Human Resource Management is very important in the daily prospects of the organizations. Out of 5 M's the prior most cadre is for Man / Men ./ Manpower leading to training improving performance appraisal and endowing the full growth of the individual as well as of the organizations helping to achieve twin benefits.

2. JOB TECHNIQUES

3. Job Analysis
 An cyclical process
 Assembles data on job matters
 Focal point is on the job
 Does not mind - individual holding a job
 Yet consultation occurs
 Helps in preparation of Job description
 Concern with Job specification

4. Job Description
It constitutes
Job Title
Location
Duties
Working conditions
Hazards
Usage of equipment and tools
Supervision received or given

5. Job Specification
A statement of human qualifications to do a job.
1. Education
2. Experience
3. Training
4. Judgment
5. Initiative
6. Physical effort
7. Responsibilities
8. Communication skills
9. Emotional characteristics

6. Process of Job Analysis
 Strategic Choices
 Gather Information
 Process Information
 Job Description
 Job Specification

7. Methods of Data Collection
 Observations (Direct overseeing)
 Check List
 Interviews
 Questionnaire
 Dairy – (Record daily activity )
 Technical Conference (Panel of experts)

8. Uses of Job Analysis
 Human Resource Planning
 Recruitment and Selection
 Training & Development
 Job Evaluation
 Remuneration
 Performance Appraisal
 Personal Information
 Safety and Health

9. RECRUITMENT

10. Meaning
Attracting and obtaining as many applicants as
possible from eligible job-seekers or the process of
receipt of applications from job-seekers for the right
job.
Recruitment = Employee Hiring

11. Factors of Recruitment
External
• Labor Market
• Political
• Legal
• Economic
• Cultural
• Technological
• Supply
• Demand
Recruitment Internal
• Recruitment Policy
• Size of the Firm
• Cost Factor
• Growth
• Expansion
• HRP

12. Recruitment Process
Job Vacancy
Job Analysis
Employee
Requisition
Applicant
Population
Strategy
Development
Personnel
Planning Screening
Potential Hiring
Evaluation and
Pooling

13. Sources of Recruitment
Professional or Trade Associates
Advertisements
Employee Exchanges
Campus Recruitment
Walk-ins and Write-ins
Consultants
Displaced Persons
Radio and Television
Acquisition and Merger
Competitors
E- Recruiting
Employee Referrals

14. SELECTION

15. Definition
“It is the process of differentiating between applicants
in order to identify and hire those with a greater
likelihood of success in a job”.

16. HALO EFFECT
Halo Effect occurs
1) When an interviewer judges an applicant’s potential
2) On the basis of a single trait or attribute
3) Dress Code
4) Talks
5) Behaviorism
6) Responsiveness

17. Selection Process
Preliminary
Interview
Employee
Interview
Physical
Examination
Evaluation
Job Offer

18. Barriers of Selection
 Perception
 Invalidity of Performance
 Pressure of bureaucrats for particular candidates
 Discrimination on grounds
 Unstructured Interviews
 Non channelization of procedures

19. TRAINING
AND
DEVELOPMENT

20. Meaning
Training : Process of imparting specific skills
Dvlpmnt : Designed to help the employees
grow by means of learning
Education : Is theoretical learning in classrooms

21. Training Benefits
Organizational Benefits
 Profitability
 Job Knowledge
 Morale of work force
 Corporate Image
 Fosters authenticity, trust
 Organizational Development
 Prepares guidelines
 Decision Making
 Relational bond with employee
 Adaptable
 Communication
 Sense of responsibility
 Cut down costs
 Handles Stress, conflicts
 Quality of Work life balance
 Better Leadership styles

22. Individual Benefits
 Effective Problem Solving
 Training and Development
 Value Recognition
 Self-Confidence
 Job Satisfaction
 Communication Skills
 Eliminate fear on attempting new tasks
 Personal goals
 Behavior and attitude culture
 Self Analysis
 Performance Appraisal

23. Policy Implementations
 Transfers
 Promotions
 Abide with government regulations
 Build cohesiveness in groups
 Better place to live and work
 Subjected to organizational procedures

24. Training Process
• Inter-
Organizational
Validity
• Transfer
Validity
• Intra -
Organizational
validity
• Use of
evaluation
models
Needs
Assessment
Instructional
Objectives
Training
Selection and
Design

25. PERFORMANCE
APPRAISAL

26. Definition
Performance Appraisal may be defined as “the assessment of an
individual performance in a systematic way, the performance
of being measured for job knowledge, quality and quantity of
output, initiative, leadership abilities, supervision,
dependability, co-operation, judgments, versatility, health and
the like…. Assessments should not be confined to the past
performance but must assess to the potentials of the employee
for future performance”.

27. Objectives of PA
 Effect promotion based on competence
 Confirm services of probationary (trial)employees
 Assess training needs
 Pay scales up to the mark
 Never ending process
 Dialogue between levels of management
 Determine HR progammes

28. Administrative
Objectives
Organizational
Maintenance
Developmental
Uses
Documentation
Purposes

29. Appraisal Process

30. Rating Methods
Rating Scale
Excellent
(5)
Good
(4)
Acceptable
(3)
Fair
(2)
Poor
(1)
Dependability - - - - -
Initiative - - - - -
Overall Output - - - - -
Attendance - - - - -
Attitude - - - - -
Co-Operation - - - - -

31. Check List
 The characteristics of an employee is studied
 2 columns with YES and NO (Tabulation)
 Yes – Positive statements
 No – Negative Statements
 Points are ranked based on these markings
 Economical
 Ease for administration

32. Forced Distribution Method
a) The rater is forced to select statements which are readymade.
b) Operates under assumptions
c) Employees performance comes to Normal Distribution
d) Bell shaped curve
e) 5 Ratings are given below as:
f) Excellent – Good – Average – Below Average -
Unsatisfactory

33. BARS (Behaviorally Anchored Rating Scales)
Represent a range of descriptive statements
Least to the most well behaved
Judge employees performance
Actual performance & Standard Performance
Feed backs are welcomed

34. Paired Comparison Method
N (N-1)/2

35. Assessment Centers
a. Developed in UK in 1943
b. A central location
c. Managers come together
d. Take participation job related matters
e. Evaluate the observers
f. Executive hiring
g. Coy that adopts Crompton Greaves, Eicher, HUL

36. THANK YOU