This document discusses various aspects of human resource management including staffing, selection, recruitment, orientation, performance appraisal, and motivation. It provides details on the selection process including job analysis, recruitment, interviews, reference checks, medical examinations, and final selection. The importance of orientation for new employees and different types of training programs like apprenticeship are described. Performance appraisal criteria and processes are outlined along with some common criticisms. The document also distinguishes between job evaluation and merit rating, and discusses various incentive schemes and leadership approaches in managing human resources.

1. Human Resource Management
Prof. Z. A. Shaikh
1Prof. Z. A. Shaikh

2. Human resource management and selection,
orientation
• Few executives would argue with the fact that talented people
are vital for the effective operation of a company. Managers
often say that people are their most important asset.
• The managerial function of staffing is defined as filling, and
keeping filled, positions in the organization structure. This is
done by identifying workforce requirements, inventorying the
people available, and recruiting, selecting, placing, promoting,
appraising, planning the careers of, compensating, and
training or otherwise developing both candidates and current
job holders so that they can accomplish their tasks effectively
and efficiently.
Staffing
2Prof. Z. A. Shaikh

3. Selection
• Selection is the process of selecting a qualified person
who can successfully do a job and deliver valuable
contributions to the organization.
• A selection system should depend on job analysis. This
ensures that the selection criteria are job related and will
provide meaningful organizational value.
• The requirements for a selection system are knowledge,
skills, abilities, and other characteristics (KSAOs).
• Personnel-selection systems employ evidence-based
practices to determine the most qualified candidates,
which can include both new candidates and individuals
within the organization.
3Prof. Z. A. Shaikh

4. Recruitment Selection
Recruitment is defined as the process of
identifying and making the potential
candidates to apply for the jobs.
Selection is defined as the process of
choosing the right candidates for the
vacant positions.
Recruitment is called as a positive process
with its approach of attracting as many
candidates as possible for the vacant jobs
Selection is called as a negative process
with its elimination or rejection of as
many candidates as possible for
identifying the right candidate for the
position.
4Prof. Z. A. Shaikh

5. Procedure
• The organization has to follow a proper selection
process or procedure, as a huge amount of money is
spent for hiring a right candidate for a position. If a
selection is wrong, then the cost incurred in
induction and training the wrong candidate will be a
huge loss to the employer in terms of money, effort,
and also time. Hence, selection is very important and
the process should be perfect for the betterment of
the organization.
5Prof. Z. A. Shaikh

6. 4 steps …
• Employment Interview − Employment interview is a process in which one-
on-one session in conducted with the applicant to know a candidate
better. It helps the interviewer to discover the inner qualities of the
applicant and helps in taking a right decision.
• Checking References − Reference checking is a process of verifying the
applicant’s qualifications and experiences with the references provided by
him. These reference checks help the interviewer understand the conduct,
the attitude, and the behavior of the candidate as an individual and also as
a professional.
• Medical Examination − Medical examination is a process, in which the
physical and the mental fitness of the applicants are checked to ensure
that the candidates are capable of performing a job or not. This
examination helps the organization in choosing the right candidates who
are physically and mentally fit.
• Final Selection − The final selection is the final process which proves that
the applicant has qualified in all the rounds of the selection process and
will be issued an appointment letter.
6Prof. Z. A. Shaikh

7. Importance of the Selection Process
• Proper selection and placement of employees lead to growth
and development of the company. The company can similarly,
only be as good as the capabilities of its employees.
• The hiring of talented and skilled employees results in the
swift achievement of company goals.
• Industrial accidents will drastically reduce in numbers when
the right technical staff is employed for the right jobs.
• When people get jobs they are good at, it creates a sense of
satisfaction with them and thus their work efficiency and
quality improves.
• People who are satisfied with their jobs often tend to have
high morale and motivation to perform better.
7Prof. Z. A. Shaikh

8. Orientation
• “Orientation is a systematic and planned introduction
of employees to their jobs, their co-workers and the
organization.”
• Typically Induction(orientation) conveys three types
of information
• General information about daily work routine.
• A review of the organization’s history
• A detailed presentation, perhaps in a brochure of the
organization’s policies, work rules and employee
benefits.
8Prof. Z. A. Shaikh

9. Objectives
• To help new staff form positive first impressions, that
he/she belongs to the company, feels welcome and
supported;
• To assist in understanding the culture and values;
• To improve staff efficiency, work standards, revenue
and profits;
• To improve staff morale
9Prof. Z. A. Shaikh

10. What to Induct/ Orient
• A current organization chart of the company
• Map of facility
• Key terms unique to industry, company and the job
• A copy of company’s policy hand books
• List of benefits
• Telephone numbers and location of key people and
operations
• Sample copies of the company’s publications etc.
10Prof. Z. A. Shaikh

11. How To Orient Successfully
• A systematic plan should be followed.
• A check list of points to be included in orientation
should be prepared.
• An orientation booklet should be provided.
• Anyone who is promoted or transferred from one job
to another should also be oriented.
• The aim should be to convey a clear picture of the
working of the organisation.
11Prof. Z. A. Shaikh

12. Apprenticeship Training
• A structured process by which people become skilled
workers through a combination of classroom
instruction and on the job training.
• Apprenticeship training is a process by which people
become skilled workers, usually through a
combination of formal learning and long term on the
job training.
• It traditionally involves having the learner/
apprentice study under the a master craftsperson.
12Prof. Z. A. Shaikh

13. Apprenticeship in India:
• Apprentices Act, 1961
The Apprentices Act of 1961 regulates and controls training of
apprentices.
• The Apprentices act, 1961 was enacted by the Government of India
to regulate and control the training of apprentices. The act is to
achieve two objectives
• (1) promotion of new skills, and
• (2) improvement / refinement of old skills through theoretical and
practical training in a number of trades and occupations.
• Employers covered by the act are under a statutory obligation to
train a prescribed number of persons.
• However, the employer is not bound to offer employment to the
apprentices upon completion of training nor is the trainee bound to
accept any employment offer, unless the apprenticeship contract
specifies it.
13Prof. Z. A. Shaikh

14. • The Apprentices Act enacted in 1961 and was
implemented effectively in 1962. Initially, the Act
envisaged training of trade apprentices. The Act was
amended in 1973 to include training of graduate and
diploma engineers as "Graduate" & "Technician"
Apprentices. The Act was further amended in 1986
to bring within its purview the training of the 10+2
vocational stream as "Technician (Vocational)"
Apprentices.
• Pradhan Mantri Kaushal Vikas Yojana
14Prof. Z. A. Shaikh

15. Types
• Independent apprenticeships are those organized and
managed by employers, without any involvement from
educational institutions. They happen dissociated from any
educational curricula, which means that, usually, the
apprentices are not involved in any educational programme at
the same time but, even if they are, there is no relation
between the undergoing studies and the apprenticeship.
• Cooperative apprenticeships are those organized and
managed in cooperation between educational institutions and
employers. They vary in terms of governance, some being
more employer lead and others more educational institution
lead, but they are always associated with a curriculum and are
designed as a mean for students to put theory in practice and
master knowledge in a way that empowers them with
professional autonomy.
15Prof. Z. A. Shaikh

16. Performance Appraisal
• A performance appraisal is a regular review of an
employee's job performance and overall contribution to a
company. Also known as an annual review, performance
review or evaluation, or employee appraisal, a performance
appraisal evaluates an employee’s skills, achievements, and
growth--or lack thereof.
• Companies use performance appraisals to give employees
big-picture feedback on their work and to justify pay
increases and bonuses, as well as termination decisions.
They can be conducted at any given time but tend to be
annual, semi-annual, or quarterly.
16Prof. Z. A. Shaikh

17. How Performance Appraisals Work
• Because companies have a limited pool of funds from
which to award raises and bonuses, performance appraisals
help determine how to allocate those funds. They provide a
way for companies to determine which employees have
contributed the most to the company’s growth so
companies can reward their top-performing employees
accordingly.
• Performance appraisals also help employees and
their managers create a plan for employee development
through additional training and increased responsibilities,
as well as to identify shortcomings the employee could
work to resolve.
17Prof. Z. A. Shaikh

18. Performance Appraisal Criticism
• An issue with performance appraisals is that differentiating individual
and organizational performance can be difficult.
• Distrust of the appraisal can lead to issues between subordinates and
supervisors or a situation in which employees merely tailor their
input to please their employer.
• Performance appraisals may lead to unfair evaluations in which
employees are judged not by their accomplishments but by their
likability. They can also lead to managers giving underperforming staff
a good evaluation to avoid souring their relationship.
• Unreliable raters can introduce a number of biases that skew
appraisal results toward preferred characteristics or ones that reflect
the rater's preferences.
• Performance appraisals that work well in one culture or job function
may not be useful in another. 18Prof. Z. A. Shaikh

19. Difference Between Merit Rating and Job
Evaluation!
• Job evaluation is related with the rating of the job
whereas merit rating is a systematic process or
evaluation of the capacities and abilities of the man
doing the job.
• The purpose of the job evaluation is to fix wages for the
jobs by considering certain factors such as skill,
responsibility etc. In case of merit rating, the purpose is
to evaluate the employee for the purpose of promotion,
training, pay increase or incentives etc.
• Job evaluation considers the differences in jobs whereas
merit rating recognizes the individual differences.
• Job evaluation becomes the basis of determining wages
whereas merit rating is undertaken to find out the
efficiency of the individual for doing specific jobs.
19Prof. Z. A. Shaikh

20. Incentive Scheme
• In simple words, incentive is anything that attracts a
worker and stimulates him to work. The incentives
can be financial and non-financial. Both types of
incentives play impor-tant role under different
conditions. For example, financial incentives are
considered to be more valued under the work
conditions where wages are at low levels.
• On the contrary, non-financial incentives are more
preferable where wage levels are high and the rate of
tax is progressive.
20Prof. Z. A. Shaikh

21. • According to the National Commission on Labour,
“Wage incentives are extra financial motiva­tion.
They are designed to stimulate human effort by
rewarding the person, over and above the time rated
remuneration, for improvements in the present or
targeted results”.
• Incentives are based on a standard of performance
for the job.
• Incentives are measurable in monetary terms.
• Incentives are meant to motivate workers for better
and more performance.
• Incentives have direct linking to performance.
21Prof. Z. A. Shaikh

22. • Direct financial plans:
• In these plans, workers are paid in proportion to their
output. These include both individual and group
incentive plans. In the individual incentive plan, each
worker gets the reward on the basis of his
performance during the period under consideration.
• Indirect Financial Plans:
• Under these plans, the amount of incentives or
compensation is not related to the amount of
production. The employees are provided indirect
financial benefits. Organization policies such as
guaranteed annual increments in salary for
satisfactory performance.
22Prof. Z. A. Shaikh

23. Leading
• Management and leadership are often thought of as
the same thing. Although it is true that the most
effective manager will almost certainly be an
effective leader and that leading is an essential
function of managers, there is more to managing
than just leading.
• Managing involves doing careful planning, setting up
an organization structure that will aid people in
achieving goals, and staffing the organization
structure with people who are as competent as
possible.
23Prof. Z. A. Shaikh

24. • The managerial function of leading is defined as the
process of influencing people so that they will
contribute to organizational and group goals.
• The manager’s job is not to manipulate people but,
rather, to recognize what motivates people.
Human Factors in Managing
•Through the function of leading, managers help people
see that they can satisfy their own needs and utilize
their potential while contributing to the aims of
an enterprise.
•Managers should thus have an understanding of the
roles assumed by people and the individuality and
personalities of people. 24Prof. Z. A. Shaikh

25. • Individuals are much more than a productive factor
in management’s plans.
• They are members of social systems of many
organizations; they are consumers of goods and
services, and thus they vitally influence demand; and
they are members of families, schools, churches,
trade associations, and political parties.
• In short, managers and the people they lead, are
interacting members of a broad social system.
• People act in different roles, but they are also
different themselves. There is no average person
Multiplicity of Roles
No Average Person
25Prof. Z. A. Shaikh

26. • Yet, in organized enterprises, the assumption is often
made that there is.
• Firms develop rules, procedures, work schedules,
safety standards, and position descriptions—all with
the implicit assumption that people are essentially
alike.
• Of course, this assumption is necessary to a great
extent in organized efforts, but it is equally important
to acknowledge that individuals are unique—they
have different needs, different ambitions, different
attitudes, different desires for responsibility, different
levels of knowledge and skills, and different
potentials.
26Prof. Z. A. Shaikh

27. • Unless managers understand the complexity and
individuality of people, they may misapply the
generalizations about motivation, leadership, and
communication.
• Managing involves achieving enterprise objectives.
Achieving results is important, but the means must
never violate the dignity of people.
• The concept of individual dignity means that people
must be treated with respect, no matter what their
position in the organization.
The Importance of Personal Dignity
27Prof. Z. A. Shaikh

28. 28Prof. Z. A. Shaikh

29. Motivation
• Motivation is a general term applying to the entire class of
drives, desires, needs, wishes, and similar forces.
• To say that managers motivate their subordinates is to say
that they do things which they hope will satisfy these drives
and desires and induce the subordinates to act in a desired
manner.
• Often, people confuse the idea of 'happy' employees with
'motivated' employees. These may be related,
but motivation actually describes the level of desire
employees feel to perform, regardless of the level of
happiness.
• Employees who are adequately motivated to perform will be
more productive, more engaged and feel more invested in
their work. When employees feel these things, it helps them,
and thereby their managers, be more successful.
29Prof. Z. A. Shaikh

30. Self-motivating Leaders
• Managers are responsible for providing an environment
conducive to performance. Individuals, however, are
themselves responsible for self-motivation.
• George Odiorne, a management professor, scholar, and
experienced consultant, made specific recommendations
for motivating yourself. Here are some:
1. Set a goal for yourself and do not lose sight of it. Lee
Iacocca (former president of Chrysler) set the goal of
becoming vice president at Ford Motor Company by age
35 and for 15 years this aim motivated him and guided
his behavior.
2. Supplement your long-term objectives with short-term
goals and specific actions. It has been said that to get
something done is to begin.
30Prof. Z. A. Shaikh

31. • Learn a challenging new task each year. Learning to
become a manager does not stop with a bachelor’s or
master’s degree in business. A degree is the real
beginning, not the end.
• Make your job a different one. Set improvement
objectives for your position. With some imagination, you
probably can considerably increase your productivity.
• Develop an area of expert develop one of your
weaknesses into strength. Build on your strengths or. You
might want to be known as the best accountant or the
best engineer in your specific area of competence.
• Give yourself feedback and reward yourself. Setting
verifiable goals provides you with a standard against
which you can measure your performance. Why not have
a special dinner to celebrate your accomplishments?
31Prof. Z. A. Shaikh

32. Characteristics of Motivation:
• 1. Human Aspect:
• Motivation is concerned exclusively with the human
side of an enterprise. It means a process of stimulating
human beings to make action for getting desired
results. It creates will to work in the individuals.
• If a manager can enthuse, initiate and build up loyalty
of the employees towards the achievement of the
enterprise objectives with their willing co-operation,
the sum total of all these will amount to motivation.
Thus, motivation is a behavioral concept that directs
human behavior towards certain goals.
32Prof. Z. A. Shaikh

33. • 2. Psychological Concept:
• Motivation is a psychological concept which
generates feelings of certain needs within an
individual. Human needs are nothing but feelings in
the mind of a person that he lacks certain things.
Such internal feelings affect the behaviour of the
person.
• The workers, even with extraordinary abilities, will
not be able to perform as desired unless they are
effectively motivated. Effective performance on the
part of the workers can be said to be the end result
of their abilities backed by proper motivation. Thus,
• Performance = Motivation x Abilities.
33Prof. Z. A. Shaikh

34. • 3. Need-Satisfying Activity:
• Motivation is related to satisfying human needs. It
can be effective only upon an accurate analysis of the
workers’ needs for the satisfaction of which they can
be induced to work in the desired manner. A worker
will perform the desired activity only so long as he
sees his action as a means of continued fulfillment of
his cherished needs.
• All motivated behaviour on the part of human beings
is directed towards satisfaction or fulfillment of
needs.
34Prof. Z. A. Shaikh

35. • Financial and Non-Financial:
• Motivation may assume several forms depending upon
the needs, emotions, and sentiments of the workers.
Broadly speaking, it can be classified as financial and non-
financial. Financial motivation may be created by way of
increasing wages, allowances, bonus, prizes, and other
perquisites; while non-financial motivation may take the
form of praise, recognition, providing greater
responsibility or increased participation in decision-
making, etc.
• Constant Process:
• Human needs are infinite. As very aptly put by Abraham
H. Maslow, “Man is a wanting animal—as soon as one of
his needs is satisfied, another appears in its place. This
process is unending…” This means motivation cannot be
a time-bound process. It is continuous.
Prof. Z. A. Shaikh 35

36. Prof. Z. A. Shaikh 36
Leadership Characteristics of Inspiring Leaders
In a recent research on communication, seven characteristics of
inspiring and motivating leaders were identified. These leaders:
•Showed enthusiasm constantly
•Had clear vision and articulated a compelling action course
•Communicated the benefits of the selected course
•Told memorable stories
•Invited followers to participate
•Inspired with an optimistic outlook
•Encouraged people to use their potential
While these characteristics are important for the leaders, they
also must be flexible to adjust behavior suitable for the followers
as well as the specific situation.

37. Leadership
• Leadership is defined as influence, that is, the art or
process of influencing people so that they will strive
willingly and enthusiastically toward the achievement
of group goals
• A leader should have the ability to maintain good
interpersonal relations with the followers or
subordinates and motivate them to help in achieving
the organizational objectives.
Prof. Z. A. Shaikh 37

38. Features of Leadership
• Influence the behaviour of others: Leadership is an ability of
an individual to influence the behaviour of other employees in
the organization to achieve a common purpose or goal so that
they are willingly co-operating with each other for the
fulfillment of the same.
• Inter-personal process: It is an interpersonal process between
the leader and the followers. The relationship between the
leader and the followers decides how efficiently and
effectively the targets of the organization would be met.
• Attainment of common organizational goals: The purpose of
leadership is to guide the people in an organization to work
towards the attainment of common organizational goals. The
leader brings the people and their efforts together to achieve
common goals.
Prof. Z. A. Shaikh 38

39. • Continuous process: Leadership is a continuous process.
A leader has to guide his employees every time and also
monitor them in order to make sure that their efforts are
going in the same direction and that they are not
deviating from their goals.
• Group process: It is a group process that involves two or
more people together interacting with each other. A
leader cannot lead without the followers.
• Dependent on the situation: It is situation bound as it all
depends upon tackling the situations present. Thus, there
is no single best style of leadership.
Prof. Z. A. Shaikh 39

40. Importance of Leadership:
• Initiating Action: Leadership starts from the very beginning, even
before the work actually starts. A leader is a person who
communicates the policies and plans to the subordinates to start
the work.
• Providing Motivation: A leader motivates the employees by giving
them financial and non-financial incentives and gets the work done
efficiently. Motivation is the driving force in an individual’s life.
• Providing guidance: A leader not only supervises the employees but
also guides them in their work. He instructs the subordinates on
how to perform their work effectively so that their efforts don’t get
wasted.
• Creating confidence: A leader acknowledges the efforts of the
employees, explains to them their role clearly and guides them to
achieve their goals. He also resolves the complaints and problems
of the employees, thereby building confidence in them regarding
the organization.
Prof. Z. A. Shaikh 40

41. • Building work environment: A good leader should maintain personal
contacts with the employees and should hear their problems and solve
them. He always listens to the point of view of the employees and in case
of disagreement persuades them to agree with him by giving suitable
clarifications. In case of conflicts, he handles them carefully and does not
allow it to adversely affect the entity. A positive and efficient
work environment helps in stable growth of the organization.
• Co-ordination: A leader reconciles the personal interests of the
employees with the organizational goals and achieves co-ordination in the
entity.
• Creating Successors: A leader trains his subordinates in such a manner
that they can succeed him in future easily in his absence. He creates more
leaders.
• Induces change: A leader persuades, clarifies and inspires employees to
accept any change in the organization without much resistance and
discontentment. He makes sure that employees don’t feel insecure about
the changes.
• Often, the success of an organization is attributed to its leaders. But, one
must not forget that it’s the followers who make a leader successful by
accepting his leadership. Thus, leaders and followers collectively play a
key role to make leadership successful.
Prof. Z. A. Shaikh 41

42. Leadership Styles
• Autocratic leadership style: It refers to a leadership
style where the leader takes all the decisions by
himself.
• Democratic leadership style: It refers to a style
where the leader consults its subordinates before
taking the final decision.
• Laissez-faire or Free-rein leadership style: It refers to
a style where the leader gives his subordinates
complete freedom to take the decisions.
Prof. Z. A. Shaikh 42

43. Team Building
• Team building is the process of turning a group of
individual contributing employees into a cohesive
team—a group of people organized to work together
to meet the needs of their customers
by accomplishing their purpose and goals.
• Team building creates stronger bonds among the
members of a group. The individual members respect
each other and their differences and share common
goals and expectations.
Prof. Z. A. Shaikh 43

44. • Team building can include the daily interaction that
employees engage in when working together to carry
out the requirements of their jobs. This form of team
building is natural and can be assisted if
the group takes the time to come up with a set of
team norms. These norms help group
members know how to appropriately interact on the
team and with the rest of the organization.
• Often the team leader or manager will facilitate a
series of meetings at which employees get to know
each other and develop cohesive working
relationships.
Prof. Z. A. Shaikh 44

45. Controlling
• Controlling is one of the important functions of a manager.
In order to seek planned results from the subordinates, a
manager needs to exercise effective control over the
activities of the subordinates.
• In other words, the meaning of controlling function can be
defined as ensuring that activities in an organization are
performed as per the plans.
• Controlling also ensures that an organization’s resources
are being used effectively & efficiently for the achievement
of predetermined goals.
Prof. Z. A. Shaikh 45

46. The Basic Control Process
• Control techniques and systems are essentially the same
for controlling cash, office
• procedures, morale, product quality, and anything else. The
basic control process,
• wherever it is found and whatever is being controlled,
involves three steps:
• (1) establishing standards,
• (2) measuring performance against these standards, and
• (3) correcting variations from standards and plans.
Prof. Z. A. Shaikh 46

47. Types of control
• Feedback Control: This process involves collecting
information about a finished task, assessing that
information and improvising the same type of tasks
in the future.
• Concurrent control: It is also called real-time control.
It checks any problem and examines it to take action
before any loss is incurred. Example: control chart.
• Predictive/ feedforward control: This type of control
helps to foresee problem ahead of occurrence.
Therefore action can be taken before such a
circumstance arises.
Prof. Z. A. Shaikh 47

48. overall and
preventive control.
• Overall controls are designed to measure the success
of organization as a whole, against organizational
objectives.
• Preventive controls are based on the philosophy of
preventing undesirable deviations from occurring, by
developing and maintaining a highly qualified
managerial staff.
Prof. Z. A. Shaikh 48

49. • The basic philosophy of preventive control system is that the
best way to correct deviations is not to let these take place at
all.
• The basic tool of the system is to develop better managers,
who can manage problems from a wider and intelligent
perspective. Highly qualified managers will make fewer
mistakes, thus reducing the need for direct control
• Steps taken before an emergency, loss, or problem occurs.
These include use of alarms and locks, segregation of duties
(to prevent recorders of cash from controlling cash and
inventory personnel from controlling inventory) plus other
general and specific authorization policies.
Prof. Z. A. Shaikh 49