UNIT 1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

INTRODUCTION AND IMPORTANCE OF HRM

 Human resource management (HRM) is a subset of the study of management that focuses on how
to attract, hire, train, motivate, and maintain employees.
 Strong employees become a source of competitive advantage in a global environment facing
change in complex ways at a rapid pace. As part of an organization, HRM must be prepared to deal
with the effects of these changes.
 This means understanding the implications of globalization, technology changes, workforce
diversity, labour shortages, changing skill requirements, continuous improvement initiatives, the
contingent workforce, decentralized work sites, company mergers, offshore sourcing of goods and
services, and employee involvement.

What Is a Knowledge Worker?

Peter Drucker, the late management scholar and consultant, held that the key to the productivity of
knowledge workers depends on the ability to use computer technology to locate and use information for
decision making.12 Knowledge workers include professionals such as registered nurses, accountants,
teachers, lawyers, and engineers. It also includes technologists—people who work with their hands and
with theoretical knowledge—commonly referred to as information technologists.
Difference between personal management and HRM?
Personal management focuses on the maintenance of all personnel and administrative systems, whereas
human resource management has a more strategic approach, forecasting the organisation’s needs and
continuously monitoring and adjusting all systems.

Role of HR manager
1. Recruitment
2. Attract talent
3. Hire resources
4. Training
5. Professional development
6. Appraisals
7. Maintaining work culture
8. Resolving conflicts
9. Rewards and incentives
10. Maintain good employee relations
Duties, Responsibilities & Challenges of HR managers
Difference between duties and responsibilities

Duty Responsibility
Implies an obligation or moral commitment A liability which is assumed or accepted by
which an individual is expected to perform and individual as a part of his job or role or
position
Binding force Authority
Respect or obedience for the work, rules, Accountability for the performance or non-
superiors or elders. performance of something
Sacrifice of self interest Trustworthiness and loyalty

 Responsibilities:
 Planning and development
 Provide employees with career assistance
 Serve as a leader of change
 Recruitment and selection
 Effective employee relations
 Compensation and benefits
 Training

 Challenges
 Recruitment and selection
 Emotional and physical stability of employees
 Balance between management and employees
 Performance appraisal (due to not getting proper feedback)
 Dealing with trade union

Evaluating various HR functions

To look at HRM more specifically, we propose that it consists of four basic functions: (1) staffing, (2) training and
development, (3) motivation, and (4) maintenance. In less academic terms, we might say that HRM is made up of
four activities: (1) hiring people, (2) preparing them, (3) stimulating them, and (4) keeping them.
1. Staffing Function
 Although recruiting is frequently perceived as the initial step in the staffing function, it has
prerequisites. Specifically, before the first job candidate is sought, the HR specialist must embark on
employment planning.
 HR professionals to direct recruiting efforts to find individuals with skills matching the organizational
strategy. For example, an organization seeking a cost differentiation strategy may need to seek
employees who are flexible and have a variety of skills in addition to their specific job description.
 HRM identifies the essential qualifications for a particular job and includes them in the job
description. This accomplishes two objectives. First, prospective employees can see a clear
connection between the job and the mission or strategy of the company. Second, it assures that the
candidate is selected according to objective criteria and not politics or personal bias, hopefully
reducing the chance that illegal discrimination may influence hiring.
 The goal of recruiting is to give enough information about the job to attract a large number of
qualified applicants and simultaneously discourage the unqualified from applying.
 HRM must communicate a variety of information to the applicant, such as the organization culture,
what is expected of employees, and any other information that is pertinent to the candidate’s
decision-making process.

2. Training and Development Function

 During this time, the focus is on orienting the new employee to the rules, regulations, and goals and
culture of the organization, department, and work unit. Then, as the employee becomes more
comfortable with his or her surroundings, more intense training begins.
 HRM plays an important role in assimilating employees so they can become fully productive. To
accomplish this, HRM typically embarks on four areas in the training and development phase:
 employee training, employee development, organization development, and career development. It
is important to note that employee and career development is more employee.
 The training and development function tends to be a continuous process. The goal of training and
development is to have competent, adapted employees who possess the up-to-date skills,
knowledge, and abilities needed to perform their current jobs more successfully. If that is attained,
HRM turns its attention to finding ways to motivate these individuals to exert high energy levels.

3. Motivation Function
 Motivation is not just what the employee exhibits, but a collection of environmental issues
surrounding the job. It has been proposed that one’s performance in an organization is a function of
two factors: ability and willingness to do the job. Thus, from a performance perspective, employees
need the appropriate skills and abilities to adequately do the job.
 This should be ensured in the first two phases of HRM by correctly defining the requirements of the
job, matching applicants to those requirements, and training the new employee in how to do the
job.
 Consequently, HRM must ask if the latest technology has been provided to permit maximum work
efficiency.

4. Maintenance Function
 The last phase of the HRM process is called the maintenance function. As the name implies, this
phase puts into place activities that will help retain productive employees.
 Activities in HRM concerned with maintaining employees’ commitment and loyalty to the
organization.
 HRM must also realize that any problem an employee faces in his or her personal life will ultimately
be brought into the workplace. This calls for employee assistance programs that help individuals deal
with stressful life situations such as substance abuse, child care, elder care, depression, and
relationship problems.
 HRM must operate appropriate communications programs in the organization. Such programs help
employees know what is occurring around them and provide a place to vent frustrations.

Basic Model of HR
Five major models have been identified and all these serve four purposes.

1. They provide an analytical framework for studying HRM (for example, situational factors, stakeholders, strategic
choice levels, competence).

2. They legitimise certain HRM practices; a key issue here being the distinctiveness of HRM practices: “It is not the
presence of selection or training but a distinctive approach to selection or training that matters”.

3. They provide a characterisation of HRM that establishes variables and relationship to be researched.

4. They serve as a heuristic device—something to help us discover and understand the world for explaining the
nature and significance of key HR practices. The five HR models are: (i) The Fombrun, (ii) The Harvard, (iii) The Guest,
(iv) The Warwick, and (v) Dave Ulrich.

Pg 28 of Ashwathappa book, you’ll find each model in detail.

 UNIT 2
Man power Planning
Objectives of Manpower Planning

Estimating manpower requirements

It is very essential for the management to estimate the structure of its organisation at a given point
of time. For this estimation, the number, type, qualifications, qualities etc., of the employees
needed must be determined.
It is obvious that the basis of the manpower estimation should be the annual budget and also long-
term corporate plan. For this purpose, certain techniques such as managerial judgement, ratio-
trend analysis, and Delphi technique can be used.

The main dimensions of HR planning, estimation of manpower are as follows:

(a) Total number of employees presently available and their types, nature of work, wages etc.
(b) A detailed job-description for each position of employee working in different departments.
(c) Age distribution, qualifications, experience etc., of the employees.
(d) Estimation of short, medium and long-term manpower needs.
Manpower estimation can help an organisation to retain the desired employees longer and keep
them functioning more efficiently and more productively at a reasonable cost.

Recruitment and Selection

Recruitment refers to the process of receipt of applications from jobseekers. In reality, the term is
used to describe the entire process of employee hiring.
The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes are to:
1. Determine the present and future requirements of the firm in conjunction with its personnel
planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly
underqualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organisation only after a short period of time.
5. Meet the organisation’s legal and social obligations regarding the composition of its workforce.
6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organisational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually decide
whether they wish to work for it. A well-planned and well-managed recruiting effort will result in
high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones.

Sources of recruitment
Selection
Selection is the process of differentiating between applicants in order to identify and hire those
with a greater likelihood of success in a job.
Recruitment is said to be positive in its approach as it seeks to attract as many candidates as
possible. Selection, on the other hand, is negative in its application inasmuch as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates.

Succession Planning
Succession planning is a strategy for passing on leadership roles—often the ownership of a
company—to an employee or group of employees. Also known as "replacement planning," it
ensures that businesses continue to run smoothly after a company's most important people move
on to new opportunities, retire, or pass away.
Succession planning evaluates each leader’s skills, identifying potential replacements both within
and outside the company and, in the case of internal replacements, training those employees so
that they’re prepared to take over. Succession planning is not a one-time event; succession plans
should be reevaluated and potentially updated each year or as changes in the company dictate.
A typical succession planning involves the following activities:
1. Analysis of the demand for managers and professionals by company level, function, and skill.
2. Audit of existing executives and projection of likely future supply from internal and external
sources.
3. Planning of individual career paths based on objective estimates of future needs, and drawing
on reliable performance appraisals and assessments of potential.
4. Career counselling undertaken in the context of a realistic understanding of the future needs of
the firm, as well as those of the individual.
5. Accelerated promotions, with development targeted against the future needs of the business.
Managerial succession planning includes training programmes and series of job assignments
leading to top positions.
6. Performance-related training and development, to prepare individuals for future roles as well as
current responsibilities.
7. Planned strategic recruitment, not only to fill short-term needs but also to provide people for
development to meet future needs.
8. The actual activities by which openings are filled

Benefits of Succession Planning

There are several advantages for both employers and employees to having a formalized
succession plan in place:

 Employees know that there is a chance for advancement and possibly ownership, which
can lead to more empowerment and higher job satisfaction.
 Knowing that the company is planning for future opportunities reinforces career
development among employees.
 Management's commitment to succession planning means that supervisors will mentor
employees to transfer knowledge and expertise.
 Management keeps better track of the value of employees so that positions can be filled
internally when opportunities arise.
 With succession planning, leadership and employees are better able to share company
values and vision.
 With Baby Boomer business owners and leadership retiring in huge numbers, a new
generation of leaders will be needed.
 Shareholders of publicly traded companies benefit from proper succession planning, such
as the case when the next candidate for CEO is involved in business operations and is well
respected years before the current CEO retires. Also, if investors observe a well-
communicated succession plan, they won't sell the company's stock when the CEO retires.

Career planning:
Career planning is an ongoing process through which an individual sets career goals and
identifies the means to achieve them. The process by which individuals plan their life’s work
is referred to as career planning. "Career planning is a process of systematically matching
career goals and individual capabilities with opportunities for their fulfillment."(Schermerhorn:
2002)
"Career Planning is a deliberate process of becoming aware of self, opportunities,
constraints, choices, and consequences; identifying career-related goals; and "career
pathing" or programming work, education, and related developmental experiences to provide
the direction, timing, and sequence of steps to attain a specific career goal." {McMahon and
Merman: 1987)
Downsizing and restructuring:
Downsizing Plan Where there is surplus workforce, trimming of labour force will be necessary.
The trimming or downsizing plan shall indicate:

1. Who is to be made redundant and where and when;

2. Plans for re-development or re-training, where this has not been covered in the re-
development plan;

3. Steps to be taken to help redundant employees find new jobs;

4. Policy for declaring redundancies and making redundancy payments; and

5. Programme for consulting with unions or staff associations and informing those affected.
Another method of dealing with surplus labour is to retain all employees but reduce the work
hour (thus realise payroll savings), perhaps to a four-day, 32-hour work week. In this way, a
company can spread a 20 per cent decrease in demand (and in pay) equitably across the
whole workforce, rather than keep 80 per cent of the employees full-time and lay-off 20 per
cent of them.

Depending on the nature of the surplus, a firm may be able to transfer or reassign employees
to jobs in parts of the organisation that are still experiencing demand. Or if the firm expects the
surplus to be short-lived and can afford to keep excess workforce on the payroll, the company
can use the slack time to provide cross-training in related jobs to enhance workforce skills and
flexibility.
Alternatively, the surplus workers can perform equipment maintenance and overhaul or engage
themselves in other activities that were postponed when demand was high. Offering incentives
for early retirement is another way of handling surplus labour. Euphemistically called as
Voluntary Retirement Scheme (VRS)
 UNIT 3
JOB ANALYSIS, JOB EVALUATION AND JOB DESIGN
Job analysis is the process of collecting job related information. Such information helps in the
preparation of job description and job specification.

Job description:
Job Description implies objective listing of the job title, tasks, duties and responsibilities involved in
a job. Job specification, on the other hand, involves listing of employee qualifications, skills and
abilities. These specifications are needed to do the job satisfactorily. Often, practitioners make no
distinction between job description and job specification .
Job Specification:
Also known as employee specifications, a job specification is a written statement of educational
qualifications, specific qualities, level of experience, physical, emotional, technical and
communication skills required to perform a job, responsibilities involved in a job and other unusual
sensory demands. It also includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners
and creativity, etc.
Purpose of Job Specification

 Described on the basis of job description, job specification helps candidates analyze
whether are eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of qualifications, qualities
and set of characteristics should be present in a candidate to make him or her eligible for
the job opening.
 Job Specification gives detailed information about any job including job responsibilities,
desired technical and physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a particular job.
Job description and job specification are two integral parts of job analysis. They define a job fully
and guide both employer and employee on how to go about the whole process of recruitment and
selection. Both data sets are extremely relevant for creating a right fit between job and talent,
evaluate performance and analyze training needs and measuring the worth of a particular job.

Job Evaluation
Job evaluation involves determination of relative worth of each job for the purpose of establishing
wage and salary differentials. Relative worth is determined mainly on the basis of job description
and job specification.

*Read about each method on google 😊

Job Design
Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organising tasks, duties
and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods
and relationships that are essential for the success of a certain job. In simpler terms it refers to the what, how much,
how many and the order of the tasks for a job/s.

Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to
perform the same. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the
right job. Further it also makes the job look interesting and specialised.

There are various steps involved in job design that follow a logical sequence, those that were mentioned
earlier on. The sequence is as follows:

1. What tasks are required to e done or what tasks is part of the job?
2. How are the tasks performed?
3. What amount are tasks are required to be done?
4. What is the sequence of performing these tasks?

Benefits of Job Design

The following are the benefits of a good job design:

1. Employee Input: A good job design enables a good job feedback. Employees have the option to vary tasks
as per their personal and social needs, habits and circumstances in the workplace.
2. Employee Training: Training is an integral part of job design. Contrary to the philosophy of “leave them
alone’ job design lays due emphasis on training people so that are well aware of what their job demands and
how it is to be done.
 3. Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of
hours an individual has to spend in his/her job.
4. Adjustments: A good job designs allows for adjustments for physically demanding jobs by minimising the
energy spent doing the job and by aligning the manpower requirements for the same.

Job Rotation:
Job Rotation is a management approach where employees are shifted between two or more assignments or jobs at
regular intervals of time in order to expose them to all verticals of an organization. It is a pre-planned approach with an
objective to test the employee skills and competencies in order to place him or her at the right place. In addition to it, it
reduces the monotony of the job and gives them a wider experience and helps them gain more insights.

Job rotation is a well-planned practice to reduce the boredom of doing same type of job everyday and explore the
hidden potential of an employee. The process serves the purpose of both the management and the employees. It
helps management in discovering the talent of employees and determining what he or she is best at. On the other
hand, it gives an individual a chance to explore his or her own interests and gain experience in different fields or
operations.

Advantages

Let us go through the disadvantages of job rotation:

1. Lot of time as well as effort go in motivating and persuading employees for job rotation
2. Another disadvantage of job rotation is that individuals take some time to acquaint to a new
process, set up, be friendly with other employees and so on
3. Job rotation also leads to stress and anxiety among employees. 
4. Another problem of job rotation is that it does not take into account the time wasted in
training someone who is not worth it and does not deserve to be in the system also
Job Enrichment:
Organizations are increasingly facing the heat of attrition, which is not good to health of the same.
Lots of time, money and resources are spent into training an individual for a particular job and
when he / she leaves the return on that investment equals null. Often it is not for the money that
people leave; that may be the reason with the frontline staff but as we move towards the upper
levels of organisational hierarchy, other reasons gain prominence. Many of those who quit their
jobs complain of their jobs as uninteresting!

All this has compelled organisations to think of ways to make the job they offer interesting. Lots of
efforts are made to keep monotony at bay; job enrichment is one of them. It is the process of
making a job more interesting, challenging and satisfying for the employees. It can either be in the
form of up gradation of responsibilities, increase in the range of influence and the challenges.

How does an Organisation Enrich a Job

Typically job enrichment involves combining various existing and new tasks into one large
module of work. The work is then handed over to an employee, which means there is an
increase in responsibilities and scope. This increase in responsibility is often vertical. The idea is
to group various tasks together such that natural work units are created.

In addition expanding jobs vertically also gives employee direct control over works units and
employees that were formerly under the jurisdiction of top management only. While on one hand
this increases the ownership of the employees in their work, it also relieves the unnecessary
burden from the top management.

Job enrichment also opens up a feedback channel for the employees. Employees are frequently
apprised of their performance. This keeps them on track and helps them know their weak and
strong points. Performance standards are set for the employees themselves and future
performances are matched against the benchmarks. All this without any serious intervention or
involvement of the top management!

In a certain bank that dealt with commercial credit letters for import and export trade, the
employees processed the documents in a sequence with each employee being specialised for
certain aspect of verification. Often it so happened that a mistake at preceding level lead to a
series of mistakes at succeeding level. Errors accumulated at each level and this result in huge
loss of productivity.

The organisation decided to go for job enrichment where each employee or clerk was specialised
in all aspects of processing. Each employee was now able to handle a client on his own. After
some time it was found out that the transaction volume increased by 100 percent!

Benefits of Job Enrichment

Research studies on job enrichment found out decreased levels of absenteeism among the
employees, reduced employee turnover and a manifold increase in job satisfaction.

There are certain cases however where job enrichment can lead to a decrease in productivity,
especially when the employees have not been trained properly. Even after the training the process
may not show results immediately, it takes time to reflect in the profit line.

Job Enlargement:
Job enlargement is a job design technique wherein there is an increase in the number of tasks
associated with a certain job. In other words, it means increasing the scope of one’s duties and
responsibilities. The increase in scope is quantitative in nature and not qualitative and at the same
level.

Job enlargement is a horizontal restructuring method that aims at increase in the workforce
flexibility and at the same time reducing monotony that may creep up over a period of time. It is
also known as horizontal loading in that the responsibilities increase at the same level and not
vertically.

Many believe that since the enlargement is horizontal in nature there is not a great need for
training! Contrary to this, job enlargement requires appropriate training especially on time and
people management. Task related training is not required much since the person is already aware
of the same or doing it for some time.

Benefits of Job Enlargement

The following are the major benefits of Job enlargement

1. Reduced Monotony: Howsoever interesting the job may appear in the beginning, sooner
or later people complain of boredom and monotony. Job enlargement if planned carefully
can help reduce boredom and make it more satisfying and fulfilling for the employees.
2. Increased Work Flexibility: There is an addition to the number of tasks an individual
performs. There is thus an increased scope of carrying out tasks that are versatile and yet
very similar in certain aspects.
3. No Skills Training Required: Since the individual has already been performing the task in
the past, there is no great requirement for imparting of new skills. However people and time
management interventions may be required. The job thus gets more motivational for the
one performing it.

Difference between Job Enrichment and Job Enlargement

1. The difference between job enrichment and job enlargement is essentially of quantity and
quality. Whereas job enlargement means increasing the scope of job quantitatively by
adding up more tasks, job enrichment means improvement in the quality of job such that
employees are more satisfied and fulfilled.
2. Through job enrichment an employee finds satisfaction and contentment in his job and
through job enlargement employee feels more responsible and worthwhile in the
organization.
3. Job enrichment entails the functions of planning and organizing and enlargement involves
execution of the same. Both complement each other, in that job enrichment empowers and
enlargement executes.
4. Job enrichment depends upon job enlargement for success and the reverse in not true.
5. Job enrichment means a vertical expansion in duties and responsibilities and span of
control whereas in job enlargement the expansion is horizontal in nature.
 UNIT 4

RECRUITMENT AND SELECTION

Recruitment and Selection
Recruitment refers to the process of receipt of applications from jobseekers. In reality, the term is
used to describe the entire process of employee hiring.
The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes are to:
1. Determine the present and future requirements of the firm in conjunction with its personnel
planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly
underqualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organisation only after a short period of time.
5. Meet the organisation’s legal and social obligations regarding the composition of its workforce.
6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organisational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually decide
whether they wish to work for it. A well-planned and well-managed recruiting effort will result in
high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones.
Sources of recruitment

Selection
Selection is the process of differentiating between applicants in order to identify and hire those
with a greater likelihood of success in a job.
Recruitment is said to be positive in its approach as it seeks to attract as many candidates as
possible. Selection, on the other hand, is negative in its application inasmuch as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates.
READ PAGE 195 AND PAGE 223 FOR RECRUITMENT PROCESS AND
SELECTION PROCESS IN DETAIL. (ASHWATHAPPA)
 UNIT 5
INDUCTION
INTRODUCTION TO INDUCTION

Induction means introduction of a new employee to the job and the organization. It is the process
of receiving and welcoming an employee when he first joins a company and giving him the basic
information he needs to settle down quickly and happily and start work. It is a welcoming process
to make him feel at home and generate in him a feeling of belongingness to the organization. In
the process of induction the new comer is explained his duties and responsibilities, company rules,
policies and regulations so as to make him familiar to the organization.

The important characteristics of induction are:

(i) Encouraging employees to ask questions.
(ii) Including information on both technical and social aspects of the job.
(iii) Making the new employee’s manager responsible for the orientation.
(iv) Avoiding embarrassment to the new members.
(v) Arranging formal and informal interaction with managers and peers.
(vi) Providing relocation assistance such as house hunting, information about the local society,
and etc.
(vii) Giving information about the company’s products, services and customers.
(viii) Familiarizing adequately with the culture of the organization such as how work is done, what
matters in the organization, which work- related behaviours are acceptable or unacceptable and
etc.
Induction in HRM – 6 Main Objectives of Induction
The main object of induction is to make the new employee feel at home and develop a sense of
pride in the organization and commitment to the job.
The following are the some of the other important objectives:
(i) To help the new employee to develop a close and cordial relation with the existing employees.
(ii) To give the new employee necessary information such as – location of the different building,
company rules, leave rules, rest periods etc.
(iii) To help the new employee overcome his natural shyness and nervousness in meeting the new
people in the organization.
(iv) To develop a sense of belongingness and loyalty among new employees.
(v) To help the employees know the different facilities and opportunities available in the
organization.
(vi) To help the new employees to minimize the “reality shock” that they may undergo after
reporting to duty.
Step One – Understanding what Induction is all about
Step Two – Put an Induction Plan in place
Step Three – Recognise the importance of the first five days
Day one should have two main objectives – to orientate the new employee and to get to know
them.

1. Meet and Greet

 Welcome the new employee, show them where they will be working, sort out any admin or
paperwork, ID badges etc.
 Spend some time outlining expectations and providing an overview of the company.
 Go over the job description

2. Introductions

Introduce them the new employee to the team

3.Tour of the Building

Familiarise them with their new surroundings

4. Allocate a Buddy

Provide a point contact for general queries

5. Be sociable

Arrange a team lunch or get together on the first day

6. Get them settled

Make sure they have any equipment they need

Days two to five

From Day two induction is about getting them started and involved in the role.

Induction should include provision for the following:

 Starting training both on the job and formal training courses

 Opportunities to attend team and other appropriate meetings
 Time to spend with their buddy and other work colleagues
 Introduction to other parts of the business

Step Four – The First three to six months

The First Month

1. Plan to meet with your new employee regularly.

2. Provide relevant training
3. Integrate them into the team
4. Support them to get on with the job
Months two to six

1. Getting into a routine

2. Ongoing training
3. Developing Knowledge and gaining experience
4. Sign off probation
5. Becoming a High Performer

Step Five – Evaluate Induction

When induction ends, ask your new employee for their feedback. This is not about their performance; this is
about their experience of the induction process. The aim is to ensure everything has been covered and that
you continuously improve the process.

PROBLEMS AND ISSUES IN INDUCTION

1. Giving New Starters Too Much Information At Once

Solution: Offering Context-Rich Resources On Demand

2. An Impersonal Induction Experience

Solution: Focus On Relevance

3. Trying To Do Everything On Day One

Solution: Plan An Onboarding Journey

4. Getting Lost In The Details

Solution: Prioritize The User Experience

5. Not Utilizing Digital For Support

Solution: Use Technology To Provide On-Demand Support
 UNIT 6
TRAINING AND DEVELOPMENT

OBJECTIVE OF TRAINING

Training is an organised activity for increasing the technical skills of the employees to enable them
to do particular jobs efficiently.
In other words, training provides the workers with facility to gain technical knowledge and to learn
new skills to do specific jobs. Training is equally important for the existing and as well as new
employees. It enables the new employees to get acquainted with their jobs and also increase the
job-related knowledge and skills.
It attempts the improvement of their performance in the present job or prepares them for a future
job. Training objectives are laid down keeping in view the company’s goals and objectives.
According to Edwin D. Flippo, “The purpose of training is to achieve a change in the behaviour of
those trained and to enable them to do their jobs better”.
The objectives of training employees are:-

1. Job Requirements
2. Enhance Knowledge of Employees
3. Improve Job Related Skills
4. Change in Technology
5. Develop Proper Job-Related Attitudes
6. Smooth Working
7. Less Errors
8. Good Relationship
9. Helps in Facing the Challenges
10. Increase Productivity
11. Improve Quality
12. Help a Company Fulfil Its Future Personnel Needs
13. Improve Organizational Climate
14. Improve Health and Safety
15. Obsolescence Prevention
16. Personal Growth.
 TO READ IN DETAIL FOLLOW https://www.economicsdiscussion.net/human-
resource-management/employee-training/objectives-of-employee-training/31634

TRAINING NEED ANALYSIS

Training Needs Analysis (TNA) is the process in which the company identifies training and
development needs of its employees so that they can do their job effectively. It involves a
complete analysis of training needs required at various levels of the organisation.

Types of Needs Analyses

Many needs assessments are available for use in different employment contexts. Sources that can help
you determine which needs analysis is appropriate for your situation are described below.

 Organizational Analysis. An analysis of the business needs or other reasons the training is
desired. An analysis of the organization's strategies, goals, and objectives. What is the
organization overall trying to accomplish? The important questions being answered by this
analysis are who decided that training should be conducted, why a training program is seen as
the recommended solution to a business problem, what the history of the organization has been
with regard to employee training and other management interventions.
 Person Analysis. Analysis dealing with potential participants and instructors involved in the
process. The important questions being answered by this analysis are who will receive the
training and their level of existing knowledge on the subject, what is their learning style, and
who will conduct the training. Do the employees have required skills? Are there changes to
policies, procedures, software, or equipment that require or necessitate training?
 Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of
the job and the requirements for performing the work. Also known as a task analysis or job
analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure
that the training which is developed will include relevant links to the content of the job.
 Performance Analysis. Are the employees performing up to the established standard? If
performance is below expectations, can training help to improve this performance? Is there
a Performance Gap?
 Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis
answers questions about what knowledge or information is used on this job. This information
comes from manuals, documents, or regulations. It is important that the content of the training
does not conflict or contradict job requirements. An experienced worker can assist (as a subject
matter expert) in determining the appropriate content.
 Training Suitability Analysis. Analysis of whether training is the desired solution. Training is
one of several solutions to employment problems. However, it may not always be the best
solution. It is important to determine if training will be effective in its usage.
 Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective
training results in a return of value to the organization that is greater than the initial investment
to produce or administer the training.

Knowledge, Skills, and Abilities

Today's workplace often requires employees to be independent thinkers responsible for making good
decisions based on limited information. This kind of work may require training if the employee does not
have these skills. Below is a list of various competencies that employees may be required to posess in
order to perform their jobs well.

 Adaptability
 Analytical Skills
 Action Orientation
 Business Knowledge/Acumen
 Coaching/Employee Development
 Communication
 Customer Focus
  Decision Making
 Fiscal Management
 Global Perspective
 Innovation
 Interpersonal Skills
 Leadership
 Establishing Objectives
 Risk Management
 Persuasion and Influence
 Planning
 Problem Solving
 Project Management
 Results Orientation
 Self-Management
 Teamwork
 Technology

Are any of these KSA's required before the employee is hired? Are the required KSA's included in any
job postings or advertisements? Do they need to be?

Techniques
Several basic Needs Assessment techniques include:

 direct observation
 questionnaires
 consultation with persons in key positions, and/or with specific knowledge
 review of relevant literature
 interviews
 focus groups
 assessments/surveys
 records & report studies
 work samples

Conducting an Organizational Analyses

Determine what resources are available for training. What are the mission and goals of the
organization in regards to employee development? What support will te senior management and
managers give toward training? Is the organization supportive and on-board with this process? Are
there adequate resources (financial and personnel)?

Conducting a Work / Task Analysis

Interview subject matter experts (SME's) and high performing employees. Interview the supervisors
and managers in charge. Review job descriptions and occupational information. Develop an
understanding of what employees need to know in order to perform their jobs.

Important questions to ask when conducting a Task Analysis:

1. What tasks are performed?

2. How frequently are they performed?
3. How important is each task?
4. What knowledge is needed to perform the task?
5. How difficult is each task?

Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.

Are there differences between high and low performing employees on specific work tasks? Are
there differences between Experts and Novices? Would providing training on those tasks
improve employee job performance?

Most employees are required to make decisions based on information. How is information
 gathered by the employee? What does the employee do with the information? Can this process
be trained? Or, can training improve this process?

Cognitive Task Analysis

Develop a model of the task. Show where the decision points are located and what information is
needed to make decisions and actions are taken based on that information. This model should be a
schematic or graphic representation of the task. This model is developed by observing and interviewing
the employees. The objective is to develop a model that can be used to guide the development of
training programs and curriculum.

Since the training is based on specific job tasks, employees may feel more comfortable taking the
effort to participate in training.

Gather information about how the task is performed so that this can be used to form a model of the
task. Review job titles and descriptions to get an idea of the tasks performed. Observe the employee
performing the job. Review existing training related to the job. Make sure you observe both experts
and novices for comparison.

Critical Incident Analysis

Critical Incident Interview Guide.

Conducting a Performance Analysis

This technique is used to identify which employees need the training. Review performance appraisals.
Interview managers and supervisors. Look for performance measures such as benchmarks and goals.

Sources of performance data:

1. Performance Appraisals
2. Quotas met (un-met)
3. Performance Measures
4. Turnover
5. Shrinkage
6. Leakage
7. Spoilage
8. Losses
9. Accidents
10. Safety Incidents
11. Grievances
12. Absenteeism
13. Units per Day
14. Units per Week
15. Returns
16. Customer Complaints

Are there differences between high and low performing employees on specific competencies? Would
providing training on those competencies improve employee job performance?

TYPES OF TRAINING METHODS

1. On-the-Job Training (OJT) In several firms, OJT is the only method of training available. The most common
OJT types of training include orientation, job-instruction, internship, apprenticeship, and coaching and job
rotation. OJT offers several benefits to the organisation. It is relatively inexpensive; trainees produce
something while learning; does not result in work disruption; does not require elaborate preparations like
selection of place, arranging facilities and drawing trainees; and quick feedback is available to trainers.
However, the above benefits can be realised, if OJT is organised systematically. Systematic OJT involves at
least four steps as shown below:
Step 1: Prepare the Learner
1. Put learner at ease.
2. Explain why he or she is being taught.
 3. Create interest, find out what the learner already knows about the job.
4. Explain the whole job and relate it to some job the worker already knows.
5. Place the learner as close to the normal working position as possible.
6. Familiarise the worker with equipment, materials, tools and trade terms.
Step 2: Present the Operation
1. Explain quantity and quality improvements. 2
2. . Go through the job at the normal work pace.
3. 3. Go through the job at a slow pace several times, explaining each step. Between operations,
explain the difficult parts, or those in which errors are likely to be made.
4. 4. Again go through the job at a slow pace several times; explain the key elements.
5. 5. Have the learner explain the steps as you go through the jobs at a slow pace.
Step 3: Do a Tryout
1. Have the learner go through the job several times, slowly, explaining each step to you. Correct mistakes
and, if necessary, do some of the complicated steps the first few times.
2. Run the job at the normal pace.
3. Have the learner do the job, gradually building up skill and speed.
4. As soon as the learner demonstrates ability to do the job, let the work begin, but don’t abandon him or
her.
Step 4: Follow up
1. Designate to whom the learner should go for help.
2. Gradually decrease supervision, checking work from time to time.
3. Correct faulty work patterns before they become a habit. Show why the learned method is superior.
4. Compliment good work

2. OFF THE JOB TRAINING

TRAINING EVALUATION
The main objective of evaluating the training programmes is to determine if they are
accomplishing specific training objectives, that is, correcting performance deficiencies.
Second reason for evaluation is to ensure that any changes in trainee capabilities are due
to the training programme and not due to any other conditions.
Training programmes should be evaluated to determine their cost effectiveness. Evaluation
is useful to explain programme failure, should it occur. Finally, credibility of training and
development is greatly enhanced when it is proved that the firm has benefited tangibly from
it.

Principles of Evaluation
Evaluation of the training programme must be based on the following principles:
1. Evaluation specialist must be clear about the goals and purposes of evaluation.
2. Evaluation must be continuous.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers to be able to appraise
themselves, their practices, and their products.
5. Evaluation must be based on objective methods and standards.
6. Realistic target dates must be set for each phase of the evaluation process. A sense of
urgency must be developed, but deadlines that are unreasonably high will result in poor
evaluation.

FOUR LEVELS OF EVALUATION

REFER PAGE NUMBER 287 OF ASHWATHAPPA FOR IN DEPTH KNOWLEDGE WHICH I KNOW YOU DON’T
WANT.
 UNIT 7
COMPENSATION MANAGEMENT

DEFINITION AND IMPORTANCE

What is compensation management?

Compensation management is the process of managing analyzing and determining the salary,
incentives, and benefits each employee receives.

Compensation managers aim to attract, retain, and engage employees by offering broad and
competitive compensation plans within the company budget.

A good onboarding process is reminiscent of boarding a plane. At the beginning of an adventure,

you’re greeted by someone who’s happy to have you. They help you find your seat and get
acclimated so the flight will be comfortable and you’ll get to your destination safely. 
Though remote onboarding takes place virtually, the process is inherently the same as face-to-
face onboarding.

Compensation management ensures that employees get paid a fair salary based on:

 Work performance
 Position
 Responsibilities
 Experience
 Job market
 Company budget

Why should HR leaders care about compensation management? 

Effective compensation management benefits both the employer and the employee. Employees
who receive a fair base salary, generous benefits, and incentives in return for their work are much
more likely to stay at their job, maintain a high work performance, and morale. Effective
compensation management fuels employee engagement and thereby leads to company success.
What can HR leaders do to ensure effective compensation management?
HR leaders can guide compensation management towards building and implementing successful
compensation plans with these methods:

 Develop and apply a compensation philosophy. A compensation philosophy formally

documents the company policies regarding employee salaries, bonuses, and benefits, as
well as shows and transparency. Consistently adhering to a compensation philosophy
demonstrates company integrity to employees and job candidates.
 Explain the compensation plan. HR can clarify the components of the compensation plan
to candidates and new employees, helping to attract top-notch candidates and retain
employees.
 Design a robust compensation strategy. HR leaders can collaborate with managers and
specialists to offer all-inclusive compensation plans as well as generous benefits to improve
employees’ quality of life.
 Assess the results. It’s always helpful to learn from experience. HR leaders can analyze
the results of compensation management to see what is working, and what isn’t through
a compensation scorecard, which can improve the efficacy of compensation management.

COMPONENTS OF COMPENSATION
 Wage and salary
 Incentives
 Allowances
 Claims
 Gratuity
 Taxes
 Fringe benefits
 Perquisites
 Non-monetary benefits
 UNIT 8
PERFORMANCE MANAGEMENT

What Is Performance Management?

Performance management is a corporate management tool that helps managers monitor and
evaluate employees' work. Performance management's goal is to create an environment where
people can perform to the best of their abilities to produce the highest-quality work most efficiently
and effectively.

What Is a Performance Appraisal?

A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Also known as an annual review, performance review or evaluation, or
employee appraisal, a performance appraisal evaluates an employee’s skills, achievements, and
growth--or lack thereof. Companies use performance appraisals to give employees big-picture
feedback on their work and to justify pay increases and bonuses, as well as termination decisions.
They can be conducted at any given time but tend to be annual, semi-annual, or quarterly.

KEY TAKEAWAYS

 A performance appraisal is a regular review of an employee's job performance and

contribution to a company.
 Companies use performance appraisals to determine which employees have contributed
the most to the company’s growth, review progress, and reward high-achieving workers.
 While there are many different kinds of performance reviews, the most common is a top-
down review in which a manager reviews his or her direct report.

How Performance Appraisals Work

Because companies have a limited pool of funds from which to award raises and bonuses,
performance appraisals help determine how to allocate those funds. They provide a way for
companies to determine which employees have contributed the most to the company’s growth so
companies can reward their top-performing employees accordingly.
Performance appraisals also help employees and their managers create a plan for employee
development through additional training and increased responsibilities, as well as to identify
shortcomings the employee could work to resolve.

Ideally, the performance appraisal is not the only time during the year that managers and
employees communicate about the employee’s contributions. More frequent conversations help
keep everyone on the same page, develop stronger relationships between employees and
managers, and make annual reviews less stressful.  

Performance Appraisal Types

Most performance appraisals are top-down, meaning supervisors evaluate their staff with no input
from the subject. But there are other types:

 Self assessment: Individuals rate their job performance and behavior.

 Peer assessment: An individual's work group rates his performance.
 360-degree feedback assessment: Includes input from an individual, her supervisor, and
her peers.
 Negotiated appraisal: A newer trend that utilizes a mediator and attempts to moderate the
adversarial nature of performance evaluations by allowing the subject to present first. Also
focuses on what the individual is doing right before any criticism is given. This structure
tends to be useful during conflicts between subordinates and supervisors.

Performance Appraisal Criticism

An issue with performance appraisals is that differentiating individual and organizational
performance can be difficult. If the evaluation's construction doesn't reflect the culture of a
company or organization, it can be detrimental. Employees report general dissatisfaction with their
performance appraisal processes. Other potential issues include:

 Distrust of the appraisal can lead to issues between subordinates and supervisors or a
situation in which employees merely tailor their input to please their employer.
 Performance appraisals can lead to the adoption of unreasonable goals that demoralize
workers or incentivize them to engage in unethical practices.
 Some labor experts believe that use of performance appraisals has led to lower use of
merit- and performance-based compensation.
 Performance appraisals may lead to unfair evaluations in which employees are judged not
by their accomplishments but by their likability. They can also lead to managers giving
underperforming staff a good evaluation to avoid souring their relationship.
 Unreliable raters can introduce a number of biases that skew appraisal results toward
preferred characteristics or ones that reflect the rater's preferences.
 Performance appraisals that work well in one culture or job function may not be useful in
another.

TYPES OF BIAS IN PERFORMANCE APPERAISAL

1. Recency Bias

When reviewing an employee’s performance, managers tend to focus on the

most recent time period instead of the total time period. 

2. Primacy Bias
When reviewing employee performance, managers focus on information learned
early on in the relationship, like first impressions.
3. Halo/Horns effect Bias
Allowing one good or bad trait to overshadow others, i.e. letting an employee’s
congenial sense of humor override their poor communication skills.

4. Centrality/Central Tendency Bias

The tendency to rate most items in the middle of a rating scale.

5. Leniency Bias
Leniency bias occurs when managers give favorable ratings even though they
have employees with notable room for improvement.

6. Similar-to-me Bias
The inclination to give a higher rating to people with similar interests, skills and
backgrounds as the person doing the rating.

7. Idiosyncratic Rater Bias

When managers evaluate skills they’re not good at, they rate others higher.
Conversely, they rate others lower in things they’re great at.

8. Confirmation Bias
The tendency to search for or interpret new information in a way that confirms a
person’s preexisting beliefs.

9. Gender Bias
When giving feedback, individuals tend to focus more on the personality and
attitudes of women. Contrarily, they focus more on the behaviors and
accomplishments of men. This exacerbates gender bias, growth/promotion
opportunities, and the pay gap.

UNIT 9
EMPLOYEE RELATIONS
WHAT IS EMPLOYEE RELATIONS AND ITS IMPORTANCE
https://www.managementstudyguide.com/what-is-employee-relations.htm

INDUSTRIAL DISPUTES
PAGE 680 ASHWATHAPPA