CJCHS HRM Introduction

Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Semester: Third
BBALLB
Name Of The Subject: Human Resource Management
Unit-1
Topic: Introduction
FACULTY NAME:
Ms. PALLAVI SHARMA
(Assistant Professor)

WHAT IS HUMAN RESOURCE MANAGEMENT?
According to the British Institute of Personnel
Management :“Personnel Management can be
defined as “that part of management which is
concerned with people at work and with their
relationship within an organization.”

According to American Management Association:
Human Resource Management is that field of management which has to do
with planning, organizing and controlling various operative functions of
procuring, developing, maintaining and utilizing a work force in order that
(a) the objectives for which the company is established are attained as
efficiently and economically as possible;
(b) the objectives of all levels of personnel are served to the highest degree;
and
(c) the objectives of the community are duly considered and served.”

HRM Components
– Component should be consistent with the others,
organization structure, and strategy.
• Recruitment: develop a pool of qualified
applicants.
– Selection: determine relative qualifications &
potential for a job.
• Training & Development: ongoing process to
develop worker’s abilities and skills.
• Performance appraisal & feedback: provides
information about how to train, motivate, and
reward workers.

• Pay and Benefits: high performing employees should be rewarded
with raises, bonuses.
– Increased pay provides additional incentive.
– Benefits, such as health insurance, reward membership in firm.
• Labor relations: managers need an effective relationship with labor
unions that represent workers.
– Unions help establish pay, and working conditions.
If management moves to a decentralized structure, HRM should
be adjusted as well.

Human Resource Management-Nature
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.

•It helps an organization meet its goals in the future by
providing for competent and well-motivated
employees.
•It tries to build and maintain cordial relations between
people working at various levels in the organization.
•It is a multi-disciplinary activity, utilizing knowledge
and inputs drawn from psychology, economics, etc.

HUMAN RESOURCE MANAGEMENT- SCOPE
• Personnel aspect-recruitment, selection, placement, transfer,
promotion, training and development, layoff and retrenchment,
remuneration, incentives, productivity etc.
• Industrial relations aspect-This covers union-management
relations, joint consultation, collective bargaining, grievance
and disciplinary procedures, settlement of disputes, etc.

CONTINUED…..
Welfare aspect-It deals with working conditions and
amenities such as canteens, rest and lunch
rooms, housing, transport, medical assistance, education,
health and safety, recreation facilities, etc.

IMPORTANCE
1. Explicit Communication
2. Successful Procurement
3. Reduced Layoffs
4. Reduced Turnover
5. Coordination and Integration
6. Increased Productivity
7. High Motivational Levels

IMPORTANCE
1. Parity in Compensation
2. Competitiveness
3. Reduced Discontent
4. Retaining Effective Employees
5. Ensuring Integration
6. Effective Separation
7. Cordial Human Relations
8. Enforced Values

EVOLUTION OF HRM

CONTINUED…..
1. Managing Slaves
2. Managing Serfs
3. Managing Indentured Labour
4. Industrial Revolution Era;
5. Trade Union Movement Era
6. Social Responsibility Era
7. Scientific Management Era
8. Human Relations Era
9. Behavioural Science Era
10. Systems and Contingency Approach Era
11. Human Resource Management Era.

HRM POLICIES
• Identify the purpose and objectives which the organization wishes to attain regarding
its Human Resources department.
• Analysis of all the factors under which the organization's HR policy will be
operating.
• Examining the possible alternatives in each area which the HR policy statement is
necessary.
• Implementation of the policy through the development of a procedure to support the
policy.
• Communication of the policy and procedures adapted to the entire organization.
• Auditing the policy so as to reveal the necessary areas requiring change.
• Continuous revaluation and revision of policy to meet the current needs of the
organization.

Human Resource Management Challenges
Environmental Challenges
• Rapid Change
• Work Force Diversity
• Globalization
• Legislation
• Technology
• Job & Family Roles
• Lack of Skills

Organizational Challenges
• Controlling Costs
• Improving Quality
• Developing Distinctive Capabilities
• Restructuring
Individual Challenges
• Productivity
• Empowerment
• Brain drain
• Ethics & social responsibility
• Job insecurity
• Matching people & organization

Personnel Management v/s Human Resource Management
Personnel Management
• It is traditional approach of managing
people at workplace and is concern of
personnel department.
• It is a routine function.
• Efficient management is given
priority.
Human Resource Management
• It is modern approach of managing
people at workplace and is concern of
managers of all level (from top to
bottom).
• It is a strategic function.
• Human values and individual needs
are given priority.

(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of
Delhi & Bar Council of India)
CONTINUED…..
• It manages people in accordance with
organization’s goal.
• Organization’s interest is valued the
most.
• It determines human resource needs
and formulate policies by matching
individual’s needs with organization’s
needs.
• Interest of organization and interest of
employee is harmonized.

HRM VS STRATEGIC HRM
HRM
• Human resource management (HRM)
implies the governance of manpower
of the organization in a thorough and
structured manner.
• Responsibility lies with Staff
specialist
• Fragmented Approach
• Concerned with employee relations
• Short term
• Follows change
• Stringent control over employees
SHRM
• SHRM is a managerial function
which implies framing of HR
strategies in such a way to direct
employees efforts towards the goals
of organization.
• Responsibility lies withLine manager
• Integrated Approach
• Concerned with internal and external
relations
• Long term
• Initiates change
• It exhibits leniency.

CURRENT TRENDS IN HUMAN RESOURCE
MANAGEMENT
• Globalization and its implications
• Work-force Diversity
• Changing skill requirements
• Confidentiality
• Continuous improvement programs
• Re-engineering work processes for improved productivity
• Contingent workforce
• Mass Customization

CONTINUED…..
• Decentralized Work Sites
• Employee Involvement
• Technology
• Health
• Family Work Life Balance

Semester: Third
BBALLB
Name of the Subject: Human Resource Management
UNIT-2
Human Resource Planning

HUMAN RESOURCE PLANNING
MEANING
• In simple words, HRP is understood as the process of forecasting an
organization's future demand for, and supply of, the right type of people in the
right number.
• After this only the HRM department can initiate the recruitment and selection
process
• Its called by manpower planning, personal planning or employment planning

HUMAN RESOURCE PLANNING
DEFINITION
• It includes the estimation of how many qualified people are necessary to
carry out the assigned activities, how many people will be available, and
what, if anything, must be done to ensure that personal supply equals
personnel demand at the appropriate point in the future.
• Basically it’s the process by which an organization ensures that it has the
right number & kind of people, at the right place, at the right time, capable
of effectively & efficiently completing those tasks that will help the
organisation achieve its overall objectives.

IMPORTANCE OF HRM
FUTURE PERSONNEL NEEDS
• Surplus or deficiency in staff strength
• Results in the anomaly of surplus labour with the lack of top executives
COPING WITH CHANGE
• Enables an enterprise to cope with changes in competitive forces, markets,
technology, products & government regulations

CREATING HIGHLY TALENTED PERSONNEL
• HR manager must use his/her ingenuity to attract & retain qualified & skilled
personnel • Succession planning
PROTECTION OF WEAKER SECTIONS
• SC/ST candidates, physically handicapped, children of the socially disabled &
physically oppressed and backward class citizens
INTERNATIONAL STRATEGIES
• Fill key jobs with foreign nationals and reassignment of employees from within or
across national borders
FOUNDATION FOR PERSONNEL FUNCTIONS
• Provides information for designing & implementing recruiting, selection, personnel
movement(transfers, promotions, layoffs) & training & development

JOB ANALYSIS
• Job analysis in human resource management (HRM) refers to the process of
identifying and determining the duties, responsibilities, and specifications of a given
job. It encompasses the collection of data required to put together a job description
that will attract the right person to fill in the role.
• Job analysis in HRM helps establish the level of experience, qualifications, skills
and knowledge needed to perform a job successfully.

STEPS IN JOB ANALYSIS
• Determining the Desired uses of Job Analysis.
• Selecting the job to be Analyzed
• Collecting Job Related Information
• Verifying the Accuracy of Information.
• Documenting the Job Analysis for Job Description

Purpose of Job Description
• Categorization of jobs
• Placement and directing new employees
• Transfers
• Promotions
• Bordering for the career path
• Improving work standards
• Employees counselling
• Confinement of authority

Advantages and Disadvantages of Job Analysis

A Statement Of Human Qualifications Necessary To Qualifications Necessary To
Do The Job Containing:
•Education & Qualifications
•Experience & Training
•Knowledge & Skills
•Communication Skills
•Physical Requirements - Height, Weight, Age
JOB SPECIFICATION

•PERSONALITY REQUIREMENTS
• APPEARANCE,
•JUDGMENT,,
•INITIATIVE,
•EMOTIONAL STABILITY
JOB SPECIFICATION

•Described on the basis of job description, job specification helps candidates
analyze whether are eligible to apply for a particular job vacancy or not.
•It helps recruiting team of an organization understand what level of
qualifications, qualities and set of characteristics should be present in a candidate
to make him or her eligible for the job opening.
•Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational ability and
much more.
•It helps in selecting the most appropriate candidate for a particular job.
PURPOSE OF JOB SPECIFICATION

Personnel planning
Appraisal review
Recruiting
Development and development
Job review and compensation
Health and safety
Employee discipline
Scheduling of work
JOB DESCRIPTION

Differences between a job description and a job specification
Content
Job description usually lists out the job title, location, job summary, working environment,
duties to be performed on the job, etc.
Job specification lists out the qualifications, experience, training, skills, emotional
attributes, mental capabilities of an individual to perform the job.
Measures
Job description measures the tasks and responsibilities attached to the job.
Job specification measures the capabilities that the job holder must possess to perform the
job.
Usefulness
Job description offers ample information about the job which helps the management in
evaluating the job performance and defining the training needs of an employee.
Job specification helps the candidates who are applying for a job to analyse whether they
are eligible for a particular job or not.
Benefit
Job description statement helps the organisation to be clear about “Who should do what”.
Job specification statement helps the management to take decisions regarding promotion,
bonus, internal transfers and salary increase.

JOB DESIGN
Recruitment
Job design (also referred to as work design or task design) is a core function
of human resource management and it is related to the specification of
contents, methods and relationship of jobs in order to satisfy technological
and organizational requirements as well as the social and personal
requirements of the job holder or the employee. Its principles are geared
towards how the nature of a person's job affects their attitudes and
behavior at work, particularly relating to characteristics such as skill
variety and autonomy. The aim of a job design is to improve job
satisfaction, to improve through-put, to improve quality and to reduce
employee problems

JOB DESIGN

JOB SIMPLIFICATION
Work or job simplification is the process of removing tasks from
existing roles in order to make them more focused. The objective of
work simplification is to develop improved work methods that
maximize output while minimizing expenditure and cost.

JOB ROTATION
Recruitment
• Shifting of employees between two or more assignments or jobs at
regular intervals of time in order to expose them to all verticals of an
organization
• Job rotation refers to a management tool in which an individual,
usually a trainee, is taken from one department to another over a
period of years. This allows the individual to train on different aspects
of the job.

JOB ENLARGEMENT
Recruitment
Job enlargement involves combining various activities at the same level in
the organization and adding them to the existing job. It increases the
scope of the job. It is also called the horizontal expansion of job
activities.

JOB ENLARGEMENT
Recruitment
Advantages of job enlargement
Variety of skills :- Job enlargement helps the organization to improve
and increase the skills of the employee due to organization as well as
the individual benefit.
Improves earning capacity :- Due to job enlargement the person
learns many new activities. When such people apply foe jobs to other
companies they can bargain for more salary.
Wide range of activities :- Job enlargement provides wide range of
activities for employees. Since a single employee handles multiple
activities the company can try and reduce the number of employee’s.
This reduces the salary bill for the company.

JOB ENLARGEMENT
Recruitment
Disadvantages of job enlargement
Increases work burden :- Job enlargement increases the work of the
employee and not every company provides incentives and extra salary
for extra work. Therefore the efforts of the individual may remain
unrecognized.
Increasing frustration of the employee :- In many cases employees end
up being frustrated because increased activities do not result in
increased salaries.
Problem with union members :- Many union members may
misunderstand job enlargement as exploitation of worker and may take
objection to it.

JOB ENRICHMENT
Recruitment
Job enrichment is a common motivational technique used by organizations to give an
employee greater satisfaction in his work. It means giving an employee additional
responsibilities previously reserved for his manager or other higher-ranking
positions.
• Variety of skills
• Improves earning capacity
• Cost effective
• Satisfies employees self-actualization
• Utilization of Skills

JOB ENRICHMENT Vs JOB ENLARGEMENT
Recruitment
• The difference between job enrichment and job
enlargement is quality and quantity. Job
enrichment means improvement, or an increase with the
help of upgrading and development, whereas job
enlargement means to add more duties, and an increased
workload.

Recruitment
External recruiting: managers look outside the firm for people
who have not worked at the firm before.
• Managers advertise in newspapers, hold open houses, recruit at
universities, and on the Internet.
– External recruitment is difficult since many new jobs have specific skill
needs.
– A multi-prong approach to external recruiting works best.
– Internal Recruiting: positions filled within the firm.
• Internal recruiting has several benefits:
– Workers know the firm’s culture, may not have new ideas.
– Managers likely already know the candidates.
– Internal advancement can motivate employees.

Selection Tools
Background
Information
Paper tests
Selection
Interviews References
Physical
Ability tests
Performance tests

Selection Process
After a pool of applicants are identified, qualifications related to the job requirements
are determined:
• Background Information: includes education, prior employment, college
major, etc.
• Interview: almost all firms use one of two types:
– Structured interview: managers ask each person the same job-related
questions.
– Unstructured interview: held like a normal conversation.
– Usually structured interviews preferred; bias is possible.
• Physical Ability Test: measure strength & endurance.
– Good for physically demanding jobs.

Paper & Pencil Tests: Either an ability and personality test.
– Ability test: assess if applicant has right skills for the job.
– Personality test: seek traits relevant to job performance.
– Be sure test is a good predictor of job performance.
Performance Tests: measure job performance.
– Typing speed test is one example.
– Assessment Center: candidates assessed on job-related activities over a
period of a few days.
References: outside people provide candid information about candidate.
– Can be hard to get accurate information.

What is Induction?
• Once an employee is selected and placed on an appropriate job, the process
of familiarizing him with the job and the organization is known as
induction.
• Induction is the process of receiving and welcoming an employee when he
first joins the company and giving him basic information he needs to settle
down quickly and happily and stars work.

Job Changes
• Mobility of employees from one job to another
through transfer, promotion and demotion is
internal mobility and some employees leave the
organization due to resignation, retirement and
termination is called external mobility. Taking
internal and external together makes job change.

Why JOB CHANGES EMERGE?
* Changes in the structure of the organization involving job
redesign, job regrouping etc.
* Changes in technology.
* Changes in political environment.
* Changes in legal policies.
* Fluctuation in volume of work due to expansion,
diversification etc.
* Changes in demand of trade union.
* Changes in the knowledge, skills and values of employees.

Semester: Third
BBALLB
UNIT-3
Training and Development

Training
• Training is a highly useful tool that can bring an
employee into a position where they can do their job
correctly, effectively, and conscientiously. Training is
the act of increasing the knowledge and skill of an
employee for doing a particular job.

TYPES OF TRAINING
• Technical or Technology Training: Depending on the type of job, technical
training will be required. Technical training is a type of training meant to teach the
new employee the technological aspects of the job.
• Quality training: Quality training refers to familiarizing employees with the
means of preventing, detecting, and eliminating nonquality items, usually in an
organization that produces a product.
• Skills Training: Skills training, the third type of training, includes proficiencies
needed to actually perform the job.
• Soft Skills: Soft skills refer to personality traits, social graces, communication, and
personal habits that are used to characterize relationships with other people.
• Professional training: Professional training is a type of training required to be up
to date in one’s own professional field.
• Team training: We can define team training as a process that empowers teams to
improve decision making, problem solving, and team-development skills to achieve
business results.

TYPES OF TRAINING
• Team training: We can define team training as a process that empowers teams to
improve decision making, problem solving, and team-development skills to achieve
business results.
• Managerial training: When this occurs, managerial training would occur. Topics
might include those from our soft skills section, such as how to motivate and
delegate, while others may be technical in nature.
• Safety Training : Safety training is a type of training that occurs to ensure
employees are protected from injuries caused by work-related accidents.

TYPES OF TRAINING METHODS

METHODS OF TRAINING
• On-the-job Training Method
• Off-the-Job Methods

On-the-Job training method
This is the most common method of training in which a trainee is placed on a specific
job and taught the skills and knowledge necessary to perform it.
1. Job rotation
2. Coaching
3. Job instructions
4. Committee assignments
5. Internship training

Off-the-Job Methods
On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted. The methods
of training which are adopted for the development of employees away from the field
of the job are known as off-the-job methods.
• 1. Case study method
• 2. Incident method
• 3. Role play:
• 4. In-basket method:
• 5. Business games:
• 6. Grid training:
• 7. Lectures:
• 8. Simulation:
• 9. Management education:
• 10. Conferences:

DESIGN OF TRAINING PROGRAMME

1. Needs assessment and learning objectives.
2. Consideration of learning styles.
3. Delivery mode.
4. Budget.
5. Delivery style.
6. Audience.
7. Content.
8. Timelines.
9. Communication.
10. Measuring effectiveness of training.
DESIGN OF TRAINING PROGRAMME

• APPEARANCE,
•JUDGMENT,,
•INITIATIVE,
•CRITERIA FOR EVALUATION
•TECHNIQUES FOR EVALUATION EFFECTIVENESS OF TRAINING
PROGRAMME
•NEED FOR FAITH
•NEED TO MEET ORGANISATIONAL GOALS AND MISSION
EVALUATION OF TRAINING EFFECTIVENESS

EXECUTIVE DEVELOPMENT:
Recruitment
Executive development is the whole of activities aimed
at developing the skills and competencies of those
that (will) have executive positions in organizations.
In this way, executive development is much more
strategic than typical corporate training
& development which is used for most employees of
an organization.

EXECUTIVE DEVELOPMENT
PROCESS
Recruitment
The process of executive development consists of the following
steps:
Step # 1. Analysing Development Needs:
Step # 2. Appraisal of Present Management Needs:
Step # 3. Inventory of Executive Manpower:
Step # 4. Planning Individual Development Programmes:
Step # 5. Establishing Training and Development Programmes:
Step # 6. Evaluating Development Programmes:

TECNIQUES
Recruitment
On the job training methods have their own limitations, and in order to have the
overall development of employee’s off-the-job training can also be imparted. The
methods of training which are adopted for the development of employees away from
the field of the job are known as off-the-job methods.
1. Case study method
2. Incident method
3. Role play:
4. In-basket method:
5. Business games:
6. Grid training:
7. Lectures:
8. Simulation:
9. Management education:
10. Conferences:

TECNIQUES
Recruitment
Some of the most commonly techniques of executive development which fall under
the category of on-the-job techniques are as follows:
1. Case study method
2. Incident method
3. Role play:
4. In-basket method:
5. Business games:
6. Grid training:
7. Lectures:
8. Simulation:
9. Management education:
10. Conferences:

CAREER PLANNING
Recruitment
Career planning is the process by which one selects career goals
and the path to these goals. The major focus of career planning is
on assisting the employees achieve a better match between
personal goals and the opportunities that are realistically available
in the organization.

CAREER PLANNING Vs HRP
Recruitment
•Human Resource planning is the process of analyzing and estimating the need for and
availability of employees. Through Human Resource planning, the Personnel
Department is able to prepare a summary of skills and potentials available within the
organization. Career planning assists in finding those employees who could be
groomed for higher level positions, on the strength of their performance.
•Human Resource planning gives valuable information about the availability of human
resources for expansion, growth, etc. (expansion of facilities, construction of a new
plant, opening a new branch, launching a new product, etc.). On the other hand, career
planning only gives us a picture of who could succeed in case any major developments
leading to retirement, death, resignation of existing employees.
•Human Resource planning is tied to the overall strategic planning efforts of the
organization. There cannot be an effective manpower planning, if career planning is not
carried out properly.

CAREER PLANNING PROCESS
Recruitment

CAREER PLANNING PROCESS
Recruitment
1. Self-Assessment: The first step in the process is self-assessment to be done by the
individual to understand his or her skills, areas of interest etc.
2. Research on Careers: The second step in the process is to understand the career
options, companies available, growth options in career etc.
3. Set Career Objectives: The next step in the career planning is to set short-term as
well as long-term career goals for oneself, and to have a clear career path.
4. Learn & Improve Skills: The fourth step in the process is to keep acquiring new
skills and knowledge to be in line with career objectives and with industry
requirements.
5. Preparation of CV: The next step in the planning process is to be fully prepared in
terms of CV, cover letter, recommendations etc.
6. Job Search: The sixth step is to short-list the companies where an individual is
seeking a job & start applying.
7. Revise Career Goals: The last step in the career planning process is to continuously
evaluate the career goals and again do a self-assessment to build a strong career path.

CAREER PLANNING ADVANTAGES
Recruitment
Some of the advantages of career planning to employees are as follows:-
1. Increases Productivity
2. Helps in Selecting Career Path
3. Ensures Self-Development
4. Fulfilment of Individual Needs
5. Sense of Affiliation
6. Opportunity for Optimal Returns
7. Awareness of Work Environment
8. Retains Control
9. Job Satisfaction
10. Increase in Knowledge.

CAREER PLANNING ADVANTAGES
Recruitment
Some of the advantages of career planning to organisations are as follows:-
1. Assures Availability of Talent
2. Helps of Attracting and Retaining Talent
3. Helps in Promoting Organisational Image
4. Protects Interests of Special Groups of Employees
5. Facilitates Staff Mobility
6. Availability of Qualified Personnel
7. Input in Programme Planning
8. Optimum Utilisation of Human Resources
9. Prevents Organisational Chaos.

CAREER PLANNING DIS-ADVANTAGES
Recruitment
Disadvantages or Limitations of Career Planning:
Though there are multiple methods of planning one’s career, it has few disadvantages of
planning in management also. They determine the relevance of a career. Here are a few
disadvantages of workforce planning.
a. Lack of objectivity: Career planning has become an opportunity with an impossible
small organization. It helps in developing the defined targets.
It becomes a disadvantage if the goals are improperly set. The decisions are made so as to
check the deep understanding of the plans. It is not suitable for small-scale industries
because of vertical mobility.
b. Lack of awareness: One should make decisions without fixing a proper goal. It affects
communication that has an impact on the ability to view decisions.
It has adverse effects on growth. It has short supply over the ruined items and more due to
the shortage of practices. It paves way for the rejections and disapproval of the
involvements.

Recruitment
c. External intercession: Here the government rules and regulations play a vital role. The
goals have to be analyzed and are to be designed within the given time.
It is to decide and change one’s nature of being. The Government rules are preferred as the
reservation systems are maintained. It intervenes with the desired data that are handled
within the short term.
d. Difficulty in measuring success: It deals with one success strategy that is self-managed
within a certain duration and even the designed career plan process.
It establishes the large workforce that is handled within strict depth analysis process. This
also routes to different scenarios that lead to unsuccessful exercise.
e. No scope for advancement: When a career path is selected it should not be chosen blindly
instead one must analyze the schedule within the state of long-term gains. Profound goals
are enhanced by the current status which will be validated.
If the career planning is completed and if suppose one is working towards it and if suddenly
there is a drop out in that particular sector, then that pre-planned career becomes invaluable.

Recruitment
f. Lack of flexibility: Nowadays most of organizations often fail during their uncertain
activities. Many employees are unaware of the career planning strategies.
It meets with the lower levels of programs that are considered in loss of pay. It
motivates and structures people with limits of applicability in uncertain situations. It
has promotions on strict observance of objectivity.
g. Time factor: It has a sustained basis that tends to spend a lot of time and resources. It
has beneficial long terms career plans for a long-term goal that are set.
It may not be effective with career changes. It has advanced in the long-term and is a
time-consuming process. The logic sufferings based on ready to spend a lot of time
would run beneficial only in term of analysis.
h. Unsuitable for the workplace: It has defined an undetermined plan towards the goals
that are set. Here the career planning process has a depth analysis of the long-term
goals. Due to process analysis, the planning is sustained for a longer run.

CAREER DEVELOPMENT
Recruitment
Career development involves those personal improvements that a
person undertakes to achieve a personal career plan. Career
management is the process of designing and implementing goals, plans
and strategies to enable the organisation, to satisfy employee needs
while allowing individuals to achieve their career goals.

CAREER DEVELOPMENT
Recruitment
The following are the career development actions.
1. Performance of the job- In career development progress an individual employee must
prove that his performance on the job is upto the standard established.
2. Employee exposure- The employees interrupting in their career groups should expose it
by their skills, knowledge qualification, achievement outstanding performance etc. to the
staff members to take the decision about the career development elsewhere.
3. Resignation by the employee- The employees may resign the present job in the
organization, when they get better career opportunities elsewhere.
4. Change the Job- Employees those who have better career prospects in some other job in
the some organizations, such employees may change the job.
5. Career guidance and counselling- It provides full information, proper advice and
encouragement to move from one career to other better career in the same organization or
in some other organization where better career opportunities are available.

NEED FOR CAREER DEVELOPMENT
Recruitment
The need for effective employees’ career development are for
following reasons:
• Making Available Needed Talent
• Attracting and Retaining Talents
• Reduced Employee Frustration
• Enhancing Cultural Diversity
• Improving Organizational Goodwill

SIGNIFICANCE FOR CAREER DEVELOPMENT
Recruitment
Career development for diversified group of employees assumes
greater significance in view of increase in diversity of employees at
work place.
1. Career Development for Women:
2. Glass-Ceiling Audits:
3. Allowing Family Responsibilities:
4. Career Development for Minorities:
5. Dual Career Couples:

STEP FOR CAREER DEVELOPMENT
Recruitment
The steps in career development are:
(1) Identifying career needs.
(2) Developing career opportunities.
(3) Integration of employees needs with career opportunities.
(4) Regular monitoring.

STRATEGIES OF CAREER DEVELOPMENT
There are 2 Strategies related to Career Development:
1. Individual Strategies
2. Organizational Strategies

Self Assessment In Career Development
The steps involved in successful self-management of career are
i. Do it Now:
ii. Know Yourself:
iii. Analyse Career Opportunities:
iv. Establish Career Goals:
v. Obtain Feedback:
vi. Manage Your Career:
Self-assessment includes some vital aspects such as:
i. Achievements,
ii. Skills and abilities,
iii. Personal values,
iv. Interests,
v. Disabilities (if known),
vi. Personal and family circumstances,

STRATEGIES OF CAREER DEVELOPMENT
The steps involved in successful self-management of career are
i. Do it Now:
ii. Know Yourself:
iii. Analyse Career Opportunities:
iv. Establish Career Goals:
v. Obtain Feedback:
vi. Manage Your Career:
Self-assessment includes some vital aspects such as:
i. Achievements,
ii. Skills and abilities,
iii. Personal values,
iv. Interests,
v. Disabilities (if known),
vi. Personal and family circumstances,

PERFORMANCE AND POTENTIAL APPRAISAL

PERFORMANCE APPRAISAL

POTENTIALAPPRAISAL
Potential appraisal is a future-oriented appraisal whose main objective is to
identify and evaluate the potential of the employees to assume higher
positions and responsibilities in the organizational hierarchy.
Potential appraisal is concerned with unfolding the hidden attributes. These
attributes may be in the form of analytical power, creative imagination,
sense of reality, ability to see future, ability to work in varied environment,
risk propensity, initiative, being proactive, passion for high achievement,
problem-solving and decision-making skills, and so on.

POTENTIALAPPRAISAL
Assessing the Potential of the Employee:
1. Find out the requirements of the higher job and see how the employee
meets those requirements.
2. Does the employee have the knowledge, skills and attitude which could
be utilised in the higher job?
3. How good are the personal performance parameters such as quality of
decision making, willingness to take up additional load/responsibilities,
dependability, initiative, imagination, open minded to suggestions and new
ideas, interpersonal relationship etc.?
4. How could the employee develop those qualities required for performing
the job at higher level effectively?
5. Follow-up – Once the management has identified the person, they could
provide necessary guidance, training and development so that the person
can take higher responsibilities and perform well in his new role.

POTENTIALAPPRAISAL
The basic objectives of potential appraisal are to:
1. Identify the abilities of an employee in order to evaluate whether that
employee is suitable for future assignments or otherwise, and
2. Occupy higher positions in the organizational hierarchy and undertake
higher responsibilities because past performance may not be a good
indicator for future and higher role.
3. Inform employees about their future roles;
4. Make suitable corrections in training efforts from time to time;
5. Inform employees about they must do something for their career
prospects;
6. Help organization for suitable succession plan;
7. Improve quality and quantity of performance of an employee; and
8. Give proper feedback to the employees for their potential.

PERFORMANCE Vs POTENTIALAPPRAISAL

Semester: Third
BBALLB
UNIT-4
Compensation and Maintenance

JOB EVALUATION
• A job evaluation is a systematic way of determining
the value/worth of a job in relation to other jobs in an
organization. It tries to make a systematic
comparison between jobs to assess their relative
worth for the purpose of establishing a rational pay
structure.

CONCEPT OF JOB EVALUATION:
• In simple words, job evaluation is the rating of jobs in an organisation. This is the
process of establishing the value or worth of jobs in a job hierarchy. It attempts to
compare the relative intrinsic value or worth of jobs within an organisation. Thus,
job evaluation is a comparative process.

JOB EVALUATION PROCESS
• Gaining acceptance: Before undertaking job evaluation, top management must
explain the aims and uses of the program to managers, emphasizing the benefits.
Employees and unions may be consulted, depending on the legal and employee
relations environment and company culture. To elaborate the program further,
presentations could be made to explain the inputs, processes, and outputs/benefits
of job evaluation.
• Creating job evaluation committee: It is not possible for a single person to evaluate
all the key jobs in an organization. Often a job evaluation committee consisting of
experienced employees, union representatives, and HR experts is created to set the
ball rolling.

• Finding the jobs to be evaluated: Every job need not be evaluated. This may be too
taxing and costly. Certain key jobs in each department may be identified. While
picking up the jobs, care must be taken to ensure that they represent the type of
work performed in that department, at various levels.
• Analysing and preparing job description: This requires the preparation of a job
description and also an analysis of job specifications for successful performance.
See job analysis.
• Selecting the method of evaluation: The method of evaluating jobs must be
identified, keeping the job factors as well as organizational demands in mind.
Selecting a method also involves consideration of company culture and the capacity
of the compensation and benefits function or job evaluation committee.

• Evaluating jobs: The relative worth of various jobs in an organization may be
determined by applying the job evaluation method. The method may consider the
"whole job" by ranking a set of jobs, or by comparing each job to a general level
description. Factor-based methods require consideration of the level of various
compensable factors (criteria) such as level and breadth of responsibility,
knowledge, and skill required, complexity, impact, accountability, working
conditions, etc. These factor comparisons can be one with or without numerical
scoring. If there is numerical scoring, weights can be assigned to each such factor
and scores are associated with different levels of each factor, so that a total score is
determined for the job. All methods result in an assigned grade level.

EMPLOYEE REMUNERATION
Employee Remuneration refers to the reward or compensation given
to the employees for their work
performances. Remuneration provides basic attraction to
a employee to perform job efficiently and effectively. ... Salaries
effect the employees productivity and work performance.

COMPONENTS
1. Base Pay Structure (Fixed component);
2. Variable Pay Programs;
3. Benefits;
4. Rewards & Recognition.

Base Pay is the fixed component and generally consists of the
following:
i. Basic Component
ii. HRA (House Rent Allowance)
iii. DA (Dearness Allowance)
iv. Leave Travel Allowance
v. Mobile Expenses

Component # 2. Variable Pay Programs:
Variable pay programs are generally classified differently for sales and non-sales.
i. Variable Pay Plans for Sales
ii. Variable Pay Plans for Non-Sales
The various variable-pay components very briefly have been discussed
below:
a. Bonus
b. Commissions
c. Mixed Plans
d. Incentives
e. Sign on Bonuses
f. Profit Sharing Payments
g. Stock Options
Generally stock options may be given under three categories:
• ESOPs or Employee Stock Options
• b) RSUs or Restricted Stock Units
c) ESPP or Employee Stock Purchase Plans

• APPEARANCE,
•JUDGMENT,,
•INITIATIVE,
EVALUATION OF TRAINING EFFECTIVENESS

JOB ROTATION
Recruitment
Shifting of employees between two or more
assignments or jobs at regular intervals of time in
order to expose them to all verticals of an
organization

JOB ENLARGEMENT, JOB ENRICHMENT
Recruitment
• Reduced monotony
• Increased work flexibility
• No skills training required
• Quality and Efficiency
• Job enjoyment
• Feedback

Job Enlargement, Job Enrichment
Recruitment
• Variety of skills
• Improves earning capacity
• Cost effective
• Satisfies employees self-actualization

THANK YOU

CJCHS HRM Introduction

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