This document provides an overview of the syllabus for a Human Resource Management class. The syllabus covers 5 units: 1) an introduction to HRM including its meaning, scope, evolution and functions; 2) recruitment processes and sources; 3) performance appraisal objectives and methods; 4) motivation theories and factors; and 5) conflict management including causes and remedies. Key topics within each unit are also summarized such as recruitment factors, selection stages, and training and development methods.

1. WELCOME TO HUMAN RESOURCE
MANAGEMENT CLASS

2. SYLLABUS
UNIT-1-Human Resource Management- Meaning and Scope –
Evolution of Human Resource Management-Human
Resource Functions-Human Resource Planning-
Importance –Factors governing Human Resource
Planning.
UNIT-2-Recruitment – Factors Governing Recruitment-
Recruitment Process-Sources of Recruitment-Selection
Process-Tests-Interviews-Evaluation of Recruitment
Methods.
UNIT-3-Performance Appraisal- Objectives- Appraisal
Methods –Training and Development-Methods of Training.
UNIT-4-Motivation-Types-Theories of Motivation-Morale-

3. UNIT-I-Introduction to HRM

4. What is management?
Management is the art of knowing exactly what
you want your men to do and then seeing that they do it
in the best and cheapest way.
- F . W . Taylor

5. What is HRM?
It describes the process of planning and directing
the application, development and utilization of human
resources in employment.
- Dale Yoder

6. Scope of HRM
1. Human Resource Planning
2. Job Analysis
3. Recruitment and selection
4. Training and development
5. Performance appraisal
6. Motivation
7. Health, Welfare and Safety
8. Personal research
9. Compensation management
10. Organizational management

7. Evolution of HRM
• Clerical Function1920-1940
• Administrative Functions1941-1960
• Managerial Function1961-1980
• Strategic Partner1981-2000
• Strategic partner and
Decision making
From 2000

8. Functions of HRM
The functions of human resource management
may be classified under
Managerial
Functions
Planning
Organizing
Directing
Controlling
Operative
Functions
Procurement
Development
Compensation
Integration
Maintenance

9. Managerial functions
Planning
• Planning is deciding in advance what
should be done.
Organizing
• Identifying the work to be performed and
grouping them into functions.
Directing
• It refers to leading, guiding and motivating
employees to achieve organizational goal.
Controlling
• Comparing the actual performance with
standard, identifying deviations and taking
corrective action.

10. Operative functions
1. Procurement
 Job analysis-Job analysis is a method of collecting and
studying about the information related to a particular
job.
 HRP- it is a process that identify the present and future
human resource need s for an organization.
 Recruitment- Stimulating the eligible candidate to
apply for a particular job.
 Selection- Selecting the suitable candidate .

11. 1. Procurement-contd.,
 Placement-the placement of someone is the act
of putting them in a particular position.
 Transfer-a transfer is a change in the place job
of an employee without any change in
responsibility and remuneration.
 Promotion- moving from lower level to higher
level position.

12. 2.Development
 Performance appraisal-A performance appraisal is a regular
review of an employee's job performance and overall
contribution to a company.
 Training- It is the act of increasing the knowledge and skills of
an employee for doing a particular job.
 Executive development- Executive development is the whole
of activities aimed at developing the skills and competencies of
those that have executive positions in organizations.
 Career planning and development-Career planning is a
process of systematically matching career goals and individual
capabilities with opportunities for their fulfillment.
 Organizational Development-OD is a systematic approach to
organizational improvement, that applies behavioral science
theory and research in order to increase individual and
organizational well-being and effectiveness

13. 3. Compensation
 Job evaluation - Job evaluation is a process of
determining the relative worth of a job.
 Wages and salary - Wages and salaries are the
remuneration paid or payable to employees for work
performed on behalf of an employer or services
provided.
 Incentives - An incentive is a contingent motivator.
 Bonus - a sum of money added to a person's wages as
a reward for good performance.
 Fringe benefits - an extra benefit supplementing an
employee's money wage or salary, for example a
company car, private healthcare, etc.

14. 4. Integration
 Motivating employee to work better
 Ensuring effective communication
 Enhancing leadership qualities
 Redressing grievance
 Managing conflict
5. Maintenance
 Promoting job satisfaction
 Tackling the problem of labour turnover
 Human resource accounting, audit and research.

15. Human Resource Planning
What is human resource planning?
Human resource planning is the process of
determining the manpower requirements and the means
for meeting those requirements in order to carry out the
integrated plan of the organization.
- Coleman

16. Importance of human resource planning
1. It helps the organisation to procure the required
manpower.
2. It further helps to replace employees
3. It helps in expansion programmes
4. It ensure optimum investment in human resource
5. It is indispensable to give effect to reservation
policy
6. It is essential in view of the problem of labour
turnover
7. It helps to tackle the problem of surplus and
shortage of manpower
8. It becomes necessary to meet the needs of changing
technology

17. Factors governing HRP
Internal factor External factor
Recruitment policy Reservation policy of Govt
Availability of fund Availability of manpower
job requirements Willingness of job seeker
scale of operation Trend in the industry
Trade union influence Level of technology

18. UNIT-2- Recruitment

19. Introduction to recruitment
What is recruitment?
Recruitment is the process of searching for
prospective employees and stimulating them to apply for
jobs in the organization.
-Edwin B Flippo

20. INTERNAL
SOURCES
SOURCES OF RECRUITMENT
Recommendation by
existing employee
Transfer
Promotions

21. INTERNAL SOURCES
ADVANTAGES DISADVANTAGES
 Time saving
 Reliable method
 Reduced training cost
 Better motivation
 Improved loyalty
 Reduces turnover
 Better relation
 High productivity
 Limited scope
 Partiality
 Hinder fresh thinking
 Less choice
 Talent ignored
 Lethargic attitude
 Conflict
 Might affect growth
 Difficult to turnaround

22. EXTERNAL
SOURCES
Advertisement
Employment exchange
Private employment consultants
Campus interview
Rival firm
Unsolicited applicants

23. EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES
Availability of suitable person
Brings fresh thinking
Economical
Initiate turnaround
Avoids politics
Enables growth
Improved diversity
 Higher turnover
 Lack of co-operation
 Lack of adjustment
 Affects initiative
 Affects motivation
 Clash of ideas
 Chance of failure

24. Recruitment Process
Recruitment planning
Designing recruitment strategy
Evaluation of recruitment sources
Implementation of strategy
Advertising the vacancy
Evaluation

25. Factors determining recruitment
Recruitment
Reputation of
the concern
Salary and
monetary
benefits
offered
Terms and
conditions
Nature of the
vacancy
Government
reservation
norms

26. Selection
What is Selection?
Selection is the process in which candidate for
employment are divided into two classes, those who
are to be offered employment and those who are not to
be.
- Dale Yoder

27. Stages involved in selection
Receiving application forms
Scrutiny
Preliminary interview
Test
Final interview

28. Stages involved in selection-cont.,
Checking reference
Medical examination
Appointment
Probation
Confirmation of service

29. Tests
1. TESTING
Tests measure knowledge, skill,
and ability, as well as other
characteristics, such as personality
traits.
TESTING TYPES
Aptitude
Test
Proficiency
Test
Personality
Test
Intelligence
Test
Interest
Test

30. Interview
INTERVIEWS:
 The interview is the most frequently used
selection method.
 Interviewing occurs when applicants
respond to questions posed by a manager
or some other organizational
representative (interviewer).
 Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental
ability, personality, communication
ability, social skills.

31. Types of Interview
interview
Structured
interview
Unstructured
interview
Depth
interview
Stress
interview
Board
interview
Group
interview

32. UNIT – 3- Performance appraisal

33. What is performance appraisal?
Performance appraisal is the process of making an
assessment of the performance and progress of the
employees of an organization.

34. Objectives of performance appraisal
1. To promote employees based on skills and
performance.
2. To decide whether to confirm the service of an
employee.
3. To assess training needs of employees.
4. To decide increment based on performance.
5. To inform employees about their level of performance.
6. To improve organizational effectiveness.
7. To provide a clear idea to subordinate of their strengths
and weakness and area of development.

35. Methods of performance appraisal
Traditional
method
Rating scale
Rating method
Check list
method
Critical incidents
method
Forced choice
Forced
distribution
Essay method
Paired
Modern
method
360 degree feedback
MBO
Assessment centers
Behaviorally Rating Scale
(BARS)

36. Training and Development
What is training?
Training is the act of increasing the knowledge and
skills of an employee for doing a particular job.
- Edwin B. Flippo
What is Executive development?
It is a planned program for developing the conceptual,
decision making and leadership abilities of managers.

37. Process of Training
Assessment of training method
Setting of training objectives
Selection of training methods
Conduct of training
Evaluation of training program

38. Methods of training & development
On the
job
training
Apprentic
eship
Job
rotation
Vestibule
training
Job
instruction
Training
Under
study
Coaching

39. Methods of training & development
Off the
job
training
lecture
Confere
nce
Reading
Role
playing
Case
study
Business
game
Counseli
ng
In
basket
training

40. Unit-4- Motivation

41. What is motivation?
Motivation is the desire within an individual
that stimulates him or her to action.
- George R. terry

42. Types of Motivation

43. Theories of Motivation
1. Maslow’s need hierarchy theory

44. 2. McGregor’s X and Y theory

46. 3. Herzberg’s Two factor theory

47. 4. Vroom’s expectancy theory

48. Job satisfaction
Any combination of psychological and
physiological and environmental circumstances that
cause a person to truthfully say I am satisfied with my
job.
- Hoppock

49. Factors influencing job satisfaction

50. Morale
Morale is a mental condition of groups and
individuals which determine their attitude.
- Davis

51. Factors to improve morale
Right man for right job
Satisfactory work
Work environment
physical condition
Work method
Social environment
Incentives
Job rotation
Grievance handling

52. UNIT-5- Conflict management

53. What is conflict?
Conflict is any situation in which two or more
parties feel themselves in opposition. It is an
interpersonal process that arises from disagreement
over the goal.
- Davis

54. What is conflict management?
The practice of recognizing and dealing with disputes in a
rational, balanced and effective way. Conflict management implemented
within a business environment usually involves effective
communication, problem resolving abilities and good negotiating skills
to restore the focus to the company's overall goals.

55. Levels of conflict
Interpersonal
conflict
Intrapersonal
conflict
Intergroup
conflict
Intra-group
conflict
Conflict

56. Types of conflict
 Intrapersonal – This occurs with an individual and
usually involves some form of goal, cognitive or
affective conflict. It will involve making decisions,
facing dilemmas etc. This also an impact on other
levels of conflicts.
 Interpersonal – This occurs when two or more
individuals perceive that their attitudes, behaviors
or preferred goals are in opposition. There are
various styles by which individuals manage this
type of conflict. These styles are discussed in the
next section.

57. Types of conflict-contd.,
 Intra group– This refers to disputes among
some or all of group’s members, which often
affect the group’s dynamics and effectiveness.
 Intergroup– This refers to opposition,
disagreements and disputes between groups and
teams. Under high levels of competition and
conflict, the parties develop attitudes towards
each other that are characterized by distrust,
rigidity, a focus only on self interests failure to
listen etc.

58. Causes
1. Competition for limited resources
2. Diversity of goals
3. Task interdependence
4. Differences in values and perception
5. Lack of clarity
6. Organizational restructuring
7. Nature of communication
8. Aggressive nature of people
9. Difference in lifestyle
10. Attitude problem

59. Remedies
1. Avoidance
2. Smoothing
3. Dominance
4. Third party interventions
5. Compromise
6. Collaboration