HRM – 301

Human Resource Management – The process of managing employees in a company through

recruiting, screening, training, rewarding and appraising

Human Resource Functions

1. Hr Planning
2. Job Analysis
3. Recruitment
4. Selection
5. Training and development
6. Performance Appraisal
7. Equal Employment Opportunity
8. Compensation and Benefits
9. Health and Safety Measure

1
Hr Planning
- Process of determining organization’s human resource needs
- identifies current and future human resources needs for an organization
- anticipates vacancy arising due to promotion, transfer, retirement
2
Job Analysis
-gather and analyze information about the content and human requirements of jobs, the
context in which job are performed
- determining the duties and skill requirements of a job and the kind of person who should be
hired for it
Types of Information Collected
 Work activities (task and duties)
 Human behaviors (Air hostage)
 Machines, tools, equipment, and work aids
 Performance standards (telling what the job accomplishes and how performance is
measured) Sales People - Target
 Job context (The environment in which job is performed)
 Human requirements

Job description
-Indicates the task, duties and responsibilities of job
List of
- Duties and responsibilities
- reporting relationship
- working condition

Job Specification
-List the knowledge, skills and abilities (kSAs) an individual need to perform
Human requirements (List)
-Requisite education
-skills and experiences
- Personality and etc
Steps in Job Analysis Step
1: Decide how you’ll use the information.
Step 2: Review relevant background information.
Step 3: Select representative positions.
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.
Step 6: Develop a job description and job specification.
Job Analysis Methods
- observation method
- individual interview method
- group interview method
- structured questionnaire method
- technical conference method
Job enlargement
-extend the range of activities at the same level
Job enrichment
-Redesigning jobs in a way that increases the employee’s feelings of recognition and
achievement
-more challenging work to the employee
Job rotation
-systematic movement of employees from one job to another within the organization

3
Recruitment
-the process of seeking sources for job candidates
-sourcing the candidates
-attracting candidates to apply for the job
-discovering of potential applicants for actual or anticipated organisational vacancies
- find and attract best qualified applicants to fill vacancies
 4

Selection
-Placing the right person in the right job
-choosing the best applicant to fill a position

Selection Process
1. initial screening
2. preliminary interview
3. written test
4. viva
5. Selection

Or,
(1) Initial screening interview,
(2) Completion of the application form,
(3) Pre-employment tests,
(4) Comprehensive interview,
(5) Background investigation,
(6) Medical or physical examination,
(7) Permanent job offer.

5
Training and development
Employee Orientation
– Planned introduction of new employees to their jobs, co-workers and the organization
-Giving ideas, philosophy and information
-welcoming
Training
-teaching employees how to do specific task
-facilitate employees’ learning of job related competencies
On-the-Job Training
-direct instructions to perform the jobs on the actual work floor
Coaching- senior gives instructions to the workers to perform a job
Job Rotation- employee is shifted to the other related jobs
Apprenticeship Training- work under the experts for a longer period
Job Instructional Training (JIT)- trainer designs a step by step training program
Plan----Present----Trial----Follow up
Understudy- senior gives training to subordinate as an assistant who is likely to perform a
senior’s job in case of the vacancy

Off-the-Job Training
-learn the job roles away from the actual work floor
Lectures (classroom training) - given lectures about the job requirements and the necessary
Simulation- learns to operate tools and machinery that look similar to those in the actual work
Case Studies- given the situation in the form of a case study
Vestibule Training- use of actual machine on dummies such as doctor or dentist

Training and Development Process

Needs analysis – Identify job performance skills needed, assess prospective trainee’s skills
Instructional design – Produce the training program content, including workbooks, exercises
Validation – Presenting (trying out) the training to a small representative audience.
Implement the program – Actually training the targeted employee group
Evaluation – Assesses the program’s successes or failure

Management Development
-Process of developing selected personnel so that they have Knowledge, skills, abilities needed
to manage future position
-Concerned with growth of employees in all aspects
6
Performance Appraisal
-Evaluating how well employees perform the job when compared to set up standard and
communicating that information to those employees
Steps
- Define the job (setting target, duties)
- Apprising performance (Comparing)
- Providing Feedback
What to Measure?
– Work output (quality and quantity)
– Personal competencies
– Goal (objective) achievement
How to measure?
Graphic Rating Scale – List traits and rate on individual
Alteration Ranking Method- ranking employees from best to worst on a trait
Paired Comparison method- each employee is compared with all other in pairs
Management by objectives- Objective that each manager set are derived from overall goal
360 Degree Performance Appraisals (‘multi-rater feedback’) - the comment about the
employees’ performance comes from all the possible sources

7
Equal employment Opportunity - ensure the practice of being fair in the employment process
Performance Appraisal
Workforce diversity - similarities and differences among employees in terms of age, cultural
background, physical abilities and disabilities, race, religion, gender
Diversity management – Removing barriers and allowing to have equal access
Glass ceiling – invisible barrier that blocks females and minorities from ascending into upper
levels of an organization

8
Compensation and benefits
-concerned with paying employees and administering benefits package
- Money received in the performance of work, plus the many kinds of benefits and services that
organization provides their employee
Various modes of compensation
Wages and Salary- Wages represent hourly rates of pay and salary refers to monthly rate of pay
Incentives
-payment by results
-paid in addition to wages and salaries
-paid for outstanding performance
Fringe Benefits- given to employees in the form of benefits such as provident fund, gratuity,
medical care, hospitalization, accident relief, health insurance, canteen, uniform etc.
Non- Monetary Benefits- include recognition of merit, comfortable working condition, and
flextime
Rewards
Intrinsic rewards - personal satisfactions one derives from doing the job
Extrinsic rewards - money, promotions, and benefits

9
Health and safety measures
-identification of hazardous condition, exposure control and Provide training for safety
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Strategic human resource management
- Aligning HR policies and decisions with the organizational strategy
- Connection between the goals of the organization and the activities of the people
Human resource information system (HRIS) - computerized system that assists in the
processing of HRM information
Downsizing - eliminate certain jobs for creating greater efficiency
Rightsizing - linking staffing levels to organizational goals
Off shoring - moving jobs out of one country and in to another country
Ethics - A set of rules or principles that defines right and wrong conduct
Code of ethics - formal document that states organization’s primary values, ethical rules
Labor union
-Acts on behalf of its members
-assist workers in dealing with the management of an organization
-secure wages, hours, and other terms and conditions of employment
Outsourcing- Contracting with a company to handle one or more HR functions

Maslow’s Needs Hierarchy

Physiological Need- Biological need such as food, cloth
Lower Order Needs
Safety Need- Security need such as job protection
Social Need- Interaction with others like friendship
Esteem Need- need for self respect like high status, recognition
Higher Order Needs
Self actualization Need- full use of abilities

McGregor’s Theory X and Theory Y

Theory X
Managerial assumptions
• Employees dislike work, dislike responsibility
• Must be closely directed
Theory Y
Managerial Assumption
• Employee like challenged, enjoy work
Ouchi’s Theory Z
Characteristics of US and Japanese Management
• lifetime employment
• Individual responsibility
• Promotion
• Opportunity to use skills
Herzberg’s two- factor model
Hygiene Factor – essential to job satisfaction
Salary, job security, working condition, status
Motivator Factor- Contributes to job satisfaction
Achievement, recognition, growth opportunities