is a systematic and planned introduction of employees
to their jobs, their co- workers and the organization.
– It is the process of introducing the new employee to the
organization.
24. • A learning process and a task oriented
• Training is short term, task oriented and targeted on achieving a
change of attitude, skills and knowledge in a specific area. It is
usually job related.
• A systematic process through which an organization’s human
resources gain knowledge and develop skills by instruction and
practical activities that result in improved corporate performance.
• Development is a long term investment in human resources.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36. – The process of formally evaluating performance and feedback to an
employee.
– A process of evaluating an employee's performance of a job in terms of
its requirements.
Two Purposes of Performance Appraisal
1. Evaluation—document and let people know how well they are
doing; judgmental role.
2. Development—identify how training and support can improve
performance; counseling role.
37.
38.
39. • In this method of Performance appraisal the evaluator rates the
employee on the basis of critical events and how the employee
behaved during those incidents.
• It includes both negative and positive points.
• Manager keeps a written record of positive and negative performance
of employees.
40.
41.
42.
43.
44.
45.
46.
47.
48. • Career Planning
The process of managing career goals and individual capabilities
with opportunities for their fulfillment.
• Career Development
Manages how a person grows and progresses in their career.
49. • Monetary and non-monetary pay provided to an employee by an employer
in return for work performed as required.
Wages and
Salary
Hourly
wages and
monthly
rates salary
Incentives
Individual
plans
Group plans
Fringe
benefits
CPF
Gratuity
Medical etc.
Perquisites
Company car
Club
membership
Furnished
house
etc.
Job content
Challenging job
responsibilities
Supervision
Growth
prospects
Working
conditions
Etc.
Financial Non Financial
50. • Employee and employer relations describes the relationship between workers and
employers in business.
• Employee relation takes care of employee grievances, employee recognition, and boosting
the morale of employees to make the working environment more healthy and at the same
time fulfil the management’s expectations and maintain the work culture and ethics.
51. Human Resource Management is the organizational function that
deals with issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, communication, administration, and training.
