The document discusses various topics related to human resource management including orientation, training, performance management, career planning, and performance appraisal. Specifically, it defines orientation as the process of becoming familiar with a new organization. It also outlines the objectives and importance of orientation training for new employees. Performance management is discussed as an ongoing process to improve employee performance and align it with organizational goals. Various methods of training evaluation and performance appraisal are also summarized.

1. HUMAN RESOURCE
MANAGEMENT
Module Leader : Shalu Maria Paul
Module Tutor : Jerrin Elza

2. Orientation is the process of
becoming familiar with a new place,
organization, or complex process.

3. Orientation training is often given as part
of bringing a new employee into a
workplace.
 The purpose of such orientation is to
inform the new employee of procedures to
be followed and hazards to be avoided, as
well as of resources that are available.

4. (1) To gain employee commitment.
(2) To reduce his or her anxiety.
(3) To help him or her understand
organization's expectations.
(4) To convey what he or she can expect from
the job and the organization.

5. An induction or introduction programme should try to achieve
the following objectives:
 To provide information about the organisation – its
structure, products, rules and regulations, etc to the new
employee.
 To build up the new employee’s confidence in the organisation
and in himself so that he may become an efficient employee.
 To promote a feeling of belonging and loyalty to the
organisation among new comers.
 To foster a close relationship between the new workers and
the old workers and supervisors.
 To bring about agreement between the organisational goals
and personal goals of the new employee.

6.  To welcome a new employee.
 Provides essential information .
 Helps you get to know the employee and assess
training needs.
 Create a Positive 1st Impression.
 Reduce turnover .

7. Training is an organised activity for
increasing the knowledge and skills of people for
a definite purpose. It involves systematic
procedure for transferring technical know-how to
the employees so as to increase their knowledge
and skills for doing specific jobs with proficiency.

8.  According to Edwin B . Flippo, “Training is the act of
increasing the knowledge and skills of an employee for
doing a particular job”

9.  To increase the knowledge of workers in doing specific jobs.
 To impart new skills among the workers systematically so that they
learn quickly.
 To bring about change in the attitudes of the workers towards fellow
workers, supervisors and the organisation.
 To improve overall performance of the organisation.
 To make the workers handle materials, machines and equipment
efficiently and thus to check wastage of time and resources.
 To reduce the number of accidents by providing safety training to
workers.
 To prepare workers for higher jobs by developing advanced skills in
them.

10. 10
Training Development
Increases job
skills
Changes attitude
For imparting
specific skills
For overall
development
Short term
perspective
Long term
perspective
Job oriented in
nature
Career oriented in
nature
Role of a trainer
is important
Self development
important
Training Vs. Development
10

11.  Induction or Orientation Training
 Job Training
 Apprenticeship Training
 Internship Training

12. 12
Why should training be imparted to Employees?
1. Changing Technology
2. Greater Productivity
3. Stable Work Force
4. Increased Safety
5. Economical Operations
6. Quick Learning
7. Standardization of Procedures
8. Less Supervision
9. High Morale
10. Preparation of future Managers
11. Better Management
12

13.  1. Determining training needs
 2. Selecting target group
 3. Preparing trainers
 4. Preparing training packages
 5. Presentation
 6. Performance
 7. Follow up

14. 14
Design of a Training Programme
14
Identification of Training Needs
• Organisational Analysis
• Task Analysis
• Human Resource Analysis
Setting Training Objectives
Organization of Training Programme
Selection of the Trainees
Training and Instructor
Training Period
Training Methods and Material
Evaluation of Training Results

15.  ON-THE-JOB TRAINING
 Coaching
 Under study
 Position Rotation

16.  OFF-THE-JOB TRAINING.
 Special lecture cum-discussion
 Conference training
 Case study
 Sensitivity Training
 Special projects
 Committee Assignment
 VESTIBULE TRAINING

17. i. Increase in efficiency of worker
ii. Reduction in labour turnover
iii. Increase in discipline
iv. Reduction in wastage and therefore cost of
production
v. Proper care of tools and equipments
vi. Employee development in career terms
vii. Overall efficiency in the company

18.  1. Increase in efficiency of worker
 2. Reduced supervision
 3. Reduction in wastage
 4. Less turnover of labour
 5. Training helps new employees
 6. Union management relations

19.  1. Better career opportunities
 2. High rewards
 3. Increased motivation
 4. Group efforts
 5.Promotion

21.  Evaluation involves the assessment of the effectiveness of the
training programs.
 This assessment is done by collecting data on whether the
participants were satisfied with the deliverables of the training
program,
 whether they learned something from the training and are able to
apply those skills at their workplace.
 There are different tools for assessment of a training program
depending upon the kind of training conducted.

22.  Evaluation acts as a check to ensure that the training is
able to fill the competency gaps within the organisation
in a cost effective way.
 This is specially very important in wake of the fact the
organisations are trying to cut costs and increase globally.
Some of the benefits of the training evaluation are as
under:

23.  Evaluation ensures accountability - Training evaluation ensures
that training programs comply with the competency gaps and that
the deliverables are not compromised upon.
 Check the Cost - Evaluation ensures that the training programs
are effective in improving the work quality, employee
behaviour, attitude and development of new skills within the
employee within a certain budget.
 Feedback to the Trainer / Training - Evaluation also acts as a
feedback to the trainer or the facilitator and the entire training
process. Since evaluation accesses individuals at the level of their
work, it gets easier to understand the loopholes of the training and
the changes required in the training methodology.

24. TRAINING EVALUATION
 The process of examining a training program is called
training evaluation. Training evaluation cheks whether
training has the desired effect. Training evaluation ensures
that whether candidates are able to impliment their learning
in their respective work places,or to the regular work
routines.

26. PURPOSE OF TRAINING EVALUATION
Feedback: It helps in giving feedback to the candidates
by defining the objectives and linking it to learning
outcomes.
Research: It helps in ascertaining the relationship
between acquired knowledge, transfer of knowledge at
the work place, and training.
 Control: It helps in controlling the training
program because if the training is not effective, then it can
be dealt with accordingly

27. Power : At times, the top management (higher
authoritative employee) uses the evaluative data to
manipulate it for their own benefits.
Intervention: It helps in determining that whether the
actual outcomes are aligned with the expected outcomes.

28.  Before Training: The learner's skills and knowledge are
assessed before the training program.
 During Training: It is the phase at which instruction is started.
This phase usually consist of short tests at regular intervals.
 After Training: It is the phase when learner’s skills and
knowledge are assessed again to measure the effectiveness of
the training.

29. The various methods of training evaluation are:
 Observation
 Questionnaire
 Interview
 Self diaries
 Self recording of specific incidents

30. Evaluation:
Self-graded Test
Feedback
Effectiveness of
Training
The degree
which trainees
are able to learn
Instructor
How to measure
effectiveness of training
1. Reactions
2. Learning
3. Job Behaviour
4. Results
Obj., contents,
methods – good or bad
The extended
knowledge and skill
Improvement in JB +
attitude towards job
High
Productivity, Quality
improvement reduction
in
Cost, Accident, Labou
r Turn
over, Absenteeism,
Out come / Output

32.  Management development consist of all activities by which
executives, learn to improve their behavior and performance.
 It is designed to improve the effectiveness of managers in
their present job and to prepare them for higher jobs in
future.
 It involve all those activities and programmes which have
substantial influence on changing the capacity of the
individual to perform his present assignment better and in so
doing are likely to increase his potential for future
management assignments.

33.  The manager must have working knowledge of the new
technology.
 Socio-cultural environment is changing at a fast speed. The
managers must have up-to-date knowledge of the socio-
cultural environment to understand the behavior of people.
 Frequent labor-management conflicts need trained
managers to bring industrial peace in the organization.
 To understand and meet the needs of consumers properly

34.  A management development program is a program
initiated by a company's leadership to train and retrain
managers within the company's structure. This program
can train employees in how to effectively manage other
employees, gain product knowledge, learn
negotiating, business etiquette, and filling out company-
issued documents.
 According to Ahuja and jain, ”MDP is a programmes by
which managers acquire not only skills and competencies
in their present jobs but also capabilities for future
managerial tasks of increasing difficulty and task”

35.  To increase the overall knowledge and conceptual
and decision making skill of managers
 To improve the performance of managers in their
present position
 To introduce change in the organisation by
developing managers into change agents or
facilitators
 To provide opportunities to the managers for their
career advancement

36. MDP
On-the –job methods : Off-the-job methods :
a)on-the-job coaching
b)Job rotation
c)Committee assignments
a)Special courses
b)Conference training
c)Role playing
d)Case study

37.  Under this method, the immediate superior
guides the subordinates about various ways and
methods and skills to do the job.
 It is important to note that the superior only
guides and does not teach ,although he extends
his assistance whenever needed.
 Periodic feedback and evaluation are also the
part of coaching activity.

38.  It consist of systematic and co-ordinated effort
to transfer an executive from job to job or plant
to plant.
 The executive is given all the normal duties and
responsibilities which go along with the job to
which he is transferred.
 Job rotation serves to curb the feeling of
superiority of one department over the others.

39.  Under this method a committee is constituted and
is assigned a subject to discuss and make
recommendations.
 The committee has assigned objectives and
responsibilities related to some aspect of the
organization. It will make a study of the problem
and present its suggestions to the departmental
heads.

40. 1)Special courses
 The executives may be required to attend
special courses which are formally organized by
the enterprise with the help of experts from
professional institutions.
 It may be noted that only the big organizations
can send their executive to the management
development courses run by the management
institutes because the fee of these courses is
very high

41.  A conference is a group meeting conducted
according to an organized plan in which the
members seek to develop knowledge and
understanding by obtaining a considerable
participation
 It is an effective training device for persons in
the positions of both conference member and
conference leader.

42.  Is a technique used for human relations and
leadership training. Its purpose is to give
trainees an opportunity to learn human
relations skills through practice and to develop
insight into one’s own behavior and its effect
upon others.

43.  A written problem or case is presented to a group
of trainees for analyze and solution or decision
making.
 Group members study the problem, then offer their
solutions. Because of group participation group
members are able to get immediate reactions to
their ideas, as well as react to the ideas of others.
 Although groups are often led by a teacher or
trainer group session can be so informal that they
get off the track.

44. A comprehensive
approach to
managing effective
performance
Performance
Management
Process
(PMP)

45. 1. Continuous Process of
 Identifying
 Measuring
 Developing
The performance of individuals and teams
and
2. Aligning performance with Strategic Goals of the
organization .
Performance Management

47.  Performance Management
◦ Strategic business considerations
◦ Driven by line manager
◦ Ongoing feedback
 So employee can improve performance

48.  Performance Appraisal
◦ Driven by HR
◦ Assesses employee
 Strengths &
 Weaknesses
◦ Once a year
◦ Lacks ongoing feedback

49.  Clarify definitions of
job
success criteria
 Increase motivation to perform
 Increase self-esteem
 Enhance self-insight and development

50.  Communicate supervisors views of
performance more clearly.
 Managers gain insight about subordinates.
 Better and more timely differentiation
between good and poor performers.
 Employees become more competent.

51.  Clarify organizational goals .
 Facilitate organizational change.
 Fairer, more appropriate administrative
actions.
 Better protection from lawsuits.

52.  Lowered self-esteem
 Employee burnout and job dissatisfaction
 Damaged relationships
 Use of false or misleading information

53.  Increased turnover
 Decreased motivation to perform
 Unjustified demands on managers’
resources
 Varying and unfair standards and ratings

54.  Wasted time and money
 Unclear ratings system
 Emerging biases
 Increased risk of litigation

55.  According to Newstrom, “It is the process of evaluating
the performance of employees, sharing that information
with them and searching for ways to improve their
performance’’.

56.  To fix the best salary
 For promotion, demotion, transfers etc
 To collect data
 To review the company policies & procedures
 To create & maintain a satisfactory level performance
among employees
 To create clarification between superiors and
subordinates

57. 1. Paired comparison
2. Graphic Rating scales
3. Forced choice Description
method
4. Forced Distribution Method
5. Checks lists
6. Free essay method
7. Critical Incidents
8. Group Appraisal
9. Field Review Method
10.Confidential Report
11.Ranking
1. Assessment Center
2. Appraisal by Results or
Management by
Objectives
3. Human Asset
Accounting
4. Behaviorally Anchored
Rating scales
Traditional Methods Modern Methods

59. Career planning is the process by which one fixes career
goals and lays down the path of these goals. Its purpose is
to provide continuity, order and meaning to a person’s life.
From the organization point of view ,career planning
means helping the employees to plan their careers in terms
of their capacities within the context of organization’s
need. Career planning is not an event or an end in
itself, but a process of development of human resources.

60.  To attract competent persons and to retain them in the
organization
 To provide suitable promotional opportunities to the
present work force.
 To enable employees to develop and make them ready to
meet the future challenges.
 To correct mistake in employee placement.
 To improve motivation and morale of employees.
 To reduce employees dissatisfaction and turnover.

61. Preparation of human resources inventory
Identifying individual career needs
Analyzing career opportunities
Matching employees need with career opportunities
Formulation and implementation of training and development
Review of career plan

62.  Helps the individuals have the knowledge of various career
opportunities ,his priorities,etc.
 It helps him select the career which is suitable to his life
style,preference,family environment, scope for self
development etc.
 It helps the organisation identify talented employees who
can be promoted
 Internal promotion,upgradation and transfer motivates the
employees ,boost up their morale and also result in
increased job satisfaction

63.  It improve employees performance on the job by tapping
their potential abilities and stimulating their personal
growth.
 Increased job satisfaction enhances employee commitment
and creates a sense of belongingness and loyalty to the
organization.
 Each employees will await his turn of promotion rather
than changing to another organization. This would lower
employee turnover.

64.  It can become a reality only when opportunities for vertical
mobility are available. It is not suitable for small
organizations.
 Systematic career planning might become difficult due to
favoritism and nepotism in promotions,political interventions
in appointments etc.
 Some career do not have score for much advancement.
Employee cannot get promotions despite their career plans
development in such jobs.