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UNIT I : PERSPECTIVES IN HUMAN MANAGEMENT
PAGE 14
DEPARTMENT OF MANAGEMENT STUDIES
JEPPIAAR ENGINEERING COLLEGE
(NBA Accredited & ISO 9001:2008 Certified Institution)
Rajiv Gandhi Salai, Chennai 600 119.
REGULATION 2013BA7204- HUMAN RESOUCE MANAGEMENT
UNIT 1 PERCEPTIVE IN HUMAN RESOURCE MANAGEMENT:
Evolution of human resource management the importance of the human factor objectives of human resource management role of human resource manager human resource policies computer applications in human resource management.UNIT 2 THE CONCEPT OF BEST FIT EMPLOYEE:
Importance of human resource planning forecasting human resource requirement internal and external sources. Selection process screening tests - validation interview - medical examination recruitment, introduction importance practices socialization benefits.
UNIT 3 TRAINING AND EXECUTIVE DEVELOPMENT:
Types of training methods purpose, benefits resistance. Executive development programmes common practices - benefits self development knowledge management.
UNIT 4 SUSTAINING EMPLOYEE INTEREST:
Compensation plan reward motivation theories of motivation career management development mentor protg relationships.
UNIT 5 PERFORMANCE EVALUATION AND CONTROL PROCESS:
Method of performance evaluation feedback industry practices. Promotion, demotion, transfer and separation implication of job change. The control process importance methods requirement of effective control systems grievances causes implications redressal methods.
TEXT BOOKS:
1. Decenzo and Robbins, Human Resource Management, Wilsey, 6th edition, 2001.
2. Biswajeet Pattanayak, Human Resource Management, Prentice Hall of India, 2001.
REFERENCES:
1. Human Resource Management, Eugence Mckenna and Nic Beach, Pearson Education Limited, 2002.
2. Dessler Human Resource Management, Pearson Education Limited, 2002.
3. Mamoria C.B. and Mamoria S.Personnel Management, Himalaya Publishing Company, 1997.
4. Wayne Cascio, Managing Human Resource, McGraw Hill, 1998.
5. Ivancevich, Human Resource Management, McGraw Hill 2002.
______________________________________________________________________________UNIT I: PERSPECTIVES IN HUMAN MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Definition of HRM
Prof. Jucius
The field of management which has to do with planning, organizing, directing and controlling various operative functions of procuring, developing, maintaining and utilizing a labor force such that the
Objectives, for which the company is established are attained economically and effectively
Objectives of all levels of personnel are served to the highest possible degree
Objectives of the community are duly considered and servedEdward Flippo
Personnel management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished
Management Essentials
ORGANISATION Group of people working together to achieve a common goal
MANAGEMENT Accomplishment of organisational objectives by utilizing physical & financial resources through the efforts of human resources.
RESOURCES - Factors of production which includes human and physical (materials, money, machinery) resources
HUMAN CAPITAL
Our employees are our greatest assets, and the ability to attract and retain them is the key driver of our future success.
The human capital can be defined as "the embodiment of productive capacity within people. It is the sum of peoples skills, knowledge, attributes, motivations, and fortitude. It can be given or rented to others, but only on a temporary basis; its ownership is non-transferable.
Complexity in managing people
Dynamic nature of the people
Every person is Unique
People are responsive
Importance of the human factor
Proper utilization of other resources
Help transform lifeless factors of production into useful products
Capable of enlargement
produce extraordinary things when inspired
Can help organisation achieve results quickly, efficiently & effectively.
The secret of their success is The way they treat their employees - Sony
Nestle CEO Every single person in the organization should ask himself or herself is there anything I can do to add a little more value to our organization
How important are people treated in the Organization.
Organization acquires the services from the Employees, Develop their Skills and motivate them to achieve the organization objectives.
HR - Productivity , Quality Work Life & Profit.
The Enterprise is People , Organization need people and People need Organization.
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
The importance of human factor can be discussed as follows:
a) Social Significance:
Proper management of personnel, enhances their dignify by satisfying their social needs. This it does by i) maintaining a balance between the jobs available and the jobseekers, according to the qualifications and needs; ii) providing suitable and most productive employment, which might bring them psychological satisfaction; iii) making maximum utilization of the resource in an effective manner and paying the employee a reasonable compensation in proportion to the contribution made by him; iv) eliminating waste or improper use of human resource, through conservation of their normal energy and health; and v) by helping people make their own decisions, that are in their interests.
b) Professional Significance:
By providing a healthy working environment it promotes teamwork in the employees. This it does by i) maintaining the dignity of the employee as a human-being; ii) providing maximum opportunities for personal development; iii) providing healthy relationship between different work groups so that work is effectively performed; iv) improving the employees working skill and capacity; v) correcting the errors of wrong postings and proper reallocation work.
c) Significance for Individual Enterprise:
It can help the organisation in accomplishing its goals by: i) creating right attitude among the employees through effective motivation; ii) utilizing effectively the available human resources; and iii) securing willing co-operation of the employees for achieving goals of the enterprise and fulfilling their own social and other psychological needs of recognition, love, affection, belongingness, esteem and self-actualisation.
Dynamic and growth-oriented organisations do require effective management of people in a fast-changing environment. Organisations flourish only through the efforts and competencies of their human resources. Employee capabilities must continuously be acquired, sharpened and used. Any organisation will have proper human resource management i) to improve the capabilities of an individual; ii) to develop team spirit of an individual and the department; and iii) to obtain necessary cooperation from the employees to promote organisational effectiveness.
It is the human resource, which is of paramount importance in the success of any organisation, because most of the problems in organisational settings are human and social rather than physical, technical or economic. Failure to reorganize this fact causes immense loss to the nation, enterprise and the individual. In the words of Oliver Sheldon, No industry can be rendered efficient so long as the basic fact remain unrecognized that it is principally human. It is not a mass of machines and technical processes, but a body of men. It is not a complex matter, but a complex of humanity. It fulfills its function not by virtue of some impersonal force, but a human energy. Its body is not an intricate maze of mechanical devices but a magnified nervous system.
People at work comprise a large number of individuals of different sex, age, socio-religious group and different educational or literacy standards. These individuals in the work place exhibit not only similar behaviour patterns and characteristics to a certain degree, but they also show dissimilarity. Each individual who works has his own set of needs, drives, goals and experiences. Each has his own physical and psychological traits. Each human being is not only a product of his biological inheritance but also a result of interactions with his environment. Family relationships, religious influences, racial or caste backgrounds, educational accomplishment, the application of technological innovations, and many other environmental-experimental influences affect the individual as he works.
People come to work with certain specific motives to earn money, to get employment, to have better prospect in future, to be treated as a human being while at the place of work. They sell their labour for reasonable wage / salary and other benefits. It is these people who provide the knowledge and much of the energy through which organisational objectives are accomplished.
The management must, therefore, be aware not only of the organisational but also employee needs. None of these can be ignored.
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT To provide, create, utilize and motivate employees to accomplish organisational goals.
To secure integration of individuals and groups in securing organisational effectiveness.
To create opportunities, to provide facilities, necessary motivation to individuals and groups for their growth with the growth of the organisation by training and development compensation.
To provide attractive, equitable, incentives, rewards, benefits, social security measures, to ensure retention of competent employees.
To maintain high morale, encourage value system and create environment of trust, mutuality of interests.
To provide opportunities for communication expression, participation, appreciation, recognition and provide fair efficient leadership.
To create a sense and feeling of belongingness, team spirit and encourage suggestions from employees.
To ensure that, there is no threat of unemployment, inequalities, adopting a policy recognizing merit and employee contribution, and conditions for stability of employment.
EVOLUTION:The concept of HRM emerged in the mid 1980s against the background of the works of famous writer on management like Pascale and Athos (1981) and Peters and Waterman (1982), who produced lists of the attributes that they claimed characterized successful companies.
I INDUSTRIAL REVOLUTION ERA
Use of Mechanical energy
Establishment of factories by employing large no. of people is done.
The place of work change from home to a central work area.
The method of production changed from manual to machine operations.
Drawbacks
Working & living conditions were unsatisfactory
Working hours adults 9-11 hrs per day.
Working hours children 14-15 hrs per day.
Labour commodity-human being.
II ERA OF TRADE UNIONISM
Group of employees began to get together to discuss their common problems.
Child labour
Long hours of work
Poor working conditions.
Economic problems.
III ERA OF SOCIAL RESPONSIBILITY
Robert owen believed that the social economic environment influence the physical, mental & psychological development of workers.
He believed that to increase productivity, one has to improve the working condition of the employees.
IV Scientific Management
F.W.Taylor is known as Father of Scientific Management.
Principles of F.W.Taylor
The development of a true science of each job.
Selection of the right person for right job.
Training a person to perform his job in a scientific management.
Friendly cooperation between the management and the organisation.
Taylors idea lead to a separate discipline called human engineering.
It is the study of people at work and work methods.
V Industrial psychological era
Hugo Munsterbergs is considered the father of industrial psychology.
He emphasised the use of psychology in the field of personnel testing, interviewing.
Hawthorne experiments were conducted during this era.
VI The Behavioural Era
Economics, History contributed to this era.
Abraham Maslow propounded a theory regarding an individual Hierarchy of Needs.
Personnel Specialist & Welfare Era
Assist the line management in Manning the organisation.
Providing a task force to render services to the benefit of the employees viz., transport, recreational services
Human Relation Era
Cultural & Social change.
Change in govt. & Labour relation.
Management Attitude (labour-commodity-assets)
Changing role of employees (master& servants, partnerships)
The American Society for Training & Development (ASTD) has developed a Human Resource Wheel in 1983 highlighting different functions of HRM leading to quality of work life, productivity and readiness for change. They are:
Training & Development
Organisation Development Focus
Organisation / Job Design Focus
HRP Focus
Selection & Staffing
Personnel Research & Information Systems
Compensation / Benefits Focus
Employee Assistance Focus
Union / Labour Relations Focus.
In 1984, Michigan School developed a human resource cycle that consists of four generic processes or functions. They are:
Selection
Appraisal
Rewards
Development.
Evolution of HRM
Early Period Growth Period Maturity Period Transition PeriodEarly Period Before 1900
Guild System Improving the working life of individuals were major concerns of reformers. Hiring, Firing, Training and Pay adjustment Decisions were made by individual Supervisors. Scientific Management studies conducted by Frederick W Taylor beginning of 1885 helped management to identify different ways of doing work and thus to increase worker productivity. Industrial Revolution - 1870 working condition , social patterns , and division of labor were significantly changed. Organization grew larger - Specialists Planning , Recruitment , selection , placement and purchasing Growth Period between 1900 1946
1908 unsafe working conditions & child labor enactment of laws in USA.
1910 - Growth of organization led to establishment of the first personnel department.
1910 1920 Right Man in the Right Job Placement theme.
Frank and Lillian Gilberth dealt task design and efficiency.
Early 1920 - Employee Counseling, Paid Holiday, Vacations and Sick Leave began.
Mid 1920 Elton Mayo conducted the Hawthorne studies impact of work groups on individual workers job evaluation for determining hourly wage rates were developed.
1930 major Labor which led to growth of Unions
During the Second World War major developments were made in selection and training methods.
Between 1940 1950 Importance of collective bargaining and union management relations expanded the responsibilities.
Maturity between 1946 and 1970
1946 Employment Act (USA) established.
1950 rapid growth in pension plans
1960 1970 legal requirements and constraints arising from the social legislation changes in the HR department polices and practices.
Legal Ramifications More professional.
Revised selection and testing procedures and reassessed training needs and criteria
Transition 1970 till date
Responsibility of the every manager management of of human resources
Human Resources as the valuable assets
Shift from the management practices like two way communication MBO, Quality circles , employee centered leadership- paved way to transform from the personnel management to HRM.
Welfare focus on the Efficiency.
Computerization of HR activities recevive more attention.
400 BC Historical Babylon -Incentive wage plans
A wage system which provides additional pay for
qualitative and quantitative performance which exceeds
standard or normal levels. Also known as incentive wage system.
1650 BC Principle of Division of Labor China
1200 BC Span of Management Moses
4th century Kautilya - Systematic Management
Prior
Industrial
RevolutionStatus of labor was low. (Guild System Craftsman ,
Journeyman and Apprentice. ) Beginning of HRM
Selection, Training and Development of workers of
collective bargaining for wages and working
conditions.
Laissez FaireIndustrial system were characterized by Factory
System. (a change from cottage system).
Deteriorated the Employer Employee Relationship
due to the unhealthy work environment, Monotony,
Personnel
ManagementHistory , major importance was given to the
Personnel Management . Great Depression 1920-21
throw many people from jobs 1923 started giving
more importance in their core functions.
The Harvard Framework of HRM was developed by Beer in 1984. It suggested that HRM has two characteristics features: a) Line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policies; b) The personnel function has the mission of setting policies that govern how personnel activities are developed and implemented in way that make them more mutually re-enforcing. The Harvard model has integrated the history and practice of HRM, particularly emphasizing HRM as a general management function rather than personnel function only. HRM policy should evolve taking into consideration stakeholder interest and situational factors, which will lead to HRM outcomes like commitment, congruence and cost effectiveness. This ultimately will lead to long-term consequences like individual well being, organisational effectiveness and societal well-being which in turn will impact the stakeholder interest and situational factors and also the HRM policy choices.
Walton (1985) has further expanded the concept of HRM stating that the new HRM model is composed of policies that promote mutuality mutual goals, mutual influence, mutual respects, mutual rewards and mutual responsibility. The theory propounds that policies of mutuality will elicit commitment, which in turn will yield both economic performance and greater human development.
David Guest (1987-1991) has taken the Harvard model and developed it by defining four policy goals which can be used as testable propositions:
Strategic Integration.
High Commitment
High Quality
Flexibility.
Story (1989) has distinguished between hard and soft version of HRM. The hard approach to HRM emphasizes the quantitative, calculative and business strategic aspects of managing the head count resource in a rational way. Whereas the soft model of HRM traces its roots to the human relations school, emphasizing communication, motivation and leadership.
Karen Legge (1989) had defined the HRM theme that human resource policies should be integrated with strategic business planning and used to reinforce an appropriate organisational culture, that human resources are valuable and a source of competitive advantage that they may be tapped most effectively by mutually consistent policies that promote commitment.
Keith Sisson (1990) suggests that there are four main features increasingly associated with HRM. They are:
Stress on the integration of personnel policies with one another.
The focus of responsibility for personnel management no longer resides with HR specialists.
Focus shifts from manager, trade union relations to management, employee relations and from collectivism to individualism.
Stress on commitment and the exercise of initiative, with managers now donning the role of enabler, empowerer and facilitator.
The overall purpose of HRM is to ensure that the organisation is able to achieve success through people. HRM has been defined as a strategic and coherent approach to the management of an organisations most valued assets the people working there whom individually and collectively contribute to the achievement of its goals.
Time PeriodSubject of primary concernManagerial Perception of EmployeesP/HR Activities
Before 1900Production technologiesIndifference to needs Discipline Systems
1900- 1910Employee WelfareEmployees need safe conditions and opportunitySafety ProgramsInspirational Programs
1910-1920Task EfficiencyNeed High Earning made possible higher productivityMotion and Time study
1920 1930Individual differencesEmployees individual difference are consideredPsychological testing are done
1930-1940UnionizationEmployees as Management adversariesEmployee communication programs
1940-1950Economic securityEconomic protectionPension plan, Health plans, fringe benefits
1950-1960Human Relations Employees need considerate supervisionForeman training
1960-1970ParticipationInvolvement in task decisionsParticipative management techniques (MBO)
1970-1980Task ChallengeChallenging concurrent to the abilitiesJob enrichment, integrated task teams.
1980-1990Employee DisplacementLost through economic downturnOutplacement, retraining restructuring
1900-2000Work force changesMore flexibility in schedules, benefits and policiesStrategic HR planning , Employee rights
HRM IN INDIA:
In India, personnel management emerged because of the governmental interventions and compulsions. In the beginning of the 20th Century, various malpractices in the recruitment of workers and payment of wages were prevalent which caused a colossal loss in production due to industrial disputes. The Royal Commission of Labour in India (1931) under the Chairmanship of J. H. Whitley recommended the abolition of the Jobber System and the appointment of labour officers in industrial enterprises to perform the recruitment function as well as to look after the welfare of the employees.
After Independence, a labour welfare officer was identified as personnel manager created by legislation under Factories Act, 1948. The role of a personnel manager was more of a custodian of personnel policy implementation and compliance to different acts of the Factories Act. Two professional bodies were formed namely, Indian Institute of Personnel Management (IIPM) at Kolkata and the National Institute of Labour Management (NILM) at Mumbai. In 1980s, these two professional bodies merged together and formed the National Institute of Personnel Management (NIPM), headquartered at Kolkata. In the year 1990, another milestone was achieved by renaming of American Society for Personnel Administration (ASPA) as Society for Human Resource Management (SHRM). Over the years, a new approach the Human Resource Management has emerged which focuses more on developmental aspects of human resource with a pragmatic and flexible approach.
Evolution in HRM in India
Period Development StatusOutlookEmphasisStatus
1920 1930BeginningCapitalist Welfare Paternalism Clerical
1940-1960Struggling for RecognitionTechnical; LegalisticIntroduction to techniquesAdministrative
1970-1980Achieving SophisticationProfessional Legalistic ImpersonalRegulatory, Conforming imposition of standards on other functionsManagerial
1990Promising PhilosophicalHuman values productivity through PeopleExecutive
DEVELOPMENT OF HRMGurus / Contributors ContributionsImpact
F. W . TaylorScientific Management Influence in production techniques and HRM. Analyzing Work Performance Performance related pay
Frank and Lillian GilberthWork Study Methods Performance measurement Job Design
Elton MayoHuman relations & Group Behavior People Centered HRM Team Based work practices
Kurt LewinModels for change of people and organizationsHRM a Vehicle for change.
Pascale And Athos JIT Quality assuranceEmergence of HRM in early 1980
TOM PetersStrategic HRMAchieving OrganizationalCompetitiveness. Excellence of Notions of HRM
Charles Handy Chris Argyris Edgar ScheinNature of work and OrganizationTheoretical Strengthening HRM
Henry MintzbergCritical Assessments of strategic planning Realistic approach of Human Resources .
DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HRMPERSONNEL MGT HRM
Management of people employedManagement of Knowledge SA, attititutes..
Man is an economic resource/
service exchanged for wage /
salaryMan is an economic, social &
Psychological
Human Resources as a commodity that can be purchased & usedHuman Resources are treated as a valuable resource
Employees are cost
centers, management controls costProfit centre- invest capital for
development & future use
Human Resources are used for the organisational benefitUsed for organisation, individual
& family benefit
Auxiliary functionStrategic mgmt function
FUNCTIONS OF HRMA. Managerial Functions:
Planning, Organizing, Directing , Controlling
B. Operative Functions:
Procurement functions, Development functions, Motivation & compensation, Maintenance, Integration, & Separation.
MANAGERIAL FUNCTIONS Planning Planning is the determination of plans, strategies, programmes, polices, procedures and standards needs to accomplish the desired organisational objectives
Determine the personnel prog regd recruitment, selection, & training to achieve desired objectives.
Two main features of Planning are Reasearch and Forecasting.
Personnel administration should be able to predict the trends in wages, labor market , union demands, and other benefits
Organizing Structure or framework by which cooperative group of human beings allocates its tasks among its members.
Design structure of relationships b/w jobs, personnel and physical factors.
Organisation consist of authority and responsibility , it is the assignment of specific functions to designated persons or departments with the authorityto carry the activities and accountability to the management.
Directing Getting people to do work willingly & effectively thro supervision and guidance, motivation & leadership.
It is motivating, commanding, actuating
Directing deals not with the dissemination of orders but also the acceptance of the and excuetion of these orders of employees
Controlling & Cordinating It deals with the task of blending efforts in order to ensure a successful attainment of organisational objectives. Act of checking , regulating and verifying whether everything occurs in conformity with the plan. Ensure accomplishment of plans correctly- measure performance thro review reports, records etc
N Non Managerial type of Work
Operative Mgt Middle levelMgt Top level Mgt.
Foreman
Superintendents
Vice president
Unit ManagersDepartmental MgersPresident
Supervisors
Plant Managers
BOD
OPERATIVE FUNCTIONS1. Procurement Function concerned with procuring & employing people with required knowledge, skill and aptitude.
2. Development Increase of skills, knowledge abilities etc
3. Motivation & compensation inspire people to give best-through incentives & rewards
4. Integration of goals thro progs, redressal, negotiations.
5. Maintenance protecting & preserving physical and psychological health of employees
6. SeparationProcurement Development Motivation & Compensation Integration Maintenance Separation
Job Analysis Training Job design Grievance redressal Health & safety Retirement
HR Planning Executive development Work scheduling Discipline Employee welfare Layoff
Recruitment Career planning & development Motivation Teams & teamwork Social security measures Outsourcing
Selection Human Resource development Job evaluation Collective bargaining Discharge
Placement Performance appraisal Employee participation & empowerment Separation
Induction & orientation Compensation administration Trade unions & associations
Internal Mobility Incentives & benefits. Industrial relations
HRM Objectives
HRM Functions
Social Objectives
Legal Compliance
Benefits
Union Management Relations
Organisational Objectives
Human Resource Planning
Selections, Training & Development
Employee Relations
Employee Evaluation & Assessment
Functional Objectives
Appraisal
Placement
Personal Objectives
Training & Development
Appraisal
Assessment / Placement
Compensation.
ROLE OF PERSONNEL MANAGER1. Administrative Roles
Policy maker - develop personnel policies
Administrative expert - record keeping, databases, processing benefits/claims, leave, medical facilities.
Advisor - to line managers , grievance redressal, conflict resolution, selection & training
Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin
Counselor - on various personal and professional problems
Welfare officer - provides & maintains canteens, hospitals, clubs, libraries, transportation, coop societies.
Legal consultant - settling disputes, handling disciplinary cases, collective bargaining.
2. Operational Roles
Recruiter
Trainer, developer, motivator
Coordinator
Mediator
3. Strategic Roles
Change Agent - translate vision statements into meaningful format.
Strategic partner - training centre, design centre..
a) Personnel Role:
Advisory Manpower Planning Training & Development Measurement and Assessment of individual and group behaviour.b) Welfare Role: Research in Personnel & Organisational Problems
Managing services canteens, transports, etc..
Group Dynamics Group counseling, leadership, motivation, etc..
c) Administrative Role: Time-keeping
Salary & Wage Administration
Maintenance of records.
Human Engineering Man-Machine Relationship
d) Fire-fighting Role: Grievance Handling
Settlement of Disputes
Handling disciplinary actions.
Collective Bargaining
Joint Consultation.
He performs many other miscellaneous roles in accordance with the needs of a situation, such as:
The conscience role is that of a humanitarian who reminds the management of its moral and ethical obligations to its employees.
He plays the role of a counselor to whom the employees frequently go for consultation.
As a mediator, he plays the role of a peacemaker, offering to settle the disputes that may arise among individuals or groups.
He acts as a spokesman for or representative of the company.
He acts as a problem-solver with respect to the issues that involve human resources management
He works as a change-agent within the organisation because he is best suited to introduce and implement major institutional changes.
QUALITIES OF A HR MANAGER: He should be a specialist in organisation theory.
He should have knowledge of relevant laws, procedures, techniques and of developments in theory.
He should adequate knowledge of behavioural science.
He should a mind with a capacity for creative thinking, for analyzing situations and reasoning objectively.
He should know problem-solving techniques.
He should have faith in humanity.
He should have capacity for leadership.
Personal Integrity.
Capacity for persuasion, coupled with patience and tolerance.
A friendly, approachable nature.
Initiative and decision-making ability.
Mobility of facial expression.
An ability to generate trust among his colleagues.
A readiness to cooperate with the subordinates in times of difficulty. Personnel Attributes: Initiative, resourcefulness, perception, maturity, analytical ability, unbiased, thorough with labour laws, understanding of human behaviour, Patience, Understanding, empathy, Perseverance
Skills: educational skills, discriminating skills, executing skills, leadership skills,
Experience & training, Professional Attitudes - knowledge of various disciplines
HUMAN RESOURCE POLICIES
Predetermined established guideline towards the attainted of accepted goals and objectives.
Guidelines facilitate properly designed efforts to accomplish the strategic intent.
A policy is a man-made rule of pre-determined course of action that is established to guide the performance of work toward the organisation objectives. It is a type of standing plan that serves to guide subordinates in the execution of their tasks.
Policy Differentiated from Objectives , Programmes and Procedure
ObjectivesProgrammesProcedure
Specific goals, aims , Quantitative terms which the Individual or group seeks to accomplish (Policy is the guide to accomplish)It is developed on polices simply the decisions leads to specific action including practices and procedures. Procedure defines the manner or way of accomplishing - It is process or method.
Flippo definition of policy
is the man made rule of pre determined course of action that is established to guide the performance of work toward the organization objectives.YoderA policy is a pre determined, selected course established as a guide towards accepted goals and objectives. They establish the framework of guiding principles that facilitate delegation to lower levels and permit individual managers to select appropriate tactics or programmes.
Personnel Polices are those that individual have developed to keep them on track towards their personnel objectives.
Personnel Polices refer to principles and rules to conduct which Formulate, redefine, break into details and decide a number of actions that govern the relationship with employees in the attainment of organizational objectives.Personnel Polices are
Key stone in the arch of the management
Life blood for the successful functioning of the personnel management.
Statement of intentions
Positive declaration and command to an organization.
Need for a HR Policy Avoid unintended obligations
Legal requirements
Employment at will, contractual status
Defense of claims
Helps avoid union organizing
Risk management
Time saver
Features of a sound HR policy
Definite, positive, clear and easy to understand
Written
Reasonable stable
Supplementary to all other policies of the orgn and the public policy
Recognition and individual relationship between the mgmt and the employees
Based on the facts
Provide two way communication
Supported by the mgmt, employees and the union
Progressive
Measurable
Uniform for the entire organization
Practically applicable
Aims and objective of Personnel polices
Enable the orgn to carry out the main objectives
Awareness of items in policies and to secure the co operation
Sense of unity with the enterprise
Provide competent , adequate and trained personnel for all levels and types of management
To protect the common interest of all parties
Recognize the role trade unions in the organization. Efficient consultative service.
Management leadership
Delegating the human relations
Co operative understanding
Security of employment
Opportunity for growth
Payment of fair and adequate wages
To recognize the work and accomplishments
To create the sense of responsibility.
Principles of HR policy
Right man in the right place
Train everyone for the job to be done
Make the orgn a coordinated team
SS the right tools and right conditions of work
Give security with opportunity , incentive , recognition
Look ahead, plan head for more and better things.
Types of HR Policies Functional vs centralized policy
Functional Different categories of personnel
Centralized Common throughout the orgn
Minor vs Major
Minor Relationship in a segment of an organization , with considerable emphasis on details and procedures.
Major Overall objectives, procedures and control which affect an organization as whole.
Specific Policies Hiring factors like reservation , martial status,
Terms and conditions compensation policy , hours of work, overtime , promotion , transfer, etc
Medical assistance - sickness benefits
Housing, transport, and other allowances.
Training and development
Industrial relations
Coverage of HR Policies Travel Pay
Work Records
Temporary & Casual Appointments
Workweek & Pay Periods
Compensation
Pay Bands
Pay Advances
Salary Administration
Relocation Pay
Payroll Deductions
Rates of Pay for New Employees
Terminating Employees
Layoff
Performance
Career Development
Workshops and Seminars
Family Health Leave
Holidays
Vacation
Leaves of Absence Without Pay
Personal Leave Sick Leave
Voting
Worker's Compensation
Labor Relations
Probation
Employee Discipline
Grievance Procedure
Ethical Conduct
Orientation
Vacancies
Employment Offers
References
Interviewing
Candidate Testing
Transfers
Consultants and Contractors
Recruitment Advertising
Continuous Service
Retirement Plan
Accidental Insurance
Why to adopt Policies
Following are the benefits of adopting the policies by the organization
Complete thought of the basic needs of both organization and employees
Established policies ensure consistent treatment of all personnel treatment throughout the organization
Policy promotes stability continuity of action
It serve as a standard of performance
Helps to build employee motivation and loyalty
Helps to resolve interpersonal or intrapersonal and intergroup conflicts.
Formulating Policies Five principle source for determining the content and meaning of policies
Past practice
Prevailing practice in the rival companies
Attitudes and philosophies of the founders (Top level Management.)
Attitudes and philosophies of middle level management.
Knowledge and experience from handling personnel problems
Steps in design the Policy 1. Initiate a policy
2. Uncovering the facts by personnel department
3. Recommending a policy to top management
4. Put the policy in writing
5. Explaining and discussing the proposed policy with members
6. Adopting and launching it
7. Communicating it to employees to all levels
8. Administering it
9. Initiating a follow up
10. Evaluating it
11. Restating or Reformulating the policy
Elements of HR Policy
History of Companys Growth
Employment practice and condition of employment
Grievance of redressal procedure
Safety rules and regulation
Mutuality of interest and need for co operation
Employee financial aids
Educational Opportunities
Employees news sheet and house journal
Company policy
Collective bargaining
Procedures of disseminating information on company policies
Maintenance of discipline & Public Relations
Employees news sheet and house journal
Human Resource Accounting & Audit Definition
Accounting for people as an organizational resource. It involves measuring the costs incurred by business firms and other organizations to recruit, select, hire, train and develop human assets. It involves measuring the economic value of people to the organization.
Basic Information of HR
Number of Employees
Categories
Grades
Total Value of human resources Value per employee
HR Acquisition Number of employees acquired during the year
Cost of Acquisition
Levels for which they were acquired
HR Development
All information pertaining to HRD activities of the organization
HR maintenance
Cost related to HR maintenance.
HR Separation
Cost related to HR Separation, attribution rate.
Details of benefits provided to the employees
Various Methods Non- Monetary Measurement
Monetary Measurement
Non- Monetary Measurement Capitalization of Historical Cost
Replacement Cost Method
Opportunity Cost method
Economic Value Method
Present Value MethodHR Accounting Developing skill inventory
Performance Appraisal
Assessing the individual capacity for development
Attitude survey Subjective Appraisal
HRISAcquisition , storage and retrieval of information is a significant challenge to the management Human Resource Information System is a systematic way of storing data and information for each individual employee to aid planning , decision making and submitting of returns and reports to the external agencies.
Purpose of HRIS
Storing information and data for each individual employee for future references
Providing basis for planning, Organizing , Decision Making, Controlling and other Human resources function.
Meeting daily transactional requirements- marking present / absent , and granting leave. Supply data and submitting returns to government and other statutory agenciesApplications of HRIS Personnel Administration
Salary Administration
Leave / absence recording
Skill Inventory
Medical History
Accident Monitoring
Performance Appraisal
Training and Development
HRP
Recruitment
Career Planning Collective Bargaining
Capabilities of HRIS Input Function
Data Maintenance Function
Output function
Steps in Implementing HRIS Inception of Data
Originator of the idea should prepare a report showing the need for an HRIS and benefits of this system towards the development of the organisation.
Feasibility Study
It evaluates the Present system , details and benefits of HRIS .
It calculates the cost and benefits of HRIS
Selecting a project team
Once the feasibility study has been accepted the resources are allocated
Projet team is selected
HR respresntative, Representatives from both management , information systems & additional clerical people from HR department.
Defining the requirements
Statement of requirements specifies in detail exactly what HRIS will do. It is thw written descriptions of how users collect and prepare data,obtain approvals , complete forms, retrive data and performa other non technical tasks associated with HRIS use.
Vendor analysis
This step determines what software and hardware are available that will best meet the organisation needs for the lowest price. The result of this analysis will determine whether to purchase an off the shelf package or develop the system internally
Contract Negotiations
Vendor has to selected and the contract must be negotiated.The contract stipulates the vendors responsibilities with regard to software, installation, service, manintenance, training and Documentation. Training
Members of the project team are trained to use HRIS.HR representative will train managers from other department in how to submit information to HRIS and how to request information from it.
Tailoring the system
This step involves making changes to the system to best fit the needs of organisation.
A general rule of thumb is to modify the vendor package , because of modifications frequently cause problems
Collecting data
Data must be collected and stored in the system
Testing system
Once the system is tailored to the organisationa needs and data is entered , a period of testing follows
The purpose of this testing is to verify the output
All reports are analysed for accuracy.
Starting up
Start up begins when all current actions are put into the system and reports are produced
Running in parallel It is desirable to run the system in parallel with the old system for a period of time.
This allows for comparision of outputs both the system and examination for inaccuracies
Maintenance
It normally takes several weeks and months for the employees to feel comfortable with the system. During the stabilisation period any remaining errors and adjustments should be handled.
Evaluation HRIS has been in plae for a reasonable length of time
The system has to be evaluted
To check the efficiency whether the system is benefitical and properly used by the organisation
Benefits Higher speed of retrieval of information
Reduction in duplication
Ease in classifying and reclassifying
Effective decision making
Higher accuracy of information
Fast response of quires
Improve quality of people
Better work culture
Systematic procedures
Transparency
Limitations Expensive finance manpower requirements
Large scale computer literacy inconvenient and threatening
Personnel designing do not have the thorough information of the users- user do not get the exact reports.
Quality of response depends on the accuracy of the input human intervention .
Multi user environment system is operated in batch mode records are updated once a week online facility has to be developed report generated should not be out of phase with the realities.
What is affirmative action?It is a program or policy of a company that aims to eliminate discrimination by providing equal opportunities and improving his /her profession. (education)
Affirmative action refers to policies that take factors including "race, color, religion, sex, or national origin" into consideration in order to benefit an underrepresented group, usually as a means to counter the effects of a history of discrimination.
Examples of affirmative action
Recruit a diverse manpower
Generate amiable work environment
Training and counselling Disciplinary action against discrimination of any kind
Purpose
What is Inclusivegrowth?Inclusive growth approach takes a longer term perspective as the focus is on productive employmentExamples
More Productive jobs will be created
Economic opportunity expanded for all
Direct income redistribution
Increasing incomes for excluded groups
INCLUSIVE GROWTH AND AFFIRMATIVE ACTION OF HR IN AN ORGANISATION
Affirmative action should provide consistent, fair and ethical leadership to meet present and future HR challenges.
NEW TRENDS IN HUMAN RESOURCE MANAGEMENT
Attitude Surveys
Better Communication Channels
Change in the Work-Life
Job Redesign
Job Enlargement
New approaches to compensation and rewards
Career Planning
Performance Appraisal
Decentralisation
Breaking down the hierarchical structure
Facilitating Empowerment
Initiating and facilitating process of change
Enlarging the knowledge base
Developing team spirit
Facilitating the employees desires of self-actualisation.
*****
UNIT 2THE CONCEPT OF BEST FIT EMPLOYEE:Importance of human resource planning forecasting human resource requirement internal and external sources. Selection process screening tests - validation interview - medical examination recruitment introduction importance practices socialization benefits.
Human Resources Planning
Definition
the process by which management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and right kind of people at the right places, at the right time, to do things which result in both the organization and individual receiving the maximum long range benefit.Coleman defines HR planning is the process of determining manpower requirements and means for meeting those requirements in order to carry out the integrated plan of the organization.Wickstrom defines HR planning
HR planning consist of a series of activities
a) Forecasting future man power requirementsb) Making an inventory of the present manpower requirementsc) Anticipating manpower problemsd) Planning for the necessary programmes.Human resources Planning is the doubled edged weapon Maximum utilisation of HR
Reduces excessive labour turnover
High Absenteeism
Improves productivity
Aids in achieving the organizational objectives
Need for HRP To carry on its work - organization needs personnel - Qualifications, skills, knowledge, work experience, and aptitude to work.- effective Man power planning
Frequent labour turnover voluntary quits, seasonal and cyclical fluctuations
Meet the expansion program
Changing needs challenge of HRM
Factors Affecting HRP
1. Type and strategy of organization
Strategy defines HR needs
Organization decides either to be proactive or reactive in HRP
Organization should decide about the breath of the plan
Organization must make decision on flexibility
Continual Strategic choices in HRP
2. Organizational Growth Cycles and Planning
Need for planning is realized during the growth stages
HR forecasting is essential
At the maturity stage organization experience less flexibility and variability
Declining stage HRP takes different focus retrenchment & retirement
3. Environmental uncertainties HR managers rarely operating in stable and predictable environment
Political, social and economic changes
Formulating recruitment, selection and training and development
4. Time horizons Personnel planning is time horizon
Short span planning and Long span planning
Time span depends on degree of uncertainty
Short planning period /
Uncertainty /
InstabilityLong planning period /
Certainty / Stability
Many new competitorsStrong competitive position
Rapid changes in social economic conditionsEvolutionary social, political
and technological change
Poor management PracticesStrong management practices
5. Type and quality of Forecasting information
Information used to forecast personnel needs from the sources
Strategic General Organizational InformationSpecific
Product Mix
Customer Mix
Geographic limitsOrgl Structure
Information flows
Operating and capital budgets
\Functional areas objectives
Production schedulesJob Analysis
Management inventories
Skills inventories
Training and development
Recruitment sources
Labour market analysis
6. Nature of jobs being filled
Personnel planners must consider the nature of job
Jobs vacancies arise because of Separations , Promotions and Expansion.
Personnel department must anticipate vacancies sufficient lead time suitable candidates are recruited.
7. Off loading the work
Sub contracting
Surplus labour worse the problem by hiring more hence they off load
Importance of HRP
Helps to procure the required manpower
Helps to replace the employees
Expansion programmes
Optimum investment in human resources
Problem of labor turnover
Needs of changing technology
HRP process
Steps involved in HRP1. Analyzing the organizational plans
Plans for the successful performance of the organisation Purchase of raw materials
Installation of machines and their maintenances
Production
Finance and Accounting
Marketing
Research and Development- An analysis of various plans would reveal the manpower need of the organization
2. Forecasting DD
Methods in forecasting the DD
Managerial Judgment
Managers sit together , discuss and arrive at a figure which would be future demand for labor.
Bottom to up approach
Top to Bottom approach
Less time consuming
Highly subjective and not reliable.
Time study Method
Concept of standard time for completing a certain task.
Standard time per day = 6 hours
Man hours needed to complete the weekly project target = 300 hours
The number of worker required = 300/ 6 = 50.
Ratio Analysis
Calculated for the past data relating to the number of employees in each category to the level of activity.
Production level number of worker
Sales level number of sales representative.
Level of sales last year 2500
Number of sales representative 10
Ratio = 250 : 1
Flow Methods
Time covered
Categories employees are assigned
Flows absorbing and non absorbing
Estimate the probability and that will determine the dd.
Delphi techniques
Method of forecasting personnel needs
Solicited by the group of experts
HRP experts acts as the intermediary, summaries the various responses and report findings back to the experts
3. Forecasting SS
Existing HR
HR audits summaries each employees skills and abilities.
Skills Inventories Consolidates information about non- mangers in the organization.
Personal Data
Skills
Special qualifications
Salary and jobs history
Company data
Capacity of individual
Special preference of individual
A properly designed and updated HR skills inventory system permits management to readily employees with particular skills in order to satisfy the changing needs of the company.
Management inventory Work History
Strengths
Weaknesses
Promotion potential
Career goals
Personal data
Number and types of employees supervised
Internal Sources
HR audits, planners can proceed with the analysis of internal supply.
Inflows and outflowsSources of inflowsNo. of peopleSources of OutflowsNo. of people
Transfers Promotion 1210Current level - 250 Resignations DischargeDemotionsRetirementsPromotion13241013
Current personnel level outflows + inflows = internal supply 250 42 +22 = 230Determination of number of losses and gains. Turnover rate :
Traditional and simple method of forecasting internal supply Number of separations during the year
* 100
Average number of employees during the year Conditions of work & absenteeism.
Chnages in the conditions of work such as normally weekly working hours, overtime policies, the length and timing of holidays, retirement policy, the policy for employing part timers and shift system needs to be assessed.
Absenteesim is understood as unauthorised absence from work
It amounts to absenteeism when an employee is scheduled to work but fails to report for duty
Number of persons - days lost
* 100
Average number of persons * working days Productivity level
Change in productivity would affect the number of persons required per unit of output
Increase in productivity will reduce the requirement and decrese in it would have the opposite effect
Movement of jobs. Some of jobs are sourcesof personnel for other jobs Secretaries may be obtainted by promotion of typists and brancgh managers are obtainted from the pool of section managers.
External sources
In the internal sources the organisation needs to look out for the prospective employees for the external sources
These are specific reasons
New blood and new experience
Organisation growth and diversification
Organisation replenish lost personnel
HR plan Implementation
Implementation putting plan in action
The programmes involved in HR plan implenmentation are as follows
Recuirtment, selection and placement
Training and Development
Retraining and Redeployment
Retention plan
Downsizing plan
Control and Evaluation
Final phase of HRP process is Control and Evaluation
It includes budgets,targets and standards
It clarifies the responsibilities for implementation and control.
Establish reporting procedures which will enable achievements to monitored against the plan.RECRUITMENT
Discovering of potential applicants for actual and anticipated
To acquire the number and types of people necessary to ensure the continued operation of the organization
Recuritment Objective:
1. To attract people with skills, experience required by the organization.
2. To infuse fresh blood at all levels in the organization.
3. To search for talent globally and not just within the company.
Factors affecting recuritment Size of the organization
Employment conditions
Effects of past recruitment
Salary and benefits
Growth of the organisation
Expansion programs
Cultural , economic and legal factors
Factors affecting recuritment Internal Factors Recruitment Policy HRP Size of the Organization Cost involved Growth and expansion External Factors Supply and Demand Skills in the labor market Political and legal consideration Company image Steps in Recruitment process Planning
HRP
Recruiting Needed Personnel
Selecting Qualified Personnel
Placing New Employees on job
Strategy development
Developing the sources of potential employees
Search for Potential Employees
Evaluating Recruiting Effectiveness
Searching
Internal Sources
Personnel Research
Screening
Evaluation and Control
SourcesInternal Sources
Upgraded, transferred , promoted
Merits
Morale of the company
Better position to evaluate
Promotes loyalty among the employees
Well acquainted with the policies
Relied upon
Less costly.
Demerits
Inbreeding , discourage new blood
Difficult to find the requisite personnel
Promotion seniority likes and dislikes has an influence
External Sources-New entrants to the labour force Merits
Provide the requisite type of personnel
Best selection can be made
Selection proves economical potential employees does not require extra training
Demerits
Brain drain
Experienced people are taken away, they moves to other organization.
Techniques of Recruitment Direct methods
Traveling recruiters
Employees contact with the public
Recruiters to Seminar, Conference , fairs and using mobile offices. Indirect methods
Advertising
newspaper
radio
trade and professional journals,
technical magazines and brochures Third party methods
Private employment agencies
State or public employment
Professional organizations or recruiting firms
In doctrination seminar
Unconsolidated applications
Voluntary organization
Computer data bank
Evaluation of alternative sources:
[What are the criteria used to determine the choice between internal & external sources of recruitment?]
1. Time lag between requisition & placement
2. Yield Ratios: The ratios tell us about the no. of leads or contacts needed to generate a given no. of hires in a given time.
3. Employee attitude studies: These studies try to discover the reactions of present employees to both internal & External source of recruitment.
4.Correlation studies: Here correlation studies are conducted between the sources of selection & the success of the job which is performed by the employee selected.
5. Data on turnover, grievances & Disciplinary action.
6. Gross cost per hire. It can be calculated by dividing the total cost of recruitment by the no. of individuals hired.
SELECTION
The selection process typically consists of seven steps:
1. Preliminary screening
2. Filling up of the application blank
3. Employment tests
4. Comprehensive Interview
5. Background investigation
6. Medical/Physical examination
7. Job offer
STAGES IN SELECTION PROCESS:
I Application scrutiny:
The main purpose of this stage is to identify those candidates who fit the job specification. We can consider & classify the application forms as follows:
a. Structured application form:
Standard information can be got in the little space which is available in the application form.
b. Unstructured application form:
Here, the applicant can respond as he wishes.
c. Weighted application form:
Here, more weightage will be given to a particular criteria Ex. age, experience and marital status.
II SCREENING:
Involves screening of inquiries and screening interviews.
Job description information is shared along with a salary range.
(i) Screening the applicants
(ii) Screening through interview
III Application blank:
The blank provides preliminary information as well as it will indicate the areas of interest.
a. It is a means of collecting accurate basic historical data.
b. Biographical data
c. Educational attainment
d. Work experience
e. Salary
f. Personal associations [NCC, NSS, MMA, AIMA]
g. other items [Name, address of previous employees]
Completing the Application Form: Legal considerations
Omit items which are not job-related; e.g., sex, religion, age, national origin, race, color, and disability.
Includes statement giving employer the right to dismiss an employee for falsifying information.
Asks for permission to check work references.
Typically includes employment-at-will statement.
Weighted application forms
Individual items of information are validated against performance and turnover measures and given appropriate weights.
Data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job.
Completing the Application Form:
Successful applications
Information collected on application forms can be highly predictive of successful job performance.
Forms must be validated and continuously reviewed and updated.
Data should be verified through background investigations.
IV TEST
Definition Systematic procedure for comparing the behaviour of 2 or more persons
It is sample of an aspect of individuals behaviour, performance of attitude.
Purpose
Differential placement or assignment of a person
Selecting for promotion & transfer
Selecting candidate for assignment to a company training programme
Nature & Characteristics of Test
Assumptions
No two persons are same
Different attributes
Validity extent to which a test can be measure
Content Validity includes all the situations- sample task are reasonable representation of the probable job assignments
Predict Validity relationship between the test score and some future behaviour. grades
Concurrent Validity relates to the job behaviour measure high low- standarisation predicting performance
Construct Validity the extent to which test measure the psychological quality intelligence
Reliability
Consistent results
Consistency of scores
Standardisation
Test must be standardised
Standard conditions
Objectivity
2 or more can score the response to items, questions or task.
Classification of test 1. On basis of human behaviour
Aptitude test
Intelligence test IQ capacity to deal new problems
Mechanical Aptitude capacity to learn a particular type of mechanical work operating machines
Psychomotor test persons ability to do a specific job involves muscular movement, control and coordination
McQuarril test - mechanical ability
Purdue Mechanical Adaptability test
OConnor Finger Tweezer Dexterity test.
Achievement Test Proficiency test
Training programme
On the job experience
Test for measuring the job knowledge
Work sample test
Examples
General aptitude test
Abstract reasoning test
Millar Analogies test - measures analytic ability.
Achievements test Estimates say 60% of all organizations use some type of employment tests.
Performance simulation tests: requires the applicant to engage in specific job behaviors necessary for doing the job successfully.
Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.
Personality Test Characteristics
Non intellectual
Individual value system
Emotional reaction
Maturity
Characteristics mood.
Objective test set of behaviour- customs depression
Projective test his own interpretation Rorschach blot test thematic appreciation test - evaluate a person's patterns of thought, attitudes, observational capacity, and emotional responses to ambiguous test materials.
Situation test peculiar situation
Interest test What the Candidate is interested in? Kuder reference record- Review in terms of its value in counseling individuals and in selecting students or employees.
Strong vocational blank - psychological test used in career assessment.
2. On the basis of uses of test
Selection test
Classification test
Special considerations
Placement decisions
Different levels
Different types of work.
3. Individual or group test
Individual behaviour is observed
Group without any need for observing the behaviour
Advantages of Testing Evaluate the interview
Minimum subjective bias
Uniform basis
Reduced cost of training
Increase production
Minimize the time for selection
Develop Test Program
Deciding the objective of a testing programme
Analysing jobs to identify those characteristics which appear necessary for job success
Choosing test to measure characteristics
Administering test to an experimental group of people
Establishing criteria of job success
Analysing the results of test and taking decisions regarding the applications of test
Testing Guidelines
Supplement , rather than as a substitute
Better at predicting failure than success
Screening device
Sample of behaviour
Must be validated
Conditions are important
Invasion of privacy should be avoided
Technical competence and training in testing.
IV INTERVIEW
Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests.
It is a universal selection tool.
Objectives To get an opportunity to judge an applicant qualification
Essential facts about the job
Establish the rapport
Promote Goodwill
Invaluable tool of disciplinary action, grievance handling and relations with union
Conducting an Interview Preparing for the interview
Determination of objectives
Determination of the method to use
Acquainting oneself about the applicant
Determining the number of interviewers
The Physical setting
Conduct the interview
Establishing rapport
Getting complete and accurate info
Recording of impressions
Close of the interview
Types of Interview
Preliminary Interview
Informal
Uses a set of standardized questions asked of all job applicants.
Useful for screening and comparisons
Obtains consistent information needed for selection decision
Is more reliable and valid than other interview formats
Easy to administer
Unstructured
Applicant is asked very general questions
Candidate is encouraged to express himself
On the variety of subjects
Expectations
Interest
Background
Even political predictions
Interviewer looks for trait of character and nature of his aspirations
Strengths & weakness
Core Interview Background information To check the information provided in the application is correct are not Stress interview An interview designed to create anxiety and put pressure on an applicant to see how the person responds.s
Panel interview Group of experts interviews one candidate
Used for filling key positions Group discussion interview Group of candidates are interviewed
The group discusses on specific topics
Used to eliminate more candidates Job and probing interview Testing the candidate job knowledge duties, activities, methods of doing the job, critical areas Depth interview Core areas activities of knowledge and skills of the job.
Examined by the experts
Decision Making Line managers
Interest of the candidate in the job , organisation , reaction to the working conditions, career planning. Promotional opportunities, work adjustment and allotment
Salary, allowances, benefits.
Errors in InterviewV MEDICAL EXAMINATION:
The basic purpose is to check the candidates stamina, strength, physical weakness, & disease.
Stone & Kendall
Medical history
Physical measurements
General examination
Clinical examination
Check up of blood pressure and heart
X ray
VI Job Offer:The letter of appointment after signing the agreement with the organisation will be issued to the selected canditate , the one who goes through the complete selection procedure.
Differences between Recuirtment and selection
Basis of differenceRecruitmentSelection
NaturePositive processNegative Process
ObjectiveAttract maximum number of candidatesChooses the best
ProcessCreating application poolRejection process
TechniquesNot very intensive , requiring high skillsHighly specialised techniques
Contract of serviceDoes not result in contract of serviceDoes results in
OutcomeInput for selection processFinalizing candidates
VII INDUCTION:
It is the process of inducting or orienting a new employee into the social setting of his work.
Steps:
i) Familiarising the new employee with his new surroundings and company rules & regulations.
ii) Integrating his personal goals with the organization goals.
Socialisation:
long process of planned and unplanned, formal and informal and experience through which an individual acquires the attitudes, behaviours and knowledge needed to successfully participate as a member of an organisation and learns the firms culture.
Mc Shane is the process by which new comers learn the behaviours, values, beliefs and social knowledge to accept their new roles and function effectively within the organisation Robert Kreitner organisational socialisation is the process of transforming outsiders into accepted insidersAssumptions of socialization:
i) It strongly influence employee performance and organizational stability.
ii) New member suffer from anxiety [Stress]- induced stress.
Socialisation is the process of adaption. It is not confined to new recruits. It is needed like transfer, promotion. Induction is only a part of socialization. Socialisation can be conceptualized as a process made up of the folllowing phases:
Pre arrival
Acclimatize the new comers about the culture of the organisation
Encounter
Confront the reality
Culture shock - Not done properly
Feel suffocated and incline to quit
Metamorphosis
Problems from encounter stage
Comfortable with the organisation
System
Rules
Outcomes
Productivity
Commitment
Turnover
Methods of socialisation
Stories
Rituals
Material symbols
Language
Socialisation benefits
Helps in understanding organisation culture
Contributes to employees long term success
Helps in adjustment
Helps in employee engagement
Provides job satisfaction.
UNIT -3TRAINING AND EXECUTIVE DEVELOPMENT:
Types of training methods purpose benefits resistance. Executive development programmes common practices - benefits self development knowledge management.
Training: - meaning:
It is a process of learning a sequence of programmed behaviour. It is the application of knowledge.
Purpose of training:
1. To prepare the employee, both new & old to meet the present as well as the changing requirements of the job & the organization.
2. To develop the potentialities of the people for the next level job.
3. To ensure smooth & efficient working of a department.
4. To ensure economical output of required quality.
5. To build up a second line of competent officers & prepare them to occupy more responsible position.
6. To prevent obsolence.
Benefits of training:
1. Increased productivity
2. Heightened morale
3. Reduced supervision
4. Reduced accidents
5. Increased organizational stability
Resistance to training:
Why do employees resist training?
a. Normally people experience difficulties in learning new skills & knowledge. Hence, they resist training.
b. The employees feel that management will entrust more work or new kinds of work which would require additional skills & knowledge. Hence, employees resist training.
c. Training programme & sessions disturbs the employees from performing the routine duties & tasks.
d. They are expected to learn more difficult activities & unlearn already practised skills.
e. They loose their job authority & are expected to learn like students during their training programme.
Objectives of training:
1. To train the employee in the companies culture pattern.
2. To train the employee to increase his quantity & quality of output.
3. To train the employee to avoid mistakes.
4. To train the employee towards better job adjustment & high morale.
Determining the need for training:
a. Whether training is needed
Training may be necessary due to the following problems:
*Standard of work not being met.
*Accidents
*Excessive scrap
*Frequent need for equipment repair
* High rate of turnover
*Excessive fatigue, struggling with the job.
*Bottlenecks & deadlines not being met.
Sources where information can be gathered:
Informal observation
Performance appraisal.
Suggestion system
Group discussion
Morale surveys
Interviews with union officials
Employee counseling
b. Where training is needed:
i) Knowledge for the person who does not know
ii) Skill for the person who knows but cannot do
iii) Attitude for the person who does not care
iv) Habits for the person who knows, can do [cares but just has not made the desired behaviour part of his daily routine.]
v) Understanding for the person who is not properly motivated to accept what he is told.
c. Which training is needed:
Here, there are different types of training methods available for operatives, executives and management.
Steps in training program:
i) Preparation of the instructor
ii) How to instruct?
Step: -1 Prepare the worker: Put him at ease, state the job & find out what he already knows about it.
Get him interested in learning the job.
Place him in correct position.
Step 2: Present the operation:
Tell, show and illustrate one step at a time. Stress each key point Instruct clearly, completely and patiently.Step 3: Try out the performance:
Make him to do the job-correct the errors. Continue until you know that he knows.Step-4: Follow up
Put him on his own. Check frequently Encourage questions Tapper of extra coaching & close the follow up.Methods of training:
1. On Job training:a. Job Rotation: Here the employees are sent to various jobs and given training in all the areas.
b. Internship training: This is a joint program of training in which schools and business co-operate to enable the students to gain a good balance between theory and practice.
c. Apprenticeship training: This training is used in those crafts, trades in which proficiency can be acquired after a relatively long period of time in direct association with the work and under the direct supervision of experts.
d. Vestibule School: When the amount of on-job training that has to be done exceeds the capacity of the line supervisor, a portion of training is taken away from the line people and assigned to staff through a vestibule school.
2. Off-Job training:
a. Central education programme: Here courses are conducted in the areas of arts, science, economics, social activities. These courses are voluntary and therefore it will help in changing the employees attitudes.
b. Simulators & training aids: Simulators are used to provide trainees with physical equipment that resembles to some degree the equipment that is to be used on the job. This is done when the equipment is costly.
c. Methods which aim at improving decision-making skills of executives:
i) Case study method---|---- Directed
---- Non-directed
ii) Incident method
iii) In-basket method
iv) Management games
i) Case study method:
It is pioneered by Harvard Business School. It compels the student to think actively, to analyse and see beyond the restrictions. Thus he learns about himself or herself, the assumptions and limitations.
a) Directed case study: Here the case study or the problems to be discussed is given and the questions are put forward to the students to answer
b) Non-directed case study: Here the case study is presented with a material and he or she is expected to explore all the possible outcomes.
ii) Incident method:
It is developed at Massachusetts Institute of Technology, California. Here a brief incident is presented to provoke the discussion in the class. The group then puts the question to the instructor to draw out the salient facts or additional information which is needed to arrive at the solution.
iii) In-basket method:
Here, documents, reports are designed in such a way to simulate the job reality and their problems.
iv) Management games:
It is a dynamic exercise training program. Here, the participants are divided into various teams where they have to solve the problem and should arrive at the solution.
b) Methods which aim at improving interpersonal skills of executives:
i) Sensitivity training (Laboratory training)
ii) Role playing
iii) Transactional Analysis
i) Sensitivity Training:
This involves 10 to 15 members of different roles from different departments. This is also known as T-group. Since the persons are not aware to each other, it creates tension and anxiety. Through observation and analysis of experience, one can learn their own behaviour.
ii) Role playing:
In this method, the instructor assigns different parts which is taken from case study to different group members. It lasts for 20 to 30 minutes and the data are collected about the performance of different role players.
iii) Transactional analysis:
It is introduced by Berne. A transaction is a process whereby social intercourse between two or more people who encounter each other. In every social intercourse, there is a stimulus provided by one individual and the response to that stimulus given by other individual.
This stimulus responds between two individuals is o transaction. Analysis of transaction can be done by analyzing the personality of an individuala) Parent: (Characteristics)
i) Over protective
ii) Distance maintenance
iii) Verbs used
Always
Never
Should
iv) Physical gestures
Raising eyebrows
Pointing an accused finger
b) Child: (Characteristics)
Curious, impulsive, fearful, affectionate, dependant
Verbal
I wish, I guess, I dont care
Physical gestures
Attention seekers
c) Adult
I see, I think, Its my opinion
TA gives an insight into the fundamentals of human psychology and helps to improve interpersonal skills.
d) The Johari window
It is a conceptual model for increasing personal effectiveness
It was developed by Joseph Luft and Harry Ingham (JOHARI)
Here individual personality is divided into 4 parts:
Known to selfNot known to self
Known to othersArenaBlind
Not known to othersClosedDash
c) Methods which aim at improving the executives knowledge
1. Conferences:
Mutual problem subject of the discussion
Attitude joint exploration
2. Autonomy Training
It aims in developing individual ability to manage his own training
Improving oneself by his own
He should select from the articles, management games, psychological test
Factors should be considered while selecting training & development methods
1. Training Objective
2. Level of trainees in the organizational hierarchy
3. Methods, ability to hold and arouse the interest on trainees during the training period
4. Availability of competent trainers
5. Availability of finance
6. Availability of time
Evaluation of Training & development
Dimension of evaluation:
1. Evaluation of contextual factors:
a. Pre-training work:
Training Needs
Criteria for selecting people for training
How many people
Sequence of selecting people
b. Post-training work
Planning to use the trained workers
Providing support in building linkages between training and other line departments.
2. Evaluation of training inputs
Curriculum, inputs
3. Evaluation of training process
Climate
Relationship between participants and trainees
Attitude
4. Evaluation of training outcomes
Measuring the carry home value of a training programme in terms of what has been achieved and how much is the main task of evaluation.
5. How evaluation is done?
i) Reaction evaluation
ii) Outcome evaluation
i) Reaction Evaluation:
a. Questionnaire is given to the participants at the end of the programme which asks him to rate about the training programme.
b. Participants are required to give daily ratings for each segment of the programme.
c. Informal observation
d. Opinion sent by mail
ii) Outcome evaluation
a) Immediate:
It measures improvement in learning skills, knowledge
By giving performance tests (operating machine)
b) Ultimate:
It measures the changes in the ultimate results achieved by trainees (accidents, turnover, and grievances)
Principles of training:
I Knowledge results:
*What is expected of him.
* How well he is doing
*Feedback
FEEDBACK
1. Motivation
2. Reinforcement
3. Supporting climate & practice
4. Past Vs. Whole learning
5. Transfer of learning
II Intermediate: It measures the changes in the behaviour of the trainees when they have returned to the jobs.
a. Physical fidelity:
Devices & facilities used in training are similar to the devices and facilities used on the job.
b. Psychological fidelity:
Human elements involved in training are similar to those on the job.
If these both are same then, there will be positive transfer of learning or there will be negative transfer of learning.
LEARNING
Learning cant be measured but the changes in the behaviour that occur as a result.
Principles of learning:
1. Every human being is capable of learning
2. It is easier for the trainer to understand when the contents are meaningful.
3. Any programme should be planned in a logical manner.
4. Learning objectives should be established for every task.
5. Learning is active and not passive
6. Environment should be relaxed and they should not be put under pressure.
7. It is clearly related to attention and concentration.
LEARNING CURVE:
FIRST PHASE Rapid, initial rise in learning
SECOND PHASE tendency of the curve to rise less and less rapidly and final it levels off.
THIRD PHASE There are daily ups and downs in the curve bz of the changes in incentives, psychological condition.
EXECUTIVE DEVELOPMENT
Skills required by managers:
i. Technical skills: These skills are developed through experience and education.
These skills are most important for operating managers bz how things work
ii. Human skills: It refers to the ability to work effective with others on a person-to person basis.
Ability to communicate, motivate, lead.
iii. Conceptual skills:
Top mgt. need these type of skills as they are framing the long range planning
Here the enterprise is considered as a whole rather than parts.
Characteristics of managers:
He should be flexible
He should be such person who is capable of handling critical situations rather than doing routing jobs.
He engages in anticipatory socialization at each stage he copies the values of those who are a step above him.
Objectives of executive development:
To improve in inter-departmental co-operation
Highlight the individual weakness
Ensuring that the qualification of key personnel role is better known.
Creating reserves in management ranks
Stimulating junior executives to do better work.
a. Top management:
1. To acquire knowledge about the problems of HR.
2. To think through problems this may confront the organization now and future.
b. Middle line management:
1. To develop the ability to analyze the problems and to take appropriate actions.
2. To develop familiarity with the managerial uses of financial accounting psychology, law.
c. Middle functional executives & specialists:
1. To increase knowledge of business functions & operations in specified field in marketing, production, finance and personnel.
2. To increase proficiency in management techniques [work study, inventory control, OR]
UNIT-4SUSTAINING EMPLOYEE INTEREST Compensation plan reward motivation theories of motivation career management development mentor protg relationships.
MENTOR- PROTG RELATIONSHIP
Developing Mentor-protg relationship:
The relationship between an experienced employer and a junior employee in which the experienced person helps the junior person with effective socialization by sharing information gained through experience with the organization.
Requirements for effective mentor-protg relationship:
1. The status & characteristics of the mentor:
Mentors should be seniors in status, experience, age, skills, knowledge.
2. Protg: Junior employees should have the zeal to learn from their senior employees regarding their career, social and psychological aspect.
3. The relationship: It is based on mutual dependence & mutual trust.