HRM/102/III/BBA

Unit: 1
Introduction to Human Resource Management

 Meaning, Definition and Importance of HRM

 Functions of HRM
 HR Manager proficiencies
 Strategic Human Resource Management (SHRM)
 Competitive Advantage
Business and organizations rely on three major resources:
 Human Resource: employees, workers
 Physical Resource: infrastructure, material and equipment
 Financial Resource: cash, credit and debt
Definitions and Meaning HRM
Human resource is the organizations most important asset
Employees should be treated as asset and as human capital
Employees are valuable resource of competitive advantage
 HRM is a process of bringing people and organization together to achieve individual
employees as well as organizational goal effectively and efficiently
 Management of people at work
 Management of workforce of with the right people, right skill and expertise within given time
frame
“HRM is all about planning, organizing, staffing, directing, controlling and leading human resource.
It helps in procurement, development, compensation, integration and maintenance of human
resource to accomplish individual, organizational and social objectives.”
Importance of HRM
HRM helps:
Assist organization:
 To develop and maintain HR plans and policies of the organization
 To recruit, select and train right person for different job positions
 To identify, develop and utilize the right number and skilled employees to fulfil organizational
goals
Create an enabling environment
 In which employees are inspired to learn and deploy their skills and competencies
 Develop and motivate employees to accomplish personal as well as organizational goals
Improve performance
 Individual, team and organizational performance and productivity
 Through effective job design, adequate induction and socialization, training and development,
providing feedback and performance counselling
 Create a flexible organizational system
 System which is responsive, adaptive and helps organization to meet its goal and objective in
highly competitive business environment
Maintenance of cordial relationship
 Between management and employees
 Among different departments
 Among different teams and within the team
Devise programs
 Meeting economic, social and psychological needs of the employees
 Help organization to attract and retain productive employees
Compliance of law
 Ensure that the organization as well as employees are following the law, rules and regulation
at workplace
Performance appraisal management
 Analysis and appraisal of employees performance
 To provide attractive & equitable incentive, rewards, benefits, job security to retain
competent employees
 To maintain high morale, encourage value system and create environment of trust, mutuality
of interest
Motivate employees
 Create opportunities and provide facilities to individuals and groups to secure organizational
goal and enhance effectiveness
 Unbiased policy, no threat of unemployment and inequalities
 Merit, contribution, punctuality, dedication towards work for stability of employment must
be recognized and appreciated by management time to time
 Performance appraisal management
 Analysis and appraisal of employees performance
 To provide attractive & equitable incentive, rewards, benefits, job security to retain
competent employees
 To maintain high morale, encourage value system and create environment of trust, mutuality
of interest
 Managerial Functions of HRM
 Planning
 Organizing
 Staffing
 Directing
 Controlling
Planning
▪ Important to give the goal to employees as well as organization
▪ To get things done by employees
▪ To establish the best procedures to reach the goals
▪ Anticipating
 hiring needs of the organization,
 job requirements & job descriptions
 determining the sources of recruitment

 Identify and analyze current plus future needs of human resources

 A systematic process to make sure the best fit between employees and jobs
 Ensure the best use of an organization's most valuable asset (human resources)
 To determine the personnel programs that can contribute to achieving the organization’s
goals
Organizing
 Organizing is all about design and develop the organization’s structure at different level
 Grouping of personnel activity into functions or positions
 Assigning different groups of activities to different individuals
 Delegating authority according to the tasks assigned and responsibilities involved
 Coordinating activities of different employees
Staffing
 Process of hiring eligible candidates in the organization for specific positions
  Recruitment and selection of employees by evaluating their skills, knowledge and offering
them specific job roles accordingly
 Filling the position with the appropriate human resource in the organizational structure
Directing
 Guiding and motivating people to accomplish the personnel programs
 Encouraging people to work willingly and efficiently to achieve individual as well as
organizational goals
 Identify the needs of the employees and the means & methods to satisfy them
 Motivate the employees through
 career planning,
 boosting the employee’s morale,
 developing relationships,
 providing safety requirements
 looking after the welfare of employees
Controlling
 Post planning, organizing and directing, performance of an employee is checked,
verified and compared with goals
 Regulate the workforce, observe employees effort, attitude and behavior
 Helps to observe and subsequently compares the results with the set standards
 Assist to correct deviations that might occur
 Execute control measures: If actual performance is found deviated from the plan,
control measures are taken
 Helps to evaluate and control the performance of the department
 Controlling is all about regulating activities according to the plan towards
achievement of the organizational objectives
Operative Functions of HRM
 Procurement
 Development
 Compensation
 Maintenance
 Motivation
 Integration
Procurement
 Process to streamline the recruitment & selection and select right candidates
 Acquiring and employing people who possess necessary skill, knowledge and aptitude
 Hire prospective candidates who can help organization to achieve their goals
 Important task: Job analysis, manpower planning, recruitment, selection, placement,
induction and internal mobility
Development
▪ Progress
▪ Advancement
▪ Improvement
▪ A kind of positive change
 “A process of improving, moulding, changing and developing skills, knowledge, creative ability,
aptitude, attitude, value and commitment based on present and future requirements both at
the individual and organization’s level”
Why development required?
To cope up with the changing world, to upgrade employees, to compete and sustain in market
Development function includes:
Professional and personal development programs e.g.
▪ Training
▪ Executive development
▪ Career planning development
▪ Human resource development
Compensation
▪ Results or rewards that the employees receive in return for their work
▪ Work in exchange of tangible (monetary benefits/payment/bonus/incentives) and intangible
benefits (recognition, award, responsibilities, promotion, opportunities etc.)
▪ Focuses on the determination of adequate and equitable remuneration for the employees

Maintenance
 Personnel Record Keeping: maintenance of employees master data and update the
data time to time (contact information, cost involved, PF, pension, details regarding
job responsibilities, working hours)
 Protecting and promoting the physical and mental health of employees
 Good working condition and infrastructure
 Healthy and cooperative working environment
 Social security measures, health, safety and employee welfare facilities e.g. housing,
medical facilities, educational facilities, maternity benefits, transport facilities,
pension, PF etc.
Motivation
 Motivation is an act of stimulating someone to get a desired course of action
 Motivation is a continuous process (as employees have new needs and expectations when the
old ones are satisfied)
  Motivated workforce makes a crucial difference when it comes to meet any business objective
 Processes that account for an individual’s
 intensity (how hard a person tries);
 direction (where effort is channelled);
 persistence (how long effort is maintained) towards attaining a goal

Integration
 Integrate the goals of an organization with employees aspirations through employee-
oriented programmes

 Helps to maintain dynamic interaction between employee and management

 Purpose: employees get absorbed in the organization physically, emotionally and mentally

Integration deals with

 Grievance redressal
 Maintaining discipline
 Building team work
 Collective bargaining (labour contract between management and union)
 Employee participation and empowerment
 Trade union and employees association
 Industrial relations

HR Manager’s proficiencies
HR Proficiencies:

 Traditional knowledge and skills about employee recruitment & selection, training,
compensation

Business proficiencies:

 Ability to create profitable enterprises that serve customers effectively

 Need to be familiar with how company operates (strategic planning, production, finance,
marketing etc.)

Leadership Proficiencies:

 Work with team

 Ability to coordinate, guide and motivate the team
 Lead the groups
 Drive the required changes

Learning proficiencies:

 Always ready to learn

 Ability to analyse and learn new technologies and policies
 Ability to understand and cope up with continuous changes
 Well-informed and up-to-date with global as well as local changes

Strategic Human Resource Management (SHRM)

Concept of strategy in context of organization:

 Action plan/ blueprint designed to achieve a long-term goal

 Insights on scope of an organization over the long term
 Analysis of the opportunities and threats existing in the external environment to
prepare effective plan
 A way to examine proposals to match resources of the organization to its changing
environment (Employees, Product, Market, Customers and other stakeholders,
outsourcing)
 “Art of forecasting, designing and directing overall actions and process of
organization to compete in market”
 It is the pattern of the organization's behavior and outlook over time (Goal, view,
value, attitude, practices, ethics, adaptability, change, adoption)
 A ploy: a specific tricky action to outwit a competitor and determine the direction of
the organization
Strategic Human Resource Management (SHRM):

 A transformed way to do the HRM function to achieve competitive advantage

 “The connection of HRM functions with strategic goals and objectives in order
to improve business performance and develop organizational culture that
foster innovation and flexibility”
 The aim of SHRM
 Implementation of best plan, adoption of changes
 Advancement, flexibility, innovation and competitive advantage
 Develop a fit for purpose & “organizational culture”
 Improve business performance
Difference between HRM and SHRM
Competitive Advantage
Competitive Advantage:
 Something that places a company or a person above the competitors: Quality
(employees/product/services), efficiency, innovation, responsiveness to
customer
 Quality, skill, knowledge & morale of the employees which cannot be copied
 Distinctive capabilities, strategies & approach towards the work
 Ability of an organization to formulate strategies to exploit rewarding
opportunities, thereby maximizing its return on investment
 Capability to achieve TQM
 Maintaining uniqueness
 Unit 2: Recruitment & Selection
Introduction to Job Analysis:
Job: a group of positions similar in their significant duties
Job Analysis:

 A formal and detailed examination of jobs

 A systematic investigation of tasks, duties and responsibilities necessary to do a job
 An important personnel activity as it identifies what people do in their jobs and what
they require in order to do the job properly
Nature of Job

Job Task
 A piece of work to be done or undertaken
 An identifiable work activity carried out for a specific purpose
Job Duty

 Several tasks which are related by some sequence of events e.g. pick up, sort out and
deliver incoming mail
Job Responsibilities
 Obligation to perform certain task and duties
Methods of collecting job analysis information

 Job performance methods

 Personal observation methods
 Critical incidents technique
 Interview methods
  Panel of experts methods
 Diary methods
 Questionnaire methods

Job performance methods

 Job analyst performs the job in question

 Analyst thus receives first-hand experience of contextual factors on the job including
physical hazards, social demands, emotional pressures and mental requirements
 Useful for jobs that can be easily learned
 Not suitable for jobs that are hazardous (e.g. fire fighters) and jobs that require extensive
training (e.g. doctors, pharmacists)

Personal observation methods

 Analyst observes:
 Workers while doing the job
 The task performed, the pace at which activities are done
 The working conditions
 Observation of each and every aspects of work during a complete work cycle
 Allows for deep understanding of job duties
 Appropriate for manual, short period job activities

During observation certain precautions should be taken by analyst:

 must observe average workers during average conditions

 observe without getting directly involved in the job
 must make note of the specific job needs and not the behaviours specific to particular
worker
 make sure that analyst obtains a proper sample for generalization
Critical incidents technique (CIT): Qualitative approach to do job analysis

 Used to obtain specific, behaviourally focused descriptions of work and related activities
 Job holders are asked to describe several incidents based on their past experience
 Collected incidents are analysed and classified according to the job areas described by job
holders
 The job requirement become clear once the analyst draws the line between effective and
ineffective behaviours of workers on the job

Interview methods

 Consists of asking questions to both officials/executives, job holders, workers, job,

supervisors either individually or in a group setting
 Source of information:
i. Officials/executives: aware about the details of jobs as they closely observe and
analyse employees work
ii. Job holders: familiar with the job & responsibilities and can supplement the best
information
iii. Workers: know the specific tasks & duties of the job and are important source of
information to do job analysis
iv. Supervisors: aware of the job’s relationship to the rest of the organization
  Due diligence must be exercised while using the interview method
 Interviewer must be trained in proper interviewing techniques
 A standard format must be used by interviewer (so as to focus the interview to the purpose
of the analyst)

Panel of experts methods

 Utilises senior job experts, officers and superiors with extensive knowledge of the job
 Analyst conducts an interview with the group to get job analysis information
 Interaction of the members during interview can add insight and detail

Diary methods

 Officials and superiors are asked to keep diaries or logbook for their daily job
activities
 Record the amount of time spent on each activity and other essential details
 Analysis of activities over a specific period of time, a job analyst is able to record the
job’s essential characteristics
 Analyst has to record entries for long time

Questionnaire methods

 Widely used method

 Job holder are given a properly designed questionnaire aimed at eliciting relevant job
related information
 Filled questionnaires are handed over to supervisors for further clarification on various items
by talking to job holders directly
 Finally the collected data is given to job analyst

The success of the method depends on:

 Structure of the questionnaire

 Content of the questionnaire: must cover all job related tasks and behavior
 Proper rating scale
 Clarity regarding questions

Job Descriptions (JD):

 Describes what the job is all about, job content, environment and condition of employment
 Descriptive in nature and defines the purpose and scope of a job
 The main purpose is to differentiate the job from other jobs and states its limits
 A written statement of
 What the jobholder does?
 How it will done?
 Under which condition it will done.
 Why it will done?
 Report to whom?
 Who will report to you?
 Degree of supervision
 Working hrs. and days etc.
 Writing Job Description

 JD should indicate the nature and scope of job

 Factual, precise and clear picture of job
 Explain all the duties and responsibilities of the job
 Extent of supervision should be clearly stated
 Reporting relationship: who reports to whom and frequency of reporting
 Specific words to be chosen to show:
 The kind of work
 The degree of complexity
 The degree of skill required
 The extent to which problems are standardize
 The degree and type of responsibility

Major contents of job description:

Job title: job title, code number, department where it is done

Job summary: brief write-up about what the job is all about

Job activities: description of tasks done, facilities used, extent of supervisory help etc.

Working conditions: physical environment of job in terms of heat, light, noise and other hazards

Social environment: size of work group and interpersonal interactions required to do the job

Write job description of any two of the following positions

1. Production Department Manager

2. Sales Department Manager
3. Plant Manager
4. Logistics Department Manager
5. Recruitment Manager
6. HR Manager
7. Training & Development Manager
 Recruitment: external and internal sources of recruitment

Recruitment

 Process of finding potential applicants for actual or anticipated organizational vacancies

 Provides a group of applicants for selection

Sources of recruitment

 Internal sources
 External sources

Internal sources:

 Person who are already working in an organization

 Someone from within the organization is
 upgraded
 transferred
 promoted
 demoted

External sources:

Sources from outside an organization

 Employees working in other organization

 Job aspirants registered with employee exchanges
 Eligible students from educational institution/campus recruitment
 Candidates referred by unions, friends, relatives and existing employees
 Candidates forwarded by search firms and contractors
 Candidates responding to the advertisement, issued by organization
 Unsolicited applications/walk-ins

Employee selection; Types of tests; Types of interview

Selection

 Process of picking up suitable candidates who have relevant qualification to fill job position
in organization among all the applicants
 Selection is usually a series of steps. Each steps must be successfully cleared before
applicants proceeds to next

Selection Steps:

1. Reception
2. Screening Interview
3. Application Blank
4. Selection Tests
5. Selection Interview
6. Medical Examination
7. Reference Check
8. Hiring Decision
9. Placement
e.g.

Step 1: Reception

 A company is known by the people it employs

 In order to attract people with talent, skill and experience, company must create a
favourable impression on the applicants from the stage of reception
 Hiring team must extend help towards the new recruit friendly and politely
 Employment possibilities must be presented honestly and clearly to all candidates

Step 2: Screening Interview

 An initial screening interview is done to cut the cost of hiring by allowing only
eligible/suitable candidates to go through the further selection process
 A junior executive from HR department screens out applicants against norms e.g. age,
education, experience, pay, expectation, aptitude, location choice etc.
 Helps the department to screen out obvious misfits
 If the department finds the suitable candidates, a prescribed application form is provided to
the applicant to fill and submit

Step 3: Application Blank

 One of the most common method used to collect information on various aspects of the
applicants’ academic, social, demographic, work-related background and references
 Helps organization to have a cross-comparison of applicants
 Introduces the candidates to the organization in a formal way
 Serve as a basis for initiating a dialogue at the interview
 A brief history sheet of an applicant’s background, usually containing the following:
▪ Personal data (address, gender, identification marks)
▪ Marital data (single or married, children, dependents)
▪ Physical data (height, weight, health condition)
▪ Education data (level of formal education, marks, distinctions)
 ▪ Employment data (past experience, promotions, nature of duties, reasons for leaving
previous job, salary drawn, etc.)
▪ Extra-curricular activities data (sports/games, NSS, NCC, prizes won, leisure-time activities)
▪ References (names of two or more people who certify the suitability of an applicant to the
advertised position)

Step 4: Selection Tests

 Performed to analyse the applicant’s behaviour, attitude, performance and aptitude

 Tests provide a systematic basis for comparison and selection
 Tests are standardized (uniformly applied)
 objective is to measure individual differences (without any bias)

Commonly used employment tests

Intelligence tests:

 Mental ability test, learning ability, ability to understand and make decision, memory,
perception, vocabulary of applicant, verbal fluency, numerical ability
 Objective is to pick up alert and quick learner employees (easy to train and improve skill)

Aptitude tests:

 Checks the applicant’s potential to learn certain skill

 Checks ability to perform task quickly and efficiently

Personality tests:

 Used to test motivation, emotional balance, self-confidence, introversion, interest,

preference, interpersonal behaviour etc. of the applicant
 Personality test is known as PIP (Projective, Interests, Preferences)

Achievement tests:

 Focus to determine how quickly, how accurately and at what level an individual can perform
the tasks taken to represent accomplishment
 Achievement test measures present proficiency, mastery and understanding of general and
specific areas of knowledge

Simulation tests:

 Simulation test is to observe while the candidate perform the actual job in a controlled
environment
 The purpose is to assess the potential of a candidate for different positions in organization

Assessment Centre:

A variety of testing techniques designed to allow candidates to demonstrate, under standardized

conditions, the skills and abilities that are most essential for success in a given job

Step 5: Selection Interview:

 Oral examination of candidate for employment

 Interviewer tries to obtain information about the abilities of the interviewee related to the
requirements of the job
Types of interview:

i. The non-directive or unstructured interview

ii. The directive or structured interview
iii. The situational interview
iv. The behavioural interview
v. Stress interview
vi. Panel interview
i. The Non-directive or Unstructured Interview:
 An unplanned interview
 Interview questionnaire is not prepared
 Recruiter asks questions as they come to mind and open-ended question
 Allowed applicant to talk freely with less interruption
 Effectiveness of the interview is very less
 Comparison among applicants cannot be easy

ii. The Directive or Structured Interview

 Interview is designed and detailed in advance
 Predetermined set of questions that are clearly job related
 Interviewer maintains complete control on question answer and discussion
 Directed towards the information that the interviewer wants to know
 Comparison among applicants can be made more easily
 Improves reliability of interview process and eliminate biases
iii. The Situational Interview
 Candidates are asked to respond to a specific situation they may face during the
job (Hypothetical incident)
 Questions are designed to draw out applicants analytical and problem-solving
skills as well as how the candidate handle problems with short notice and
minimal preparation
iv. The Behavioural Interview
 Focus on how candidates handled various work situations in the past
 Response will reveal candidates skills, abilities, and personality
 The logic behind this interview tactic is to understand candidates past behaviour
and predicts how he will behave in the future
v. Stress Interview
 Conducted to discover how a candidate behaves in stressful conditions
 Interviewer attempts to find how applicants would respond to aggressive,
embarrassing, rude and insulting questions
 Interviewer will come to know whether the candidate can handle the demands of
a complex job
 The purpose is to see whether the applicant can cope with highly stress-
producing, anxious and demanding situation in a calm and composed manner or
not
vi. Panel Interview
 Interview is being conducted by a group of people
 Three to five members of the selection committee will be asking questions to the
candidates on different aspects
 The final decision will be taken by all the members of the panel collectively
Step6: Medical Examination

 Required In order to ensure that each of the applicants is able to perform the job in a safe
manner
 Depending on the kind of job requirement, exams may consist of physical health checks,
drug testing, psychological testing or even a combination of each
 All medical exams are kept confidential and only shared if certain medical conditions that an
applicant has may require emergency treatment one day

Medical examination is conducted to check

 Whether the applicant is medically suitable for the job

 Any health problem or psychological attitude that may interfere with the efficiency or future
attendance of applicant
 Whether the applicant suffers from bad health
 Drug abuse / addiction
 Applicants health is in accordance with standards and requirement of the job

Step 7- Reference Check:

 Candidates are required to give the names of two or three references in their application
form
 Purpose is to fetch useful and reliable information regarding candidate regularity at work,
character, progress, performance, attitude, behaviour

References may be from

 Individuals who are familiar with the candidate’s academic and working achievements
 Applicant’s previous employer
 Co-workers

Step 8-Hiring Decision

 HR managers and line manager take final selection decision based on reports of previous
steps

9. Placement

 After final decision organization has to intimate to candidates

 Organization sends appointment order to the successful candidates

Unit 4: Training & Development

 Introduction to Training & Development
 Need for Training
 Training Methods
 Methods of evaluation of training programme
 Steps in management development programme

Training

 A planned programme designed to improve performance and to bring measurable changes

in knowledge, skills, attitude and social behaviour of employees
  Organized activity aimed to impart information and instructions to improve the recipient's
performance and to help him/her attain a required level of knowledge, skill, attitude and
behaviour

Development

The process to acquire not only skills and competence in present jobs but also procure
capabilities for future tasks, positions and scopes

Objectives of Training and Development

 To improve the qualities of the employee

 Formulation of objectives for different needs and ways of achieving it
 Determine the design and content of the training programmes
 Designed to increase personnel efficiency and capability
 To improve professional growth, smooth and more effective organization’s operations
 To enable personal growth of employee
 To sustain in market for longer period
 To achieve overall goal and profit

Need for Training

Training needs are identified on the basis of

 Organizational analysis
 Job analysis
 Man power analysis

Need for Training

 To train newly joined employee to perform their task effectively

 To re-train existing employees time to time (promotion, transfer, rotation)
 Refresher training for existing employee to update with latest development
 To train employees so that they can be placed on various jobs depending on
organizational needs
 Required to bridge the gap between skill & knowledge that employee has and job
demands
  To create confidence among employees and acceptance from peers
 To Increase productivity
 To improve Quality
 To help an organization to fulfil its future personnel needs
 To improve organizational climate and culture
 To improve health and safety of employees
 To improve the overall performance of the organization

Training Methods

 process, technique or approach which a trainer uses to train

 varies based on the needs of the company, the trainee, and on the task being performed
 On the job training
 Off the job training

On the Job Training Methods

 person learn a job by actually doing it

 planned, organized, and conducted at the employee's worksite

e.g.

i. Job Instruction Training(JIT)

ii. Coaching
iii. Job rotation
iv. Apprenticeship
v. Committee assignment

Job Instruction Training (JIT):

 Four step instructional process involving preparation, presentation, performance try out
and follow up
 Trainer, supervisor or co-worker used to instruct and teach employees how to do their work

Coaching:

 a kind of daily training and feedback given to employee by immediate supervisors

 a continuous process of learning by doing
 Supervisors explains the things and answers the question and doubts

Job rotation:

 Trainee moves from job to job at certain planned intervals the purpose is to provide cross
training

Apprenticeship:

 consists of full time on the job experience where trainee learn how to do the job in the real
world
 trainee has to work under a skilled trainer who will teach the required skills to do a
particular work for a fixed period

Committee assignment:

 Trainees are asked to solve an actual organizational problem

  Trainees have to work together and offer solution to the problem
 Assigning trainee to important committee to broaden their experience and more learning
 This helps to improve team work

Off the Job Training Methods

Off-the-job training occurs when employees are taken away from their place of work to be trained

Role-play:

 A problem situation is simulated asking the employee to assume the role of a particular
person in the situation
 The participant interacts with other participants assuming different roles
 The whole play will be recorded and trainee gets an opportunity to examine their own
performance.

Simulation:

 A method in which trainees learn on the actual or simulated equipment used in the job
 Trainee interest and employee motivation are both high in simulation exercise because the
action of a trainee closely duplicate real job conditions.

e.g. Manikin: a model of the human body commonly in detachable pieces for exhibiting the parts
and organs, their position, and relations

Lectures:

 A suitable, traditional and direct of instruction

 A method when the numbers of trainees are quite large
 Helpful in explaining the concepts and principles very clearly
 Face to face interaction makes the training effective

Conferences:

 A meeting of several people to discuss any subject is called conference

 Each par-ticipant contributes by analyzing and discussing various issues related to the topic
 Everyone can express their own view point

Programmed instruction:

 Programmed learning is based on the principles of small steps, self-pacing, and immediate
feedback
 A systematic method for teaching job skills through series of planned sequential units
 Units are arranged from simple to more complex level of instructions
 The trainee goes through these units by answering questions or filling the blanks

Vestibule training

 Actual work conditions are simulated in a class room

 A kind of job education where educational facilities approximate real working conditions and
are equipped with actual production
 Less than ten trainees would be supervised by one skilled trainer
 The duration of this training ranges from few days to a weeks

Benefits of training for employee

  Allows employee to strengthen those knowledge & skills that required to improve
performance
 Helps employees to train themselves for a higher level positions
 Helps to develop employee’s confidence and satisfaction being a capable employee
 Acceptance and recognition as a productive team member among group & department
 Helps to reduce weak skills of employee so that they can become self-dependent regarding
their assignments

Benefits of training for business

 Increase job satisfaction, motivation and morale among employees

 Intensify efficiencies in processes, resulting in financial gain
 Improve capacity to adopt new technologies and methods
 Increase innovation in strategies and products
 Reduce employee turnover
 Enhance company's productivity, benefit and image

Methods of Evaluation of Training Programme

Following methods can be used to collect data and to evaluate the outcomes and effectiveness of
training programme

 Questionnaire: comprehensive questionnaire to collect opinion, reactions, reviews of

trainee
 Tests: standard test could be conducted to find out the learning of trainee
 Interview: can be conducted to find out the usefulness of offered training
 Feedback: feedback form can be used to get information about effectiveness of training
from trainee
 Studies: comprehensive studies could be carried out eliciting the opinion and judgements of
trainers and observers about training
 Human resource factors: training can also be evaluated based on employees satisfaction,
which in turn can be examined on the basis of less employees turnover, absenteeism,
accidents, grievances, discharges, dismissal, etc.

Management development programme:

The process in which executives are acquire not only skills and competence in their present job but
also capabilities for future managerial tasks with increased difficulty and scope.

Steps in management development programme

i. Looking at organisational Objectives

ii. The Analysis of organizational development needs
iii. Appraisal of present management talents
iv. Inventory of management manpower
v. Planning of individual development prgrammes
vi. Establishment of development programmes
vii. Evaluation of results
i. Looking at organisational Objectives
 The first step is to identify the organisation's objectives
 The objectives tell "Where we are going" and where we have to reach
  Develop a framework from which the executive needs can be determined to
achieve and reach the expected destination
ii. Analysis of organizational development needs
 A close and critical examination of the present and future development needs
 This is based upon a comprehensive job analysis regarding the kind of
management work performed, the kind of executives needed and the kind of
education, experience, Training, special knowledge, skills, personal traits, etc.
required for such work
 Number & kind of managers are required to meet the present & future
requirements
 Helps to take decision to fill required positions from within the organization or
from outside sources
iii. Appraisal of present management talents
 A qualitative assessment of the existing executive talent
 An estimation of executive potential for development
 Comparison with the projected required talents
 Personal traits are also analysed so that a value judgment may be made of
employees potential for advancement
iv. Inventory of management manpower
 Process to prepare a complete set of information about each executive (each
position)
 A card is prepared listing detail data about each executive e.g. name, age,
length of service, education, work experience, health record, psychological test
results, performance appraisal data etc.
 Information, when analyses, discloses strengths and weaknesses of executive
regarding future organizational needs
 The selection of executive for management development programme is based
on the kind of background they possess
v. Planning of individual development prgrammes
 Guided by result of detailed information and performance appraisal that
indicates the strengths and weaknesses of executives
 Undertaken to meet the needs of different individuals, keeping in view the
differences in the attitudes and behaviour, and in their physical, intellectual and
emotional qualities
 The weak and strong points of an individual are known from his performance
appraisal reports and on this basis, training programme are framed and
launched
vi. Establishment of development programmes
 This job is done by the HR department
 A comprehensive and well-conceived programme is prepared, containing
concentrated brief required courses in different fields e.g. human relations
courses, decision-making courses, leadership courses etc.
vii. Evaluation of results
 Evaluation of training is any attempt to obtain information (feedback) on the
effects of a training programme and assess the value of training
 The most important means of evaluating development programmes are
observation of trainee reaction, opinion surveys, tests, ratings of various
components of training, trainee interview etc.
QUESTIONS

1. Define human resource management. Explain functions of human resource management.

2. Define human resource management. Explain managerial functions of human resource
management.
3. Explain major importance of human resource management.
4. Define human resource management. Explain operative functions of human resource
management.
5. Define the term strategic human resource management (SHRM). Explain five major
difference between SHRM and HRM.
6. Explain the term competitive advantage in context of human resource management.
7. Explain major proficiencies of HR Manager.
8. Define recruitment. Explain internal sources of recruitment
9. Define recruitment. Explain external sources of recruitment.
10. Explain the methods of job analysis.
11. Discuss the concept of selection. Why is selection a crucial HR activity?
12. Explain on the job training and its types.
13. Discuss job description. What are the major contents of job description? Write specimen of
job description of compensation manager.
14. Define the term training. Explain off-the-job training and its type.
15. Explain steps of management development programme.
16. Explain the recruitment & selection process.
17. Discuss selection test. What are three common types of selection tests?
18. Explain the term job analysis. Why it is important for organizations?
19. Discuss five benefits of training to the business and five to the employees.