MODULE 1

HUMAN RESOURCE MANAGEMENT

INTRODUCTION:

Let’s us get started! This first module will introduced you to the management of an organization's
workforce through the design and implementation of effective human resource management. It examines
processes, practices, and procedures associated with HRM management and administration.

On successful completion of this module, you will be able to:

1. Discuss the importance or the need for human resources management;
2. Acknowledge the changing role of HRM and the growing professionalism within the HR;
3. Explain the various HRM challenges in the twenty-first century.

TOPIC 1. NEED FOR HUMAN RESOURCE MANAGEMENT

Let's start with a brief definition of Human Resource Management. HRM is the process of recruiting,
selecting, inducting employees, providing orientation, , imparting training and development, appraising the
performance of employees, deciding compensation and providing benefits, motivating employees, maintaining
proper relations with employees and their trade unions, ensuring employees safety, welfare and healthy
measures in compliance with labor laws of the and finally following the Orders/Judgements of the court or
supreme court.

Human Resource Management involves management functions like planning, organizing, directing and
controlling.
. It involves procurement, development, maintenance of human resource.
. It helps to achieve individual, organizational and social objectives.
. Human Resource Management is a multidisciplinary subject. It includes the study of management,
psychology, communication, economics and sociology.
.It involves team spirit and team work.
. It is a continuous process.

Human resource management as a department in an organization handles all aspects of employees and has
various functions like human resource planning, Conducting Job Analysis, recruitment and conducting job
interviews, selection of human resources, Orienting, training, compensating, Providing benefits and incentives,
appraising, retaining, Career planning, Quality of Work life, Employee Discipline, lack out of Sexual
Harassments, human resource auditing, maintenance of industrial relationship, looking after welfare of
employees and safety issues, communicating with all employees at all levels and maintaining awareness of and
compliance with local, and national government labor laws.
 What is the importance of Human Resource?

Behind production of every product or service there is a human mind, effort and man hours (working
hours). No product or service can be produced without the help of human being. Human being is fundamental
resource for making or construction of anything. Every organization desire is to have skilled and competent
people to make their organization competent and best.

Among the five M's of Management, i.e., men, money, machines, materials, and methods, HRM deals
about the first M, which is men. It is believed that in the five M's, “men” is not so easy to manage, “every man
is different from others” and they are totally different from the other M's in the sense that men possess the
power to manipulate the other M's. Whereas, the other M's are either lifeless or abstract and as such, do not
have the power to think and decide what is good for them.

Why do we call it as Human Resource Management?

Human: refers to the skilled workforce in an organization. Resource:

refers to limited availability or scarce.
Management: refers how to optimize and make best use of such limited or scarce resource so as to meet the
organization goals and objectives

Therefore, human resource management is meant for proper utilization of available skilled workforce and also
to make efficient use of existing human resource in the organization. The best sample in present situation is,
construction industry has been facing serious shortage of skilled workforce. It is expected to triple in the next
decade from the present 30 per cent, will negatively impact the overall productivity of the sector, warn industry
experts.

Today many experts claim that machines and technology are replacing human resource and minimizing their
role or effort. However, machines and technology are built by the humans only and they need to be operated or
at least monitored by humans and this is the reason why companies are always in hunt for talented, skilled and
qualified professionals for continuous development of the organization.

Therefore humans are crucial assets for any organization, although today many tasks have been handing over
to the artificial intelligence but they lack judgement skills which cannot be matched with human mind.

It is undisputed fact that humans are being replaced by artificial intelligence which are in the form of robot.
But all jobs cannot be handed over to Robots, in other words robots have its own limitations and all roles
cannot be handled by robots. Though British theoretical physicist Stephen Hawking, Cambridge professor
expressed about destruction of middle-class jobs due to raise of artificial intelligence, he still felt that natural
intelligence or need for application of human mind is inevitable in certain roles.
 Human Resource Management Definitions
Many great scholars had defined human resource management in different ways and with different words,
but the core meaning of the human management deals with how to manage people or employees in the
organization.

.Edwin Flippo defines – Human Resource Management as “planning, organizing, directing, controlling of
procurement, development, compensation, integration, maintenance and separation of human resources to the
end that individual, organizational and social objectives are achieved”.

According to Decenzo and Robbins, “Human Resource Management is concerned with the people
dimension” in management. Since every organization is made up of people, acquiring their services,
developing their skills, motivating them to higher levels of performance and ensuring that they continue to
maintain their commitment to the organization is essential to achieve organizational objectives. This is true,
regardless of the type of organization – government, business, education, health or social action”.

What is the purpose of Human resource management?

The purpose of the Human resource management is to make the job and deal with the job holder
(employee). So as to perform a job in an organization, one needs to be identified. In order to identify right
person for a particular job, notification should be issued which contains job description (duties and
responsibilities) and specifications (academic qualifications and physical qualifications). So as to verify the
correctness of the candidates invited, they should be tested by the suitable selection methods for picking-up
right person. Subsequently selected candidates should be provided with the proper training for performing his
duties & responsibilities mentioned in the notification. Later, assessment of employees' performance should be
done to know whether employees are performing to the desired standards set by management. Accordingly
safety in the job is the responsibility of HR manager or safety officer who should instruct safety measures for
the employees and see that they are scrupulously followed. Healthy and welfare measures are so important to
keep employees happy and motivated which as direct impact on their productivity. Doing so all, maintaining
proper and healthy relationships between employees and management avoids conflicts which will affect the
overall performance of the organization. Most important thing is adherence and not to ignore employment and
labor laws which govern all the above activities for a job. Contravenes of employment laws will cost to the
organization and its branding. Hence the Human resource management is like a guardian angel for the
organization to sail smoothly and long-live.

The ten “C's” of human resource management are: cost effectiveness, competitive, coherence, credibility,
communication, creativity, competitive advantage, competence, change, and commitment. The ten “Cs”
framework was developed by Alan Price in his book “Human Resource Management in a Business Context”.
 Why Is Human Resource Management Important to All HR Managers?

Why are these concepts and techniques important to all managers? Perhaps it's easier to answer this by
listing some of the personnel mistakes you don't want to make while managing. For example, you don't want
to:
1. Hire the wrong person for the job.
2. Experience high turnover.
3. Have your people not doing their best.
4. Waste time with useless interviews.
5. Have your company taken to court because of disciplinary actions.
6. Have some employees think their salaries are unfair and inequitable relative to others in the
organization.
7. Allow a lack of training to undermine your department's effectiveness.
8. Commit any unfair labor practices.

Difference between Personnel management and Human resource management

Coming to the crux of difference, Personnel management is the seed and root for Human resources
management. To say in simple words Human resource management is evolved from the Peronnel management.
The main principle of the Personnel management was to extract work from an employee for the remuneration
paid. Employees during the Personnel management era were not given high priority in decision making process
and weren't much allowed to interact with management. Personnel management was more confined to the
factories and the main focus of the Personnel manager was to see that everything was in compliance with the
labor laws or not much emphasis made on the morale of employees. Employees were just treated as tools,
obligation to the organization but not as the asset of the organization, besides they were seen as cost &
expenditure to company rather than capital and investment, Personnel officers mostly used the disciplinary
oriented instead of flexible and interactive with employees perspective was ignored which means personnel
managers rather than understanding situation they used to be punitive if any error was committed by employee.

Human resource management see employees from the perspective as a most valuable resources for the
organization and they consider their employees as assets and capital for their organization. Motivating
employees is a basic feature of human resource management in contrast with personnel management. The main
principle of the Human resource management is to see what should be given to an employee for extracting the
desired work. HR managers always encourage participation of employees in decision making and their
suggestions are most valued. Flexibility in work, welfare and work life balance to employees is high priority
for HR managers and they show much more concern towards employee issues. Adoption of new policies and
optimization methods by the HR manager are well encouraged and swift. The finest difference between
Personnel management and Human resource management is integration and augmentation of Information
Technologies in the human resources management process and functions for enhanced productivity and time
savings as time is money.
 Who is responsible for human resource management?

Human resource officer or manager is responsible for human resource management in the organization.

The HR Director is a top-level manager responsible for the administration of all human resource activities
and policies. The director oversees compensation, staffing, affirmative action, employee relations, health and
safety, and training/development functions. They also supervise professional human resources staff.

5 Basic (Managerial) function of Human Resource Management

PLANNING is the first and basic function of the management and everything depends upon planning as it is
a process of thinking about things before they happen and to make preparations in- advance to deal with them.
Poor planning results in failure and effects overall system. Therefore HR Managers should be aware of when is
right time to do things, when things should be done and when things should not be done in order to achieve
goals and objectives of the organization.

ORGANIZING
HR managers should be well aware of organizing everything related to human resource and organization as
organizing is the process of making and arranging everything in the proper manner in order to avoid any
confusion and conflicts.

STAFFING
Staffing is one of the key functions of human resource management as staffing is the process of employing
right people, providing suitable training and placing them in the right job by paying them accordingly and
satisfactorily.

DIRECTING
Directing is a knowledge, discipline and formal way of communicating to others that what you are
expecting from them to do for you or to an organization. Unless a HR manager has capability of directing, he.
she can't be said as full-fledhed HR manager. When a HR manager has right directing capabilities, it gives
clarity for employees what they are expected to perform, removes confusion in employees and gives clarity of
what results are expected by the management from employees.

CONTROLLING
HR managers should have the knowledge of controlling all HR related matters, as they should be able to
think and decide what should be done and what should not be done and which should be done and which
should not be done while dealing with employees.
 Objectives of Human Resource Management

. Societal objective. To be socially responsible to the needs and challenges of society while minimizing the
negative impact of such demands upon the organization. The failure of organizations to use their resources for
society's benefit may result in restrictions.

. Organizational objective. To recognize that Human resource management exists to contribute to

organizational effectiveness, HRM is not an end in itself; it is only a means to assist the organization with its
primary objectives, Simply stated, the department exists to serve the rest of the organization.

. Functional objective. To maintain the department's contribution at a level appropriate to the

organization's needs. Resources are wasted when Human Resource Management is more or less sophisticated
than the organization demands. A department's level of service must be appropriate for the organization it
serves.

. Personal objective. To assist employees in achieving their personal goals, at least insofar as these
goals enhance the individual's contribution to the organization. Personal objectives of employees must be met
if workers are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction
may decline, and employees may leave the organization.

Good Human Resources Management (HRM) is essential for businesses of all sizes. As a student of HR,
you have to know that all these functions are important or critical in most business organization.

ASSESSMENT NO.1

Guide Questions:

1. Define Human Resource Management.

2. Discuss the various objectives of Human Resource Management. Cite example each.

3. Explain why HRM is important in any business organizations.

4. Briefly discuss the 3 important reasons why HR should be managed well'

5. Discuss the functions of Human Resource Management.

TOPIC.2. THE CHANGING ROLE OF HRM AND GROWING PROFESSIONALISM WITH THE HR
FUNCTION

Human Resource Management emerged in the late 70s as a reaction against the more functional approach
embodied in personnel management, The change was also accompanied by a fundamental shift in
management's view of its employees. Employees were no longer viewed as a group of individuals who needed
to be closely supervised and managed, but rather, as a collection of human resources to be valued as a
distinctive source of competitive advantage, With the changing times, the focus of HRM is also changing.
HRM is slowly moving away from the traditional administration, personnel, and transactional roles as these are
either outsourced or fully automated with exception-based business rules. The function is now expected to
perform value added tasks by strategically utilizing employees and ensuring that the various employee
programs are recommended and implemented in a positive manner which impacts the business in measurable
ways.

Unlike previously, the HR staff nowadays decides their own priorities and needs and do not receive them
as directives from the executive teams, In today's changing scenario the HR sits at the executive table and
makes recommendations towards processes, business solutions, approaches that are likely to improve the
ability of the employees to perform better and contribute effectively.

This new paradigm shift in the role of Human Resource Management involves HRM metrics, strategic
direction, and measurements to demonstrate their worth. HRM employees are expected demonstrate their
worth by keeping the company and their employer safe from any possible lawsuits which may result in
workplace chaos. They need to do a balancing act by catering to the organization's customers, owners,
executives, employees, managers, and stockholders. The importance of an effective and modern HRM function
cannot be underestimated within an organization. An employee who may have retired from the HRM service
around 20 years ago would not be able to imagine the change in the competence and capability of HRM
organizations today.

CHANGING ROLE OF HR FUNCTIONS

The roles and responsibilities of Human Resources departments are undergoing tremendous changes as the
modern business is under the pressures of globalization. There is a clear gap between the demand and supply of
talented and high skilled workers, employees and business executives. There is a need to place greater
emphasis on attracting human capital rather than financial capital. The multinational companies which are
willing to adapt their human resource practices to the changing environment will be able to attract and retain
high performing employees. Those companies can gain competitive advantage, as they can effectively predict
the needs of the organizations and the individuals as well.

In olden days once individual is employed, he used to remain with the same organization till his retirement
or his death. The organizational loyalty was very high and thereby, there was has hardly any employee quitting
the job in the middle. The role of HR was confined to recruiting and maintaining of the employees. But this
practice is no longer in existence even in government organizations too. In the past the employee would
proudly say how many years of service he has put in to his company. But the
scenario has changed. He feels proud to claim the number of opportunities he gets rather than the number of
years he served. In view of multiple opportunities available at present, job hopping has become a natural
phenomenon, as the present job becomes obsolete. The competent and deserving employees do not think
anymore of organizational loyalty. Attrition has become alarm to HR. The role of HR has changed from the
traditional outlook of filling the vacant positions for current and emerging job opening to retain the existing
workforce.

The role of the HR professional is changing. In the past, their role was more closely aligned with personnel
and administration functions that were viewed by the organization as paperwork. Almost all the companies
viewed HR function as the function of the administration or finance department, as it was mostly involved
hiring of employees, paying and dealing with benefits. Successful organizations have become more adaptive,
resilient, quick to change direction and customer-centered. The changed environment has transformed the HR
professional as a line manager rather than staff, a strategic partner, an employee sponsor or advocate and a
change agent. According to Urich (1996), the roles of human resource are based on he following four functions
– Strategic business partner, Change Agent, Employee Champion, and Administration Expert. They are also
champions of globalization and technology savvy.

STRATEGIC PARTNER
In today's organizations, to guarantee their viability and ability to contribute, HR managers need to think
of themselves as strategic partners. HRM could be seen as a menu of strategic choices to be made by human
resource executives in order to promote the most effective role behaviors that are consistent with the
organization's strategy and aligned with each other. Any functional objectives including HR objectives to be
developed in alignment with overall business and corporate objectives. The HR personnel contribute to the
development of and he accomplishment of the organizational business plans and objectives. Then only the
organization will succeed, otherwise the total system will collapse. This strategic partnership will have impact
on all HR functions of recruiting, selecting, training, evaluating and rewarding.

CHANGE AGENT
Workplace flexibility is expected to be on the rise in the future workplaces and thus, most of the interaction
between human resource personnel and line managers or workers will be Virtual, without face-to-face,
meetings. Modern technology has made it possible for human resource personnel and front line managers to
have virtual, without face-to-face meetings and communications. In a growing economy, the emergence of the
new organization and shift in the HRM paradigm have necessitated a review of the skills, roles and
competencies of the new HR managers. The standards of evaluation and

measurement would differ compared to domestically based human resource management. When companies go
global and set up their business in overseas markets, it is the human resources department’s responsibility to
manage their human capital. In this new era, HRM has evolved in the context of the globalized economic
environment. Those who will manage the HRM will undergo a change in roles. It will be necessary to inculcate
in employees the required new skills, competencies and motivation (Dyer jr.,1999)
 Champion of Globalization
Globalization is the trend that is widely regarded as a prime catalysts for international human resource
management. There is a need to effectively manage this for the benefit of both the company and the
individuals. An appreciation of how to manage staff in an international context is critically important for
businesses today (Shen 2005). The new global world has widened the talent pool for excellent and marginal
workers, and for permanent and fluid workers. An organization’s talent can be a source for a sustained
competitive advantage and can affect important organizational outcomes such as survival, profitability,
customer satisfaction level, and employee performance (Prahalad, 1983). The problems that arise in the
globalization are institutional and cultural differences. Scullion & Starkey (2000) suggest that effective
management of human resources in a multinational corporation is a major determinant of success or failure in
international business. International human resource managers have found that employee relations vary
significantly from country to country and that the strategies used to motivate workers in one country are
sometimes useless in another country. The domestic based term of human resource management covers “all the
concepts, strategies, policies and practices which organizations use to manage and develop the people who
work for them” (Rudman,2002). The only major difference between international human resource management
and human resource management is the fact that one relates to multinational corporations and the other to
domestic based firms. Yip(1995) states that there are four major drivers of globalisation: the global market
with its consumer needs, wants and expectations; production and labor costs in different countries; government
rules and regulations regarding taxes, tariffs quality control and import/export restrictions; and competitors'
actions. The HR personnel who work at international level should understand all these dynamics so as to
discharge their responsibilities effectively.

Employee Advocate
As an employee sponsor or advocate, the human resource manager plays a pivotal role in organizational
success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a
work environment in which people will choose to be motivated, contributing, and happy (Ulrich,1996).

As an Employee advocate, the HR manager provides all the employees with employee development
opportunities, employee assistance programs, gain sharing and profit-sharing strategies, organization
development interventions, due process approaches to problem solving and regularly scheduled communication
opportunities. The HR expert should be able to develop global perspective among employees besides making
the employees familiar with local standards. Effective management of culturally diverse and geographically
dispersed workforce is the key responsibility of global human resource manager. The human resource
personnel need to focus on organizations' long-term objectives with a international or global perspective.
ASSESSMENT No. 2

Guide Questions:

1. Explain the changing role of HRM function and the growing professionalism within the HR function.

2. What do you think is the focus now of HRM

3. Provide examples of the roles and competencies of today's HR managers.

4. Explain how globalization is influencing HRM.

TOPIC 3. HRM CHALLENGES IN THE TWENTY-FIRST CENTURY

HR is at the center of business affairs in the 21st century. Businesses are doing their best to hire and retain
the best talent. Without having skilled people onboard, it is difficult to achieve the organizational objectives.
However, from hiring to retention and performance management, there several challenges that the HR
managers face while trying to manage their human resources efficiently. HR issues can be highly challenging
and can sometimes lead to escalating HR costs. It is why leadership and the HR managers must focus on
making policies that drive employee motivation and job satisfaction. Despite everything, the HR managers
regularly come across challenges that affect organizational productivity. The challenging HR situation can be
addressed best by planning. Some of the most common challenges HR managers or businesses face are related
to employee morale, attrition, teamwork and workplace conflicts. If the managers can successfully address
these issues, it can lead to higher productivity and
lower HR costs.

. How to address the issue of employee morale?

-Low employee morale can happen due to several reasons and this is a common yet important problem that
affects productivity of individual employees. Even the biggest companies feel challenged by it and apart from
financial incentives, try other benefits too which can boost their employees' morale and help retain them for
longer. Employee morale morale is an important issue because low staff morale means low conversion ration.
The employees' affected by low morale will work more but still produce less. Those whose morale is high will
make better decisions and will be able to produce more
while doing less. Moreover, investing in employee morale has proved to bring superior results. Investing
employee morale is just as productive as investing in other resources because your human capital is worth
more than any other resource you employ.

.How to control the attrition rate?

-High turn rate or attrition rate is also a common HR problem that poses as a tough challenge for
companies and HR managers. It does not just drive the recruitment costs higher but a lot of time is also wasted
dealing with hiring. Companies must not focus only on hiring the best talent but also on their retention.
Otherwise, one would continue dealing with inappropriate costs and remain busy throughout the year with
hiring. There can be several reasons behind a high turn rate. Poor training and retention strategies and a poor
environment can make staff lose interest easily and that can translate into a very high turn rate. Inside the
technology companies, the turn rate can be especially high.

Low employee morale can also result in higher rates of attrition. If the staff cannot love the environment
inside your organization, it would be difficult to retain them for long. Apart from great salaries, retention and
training programs, a great culture and environment are equally important to control the attrition rate inside your
organization. While work pressure and job complexity can also be a reason behind te high turn rate as in the
case of most technological firms, you can still control the turn rate using appropriate HR polices. You can still
focus on employee satisfaction and retain its level high by keeping employees engaged and interested.

.How to establish an environment of teamwork?

-This is also an important question that leaders and HR managers face. Without teamwork, productivity
will remain low and if you desire to create a high energy, highly productive environment then this is an
important thing to focus on. However, differences still arise and when they arise they hinder teamwork and
progress. The various functions inside your organization cannot work in different directions. It will make the
execution of strategy difficult and achievement of objectives impossible. So, if you had to channel the entire
energy inside your organization in the
same direction then you must keep your entire team working together in direction.

It is not easy to establish an environment of teamwork and bring unity. The differences among the various
line managers and functions become too obvious in organizations without a strong culture. However, if you are
trying to bring an organization wide change or initiate major program, then you need people to work as a team.
This is a problem that can be addressed only with support from the leadership.

.How to resolve conflicts and discrimination?

-Both conflicts and cases of discrimination happen regularly inside offices. They affect employee
morale and become hurdles to performance. The employees being discriminated against lose job satisfaction
and experience low morale. Conflicts also happen regularly and many times the reason behind them are
personal differences. Differences are bound to happen because people from different backgrounds come to the
office and many of them may have difficulty working with each other. While you cannot resolve all these
issues at once or completely, you can still address them to a large extent using appropriate policies.

The focus must be on creating the right environment and culture so that people can collaborate. An
environment of collaboration fosters innovation and lets people have opportunities of learning and growing
their skills. To address discrimination, managers must focus on both policy making and encouraging diversity.
You can also focus on training your employee to be more flexible. Increasingly businesses are adopting
diversity practices to make the composition of their workforce richer.

.How to design the best salary and benefits programs?

-Often dsigning the right salary and benefits programs becomes difficult for the HR managers. Without the
right salary and benefits retaining the best talent is difficult. It is an area that requires special attention because
salary and benefits are critical to employee motivation. Keep your employees motivated, just a fat salary would
not be enough, you also need to design good benefits programs that satisfy them

ASSESSMENT 3.

Guide Questions:

1. Explain the various challenges of HRM in the 21st century.

2. In your own opinion, what is the most challenging role of HRM in the 21st century. 3.What

will 21st century career success look like.

 MODULE 2

MATCHING HR NEEDS AND PEOPLE

INTRODUCTION:

The HR professional contributes to formulating the strategic direction of the business by keeping abreast of
changes in the environment. More importantly, the HR professional plays an important role in implementing
the organization's strategy, through ensuring that the organization has the people it needs to meet identified
goals.

In this module, we will discuss how jobs can be designed so as to best contribute to the objectives of the
organization and at the same time satisfy the needs of the objectives of the organization who are to perform
them. Similar topics like: job analysis, human resource planning and understanding a shifting labor market will
also be stressed in order to provide the foundation for making objective and legally defensible decisions in
matching HR needs and people.

Learning Outcomes:

At the end of this module you will be able to:

1. Discuss what Job Design is.

2. Discuss Job Analysis and the five important concepts related to Job analysis.

3. Discuss the significance/importance of HR Planning vis-a-vis Human Resource Management. TOPIC 1:

JOB DESIGN

-Job design is a core function of human resource management and it is related to the specification of contents,
methods and relationship of jobs in order to satisfy technological and organizational requirement as well as the
social and personal requirement s of the job holder. In a very simple sense, job design means that ways that
decision- makers choose to organize work responsibilities; duties, and tasks. Job Redesign thus involves
changing work responsibilities, duties, activities, and tasks, which is also called work redesign.

Fig. 1

Job design is very important of staffing. If the jobs are redesigned properly then, highly efficient managers
will join the organization. They will be motivated to improve the productivity and profitability of the
organization. However, if the jobs are designed badly, then it will result in
absenteeism, high labor turnover, conflicts, and other labor problems.

Definition of Job Design:

-Job design is defined as a process of describing a job in term of its duties and responsibilities; he methods
to be used in carrying out the job in terms of techniques, systems, and procedures; and the relationship that
should exist between the job holders and their superiors, subordinates, and colleagues. It is also defined as a
deliberate and systematic attempt to structure the technical and social aspects of work, so as to improve
technical efficiency and job satisfaction.

Employee productivity and satisfaction are the two important concerns of a human resource manager. The
structure of work, the activities to be performed and the responsibilities attached to a position are the
determinants of employee productivity and satisfaction. Job design is the process of structuring work and
designating the specific activities at individual or group levels. These work activities and the eventual work
done, have to contribute to the organizational objectives in the most effective and efficient manner.

The main goal of designing a job are as follows:

1. Facilitating the interest of employees towards the job and enhancing their satisfaction;
2. Increasing employee motivation and productivity;
3. Enhancing employee's skills by identifying their training needs;
4. Covering the modern needs of employee participation;
5. Ensuring safer environment;
6. Making the communication process clear and effective in the organization;
7. Improving the quality of working life of employees;
8. Eliminating the unnecessary levels of supervision, checking, and control;
9. Establishing high-level standards for customer services;
10. Minimizing cost by reducing wastage.

There are various methods in which job design can be carried out. These methods help to analyze the job
to design the contents of and to decide how the job must be carried out.

Method #1. Job Simplification

-Job Simplification means breaking the job into relatively easier sub-parts with the intention to enhance the
individual's productivity by minimizing the physical and mental efforts required to perform a complex job.

Once the complex task is divided into the relatively easier tasks, each tasks is assigned to the individuals
who perform these over and over again. By doing the same thing again and again, the employees gain
proficiencies in the jobs assigned to them and as a result, the profitability of the organization increases.

Under the job simplification method, the organization saves its training cost, as a very low level skills is
required to perform the simplified jobs. Also, the job speed increases, as the individual is required to perform a
small portion of the previously larger and complex job.

But however, by performing the same task again and again, the employees may feel boredom and may
resist the monotony. This may lead to increase in the employee absenteeism, mistakes and accidents, etc. Due
to these negative consequences, the overall productivity may get adversely affected, and the organization may
suffer losses as a whole.
 Thus, an organization cannot resort to the job simplification every time to reap the economic benefits. It
must look at the organizational conditions prevailing at the time of designing the job.

Method #2. Job Rotation

-Job rotation involves shifting a person from one job to another, so that he is able to understand and learn
what each job involves. The company tracts his performance on every job and decides whether he can perform
the job in an ideal manner. Based on this he is finally given a particular posting.

Job rotation is done to decide the final posting for the employee, e.g., Mr. A is assigned to the marketing
department whom he learns all the jobs to be performed for marketing at his level in the organization. After
this, he is shifted to the sales department, and to the finance department, and so on.

Job rotation gives an idea about the jobs to be performed at every level. Once a person is able to
understand this he is in a better understanding of the working of organization.

Method #3. Job Enlargement.

-Job enlargement is another method of job design when any organization wishes to adopt proper job
design it can opt for job enlargement. Job enlargement involves combining various activities at the same level
in the organization and adding them to the existing job. It increases the scope of the job.

It is also called the horizontal expansion of job activities. Job enlargement can be explained with the help
of the following examples. If Mr. A is working as an executive with a company and is currently performing
three activities on his job after job enlargement or through job enlargement we add four more activities to the
existing job so now Mr. A performs seven activities on the job.

It must be noted that the new activities which have been should belong to the same hierarchy level in the
organization. By job enlargement we provide a greater variety of activities to the individual so that we are in a
position to increase the interest of the job and make maximum use of employee's skill.

Method #4. Job Enrichment

-Job enrichment is a term given by Frederick Herzberg. According to him, a few motivators are added to a
job to make it more rewarding, challenging and interesting. According to Herzberg, the motivating factors to
an existing job to make it more interesting.

The motivating factors can be

a.Giving more freedom
b.Enouraging motivation
c.Giving employees the freedom to select the method of working. d.Allowing employees to select the place at
which they would like to work.
e.Allowing workers to select the tools that they require on the job.

A. The job analysis may include these activities: a.Reviewing the job

responsibilities of current employees;

 b.Doing internet research and viewing sample job descriptions online or offline highlighting similar job;
c.Analyzing the work duties, tasks, and responsibilities that need to be accomplished filling the position;
d.Researching and sharing with companies that have similar jobs, and
e.Articulation of the most important outcomes or contributions needed from the position.

B.Job Analysis in HRM has five (5) important concepts: Job, Job Description, Position Description, Job
Specification and Job Design.

1. Job

-In simple language, a job may be understood as a division of total work into packages/positions.
According to Dale Yoder, “A job is a collection or aggregation of tasks, duties and responsibilities as a whole,
is regarded as a regular assignment to individual employees and which is different from other assignment”.
Thus, a job may be explained as a group of positions involving some duties, responsibilities, knowledge and
skills. A job may include many position. A position is a particular set of duties and responsibilities regularly
assigned to an individual.

2. Job Description

-Job Description are written statements that describe the:

a.Duties; b.Responsibilities;
c.Most important contributions and outcomes needed from a position;
d.Required qualification of candidates; and
e.Reporting relationship and co-workers of a particular job.

Job Descriptions are based on objective information obtained through job analysis, an understanding of
the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce
work.

The best job descriptions are lying, breathing documents that are updated as responsibilities change. The
best job descriptions do not limit employees, but rather, cause them to stretch their experience, grow their
skills, and develop their ability to contribute within their organization.

3. Position Description

-A position as a “group of duties and responsibilities which require the services of an employee on a part-
time or full-time basis”. A position description is a structured document assigning work to a given position as it
is expected to be performed after customary orientation and training. It will tell the reader what the worker is
responsible for doing, how it is done, and how it relates to other positions within and outside the work unit.
The Position description should accurately and completely describe

the permanent duties and responsibilities that are assigned and performed. Position description are not intended
to cover every kind or work assignment a position may have. Rather, they cover those assignments which are
predominant, permanent and recurring.

Position descriptions are necessary documents which affect employee's positions in a multitude
of areas, including: assignment of duties classification of the position, identification of training and
development needs and exam development, organization and planning of the work unit, and the establishment

of performance evaluation goals and standards.

Fig.2
2.2.2.JOB ANALYSIS
-Job analysis is a systematic and detailed examination of jobs. It is a procedure for determining the duties and
skill requirements of a job and the kind of person should be hired for it. According to Scott, Clother and
Spriegel “Job Analysis is the process of critically evaluating the operations, duties and responsibilities of the
job”.

In the words of Yoder, “Job analysis is the procedure by which the facts with respect to each job are
systematically discovered and noted”. Thus, job analysis is a process of collecting information
about the job.

4,Job Specification
-It is a standard of personnel and designates the qualities required for an acceptable performance. It is a
written record of the requirements sought in an individual worker for a given job. It refers to a summary of the
personnel characteristics required for a job. It is a statement of the minimum acceptable human qualities
necessary for the proper performance of a job.

5.Job Design
-Job design is the division of the total tasks to be performed into the manageable and efficient unit -
positions, departments and divisions – and to provide for their proper integration. The sub- division of work is
both a horizontal scale with different tasks across the organization being performed by different people and on
the vertical scale, in which higher levels of the organization are responsible for the supervision of more people
and the coordination of more sub-groups.

The uses of Job Analysis may be summarized as follows:

1. It is helpful in forecasting of human resources of the organization;
2. For recruiting purposes, job analysis must provide information on personal qualifications necessary to
perform job related behaviour;
3. It helps for placing right person on the right job at the right time; 4.It is
used as foundation for job evaluation;
5. It provides necessary information to the management for training and development programmes of
employees;
6. It helps in establishing clear-cut standards for the development of performance appraisal system
of the organization;
7. It helps management to look objectively at the hazards associated with the machinery and tools
required to be handled as well as with the work environment;
8. It provides helps in redesigning jobs to match with mental make-up of the employees.
ASSESSMENT NO.3

Guide Questions:

1. Compare and contrast Job Analysis vs. Job Design.

2. Briefly discuss the different methods in Job Design.

3. Cite examples of the different methods used in Job Design.

4. Enumerate the goals of Job Design.

5. Cite the difference between Job Description vs. Position Description.

6. Briefly discuss at least four (4) uses of Job Analysis.

 TOPIC No. 3 HUMAN RESOURCE PLANNING

– E.W.Vetter viewed human resource planning as “a process by which an organization should move from
its current manpower position to its desired manpower position. Through planning, management strives
to have the right number and right kind of people at the right places at the right time, doing things
which result in both the organization and the individual receiving human long-run benefit”.

In actual practice, this is not easy. Due to constant changes in labor market conditions, qualified people
possessing relevant qualifications are not readily available. The organization needs to go that extra mile, dig up
every source of information and exploit every opportunity that comes its way in order to identify talent.

Objectives of Human Resource Planning:

1. Proper assessment of human resources needs in future;
2. Anticipation of deficient or surplus manpower and taking the corrective action; 3.To
create a highly talented workforce in the organization;
4. To protect the weaker sections of the society;
5. To manage the challenges in the organization due to modernization, restructuring and re-
engineering;
6. To facilitate the realization of the organization's objectives by providing right number and types of
personnel;
7. To reduce the cost associated with personnel by proper planning; 8.To
determine the future skills requirements of the organization; 9.To plan careers
for individual employee;
10.Providing a better view of HR dimensions to top management; 11.Determining
the training and development needs of employees.

Human Resource Plan – Factors

-Several factors affect HRP. These factors can be classified into external factors and internal factors.

External Factors:
1. Government policies – Policies of the government like labor policy, industrial relations policy, etc.,
affect HRP.
2. Level of Economic Development – Level of Economic Development determines the level of HRP in
the country and thereby, the supply of human resources in the future of the country.
3. Business Environment – External business environmental factors influence the volume and mix of
production and thereby the future demand for human resources.
4. Level of Technology – Level of Technology determines the kind of human resources required.
5. International Factors – International factors like the demand for resources and supply of human
resources in various countries.
6. Outsourcing – Availability of outsourcing facilities with required skills and knowledge of people
reduces the dependency on HRP and vice-versa.
 Internal Factors:
1. Company policies and strategies – company policies and strategies relating to expansion, diversification,
alliances, etc., determines the human resource demand in terms of quality and quantity.
2. Human resources policies – Human resources policies of the company regarding quality of human
resource, compensation level, quality of work-life, etc., influences human resource plan.
3. Job Analysis-Fundamentally, human resource plan is based on Job analysis, Job description and Job
specification determines the kind of employees required.
4. Time Horizons-Companies with stable competitive environment can plan for the long run whereas the
firms with unstable competitive environment can plan for only short-term range.
5. Type and quality of information-Any planning proceeds needs qualitative and accurate information. This
is more with human resources plan; strategic, organizational and specific information.
6. Company's production operations policy-Company's policy regarding how much to produce and how
much to buy from outside to prepare a final product and how much to buy from outside to prepare a final
product influence the number and kind of people required.
7. Trade Unions-Influence of trade unions regarding number of working hours per week, recruitment
process, etc., affect HRP.

HUMAN RESOURCE PLANNING – PREREQUISITES

1.There should be a proper linkage between HR Plan and Organizational plan; 2.Top
Management support is essential;
3.Proper balance should be keep between the qualitative and quantitative, approaches to HRP;
4.Involvement of operating managers is necessary;
5.Proper alignment between short-term HR Plans and long-term HR Plans should be there; 6.HR Plan
should have in-built flexibility in order to adopt environmental uncertainties;
7.Time period of HR Plan should be appropriate to needs and circumstances of the organization.

HUMAN RESOURCE PLANNING - BENEFITS:

-Human Resource Planning (HRP) anticipates not only the required kind and number of employees but also
determines the action plan for all the functions of personnel management.
The major benefits of Human Resource Planning are:

1. It checks the corporate plan of the organization;

2. HRP offsets uncertainties and changes to the maximum extent possible and enables the organization to
have right menu at right time and in right place;
3. It provides scope for advancement and development of employees through training, development etc.;
4. It helps to anticipate the cost of salary, benefits and all the cost of human resources facilitating the
formulation of budgets in an organization.
5. To forsee the need for redundancy and plan to check it or to provide alternative employment in
consultation with trade unions, other organizations and government through remodeling organizational,
industrial and economic plan;
6. To foresee the changes in values, aptitude and attitude of human resources and to change the techniques
of interpersonal management, etc.;
7. To plan for physical facilities, working conditions and the volume of fringe benefits like canteen,
company stores, etc.;
8. It helps to take steps to improve human resource contributions in the form of increased productivity,
sales, turnover etc.;
9. It facilitates the control of all the functions, operations, contribution and cost of human resources.

ASSESSMENT No.4

Guide Questions:

1.In your own words how do you define Human Resource Planning (HRP)? 2.What is

the over-all objectives of Human Resource Planning?

3. Cite only 5 internal and external factors that affect Human Resource Planning (HRP). Briefly discuss each.

4. What are the advantages of Human Resource Planning

5. Explain the HR Process

MODULE 3 DEVELOPING PEOPLE

INTRODUCTION:

Why would I invest in developing people?

-What if I invest in developing people and then they leave? What if you don't and then they stay? Which of
those two scenarios do you prefer? In my view, the first is the only option. Sure they might leave eventually but
it depends on you. When people feel part of a community of like-minded people, when they are growing and
developing new opportunities and they are contributing to something bigger than themselves, they'll be happy
to say. All of those aspects are completely within your control.

Sure, maybe your organizations not growing fast enough to facilitate that growth for everyone. If you
consistently inset in developing your people and they stay just an extra one or two years as a result, your
investment would have certainly paid dividends'

If and when they do leave be proud because they will be the best advertisement for your business. Certain
businesses like to encourage their people to go and work for another company as part of their development. If
you invested in developing your people like that they will come back with new skills and will enrich your
company once again. Apart from everything, it is incredibly satisfying to someone you have developed spread
their wings.

Learning Outcomes:

At the end of this module you will be able to:

1. Acknowledge the importance of developing people in an organization; 2.Discuss

the benefits of Training and Development;
3. Describe How Performance Management affects the performance level of the business organization in the
context of HRM;
4. Explain the HR's role in setting a climate for people development.

TOPIC No.1 EMPLOYEE ORIENTATION AND SOCIALIZATION

-Socialization and orientation are two processes that take place in any society, between which a key
difference can be identified. All of us undergo through the socialization process as we become part of the
society. Orientation, however, is a bit different from socialization although it is also a form of introduction to a
particular context. You may have heard of orientation programs being held in organizations and even at
universities or similar places. The intention of these program is to familiarize the individual with the context.
When engaging a comparison between socialization and orientation one can highlight the key difference
between them as that socialization encapsulates the entity of the society. Orientation is limited only to a
particular context such as an organization.
 According to Gary Dessler, “employee orientation is a procedure for providing new employees with basic
background about the firm”.

According to Biswahanath Ghosh, “employee orientation is the process by new employee are introduced to
the practices, polices, and purposes of the organization”.

Decenzo and S.P. Robbins said, “An orientation program should familiarize the new member with the
organizations objectives, history, procedures, and rules, communicate relevant personnel policies such as hours
of work, payment procedures and fringe benefits, etc.”.

The introduction of employee to the job is also known as induction. It is welcoming process. Induction
follows placement and consists of the task of orienting or introducing the new employee to the company.

The following topics are covered in the orientation or socialization process:

1.Introduction: Regarding the organization, supervisor, trainer, and coworkers;

2. Job Duties: It provides job-related information like job location, job tasks, job safety requirements, an
overview of the job, job objectives, relationship to other jobs etc;
3. Organizational issues: This provides the information about the overall organization it may include: the
history of the employer, name & title of key executive, employee's titles and departments, the layout of
physical facilities, probationary period, an overview of the production process, company, policies, and rules,
disciplinary regulations, employee handbook, safety procedure etc.

The major objectives of the orientation re to:

1.Gain employee commitment;
2.Reduce his or her anxiety;
3.Help him or her understand organization's expectations, and 4.Convey what he
or she can expect from the job and the organization.
 Purpose of Orientation:

1. To reduce startup costs proper orientation can help the employee get “up to speed” much more quickly,
thereby reducing the costs associated with learning the job.
2. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps
to provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of
guessing.
3. Orientation shows that the organization values the employee, and helps provide the tools necessary for
succeeding in the job.
4. The better the initial orientation, the less likely supervisors and co-workers will have to spend time
teaching the employee.
5. To develop realistic job expectations, positive attitudes and job satisfaction it is important that employee
learn as soon as possible what is expected of them, and what to expect from others, in addition to learning
about the values and attitudes of the organization. While people can learn from experience, they will make
many mistakes that are unnecessary and potentially damaging.

Socialization
-In order to reduce the anxiety that new employees may experience, attempts should be made to integrate
the person into the informal organization. The initial T&D effort designed for employees, is socialization.

Purposes of Socialization
-Socialization formats are unique to each firm. However, some basic purposes include emphasizing these
areas: the employment situation, job, department and company policies and rules, compensation and benefits,
corporate culture, team membership, employee development, dealing with change, and socialization

1. The employment situation

A basic purpose, from the firm's viewpoint, is to have the new employee become productive as quickly as
possible. Therefore, specific information about performing the job may be provided at an early point in time.
2. Company policies and rules
Every job within an organization must be performed considering the guideline and constraints provided
by policies and rules. Employees must have an understanding of these to permit a review of the data is
appropriate during socialization.
3. Compensation and benefits
Employees will have a special interest in obtaining information about the reward system. Although this
information is usually provided during the recruitment and selection process, a review of data is appropriate
during socialization.
4. Corporate culture
The firm's culture reflects, in effect, how we do things around here. This relates to everything from the
way employees dress to the way they talk.
5. Team membership
A new employee's ability and willingness to work in team is most likely determined before he or she is
hired. In socialization, the importance of becoming a valued member of the company team may be emphasized.
6. Employee development
Employees should know exactly what is expected of them and what is required by the firm for
advancement in the job via promotion.
7. Dealing with change
Employees at all levels must learn to effectively deal with change to survive in their jobs. The best was
individuals can be prepared for change is to continually develop and expand their skills.

ASSESSMENT No.5

Guide Questions:

1. Compare and contrast orientation vs. socialization.

2. Briefy discuss the purpose/s of employee orientation and socialization.

3. What are the different issues or concerns that you have to consider during the employee orientation and
socialization

4. Enumerate the different topics covered during the employee orientation and/or socialization. 5.What do

you understand about Corporate Culture?

TOPIC 2. TRAINING AND DEVELOPMENT

For employer: For employee:

-Training and development is one of the main functions of human resource management department. Training
refers to a systematic step up where employees are instructed and taught matters of technical knowledge
related to their jobs. It focuses on teaching employees how to use, particular machines or how to do specific
tasks to increase efficiency.

Whereas, development refers to the overall/holistic educational growth and maturity of people in
managerial positions. The process of development is in relation to insights, attitudes, adaptability, leadership
and human relations.

Importance of Training & Development In Organizations

-In this competitive world, where nothing is static, everyday an innovation comes into the market. This
made the organization to be dynamic in their business process and keep on implementing he changes so that
they will be competitive in the market. But how can you be competitive and win in the market? It's your
employees, who will be competitive in the market. The business owner or HR Manager must be active and
look out for the various strategies, which will help the organization to grow in the future. Large organizations
generally provides training to their employees for better utilization of their skills.

What are the primary reasons for training in an organization? a.Increase

productivity and adherence to quality standards; b.Increasing
organizational stability and flexibility; c.Reduced supervision and
direction;
d.Economical use of resources & heightened morale; e.Increase
in productivity & better industrial relations; f.Role and career
flexibility & reduced learning time; g.Future manpower needs;
h.Reduced accidents at workplace; I.Globalization &
speed of change
j.New appraisal techniques;
h.Reduction of turnover and absenteeism.
 What are the effects of ongoing training in the organization?
-It helps the employee to feel confident in delivering from their end, even when technology changes.
-It helps the employees to actively respond to the changes that created out of organizational restructuring.
-Look to facilitate career development.
-Provide the employees with an ability to respond to changes occurred due to diversity in the
manpower.
-Help to meet your employee's need for continued growth.

What are the Goals of Training & Development? 1.Improve team

morale, confidence and hone the skills; 2.Improve human
relations;
3.Improve organization efficiency; 4.Reduce
monitoring needs;
5.Improves the organizational viability, scalability, and flexibility.

What are the objectives of training and development of an organization?

-Every business looks for productivity, quality, improvement, industrial safety, reduction of turnover and
learning time and ability to maintain an effective management team. These are the main objectives of any
training and development program in an organization.
1.To provide job related knowledge to your staff. 2.To provide
skill, knowledge systematically.
3.To develop the productivity of the employees and the organization. 4.To
maintain safety standards.
5.To improve equipment handling practices. 6.To develop
the employees for advancement.

ASSESSMENT N0.6

Guide Questions:

1. Discuss what is training and development all about.

2. How important training and development in a business organization. Cite an example. 3.What

are the primary reasons for why training is important in an organization?

4. What are the goals and objectives of training and development?

5.Compare and contrast Training vs. development. Cite example.

TOPIC No.3 PERFORMANCE MANAGEMENT

-Performance management is the process of continuous feedback and communication between managers and
their employees to ensure the achievement of the strategic objectives of the organization.

-Performance management differs from talent management in that the latter is a set of initiatives taken to
engage employee to retain them. Performance management, on the other hand, is an initiative that guides
employees towards establishing and achieving their goals in alignment with the organization's immediate and
overarching goals.

Why is Performance Management Important?

1. Performance Management supplements the annual performance review. This prepares both employees
and managers about what to expect during the annual appraisal. It keeps both the manage
and the employee in the loop about ongoing changes to the performance management process, what both can
do to streamline it, and how the overall performance can be improved.

2. To employees, continuous performance management indicates that managers value them. Employees
believe that their managers are interested in their work and care about their goals and any issues they may face
in the course of their job. They also become more open to receiving constructive feedback.

The Performance Management Cycle

-The Performance Management Cycle or process is a series of five key steps. These steps are imperative,
regardless of how often you review employee performance.

1. Planning
-This stage entails setting employee's goals and communicating these goals with them. While these goals
should be disclosed in the job description to attract quality candidates, they should be communicated once
again when candidate becomes a new hire. Depending on the performance management process in your
organization, you may want to assign a percentage to each of these goals to be able to evaluate their
achievement.
2. Monitoring
-In this phase, managers are required to monitor the employee performance on the goal. This is where
continuous performance management comes into picture. With the right performance management structure,
you can track your teams performance in real-time and modify and correct course whenever required.

3. Developing
-This phase includes using the date obtained during the monitoring phase to improve the performance
of employees. It may require suggesting refresher courses, providing, and assignment that helps them improve
their knowledge and performance on the job, or altering the course of employee development to enhance
performance or sustain excellence.

4. Rating
-Each employees performance must be rated periodically and then at the time of the performance
appraisal. Ratings are essential to identify the state of employee performance and implement changes
accordingly. Both peers and managers can provide these ratings for 360-degree feedback.

ASSESSMENT No.

Guide Questions:

1. What is the importance of Performance Management's?

2. What are the key 5 steps in the Performance Management Cycle. Briefly discuss it and give example each.

3. Who should review evaluate and review employee's performance?