Professional Documents
Culture Documents
HRM Notes
HRM Notes
DEFINITION:
• Coleman:
IMPORTANCE:
• Environmental Uncertainties
• Nature of jobs being filled—both for shop floor workers and managerial
positions. Sufficient Lead Time
PROCESS OF MPP:
• Flow Models- Herein forecasters determine the time that should be covered.
Linked to HR Plan and Organizational Strategy.
HR SUPPLY FORECAST:
It determines whether the HR dept. will be able to procure the required no. of
personnel. It measures no. of people likely to be available from within and outside
the organization.
SKILLS INVENTORY:
Skill Inventory consolidates information about non managers in the Organization for
the purpose of Transfer and Promotions e.g. Personal data, skills, special
qualification, salary and job history etc.
JOB ANALYSIS
DEFINITION:
Job Analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this
analysis are job descriptions and job specifications.
STEPS INVOLVED:
• Using the information to determine the skills, abilities and knowledge that are
required on the job.
• Remuneration– Wage and salary grades for all employees are determined by
Job Evaluation.
JOB DESCRIPTION:
It implies objective listing of the job title, tasks, duties, and responsibilities involved
in a job. Contains statement containing items like working conditions, supervision
given or received, hazards involve etc.
JOB SPECIFICATION:
The process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new employees are
selected.
• Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
EXTERNAL:
INTERNAL:
• Recruitment Policy– External vs. Internal, Temporary vs. Part time and local
citizens.
• Size of the organization:The greater the size the problems faced in recruiting
and vice versa.
• Cost of recruitment: calculated per new hire, budgetary control, recruiting for
multiple job openings at a time reduces cost.
RECRUITMENT PROCESS:
1. Recruitment Planning
2. Strategy Development
3. Searching
4. Screening
1. RECRUITMENT PLANNING:
• Number of Contacts: Attracting more applicants than then they will hire.
2. STARTEGY DEVELOPMENT:
• “Make or Buy”– Hire less skilled workforce and train them or hire skilled
workforce and personnel and pay heavy remuneration.
• Where to look: depends on factors like location, state of labour market etc.
SOURCES - EXTERNAL:
o Campus Recruitment.
• Competitors: Involves Poaching and Raiding. Involves legal and ethical issues.
3. SEARCHING:
• Verification of vacancies
4. SCREENING:
SELECTION
DEFINITION:
PROCESS OF SELECTION:
1. Preliminary interview: helps reject misfits for reasons which did not appear in
the application forms.
5. SELECTION DECISION:
6. PHYSICAL EXAMINATION:
7. JOB OFFER:
• Dale S. Beach
RELATIONSHIP ESTABLISHED:
PERFORMANCE APPRAISAL AND COMPETITIVE ADVANTAGE:
PURPOSE OF PA:
• Developmental- Identification of individual needs, Performance feedback,
Determining transfers and job assignments, Swot Analysis
PROCESS OF PA
PROBLEMS OF RATING:
o Leniency or Severity
The Rator doesn't want to hamper his relation with the ratee.
o Central Tendency-
o Halo Error
o Rater Effect
o Perceptual Set
o Spillover Effect
o Status Effect
Training provided to rater strengthen factors that improve accuracy of ratings and
weaken those that lowers the accuracy.
TIMING OF EVALUATION:
Once in three months, six months or once in a year. However once a year is
acceptable by most firms.
METHODS OF APPRAISAL:
• Rating Scale- Criteria's for each job is defined and accordingly quantified.
Rating thus done is accurate and objective.
PSYCHOLOGICAL APPRAISALS:
ASSESSMENT CENTERS:
PERFORMANCE INTERVIEW:
Done post appraisal, the rators discuss and review the performance with the ratees
in order to provide feedback. The feedback is given through various methods like
tell and sell,tell and listen,problem solving etc. Emphasis over here is counseling
and development.
• Remuneration Administration
CHALLENGES IN PA:
APPRAISING TEAMS:
TRAINING AND DEVELOPMENT
DEFINITION:
BENEFITS:
• Trainer well informed about broader needs of training group and sponsoring
organizations.
o recommendation of supervisors,
o Immediate supervisors.
o Outside consultants
METHODS:
• Orientation training
• Apprenticeship training
• Ice breakers
• Leadership games
• Mirroring
LEARNING PRINCIPLES:
IMPLEMENTATION:
EVALUATION:
• Principles of evaluation..
• Techniques of evaluation
IMPEDIMENTS:
• What else?
DIFFERENCES: