UNIT - 1

1. Meaning of HRM:

 According to Flippo “Personnel management, or say, human resource

management is the planning, organising, directing and controlling of the
procurement development compensation integration, intenance, and
separation of human resources to the end that individual, organisational and
social objectives are accomplished”.

2. Scope of HRM:

3. Importance of human factor:

 Human factor is the science of people at work.

 Human factor is important because it helps make work more efficient, effective and
safe.
 Organisations that address human factors will ensure the machines and equipment
are easy and safe to use for their workers.

4. EEO indicates:

 Equal Employment Opportunity (EEO) is the principle that everyone should

have equal access to employment opportunities based on merit.
 This access to equal employment should be without fear of discrimination or
harassment.
5. Human Resource Accounting (HRA):
 Human resource accounting is the measurement of cost and value of the
people for the organisation.
 According to Stephen Knauf :"Human resource accounting is
measurement and qualification of human organisation input such as training
experience, requesting and commitment".

6. Affirmative action:
 Affirmative action is an HR policy which ensures equal employment
opportunities and focuses on groups and minorities who tend to suffer from
job discrimination.
 The goal of affirmative action is to form fair access to employment
opportunities and to create a qualified workforce regardless of employee's
background.

7. HR Audit:
 The HR Audit is the process of evaluating the performance of Human
Resource Department and its activities undertaken, and the policies
followed towards the accomplishment of organizational goals.

8. Types of HR Audit:
 Time Span
 Conduct
i) Internal Audits
ii) External Audits

 Objective
i) Compliance Audit
ii) Best Practices Audit
iii) Strategic Audit
iv) Job Specific Audit

9. Obstacles in administering HR policies:

 National laws
 Social customs and values
 Management philosophy and values
 Development phases
 Organisation’s financial position
  Goals and practices of trade union
 Kind of workforce

10. Difference of hrm vs pm:

UNIT – 2
1. Human resource planning (HRP):

 Human resource planning is the process of identifying the correct person for the job
that has to be done at the right time and at the right cost.

2. Selection tests:

 The selection tests aim at measuring such skills and abilities in a worker
that are decided by job analysis to be essential for successful job
performance.
 A test is an instrument designed to measure selected psychological factors.
 3. Need of HRP:
 Replacement of Persons
 Labour Turnover
 Expansion Plans
 Technological Changes
 Assessing Future Requirements

4. Difference between recruitment and selection:

5. Selection is a negative process – comment:

 Selection is defined as the process of choosing the right candidates for the
vacant positions.
 Selection is called as a negative process with its elimination or rejection of as
many candidates as possible for identifying the right candidate for the
position.

6. Recruitment:

 According to Edwin B. Flippo, “It is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an
organisation.”
7. Interviews:

 Interview refers to an exchange of ideas among a group of two or more than

two people, where the Interviewers ask the questions to interviewees in order
to extract the requisite data from them.

8. Induction:

 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 also called as orientation.

9. Socialisation:

 It refers to process of making the new employees get acquainted to the new
environment of the organization.
 This reduces the anxiety of the new hires and allows them to adjust with the
other existing employees in the company.

10. Contents of socialization:

 Preliminary learning
 Organisational learning
 Learning to function in the work group
 Learning how to perform the job
 Personal learning

11. Importance of recruitment:

1. Determines present and future requirements
2. Creates and increases applicant’s pool
3. Increases success rates of selection
4. Meets organisations obligations
5. Increases and evaluates effectiveness
6. Reduces turnover

12. Validation of tests:

The validation process consists of 5 steps:

 Analyze the Job

 Choose the tests
 Administer the Test
 Relate your test scores and criteria
 Cross-validate and revalidate
 UNIT – 3
1. Training:
 Dale S. Beach defines training as ‘the organized procedure by which people
learn knowledge and/or skill for a definite purpose’.

2. Training Needs 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.

3. Self development:
 According to Stewart, “ Self development is defined as individuals improving
their knowledge, skills and abilities through their own self directed efforts”

4. Training needed in an organisation:

 Training programs are designed to help organizations optimize employee

performance.
 Enhancing their knowledge and skills, in turn, can have a positive impact on
their performance.
 Training implicitly motivates employees to perform more efficiently, and the
increased engagement drives productivity.
 Thus, training effectively helps organizations get the best out of their
workforce.

5. Resistance to training:
 Resistance is a big hurdle for many trainers and instructional designers.
Resistance is a term applied by trainers in context of reluctance of employees to
learn new ideas, concepts and patterns. ( refer pdf )

6. Types of training:
 Induction training
 Competency-based training
 Knowledge training
 Skills training
 Cross functional training
 Team training
 Creativity training
 Diversity training
7. Difference between training and development:

8. Need for training:

 Match job criteria with employee specifications

 Organisational sustainability and transformation process
 Technical progress
 Complicated nature of organisation
 Job profile modifications
 Cordial human relations

9. Training is not an expense but a long term investment:

 As Benjamin Franklin once said, “An investment in knowledge pays the best
interest.” Training isn’t something that’s ‘nice’ to have in your organization.
 It’s a vital part of a company’s long-term investment and growth strategy.
10. Knowledge Management:

Knowledge management (KM) is the collection of methods relating to
creating, sharing, using and managing the knowledge and information of an
organization
 It refers to a multidisciplinary approach to achieve organizational objectives by
making the best use of knowledge.

UNIT - 4
1. Reward:
 Reward is an incentive plan to reinforce the desirable behavior of workers or
employers and in return for their service to the organization.
 Rewards can be monetary in the form of salary or non monetary in the form of
awards for some special services to the company or simply giving an
employee a work which he enjoys doing.
2. Real wage:
 The term real wages refers to wages that have been adjusted for inflation, or,
equivalently, wages in terms of the amount of goods and services that can be
bought.
 This term is used in contrast to nominal wages or unadjusted wages.

3. Mentoring:

 According to Collin, “ Mentoring is a one to one relationship between a more

experienced person and an inexperienced person, until the latter reaches
maturity”

4. Motivation

 The word Motivation derives from the Latin word “Movere”. The Latin word
“Movere” means “To move”, “To drive” or “To drive forward” etc.

 Motivation can be defined as stimulating, inspiring and inducing the

employees to perform to their best capacity.

 Motivation is a psychological term which means it cannot be forced on

employees.

 It comes automatically from inside the employees as it is the willingness to do

the work.
5. Career:

 According to Vernon Zunk, “ Career is the activities and positions involved in

vocations , occupations, and jobs as well as related activities associated with
an individual’s lifetime of work.”

6. Organisations reward seniority:

 An organization seeking to promote employees may do so based on seniority
to take advantage of the employees' experience with the organization and to
reward them for their loyal service.
 Another option is merit-based promotion, which measures and rewards
employees' contributions based on performance.

7. Compensation plan:
 Flippo (1984) defined compensation as the adequate and equitable
remuneration of personnel for their contributions to the organizational
objectives.
 Foulkes and Livernash (1989) defined compensation as the payment of
wages and salaries including incentive, bonus payments, and benefits to
employees in exchange of work.

8. Job satisfaction:
 Job satisfaction refers to a person’s feeling of satisfaction on the job,
which acts as a motivation to work.
 It is not the self-satisfaction, happiness or self-contentment but the
satisfaction on the job.

9. Employee engagement:
 Employee engagement describes the level of enthusiasm and dedication a
worker feels toward their job.
 Employee engagement can be critical to a company's success, given its links
to job satisfaction and employee morale.

10. Organisational citizenship behaviour:

 Organizational citizenship behavior (OCB) is a term used to describe
employees who go above and beyond their formal job requirements to help
their organization.
 OCB goes beyond the scope of what is expected of an employee, such as
volunteering for extra tasks, helping co-workers, being helpful to
customers, and offering solutions to organizational problems.
 UNIT – 5
1. Performance evaluation:
 Performance Evaluation is defined as a formal and productive procedure to
measure an employee’s work and results based on their job responsibilities.

2. Job change:
 A job change refers to a situation where you are leaving one company and
beginning to work for another.
 The term is a popular one in business and also has application in other
fields, from healthcare to human resources to sales.

3. Grievance:
 According to J.M. Jucius, “A grievance is any discontent or dissatisfaction
whether expressed or not, whether valid or not, arising out of anything
connected with the company which an employee thinks, believes or even
feels to be unfair, unjust or inequitable”.

4. Demotion:
 A demotion is a compulsory reduction in an employee's rank or job title within
the organizational hierarchy of a company, public service department, or other
body.
 A demotion may also lead to the loss of other privileges associated with a
more senior rank and/or a reduction in salary or benefits.

5. Purposes of promotion:
The main purposes of promotion are:

 To recognize and reward the efficiency of an employee.

 To attract and retain the services of qualified and competent people.

 To increase the effectiveness of the employee and of the organisation.

 To motivate employees to higher productivity.

 To fill up higher vacancies from within the organisation.

 To impress upon those concerned that opportunities are available to them

also in the organisation if they perform well.

 To build, loyalty, morale and sense of belongings in the employees.

6. Why employees want feedback about their performances?

Employee feedback is important because when given constructively it:

 enables ongoing development

 helps identify and removes blockers to reach targets and objectives

 strengthens the relationship between manager and employee, as well

as peer-to-peer feedback
 makes employees feel supported in their role

7. Controlling:

 Control is a primary goal-oriented function of management in an organisation.

 It is a process of comparing the actual performance with the set standards of
the company to ensure that activities are performed according to the plans
and if not then taking corrective action.

8. Various forms of grievance:

A grievance may take anyone of the following forms:

 Factual: A factual grievance arises when the legitimate needs of employees

remain unfulfilled, e.g., wage hike has been agreed but not implemented citing
various reasons.
 Imaginary: When an employee’s dissatisfaction is not because of any valid
reason but because of wrong perception, wrong attitude, or wrong information
he has. Such a situation may create an imaginary grievance.
 Disguised: An employee may have dissatisfaction for reasons that are
unknown to himself. If he/she is under pressure from family, friends, relatives,
neighbours, he/she may reach the work spot with a heavy heart.

9. Features of grievance:
 A grievance refers to any form of discontent or dissatisfaction with any aspect

of the organization.

 The dissatisfaction must arise out of employment and not due to personal or

family problems.

 The discontent can arise out of real or imaginary reasons. When employees

feel that injustice has been done to them, they have a grievance. The reason
 for such a feeling may be valid or invalid, legitimate or irrational, justifiable or

ridiculous.

 The discontent may be voiced or unvoiced, but it must find expression in

some form.

 Broadly speaking, thus, a grievance is traceable to be perceived as non-

fulfillment of one’s expectations from the organization.

10. Difference between transfer and promotion: