Human Resource Management
Human Resource Management
Human Resource Management
-------INDEX @ GLANCE------Sr.
PARTICULARS
Page No.
01.
What is HR?
02.
What is HRM?
03.
Functions of HRM.
7-8
04.
Sources of Recruitment.
9-10
05.
Selection Procedure
11-14
06.
Role of HR manager
15
07.
What is HRD?
16
08.
Importance of HRD.
17-18
09.
19-21
10.
22-24
11.
25
12.
26-27
13.
Milestones
28-29
14.
30-33
15.
Questionnaires.
34
No.
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ACKNOWLEDGEMENT
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HUMAN RESOURCE
12
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simple
terms,
an
organization's
human
resource
the
current
workforce,
with
the
organization's
return
on
investment
and
secure
future
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INTRODUCTION TO HRM
It is the term used to describe formal systems devised for
the management of people within an organization. These
human resources responsibilities are generally divided into
three major areas of management
Staffing
Employee compensation
Defining/designing work
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Objectives of HRM
The general objective of HRM is to contribute towards the
realization of the organizational goals. The specific objectives of
HRM may be listed as follows: To achieve and maintain good human relationship within an
organization.
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FUNCTIONS OF HRM
demand
analysis,
recruitment,
selection,
and
PROCESS OF HRP:
1. Organizational objectives and policies:
The objective
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2. HR demand forecast:
In this step the demand is forecasted, by estimating the quality
and quantity of work force. A number of forecasting techniques
are used to estimate the manpower requirement namely:
a. Managerial judgment
b. Ratio trend analysis
c. Work study technique
d. Delphi technique
e. Flow models etc.
3. HR supply forecast:
In this step the HR department estimates the sources of
recruiting the manpower. The supply forecasting technique
measure the number the people likely to be available from
within and outside the organization. This step takes into
account both internal and external sources of recruiting the
work force.
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4. HR Programming:
In this step both the personnel demand forecast and supply
forecast are analysed in order to estimate the work force
requirements.
5. HR plan implementation:
Depending upon the analysis of human resources, demand
forecasting and supply forecasting is done. The surplus or short
stage as the case may be is ascertained and corrective action is
initiated.
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(2) RECRUITMENT,
SELECTION
AND
PLACEMENT
OF
PERSONNEL:
Different sources of manpower supply are tapped. The
application of various applicants is screened and the selected
applicants are required to take certain employment tests.
Those successful are asked to appear in the final interview. The
employment function is completed when the workers join the
organization and are placed on right jobs Thus; the following
activities are included under the staffing and employment
function.
Academic theory
Research in the area of HRM has much to contribute to the
organizational practice of HRM. For the last 20 years, empirical work has
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paid particular attention to the link between the practice of HRM and
organizational performance, evident in improved employee commitment,
lower levels of absenteeism and turnover, higher levels of skills and
therefore higher productivity, enhanced quality and efficiency.[5] This area
of work is sometimes referred to as 'Strategic HRM' or SHRM (. [6]
Within SHRM three strands of work can be observed [7]: Best practice,
Best Fit and the Resource Based View (RBV).
The notion of best practice sometimes called 'high commitment' HRM
proposes that the adoption of certain best practices in HRM will result
in better organizational performance. Perhaps the most popular work in
this area is that of Pfeffer [8] who argued that there were seven best
practices for achieving competitive advantage through people and
'building profits by putting people first'. These practices included:
providing employment security, selective hiring, extensive training,
sharing information, self-managed teams, high pay based on company
performance and the reduction of status differentials. However, there is a
huge number of studies which provide evidence of best practices,
usually implemented in coherent bundles, and therefore it is difficult to
draw generalized conclusions about which is the 'best' way (For a
comparison of different sets of best practices see Becker and Gerhart,
1996 [9]
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[11]
provide a more
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has a central role in developing human resources that are valuable, rare,
difficult to copy or substitute and that are effectively organized.
Overall, the theory of HRM argues that the goal of human resource
management is to help an organization to meet strategic goals by
attracting, and maintaining employees and also to manage them
effectively. The key word here perhaps is "fit", i.e. a HRM approach
seeks to ensure a fit between the management of an organization's
employees, and the overall strategic direction of the company (Miller,
1989).
The basic premise of the academic theory of HRM is that humans are
not machines, therefore we need to have an interdisciplinary
examination of people in the workplace. Fields such as psychology,
industrial relations, industrial engineering, sociology, economics, and
critical theories: postmodernism, post-structuralism play a major role.
Many colleges and universities offer bachelor and master degrees in
Human Resources Management or in Human Resources and Industrial
Relations.
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HRM strategy
An HRM strategy pertains to the means as to how to implement the
specific functions of Human Resource Management. An organization's
HR function may possess recruitment and selection policies, disciplinary
procedures, reward/recognition policies, an HR plan, or learning and
development policies, however all of these functional areas of HRM
need to be aligned and correlated, in order to correspond with the overall
business strategy. An HRM strategy thus is an overall plan, concerning
the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-
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strategy
seeks
to
accomplish
such
selection,
the
development
top/senior
of
the
management,
corporate
in
the
strategy.
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when
an
organization's
corporate
service.
The
personnel's
proper
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SOURCES OF RECRUITMENT
INTERNAL RECRUITMENT:
Internal recruitment seeks applicants for position from
those who are currently employed. Internal sources include
present employees, employees referrals, former employees,
and former applicants.
Promotions
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ii.
Transfers
Another way to recruit from present employees is transfer
without transfer. Transfers are often important in providing
employees with a broad based view of the organization,
necessary for future promotion. Transfer involves the shifting of
employees from one job to another. At the time of transfer it is
ensured that the employees to be transferred to the new job
are capable of performing it. In fact transfer does not involve
any drastic change in the responsibilities and status of
employees.
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iii.
EXTERNAL RECRUITMENT:
i.
Advertisement:
These constitute a popular method of seeking recruits as
many recruiters prefer advertisement because of their wide
reach. Advertisement is local or national newspapers and trade
and professional journals is generally used when qualified or
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ii.
Educational Institutional:
Direct recruitment from educational institution for jobs
which
require
technical
or
professional
qualification
has
iii.
Management consultants:
Management consultancy firms help the organizations to
recruit technical, professionals and managerial personnel. They
specialize in middle-level and top-level executive placement.
iv.
4. Write-ins:
Write-ins are those who send written enquires. These job
seekers are asked to complete application forms for further
processing.
v.
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vi.
Competitors:
Rival firms can be sources of recruitment. This is called
poaching this method involves identifying the right people in
rival companies, offering them better terms and luring them
away. For instance, several executives of HMT left to join Titan
Watch Company.
SELECTION PROCEDURE
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water
facilities,
bath
room
facilities,
hygienic
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the personnel
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(12) MISCELLANEOUS:
Role analysis for job occupants
Job rotation
Quality circle, organisation development and quality of
working life
Potential appraisal
Feed back counseling.
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HUMANITARIAN ROLE
Reminding moral and obligation to employees.
COUNSELOR
Consultation to employees about material, health mental,
physical and career problems.
MEDIATOR
Playing the role of a peace maker during disputes, conflicts
between individuals and group or management.
SPOKESMAN
To represent the company in media and other forums because
he has better overall pictures of his companys organization.
PROBLEM SOLVER
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CHANGE AGENT
Introduction
and
implementing
institutional
changes
and
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development,
performance
management
and
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2) Increase in Productivity:
The batter education, improved skills, and provision of healthy
atmosphere will result in proper and most efficient use of
resources (non-natural & natural) which will result in increase in
economic production.
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will
increase
literacy
which
will
produce
skilled
Human
3) Entrepreneurship Increase:
Education, clean environment, good health, investment on the
human
resource,
will
all
have
its
positive
effects.
Job
4) Social Revolution:
Because of Human Resource development the socio economic
life of the peoples of a country changes drastically. Over all look
changes thinking phenomena changes, progressive thoughts
are endorsed in to the minds of peoples.
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WHAT IS PERFORMANCE?
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individuals performance in
DEFINITION
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Method
Management By Objectives
(Mbo)
360 Degree Appraisal
Assessment Centers
Behaviourally Anchored Rating
Scales
Human Resource Accounting
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PAIRED COMPARISON
A better technique of comparison than the straight ranking
method, this method compares each employee with all others
in the group, one at a time.
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FIELD REVIEW
In this method, a senior member of the HR department or a
training officer discusses and interviews the supervisors to
evaluate and rate their respective subordinates.
CHECKLIST METHOD
The rater is given a checklist of the descriptions of the
behaviour of the employees on job. The checklist contains a list
of statements on the basis of which the rater describes the on
the job performance of the employees.
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MODERN METHODS
ASSESSMENT CENTRES
An assessment centre typically involves the use of
methods like social/informal events, tests and exercises,
assignments being given to a group of employees to assess
their competencies to take higher responsibilities in the future.
resources
are
valuable
assets
for
every
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degree
feedback,
also
known
as
'multi-rater
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