University of Barishal

Assignment
Course Tittle : Human Resource Management

Submitted To:
Md. Saiful Islam
Assistant professor
Department of Finance and
Banking Submitted By:

University of Barishal. Group : 05

Course Code: F-301
Department of Finance and Banking
University of Barishal.
 GROUP PROFILE

Serial. No. Name ID

01 Tuhin Hossain 21FIN039

02 Hasan Mahamud 21FIN047

03 Mohammed Miraj 21FIN054

Hossen
04 Riad Hossain 21FIN057

05 Sumaya Jahan Khusbo 21FIN065

06 MD. Alim Reza 21FIN066

07 Alve Akter 21 FIN070

08 Md. Asif 21FIN076

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 CHAPTER :01
(QUESTIONS TO ANSWER)
HRM
Human Resource Management is the process of recruiting, selecting, inducting employees,
providing orientation, imparting training and development.

Important element in the development process

1. Talent and Skills: Human resources bring the necessary skills and knowledge to drive
development.
2. Innovation and Creativity: People are the source of innovation and creativity. New
ideas and solutions often come from individuals who think outside the box and bring
unique perspectives.
3. Execution and Implementation:Human resources are responsible for putting plans
into action, managing projects, and ensuring that goals are met.
4. Leadership and Motivation:Strong leadership inspire, guide, and manage resources,
while motivated teams are more productive and engaged, driving the development
process forward.
5. Adaptability: Human resources can adapt to changes and challenges, allowing
development processes to be flexible and resilient.
6. Training and Development: Investing in human resources through training and
development enhances skills and knowledge, leading to more effective and efficient
development processes.
7. Collaboration and Communication: Development often involves collaboration
across different teams and stakeholders. Effective communication and teamwork,
which rely heavily on human resources, are essential for coordinating efforts and
achieving common goals.

HRM as Human Capital Formation

1. Recruitment and Selection: Effective HRM starts with identifying and attracting
talented individuals who possess the potential to add value to the organization.
2. Training and Development: One of the primary functions of HRM is to provide
training and development opportunities. This includes onboarding programs, skills
training, leadership development, and continuous learning initiatives.
3. Performance Management: HRM involves assessing and managing employee
performance. This includes setting goals, providing feedback, and conducting
performance appraisals.
4. Career Development and Advancement: HRM supports career development by
offering clear career paths and advancement opportunities.
5. Compensation and Benefits: Offering competitive compensation and benefits is a
crucial aspect of HRM that contributes to human capital formation.

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 6. Work Environment and Culture: HRM is positive, inclusive, and supportive work
culture fosters employee engagement, satisfaction, and productivity.
7. Health and Well-being: HRM plays a role in supporting employees' health and well-
being, which is essential for maintaining productivity and job satisfaction.
8. Knowledge Management:Effective knowledge management ensures that valuable
expertise is preserved and utilized, enhancing the organization’s overall human capital.

Impact on organizational and economic development

• Organizational Growth: By continuously developing human capital, organizations
can improve their efficiency, innovate, and adapt to changes in the market. A skilled
and motivated workforce is better equipped to drive organizational success.
• Economic Development: On a broader scale, effective human capital formation
contributes to economic development. Skilled and educated individuals drive
productivity, contribute to economic growth, and enhance overall societal well-being.

Diagram: Functions of Human Resource

Management
Below is a simple diagram to help visualize these functions:

css
Copy code
[HR Functions]
|
-------------------------------------------------
| | | |
[Recruitment] [Training & Development] [Performance
Management] [Compensation & Benefits]
| | | |
- Job postings - Onboarding - Performance Appraisal -
Salary Structure
- Candidate Screening - Professional Development - Feedback &
Coaching - Health Insurance
- Interviews - Leadership Training - Employee Recognition
- Retirement Plans

|
[Employee Relations]
|
- Conflict Resolution
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 - Employee Engagement

|
[Compliance with Labor Laws]
|
- Health & Safety Standards
- Equal Employment Opportunities
- Wage & Hour Laws

|
[HR Planning and Strategy]
|
- Workforce Planning
- Strategic HR Management

Objectives of HRM
1. Recruitment and Staffing: Attract and select qualified candidates to meet the
organization’s needs. Effective recruitment ensures that the organization has the right
people in the right roles.
2. Employee Development: Enhance the skills, knowledge, and abilities of employees
through training and development programs. This supports career growth and improves
overall organizational performance.
3. Performance Management: Evaluate and improve employee performance through
regular appraisals and feedback.
4. Compensation and Benefits: Develop and manage a fair and competitive
compensation system. This includes salary, bonuses, benefits, and other rewards to
attract and retain talent.
5. Employee Relations: Foster positive relationships between employees and
management. This involves resolving conflicts, addressing grievances, and creating a
supportive work environment.
6. Compliance: Ensure adherence to labor laws, regulations, and organizational policies.
Compliance helps in avoiding legal issues and maintaining ethical standards.
7. Organizational Culture: Build and maintain a positive organizational culture that
aligns with the company’s values and mission. A strong culture enhances employee
engagement and satisfaction.

types of organization structure for human resources

1. Functional Structure:
o Description: In a functional HR structure, HR activities are divided based on
specialized functions such as recruitment, training, compensation, benefits, and
employee relations.
o Advantages:

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 ▪ Specialization: Allows for deep expertise in each HR area.
▪ Efficiency: Streamlines processes and reduces redundancy.
o Disadvantages:
▪ Silo Effect: Can create communication barriers between departments.
▪ Limited Flexibility: May be less adaptable to changes in business
needs.
2. Matrix Structure:
o Description: This structure combines functional and project-based approaches.
HR professionals report to both functional managers and project or program
managers.
o Advantages:
▪ Flexibility: Facilitates collaboration across different functions.
▪ Resource Efficiency: Allows for dynamic allocation of HR resources
based on project needs.
o Disadvantages:
▪ Complexity: Can create confusion over reporting lines and authority.
▪ Conflict: Potential for conflicts between different managers’ priorities.
3. HR Business Partner Model:
o Description: HR professionals are embedded within business units or
departments and act as strategic partners to those units.
o Advantages:
▪ Alignment: Ensures HR practices are closely aligned with business
needs.
▪ Proactive: Allows for more tailored and responsive HR support.
o Disadvantages:
▪ Resource Strain: May require more HR resources to cover various
business units.
▪ Potential for Isolation: HR business partners might feel disconnected
from central HR functions.
4. Shared Services Model:
o Description: Centralizes HR administrative functions, such as payroll and
benefits administration, into a shared services center.
o Advantages:
▪ Cost Efficiency: Reduces duplication and administrative costs.
▪ Consistency: Provides standardized HR services across the
organization.
o Disadvantages:
▪ Impersonal: Employees may feel they’re dealing with a faceless entity
rather than a dedicated HR professional.
▪ Bureaucracy: Can lead to slower response times for HR issues.
5. Corporate HR and Regional HR Structure:
o Description: In this model, corporate HR handles overarching strategic HR
functions, policies, and standards, while regional or local HR teams manage
day-to-day HR activities and adapt practices to regional needs.
o Advantages:
▪ Balance: Combines strategic oversight with local flexibility.
▪ Adaptability: Addresses region-specific legal and cultural
considerations.
o Disadvantages:

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 ▪ Coordination Challenges: Requires effective communication between
corporate and regional teams.
▪ Potential for Divergence: Risk of misalignment between corporate
policies and regional practices.

Challenges in HRM Practices in Bangladesh

While there have been significant advancements in HRM practices in Bangladesh, several
challenges persist:

1. Lack of Professional HR Practices in SMEs: Small and medium-sized enterprises

(SMEs), which make up a large portion of the Bangladeshi economy, often lack formal
HR departments and structured HR policies.
2. Cultural Barriers: Traditional cultural norms, such as a preference for hierarchy and
authority, can impede the adoption of modern HRM practices.
3. Regulatory Challenges:Corruption and bureaucratic inefficiencies can hinder the
effective implementation of labor laws, particularly in sectors like construction and
manufacturing.
4. Skills Gap: Bangladesh faces a significant skills gap, particularly in sectors like
information technology (IT) and engineering. The education system, while improving,
often fails to produce graduates with the skills needed by the private sector.

Opportunities for HRM Development in Bangladesh

Despite these challenges, there are several opportunities for improving HRM practices in
Bangladesh:

1. Adoption of Technology: The increasing use of HR software and automation tools is

transforming HR practices in Bangladesh. Many large companies are using enterprise
resource planning (ERP) systems to manage HR functions more efficiently.
2. Focus on Employee Engagement: Organizations are increasingly recognizing the
importance of employee engagement in driving productivity and retention.
3. Growing Importance of Corporate Social Responsibility (CSR): The rising
emphasis on CSR, driven by both global pressures and local awareness, is encouraging
organizations to adopt more ethical HR practices.
4. Government and International Support: The Bangladeshi government, in
collaboration with international organizations like the International Labour
Organization (ILO), is working to improve labor conditions and promote fair
employment practices.

Skills for Employment Investment Program (SEIP)

The Skills for Employment Investment Program (SEIP) is a government initiative aimed at
enhancing the skills of the workforce to meet the needs of private sector enterprises. It is
implemented by the Finance Division of the Ministry of Finance in partnership with the Asian
Development Bank (ADB).

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 • Services and Impact: SEIP focuses on providing market-relevant skills training for youth and
existing workers, particularly in priority sectors like garments, textiles, construction, IT, and
healthcare. It partners with private sector organizations, industry associations, and training
providers to deliver the programs.
• Contribution to the Private Sector: SEIP ensures that private enterprises have access to a
pool of trained workers with the technical and soft skills required by the industries, addressing
skills shortages and improving productivity.

Bangladesh Employers’ Federation (BEF)

The Bangladesh Employers’ Federation (BEF) is the apex body representing employers in
Bangladesh. It plays a crucial role in promoting good labor practices and advocating for human
resource development in the private sector.

DCCI Business Institute (DBI)

The DCCI Business Institute (DBI) is a training institute under the Dhaka Chamber of
Commerce and Industry (DCCI). It focuses on developing human resources for small and
medium enterprises (SMEs) and other private sector organizations in Bangladesh.

Implementation of E-Governance
The e- govhas made significant strides in digitalizing public administration through the
implementation of e-governance initiatives. The adoption of technology in government
departments and public entities has transformed traditional managerial practices, making
them more transparent, efficient, and accessible.

and the more efficient use of resources.

Institutional Reforms and Decentralization

Institutional reform is another area where the GoB has played a significant role in upgrading
managerial practices. By decentralizing administrative functions and empowering local
government institutions, the GoB has sought to improve public sector management and bring
decision-making closer to the people.

• Local Government Strengthening: The GoB has implemented reforms aimed at

decentralizing power to local government institutions, such as Upazila Parishads and Union
Parishads. These reforms provide local authorities with greater autonomy in decision-making,
budgeting, and resource allocation.
• Public-Private Partnerships (PPPs): The government has promoted PPPs as a way to
involve private sector expertise in the management and delivery of public services. PPPs help
bring modern management practices into public sector projects, particularly in infrastructure,
health, and education.

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Significance of human resource in changing
environment.
Human Resource Management (HRM) plays a pivotal role in shaping and sustaining
organizations, particularly in a constantly evolving business landscape. In this article, we delve
into the dynamic nature of HRM, exploring its evolution, challenges, adaptation strategies, and
its crucial role in employee development.

Challenges in the Changing Business Environment

The contemporary business environment is marked by technological advancements,
globalization, and a diverse workforce. Navigating these challenges requires HRM to be
agile and proactive. Technological integration, global talent management, and inclusive
HR practices emerge as key solutions.

Balancing Flexibility and Stability in HR Policies

Agile HR practices cater to the flexibility demanded by the changing
environment, while core HR policies provide stability. Striking a balance
ensures organizations can adapt without compromising their foundational
principles.

Employee Engagement in a Dynamic Environment

Employee engagement becomes a linchpin in retaining talent. Innovative
strategies, such as gamification and personalized development plans, boost
morale and productivity

Enhancing Organizational Culture

HRM plays a pivotal role in shaping organizational culture. Fostering a positive work
environment through open communication and employee-centric policies contributes to
a thriving culture.

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 Chapter 04
Define HRP.
Human resources planning is one of the most important elements in a successful HRM
programme. Human resources planning is the process by which an organisation ensures that it
has the right number and kind of people, at the right place, at the right time, capable of
effectively and efficiently objectives.

“Major managerial responsibility in HRP”

Human resource planning (HRP) is indeed a critical managerial responsibility because it involves the
strategic forecasting, planning, and management of a company’s most valuable asset—its people.
Managing Workforce Supply and Demand : Managers must assess both current and future workforce
supply against demand.
Cost Efficiency : Through HR planning, managers can budget more effectively for labor costs,
including wages, benefits, and training programs.

• Preparing for Change and Uncertainty : Businesses operate in dynamic environments, where
market conditions, technology, and regulations constantly evolve.
• Succession Planning: Managers must ensure that the organization has plans for future
leadership by identifying and developing internal talent. This ensures business continuity and
reduces the risk of a leadership vacuum during transitions.

The objectives and importance of HRP.

The objectives of (HRP): The basic purpose of having a man power plan is to have an accurate
estimate of the number of employees required, with matching skill requirements to meet
organizational objectives.
a. Forecast personal requirements: Man power planning is essential to
determine the future manpower needs in an organization.
b. Cope with changes: This changes may, often require the services of people
having requisite technical knowledge and training.
c. Use existing manpower productivity : By keeping an inventory of existing
personnel in an enterprise by skill level, training, educational qualification and
work experience.
d. Promote employees in a systematic manner : Man power planning provides
useful information on the basis of which management decides on the
promotion of eligible personnel in the organization.

The Importance of (HRP) : Human resources planning is highly important and useful
activity. If it used properly it offers a number of benefits:

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 a. Reservoir of Talent : The organisation can have a reservoir of talent at any
point of time.
b. Prepare people for future : people can be trained motivate and developed in
advance and this in meeting future needs for high-quality employees quite
easily.
c. Expand or contract : If the organization want ls to expand its scale of
operations, it can go ahead easily.

d. Cut costs: planning fatalities and preparation of an appropriate man power

budget for each department and division.

The different level in HRP.

Different institutions make HRP at different levels for their own purpose, of which national level.
Sectorial level, industry level, unit level, department level and job level are important.
1) National level: Generally government at the centre plan for human resources at the national
level.
2) Sectorial level: Man power requirement for a particular sector like agriculture sector,
industrial sector or tertiary sector are projected based on the government policy, projected
output / operations, etc.
3) Industrial level: Man power need a particular industry like comment, like cement, textile,
chemical and predicted, taking into account the operational level in the particular industry.
4) Unit level: The covers the estimation of human resources needs of an organisation or
company based on its corporate / business plan
5) Department level: The covers man power needs of a particular department in a company.

The process of HRP usually followed.

The process of HRP, usually followed in a large organisations, consists of the following steps;
➢ Forecasting the Demand for Human Resources : Most firms estimate how many employees
they require in future.
➢ Political, legal, social, technical changes: The demand for certain categories of employees
and skills is also influenced by changes in political, legal, and social structure in an economy.

➢ Competition : Companies Operating in fields Where a large number of players are bent cutting
each others throat often change their work forces.

➢ Organizational decisions: Their organisations strategic plan, sales and production forecasts
and new ventures must all taken into account in employment planning.

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The changes in external supply
Estimating changes in the external supply of human resources (labor supply from outside an
organization or geographic region) involves analyzing various external factors and data sources. Here’s
a step-by-step approach to estimate these changes:
1) Demographic Analysis:
• Population Growth Trends: Examine national or regional population data, including birth rates,
death rates, and age distribution. An increase in the working-age population signals a potential rise
in external labor supply.
• Immigration and Emigration: Analyze trends in migration. High immigration rates can increase
labor supply, while emigration can reduce it. Government policies on immigration are crucial
indicators.
• Educational Attainment: Review data on education levels and vocational training programs.
A higher percentage of individuals completing secondary or higher education indicates an
increase in the external supply of skilled workers.
2) Economic Indicators:
• Unemployment Rates: High unemployment rates suggest an excess supply of labour.
Monitoring changes in unemployment helps estimate labour market availability.
• Labour Force Participation Rate: This shows the percentage of the population that is actively
working or seeking work.
• Wage Trends: If wages are increasing, it may signal a tightening labour market (reduced
supply). Stable or declining wages could indicate an excess labour supply.

Discuss the types of HRP.

There are different types of human resource planning that organizations can adopt, depending on their
goals, environment, and time frame. Below are the key types of HR planning:
1) Strategic Human Resource Planning:

Focus: Aligning HR goals with the overall long-term strategy of the organization.
Time Frame: Long-term (3-5 years or more).
Work forces /man power planning :
Focus: Assessing and forecasting the number and type of employees needed to meet current and future
needs.
Time Frame: Can be short-term or long-term.

2) Operational Human Resource Planning:

Focus: Addressing immediate HR needs and day-to-day operations.

Time Frame: Short-term (6 months to 1 year).
3) Succession Planning:

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Focus: Identifying and developing future leaders within the organization.
Time Frame: Long-term, but with intermediate milestones.

The responsibilities, limitations in HRP.

Responsibility for HRP: Top level executives are responsible for manpower planning as it is one of
the important factors influence the success of an organisation.
❖ Assist and counsel operating managers to plan and set objectives.
❖ Collect and summarize man power data keeping long-run objectives and broad organisational
interest in mind.
❖ Monitor and measure performance against the plan and keep top management informed about
it.
❖ Provide proper research base for effective man power and organisational planning.

Limitations of HRP: The problem faced by human resources professional while preparing or
administration HR plans maybe summarized thus:
1. Lack of Accuracy :Projecting man power needs over a period of time is a complex
one. It’s not a possible to track the current and future tends correctly and convert
the same into meaningful actions guidelines.
2. Absence of Support : planning is generally undertaken to improve overall
efficiency,
3. Numbers game: HRP, in the final analysis, may suffer due to an excessive focus
on quantitative aspects.

Approach’s to HRP
Human Resource Planning (HRP) can be approached using various methods, each aimed at aligning
workforce supply with organizational demand. Here are the main approaches:

1. Quantitative Approach: Using statistical and mathematical models to forecast future

workforce needs.
2. Qualitative Approach: Assessing workforce needs based on skills, competencies, and
organizational roles. Involving managers to estimate future workforce requirements
based on experience.
3. Top-Down Approach: Driven by top management to align HR plans with the
organization’s strategic goals. Senior leaders define workforce requirements based on
business objectives, and HR executes the plan.
4. Bottom-Up Approach: Initiated at the departmental or operational level, where
managers provide workforce forecast.
5. Mixed Approach: Combining both quantitative and qualitative elements to achieve a
balanced HRP. Uses statistical data for workforce numbers and expert input for skills
and talent assessment.

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The supply of internal human resources
Forecasting the supply of internal human resources involves predicting the availability of current
employees to meet future organizational needs.
Skills Inventory : Cataloguing the skills, qualifications, experiences, and competencies of current
[Link] departments maintain a database or system that tracks employee skills, education,
performance, and certifications.
1. Employee Turnover Analysis : Analyzing historical turnover rates to predict the number of
employees who are likely to leave.
2. Performance Appraisals :Using performance reviews to assess employees’ potential for
advancement or redeployment.
3. Replacement Charts :A visual tool that shows the availability of current employees to fill key
positions if vacancies occur.
4. Succession Planning : A systematic process to identify and develop future leaders or key
employees for important roles
.

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 Chapter :05
Job analysis

job analysis:
Job analysis is the process of gathering and analyzing information about the content and the
human requirements of jobs, as well as, the context in which jobs are performed. This process
is used to determine placement of jobs. Under NU Values the decision-making in this area is
shared by units and Human Resources.

The techniques for designing jobs:

Answer: Basically there are four techniques used in the job analysis . these included :

a) Job simplication: job simplification is the process of removing tasks from

existing roles in order to make them more focused. The objective of work
simplification is to develop improved work methods that maximize output while
minimizing expenditure and cost. Let's look at an example of job simplification
at work.
b) Job enlargement : Job enlargement means increasing the scope of a job through
extending the range of its job duties and responsibilities generally within the
same level and periphery. Job enlargement involves combining various activities
at the same level in the organization and adding them to the existing job.
c) Job rotation : Job rotation is the practice of moving employees between jobs in
an organization. These rotations are predominantly lateral, meaning that they
happen between jobs on the same level and are not considered promotions. They
are also often temporary with people moving back to their original job after a
certain time.
d) Job enrichment : Job enrichment is a strategy used to motivate employees by
giving them increased responsibility and variety in their jobs. The idea is to allow
employees to have more control over their work. By doing so, one can tap into
their natural desire to do a good job and contribute to the overall goals of the
company.

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The process of job analysis
Answer: The major steps involved in job analysis are as follows:

a. Organisational analysis: First of all an overall picture of various jobs in the

organization has to be obtained. This is required, to fin the linkages. betweens jobs and
organisational objectives interrelationships between jobs and contribution of various
jobs to the efficiency and effectiveness of the organisation. The require background
information for this purpose is obtained through organisation charts and workflow
charts.

b. Selection of representative positions to be analysed: It is no possible to analyse all

the jobs. A representative sample of jobs is to be analysed keeping the cost and time
constraints in mind.

C. Collection of job analysis data: This step involves the collection d data on the
characteristics of the job, the required behaviour and personal qualification needed to
carry out the job effectively. Several techniques are available for collection of such
data. Care should be taken to use only reliable and acceptable techniques in a giver
situation.

d. Preparation of job description: This step involves describing the contents of the job
in terms of functions, duties, responsibilities operations, etc. The job holder is required
to discharge the duties and responsibilities and perform the operations listed in job
description.

e. Preparation of job specification: This step involves conversion the job description
statements into a qualification specification. Jo specification is a written statement of
personal attributes in terms traits and skills, training and experience needed to carry out
the job.

f. Conducting job evaluation: Each and every job of the organization has to be evaluated
in terms of other jobs of the said organization. Job requirements keep changing with
time.
3. The importance of job analysis in the context of our industries
Job analysis has been described as a fundamental instrument in the manpower management
programme. However, its importance may be well understood by narrating the areas of its
concentration as under:

a) Ensuring similarity in job title: If the same job is described or titled in different ways, in
different organizations, the management finds a great difficulty in the selection of personnel

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and pricing the jobs. Job analysis helps minimising this problem by introducing similarity in
job title in different organizations.
b) Clarifying methods and procedures of work: The jobs are studied scientifically in order to
study the duties and the tasks of the workers doing a particular job. Job analysis helps the
management to get a clear picture of workers' requirements in regard to the types of supply of
tools, machines and equipment.
c) Improving physical conditions of work environment: Job analysis helps the management to
provide the worker with optimum conditions for work by providing adequate work place with
good illumination and ventilation. It also helps the management to decide the ways by which
it can avoid unnecessary noise, humidity, dangerous, unhealthy and hazardous conditions of
work .
d) Delineating the relation of one job to other jobs Job analysis describes the skill involved in
doing a job as well as the characteristics required by the worker to do the job efficiently.

The objective of job analysis

Answer: Job analysis provides a way for organizations to fully understand the nature of a job.
It helps draft better job descriptions and develop effective training and development programs,
leads to a safer work environment and more effective and future-ready workforce planning,
and is pivotal in performance management.
Work or job simplification is the process of removing tasks from existing roles in order to make
them more focused

The method of job analysis

Answer:
1. Observation Method:
Three methods of Job Analysis are based on observation. These are- Direct Observation; Work
Method Analysis, including time and motion studies and micro-motion analysis; and critical
incident method.
2. Interview Method:
It involves discussions between job analysis and job occupants or experts. Job analysis data
from individual and group interviews with employees are often supplemented by information
from supervisors of employees whose jobs are to be analysed.
3. Daily Method:
It requires the job holders to record in details their activities on a daily basis

4. Technical Conference Method:

In this method, services of the supervisors who possess extensive knowledge about a job
are used with the help of a conference of the supervisors. The analyst initiates discussion
which provides details about the job.

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5. Functional Job Analysis (FJA):

It is a method that uses precise terminology and a structured job analysis “schedule” to
record information regarding the job content. It is especially useful to the recruiting and
selection functions.

5. the job analysis scenario in Bangladesh :

Answer: The three main scenarios in which a professional might perform a job analysis
include creating job descriptions or combining positions. Human resources professionals
recruiting and hiring job candidates .

Casual visit to public and private sector enterprises in Bangladesh shows that the subject has
not attracted adequate attention for which many a times labour management relations become
bitter. Our neighbour India also appear to have lacked in this respect. N.R. Chatterjee has drawn
attention of the authorities to this matter because in his views, this deserves serious
considerations if harmonious labours management relation is to be promoted for improving
product quality and for reducing cost of production. Practising business executives also feel
the same way. India has a big product market and many of the developing countries are allured
by its market size.

The different aspects of job analysis

Manpower Planning

Job analysis is a qualitative aspect of manpower needs, as it determines job requirements in

terms of skills, qualities and other human characteristics. This facilitates the division of labor
into different occupations.

Recruitment, Selection and Placement

In order to hire a good person for the job, it is very important to know the requirements of the
job and the qualities of the person who will be doing the job. Information on these two elements
comes from the job description or job description and helps management to tailor the job
requirements as closely as possible to the attitudes, skills, interests of employees, etc.

Training and Development:

Job analysis determines standard levels for job performance. Helps manage learning
development programs.

Job Evaluation
Job analysis provides the basis for job evaluation. The purpose of a job appraisal is to determine
the relative value of the job which in turn helps determine job compensation.

Performance Appraisal
Job analysis data provides a clear standard of performance for each job. Employee performance
can be objectively evaluated against the job performance standard.

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Job Designing
Industrial engineers may use the job analysis information in designing the job by making the
comprehensive study of the job elements.

Safety and Health

Management can take corrective actions to ensure the safety of workers and reduce the risk of
various hazards to eliminate harmful conditions.

Promotions
The job analysis is mainly based on the effective policies. Effective policies may be formulated
in regard to promotions and transfers.

Employment Guidance
Job description, which is basically carried out on the basis of Job analysis, helps the aspirates
in ascertaining the job, for which they have the necessary ability and skills.

Labour Relations
Job analysis serves as the basis for resolving disputes that may arise due to quality of
performance expected of workers.

Sample job analysis

Job Title: Relationship Manager / Associate Relationship Manager Payroll, Retail Banking

The City Bank Limited.

Job Description / Responsibility The role is primarily responsible for developing business
of the department by bringing new companies as Payroll clients. Other key responsibility
of the role includes enhancing business from the current client base by expl oring cross
selling opportunities.

Achieve set target through various activities. Meet the target amount of asset and liability
products within specified timeline. Enhance cross-selling of asset and liability products
from 'current clients base by providing after-sales service .Visit to current and prospective
client premises regularly to enhance number of Payroll clients.

1. Job Nature: Full-time

2. Job Specification
3. Educational Requirements
4. 4 years reputed university with at least 4 years of relevant work experience.
5. Experience Requirements
6. At least 4 years(s)

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the manpower planning environment of Bangladesh

MANPOWER PLANNING. Manpower Planning is essentially the process of getting the

number of qualified employees and seek to place the right employees in the right job at
the right time, so that an organisation can meet its objectives. Manpower Planning or
Human Resource Planning is a forward looking function. Businesses rely on manpower
irrespective of size and industry. Interestingly, even when the organization of workers and
laborers has been around for centuries, these signs of manpower management are still new.

If you are a manager, then you must understand the importance of manpower planning in
HRM and how to maximize the utilization of the workforce for productivity and profits. It
is essential to know how manpower can be planned and aligned with the company’s goals
and visions. In this article, we will discuss manpower planning in detail.

2. Writes short notes :

a. Outplacing : Outplacement is a service that helps a terminated employee with the

transition to a new job, which can include resume writing, job search, and job coaching.
Outplacement can have benefits and costs for both employers and employees, as a part of
the total compensation cost of a company's labor force

b. laoffs : A layoff or downsizing is the temporary suspension or permanent termination

of employment of an employee or, more commonly, a group of employees (collective
layoff) for business reasons, such as personnel management or downsizing (reducing the
size of) an organization.

c. loaning : borrowed from someone or something for a period of time. This painting is
on loan from the National Gallery. an actor on loan from another sitcom. Some of the
workers were on loan as temporary staff

d. Work-sharing : a situation where the duties and the pay of one job are divided between
two people who work at different times during the day or week: Work-sharing gives
businesses an alternative to laying off staff.

e. Reduced work hour : Reduced work schedule means employment of les

a. Outplacing : Outplacement is a services

g. Turnover analysis : Turnover analysis assesses the dynamics associated with people leaving
or staying in an organization to identify: How many employees leave. The reasons why people
leave or stay. The cost of turnover related to a disruption of business continuity.
h. Replacement charts : Replacement charts are a technique used to estimate succession
planning to assist organisations in visualising important job positions/ roles, existing
employees and the current and oncoming future job positions. Positions are laid out besides
details like possible replacements, potential promotion and gender.
i. Markov analysis : Markov analysis is a method used to forecast the value of a variable
whose predicted value is influenced only by its current state, and not by any prior activity. In

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essence, it predicts a random variable based solely upon the current circumstances surrounding
the variable.
j. Succession planning : The term succession planning refers to a business strategy companies
use to pass leadership roles down to another employee or group of employees. Succession
planning ensures that businesses continue to run smoothly and without interruption, after
important people move on to new opportunities, retire, or pass away.

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 Chapter:06
Recruitment

Recruitment: Recruitment is a ‘joining process’ in that it tries to bring together job seekers and
employer with a view to encourage the former to apply for a job with the [Link] is the
process of actively seeking out, finding and hiring candidates for a specific position or job.

Sources of recruitment: There are two broad sources of recruitment-internal and external. A
Brief description of each source follows:
1. Internal sources of recruitment: Existing employees of an organization provide the internal
sources in the main. Whenever any vacancy arises, someone from within the organisation is
upgraded, transferred, promoted or even demoted. The major internal sources of recruitment
are as under:
a) Promotions and transfers: A transfer is a lateral movement within the same grade,
from one job to another. Promotion, on the other hand, involves movement of
employees from a lower level position to a higher level position .
b) Job posting: A job posting is the official advertisement of an open position for which
the company is actively seeking a new-hire.
c) Employee referrals: Employee referral means using personal contacts to locate job
opportunities. It is a recommendation from a current employee regarding a job
applicant.

2. External source of recruitment: The sources of recruitment that are used to hire people from
outside the organisation may be many but a few most important among them are discussed
below:

a)Advertisement: When an organisation desires to communicate to the public that it

has a vacancy, advertisement is one of the most popular methods used.
i. Internet ads
ii. Television and radio ads
iii. Newspaper ads
b)Employment Agencies: There are three forms of employment agencies-public
employment agencies, private employment agencies, and management consulting
firms.
c) Unsolicited applicants/walk-ins:The number of such applications depends on
economic conditions, image of the company and the job seeker’s perception of the
types of jobs.
d) Temporary help service: This can be a source of employees when individuals are
needed on a temporary basis. Temporary employees are particularly valuable in
meeting short-term fluctuations in personnel needs.
e) Campus recruitment: It is a method of recruiting by visiting and participating in
university campuses and their placement centres. Here the recruiters visit reputed

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 educational institutions with a view to pick up job aspirants having requisite technical
or professional skills.
f) Professional organizations: Organisations like the chambers of commerce and
industries, engineers,institutions, management associations, etc., may act as external
sources of recruitment.

Advantages and Disadvantages of Recruitment from

within the Organisation and Outside:
The advantages of recruiting from within an organisation may be :
1)Management can pick the right candidates having requisite skills
2)Management has knowledge about the suitability of the candidate.
3)A policy of preferring people from within motivates them to work hard and earn promotions.
4)The cost of recruiting is minimal.
The disadvantages of recruiting from within an organisation may be :
1)It may prove to be a blessing for inefficient candidates.
2)It discouragesentry for talented people. Existing employees may fail to inject necessary
dynamism to enterprise activities.

3)It may lead to infighting among employees aspiring for limited, higher-level positions in an
organization

4)Management is forced to select candidates from a limited pool.

The advantages of recruiting candidates from outside an organization

maybe:
1)People with special skills and knowledge could be hired to pave the way for innovative ways
of working.

2)The organisation has the freedom to select candidates with requisite qualifications.
3)It helps motivating employees to work hard and compete with external candidates.
4)Creation of a competitive atmosphere would compel people to give out their best and earn
rewards, etc.

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The disadvantage of recruiting candidates from outside an organization
maybe:
1)It takes time to advertise, screen and to select suitable employees.
2) Hiring costs could go up substantially in tapping multifarious sources of recruitement.
3)Existing employees who have put in considerable service may have the feeling that their
services have not been recognised and maybe demotivated.

4) There is no guarantee that the organisation, ultimately, will be able to hire suitable
candidates.

Alternatives to Recruitment:
1)Employee leasing: Employee leasing is an arrangement where an employee leasing
company supplies the workers a business needs, often on a short-term basis or for a longer term
on a per-project [Link] this case individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small firms because it helps avoid
expenses and problems of personnel administration.

2) Subcontracting: To meet a sudden increase in demand for its products and services,
sometimes, the firm may go for subcontracting, instead of expanding capacities immediately.
The firm can meet increased demand by allowing an outside specialised agency to undertake
part of the work to mutual advantage.

Constraints of Recruitment Efforts:

Some constraints on recruiting efforts as under, may limit HR managers’ freedom to recruit and select
a candidate of their choice.

1) Attractiveness of the job: If the position to be filled is attractive, recruiting a large

and qualified pool of applicants will not be difficult. On the other hand, if the job is viewed
as boring, hazardous, anxiety-creating, low-paying, lacking in promotion potential, will
seldom attract a qualified pool of applicants.
2) Image of the organization: If the image of the organisation is perceived to be low,
the likelihood of attracting a large number of applicants is reduced. On the other hand if the
image is high/positive, the company is expected to attract a large number of potential
candidates to apply.
3) Governmental influence: An employer cannot avoid legal restrictions on
following discriminatory recruiting policy based on non-job- related factors such as
religious or social background, gender or physical appearance.
4) Internal organizations policies: Policies such as “promote from within whenever
possible”, may give priority to individuals inside the organisation. Although this is
promising once one is hired, it may reduce the number of applications.
5) Recruiting cost:Recruiting efforts by an organisation may sometimes become expensive.
Continuing a search for long periods of time may not be possible because of budget constraints.

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 Accordingly, when an organisation considers various recruiting sources, it does so with some sense
of effectiveness in mind:

Chapter-07
Selection
Selection is the process of picking or choosing the right candidate, who is most suitable for a
vacant job position in an organization.

Types of Selection Tests

1. Intelligence Test

Intelligence test is used to judge the mental ability of the candidates

2. Aptitude Test

It measures the probability of performing the job in terms of how often and how well.

3. Personality Test

It is the measurement of personal characteristics of the candidates. It is also known as

personality inventory.

4. Interest Test

The personal interests such as like and dislikes are identified by interest test.

5. Situational Test

It evaluates whether a particular candidate can perform the job in a given situation.

6. Honesty Testp

Honesty test measures to what extent the information provided by the prospective candidates
is accurate.

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difference between selection and recruitment?

Discuss the selection process with the help of a

diagram.
Selection is the process of assessing candidates' qualities, expertise and experience to
narrow down the pool of applicants until you're left with the best person for the role.

Selection process diagram in bellow in:

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26 | P a g e
7 Objectives of Recruitment and Selection

Recruitment objectives lay the foundation for a targeted, efficient, and effective talent
acquisition strategy that not only fills immediate hiring needs but also supports the
organization's long-term success.

1. Talent Acquisition

The essence of recruitment is to find and hire the right talent. By leveraging job portals,
social media, and professional networks, businesses can scout for qualified candidates,
and adapt to job market trends to attract top talent.

2. Skills Alignment

Ensuring candidates possess the required skills for their roles involves analyzing job
standards, crafting precise job descriptions, and utilizing competency frameworks.

3. Cultural Fit

Finding candidates whose views and conduct match the company's culture is a crucial
objective when it comes to recruitment and selection.

4. Workforce Planning

This is the process of figuring out how many people will be needed in the future
workforce based on the company's goals and how the market is changing.

5. Cost Efficiency

Cost efficiency in recruitment involves minimizing lost costs, improving hiring

efficiency, and avoiding poor hires.

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 6. Legal Compliance

Recruiting and selecting employees is all about following the law. While hiring,
companies must obey anti-discrimination, labor, and equal work opportunity
regulations.

7. Enhanced Performance

Allocating employees to tasks that match their talents and abilities allows them to use
their capabilities to help the company succeed.

Interview

An interview is a question-and-answer type of round where a person asks

questions and the other person answers those questions.

Steps in the interview process.

Interview processes can vary depending on the company's practices and protocol, but
most interviews generally follow the same format, consisting of the following steps:

➢ Screening
➢ First interview
➢ Second interview
➢ Third interview
➢ The decision

1. Screening

Many employers conduct a preliminary interview to determine whether you're a viable

candidate for the job. The screening can be conducted over the phone or in-person and
typically lasts fifteen to twenty minutes.

2. First interview

Typically, the first interview is the first face-to-face meeting with your potential
employer. Their goal is to get to know you and assess your skills and experience in

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 relation to their needs for this particular role. The following stages typically make up
the first interview:

3. Second interview

If you've succeeded in impressing them in the first interview, you may be asked to
return for a second meeting. This meeting typically allows you to meet the different
department heads and sometimes tour the facility.

4. Third interview

Some employers prefer to conduct a third interview to help them make a final decision.
For this session, you should have gained some in-depth knowledge about the company
and how it runs day-to-day and maybe have an idea of how you'd fit into the existing
workplace culture.

5. The decision

The final step in the interview process, if the company wants to hire you, is usually a
job offer contingent upon your background check and references. The offer will usually
come in the form of a typed letter, but in some cases, you'll receive the offer in an email.

Background Check in interview

background checks include:

• Employment history
• Credit score check
• Financial status verification
• Universal background checks
• OIG background checks
• Criminal background
• Self check e-verification
• international background checks
• License and certification verifications
• Personal background checks

Reference check in interview

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 Reference checks are designed to weed out bad hires, empowering
employers with predictive data that ensures candidates are a good match
with their company. State-of-the-art reference check solutions, like
Crossing rely on proprietary technology that help automated an otherwise
tedious process, allowing for faster, more accurate, and more effective
reference checking.

[Link] short notes

➢ Preliminary interview: A preliminary interview is the first step of the interviewing
process hiring managers use it to screen candidates and decide who will move to the
next step of the hiring process. A preliminary interview typically lasts about 30 minutes.

➢ Application blank: an application blank is a highly structured interview in which

the questions have been standardized and determined in advance.

➢ Aptitude test: aptitude tests measure one's competence in logical reasoning,

numerical skills, or verbal ability; competency can be evaluated through problem-
solving tasks.

➢ Graphology tests: Graphology is a method of identifying, evaluating, and

understanding a person's personality through the patterns revealed by his handwriting.

➢ Polygraph tests: According to the American Psychological Association (APA),

polygraph tests measure a person's “heart rate/blood pressure, respiration, and skin
conductivity.

➢ Intelligence tests: Intelligence test, series of tasks designed to measure the capacity
to make abstractions, to learn, and to deal with novel situations.

➢ Reference checks: Reference checking is an objective evaluation of an

applicant's past job performance based on information collected from key
individuals (e.g., supervisors, peers, subordinates) who have known and
worked with the applicant.

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 Chapter-09(Training and Development)

Training:
Training is the act of increasing the skill of an employee for doing a particular job.
As jobs have become more complex, the importance of employee training has increased. When jobs
were simple, easy to learn, and influenced insignificantly by technological changes, there was little
need for employees to upgrade or alter their skills. The complexity of jobs increase the need for
training. Training widens job related knowledge of the employee. Employee becomes more sharp and
updates his knowledge through training. Training provides necessary instructions for performing the
current job efficiently.

Training and Development :

Training and Development in Human Resource Management is the process of acquiring knowledge,
skills, and attitude that helps improve employees’ job performance and enables future career growth.
Although training is similar to development in the methods used to affect learning, they differ in time
frames. Training is more present-day oriented, its focus is on individuals’ current jobs, enhancing
those specific skills and abilities to immediately perform their jobs. Training is job specific and is
designed to make employees more effective in their current job. Employee development, on the other
hand, generally focuses on future jobs in the organization.

Training and Education:

Training differs from education. Training is concerned with increase in knowledge, skill and abilities
of the employees in doing a particular job.
Education, on the other hand, broadens the mental faculties and horizon of knowledge. It is concerned
with enhancing general knowledge and motivating one to understand the total environment.

Training and Learning:

Learning in human resource management (HRM) refers to the process through which organizations
and individuals acquire knowledge and skills to improve performance and achieve organizational
goals.
Training is often understood as a learning experience. So, if we are to understand what training can do
to improve an employee’s job. Performance, we should begin by explaining how people learn.

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Four processes have been found to determine the influence
a model will have on an individual:
a)Attentional process: We tend to be most influenced by models that are attractive, repeatedly
available, that we think are important, or that we see as similar to us.

b) Retention process: A model’s influences will depend on how well the model’s action is
remembered even after the model is no longer readily available.

c) Reinforcement process: Individuals will be motivated to exhibit the modelled behavior if

rewards are provided. Behaviors that are reinforced will be given more attention, learned better, and
performed more often.

d)Motor reproduction process: After a person has learned a new behavior from model, the
watching must be converted to doing. This process then demonstrates that the individual can perform
the modelled activities.

Principles of learning:
1)Learning is enhanced when the learner is motivated: When the desire to
learn exists, the learner will exert a high level of effort. A motivated learner Will exert high
level of effort.

2) Learning requires feedback : Feedback, or knowledge of results, is necessary so

that the learner can correct her/his mistakes. Only by getting information about how I am
doing can I compare it against my goals and correct my deviations. And feedback is best
when it is immediate rather than delayed . Feedback can provide intrinsic motivation.

3)Reinforcement increases the likelihood that a learned behavior will

be repeated: The principle of reinforcement tells us that behaviors that are positively
reinforced (rewarded) are encouraged and sustained. It is desirable to convey feedback to the
learners when they are doing what is right to encourage them to keep doing it.

4)Practice increases a learner’s performance: When learners actually practice

what they have learned they gain confidence and are less likely to make errors or to forget
what they have learned.

5. Learning begins rapidly, then plateaus: Learning rates can be expressed as a

curve that usually begins with a sharp rise, then increases at a decreasing rate until a plateau is
reached. Learning is very fast at the beginning, but then plateaus as opportunities for
improvement are reduced.

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 6) Learning must be transferable to the job: If much of the skill developed in
the class room cannot be transferred to the job, the organizations suffer. Therefore, training
should be designed to foster transferability.

Importance of training:
Training is crucial for both individuals and organizations as it fosters growth, improves efficiency,
and ensures adaptability in a constantly changing environment. Here are key reasons why training is
important:

1)Economy in operations: Trained workers make better and economic use of

materials and machines. Wastages are minimized. This helps in reducing per unit cost of
production.

2)Minimization of supervision: The trained worker knows his job well. His work,
therefore, requires less supervision. The supervisor can devote his time for more urgent work.

3)Better performance: Training improves quality of work. It also helps in increasing

the productivity. So there is an increase in quality and quantity of output.

4)Increase in morale: One of the objectives of training is to change the attitude and
outlook of the workers. A trained worker’s morale increases because of the support and
encouragement he gets from his superior at the workplace. His opinion is respected. This
makes workers more loyal to the organization.

5) Uniformity in performance: Training provided to workers enables uniformity in

works and standarisation of methods in performing the jobs.

6. Effective control: Supervisors can easily delegate their power to the trained
personnel for the better managerial control.

Compare Between Training and Development

Training Development
Process of teaching someone It is a systematic process of
to develop skills and enhancing ability for overall
knowledge to improve the growth of personnel
job performance.
It is a short term learning It is a long term process.
activity.
It gives emphasize on the It gives emphasize in the
performance of certain job. progress of employees.
It is a task oriented process. It is a career oriented
process.
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Compare Between Training and Education

Training Education
Improves performance and Develops a sense of
productivity. judgement .
Pursuit of ability. Pursuit of knowledge .
Method of skill development. Method of gaining
knowledge.
Teaches certain task. Teaches general concept.
Short term process. Long term process.

Compare Between Training and Organization

Development

Training Organization
Development
A short term process. A long-term process .
It’s goal is to eliminate the It’s goal is to preparation for
lack in present skills. future job requirements.
Focus on developing Focuses on overall
knowledge and skills for capabilities & prepares
current job. employees for future
responsibilities.
Success is measured through Success is measured through
job performance. long-term growth & career
progression.

factors responsible for determining needs for training

Determining the need for training in an organization or any environment involves several
factors, typically aimed at bridging the gap between the current performance or knowledge and
the desired outcomes. Key factors include:

1. Performance Gaps: When employees or teams are not meeting performance

expectations or targets, training may be required to improve skills or knowledge.
2. Technological Changes: Rapid advancements in technology often necessitate training
to ensure employees are capable of using new systems, tools, or software effectively.

34 | P a g e
 3. New Hires or Role Changes: New employees or existing employees taking on new
roles may need training to understand job expectations, organizational culture, or
specific processes.
4. Compliance and Legal Requirements: Regulations may mandate certain types of
training (e.g., safety, anti-harassment, data protection) to ensure the organization
complies with the law.
5. Organizational Changes: Changes in company strategy, structure, mergers, or
acquisitions may require employees to learn new processes, cultures, or skills.
6. Employee Feedback: Regular feedback through performance reviews or surveys can
highlight areas where employees feel they need additional training or development.
7. Market or Industry Trends: Changes in the industry, customer demands, or market
competition can require training to stay competitive and relevant.
8. Job-Specific Skill Gaps: Identifying specific technical or soft skills that employees
need to enhance can also drive training needs (e.g., leadership development, customer
service skills).
9. Career Development Goals: Employees may require training as part of their personal
or professional growth plans, aiming for promotions or advanced roles.
10. Incident Reports: Recurring errors, accidents, or other issues can point to the need for
training in specific areas, such as safety or quality assurance..

On the job method:

1. Apprenticeship: People seeking to enter skilled trades to become IT specialist or
computer programmer, for example, are often required to undergo apprenticeship
training before they are elevated to managerial position.
2. Job Instruction Training (JIT): Preparing the trainees and telling them about the job
and overcoming their uncertainties can be ensured through instructions.
3. Coaching: The training of an employee by his or her immediate supervisor, is by far
the most effective management development technique. Unfortunately, many
managers are either unable or unwilling to coach those they supervise.
4. Job rotation: The job rotation refers to transfer of managers from one job to another
or from one department to another or from one section to another in a planned manner.
The transferred executive to new job has to assume the full responsibility and duty.
5. Understudy: It is a development technique to prepare a manager for taking over the
charge of his senior after his retirement, transfer promotion or death. This technique
provides an equally competent successor to a senior manager who is currently holding
the post.
6. Multiple management: Multiple management is also known as committee
management. Under this technique a committee consisting of some managers is
formed and given an assignment to study the company problems.

Off-the Job Methods

On-the-job development techniques are insufficient for the total development of executives
of any organisation. This gap can be bridged by adopting off-the-job development
techniques. The important off-the-job development methods are the following.

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1. Sensitivity training: This is the technique of bringing about a change in behaviour of
the executives through group processes. According to Edwin B. Flippo the objective,
of this technique is the "development of awareness of and sensitivity to behavioural
patterns of oneself and others."
2. Simulation exercises: Simulations are popular techniques of management
development. In this technique a duplicate work situation similar to the actual job
situation, is created and the trainee is given a particular role to find out solutions to the
problem and take decision.
3. Workshop: Under this technique a group of executives meet as per plan and discuss a
problem of common interest. The members of the group learn through others' viewpoint
and develop their knowledge by comparing their opinion with others.
4. Lectures: It is a very popular and simple method. The concepts, ideas, theories,
principles are explained through lectures. The speaker is an expert who collects the
materials and delivers a lecture to the trainee executives.
5. Coaching: Coaching is an activity of guiding a manager by a senior one. A senior
manager must play an active role in guiding and teaching skills. He tells him how to do
a job and corrects the errors. A senior manager is referred to as a coach.

[Link] by academic institutions: Some training institutions and universities run

management courses. They include degree as well as short term diploma courses. These
institutions / universities also hold conferences, seminars, workshops, lecture series and
other related programmes which help in management development.

[Link] analysis: The transactional analysis (TA) is an attempt to understand and

analyse the trainee's personality through communicative interaction. The interaction
between individual human beings is viewed as transactions, for instance, "I will do this for
you and you do that for me."

[Link] Games With computerized management games:

Trainees divide into five- or six-person groups, each of which competes with the others in
a simulated marketplace. Each group typically must decide, for example.
a. how much to spend on advertising.
b. how much to produce,
c. how much inventory to maintain, and
d. how many of which product to produce.

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Difference between on the job and off the job and off
the job

Executive Development Skills

The end goal of executive development is to teach new skills. Here are some of the skills
that a business can teach its employees through executive development techniques:

Communication

Communication is one of the most important skills for a leader, and executive development
can help develop this skill. With effective communication, a leader can help develop an
organisation by increasing a team's performance and resolving misunderstandings amongst
team members. It also helps in improving teamwork and encouraging collaboration.

Empathy

Empathy is an important virtue for a leader to develop. An empathetic leader can

understand their team members' feelings and solve their issues with compassion. Executive
development can help develop more empathetic leaders.

Ability to motivate

A good leader can motivate their team to perform well at work. They can use different
strategies, such as incentives or motivational speeches to do so. When a leader successfully
motivates their team, it may have the effect of improving morale and increasing
productivity rate.

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 Delegation

Delegation is a key skill set for a leader, as it in team management. You can develop this
skill over time through practice and guidance. Through executive development, executives
and managers can learn to delegate effectively. This may result in an increase in overall
productivity within the team.

Shorts Notes
(a) Sensitivity training: Sensitivity training is a method of group training that focuses on
helping participants develop a better awareness of group dynamics and their roles in the group.

(b) Job instruction training (JIT): Job Instruction Training (JIT) is a step-by-step ((1) Get
ready to instruct, (2) Prepare the learner, (3) Present the learning, (4) Try out learner performance, and
(5) Follow up) relatively simple technique used to train employees on the job.

(c) Case study: The case study is a method used as a part of, off-the-job managerial training and
development. It includes a detailed written description of a stimulated or real-life decision-making
scenario.

(d) Management games: management game is based upon a more or less realistic model of a
business situation which is used to simulate the outcomes of management decisions made by the
participants in the exercise.

(e) Simulation exercises: The purpose of a simulation exercise is to validate and enhance
preparedness and response plans, procedures and systems for all hazards and capabilities

(f) Multiple management: the meaning of multiple management is a plan of management

that permits employee participation in the formulation of policy.

(g) Understudy: an actor or other performer who learns the parts of others in a play, opera,
etc., so that he or she can replace them if necessary.

(h) Coaching: Coaching is a form of development in which an experienced person, called a

coach, supports a learner or client in achieving a specific personal or professional goal by
providing training and guidance

(i) Role playing: Role-playing allows a learner to assume the role or tasks of a job by
practicing or simulating real working conditions.

(j) Workshops: Workshops typically involve hands-on activities, facilitation techniques,

group discussions, simulations, and collaborative exercises, which allow participants to
explore, ideate, and participate in achieving their desired outcomes.

(k) Transactional analysis: Transactional Analysis (TA) is a theory developed by

psychiatrist Eric Berne that focuses on understanding human behavior and communication
patterns.

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 Chapter – 10
performance appraisal
A performance appraisal is a formal assessment process where an employee’s job
performance is evaluated over a specific period. The purpose is to provide feedback on
strengths, areas for improvement, and achievements. It typically involves setting goals,
reviewing outcomes, and discussing future development plans. Performance appraisals can
influence decisions about promotions, compensation, training needs, and career progression.

Objectives of Performance Appraisal:

1. Assess Employee Performance: Evaluate how well employees are performing their
duties in comparison to established standards.
2. Provide Feedback: Offer constructive feedback to employees to help them
understand their strengths and areas for improvement.
3. Set Goals: Help in setting future goals and performance standards that employees
should aim for.
4. Determine Compensation and Rewards: Provide a basis for decisions related to
promotions, salary increases, bonuses, and other rewards.
5. Identify Training Needs: Highlight areas where employees may need additional
training or professional development.

Characteristic Features of Performance Appraisal:

1. Systematic Process: It follows a formal and structured approach, typically involving
regular review cycles (e.g., annually or semi-annually).
2. Objective Criteria: Based on measurable performance indicators, such as
productivity, quality of work, adherence to deadlines, and teamwork.
3. Subjective Evaluation: Includes qualitative assessments of behaviors, attitudes, and
leadership qualities that may not be easily quantified.
4. Two-Way Communication: Involves dialogue between the employee and the
evaluator (e.g., manager), allowing both to discuss performance and expectations.
5. Continuous Feedback: While formal appraisals occur periodically, performance
feedback may be ongoing to facilitate timely improvements.

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The process of performance appraisal
1. Goal Setting:

At the start of the evaluation period, supervisors and department heads Goal setting
set performance goals, often a blend of company-wide and
department-specific objectives. These goals serve as the benchmarks
for evaluating employee performance.

2. Feedback from Colleagues:

Feedback from
• As the evaluation period nears its end, employees gather feedback
from colleagues, particularly those they work with closely. Colleagues
Feedback can be collected anonymously through tools like online
forms to ensure honesty and clarity.

3. Employee Self-Assessment:
Employee Self-
• Employees complete a self-assessment, reflecting on their Assessment
accomplishments and grading themselves based on the goals set at
the beginning. This self-assessment is submitted to the manager for
review.

4. Manager’s Assessment:
Manager’s
• The manager conducts an independent assessment of the employee’s Assessment
performance, either before or after reviewing the employee’s self-
assessment. This forms the basis for providing constructive feedback
and serves as preparation for the final discussion.

5. Discussion:

• A one-on-one meeting between the manager and the employee

follows. Together, they review each goal, discussing whether Discussion
the employee met, exceeded, or fell short of expectations. This
process ensures a thorough review of employee performance,
promoting growth, accountability, and alignment with
organizational objectives.

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Steps a HR manager should follow to ensure effectiveness in evaluating employees

a. Establish Performance Standards:

Performance standards align with departmental and
organizational goals, based on the position and designed to be
SMART (Specific, Measurable, Achievable, Relevant, Time-
bound).
b. Communicate Performance Standards:
Performance standards must be clearly communicated to ensure
understanding.
Employees should know if there’s a training period after which
they are expected to meet the established standards.
c. Measure Performance:
Numeric performance metrics (e.g., cost, quantity, timeliness)
are easier to measure, while soft skills (e.g., leadership) require
more nuanced methods.
DeCenzo, Robbins, and Verhulst emphasize that “what is
measured is probably more critical than how an aspect is
measured,” ensuring focus on what matters most.
d. Compare Performance to Standards:
Compare actual performance to standards, using accurate,
specific, factual, balanced documentation covering the entire
review period.
e. Discuss the Appraisal with the Employee:
Open discussion on performance, managing emotions and
expectations, especially in cases of disagreement.
Regular feedback minimizes surprises, and self-evaluations can
help prepare for differences in opinion.
f. Implement Personnel Action:
Decide on rewards (raise, promotion) or corrective actions
(training, termination) based on performance.

methods of performance appraisal using absolute standards.

Performance appraisal using absolute standards evaluates employees' performance against

fixed benchmarks or criteria rather than comparing them to other employees. This method
focuses on individual performance, assessing each employee's job behaviors, skills, and
outcomes against pre-determined standards.

There are several common methods of performance appraisal based on absolute standards:

• Essay appraisal : A performance appraisal method whereby an appraise writes a

narrative about the employee.
• Critical incidents: significant job related behaviors.

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 • Checklist appraisal: A performance appraisal type in which a rate check off the
attributes of an employee that apply.
• Graphic rating scale: A performance appraisal method that lists a number of traits
and a range of performance for each.
• Behaviorally- anchored rating scale: A performance appraisal technique that
generates critical incidents and develops behavioral dimensions of performance. The
evaluator appraises behaviors father than traits.

MBO as a modern method of performance appraisal.

Management by Objectives (MBO) is a modern method of performance appraisal that

focuses on setting and achieving specific, measurable goals collaboratively between
employees and their managers. It is designed to enhance performance by aligning individual
objectives with organizational goals and providing a clear framework for evaluating success.
Here's a detailed look at MBO as a performance appraisal method:

Key Features of MBO:

1. Goal Setting: Specific and measurable objectives are set for each employee, often in
collaboration with their manager.
2. Participation: Employees play an active role in setting their own performance
targets.
3. Ongoing Monitoring: Progress is tracked regularly, with feedback provided
throughout the appraisal period.
4. Evaluation: At the end of the appraisal period, performance is evaluated based on
how well the employee met their set objectives.
5. Feedback and Adjustments: Based on the results, feedback is provided, and new
goals may be set for the next period.

Advantages of Management by Objectives (MBO) as a Performance Appraisal Method:

1. Alignment with Organizational Goals:

o Ensures individual goals support broader organizational objectives, enhancing
overall performance.
2. Clarity and Focus:
o Provides clear, specific, and measurable goals, reducing ambiguity and
increasing productivity.
3. Employee Engagement and Motivation:
o Involves employees in goal-setting, fostering a sense of ownership and
boosting motivation.
4. Objective Performance Measurement:
o Evaluates performance based on the achievement of predefined, measurable
goals, reducing biases.

Disadvantages and Limitations of Management by Objectives (MBO) as a Performance

Appraisal Method:

1. Time-Consuming:
o The process requires significant time for setting goals, monitoring progress,
and providing feedback.

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 2. Overemphasis on Quantitative Goals:
o May focus too heavily on measurable outcomes, neglecting qualitative aspects
like creativity and teamwork.
3. Short-Term Focus:
o Can lead to a focus on immediate objectives at the expense of long-term
development and strategic goals..
4. Not Suitable for All Roles:
o Less effective for roles where performance is difficult to quantify or measure.
5. Pressure and Stress:
o Can create excessive pressure and stress if goals are unrealistic or overly
ambitious.

SHORT NATE:

a. Performance appraisal by peers: Peer appraisals are the process of evaluating team
members based on feedback from colleagues.
b. Confidential report: CONFIDENTIAL REPORT means all manuals, specifications,
drawings, letters, faxes, emails and any other material containing Confidential
Information.
c. Checklist and weighted checklist appraisal: The weighted checklist method is a
type of performance appraisal method that uses a list of behavioral statements or skills
that are relevant to the job
d. BARS : A BARS is a tool for evaluating employees in a defined set of performance
dimensions by comparing their behaviors with specific behavior
e. Leniency error: Leniency error is a psychological concept that refers to the tendency
of individuals to rate others more positively than they deserve, regardless of their
actual performance.
f. Inflationary pressure : iinflationary pressure is the pressure exerted on the economy
that increases prices.
g. Performance appraisal by consultants: Performance appraisal is a process for
evaluating and documenting how well an employee is carrying out his or her job.
h. Critical incident appraisal : A critical incident appraisal focuses on the essential
behaviors that determine whether a task is done well or poorly.
i. Graphic rating scale : A graphic rating scale (sometimes called a Likert scale) is a
performance appraisal method that lists desired traits and behaviors for each role, then
rates workers on each of those on a numbered scale
j. Group order ranking : The group order ranking method is a process where the
employer tends to put all the employees in a performance bracket and rank them
according to their performance.
k. Halo error : is the proclivity for positive impressions of a person, company, country,
brand, or product in one area to positively influence one's opinion or feelings.

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 Chapter:11
Motivation
Motivation is the process that initiates, guides, and maintains goal-oriented behaviours. For
instance, motivation is what helps you lose extra weight.

Objectives and Characteristics of Motivation

The objective of motivation is to create conditions in which people are willing to work with zeal,
initiative, interest and enthusiasm. It also creates conditions in which people work with a sense of
responsibility, loyalty, discipline and with pride and confidence so that the goals of an organisation
are achieved effectively
Motivation is a captivating concept. It is a fascinating but a complex phenomenon. The main features
of motivation are as follows:
▪ Motivation is goal-oriented;
▪ Motivation is a continuous process;
▪ Motivation may be positive or negative;
▪ Motivation may be monetary or non-monetary;
▪ Motivation may be considered in totality, not in piece-meal;
• Motivation is a psychological phenomenon which converts abilities into performance.

Sources of Motivation/Employee Wants

1. Pay or money: Pay or monetary compensation helps in satisfying physiological, security and egoistic
needs. In most industrial societies money is the incentive used frequently to stimulate workers for greate
production.
2. Security of job Because of current threat from technological change this-need is extremely high for
employees. Thus most employees want to feel secure in their job. They want to feel that they will be
protected against loss of job and earnings.

3. Praise and recognition It is important that the employee be recognised and praised for his job well
done.

4. Competition: Competition may be used as an incentive in stimulating certain types of desirable

behavior. An employee may compete with other employees or a member of the group.

5. Knowledge of results: A knowledge of result serves as an incentive to better performance and it also
facilitates learning the job.

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6. Participation: Participation is recognised as one of the best incentives for stimulating employee
efficiency and for enhancing job satisfaction.

7. Pride: The appeal of pride overlaps some of the incentives previously stated, such as competition and
praise. If a person wins in a competition with others or receives praise, part of his satisfaction can be
attributed to pride.

8. Delegation of authority Delegation of substantial amount of authority proves to be a strong motivating

factor. It gives birth to pride in the minds of employees.

9. Cultural variation Cultural variation makes differences in human motives. There are significant
differences in the culture of say Bangladesh and Pakistan.

10. Social factor: Social satisfaction represents an important aspect of totality of benefits. They may
evolve from organisational elements..

Assumptions about motivation

Assumptions about motivation refer to the underlying beliefs or ideas that explain why people are
driven to act in certain ways or pursue specific goals. Various psychological and management theories
offer different assumptions about what motivates individuals. Here are some key assumptions from
prominent theories:

# 1. Maslow's Hierarchy of Needs

- **Assumption**: People are motivated by a hierarchy of needs, starting from basic physiological
needs to more complex needs like self-actualization.
- Key Needs
1. Physiological (food, water)
2. Safety (security, stability)
3. Love/Belonging (relationships)
4. Esteem (respect, achievement)
5. Self-actualization (personal growth)

2. Herzberg’s Two-Factor Theory

- Assumption: Motivation is influenced by two sets of factors: hygiene factors(which can prevent
dissatisfaction) and motivators (which encourage satisfaction).
- Hygiene factors: Salary, work conditions, company policies.
- Motivators: Achievement, recognition, work itself.

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# 3. McGregor’s Theory X and Theory Y
- Theory X Assumption: People are inherently lazy, avoid work, and need to be controlled and
closely supervised.
- Theory Y Assumption: People are naturally motivated, seek responsibility, and can be self-
directed if given the right environment.
- Implication: Managers who subscribe to Theory X tend to micromanage, while those with a
Theory Y view delegate more and create an environment of trust.

# 4. Equity Theory (Adams)

- Assumption: People are motivated by fairness, and they compare their input-to-output ratio (effort
vs. rewards) with others.
- Equity: Exists when people perceive they are receiving fair treatment relative to others.
- Inequity: Causes dissatisfaction and reduced motivation.

#5. Goal-Setting Theory (Locke)

- Assumption: People are motivated by setting specific, challenging goals that are attainable and
measurable.
-Key components
- Specificity of goals.
- Difficulty (challenging but realistic).
- Commitment to goals.
- Feedback on progress.

Theory X Assumptions (Negative View of People)

1. People inherently dislike work: Work is seen as something to be avoided if possible. People are
naturally lazy and try to avoid exerting effort.
2. People must be controlled and directed: Because people dislike work, they must be coerced,
controlled, or threatened with punishment to get them to work effectively.
3. People avoid responsibility: Most people prefer to be directed rather than take on responsibility.
4. People are motivated primarily by money and job security: Extrinsic factors, such as financial
rewards and job stability, are the main drivers for employees under Theory X.

#Theory Y Assumptions (Positive View of People):

1. People find work natural and enjoyable: Work can be as natural as play or rest. Given the right
conditions, people will seek out and enjoy work.

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2. People are self-motivated: Employees will be motivated to achieve organizational goals when they
are committed and can take pride in their work.
3. People seek responsibility: Rather than avoiding responsibility, many people are willing to take on
more responsibility and see it as a source of fulfilment.
4. People are motivated by higher-level needs: Besides financial rewards, people are motivated by
intrinsic factors like personal growth, achievement.

Human factors that affect management

Here’s how some key human factors influence management:
1. Motivation
Motivation affects employee productivity, engagement, and loyalty. Misunderstanding motivational
drivers can lead to low morale and poor performance.
2. Communication
Miscommunication leads to confusion, errors, and disengagement, while effective communication
helps align goals and improve team dynamics.
[Link] Intelligence (EI)
Managers with high emotional intelligence can build stronger relationships, manage conflict, and
create a positive work environment.
[Link] Style
Different leadership styles (e.g., autocratic, democratic, transformational) have distinct effects on
team motivation, trust, and creativity.
[Link] Dynamics
Poor team dynamics can lead to reduced productivity, low morale, and frequent misunderstandings.
[Link] and Attitudes
Misperceptions about fairness, recognition, or leadership can lead to dissatisfaction and turnover.
[Link] Resolution
Conflict is inevitable in any workplace. Managers who handle it well can prevent issues from
escalating and maintain a healthy work environment.
[Link] and Credibility
Trust is essential for effective management. Managers who are transparent, fair, and reliable inspire
loyalty and cooperation.

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[Link] between motivation and commitment.

Motivation is the inspired initiative to start a task. It is fueled by desire for engaging in a behavior to
achieve goal. Commitment goes beyond desire. It is dedication to following through with behaviors
and actions that will lead to the accomplishment of that goal.

[Link] technique of motivating employee.

One of the most challenging aspects of retaining engaged employees who consistently and
sustainably perform well is employee motivation. A leader’s ability to motivate employees
will determine how well they engage and retain employees, how well those employees
perform, and how satisfied they are with their jobs.
Here are 15 effective employee motivation techniques leaders can use to keep their team
members motivated:
1. Be Flexible
2. Build Trust
3. Empathize
4. Communicate
5. Exchange Feedback
6. Listen
7. Delegate
8. Address Conflict ASAP
9. Be Consistent
10. Be Adaptable
11. Commit To Growth
12. Recognize Achievements
13. Offer Incentives and Rewards
14. Focus on Purpose
15. Foster Belonging

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 Chapter 12
Reward
1. Reward
Payoff for efficient and effective performance may be regarded as reward. The most obvious
reward employees get from work is pay, and we will spend the major part of this chapter
addressing pay as a reward. However, rewards also include promotions, desirable work as
assignments, and a host of other less obvious payoffs a smile, acceptance by a peer, a covert
or overt implication that you are doing a good job, or a kind word of recognition.

2. Typs Of Rewards
There are a number of ways to classify rewards. Three of the more typical dichotomies are:
intrinsic versus extrinsic rewards, financial versus nonfinancial rewards, and performance-
based versus membership-based rewards. These categories are far from being mutually
exclusive.
1. Intrinsic versus Extrinsic Rewards: The satisfactions one gets from the job itself are its
intrinsic rewards. These satisfactions are self-initiated rewards, such as having pride in one's
work, having a feeling of accomplishment, or being part of a team. The techniques of flex
time, job enrichment, shorter work-weeks, and job rotation, can offer intrinsic rewards by
providing interesting and challenging jobs and allowing the employee greater freedom.
[Link] versus Nonfinancial Rewards: Rewards may or may not enhance the
employee's financial well-being. If they do, they can do this directly-through wages, bonuses,
profit sharing, and the like; or indirectly- through supportive benefits such as pension plans,
paid vacations, paid sick leaves, and purchase discounts.
[Link]-Based versus Membership-Based Rewards: The rewards that the
organization allocates can be said to be based on either performance criteria or membership
criteria. While the managers in most organizations will vigorously argue that their reward
system pays off for performance, you should recognize that this is almost invariably not the
case. Few organizations actually reward employees based on performance. However, without
question, the dominant basis for reward allocations in organization is membership.
3 Qualities of Effective Rewards
We can identify qualities that an effective reward system should have Research indicates that rewards
work best when they are individualized t reflect differences in what employees consider important, are
perceived as
1. Rewar
2. Intric
3. Oretter yo
4. Man
5. Fofurane
6. wering
7. Opportuniti for personal
8. Ingine hip haud

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 9. Chit-of-Eving
10. Labor matn
11. Incentive plans
12. Performance
13. Polit
14. Extrinsic
15. office Samidings
16. Putened lasch
17. Amgal spaces
18. progtams
19. Prefered work
20. Services
21. Owe scntary
equitable, are visible and flexible, and can be allocated at a relatively low cost. We will expand on
each of these properties.
1. Importance: No particular reward is universally important to all employees. Money, for example,
can have a very different meaning to different people. It may to all represent basic security and love,
power, a measure of one's achievements, or merely the means to a comfortable life style. To some
employees, a taka 1000.00 ₫ month pay raise would be very important. Other employees, in the same
job and at the same salary level, might far prefer an extra week of vacation.
ally
This difference among employees was substantiated in a study undertaken at a public utility in the
U.S.A. One hundred and fifty employees were asked to rank their preference for rewards. It was
found that the employees, in general, rated extra vacation as most preferred, followed by pay, a
pension
3. Seniority: Seniority, job rights, and tenure dominate most civil service systems and while they do
not play as important a role in business organizations, there is evidence that length of time on the job
is a major factor in determining the allocation of rewards. Seniority's greatest virtue is that, relative to
other criteria, it is easy to determine. We may disagree as to

Criteria On Which Rewards Can Be Distributed

Let us now consider the realities of reward distribution. So far, we have presumed that
management allocates rewards based solely on employee performance, though we noted in our
discussion of performance-based rewards that this is a fallacy. Most organizations helieve their
rewards system is designed to pay off for merit. The problem is that we find differing
definitions of merit. Deserving rewards may take into consideration such factors as
intelligence, effort, or seniority. The problem is that what is deserving may differ from what is
excellent. A major contributor to the problem is undoubtedly the difficulty of defining
excellence. If excellence is performance,
1. Performance: The principle of paying for performance is so logical and so deeply instilled
in our value system that few attack it. Like apple ple, motherhood, and the flag, the allocation
of rewards on the basis of performance is a revered concept in organizations. But, as
described above, there are major difficulties in measuring performance.
2. Effort: It is not uncommon for a report card in a factory to include effort as one of the
categories used in grading workers. Organizations, however, rarely make their rewarding of
effort that explicit, yet it is certainly a major determinant in the reward distribution.

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3. Skills Held: Another practice that is not uncommon in organizations is to allocate rewards
based on the skills of the employee. Regardless of whether the skills are used, those
individuals who possess the highest skills or talents will be rewarded commensurately.
4. Job Difficulty: The complexity of the job can be a criterion by whichewards are distributed. For
example, those jobs that are highly repetitive and an be learned quickly may be viewed as less
deserving in rewards than hose that are more complex and sophisticated. Jobs that are difficult to
erform, require working odd hours, or are undesirable due to stress or inpleasant working conditions,
may have to carry with them rewards that are higher in order to attract workers to these activities.

[Link] short notes

Intrinsic
belonging to the essential nature or constitution of a thing.
Non financial reward
rewards and recognition beyond monetary compensation that motivate and satisfy employees.
Membership- based reward
a form of reward or loyalty currency earned by individuals through their ongoing
participation, purchases, or engagement with a particular program, service, …

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