BASIC FUNCTIONS OF HR

MANAGER
BY 8TH GROUP
-K.ABHITEJ [4F6]
-K.SANDEEP [4F7]
-K.KRISHNA VAMSHI [4F8]
-K.HARINI [4F9]
-K.NARENDRA BABU [4G1]
CONTENT:
FUNCTIONS OF HR MANAGER: • SEPARATION

• MANPOWER PLANNING • WAGE AND SALARY ADMINISTRATION

• RECRUITMENT • PERFORMANCE APPRAISAL

• SELECTION • GRIEVANCE HANDLING

• TRAINING AND DEVELOPMENT • WELFARE ADMINISTRATION

• PLACEMENT • MERIT RATING

• PROMOTION • JOB EVALUATION

• TRANSFER
 HUMAN RESOURCE MANAGEMENT[HRM]

• HUMAN RESOURCE MANAGEMENT (HRM) IS THE PRACTICE OF

RECRUITING, HIRING, DEPLOYING AND MANAGING AN ORGANIZATION'S
EMPLOYEES. HRM IS OFTEN REFERRED TO SIMPLY AS HUMAN
RESOURCES (HR). A COMPANY OR ORGANIZATION'S HR DEPARTMENT IS
USUALLY RESPONSIBLE FOR CREATING, PUTTING INTO EFFECT AND
OVERSEEING POLICIES GOVERNING WORKERS AND THE RELATIONSHIP
OF THE ORGANIZATION WITH ITS EMPLOYEES.
MAN POWER PLANNING:
• MANPOWER PLANNING WHICH IS ALSO CALLED AS HUMAN RESOURCE
PLANNING CONSISTS OF PUTTING RIGHT NUMBER OF PEOPLE, RIGHT
KIND OF PEOPLE AT THE RIGHT PLACE, RIGHT TIME, DOING THE RIGHT
THINGS FOR WHICH THEY ARE SUITED FOR THE ACHIEVEMENT OF GOALS
OF THE ORGANIZATION. HUMAN RESOURCE PLANNING HAS GOT AN
IMPORTANT PLACE IN THE ARENA OF INDUSTRIALIZATION. HUMAN
RESOURCE PLANNING HAS TO BE A SYSTEMS APPROACH AND IS CARRIED
OUT IN A SET PROCEDURE. THE PROCEDURE IS AS FOLLOWS:

• ANALYZING THE CURRENT MANPOWER INVENTORY

• MAKING FUTURE MANPOWER FORECASTS
• DEVELOPING EMPLOYMENT PROGRAMMES
• DESIGN TRAINING PROGRAMMES
RECRUITMENT:
• IN HUMAN RESOURCE MANAGEMENT, “RECRUITMENT” IS THE
PROCESS OF FINDING AND HIRING THE BEST AND MOST
QUALIFIED CANDIDATE FOR A JOB OPENING, IN A TIMELY AND
COST-EFFECTIVE MANNER. IT CAN ALSO BE DEFINED AS THE
“PROCESS OF SEARCHING FOR PROSPECTIVE EMPLOYEES AND
STIMULATING AND ENCOURAGING THEM TO APPLY FOR JOBS IN
AN ORGANIZATION.”
SELECTION PROCESS:
• SELECTION HAS BEEN REGARDED AS THE MOST
IMPORTANT FUNCTION OF HR DEPARTMENT. ...
IT IS THE FUNCTIONS PERFORM BY THE
MANAGEMENT OF SELECTING THE RIGHT
EMPLOYEES AT THE RIGHT TIME AFTER
IDENTIFYING THE SOURCES OF HUMAN
RESOURCES, SEARCHING FOR PROSPECTIVE
EMPLOYEES AND STIMULATING THEM TO APPLY
FOR JOBS IN AN ORGANIZATION .
TRAINING AND DEVELOPMENT:
• TRAINING TYPICALLY FOCUSES ON PROVIDING EMPLOYEES
WITH SPECIFIC SKILLS OR HELPING THOSE CORRECT
DEFICIENCIES IN THEIR PERFORMANCE.

• IT IS A SHORT-TERM LEARNING PROCESS THAT INVOLVES

THE ACQUISITION OF KNOWLEDGE, SHARPENING OF
SKILLS, CONCEPTS, RULES, OR CHANGING OF ATTITUDES
AND BEHAVIORS TO ENHANCE THE PERFORMANCE OF
EMPLOYEES.
• WHEREAS, DEVELOPMENT REFERS TO THE OVERALL
HOLISTIC AND EDUCATIONAL GROWTH AND MATURITY OF
PEOPLE IN MANAGERIAL POSITIONS. THE PROCESS OF
DEVELOPMENT IS IN RELATION TO INSIGHTS, ATTITUDES,
ADAPTABILITY, LEADERSHIP AND HUMAN RELATIONS.
PLACEMENT:-
Placement is a process of assigning a specific job to each of the selected
candidates. It involves assigning a specific rank and responsibility to an
individual. It implies matching the requirements of a job with the
qualifications of the candidate

PROMOTION:-
Promotion refers to the advancement of an employee to a job with a
higher authority and responsibility. It may also carry a better
compensation package. Promotion can also be viewed as a means of
filling up vacancies in the organization occurring from time to time.
TRANSFER:-
IT IS A LATERAL SHIFT THAT MOVES AN INDIVIDUAL EMPLOYEE FROM ONE
POSITION TO ANOTHER. IT MAY BE IN THE SAME DEPARTMENT, OR TO A
DIFFERENT DEPARTMENT OR LOCATION. THIS DOES NOT INVOLVE ANY CHANGES
IN THE DUTIES, RESPONSIBILITIES, OR SKILLS NEEDED. THE SALARY BENEFITS ALSO
MAY REMAIN THE SAME.
SEPARATION:-
SEPARATION REFERS TO TERMINATION OF EMPLOYMENT. IN OTHER WORDS, THE
EMPLOYEE IS SEPARATED FROM HIS JOB. IN CASE OF MISCONDUCT OR
MISBEHAVIOR, WHERE THE EMPLOYEE IS NOT IN A POSITION TO IMPROVE HIS
PERFORMANCE DESPITE NOTICE, HIS/HER EMPLOYMENT IS TERMINATED. THIS IS
ALSO CALLED DISMISSAL.
 WAGE AND SALARY ADMINISTRATION :

Wage and salary administration is a collection of practices and

procedures used for planning and distributing company-wide
compensation programs for employees. These practices include
employees at all levels and are usually handled by the accounting
department of a company. Wage and salary administration
procedures usually involve activities such as calculating the number of
hours worked in order to determine compensation, administering
employment benefits, and answering payroll questions from
employees. At the majority of companies and organizations, wages are
usually dispersed to all employees on a specific date. The workers in
charge of salary administration may also be charged with ensuring
that the company adheres to federal and local compensation laws.
PERFORMANCE APPRAISAL :
• PERFORMANCE APPRAISAL IS THE SYSTEMATIC EVALUATION OF EMPLOYEE'S BEHAVIOUR IN THE WORK PLACE
WHICH INCLUDES EMPLOYEE'S JOB PERFORMANCE AND HIS POTENTIAL FOR GROWTH AND DEVELOPMENT. ... ITS
FOCUS IS ON EMPLOYEE'S DEVELOPMENT. THE PERFORMANCE APPRAISAL SYSTEM MAY BE FORMAL OR INFORMAL.

STEPS IN PERFORMANCE APPRAISAL:

• CREATE SET UP PERFORMANCE STANDARDS
• MUTUALLY SET IDENTIFIABLE AND MEASURABLE
• MEASURE PRESENT LEVEL OF PERFORMANCE
• COMPARE AND APPRAISE PRESENT LEVEL OF
PERFORMANCE WITH STANDARD
• DISCUSS THE APPRAISAL WITH EMPLOYEE
• IDENTIFY AND INITIATE THE CORRECTIVE ACTION
GRIEVANCE HANDLING:
• A COMPLAINT FROM EMPLOYEES, WHEN IGNORED, TAKES THE FORM OF A GRIEVANCE.
GRIEVANCE IS A COMPLAINT GENUINE OR OTHERWISE, ABOUT ANY ISSUE RELATING TO THE JOB
SUCH AS ABOUT SUPERVISOR, WAGES, WORKING CONDITIONS AND SO ON. IT IS NECESSARY TO
CREATE AN IN-BUILD MECHANISM TO REDRESS THE GRIEVANCES, AT THE EARLIEST, AT THE
DEPARTMENTAL LEVEL. IF THE INDIVIDUAL GRIEVANCES ARE IGNORED, THEY MAY TAKE THE
FORM OF INDUSTRIAL DISPUTES.
• AT ANY STAGE OF THE GRIEVANCE MACHINERY, THE DISPUTE MUST BE HANDLED BY SOME
MEMBERS OF THE MANAGEMENT. IN GRIEVANCE REDRESSED, RESPONSIBILITY LIES LARGELY WITH
THE MANAGEMENT. AND, GRIEVANCES SHOULD BE SETTLED PROMPTLY AT THE FIRST STAGE
ITSELF.
WELFARE ADMINISTRATION:
• WELFARE INCLUDES ANYTHING THAT IS DONE FOR THE COMFORT AND
IMPROVEMENT OF EMPLOYEES AND IS PROVIDED OVER AND ABOVE
THE WAGES. WELFARE HELPS IN KEEPING THE MORALE AND
MOTIVATION OF THE EMPLOYEES HIGH SO AS TO RETAIN THE
EMPLOYEES FOR LONGER DURATION. THE WELFARE MEASURES NEED
NOT BE IN MONETARY TERMS ONLY BUT IN ANY KIND/FORMS.
EMPLOYEE WELFARE INCLUDES MONITORING OF WORKING
CONDITIONS, CREATION OF INDUSTRIAL HARMONY THROUGH
INFRASTRUCTURE FOR HEALTH, INDUSTRIAL RELATIONS AND
INSURANCE AGAINST DISEASE, ACCIDENT AND UNEMPLOYMENT FOR
THE WORKERS AND THEIR FAMILIES.
MERIT RATING:
• MERIT RATING IS THE PROCESS OF EVALUATING THE RELATIVE MERIT OF THE PERSON ON A GIVEN JOB. IT IS
AN ESSENTIAL TASK OF THE PERSONNEL MANAGER TO DISTINGUISH THE MERITORIOUS EMPLOYEES FROM
THE OTHER. THE DATA COLLECTED FROM THIS TASK IS USED FOR STRATEGIC DECISIONS SUCH AS RELEASING
AN INCREMENT IN PAY, PROMOTION, TRANSFER, AND TRANSFER ON PROMOTION TO A CRITICAL
ASSIGNMENT OR EVEN DISCHARGE.
METHODS OF MERIT RATING :
• RANKING METHOD
• PAIRED COMPARISON METHOD
• RATING SCALE
• FORCED DISTRIBUTION METHOD
• NARRATIVE OR ESSAY METHOD
JOB EVALUATION :
• A JOB EVALUATION IS A SYSTEMATIC WAY OF DETERMINING THE VALUE/WORTH OF A JOB IN RELATION TO
OTHER JOBS IN AN ORGANIZATION.... IT TRIES TO MAKE A SYSTEMATIC COMPARISON BETWEEN JOBS TO
ASSESS THEIR RELATIVE WORTH FOR THE PURPOSE OF ESTABLISHING A RATIONAL PAY STRUCTURE. IT RATES
THE JOB NOT THE RANK.
THERE ARE FOUR TYPES OF JOB EVALUATION METHODS:
(I) NON-QUANTITATIVE METHODS:
• RANKING OR JOB COMPARISON
• GRADING OR JOB CLASSIFICATION

(II) QUANTITATIVE METHODS:

• POINT RATING
• FACTOR COMPARISON

• RANKING TECHNIQUE: IN THIS METHOD, THE JOBS IN THE ORGANIZATION ARE ARRANGED IN EITHER IN THE
ASCENDING OR DESCENDING ORDER AND NUMBERED SERIALLY. THE BASIS OF SUCH ARRANGEMENT COULD BE THE
JOB DESCRIPTION IN TERMS OF DUTIES, RESPONSIBILITIES, QUALIFICATIONS NEEDED, RELATIVE DIFFICULTY
INVOLVED IN DON THE JOB, OR VALUE TO THE COMPANY.
• B) CLASSIFICATION METHOD: THIS IS ALSO CALLED JOB-GRADING METHOD. HERE, THE
NUMBER OF GRADES AND THE SALARY PARTICULARS FOR EACH GRADE ARE WORKED OUT FIRST. THE
GRADES ARE CLEARLY DESCRIBED IN TERMS OF KNOWLEDGE, SKILL AND SO ON.
MAJOR STEPS FOR JOB EVALUATION:
• DECIDING THE NUMBER OF GRADES
• WRITING GRADE DESCRIPTIONS
• IDENTIFYING/LISTING OF THE JOBS TO BE EVALUATED
• PREPARING JOB DESCRIPTIONS

• FACTOR COMPARISON METHOD: EVERY JOB REQUIRES CERTAIN CAPABILITIES ON THE PART
OF THE PERSON WHO DOES THE JOB. THESE CAPABILITIES ARE CONSIDERED AS CRITICAL FACTORS,
WHICH CAN BE GROUPED AS FOLLOWS:
• MEAN EFFORT
• SKILL
• PHYSICAL
• RESPONSIBILITY
• WORKING CONDITIONS
• POINT-RATING METHOD: THERE ARE FOUR WIDELY ACCEPTED FACTORS USED IN THE POINT-RATING
METHOD, SKILL, EFFORT, RESPONSIBILITY AND JOB CONDITIONS EACH OF THESE FACTORS IS DIVIDED INTO
SUB-FACTORS.
• SKILLS -

1.EDUCATION AND TRAINING

2. EXPERIENCE
3.JUDGMENT AND INITIATIVE

• EFFORTS -
1.PHYSICAL
2.MENTAL

• RESPONSIBILITY TOWARDS-
1. MATERIALS OR PRODUCT
2. EQUIPMENT OR PROCESS
3.SAFETY OF OTHERS
4.WORKOFOTHERS
THANK YOU