related to business and banking nature, planning , application,source and training etc

3.  Is the term used to describe formal systems
devised for the management of people within
an organization
 Activities involved in determining the
organization’s HR needs, acquiring training,
compensating people to fill those needs

4.  Persuasive
 People oriented
 Continuous process
 Based on human
relations

6. The physiological
needs
The safety
needs
The social
needs
Self
esteem
Self
Actualizatio
n
Final emphasis is
on the need for
self actualization
i-e- individual’s
prime motivation

7. Motivating factors
› Achievement
› Recognition
› Interesting Work
› Increase
Responsibility
› Growth
Hygiene factors
› Pay
› Company Policy
› Working
Conditions
› Interpersonal
relations

9.  It is the process by which managers ensure
that they have the right number and kinds of
capable people in the right places and at the
right time.
 HRM planning also requires forecasting the
availability of people in the workforce.

10.  An assessment that defines jobs and the
behavior necessary to perform them.
 The determination through observation &
study of pertinent information about a job.
Including
 Specific task
 Necessary abilities, knowledge and skills.

11.  A formal written explanation of a specific job
including
 Job title
 Job task
 Working conditions
 Responsibilities
 Duties
 Job summary
 Physical & mental skills

12.  A written statement of the human
qualifications necessary to perform a specific
job successfully, usually contain
 Education
 Experience
 Responsibilities
 Communication skill
 Personal and physical characteristics

14.  Forming a pool of Qualified applicants
 Management selects from those applicants

15.  Two sources
1. Internal pool
- Includes organizations current employees
- Inexpensive cost of hiring
- Good for employee morale
2. External pool
- Advertisements in newspapers & professional
journals, employment agencies, colleges,
vocational schools, recommendations from current
employees, competing firms, solicited applications
and online.

16.  Entry-level managerial positions carried out
in college & university campuses.
 For above Entry-level, companies depend on
employment agencies.
 Headhunter

17.  Process of collecting information about
applicants.
 Using this information to make hiring
decisions.
 Lengthy and expensive.

18. 1. Process includes
 The application
 Interviewing
 Testing
 Reference checking

19.  The individual fills out the application form and
sometimes has a brief interview. The goal of this
stage of the selection process is to get knowledge
about applicants.
 Most of the companies ask for the following
information before contacting a potential candidate.
1. Current salary
2. Reason for seeking a new job
3. Years of experience
4. Availability
5. Level of the interest in the position

20.  This Phase involves interviewing applicants.
Interviews allows management to obtain
detailed information about the applicant’s.
1. Experience and skills
2. Reasons for changing jobs
3. Attitudes towards the job
4. An idea of Weather the person would fit in with
the company.

21.  Companies use ability and performance tests
to determine whether an applicant has skills
necessary for job. One of the most common
tests is the Myser-Briggs Type Indicator.
 A polygraph(lie detector) tests were once a
common technique to test the honesty of
applicants.
 Applicants may undergo physical examinations
to determine suitability for jobs and health.

22.  The Company should check the reference of
the applicant before making a job offer.
 Reference checking involves verifying
educational background and previous work
experience. It is important because applicants
may misrepresent or resumes.
 Reference checking is a vital but often
overlooked stages in selection process.

24.  Training
The act of increasing the skills of an
employee for doing a particular ob, and thus it is
a process of learning a sequence of
programmed behavior to do that particular job.
 Development
It refers broadly to the nature and direction of
change induced in employees, through the
process of training and educative process.

25. 1
• Increase in Efficiency
2
• Increase in Morale of Employees
3
• Better Human Relations

26. Evaluate T&D Program
Implement T&D Program
select T&D Method
Establish Specific objectives
Identify T&D Needs

28.  “It is the process of evaluating the employee
performance, sharing that information with them
and searching for ways to improve their
performance”.
 It provides the basis for
compensation and pay.

29. Performance appraisal may be
 Objective
 Subjective
 360-degree
 Psychological
It provide us information about firms
selection, training and development
activities.

30. Advantages:
 Provide a record of performance.
 Motivational for employees.
 Feedback of performance.
Disadvantages:
 Time consuming.
 It can be stressful.
 Possibility of error.

31.  When employees quit or are fired and must
be replaced by new employees.
Turnover results in :
• Fees to recruit.
• Management time loss.
• Loss of productivity.
• Training cost.

32. Promotion:
“ Advancement to a higher level job”.
Transfer:
“ A move to another job within the company
at essentially the same level and wage”.
Separation:
“ Employment changes involving resignation,
retirement, termination or layoff”.

34.  Compensation is a systematic approach to
providing monetary and non monetary value to
employees in exchange for work performed.
Compensation describes the cash rewards paid
to employees in exchange for the services they
provide. It may include base salary, wages,
Incentives and/or commission.

35.  To recruit and retain qualified employees.
 To increase or maintain morale.
 To determine basic wage and salary.
 To reward for job performance.

37. Direct compensation
 Base pay
 Bonus
 Long term incentives
 Perks or perquisites

38.  Insurance(health , eye)
 leaves (sick, holiday and personal)
 Clothes
 Company parties
 Phones / laptop
 Retirement programs

39. Wage and salary
 The most important component of
compensation and these are essential
irrespective of the type of an
organization.
 Administered individually.
 Provide employee stable income and can
plan chore of daily life, budget.

40.  Incentives are the additional payment to
employees besides the payment of wages
and salaries.
 Often these are linked with productivity ,
either in terms of higher production or cost
saving or both.
 Can be administered individually and for
groups.
 Additional compensation having immediate
effect and no future liability.

41.  Fringe benefits include such benefits which
are provided to employees either having long
term impact like provident fund, gratuity,
pension, or occurrence of certain events like
medical benefits, accident relief, health and
life insurance, or facilitation in performance of
jib like uniforms, canteens, recreation, etc.
 Administered for a group mostly.

42.  These are normally provided to managerial
personnel either to facilitate their job
performance or to retain them in the
organization. Such perquisites include company
car, club membership, free residential
accommodation, paid holiday, trips, stock
options etc.
 Administered individually mostly.

43.  Payment is tied to company profits.
 A pre-determined percentage of profit is
shared among all employees.
 Profit-sharing bonuses are generally paid out
once a year in the form of cash or on a
deferred basis.

44. Commissions
Commissions are a common way to
remunerate employees (salespeople) for
securing the sale of a product or service.
The intent is to create a strong incentive
for the individual to invest the maximum
effort into their work. Commissions are
usually calculated as a percentage of
the sale of the product or service.
Payment may be either straight
commission (no base salary) or a
combination of base salary and
commission.

45. For employer
 Brand image (employer of choice) for
attracting candidates.
 Motivating employees for higher
productivity and performance.
 Retaining talent .
 Consistency in compensation.
 Provoking healthy internal
competition.

46. Work life balance.
Recognition as tool to self esteem.
Planning for better quality of life.

48.  Benefits and Services become complicated very
quickly because of the number of available
components, the variety of optional features within a
component, and their legal and financial interaction.

49.  Benefits today reflect a diverse workforce.
 Challenge
 Meets legal requirements.
 Attracts applicants and current workers.

50.  Social security.
 Unemployment Compensation.
 Workers compensation.
 Family and Medical leave Act.

51.  Health insurance.
 Traditional Health Insurance.
 HMOs.