Professional Documents
Culture Documents
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Management may be defined as ‘’ that field of human behaviour
in which managers plan organize, staff, direct and control of human,
physical and financial resources in of human, physical and financial
resources in an organized effort, in order to achieve desired individual
and group objectives with optimum efficiency and effectiveness”. It is
clear from above the definition that management is concerned with the
accomplishment of objectives by utilizing physical and financial
resources through the efforts of human resources-
Scope of Human resource Management
The scope gradually enlarged to providing welfare facilities,
motivation, employee training, performance appraisal, maintenance of
human relations and the like. The scope has been continuously
enlarging.
Presently the scope of HRM includes
Nature of HRM
Complex human beings
Dynamic human resources
Employment of human resources
Job design and analysis, Human resource planning
Recruitment, selection, induction and placement
Human resource management
Training and management development
Career planning and development
Organization charge and development
Quality of work lift, quality circles
Job evaluation
Compensation management
Job evaluation
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Wage and salary administration
Welfare benefits
Human relation
Motivation
Morale
Leadership
Communication
Industrial Relations
Trade unions
Grievance and discipline
Collective bargaining
Workers participation in management
Prospect of HRM
Non union organizations
Dejobbing \ Delagening
Down sizing
Employee empowerment
Functions of HRM
The functions of the HRM can be gladly classified into 2
categories
1. Managerial functions
2. Operative functions
1) Managerial functions
The managerial functions are classified as follows;
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1. Planning: - It is a pre-determined course of action planning is
determination of personnel programmes and charges in advance
that will contribute to the organizational goals.
2. Organizing: - An organization is a ‘structure and a process by
which co-operative group of human beings allocated its task
among its members, identifies relationships and integrates its
activities towards common objective”.
3. Directing: The next logical function after completing planning
and organizing is the execution of the plan. The willing and
effective co-operation of employees for the attainment of
organizational goods is possible through proper direction.
4. Controlling: After planning, organizing and directing the various
activities of personnel management, the performance is to be
verified in order to know that the personal functions are
performed in conformity with the plans and directions.
2. Operative functions.
1. Procurement of personnel:
The first operative function of personnel management is
concerned with obtaining the proper kind of personnel necessary
to accomplish organizational goals. This step includes
determination of Manpower requirements, recruitment, selection,
placement, and induction etc of staff.
1. Development of personnel:
Measures are taken to increase the efficiency skills and job
performance of employees through training and development. The
personnel department as to prepare training and development as to
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prepare training and development programmes for employees at all
levels of the organization conduct seminars and group discussions.
3. Compensation to personnel:
Compensation means determination of adequate and equalable
remuneration of personnel for their contribution to organizational
objectives. This includes job evaluation, development of a suitable
wage structure.
4. Maintaining good industrial relations
This is one of the most important functions of personnel
management maintaining a harmonious relationship between labour
and management is essential since it affects productivity.
5. Record functions: Maintenance of record is essential for the
following resources;-
a) To conduct research in the field of industrials relations.
b) To enable the personnel managers to the pare training and
development programmes.
c) To review and revise pay scales.
6. Employee benefit schemes
This includes formulation, implementation, evaluation of various
welfare activities such as education, housing, transportation etc.
7. Personnel planning and evaluation:
Employee appraisal is systematic evaluation of a workers
performance and scope for development. It is a process estimating the
values, excellence qualities or status of a person.
8. Personnel research and audit
This involves containing studies and various aspects of personnel
relations and personnel procedures and practices with the view to
bring about necessary improvements in the field of personnel
management.
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Definition of HRM
According to Institute of personnel management HRM is defined
as “personnel management is a responsibility of all those who manage
people as well as being a description of the work of those who are
employed as specialists. It is that part of management which is
concerned with people at work and with their relationships within an
enterprise. It applies not only to industry and commerce but also to all
field of employment. According to Flipplo”. Human resource
management is planning, organizing directing and controlling of the
procurement, development compensations, integration and
maintenance of people for the purpose of contributing to
organizational, individual and social goals”.
Objectives of HRM
If must satisfy the employees by providing them income, power,
prestige, creative satisfaction or a combination of these.
It must satisfy the owners by maximizing productivity.
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It must satisfy the community and society at large by supplying
goods and services as efficiently as possible and by preserving
and advancing goodwill, morale, loyalty and its reputation.
To ensure the availability of completed and willing work force to
an organization.
Recruitment
Recruitment forms the first stage of acquisition of Manpower or
human resources. This process of location and identifying potential and
candidate for selection. Recruitment is defined in various ways as
indicated follow.
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According to this definition recruitment is a prospecting job
where organization make search for prospective employees. In
practice however prospective employees to seek out organization seek
out prospective employees. Therefore, the job of recruitment is based
on the mating theory where success pf both the parties is critically
dependent on timing. Unless the two searches synchronize conditions
are not ripe for recruitment to succeed. The synchronization in its turn
depends on 3 factors: -
Theories of Recruitment
There are 3 ways in which an individual make decision to join an
organization there are objective factor, subjective factor and critical
contact.
Accordingly following three theories of recruitment have evolved.
1. Objective factor theory
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2. Subjective factor theory.
3. Critical contact theory.
1. Objective factor theory: -
As per this theory the choice of organization by potential
employees depends on objective assessment of certain tangible
functions, such as the following.
Pay and perks.
Location.
Opportunities for career growth.
Nature of work.
Educational opportunities etc.
2. Subjective factor theory:-
According to this theory compatibility on individual personality
with the image of organization by an individual candidate seeking
employment.
3. Critical contact Theory
There are instances when a candidate is unable to choose an
organization, out of alternatives based on objective or subjective
factor, which are given above.
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Large organization finds they recruiting more after than smaller
organization also the firms that pay lower wages in to recruit
more frequently.
2. Employment Conditions.
The employment conditions in the community where the
organization is located will influence how much recruiting takes
place.
3. Past recruitment efforts.
The efforts of past recruitment or recruiting efforts will show
itself in the organization historical ability to locate and deep
people who perform well.
4. Working condition and compensation.
The working conditions and compensation and benefits package
offered by the organization would influence labour turnover and
therefore the need for future recruiting.
5. Growth of Organization.
The rate of growth of organization would affect recruitment
organization that are not growing or those that are actually deciding
would find little need to recruit. On the hard rapidly growing
organization would find recruitment as a major activity.
6. Other Factors
Other factors such as level of seasonality of operation, future
expansion, and cultural, economic and legal factors also influence
recruitment.
Sources/Forms of Recruitment
Recruitment can either be through
1. Internal sources
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2 External sources
1. Internal Recruitment/ Sources: - Internal recruitment means
seeking applicants for positions from there that are already employed
in the organization.
Internal sources are:-
1. Present employees.
2. Employee referrals.
3. Former employees.
1. Present employees.
Promotions and transfers from among the present employees can be
good source of recruitment. Transfers without promotion can also be
made.
2. Employee Referrals.
The present employees suggest prospective candidates [either family
member of friends] to the employer. This is an effective method
because many qualified people can be contained at a very low cost to
the company. The current employees are conditions while
recommending candidates since there will be aware of employer’s
expectations.
3. Former employees.
In some cases retired employees may be willing to comeback and work
on a part time basis. Some candidates, who left the origination for
other jobs, might be willing to comeback. The advantage of this source
is that the employees already know the performance of such
candidates.
Merits of Internal Recruitment
1. It is less expensive when compared to external recruitment.
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2. Promotions from within will enhance employee morale, commitment
to the organization and job satisfaction.
3. The employer need not conduct collaborate orientation
programmes.
4. Employer is well aware of the candidate’s skills, abilities, strengths
and weakness.
De-Merits of Internal recruitment
1. It results in breeding the possibility if getting fresh blood is lost.
2. Internal recruitment doesn’t serve the purpose when an
organization wants to expend or diversity.
3. Internal recruitment encourages “The same old way of along
thins”. Possibility of Internal polities is high such as favoritism
corruption etc.
2. External Recruitment
Following are the external sources
1. Professional or trade associations.
Certain trade associations provide placement services for there
members. They may publish or sponsor trade journals or magazines
for their member. These publications after curry classify adds from
employers.
2. Advertisement.
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This is a very popular method of recruitment. “Wants adds
describe the job and the benefits, identify the employer and also
specify how to apply for the post”. A newspaper is most common
media.
3. Employment exchange.
Employment exchanges ‘compulsory notification of vacancies
acts 1959”. Applies to all industrials establishments having 25 workers
are more. The acts specify that such industrials establishments should
notify the vacancy to the exchange before filling up the same. This the
employment exchange acts as a link between the employer and
prospective employee.
4. Campus Recruitment
Some companies contact educational institutions like IIMs. IIPs
to select candidates selection is generally made from students in the
final year. Companies like Hindustan lever, Motorola, Citibank etc.,
adopt this approach.
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Consultants perform the recruitment function on behalf of the
client company in return for a fee.
8. Radios and Television
Government departments generally do radio and television as a
source to recruit persons.
9. Acquisitions and Merger.
Another method of staffing is through acquisition and merger.
When two organizations merge than the new organization will have a
port of competent or capable employees. The new organizations as to
suitable accommodate the candidate in new organization.
10. Competitors
Sometimes rival firms can be source of recruitment. It is popularly
called as approaching or riding this method involves identifying the
night people in rival companies, offering them better terms than
turning them away.
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2) Management will also be able to satisfy recruitment
requirements of the government such as recruitment of
backward classes, disabled persons etc.
3) External recruitment can sometimes over come the problem of
jealousy and resentment among the old employees.
De-Merits
1) External recruitment is expensive and also time consuming.
2) Possibility of promoting candidates from among the existing
employees is lost.
3) Possibility to mal-adjustment among the old employees and new
employee.
4) If external recruitment and selection are not conducted properly
than the wrong candidate may enter the organization.
Recruitment Process
First step
The personnel / human resources department receives the
requisition list of employees from various department of the company.
They from various department of the company. The employed from
consists of jobs to be filled number or person to be employed, duties
to be performed, skills and knowledge abilities, qualifications and
experience of the candidates etc. It also contains terms and conditions
of employed time period for joining the duties etc.
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Second step
This step relates to identification of source, their location/ areas
at right time and development of source.
Third step
This step includes searching for prospective candidates in the
source developed.
Fourth step
This step involves motivating the prospective candidates to apply
for the job by providing the information about the company, job, pay
scale allowances career, opportunities, terms and candidates of
employment etc.
Firth step
This step involves stimulating the prospective and suitable
candidates to apply for the job providing additionally information to
the candidates and procuring application from the candidates.
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Sixth step
This step involved evaluating the effectiveness of the
recruitment process.
Steps in Recruitment Process
According to Fumularo personnel recruitment process involves five
elements:
a. Recruitment policy.
b. Recruitment organization.
c. Forecast of Manpower requirements.
d. The development of sources of recruitment and different
techniques used for utilized these sources.
e. A method of assessing the recruitment programme.
1. Recruitment policy
Recruitment polity assesses the objectives of recruitment
objectives and provides a framework of implementation of the
recruitment programme in the form of procedure,
A good recruitment policy must contain these elements.
1) Organization objectives – both short-term and long-term.
2) Identification of recruitment needs.
3) Preferred sources of recruitment, which would be appeal by the
organization,
4) Criteria of selection and preferences.
5) Cost and financial implications of recruitment.
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Pre-acquisitions of a good recruitment policy
The recruitment policy of an organization must satisfy the
following conditions: -
1. It should be in conformity with the general personnel
policies.
2. It should be flexible enough to meet the changing needs of
an organization,
3. It should march the qualities of employees with
recruitment of the work for employees with recruitment of the
work for which they are employed.
4. It should highlight the necessity of establishing job
analysis.
2. Recruitment organization
There is no general procedure for hiring new personnel, which is
applicable to able business enterprises. Every organization uses
procedures. Which brings with it the desired quantity and quality of
manpower at the minimum possible cost the most commonly adopted
practice is to centralize? The most commonly adopted practice is to
centralize the recruitment and selection functions in a single office. All
employment activities should be centralized if the polices of the top
management are to be implemented consistently and efficiently.
3. Forecast of manpower recruitment
The management must estimate the structure of the
organization at a given point in time. For the organization the number
and type of employees need have to be determined.
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Many environment factors affect this determination business forecasts
expansion and quotation on it philosophy government policy, product
and human skills and completion forecasting recruitment provide an
early warning system and facilitate maximum preparation for
implementing change. Planning the further recruitments of manpower
of all types requires two set of information
1. An analysis of the existing manpower strength and
the work volume being handled.
2. Detailed forecast of future or preferable changes in
methods, type of work, facilities etc. In determining the
requirements of human resources the expected losses that are
likely to occurs through labour turnover, retirement death,
resignation dismissal, promotion and other separation should be
taken into account.
4. Sources of Recruitment
Before on organization begins recruiting applicants it should
consider re most likely sources of the type of employee if need. The
sources of employment could be classified into two types Internal and
external source.
Most organizations depend on both sources and the relatives
emphasis and use of these sources night differs from one organization
to another.
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5. Assessment of Recruitment programme.
Sources of recruiting should be periodically evaluated. For his
purpose the criteria might be cost per applicant, the applicant-hiring
ratio or performance appraisals.
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Accordingly to koontz ‘o’ Donnel “Selection is a process of
choosing from among the candidates from within the organizations or
from outside, the most suitable person for the current position or for
the future position”.
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is necessary to achieve competitive advantage by organization
and by any nation.
HRD CONCEPTS:
HRD is a process which helps employees of an organization to
improve their functional capabilities for their present and future roles,
to develop their general capabilities to harness their inner potentialities
both self and organizational development. To sustain harmonious
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superior–subordinate relationship, team work, motivation, quality and
sense of belongingness.
TRAINING:
The focus on training programmes should be such, so as to
enable the individual to perform more effectively in his present job
position. Training is required when a person is hired without the
requisite skills, attitude, or knowledge. Even incases where on
employee may be performing very well changes in processes,
procedure, material etc., many stimulate the need to further training.
Total Quality Management, small group activities or Quality,
Circle concepts are called for training them to make them financially
more effective in their re-structural jobs.
EDUCATION:
Since return on investment from education is unclear or
uncertain, very few organizations are prepared to invest on employee
education programme and develop them.
DEVELOPMENT:
Development component of HRD is to conduct learning
experience for a future undefined job. However experience shows
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carefully planned development experience can be helpful in realizing
the human potential.
OBJECTIVES OF HRD:
1. To develop capabilities of all such individual in relation to their
future role.
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2. Focus on balanced organizational culture – by conducting
periodic surveys, workshops, discussion, stimulating openers,
mutual trust, workshops, creativity, initiative, collaboration,
delegation, management of conflict etc.,
3. Focus on having context factors: - from different profession
like NIPM, ISTD etc.
4. Focus on periodic reviewing of HRD System – which may
call for re-designing, performance appraisal, Reward System,
Promotion, Selection, Induction, Training and Development, etc.
5. Focus on integrating HRD with other corporate functions like
Production, Finance, Material Corporate Planning etc. such
integration will strengthen the development of enabling
organization.
6. Focus on diffusion of HRD function – involving line manager
in various HRD aspects live training of sub-ordinates,
performance appraisal, promotion, placement, selection etc.,
7. Focus on working with union by taking them into confidence and
collaborating with them. The Union also plays a positive role like
Syndicate Bank Employee Union.
President HRD
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ORGANISATIONAL CHART NO.2 – (INTEGRATED HRD)
GENERAL MANAGER
VICE – PRESIDENT – HR
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American Society for Training & Development 1988 identified
eleven roles of HRD Manager:
1. EVALUATOR: The role of identifying the impact of an
intervention on individual on organizational effectiveness.
2. ADMINISTRATOR: The role of providing Co-ordination and
support services for the delivery of HRD.
3. Individual Career Development Advisor: The role of helping
individuals to assess personal competencies, values and goals.
4. HRD Manager: The role of supporting and leading a groups
work and their obtaining organizational goals.
5. Instructor / Facilitator: The role of presenting information
directing structured learning experience and managing group
discussion and group process.
6. Marketer: The role of marketing and contracting for HRD view
points, programmer and services.
7. Material Developer: The role of productivity written mediated
institutional methods.
8. Needs Analysts: The role of identifying ideal and actual
performance and performance conditions and determining
causes of discrepancies.
9. Organizational Changes: The role of influencing and
supporting changes in the organizational behaviour.
10. Programme Designer: The role of preparing objectives
defining content and selecting sequence of activities.
11. Researchers: The role of identifying developing or testing
new information and translating these two implications for
improved individual organizational perform.
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SELECTION PROCESS
The first task of selection process is to define the organizational
needs for different position and so also to assess the available
To develop in an organization a wide selection and promotion
system that supports the over all manpower policy of the
organization.
To create internal flow of people to suit the future requirements of
the organization.
The final strategic is matching key executives to the organizational
policy.
Internal selection is considered to be the best policy to sustain
morale of the presence employees, thereby, organization derives
motivation benefit. Some time the organization has to book at
external source, to make selection process scientific.
Selection process is broadly divided into two: -
a) Discreet Selection Process
b) Comprehensive Selection Process
Discreet Selection Process: -
“Discreet Selection Process” – the result / outcome of each step
is “success” or “Failure” Yoder “Succession of Hudles”.
1. Application
2. Screening
3. Application Blank
4. Selection Tests
5. Interviews
6. Work History
7. References
8. Provisional Selection
9. Physical / Medical Examination
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10. Final Selection
11. Employment
HRD TOOLS:
SELECTION
Selection process includes both activities relating to Internal
hiring and external hiring. The objective of selection process is to
determine whether an applicant meets the qualification for a specific
job and to choose the applicant most likely to perform.
OBJECTIVE OF SELECTION PROCESS:
a) Select a candidate whose success probability in the job is the
highest.
b) Motivate right candidate to opt for vacancy by proper presentation
organisation to the potential candidates.
Cost of selection is also an important aspect. The best way to
reducing cost is to take “Correct Decision”. Thus selection is “Decision
– marking” process.
COST OF DECISION:
Every decision has a cost. There are four types of selection
they are
1. Selecting the right person. (Correct Decision).
2. Rejecting the right person. (Wrong decision, reject error)
3. Selecting the wrong person. (Wrong decision, select error)
4. Rejecting the wrong person. (Correct decision).
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PERFORMANCE
GOOD CORRECT (2) Rejecting the
(1) Selecting the Right
Right
BAD ERROR CORRECT
(3) Select the wrong (4) Reject the
Wrong.
CLASSIFICATION OF TESTS
a) Based on Design
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Standard tests
Tailor made tests.
b) Based on Attribute Being Tested
Aptitude test (Proficiency Test)
Achievement Test (Performance Test)
Personality Test
Interest Test.
c) Based on purpose for which the tests are conducted.
Selection Test
Classification Test
Placement Test
d) Based on number of persons involved.
Individual Test
Group Test
APTITUDE TEST:
This test is to measure talent ability and potential capability of
specific talent such as learning reasoning, mental ability and
mechanical dexterity most common. Aptitude tests are:
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1. Application: It is the process of identifying potential candidates.
Applicants desire to take up the job in the organization is
demonstrated formally and voluntarily.
Organization has publicity admitted existence of a vacancy and
expressed willingness to consider suitable candidate for
appointment.
2. Screening: -
Screening of Application
Screening of Interview
a) Screening of Application:
It is based on “Job description” and “Job specification” attributed
of a suitable is considered.
b) Screening Interviews:
1. To assess how serious is applicant for getting job.
2. To assist management to clarify certain points.
3. To explain nature and type of job from “Job description”
4. To clarify salary package and perks.
3. Application Blank:
This is the specially designed “Application Form” by the
organization.
1. Biographical data like name, address, date of birth, sex,
nationality.
2. Education Qualification & Training.
3. Work Experience – duties, responsibilities, salary and reason of
leaving the previous employment.
4. Personal achievement in sports and arks.
5. Professional achievement and membership of professional
bodies.
6. Expectation of salary and perks.
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7. Individual goal and interest.
8. Assets, outstanding debts and criminal and if any
9. References.
a) Correlation Analysis: Test scores are compared with job
performance. Ranking of each employee may be tested. X-axis
is test score and Y axis is the performance test. Higher positive
value approaching to +1 is the better validity of the test.
b) Scatter Diagram
100 81-90
71-80
Success Rate in %
75
51-60
50
25 21-30
0
Test Score
INTERVIEW:
Interviews are most used widely for selection process. This is a
complex technique and its scope is very wide. Factors considered are:
Adequate preparation.
Type of interview
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Techniques used
Adherence to principles
Avoidance of pit falls.
OBJECTIVE OF INTERVIEW:
a) It is the only way to see an applicant in action how he looks, his
manner and his hearing.
b) It is the only way to witness how he interacts, how he responds,
his way of thinking etc.
c) To get first hand information about the candidate.
d) To promote goodwill toward the company.
e) To give essential facts about the job and the company.
4. Psycho – Motto Test :
Dexterity, control and co-ordination of muscles are checked.
MC Quarril Test
Purdue Mechanical Adaptability Test.
ACHIEVEMENT TEST
Test of measure knowledge.
Test to measure skill level.
PERSONALITY TEST
Objective Test
Projective Test
Situation Test
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ASSESSMENT CENTRE TESTS
Interview
An “in basket” exercise where applicants are asked to solve day
to day problem faced by manager – planning, organizing,
directing, co-ordinating and controlling.
A care – study exercise.
A group discussion.
A business game.
A set of general ability test.
VALIDITY OF TESTS: Explained by
Scatter Diagram
Expectancy diagram
On the basis of the project study made and response received the
following suggestions are made to improve HR activities
1) The performance evaluation should be made objective basis.
Periodical achievement of tasks should be adopted and allotment
of tasks in the succeeding periods should be assessed by the
superiors based on the performance of the assesses in the
assessing period / quarter. If there is 100% achievement, such
executives should be considered for higher job responsibilities
thereby, utilizing their talents to the full extent. This way the
organization will prosper.
2) Every executives, and for the matter, every employee should be
looked upon with self-respect. Though “respect for individuals”
is one of the organizational values in the company, it seems this
value is not being practiced. To overcome this, it may be made
one of the aspects in the annual confidential report as which an
assessee may comment and the organization could take
corrective step accordingly.
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3) In case, of recession, the employee should be informed a month
before the pink-slip is issued and the reason for which it is
issued to be explained. Giving opportunities for the individual to
improve or helping him to get absorbed in another organization
if the HRD is aware of vacancies. Giving references for
absorption in another firm.
4) The performance standards should be discussed with the
subordinates / employee so as to involve them in standard
setting. This satisfies the individuals ago and desire for self-
esteem brings about physical and mental involvement of the
people in an activity, particularly in that of decision-making
especially matters affecting them.
5) Steps should be taken to analyze hour for the organization /
individuals have been objective in various actions, such as
promotion of individuals, extending benefits, in assessing
subordinates in their annual confidential reports, assigning jobs,
development of subordinate etc., with this in view, it would be
appropriate if the subordinates also assess their superiors in
their annual confidential reports, which system is existing in
some of the companies. Organizational policies are thus,
applied uniformly.
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