Q.no.1.

Q.no. 2
The term “human resource management” (HRM) has been commonly used for about the last ten
to fifteen years. Prior to that, the field was generally known as “personnel administration”. HRM
has changed in name various times throughout history. The name change was mainly due to the
change in social and economic activities which influence oragnization. Industrial welfare was the
first form of HRM.
Personnel administration was largely concerned the technical aspects of hiring, evaluating,
training, and compensating employees and was very much of “staff” function in most
organizations. It did not normally focus on the relationship of different employment practices on
overall organizational performance i.e systematic relationships are often overlooked; rather
employee were considered as machines.The field also lacked a unifying model.
HRM developed in response to the substantial increase in competitive pressures in business
organizations began experiencing rencently as a result of such factors as globalization,
deregulation, and rapid technological change. These pressures gave rise to an enhanced concern
on the part of firms to engage in strategic planning - a process of anticipating future changes in
the environment conditions (the nature as well as level of the market) and aligning the various
components of the organization in such a way as to promote organizational effectiveness.
The differences between the Personnel Management(PM) and Human Resource
Management(HRM)are given below:
i. PM Treats people as a tool to be replaced when worn-out; whereas HRM Treats
people as valuable assets or resources.
ii. The nature of activity in PM are routine activity to hire and train employees and
maintain personnel records; whereas in HRM activity related to Strategic are
integrated for the strategic management of business.
iii. Manager in case of PM concentrates on monitoring people and work in terms of
measurable output; whereas in HRM managers focuse on nurturing human talent.
iv. In PM Interests of the organisation are more important; but in HRM interests of
both the organisation and the employees are equality important.
v. In PM major responsibility rests with the PM Manager; whereas in HRM
responsibility rests with all managers: top, middle and lower/first-line managers
vi. In PM more emphasises is given on operative functions of Personnel Manager, i.e.,
acquisition, training compensation, appraisal, etc.; whereas in HRM emphasises is
given on management part , i.e., concentration on human relations, motivation, job
satisfaction, welfare, etc.
Hence we can say, PM is one of the functional areas in HRM; Labour treated as a tool which is
expandable and replaceable. Interest of organization are uppermost; PM is interested in the
orderly way of administration; PM is primarily concerned with selection, recruitment and
administration of manpower. But HRM is primarily a philosophy, an attitude an approach at the
centre of Management itself.it treats people as a resource or as a set used for the benefit of an
organization, its employees and society as a whole A distinct philosophy of Management aiming
at mutuality of interests. HRM intervention is more concerned with people, team building and
team work. HRM concentrates more on motivation, morale, boosting and job satisfaction.

Q.no.3.
If I were a HR manager and i have been given the task of hiring an employee I would use the
concept of jobanalysis of HRM.
Job analysis is the process of describing and recording aspects of jobs and specifying the skills
and other requirements necessary to perform the job.
While hiring before giving advertisement we should keep in our mind things like:
i. job description
ii. job specification
iii. the right quality of workforce into the organization at right place, with the right
skills.
Job description: is basically descriptive in nature. It provides both organizational information’s
(like location in structure, authority etc) and functional information (what the work is).
It gives information about the scope of job activities, major responsibilities and positioning of
the job in the organization. This information gives the worker, analyst, and supervisor with a
clear idea of what the worker must do to meet the demand of the job.
Job Description contents are
 a. job title and location: - This includes the job title, alternative title, department, division
and plant and code number of the job. The job title identifies and designates the job
properly. The department, division etc., indicate the name of the department where it is
situated and the location give the name of the place.
b. Job Summary: - it gives additional identification information when a job title is not
adequate; and it gives a summary about that particular job.
c. Job duties and responsibilities: - This gives a total listing of duties together with some
indication of the frequency of occurrence or percentage of time devoted to each major
duty. These two are regarded as the “Hear of the Job”.
d. Relation to other jobs: - This gives the particular person to locate job in the organization
by indicating the job immediately below or above in the job hierarchy.
e. Supervision: - This will give an idea the number of person to be supervised along with
their job titles and the extent of supervision.
f. Machine: - These will also gives information about the tool, machines and equipment to
be used.
g. Working Conditions: - It gives us information about the environment in which a
jobholder must work.
h. Hazards: - It gives us the nature of risks of life and limb, their possibilities of occurrence
etc.

Job specification:
Job specification is a written statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform the job duties and discharge
responsibilities effectively.
job specification are usually developed with the co-operation of personnel department and
various supervisors in the whole organization.
Contents of job specifications are
1. Physical specifications: - Physical specifications include the physical qualifications or physical
capacities that vary from job to job. Physical qualifications or capacities

2. Include physical features like height, weight, chest, vision, hearing, ability to lift weight,
ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.

3. Mental specifications: - Mental specifications include ability to perform, arithmetical

calculations, to interpret data, information blue prints, to read electrical circuits, ability to plan,
reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable
factors, general intelligence, memory etc.

4. Emotional and social specifications: - Emotional and social specifications are more important
for the post of managers, supervisors, foremen etc. These include emotional stability, flexibility,
social adaptability in human relationships, personal appearance including dress, posture etc.

5. Behavioral Specifications: - Behavioral specifications play an important role in selecting the

candidates for higher-level jobs in the organizational hierarchy. This specification seeks to
describe the acts of managers rather than the traits that cause the acts. These specifications
include judgments, research, creativity, teaching ability, maturity trial of conciliation, self-
reliance, dominance etc.