264910-1699981164259-CAIIB HR ABM Module B Summary

Module B
1. Fundamental of HR
2. Development of HR
3. Human implication of organization
4. Employee Feedback
5. Performance Appraisal
6. Conflict management
7. HRM & IT
USE CODE Y666 FOR 81% DISCOUNT
Module D
1. Compliance function in Bank
2. Compliance Audit
3. Compliance governance structure
4. Framework of identification of compliance
issue & Compliance risk
5. Compliance culture & GRC framework
6. Compliance function & role of CCO in
NBFC
7. Fraud & vigilance in Bank
Important Topic of Module B
1. VUCA Scenario
2. Job Evaluation/Job enrichment/Jo enlargement/Job Rotation
3. Job Evaluation
4. Adult Learning
5. Theories of Learning
6. Attitude Development
7. Career path planning
8. Self Development (power bases, Johari window,
Transactional analysis, life stages, Group development
stages, locus of control)
9. Personality Theories
Important Topic of Module B
9. Motivation Theories
10.Role Concept & analysis
11.Performance Appraisal Method
12.Performance Appraisal barrier
13.Compa ratio
14.Climate survey
15.Phases of conflict
16.Conflict Management Style
17.Type of conflict (Task, Relation,value)
18.Type of Intrapersonal conflict
Important Topic of Module D
1. Role/Responsibilities of CCO (dual hatting)
2. Type of Compliance Risk
3. Accounting standards
4. LODR Regulations 2015 of SEBI
5. Organizational Structure of Compliance
function
6. Reporting framework & monitoring
Compliance
7. Whistle Blower policy
Important Topic of Module D
8. 4 tier structure of NBFC

9.Regulatory changes for different layers
10.Reporting of frauds to RBI (FMR/CFR)
11.Lodgement of complaint as per the amount
of fraud
12.Type of vigilance
13.Role of vigilance department (Procedure,
minor & major penalty)
VUCA Scenario
f
VUCA Scenario
f
SHRM
SHRM is a process of linking HRM with strategic role and objective in order to improve business
performance , to develop organizational culture and also to foster innovation and flexibility.
Job Analysis
Job analysis is the process of gathering and analyzing information

about the content and the human requirements of jobs, as well as,
the context in which jobs are performed. Job should be ongoing job
(already design).
Job Description & Job Specification
Job description is an informative documentation of the scope, duties, tasks,
responsibilities and working conditions related to the job listing in the
organization through the process of job analysis.
A job specification is the list of recommended qualities for a person to qualify

for and succeed in a position.
Job Evaluation
• The Job Evaluation is the process of assessing the relative worth of the jobs in an
organization. The jobs are evaluated on the basis of its content and the complexity
involved in its operations and thus, positioned according to its importance.
Learning & Development
Stages of Learning & Development:

 Identification of training needs
 Designing the training
 Conducting the training
 Evaluation of training
 Selection and development of trainers
Adult Learning
Adult learning, or the act of pursuing one's own education as an adult,

can be done in a formal setting such as higher education, a trade school,
or an apprenticeship. It can also refer to an adult simply wanting to learn
about a new skill or topic independently
Theories of Learning (Nadler)
1. Mechanistic Theory
2. Cognitive theory
3. Organismic Theory
Attitude Development
Attitude: a particular feeling or way of

thinking about something
Attitude Development
Function of Attitude
Career path planning
Career Path Planning
• From individual perspective, it is a process through an employee

make goals and lay down path to achieve it.
• From the organizational perspective, it is a way to help out
employees plan their career in term of their capacity with context
of organization need.
ABM Module C
Life Stages by Erik Erikson

Life Position by Harris
Career Role (Dalton , Thompson, Price)
1.Apprentice
2.Collegue
3.Mentor
4.Sponsor
Career Patterns by Driver
Career Patterns
Career Patterns by Schein

Schein has given another comprehensive framework of “Three
Dimensional Movements”
• Vertical
• Circumferential
• Radial
Schein 8 career anchors
Career Patterns by Schein
Schein has given another comprehensive framework of “Three
Dimensional Movements”
• Vertical
• Circumferential
• Radial
Self Development
Self Development
Self efficacy (Albert Bandura)

Self Development
Johari Window
Self Development
• At Individual level : Motivational Pattern, Locus of Control,

Power Bases.
• At Interpersonal level: Interpersonal Needs, Transactional
Analysis.
• At Group level : Being effective member in the Work Group
Self Development
• Motivational Pattern,
A pattern of motivation is defined as the strongest motivator for
an individual or group. In the work context, a pattern of
motivation leads employees to perform at their best, which leads
to particular rewards that further motivate the employee.
Self Development
Locus of Control
Self Development
Power Bases
Self Development
Schutz ICA
Self development
Transaction Analysis
Self Development
Group dynamics
EI
Emotional Intelligence
ABM Module C
Morale
ABM Module B
HUMAN IMPLICATION OF
ORGANIZATION
ABM Module B
Personalities Theories
1.Type A & Type B Personality

2.Erikson 8 stage of personality
3.Sigman Freud Personality Theory
4.Trait theory
5.Self Concept Theory
6.Social Learning Theory
1.Type A & Type B Personality

2. Eriskson 8 personality
ABM Module B
3. Sigman Freud Theory
ABM Module B
4. Trait Theory
ABM Module B
5.Self Concept Theory
ABM Module B
6.Social Learning Thoery
Personalities & Brain
Diversity at Workplace
1. Diversity Enlargement
2. Diversity Sensitivity
3. Cultural audit
Motivation Theories
Motivation Theories
Maslow need hierarchy theory

Motivation Theories
Alderfer theory
Motivation Theories
Herzberg Theory
Motivation Theories
McClelland Theory
Motivation Thoeries
Vroom Expectancy Theory
Motivation thoeries
Adam Equity Theory
motivation Thoery
Porter Performance Satisfaction Theory
Motivation Thoery
Reinforcement Theory
ABM Module B
ABM Module C
Job Rotation
ABM Module C
Quality of Work Life

Role Concept & analysis
1.Role Stagnation
2.Role Ambiguity
3.Role Overload
4.Role Erosion
ABM Module B
EMPLOYEE FEEDBACK
AND REWARD SYSTEM
Climate Survey
Employee climate surveys are studies of employees'

perceptions and perspectives of an organization. The
surveys address attitudes and concerns that help the
organization work with employees to instill positive changes.
Compa Ratio
Compa Ratio
Compa Ratio-An additional tool over Job Evaluation
“Compa-Ratio” is defined as the percentage obtained by dividing the
actual salary paid to an employee by the midpoint of the salary range
for that position. Simply put,
AS (actual salary)
CR (Compa-ratio) = × 100
MP (midpoint of pay range)
Acts related to Compensation
 The Payment of Wags Act, 1936,

 The Minimum Wages Act, 1948
 The Payment of Bonus Act, 1965, and
 The Equal Remuneration Act, 1976.
Wages
Adequacy of Wages
The Committee on Fair Wages pronounced certain wage concepts such as:
 Minimum wages:wage level to sustain the worker
 Living wages: Considers the aspect of satisfaction of social needs and
insurance coverage
 Fair wages: Between the minimum wages and the one which could be
determined on the capacity of the organization to pay
 Need-based minimum wages: satisfying the min human needs of the worker
ABM Module B
PERFORMACE
MANAGEMENT
ABM Module C
Performance Barrier
• Halo Effect:Letting one positive work factor you like affect your overall assessment of
performance.
 Horn Effect: The opposite of the halo effect—letting one negative work factor or behaviour you
dislike.
 Central Tendency:Clustering everyone in the average performance categories to avoid extremes

of good or bad performance.
 Strict Rating & Lenient Rating: Some supervisors tend to rate all their subordinates consistently
low or high. These are referred to as strictness and leniency errors. The strict rater gives
ratings lower than the subordinate deserves. This strictness error penalizes superior
subordinates.
Performance Barrier
 Spillover Effect: Spillover bias is when a manager continues to
assess an employee based on past performance, failing to take
into account recent improvements (or failures). In either case,
these biases cause employee performance to be under- or
overvalued.
 Initial Impression: First impression error is the rater's tendency to
let their first impression of an employee's performance carry
too much weight in evaluation of performance over an entire
rating period.
Performance Barier
 Latest Impression (Recency Effect): evaluators focus on an

employee's most recent behavior in the evaluation process. This
is known as the recency error. That is, in an annual evaluation, a
supervisor may give undue emphasis to performance during the past
months—or even weeks—and ignore performance levels prior to
this
Performance Barrier
 Same as Me: Similar-to-me error is when the rater's tendency is

biased in performance evaluation toward those employees seen as
similar to the raters themselves. We can all relate to people who are
like us but cannot let our ability to relate to someone influence our
rating of their employee performance
 Different from Me:
 Performance Factor Order:
 Sympathy Effect/Sunflower Effect: Rating everyone high, regardless
of performance, to make yourself look good or to be able to give more
compensation
Counselling:Counseling is a collaborative effort between the counselor and client
Competency:Competency is the capability to apply or use the set of related

knowledge, skills, and abilities required to successfully perform 'critical work
functions' or tasks in a defined work setting.
Behavioral Event Interview:Behavioral Event Interviewing (BEI) is a technique that

asks the candidate to describe a situation or an experience they had in a previous job.
Responses may not be as polished as the traditional type of question because they
cannot be rehearsed ahead of time
ABM Module B
CONFLICT
MANAGEMENT
Type of Conflict
Conflict is a situation in which people, groups or countries disagree strongly or are
involved in a serious argument
Task Conflict: Task conflict is a difference in opinion on how a task should be done.
Relationship Conflict: Relationship conflict is known to have a negative impact on

the decision-making process because it tends to cloud the group's judgment and slow
down the decision-making time. In a relationship conflict situation, individuals focus
more on their issues with one another instead of the situation at hand.
Value Conflict: Value conflict often arises because one or more of the parties
involved consider a value to be sacred and nonnegotiable. In some cases, our values
truly are sacred and not open to compromise.
Type of intra personal conflict
Goal Conflict:
Conflict from frustration: Frustration occurs when a motivated drive is blocked
before a person reaches the desired goal. An individual driven by an inner state of
deficiency engages himself in some actions to fulfill the deficiency
Role Conflict
Phases of conflict
Conflict Management Style

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Module B

8. 4 tier structure of NBFC

Job analysis is the process of gathering and analyzing information

A job specification is the list of recommended qualities for a person to qualify

Stages of Learning & Development:

Adult learning, or the act of pursuing one's own education as an adult,

Attitude: a particular feeling or way of

Career Path Planning

• From individual perspective, it is a process through an employee

Life Stages by Erik Erikson

Career Patterns by Schein

Self efficacy (Albert Bandura)

• At Individual level : Motivational Pattern, Locus of Control,

1.Type A & Type B Personality

1.Type A & Type B Personality

Maslow need hierarchy theory

Quality of Work Life

Employee climate surveys are studies of employees'

 The Payment of Wags Act, 1936,

 Central Tendency:Clustering everyone in the average performance categories to avoid extremes

 Latest Impression (Recency Effect): evaluators focus on an

 Same as Me: Similar-to-me error is when the rater's tendency is

Counselling:Counseling is a collaborative effort between the counselor and client

Competency:Competency is the capability to apply or use the set of related

Behavioral Event Interview:Behavioral Event Interviewing (BEI) is a technique that

Relationship Conflict: Relationship conflict is known to have a negative impact on

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