Human resource

management
HRM can be defined as a process of
procuring, developing and maintaining
competent human resources in the
organisation so that the goals of the
organisation are achieved in an effective
an efficient manner. In short, HRM is an art
of managing people at work in such a
manner that give their best to the
organisation for achieving its set goals.
 Manpower management effectively
describes “the process of planning and
directing the application, development
and utilization of human resources in
the employment.”
Dale yoder
 Challenges of HRM
 Heterogeneous
 Different behavior
 Improved employees
 Motivation
 Excellence
 Complexities in managing people
 Impotanace of personnel
 Importance of human factor
 Output greater than input
 Animate active and living
 Complex and unpredictable
 Distinct background
 Appreciates in value
 Labour enactments
 Rise of labour organisation
 Characteristics of HRM

 Pervasive function
 Part of management
 People oriented
 Future oriented
 Comprehensive function
 Development
 interdisciplinary
 Continuous function
 Responsive
 Objectives of HRM
 To help the organization reach its goals
 To employ the skills and abilities of the workforce efficiently
 To provide the organisation with well trained and well
motivated employees
 To increase to the fullest the employees job satisfaction and
self actualisation
 To develop and maintain quality of work life
 to communicate personnel policies to all employees
 To help maintain ethical policies and behaviour
 To manage change to the mutual advantage of individuals,
groups, the organisation and the public
 Functions of HRM
Managerial function
 Planning
 Organizing
 Staffing
 Directing/leading
 Controlling
Operative function
 Procurement
 Development
 Compensation
 Integration
 maintenance
 QWL(quality work life)
 Rosbow, J.M “QWL is somewhat general concept. It
refers to several aspects of the job experience.
 The American institute has identified 11 areas that may
be the most important areas that can be covered under
QWL
Pay employee benefits,job security, alternative
work schedules, job stress,participation in decision that
affect them, democracy at the wok place, profit sharing,
pension rights, co. programs to enhance workers
welfare, four day work week
 Scope of HRM
 Control : Human resource audit, human
resource accounting, human resource
information system
 Acquisition : human resource planning,
recruitment, selection, placement
 Maintenance : remuneration, motivation, health
and safety, social security, industrial relation,
performance appraisal
 Development : training, career development,
organisation development, internal mobility
 National institute of personnel management
Calcutta has sepecified the scope of HRM as
follows
 The lab our of personnel aspect: This concerned with
manpower planning, recruitment, selection, placemen,
transfers, promotion, training and development,
remuneration, incentives etc
 Welfare aspect: It deals with working condition and
amenities such as canteen, crèches, rest and lunch
room, housing, transport, medical assistance, education,
health and safety, recreation facilities etc
 Industrial relation aspects : This covers union
management relations, joint consultation, collective
bargaining, grievance and disciplinary actions,
settlement of disputes etc
 Human resource management
practice in India
 Low status
 No initiative
 Split personalities
 Lip service
 Non cooperation
 MEASURES TO SPPED UP THE
GROWTH OF HRM IN INDIA
 Impediments to the progress of
HRM in India
 Human resource planning
 HRP is the process of striking balance
between human resource required and
acquired in an organization. Thus HRP
helps an organization have the right
number and the kind of people at the right
places and right times to successfully
achieve its overall objectives.
 Human resource planning
 Human resource planning is “a process by which
an organisation should move from its current
manpower position to its desired manpower
position. Though planning, management strives
to have the right number and right kind of people
at the right places at the right time, doing things
which result in both the organisation and the
individual receiving maximum long run benefits”
E.W.Vetter
 As a process
 HRP cold be seen as a process,
consisting of the following series of
activities
 Forecasting, inventorying, anticipating
manpower problems, planning
 Objectives of HRP
 Ensure adequate supply of manpower as and when
required
 Ensure proper use of existing human resources in the
organisation
 Forecast future requirements of human resources with
different levels of skills
 Assess surplus or shortage, if any, of human resources
available over a specified period of time .
 Anticipate the impact of technology on jobs and
requirements for human resources
 To improve standards, skill, knowledge, ability skill etc
 To minimizes imbalances caused due to non availability of
human resources of right kind, right number in right time
and at right place.
 To estimate the cost of human resources.
Advantages of human resource
planning
 Estimates work force and action plans
 Checks the corporate plan of the organization
 Offsets uncertainty and change
 Satisfies needs
 Anticipates costs
 Foreseen changes
 Helps in planning
 Testing and interview
 Sources
 Improvement
 control
 Importance of HRP
 Meets the requirement
 Maintaining a balance
 Discovery of better means
 Avoidance of shortages and surplus
 Avoid resistance for change
 Asses critically the strength and weakness
 Duplication and conflict avoided
 Benefit to the organization
 Need of HRP
 Shortage of human resource
 Replacement
 Work force turnover
 Technological changes
 Expansion and diversification
 Human resource information
system (HRIS)
 HRIS refers to a computerised system that
aids the processing of information relating
to human resource management. It is a
system of gathering, classifying,
processing, recording and disseminating
the information required for effective
management of human resources in an
organisation.
 Disadvantages

 Expensive and time consuming

 Unfamiliarity with the organization
 Discourages the existing employees
 Recruitment process
 Recruitment planning
 Strategy development
 Searching
 Screening
 Evaluation and control
 Recruitment practices in India
 Recruitment in public sector
 Recruitment in private sector
 Recruitment of trainees
 Philosophies of recruiting
 Realistic job preview(RJP)
 Job compatibility questionnaire
(JCQ)
Typical consequences of job previews

Traditional procedures Realistic procedure

Set initial job expectation too Set job expectations

high realistically
Job is typically viewed as Job may or may not be
attractive attractive depending on
individual needs
High rate of job offer Some accept, some reject job
acceptance offer
Work experience belies Work experience confirms
expectation expectation
Lower job Higher job survival,
survival,dissatisfaction,frequ satisfaction, no thoughts o
ent thoughts of quitting quitting
 Alternative to recruitments
 Overtime
 Employee leasing
 Temporary employment
 Effectiveness of recruitment
programme
 A well defined recruitment policy
 A proper organizational structure
 A well laid down procedure for locating potential job seekers
 A situable method and technique for tapping and utilizing
these candidates
 A continious assessment of effectiveness of recruitment
programme and incorporation of situable modification from
time to time to improve the effectiveness of the programme.
 An ethically sound and foolproof practice telling an applicant
all about the job and its position, the firm to enable the
candidate to judiciously decide whether or not to apply and join
the firm, if selected
 Selection-meaning and
definition
 Selection is the process of picking individuals
(out of the pool of job applicants) with requisite
qualification and competence to fill jobs in the
organization
 “ It is the process of differentiating between
applicants in order to identify (and hire) those
with a greater likelihood of success in a job.”
Recruitment
Recruitment technically proceeds
selection
Recruitment refers to the process
of identifying and encouraging
potential candidates to apply for
jobs in the organisation
Recruitment is positive as it aims
at increasing the number of jobs
seekers for wide choice or
increasing the selection ratio
In sum, recruitment involves
searching
Selection
Selection follows
recruitment
Selection involves
choosing the best out of
those recruited
Selection on the other
hand, is said to be negative
in its application in as
much as it rejects a large
no. of un qualified
applicants in order to
identify those who r
suitable for the jobs
Selection involves
comparing those already
 Selection method process
 Preliminary interview
 Selection test
ability test, aptitude test, personality test ,
interest test, graphology test, polygraph
test, medical test, drug test
 Employment interview
 Reference and background test
 Selection decision
 Physical examination
 Job offer
 Contracts of employment
 Evaluation of selection programme
 Types of interview
 Structured interview
 Unstructured interview
 Mixed interview
 Behavioral interview
 Stressful interview
 Barriers to effective selection
 Perception
 Fairness
 Validity
 Reliability
 Pressure
 Common interviews problems
 Snap judgments
 Halo effect
 Swayed by negative information
 Weight on certain attributes
 Barriers of effective selection
 Perception
 Fairness
 Validity
 Reliability
 Pressure
Selection in india
 Orientation or Induction
 Orientation , also called induction, is designed to
provide a new employee with the information he
or she needs to function comfortably and
effectively in the organization. A formal definition
of orientation is
 “……planned introduction of employees to their
jobs, their co-workers and the organization.”
 It conveys the three types of information
a) general information about the daily work
routine.
b) a review of the organization's history,
founding fathers, objectives, operations and
products or services, as well as how the
employees job
contributes to the organization's needs
c ) a detailed presentation, perhaps, in a brochure,
of the
organization's policies , work rules and
employees benefits.
 Purpose of orientation
 The first days on the job were anxious and
disturbing ones.
 ‘New employees initiation’ practices by peers
intensified anxiety.
 Anxiety interfered with the training process
 Turnover of newly hired employee was caused
primarily by anxiety
 The new workers were reluctant to discuss problems
with their supervisors
Employee orientation is aimed at minimizing such
problems
Orientation programme

FORAML-INFORMAL

INDIVIDUAL-COLLECTIVE

SERIAL-DISJUNCTIVE

INVESTITUTRE-DIVESTITURE
 2. ORGANISATIONAL
ISSUES EMPLOYEE
1.HR REPRESENTATIVE
BENEFITS
INTRODUCTION

3.SPECIAL
ANXIETY
4. TO PLACEMENTS
REDUCTION
SEMINARS
 2. SPECIFIC JOB
1. SUPERVISOR LOCATION
AND DUTIES

3.SPECIAL ANXIETY
4. TO PLACEMENT REDUCTION
SEMINARS
 REQUISITES OF AN EFFECTIVE
PROGRAMME
 Prepare for new employees
 Determine information new employees
want to know
 Determine how to present information
 Completion of paperwork
 Evaluation of orientation programme
 Problems of orientation

 Example of a typical orientation

programme
 Taj groups
 Placement
 Placement refers to the allocation of
people to jobs. It includes initial
assignment of new employees, and
promotion , transfer or demotion of present
employees.
 Placement problems
 Independent
 Sequential
 Pooled