SYLLABUS Scope, Relationship, Approaches to Human Resource Management Organization of Personnel Functions Manpower Planning Motivating Employees Performance Appraisal Systems Training & Development Organization Development Management of Organizational Change HRD Strategies
BOOKS TO REFER Human Resource Management – P.Subba Rao Personnel Management – C.B. Mammoria Dessler: Human Resource Management(Prentice Hall India) Personnel/Human Resource Management: DeCenzo & Robbins (Prentice Hall India) D. K. Bhattacharya: Human Resource Management (Excel) VSP Rao – Human Resource Management(Excel)Gomez: Managing Human Resource (Prentice Hall India)
MARKING SYSTEM End Term Examination – 60 Marks Internals Presentations & Assignments – 20 Marks Class Attendance – 10 Marks Class Participation – 10 Marks
HRM Employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society.
HRM HRM is managing (planning, organizing, directing and controlling) the functions of employing, developing, compensating and utilising human resources, resulting in the creation and development of human and industrial relations which would shape the future policies and practices of human resource management, with a view to contribute proportionately to the organisational, individual and social goals.- P. Subba Rao
Similar Terms Labour management Employees – commodity Employment, wages, firing Industrial Relations Employees, trade unions, employers & government Disputes, grievances, discipline, collective bargaining and participative management HRD Training, management development, career planning and development and OD
Functions of HRMManagerial Functions Operative Functions Planning Employment Organising Human Resources Directing Development Controlling Compensation Human Relations Industrial Relations Recent Trends in HRM
HRD Performance Appraisal Training Management Development Career Planning & Development Internal Mobility Transfer Promotion Demotion Retention and Retrenchment Management Change & Organisation Development
Compensation Job Evaluation Wage and Salary Administration Incentives Bonus Fringe Benefits Social security measures
Human Relations Motivation Boosting employee morale Developing communication skills Developing leadership skills Redressing employee grievances Handling disciplinary cases Counseling
Industrial Relations Indian labour market Trade unionism Collective bargaining Industrial conflicts Workers participation
Objectives Policies Plan of action Procedures Specific manner in which a piece of work is to be done
Organisation design and line andstaff relationships Line relations Staff relations
Role of HR Manager The Conscience role HR Role The Counsellor Welfare Role The Mediator Clerical Role The Spokesman Fire-fighting Legal Role The Problem-solver The Change Agent
Determination of the tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiate one job from all others Job Description Job Specification
An organised, factual statement of the duties and responsibilities of a specific jobJob Specification• A statement of the minimum acceptable human qualities necessary to perform a job properly
Class AssignmentO Flexible Job EnvironmentO Employee EmpowermentO De-jobbing
HUMAN RESOURCES PLANNING According to E.W. Vetter, HRP is a process by which an organisation should move from its current manpower position to its desired manpower position. Through planning management, strive to have the right number ad right kind of people at the right place at the right time, doing things which result in both the organisation and the individual receviing maximum long-run benefit.
OBJECTIVES OF HRP To recruit and retain the human resources of required quantity and quality Foresee employee turnover & make arrangement for minimising turnover and filling up of consequent vacancies To meet the needs of the programmes of expansion, diversification etc To foresee the impact of technology on work, existing employees and future requirements To improve the standards, skill, knowledge, ability, discipline etc To maintain congenial industrial relations by maintaining optimum level and structure of human resources To minimise imbalances caused due to non availability of human resources of the right kind, right number in right time and right place To estimate cost of human resources To make best use of its human resources
FACTORS AFFECTING HUMAN RESOURCEPLANExternal factors Internal Factors Government Policies Company strategies Level of Economic HR Policies Development Job Analysis Business Environment Time Horizons IT Type & Quality of Level of Technology information International factors Company’s production / operations policy Trade Unions
HRP MODEL Analysing corporate and unit level strategies Forecasting Demand & Supply Estimating net human resources requirements In case of future surplus – plan for redeployment, retrenchment and layoff In case of future deficit – forecast future supply
Recruitment• Edwin B Flippo – the process of searching for prospective employees and stimulating them to apply for jobs in the organisation
Sources of RecruitmentInternal External• Present permanent employees • Campus recruitment • Private employment agencies• Present temporary / casual • Public employment exchanges employees • Professional associations• Retrenched / retired • Data banks employees • Casual applicants• Dependants of deceased, • Competitors • Trade Unions retired and disabled and • Walk –in present employees • Head hunting• Employee referrals • Body shopping • M & As • Tele recruitment • Outsourcing
Recruiting Yield Pyramid New Hires (50) Offers made (100) Candidates Interviewed (150) Candidates Invited (200) Leads Generated (1200)
Selection• After identifying the source of human resources, searching for prospective employees and stimulating them to apply for jobs in an organisation, the management has to perform he function of selecting the right employees at the right time.
Selection Process• Job Analysis• Recruitment• Application Form• Written Exam• Preliminary Interview• Business Games• Test• Final Interview• Medical Exam• Reference Checks• Line Manager’s decision• Job Offer• Employment
Outcomes of the Selection DecisionSuccess False True Negative Positive Error Hit True FalseFailure Negative Positive (Low Hit) Error Predicted Failure Predicted Success
Induction / Orientation• Systematic and planned introduction of employees to their jobs, their co-workers and the organisation.• About the company• About the department• About the superiors, sub-ordinates
Organisational• History of employer • Product line / services• Organisation of provided employer • Overview of production• Names and titles of key process executives • Company policies and• Employee’s title and rules department • Disciplinary regulations• Layout of physical • Employee handbook facilities • Safety procedure and• Probationary Period enforcement
Employee Benefits• Pay Scale and Pay • Insurance Benefits Days • Retirement Programs• Vacations and holidays • Rehabilitation• Rest Breaks programmes• Training and Education benefit• Counselling• Employer provided services to employees
Introduction & Job Duties• To Supervisor • Job objectives• To Trainers • Relationship to other• To co-workers jobs• To employee counsellor• Job location• Job tasks• Job saftey requirements• Overview of job
Class Assignment• Job Description and Job Specification of any Professional
Training & Development Short term educational process and utilising a systematic and organised procedure by which employees learn technical knowledge and skills for a definite purpose.
Area Training• Content Technical skills and Development knowledge Managerial and behavioural skills and knowledge• Purpose Specific job related Conceptual and Short term general knowledge• Duration Long-term• For whom Mostly technical & non managerial Mostly for personnel managerial personnel
Needs for Training To match the employees specifications with the Job Requirements and Organisational Needs Organisational Viability and the Transformation Process Technological Advances Organisational Complexity Human Relations Change in the Job Assignment
Training Need Analysis Task Analysis Performance Analysis Cant do / wont do
Training MethodsOn the Job Methods Off the Job Methods Job Rotation Vestibule Training Coaching Role Playing Job Instruction Lecture Methods Training through step Conference / by step Discussion Internships Programmed Instruction
Level Questions being Asked MeasuresResult Is the organisation or unit better Accidents / Quality / because of the training? Productivity / Turnover / Morale / Costs / ProfitsBehaviour Are trainees behaving differently Performance appraisal on the job after training? Are they by superior, peer, client, using the skills and knowledge subordinate they learned in training?Learning To what extent do the trainees Written test, have greater knowledge or skill Performance Tests, after the training program than Graded Simulations they did before?Reaction Did the trainees like the program, Questionnaires the trainers, the facilities? Do they think the course was useful? What improvements can they suggest?
Management Development Management Development is a systematic process of growth and development by which the managers develop their abilities to manage
Suitability of Techniques Job Rotation Development of diversified skills and broader outlook Understudy Making available a subordinate who is equal to his superior Multiple Management Knowledge in different functional areas Case Study Analytical and decision making skills
Suitability of Techniques Incident Method Intellectual ability, practical judgment & Social awareness Role Playing Understanding people In Basket Situational judgment & social sensitivity Business Games Quickness of thinking and leadership
Suitability of Techniques Sensitivity Training Know more oneself and impact of our behaviour on others Simulation Problem solving, decision making Managerial Grid Leadership skills Conferences Ability to modify attitudes Lectures Give knowledge to many in short period of time
Kurt Lewin’s Change Model Unfreezing Moving Refreezing
Organisation Development Involves action research which means collecting data about a group Feeding information back to employees so they can analyse it Applies behavioural science knowledge to improve organisation’s effectiveness Changes the organisation in a particular direction
Categories of ODApplications Human Process Technostructural Human Resource Management Strategic
Human Process Improving human relations skills Solve interpersonal and intergroup problems Sensitivity training / t- group training
Technostructural Changing firm’s structures, methods and job designs For eg. In a formal structural change program, the employees collect data on the company’s existing organisational structure; they then jointly redesign and implement a new one.
Human Resource Management To enable employees to analyse and change HR practices Performance appraisal and reward systems as well as installing diversity programs
Strategic Achieving fit among a firm’s strategy, structure, culture and external environment Managers and employees analyse current strategy and organisational design Choose a desired strategy and organisational design Design a strategic change plan- an action plan for moving the organisation from its current strategy and design to the desired one The team oversees implementing the strategic change plan and review results to ensure that they are proceeding as planned