HUMAN RESOURCE

MANAGEMENT
 UBA20202T –HUMAN RESOURCE MANAGEMENT

UNIT I- Meaning, Nature and Scope of HRM - Personnel Management Verses

HRM-Importance of HRM-Functions of HRM-Classification of HRM Functions
UNIT II - Basis for HRP – Meaning and Objectives of HRP – Benefits of HRP – Factors
affecting HRP – Process of HRP – Problems of HRP
UNIT III
Recruitment – Job Analysis – Purpose – Job Description – Job Specification – Recruitment
policy – Centralized /decentralized recruitment – Sources of– Factors affecting Recruitment –
Recruitment Process – Recruitment Vs. Selection - Selection Procedure – Placement – Induction
– Objectives – Advantages
UNIT IV
Training & Development – Purpose – Need – Importance – Techniques (on the job & off the
job) – Evaluation – Benefits – Management Development Programme – Job Enlargement – Job
Enrichment – Job Evaluation – Meaning – Purpose - Techniques.
UNIT V
Performance Appraisal – Need – Importance - Techniques – Benefits - Career Planning
–Need – Process – Succession Planning – Career Development – Steps – Career Development
Actions – Advantages
UNIT-IV
 Training
“Training is an organised activity for increasing the
knowledge and skills of people for a definite purpose. It
involves systematic procedures for transferring technical
know-how to the employees so as to increase their
knowledge and skills for doing specific jobs with
proficiency.”
“The trainees acquire technical knowledge, skills and
problem solving ability by undergoing the training
programme”
According to Edwin B. Flippo,
“Training is the act of increasing the knowledge and
skills of an employee for doing a particular job”.
 Training Programs
⚫ “A process designed to maintain or improve current job
performance.”
⚫ “a process designed to maintain or improve current
employee performance”

⚫ “Most training is directed at upgrading and improving an

employee’s abilities or skills.”
⚫ Keeps the employee up to date with changes in the field
⚫ Aims to improve efficiency
 Need and Importance of Training

1. Increasing Productivity
2. Improving Quality
3. Helping a Company Fulfil its Future Personnel Needs
4. Improving Organisational Climate
5. Improving Health and Safety:
6. Obsolescence Prevention (foster the initiative and creativity of
employees and help to prevent manpower obsolescence,)
7. Personal Growth
8. To match the employee specification with the requirement and
organisational needs
9. Technological advancement
 Objectives of Training
(i) To impart to new entrants the basic knowledge and skill they need
for an intelligent performance of definite tasks;
(ii) To assist employees to function more effectively in their present
positions by exposing them to the latest concepts, information and
techniques and developing the skills, they will need in their particular
fields;
(iii) To build up a second line of competent officers and prepare them to
occupy more responsible positions;
(iv) To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences within and outside with
a view to correcting the narrowness of the outlook that may arise from
over-specialisation;
(v) To impart customer education for the purpose of meeting the
training needs of Corporations which deal mainly with the public. In a
nutshell, the objectives of training are ―to Bridge the gap between
existing performance ability and desired performance
 principles of Training

1. principles of participation
2. principles of guidelines
3. principles of suitability
4. principles of sequence
5. principles of practice
6. principles of continuity
7. principles of result
8. principles of assessment
 Assessment of Training needs
1. Organisational requirement / weakness
2. Departmental requirements / weakness
3. Job specification and employee specification
4. Identify specific problem
5. Anticipating future problem
6. Management requests
7. Observation
8. Interviews
9. Group conference
 Training Models.

1. Human performance Technology (HPT)

2. Performance-Based Instructional Design (PBID)
3. Total quality Management
4. ADDIE Model (Analyze, Design, Develop,
Implement, Evaluation )
 Why Training and
Developmental Program?
To improve three types of skills

1) Technical skills
2) Interpersonal skills
3) Problem solving skills
 Distinction between Training and Development
Training
1 Training means learning skills and
knowledge for doing a particular job.
It increases job skills
2 The term ‘training’ is generally used to
denote imparting specific skills among
operative workers and employees.
3 Training is concerned with maintaining
and improving current job performance.
Thus,
it has a short-term perspective
4 Training is job-centred in nature.
5 The role of trainer or supervisor is very
important in training.
Development
Development means the growth of an
employee in all respects.
It shapes attitudes
The term ‘development’ is associated
with the overall growth of the executives.
Executive development seeks to develop
competence and skills for future
performance. Thus,
it has a long-term perspective
Development is career-centred in nature
All development is ‘self development’. The
executive has to be internally motivated
for self-development
 Training Process

Need Identification
Objectives Setting
Priority Setting

Design & Development of

Delivery of Training Specification of
Training (Curriculum Methods & learners
Media)

Reinforcement of
learning
 Steps in Designing a Training
Programme

Who are the

Trainees?
Who are the
Trainers?

What should Be What Methods and

the Level of Techniques?
Training?

What Principles Where To

Of Learning ? Conduct The
Programme?
 Steps in Designing a Training
Programme
Who are the Trainers?
Who are 1.Immeate supervisor
the 2.Co-worker What Methods
Trainees? 3.Members of HR Staff and Techniques?
4.Specialist
a. on-the-job
5.Outside Consultants
b. Off-the-job
6.Industry Associates
7.Faculty Members of University

What Principles Of Learning ?

Employee Motivation
Recognition of individual Difference
Where To What should Be the
Practice Opportunities
Conduct The Reinforcement
Level of Training?
Programme? Knowledge of Result
Goal
 METHOD OF TRAINING

ON THE JOB OFF THE JOB

TRAINING TRAINING

Special Courses and lectures

Seminar and conference
Induction training
Vestibule training
Apprenticeship training
Role playing
Refresher training
Case study
Job rotation
Management games
Placement as assistance
Brain storming
Sensitivity training
 Training Procedure
1. Preparing the instructor
2. Preparing the trainee
3. Getting ready to teach
1. Planning the programme
2. Preparing the instructors outline
3. Do not try to cover too much material
4. Keep the session moving along long logically
5. Discuss each item in depth
6. Repeat, but in different word
7. Take the material from standardised texts when it is
available
4. Presenting the operation
5. Try out the trainees performance
6. Follow-up
 Evaluation of Training Programme
Donald L.Kirkpatrick. Model
1. Reaction -Reaction Evaluation is how delegates felt about the
training or learning experience.

2. Learning -Learning Evaluation is measurement of the

increase in knowledge-before and after

3. Job behaviour -Job behaviour Evaluation is the extent of

applied learning back on the job-implementation
4. Organisation -this evaluation measure the use of training,
learning and change in the job behaviour of the dept./org in the
form of increased productivity quality morale etc.,
5. Ultimate value -Ultimate value is the effect on the business or
environment by the trainee-like survival, growth, profitability
etc.,
 Management Developmental Programs
“Management development is a systematic process of
growth and development by which the managers develop
their abilities to manage.”
Career development
“career development is an on-going process that occurs
over the life span and includes home, school and
community experience”
“career development is a total constellation of economic,
sociological, psychological, educational, physical and chance
factors that combine to shape one’s career.”
“A process designed to develop skills necessary for future
work activities.”
 Objectives of Management Developmental
Programs
1. To improve the performance of the manager
2. To give the specialists on overall view of the functions of
an organization and equip them co-ordinate
3. To identify persons with the required potential and
prepare them for senior positions
4. To increase morale of the management group
5. To increase versatility of the management group
6. To keep the executive abreast with the change and
developments in their respective fields
7. To create the management succession that can take over
in case of contingencies
 Principles of Management Developmental
programs
1. The management should assess the development needs of its managers at
different levels through performance analyses and development methods
2. Management should integrate career planning and development of the
organization with the MDPs
3. Every manager of the organization should be motivated and empowered to take up
developmental programmes
4. MDP is a continues process
5. The content of the programme should be need based for the individual manager
and the organization
6. The physical, social and psychological climate for the programmes should be
conductive
7. All managers should be encouraged to undergo development programms
8. MDP should concentrate on the latest management concepts and principles
 METHOD OF MDP

ON THE JOB OFF THE JOB

MDPs MDPs

The Case Method

Incident Method
Role Play
Coaching In Basket Method
Job rotation Business Game
Under study Sensitivity Training
Multiple Management Simulation
Grid Training
Lectures
Conferences
Behavior modeling
Coaching -
Job rotation
Under study
Multiple Management
The Case Method
Incident Method (develop the trainee in the areas of
intellectual ability, practical judgment and social awareness)
Role Play
In Basket Method
Business Game
Sensitivity Training
Simulation
Grid Training
Lectures
Conferences
Behavior modeling
 Job Design
“Job Design is the process of deciding on the contents of a job
in terms of its duties and responsibilities, on the methods to be
used in carrying out the job, in term of techniques, systems and
procedures and on the relationships that should exist between the
jobholder and his superiors, subordinates and colleagues”.

important goals of job design

⚫ To meet the organizational requirements such as higher
productivity, operational efficiency, quality of
product/service etc. and
⚫ To satisfy the needs of the individual employees like
interests, challenges, achievement or accomplishment,
etc.
Factors Affecting Job Design
Feed Back
Environmental
Factors

Organizational Outcome Organization

Factors Job Design
Productivity
Employee
Satisfaction

Behavioral
Factors
 Techniques of Job Design

Job
Rotation

Job Job Job

Simplification Design Enlargement

Job
Enrichment
1.Job Rotation
▪ This refers to the movement of an employee from one job to the another over a designated
period of time.
▪ Jobs themselves are not actually changed, only the employees are rotated among various
jobs.
▪ An employee who works on another job for some days or months and returns back to the
first job.
2.Job Enrichment: (Vertical)
It is a direct outgrowth of Herzberg’s Two Factor Theory of Motivation.
It is therefore based on the assumption that in order to motivate personnel, the job itself
must provide opportunities for achievement, recognition, responsibility, advancement and
growth
3.Job Enlargement: (Horizontal)
• It involves the addition to or expansion of tasks in the job and job becomes a meaningful
operation.
• It is the strategy adopted by many organizations to combat the ill-effects of division of
labour.
• Its focus is on enlarging the contents of jobs by adding tasks and responsibilities.
4. Job Simplification
This requires that jobs be broken down into their smallest units and then analyzed. Each
resulting subunit typically consists of relatively few operations. These subunits are then assigned
to workers as their total job. This is done so that employees can do these jobs without much
specialized training. Many small jobs can also be performed simultaneously, so that the
Job Enlargement
“job enlargement is expands the number of
related tasks within job. It change the scope of
a job to provide a greater verity of tasks for the
workers to perform”

This technique leads to specialization

It improve worker satisfaction
Quality of production and overall
efficiency of the organization
 Job Enrichment
“Job enrichment involves providing an employee with more
responsibility for a job and challenges the individual’s skills at work.”
Techniques of Job enrichment

1. Increase the responsibility of the activity

2. Providing wider scope, more sequence and increased pace of
work
3. Giving a natural unit of work either to an employee or group of
employee
4. Providing the freedom of work
5. Allowing the employee to set their own standard or target
6. Introducing new, difficult, creative task to the employees
7. Assigning specific project to the individuals
SENSE OF COMPETENCE
 Job evaluation
“Job evaluation as a process of determining the relative worth of the various jobs
within the organization, so that differential wages may be paid to jobs of different
worth.”

“job evaluation is defined as the overall activity of involving an orderly, systematic

method and procedure of ranking, grading and weighing of job to determine the value
of a relation to other jobs.”

Objectives
1. To gather data and information relating to job description, job specification and
employee specification of various jobs in an organization
2. To compare the duties, responsibilities and demand of a job with that of other job
3. To determine the hierarchy and place of various job in an organization
4. To determine the ranks or grades of various job
5. To ensure fair and equitable wage on the basis of relative worth or value of jobs. In
other words, equal wage are fixed to the jobs of equal worth or value
6. To minimise wage discrimination based on sex, age, castle, region, religion, etc.
Principles of Job evaluation

a) Rate the job but not the employee. Rate the elements on the basis of job
demands
b) The elements selected for rating should be easily understood.
c) The elements should be defined clearly and properly selected
d) employees concerned and the supervisors should be educated and
convinced about programed
e) Supervisors should be encouraged to participate in rating the jobs
f) Secure employee co-operation by encouraging them to participate in the
rating programme

Procedure for job evaluation

1. Analyze and prepare job description
2. Select and prepare a job evaluation plan
3. Classify jobs
4. Install the programme
5. Maintain the programme
 Job Evaluation Methods / Techniques

Quantitative Non-quantitative

Points Rating Factors Ranking Method Job Classification

Methods Comparison And Grading
Methods Simple Ranking Method
(Education, Ranking The Key Jobs
experience, ✔ Physical Paired Comparison
knowledge, requirement Single Factor Ranking
physical ✔ Working Method
efforts, , condition
Mental ✔ Skill
demand, requirement
Metrical) ✔ Responsibility
✔ Mental
requirement