Human resource management unit iii


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Human resource management unit iii

  1. 1. UNIT III<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  2. 2. Introduction<br /><ul><li> Need for organizations to build and sustain competencies that would provide them with competitive advantage.
  3. 3. Knowledge era, Human assets are valued highly.
  4. 4. Growth oriented organizations value training as a response to changing environment
  5. 5. Continues learning process in human development
  6. 6. Helps in development of one’s personality, sharpens skills and enhances effectiveness
  7. 7. It is an important and integral part of organizational renewal process</li></ul>POOJA DEVIJA Assit. Prof PIMT source :<br />
  8. 8. Training:-<br />Training is the act of increasing the knowledge & skills of an employee for doing a particular job.<br />To bring a change in behaviour, knowledge, skills and attitudes of the workers.<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  9. 9. Training means teaching of specific skills <br />Need and rationale for training:-<br />Changing technology:- update employees<br />Quality conscious consumers:- quality improved through training of workers<br />Greater productivity:- reduce cost of production, increase productivity<br />Stable workforce:-confidence in minds of workers, gives security and leads to stable workforce<br />Increased safety:- Handle machines more safely<br />Better management:- Used as a planning & controlling tool, reduces cost and industrial accidents<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  10. 10. Significance of training<br />Quick learning<br />Higher productivity<br />Standardization of procedures<br />Less supervision<br />Economical operations<br />Higher morale<br />Preparation of future managers<br />Better management<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  11. 11. What can training do for employees<br />Confidence<br />New skills<br />Promotion<br />Higher earnings<br />Adaptability<br />Increased safety<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  12. 12. Employee Training<br />What deficiencies, if any,<br />does job holder have in<br /> terms of skills, knowledge, <br />abilities, and behaviours?<br />What are<br />the strategic<br />goals of the<br />organization?<br />Is there a <br />need for<br />training?<br />What tasks must<br />be completed<br />to achieve<br />goals?<br />What behaviours are <br />necessary?<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  13. 13. Types of training<br />Induction & orientation training:-<br />Introducing the new employee to the procedures, rules & regulations.<br />Job training:-<br />Specific job which the worker has to handle, information about machines, process of production, instructions to be followed<br />Apprenticeship training:-<br />Compulsion made by government, to provide both on job & class room teaching to the trainees, trainees get wages while learning<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  14. 14. Internship training:-<br />Educational institute enters into an arrangement with an industrial enterprise for providing practical knowledge to the students.<br />Refresher or retraining:-<br />Meant for old employees of the organization acquaint existing workers with the latest methods of performing their job.<br />Training for promotion:-<br />Talented employees may be given additional training to make them eligible for promotion to higher jobs. <br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  15. 15. Methods of training<br />On the job(at the place of work):-<br />Coaching(supervisor guides not teach)<br />Understudy(trainee is prepared to perform the work or fill the position)<br />Position rotation <br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  16. 16. Off the job:- (away from the place of work)<br />Vestibule (utilizes the same equipment at the place of work)<br />Special lecture cum discussion<br />Conference<br />Case study<br />Special projects<br />Committee assignments<br />Role playing<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  17. 17. On the job:-<br />The most effective method of training the operative personnel.<br />The worker is given training at his workplace by his immediate superior.<br />Learning by doing.<br />Good for the skills which can be learnt in a short period of time.<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  18. 18. Designing a training program<br />Identification of training needs<br />Setting training objectives<br />Organization of training<br />Evaluation of training outcomes or results<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  19. 19. Evaluation of training<br /><ul><li>Criteria for evaluation are:
  20. 20. Objectives of the program
  21. 21. Cost-benefit analysis
  22. 22. Results obtained
  23. 23. Areas of improvement
  24. 24. Resources/ staff required
  25. 25. Methods of evaluation would be:
  26. 26. Questionnaires, projects, tests, interviews, observations or participation and discussions.</li></ul>POOJA DEVIJA Assit. Prof PIMT source :<br />
  27. 27. Career development<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  28. 28. Career development <br />A career denotes a succession of related jobs arranges in a hierarchy of prestige ,through which persons move in an ordered predictable sequence<br />The most important requirement of career development in the current scenario is that every employee must accept the responsibility for development <br />Must take initiative in planning & developing their career <br />Management of challenging career(as per the need of the employee)<br />Management of careers at international levels.<br />Coping with the cultural diversity at international level<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  29. 29. Career stages<br />Exploration:-pre employment stage<br />Crises of this stage:<br />Where to start from<br />Performance level<br />Reality shock, cultural adaptability<br />Job demands more what they can deliver<br />Not too many opportunities to show talent<br />Establishment:-10 years from 25 onwards, tries to settle in some job<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  30. 30. Mid career:-35-45 years of age(problematic & stressful)<br />Crises: Tend to loose interest in job<br />Increased expectation at the same decresed performance<br />Late career:-20 years from mid forties(stagnation or growth)<br />Decline:-forced to step out of limelight. Bad for the high achievers<br />Retirement crises: future planning ,uncertainty<br />How to invest in retirement fund<br />Manage after retirement <br />Exit policy<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  31. 31. Process of career planning<br />Preparation of human resource inventory<br />Identifying individual career needs<br />Analyzing career options<br />Matching of employees needs with options<br />Formulation & implementation of training & development program<br />Review of career plan<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  32. 32. Benefits of career planning<br />Helps to have knowledge of various career opportunities<br />Helps him select the career which is suitable to his life style.<br />Helps organization identify talented employees who can be promoted.<br />Internal promotions up gradation & transfers motivate employee, boost up their morale, result in increase job satisfaction.<br />Improves employees performance.<br />Contributed towards individual development.<br />Better image of organization in the market<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  33. 33. Problems of career planning<br />Suitable for bigger organization where opportunities for vertical mobility are available<br />Career plans may not be effective for long term because of dynamic environment.<br />In family business ,family members expect a fast growth. this negatively effects the career planning<br />Systematic planning may become difficult because of favoritism<br />Career opportunities reach to decline stage because of technological or economic factors.<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  34. 34. MANAGEMENT DEVELOPMENT/executive development<br />Is the process by which managers acquire not only skills and competencies in their present job but also capabilities for future managerial tasks.<br />Includes program to change the capacity of individual to perform his present assignment better & increase his potential in future<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  35. 35. Nature of management development<br />Educational process <br />Behavioral change<br />Self development<br />Continuous process<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  36. 36. objectives<br />To increase the overall knowledge & concepts and decisions making skills <br />To improve the performance of managers in the same position<br />To ensure reserve of well trained managers in future<br />To influence the behavior of employees through executives.<br />To introduce change in organization by developing executives into change agent<br />To prevent obsolescence of executives by providing them knowledge & skills<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  37. 37. methods<br />On the job:-<br />Coaching<br />Understudy<br />Job rotation <br />Multiple management<br />Committee assignment<br />Off the job:-<br />Special courses<br />Special projects<br />Conference training <br />Role playing<br />Simulation technique<br />POOJA DEVIJA Assit. Prof PIMT source :<br />
  38. 38. Organization of executive development program<br />Analysis of the development needs<br />Inventory of talent needed to be managed<br />Appraisal of talents<br />Planning of individual development program<br />Establishment of development program<br />Evaluation of the program<br />POOJA DEVIJA Assit. Prof PIMT source :<br />