HUMAN RESOURCE

MANAGEMENT
BY VISHWA BHATT
What is human resource ?
• The term human resource can be thought of as, the total knowledge,
skills, creative abilities, talents, competencies and aptitudes of an
organizations' work force, as well as the value, attitude, commitment
and beliefs of the individuals involved.
• Natural resource
• The term human resources are also regarded as human factor, human
asset, human capital and the like.
• The term labor and manpower had been used widely denoting mostly
the physical abilities and capacities of employees.
What is human resource management
• There are so many term that denote HRM , labor management, labor
administration, labor-management relation, employee – employer
relations, industrial relation, human resource management , human
capital management and so on….
• In simple sense, human resource management is employee people,
developing their resource, utilizing, maintaining and compensating
their services in tune with job and organizational requirement.
Definition of HRM:
• HRM as the field of management which has to do with planning,
organizing, directing and controlling the functions of procuring,
developing, maintaining and utilizing labor force such as –
A. Objectives for which the company is established are attained
economically and effectively
B. Objectives of all levels of human resource are served to the highest
possible degree,
C. Objective of society are duly considered and served
Functions of HRM

Functions of HRM
Managerial
Operative
1) Managerial functions:
I. Planning
II. Organizing
III. Directing
IV. Controlling
I. Planning :
• Pre determined course of action
• It determination of human resource programmes and changes in
advance that will contributed to org goals
• Involves planning of human resources, requirements, recruitment,
selection, training etc
• Forcasting human needs
II. Organizing
• Carry out the determined course of action
• Organization establishes relationship among the employees so that
they can collectively contribute to attainment of company goals
III. Directing
• Next logical function
• Leading and activating people
• HR manager has to co – ordinate with various mangers at different
levels as far as hrm is concerned
• Also co ordinate with other functions like management of material,
machine and money
IV. Controlling
• After P, O and D
• Controlling involves checking, verifying and functions are performed
in conformity with all plans and direction
• Actual with the plans
• If any correction is needed it should be treated in as manner like
taking interview
II. Operative functions
• Related to specific activity of HR viz, HR acquisition/employment,
development, compensation, engagement utilization, human relation, etc…

• All these functions are interacted by managerial function

1. HR acquisition/employment
2. Human resource development
3. Compensation/remuneration
4. Human resource engagement and utilization
5. Human relation, HR analytics, and other issues
6. Retention, separation and re-employement
1 HR acquisition/employment
First operative function .HR acquisition is concerned with securing and
employing the people possessing required kind and level of human
resources necessary to achieve the organizational objectives. Here are
some function,

A, job design and job analysis:

job design is the process of designing on the content of a job in term of
duties, responsibilities and the sociological and psychological factors
involved in the process of discharging the responsibilities
B. Human resource planning
Determining and assuring that the organization will have an adequate
number of qualified person, available at proper times, performing jobs
which would meet the needs of the organization and which would
meet the needs of the org,

• Estimate present and future requirement

• Calculate net present inventory
• Taking step
• Preparation of action programme to get human resource from the
outside of the organization
C, Recruitment
Searching for prospective employees and stimulating them to apply for
jobs in an organization,

• Identification of existing source of applicants and developing them

• Creation and identification of new sources of application
• Stimulating the candidates to apply for jobs in the organization
• Striking the balance between internal and external sources
D. Selection
• It is the process of ascertaining the qualification, experience, skill, knowledge etc of
applicant with a view to appraising his/her suitability to a job
• This functions include :
• Framing and developing application blank
• Creating and developing valid and reliable techniques
• Formulation interviewing techniques
• Checking of reference
• Setting up medical examination policy and procedures
• Line managers decisions
• Sending letters of appointment and rejection
• Employing the selected candidates who report for duty
E. Placement
• It is the process of assigning the selected candidate with the most
suitable job in terms of job requirement
• It is matching of employee specification with job requirement
• This functions includes:
• Counselling the functional managers regarding placement
• Conducting follow up study, appraising employee performance in
order to determine employee adjustment with the job
• Correcting misplacements, if any
F. Induction and orientation
• Induction and orientation are technique by which a new employee is
reestablished in the changed surrounding and introduced to the
practices, policies, purpose and people etc
• Acquaint employee with company philosophy, objective, policies,
planning and development, opportunity, product, market stand
• Peer, supervisor, subordinates
• Mould the employee attitude by orienting him to the new working
and social environment
2 . Human resources development
• It is the process of improving, moulding and changing the skills, knowledge,
creative ability, aptitude, values, commitment etc based on present and future
job and organizational requirement
• This functions includes,
A. performance management
It is the systematic evaluation of individual with respect to their performance on
the job and their potential for development it includes:
• Developing policies, procedure and techniques
• Helping the functional manager
• Reviewing of reports and consolidation of report
• Evaluating the effectiveness of various programme
B. Training
• It is process of imparting the employees the technical and operating
skills and knowledge it includes:
• Identification of training needs of the individuals and the company
• developing suitable training programme
• helping and advising line managers
• Imparting of requisite job and skills and knowledge to employees
• Evaluating effectiveness of training programmes
C. Management development
• Process of designing and conducting suitable executive development
programme
• Identification of areas
• Conducting development programme
• Motivating the executives
• Designing
• Using the service of specialist
• Evaluating the effectiveness
D. Career planning and development
• It is the planning of one’s career and implementation of career plans
by means of education, training, job search and acquisition of work
experiences it includes internal and external mobility:
• Internal mobility
• Vertical and horizontal movement of an employee within the
organization
• It consist of transfer, promotion and demotions
• Transfer : placing employee same level of the job
• Promotions : upward reassignment
• Demotion: downward reassignment
E. Organization development
• It Is a planned process designed to improve organizational
effectiveness and health through modifications in individual and
group behavior, culture and system of the organization using
knowledge and technology of applied behavioral science
3 compensation/remuneration
• It is the process of providing adequate, equitable and fair
remuneration to attract, motivate and retain the employees
• Includes,
• Job evaluation
• Wage and salary administration
• Incentive
• Bonus
• Social security measures
• Fringe benefits
Job evaluation
• Relative worth of job
A suitable JE technique
B classify jobs into various categories
C determining relative value of jobs
Wage and salary admiration
• This is the process of developing and operating a suitable wage and
salary programme. It, covers.
(a) Conducting wage and salary survey.
(b) Determining wage and salary rates based on various factors.
(c) Administering wage and salary programme.
(d) Evaluating its effectiveness.
Incentives
It is the process of formulating, administering and reviewing the
schemes of financial incentives in addition to regular payment of wages
and salary. It includes:
(a) Formulating incentive payment schemes.
(b) Helping functional managers on the operation.
(c) Review them periodically to evaluate effectiveness.
Bonus
It includes payment of statutory bonus according to the Payment of
Bonus Act,1965, and its latest amendments.
social Security Measures
Managements provide social security to their employees in addition to
the fringe benefits. These measures include:
(a) Workmen's compensation to those workers (or their dependents)
who involve in accidents.
(b) Maternity benefits to women employees.
(c) Sickness benefits and medical benefits.
(d) Disablement benefits/allowance.
(e) Dependent benefits.
(f) Retirement benefits like provident fund, pension, gratuity, etc.
Fringe Benefits
• These are the various benefits at the fringe of the wage. Management provides these
benefits to motivate the employees and to meet their life's contingencies. These benefits
include:
(a) Disablement benefit.
(b) Housing facilities.
(c) Educational facilities to employees and children.
(d) Canteen facilities.
(e) Recreational facilities.
(f) Conveyance facilities.
(g) Credit facilities.
(h) Legal clinic.
(i) Safety, Health, medical, maternity and welfare facilities.
(j) Company stores.
4 Human Resource Engagement and
Utilization
Motivation
Leadership
Communication
Participation, Empowerment and Quality Circles
HR engagement and utilization includes motivating, involving and
leading employees towards organizational mission and strategies.
Engagement and utilization of human resources would be by
communicating the organizational goals clearly.
5. Human Relations, HR Analytics, and other
Issues
• Industrial Relations
• Unions and Associations
• Grievance and Discipline
• Conflicts and Collective Bargaining
• HR Accounting, Audit, Research and Information
• Ethical and Contemporary Issues
Performance of Various functions of human resource management would
result in creation id development of human relations would in turn affect
the effective performance of human source management functions.
6. Retention, Separation and Re-Employment
• Retention Management is to retain competent employee
• Separations: Natural, Employee-initiated and Employer initiated
• Re-Employment
Role of HRM / Role of Human Resources
Manager:
The HR manger has to perform different roles at different levels in the
organization.
Human Resource manager plays a includes the following:
1 a conscience role
2 a counsellor
3 a mediator
4 a company spokesman
5 a company spokesman
6 the change agent
Skills/competences of HR manager
• Communication skills
• Organizational skills
• Decision-making skills
• Training and development skills
• Budgeting skills
• Empathetic skills
HUMAN RESOURCE DEVELOPMENT
• Among the Indian authors, T. Ventateswara Rao worked extensively on HRD. He
defines O in the organizational context as a process by which the employees of
an organization are. helped in a continuous, planned way to:
(i) Acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles;
(ii) Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and/or Organizational development
purposes;
(iii) Develop an organizational culture in which superior-subordinate relationship,
team work and collaboration among sub-units are strong and contribute to
the professional well-being, motivation and pride of employees.'
Goals of HRD
• The capabilities of each employee as an individual
• The capabilities of each individual in relation to his or her present role
• The capabilities of each individual in relation to his or her expected
future role
• Dyadic relationship between each employee and his or her supervisor
• team spirit and functioning in every organizational unit
• Collaboration among different units of the organization
• he organization's overall health and self-renewing capabilities which, in
turn, increase the enabling capabilities of individuals, dyads, teams, and
the entire organization.
The changing environment of HRM
• Globalization
• Cultural environment
• Technological advance
• Workforce diversity
• Corporate downsizing
• Changing skill requirement
Globalization
• Major Areas of Impact of Globalization on Human Resource
Development
Labor laws
Recruitment
Training
Expatriation
Communication
https://www.usemultiplier.com/blog/globalization-in-human-resourc
e-management
Cultural environment

• How does culture influence HR function ?

• There are sub culture within the culture
• Influenced by heredity, cultural experience, sub-culture experiences,
family experiences and unique personal experience
• Ex tata, birla
• Attitude of worker
• Time dimension – past, present and future
• Work ethics
• Confine themselves to certain occupation and religion
Technological advance

• Rapid technological change

• Innovation
• Technology and organizational structure
• New structure
• Impact on HR
Workforce diversity

• Gender, nationality, race, age, educational level

• Diversity in skill, knowledge and ability
Effective management of diversity provide
• Problem solving ability
• Creativity
• Gain competitive advantage
• reduced expectation
• Easy formulation of work team
Corporate downsizing

• Downsizing is the process of terminating multiple employees at the

same time. There are three major reasons that organizations conduct
downsizing: Cost reduction. Adoption of new technologies that
reduce the need for a large number of employee.
• workforce reduction, work redesign, and systematic strategy.
• Whenever an organization attempts to delayer, it is attempting to
create greater efficiency. The premise of downsizing is to reduce the
number of workers employed by the organization. HRM department
has a very important role to play in downsizing. HRM people must
ensure that proper communication must take place during this time.
They must minimize the negative effects of rumors and ensure that
individuals are kept informed with factual data. HRM must also deal
with actual layoff. HRM dept is key to the downsizing discussions that
have to take place.
Changing skill requirement

• recruiting and developing skilled labor is important for any company concerned
about competitiveness, productivity, quality and managing a diverse work force
effectively. Skill deficiencies translate into significant losses for the organization in
terms of poor-quality work and lower productivity, increase in employee
accidents and customer complaints. Since a growing number of jobs will require
more education and higher levels of language than current ones , HRM
practitioners and specialists will have to communicate this to educators and
community leaders etc. Strategic human resource planning will have to carefully
weigh the skill deficiencies and shortages. HRM department will have to devise
suitable training and short term programmes to bridge the skill gaps &
deficiencies.
• https://hrwale.com/2013/08/21/current-trends-in-human-resource-
management/
Unit 2 human resource planning
• What is HRP?
HRP is understood as the process of forecasting an organisation’s future
demand for, and supply of the right type of people in the right number
It is only after this that HRM department initiate the recruitment and
selection process
Sub system of total organisational planning
Process of HRP
• Forecasting personal need
• Assessing personal supply and matching demand – supply factors
through personnel-related programme
Environmental scanning
• Environmental scanning refers to the systematic monitoring of the external
forces influencing the managers monitor several forces but the following
are pertinent for HRP
• economic factors, including general and regional conditions.
• Technological changes, including robotics and automation.
• Demographic changes, including age, composition and literacy.
• political and legislative issues, including laws and administrative rulings.
• Social concern including child care, and educational facilities and priorities.
• By scanning environment for changes that will affect an organization,
managers can anticipate their impact and make adjustments early.
Organizational objectives and policies
• Specific requirements in terms of number and characteristics of
employees should be derived from organizational objective
• Once the organisational objectives are specified, communicated and
understood by all concerned, the fie department must specily its
objectives with regard to HR utilisation in the organisation, In
developing these djectives, specific policies need to be formulated to
address the following questions:
• 1. Are vacancies to be filled by promotions from within or hiring from
outside?
• 2. How do the training and development objectives interface with the
HR objectives?
• 3. What union constraints are encountered in HRP and what policies
are needed to handle these con-straints?
• 4. How to enrich employee's job? Should the routine and boring jobs
continue or be eliminated?
• 5. How to downsize the organization to make it more competitive?
• 6. To what extent production and operations be automated and what
can be done about those displaced?
• 7. How to ensure continuous availability of adaptive and flexible
workforce?
HR Demand forecast
• Demand forecasting is the process of estimating the future quantity
and quality of people required
• The basis of the forecast must be the annual budget and long-term
corporate plan, translated into activity levels for each function and
department. In a manufacturing company, the sales budget would be
translated into a production plan giving the number and type of
products to be produced in each period. From this information, the
number of hours to be worked by each skilled category to make the
quota for each period, would be computed. Once the hours are
available, determining the quality and quantity of personnel will be
the logical step.
• Demand forecasting must consider several factors- both external as
well as internal. Among the external factors are competition (foreign
and domestic), economic climate, laws and regulatory bodies,
changes in technology, and social factors. Internal factors include
budget constraints, production levels, new products and services,
organizational structure, and employee separations. Demand
forecasting is common among organizations, though they may not do
personnel-supply forecasting.
• Several good reason :
(1) quantify the jobs necessary for producing a given number of goods,
or offering a given amount of service
(2) Determine staff mix is desirable in the future
(3) Staffing level in different part of organization
(4) Prevent shortage of people
(5) Monitor compliances
Forecasting technique
• managerial judgement
• Ratio trend analysis
• Regression analysis
• Work force technique
• Delphi technique
• Flow models
• Others
1 managerial judgement
• Bottom up : Line manager submit their proposal to top management
• Top down : Top management to down
2 ratio trend analysis
• Ratio trend analysis involves studying past ratios and forecasting
future ratio making some allowances for changes in the organization
or its method
• This technique involves studying past ratios, say, between the number
of workers and sales in organization and forecasting future ratios,
 no. of employees ratio
year
production inspector inspector:production

-3 1500 150 01:10

actual
-2 1800 180 01:10

last year 2000 180 01:11

next year 2200 200 01:11

2 2500 210 01:12

forecast
3 2750 230 01:12
Regression analysis
• This is similar to ratio-trend analysis in that forecast is based on the
relationship between sales volume and employee size. However,
regression analysis is more statistically sophisticated. A firm first
draws a diagram depicting the relationship between sales and
workforce size. It then calculates regression line-a line that cuts right
through the center of the points on the diagram. By observing the
regression line, one can find out number of employees required at
each volume of sales
Work study technique
• Work study techniques can be used when it is possible to apply work
measurement to calculate the length of operations and the amount of
labor required
• Planned output for next year 20,000 unit
• Standard hours per unit 5
• Planned hours for the year 1,00,000
• Productive hours per man/year (ot,ab,idle time) 2000
• Number of direct worker 50
Delphi technique
• Greek oracle at city of delphi
• Group of experts
• Summarize various report and response
• Survey again after they receive feedback
• Agreement
Flow model
• Markov model / vacancy model
• Determine time that should be covered (shorten lengths of time are
generally more accurate then longer one
• Establish categories (states) ,to which employees can be assign
• Count annual movement (flows) absorbing : gains and losses to the
company , non absorbing : change in position level or employment
status
• Estimate the probability of transition from one state to another based
on past
Other forecasting techniques
• New venture analysis
HR supply forecast
• Supply forecast determines whether the HR department will be able
to procure the require number of personnel.
• Supply forecasting measures the number of people likely to be
available from within and outside an organization
• The supply analysis covers:
• Existing human resource
• Internal sources of supply
• External sources of supply
Present employee (existing)
Analysis of present employee Is greatly facilitated by HR audit
HR audit summaries each employee’s skills and abilities
The audit of non-managers are called skill inventories
Skills inventories
1 personal data age, gender, marital status.
2. Skills education, job experience, training.
3. Special qualifications membership in professional bodies, special
achievements.
4. Salary and job history present and past salary, dates of pay raises,
various jobs held.
5. Company data. benefit plan data, retirement information, seniority.
6. Capacity of individual- scores on 'psychological and other tests, health
information.
7. Special preference of individual geographic location, type of job.
HRIS
• A human resource information system (HRIS) is a systematic
procedure for collecting, storing, maintaining, retrieving and
validating data needed by an organization about its human resources.
The HRIS is usually a part of the organization's larger management
information system, (MIS). The HRIS need not be complex or even
computerized. But computerization has its own advantage of
providing more accurate and timely data for decision making.
Steps in implementing an HRIS
1 inception idea
2 feasibility study
3 selecting a project team
4 Defining the requirement
5 vendor analysis
6 package contract negotiation
7 training
8 tailoring the system
9 collecting the data
10 testing the system
11 starting up
12 running in parallel
13 maintenance
14 evaluation
Management inventories
• Work history
• Strengths
• weaknesses- identification of specific training programme needed to remove
the weaknesses
• Promotion potential
• Career goals
• Personal data
• Number and types of employees supervised
• Total budget managed
• Previous management duties
Internal supply
1 inflow and outflow
2 turnover rate
3 Condition of work and absenteeism
4 productivity level
5 movement among job
1 inflow and outflow
• The simplest way to forecast internal supply is the inflow and outflow
methods
2 turnover rate
• Number of separations during one year/average number of
employees during the year * 100
for example, if in a year, 30 out of an average force of 150 skilled fitters
of a company left, (20 per cent mover), and this trend continued, then
the company will have to recruit 110 fitters during the following pas, in
order to increase and hold the labor force at 200 in that year (50 extra
fitters, plus 40 to replace the 20 per cent separations of the average
200 fitters employed, plus 20 per cent to replace separations of the
recruits
3 condition of work and absenteeism
• Changes in conditions of work such as normal weekly working has,
overtime policies, the length and timing of holidays, retirement policy,
the policy for employing part-timers and shift systems need to be
assessed. Absenteeism is understood as unauthorized absence from
work. Stated differently, it amounts to absenteeism when an
employee is scheduled to work but fails to report for duty.
Mathematically, absenteeism is calculated thus:

Num of person – days lost/average number of person*number of

working days * 100
• Absenteeism obviously reduces the number of employees available
for work. If the absenteeism rate is four per cent, only 96 out of 100
people are available for work. The effect of absenteeism on the future
supply of labour should be allowed for, and trends in absenteeism
should be analysed to trace causes and prescribe remedial actions.
4 productivity level
• any change in productivity would affect the number of persons
required per unit of output. Increase in productivity will reduce the
requirement, and decrease in it would have the opposite effect.
• Let us assume the average sales per person in a year amounts to Rs:
500,000, Reviews of changes in productivity levels reveal that sales
per person have been increasing at the rate of 10 per cent per year. If
the next year's projected sales are Rs 500,00,000, there, would be, no
need for 100 sales persons (Rs 500,00,000 divided by Rs 500,000), but
rather for only 91, sales persons since, we expect an increase of rs.
5,50,000 in productivity per person.
5 movement among job
• Movement among Jobs Some jobs are sources of personnel for other
jobs. For example, secretaries may be obtained by the promotion of
typists, and branch managers are obtained from a pool of section
managers.
• Five new branch manager in seven years
External supply
• New blood and new experience will be available
• Organization needs to replenish lost personal
• Organizational growth and diversification create the needs to use
external sources to obtain additional number and type of employees
External supply
• New blood and new experience
• Replenish lost personnel
• Growth and diversification create the need to use external sources of
supply
Step 4 HR programming
• once an organization's personnel demand and supply are forecast, the
two must be reconciled or balanced in order that vacancies can be
filled by the right employees at the right time. HR programming, the
third step in the planning process , therefore, assumes greater
importance
Step 5 HR plan implementation
• HR plan into action
• For this there series of action planning ,
A recruitment, selection and placement
B training and development
C retraining and redeployment
D retention plan
E downsizing plan
F managerial succession planning
Retention plan
1 compensation plan
2 performance appraisal
3 employees leaving in search of green pastures (better career
opportunities)
4 employees leaving because of conflict
5 the induction crisis
6 shortage
7 unstable recruitment
Downsizing plan
• Where there is surplus workforce, trimming of labor force will be
necessary. The trimming or downsizing plan shall indicate:.
1 Who is to be made redundant and where and when;
2. Plans for re-development or re-training, where this has not been
covered in the re-development plan;
3 Steps to be taken to help redundant employees find new jobs;
4. Policy for declaring redundancies and making redundancy payments;
and
5 Programme for consulting with unions or staff associations and
informing those affected.
Managerial succession plan
• MSP includes training programmes and series of job assignments
leading to top positions
1. Analysis of the demand for managers and professionals by company
level, function, and skill.
2. Audit of existing executives and projection of likely future supply
from internal and external sources.
3. Planning of individual career paths based on objective estimates of
future needs, and drawing on reliable performance appraisals and
assessments of potential,
4. Career counselling undertaken in the context of a realistic
understanding of the future needs of the firm, as well as those of the
individual
5. Accelerated promotions, with development, targeted against, the
future needs of the business.
6. performance-related training and development, to prepare
individuals, for future roles as well as current responsibilities.
7. Planned strategic recruitment, not only to fill short-term needs but
also to provide people for development to meet future needs.
8. The actual activities by which openings are filled.
Step 6 control and evaluation
• Budget, targets and standards
JOB ANALYSIS
• “The process of determining by observation and study tasks, which
comprise the job, the methods and equipment used and the skills and
attitudes required for successful performance of the job”

• JA provides the following information about the job:

(i) Identity of the job in terms of its title and code number.
(ii) The operations and tasks involved in the job including their timing,
significance, complexity and sequence.
(iii)Location, physical setting, hazards and discomforts, supervision
given and received and other significant characteristics of the job.
(iv) Duties involved in the job along with the frequency of occurrence of
each duty
(v) Materials, methods and equipment used in performing the job.
(vi) How the job is performed, i.e., the nature of operations like
clearing, lift handling, drilling, feeding, driving, guiding, assembling, etc.
(vii) Relationship of the job with other jobs in the organization.
(viii) Human resource attributes required for performing the job, e.g.,
phys strength, education, mental skills, attitudes, experience, training,
etc.
Process of job analysis
• Step 1 organizational analysis:
Overall views in all job
Linkage between jobs and the organizational goals

Step 2 organizing job analysis programme

• Who will be in charge of programme and assign responsibility
Step 3 deciding the uses of job analysis information
• On the basis of the need, priorities and constraints of the particular
organization

Step 4 selecting representative jobs for analysis

It would be highly time consuming and costly to analyze all the jobs. It
is, therefore, desirable to select representative sample of jobs for the
purpose of detailed analysis. Priorities of various jobs needing analysis
can also be determined.
Step 5. Understand Job Design.
The job analyst should obtain information concerning the current
design of the representative job, For this purpose, current job
description and job specification, procedure manual, systems flow
charts, etc. can be studied

Step 6 collection of data

Characteristic of job and behavior
From there employees
Trade job analyst
Step 7 developing a job description
The information collected in the previous step is used in preparing a job
description. This is a written statement that describes job performance.
in brief the tasks, duties and responsibilities which needs to be
discharged for effective

Step 8 preparing a job specification

The last step in job analysis is to prepare a job specification or
employee specification. This is a written statement which specifies the
personal attributes in terms of education, training, experience and
aptitude required to perform the job.
Job description or position description
• is descriptive in nature and defines the purpose and scope of a job.

• Job description is a written record of the appropriate and authorized

contents of a job. It is a factual and organized statement describing
the job in terms of its title, location, tasks, duties, responsibilities,
working conditions, hazards and relationship with other jobs. It tells
us what is to be done, how It is to be done and why.
• The main object of a job description is to differentiate it from other
jobs and to set out its outer limits. Job description is an important
document as it helps to identify the job and gives a clear idea of what
the job is.
Uses of Job Description :
Job description is helpful in the following areas of human resource
management.
(1) Job grading and classification.
(2) Placement of new employees on a job.
(3) Orientation of new employees towards basic duties and
responsibilities.
(4) Promotions and transfers.
(5) Defining and outlining career paths
(6) Investigating accidents
(7) Locating faulty Work procedures and duplication of papers.
(8) Work measurement and work improvement.
(9) Defining the limits of authority.
(10) Health and fatigue studies.
(11) Developing performance standards.
(12) Establishing a common understanding of a job between management an (13)
Determining jobs for occupational therapy.
(15) Employee counselling and vocational guidance.
(16) Organizational change and development.
(17) Framing questions to be asked in the selection interview.
(18)Redressal of grievances relating to duties and responsibilities
Content of job description
1. Job identification
2. Job summary
3. Job duties and responsibilities
4. Working condition
5. Social environment
6. Machines, tools and equipment
7. Relation to other jobs
Guidelines for Preparing Job Descriptions
1. Give a clear, concise and readily understandable picture of the whole
job.
2. Describe in sufficient detail each of the duties and responsibilities.
3. Emphasize accuracy, brevity and simplicity rather than an elegant style.
4. Use active verbs. e.g., type letters, sort out mail, distribute mail, train
workers, etc. before each statement.
5. Avoid statements of opinion.
6. Examples of work performed may be quoted.
7. Indicate the extent of supervision received, and given.
8. Ensure that a new employee can understand the job by reading the job
Job specification
• Job specification or position specification or employee specification is
a statemen Of the minimum acceptable human qualities required for
the proper performance of a job.
• It is a written record of the physical, mental, social, psychological, and
behavioral characteristics which a person should possess in order to
perform the job effectively Physical characteristics include height,
weight, chest, vision, hearing, health, age, voice, poise, hand and foot
coordination, etc. Mental characteristics consist of general
intelligence, memory, judgement, ability to concentrate, foresight,
etc.
• Social and psychological characteristics comprise emotional stability,
flexibility, personal appearance, pleasing manners, initiative drive,
conversational ability, etc.

• Other personal characteristics include gender, education, family

background, job experience, extra-curricular activities, hobbies, etc.

• All these traits may be classified into three categories:

(a) Essential attributes which a person must possess.
(b) Desirable attributes which a person ought to posses.
(c) Contra-indicators which will become a handicap to successful job
performance.
Recruitment
• in simple terms, recruitment is understood as the process of
searching for and obtaining applicants for job, from among whom the
right people can be selected. involves attracting and obtaining as
many application as possible from eligible job-seekers
• Theoretically, recruitment process is said to end with the receipt of
applications, in practice the activity extends to the screening of
applications so as to eliminate those who are not qualified for the job.
Definition
• It is the process of searching for prospective employees and
stimulating them to apply for jobs in an organization.
Recruitment process

Evaluation
Planning Searching and control

Strategy Screening
development
1 recruitment planning
• Number
• Type of applicants to be contacted

1 number of contacts
Likely to contact more number of applicants
Companies calculated yield ratio (yRs)
• Type of Contacts
This refers to the type of people to be informed about job openings.
The type of people depends on the tasks and responsibilities involved
and the qualifications and experience expected. These details are
available through job description and job specification.
2 strategy development
• Make or buy (make : hire less skill , buy : hire skilled and professional)
• Technological sophistication (scan international and national level
through technology )
• Where to look ( local and regional markets )
• How to look : how to look refer to the method or sources of
recruitment (internal and external )
• When to look (time laps data)
Step 3 searching
Search activation : line manager verify the vacancy does exist and will
not exist
• Result in the flood of application and/or resumes
• Those who pass are invited for interview and unsuccessful applicants
must be sent letter of regret
Selling : communication here, organization walk a tightrope, talking
media,
Low creditability (employment exchange) high creditability ( adv in
magazine)
Selection of medium or media needs to be done with lot of care
Step 4 screening
• Screening of applications can be regarded as an integral part of the
recruiting process, though many view it as the first step in the
selection process.
• Even the definition on recruitment, we quoted in the beginning of this
chapter, excludes screening from its scope. However, we have
included screening in recruitment for valid reasons. The selection
process will begin after the applications have been scrutinized and
shortlisted.
• Firing of professors in a university is a typical situation.. Applications
received in response to advertisements are screened and only eligible
applicants are called for an interview! Interview is conducted by a
selection committee comprising the Vice-Chancellor, Registrar and
subject experts. Here, the recruitment process extends upto
screening the applications. The selection process commences only
later.
• The purpose of screening is to remove from the recruitment process,
at an early stage, those applicants who are visibly unqualified for the
job. Effective screening can save a great deal of time and money. Care
must be exercised, however, to assure that potentially good
employees are not lost and that women and minorities receive full
and fair consideration and are not rejected without justification. In
screening, clear job specifications are invaluable.
• The purpose of screening is to remove from the recruitment process,
at an early stage, those applicants who are visibly unqualified for the
job. Effective screening can save a great deal of time and money. Care
must be exercised, however, to assure that potentially good
employees are not lost and that women and minorities receive full
and fair consideration and are not rejected without justification. In
screening, clear job specifications are invaluable.

• legal necessity that applicants' qualifications be judged on the basis of

their knowledge, skills, abilities and interests required to do the job.
Step 5 evaluation and control
• Evaluation and control is necessary as considerable costs are incurred in
the recruitment process. The cos generally incurred are:
1 salaries for recruiters.
2. Management and professional time spent on preparing job description,
job specifications, advertisements, agency liaison, and so forth.
3 Cost of advertisements of other recruitment methods, that is, agency
fees.
4. Cost of producing supporting literature.
5. Recruitment overheads and administrative expenses.
6. Costs of overtime and outsourcing while the vacancies remain unfilled.
7. Cost of recruiting suitable candidates for the selection process,
Questions should always be asked as to whether the recruitment
methods, used are valid and whet' recruitment process itself is
effective,
Evaluation of Recruitment Process
• he recruitment process has the objective of searching for and
obtaining applications from job seekers sufficient numbers and
quality. Keeping this objective in mind, the evaluation might include:
1 Return rate of applications sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected.
Evaluation of Recruitment Methods
• The evaluation of recruitment methods might include:
1. Number of initial enquiries received which resulted in completed
application forms.
2. Number of candidates at various stages of the recruitment and
selection process, especially the shortlisted.
3. Number of candidates recruited.
4. Number of candidates retained in the organization after six months.
Selection
• Selection of an employee is a process of choosing the applicants,
who have the qualifications to fill the vacant job in an organization.
Selection is a process of identifying and hiring the applicants for filling
the vacancies in an organization
Selection process
1 environmental factor affecting selection
• Supply and demand in specific labor market
1 Preliminary interview
• Scrutiny the screening application
• elimination of unqualified application
• Also called as courtesy interview
2 Selection test
• Personality test
• Interest test (activity preference)
• Graphology test (hand writing test )
• Polygraph test (lie detector test)
• Medical test (fitness of candidate )
• Genetic screening (specific medical problems)
Choosing test
• Reliability
• Validity
• Objectivity
• Standardization
3 employment interview
4 reference and background checks
1 The prospect is likely to approach those persons who would speak
well about him or her
2. People may write favorably about the candidate in order to get rid of
him or her,
3. People may not divulge the truth about a candidate, lest it might
damage or ruin his or her career.
5 selection decision
• Used to narrow the number of candidates
• The final decision has to be made from the pool of individuals who
pass the tests, interviews and reference check
• 2003 infosys got 100k out of these they hired 10k
• Link to performance of new employee
6 physical examination
• Undergo physical test
• Fitness statement should be registered
Objective of test,
• Infectious diseases
• Perform the task or not
• Certain capabilities
• Endanger employers property
• Injuries or illness
7 job offer
• Give an offer of job through the appointment letter to candidate
• Letter contains a date by which appointee must report on duty
• Need reliving letter from previous employer
• Rejected applicants be informed about their non-selection
8 contract of employment
• After job offer has been made and candidates accepts the offers,
• Document called “attestation form” contain vital details and for future
reference
1 Job title.
2. Duties, including a phrase such as "The employee will perform such
duties and will be responsible to such a person, as the company may from
time to time direct“
3. Date when continuous employment starts and the basis for calculating
service.
4. Rate of pay, allowances, overtime and shift rates, method of payments.
5 Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
(i) paid holidays per year.
(ii) calculation of holiday pay
(iii) qualifying period.
(iv) accrual of holidays and holiday pay.
(v) details of holiday year.
(vi) dates when holidays can be taken
(vii) carryover of holiday entitlement.
(viii)maximum holiday that can be taken at any one time.
(ix) public holidays.
7. Sickness
(i) pay for time lost.
(ii) duration of sickness payments.
(iii) deductions of national insurance benefits.
(iv) termination due to continued illness.
(v) notification of illness (medical certificate).
8 Length of notice due to and from employee.
9. Grievance procedure (or reference to it).
10. Disciplinary procedure (or any reference to it).
11. Work rules (or any reference to them).
12. Arrangements for terminating employment.
13. Arrangements for union membership (if applicable).
14. Special terms relating to rights to patents and designs, confidential information and
restraints on trade after termination of employment.
15. Employer's right to vary terms of the contract subject to proper notification being given
9 concluding the selection process
1) Communicating to non selected candidates
2) Yet another development has taken place-a development that has
become a serious concern for HR managers. The issue relates to 'No
Shows' by selected candidates. These are the individuals who pass
through the selection rigor, receive employment offers, but fail to
report to duties, Every competent individual sits on multiple job
offers, picks up one and disappoints the remaining employers.
• 'No Shows' is the consequence of ever increasing job offers. Too many
jobs are chasing too few competent people. The rate of 'No Shows' is
alarming--ranging from 20 to 50 per cent.
• No shows cost money. Most senior level searches take anywhere
between four to seven months from getting the mandate to finalizing
the candidate. The search firms get paid by companies at different
stages of selection process. When the candidate backs out, it means
starting all over again--time as well as cost overruns for the
companies and search firms. It is additional cost for the companies
and for the search firms, it is loss of face, business and trust.
10 Evaluation of Selection Programme
• The broad test of the effectiveness of the selection process is the
quality of the personnel hired. A firm must have competent and
committed personnel.
• The selection process, if properly done, will ensure availability of such
employees. How to evaluate the effectiveness of a selection
programme? A periodic audit is the answer.
• Audit must be conducted by people who work independent of the HR
department. Table 7.5 contains an outline that highlights the areas
and questions to be covered in a systematic evaluation.