SUB:CODE -SBAB1204

SUB:NAME-HUMAN RESOURCES MANAGEMENT

UNIT-01

INTRODUCTION

Human Resource Management-Meaning, Definition, Nature, Scope, Importance and Role of

HRM, Evolution of HRM – Operative and Managerial Functions, Difference between HRM
and Personnel Management Qualities, Roles and Responsibilities of HR Manager, Structure
of HRM Department- Challenges and Issues in HRM

HUMAN RESOURCE MANAGEMENT

Human Resource Management is a relatively new approach to managing human beings in any
organization. Human beings are considered as the key resource in this approach. Since an
organization is a body of people, their acquisition, development of skills, motivation for higher
levels of attainments, as well as ensuring maintenance of their level of commitment are all
significant activities. All these activities fall in the domain of Human Resource Management.

Human Resource Management is responsible for maintaining good human relations in the
organization. It is also concerned with development of individuals and achieving integration of
goals of the organization and those of the individuals.
Human Resource Management, or HRM, is the practice of managing people to achieve better
performance. For example, if you hire people into a business, you are looking for people who fit
the company culture as they will be happier, stay longer, and be more productive.

Meaning of HRM
Human resource management is organizing, coordinating, and managing employees within an
organization to accomplish its mission, vision, and goals. This includes recruiting, hiring, training,
compensating, retaining, and motivating employees
DEFINITIONS OF HRM
Human resources management (HRM) is a management function concerned with hiring,
motivating and maintaining people in an organization. It focuses on people in organizations.
Human resource management is designing management systems to ensure that human talent is
used effectively and efficiently to accomplish organizational goals.
According to Edwin Flippo , HRM as “planning, organizing, directing, controlling of procurement,
development, compensation, integration, maintenance and separation of human resources to the
end that individual, organizational and social objectives are achieved.”
According to the Invancevich and Glueck, “HRM is concerned with the most effective use of
people to achieve organizational and individual goals. It is the way of managing people at work, so
that they give their best to the organization”.

According to Dessler (2008) the policies and practices involved in carrying out the people or
human resource aspects of a management position, including recruiting, screening,
training, rewarding, and appraising comprises of HRM.

NATURE OF HRM
Organization is consists of men, machine and materials but the HRM is the one which
organize and manage the organization.
 HRM recruit, develop, maintain and remunerating the employees in organization.
 The decisions related to employees are taken by HRM.
 The HRM systematically approach in handling man power resources.
 HRM is an ongoing activity.
It is interdisciplinary, Combination of Sociology, psychology, economics and so on
 It is based on Human Relations: Human Resource Management is concerned with the
motivation of human resources in the organization.
 It is people centered: Human Resource Management is people centered and is relevant in all
types of organizations. It is concerned with all categories of personnel from top to the bottom of
the organization.
SCOPE OF THE HRM
Human resources planning: – Human resource planning is a process by which the company to
identify the number of jobs vacant, whether the company has excess staff or shortage of staff and
to deal with this excess or shortage.
Job analysis design: – Another important area of HRM is job analysis. Job analysis gives a
detailed explanation about each and every job in the company. Based on this job analysis the
company prepares advertisements.
Recruitment and selection: – Based on information collected from job analysis the company
prepares advertisements and publishes them in the newspapers. A number of applications are
received after the advertisement is published, interviews are conducted and the right employee is
selected thus recruitment and selection are yet another important areas of HRM.

Orientation and induction: – Once the employees have been selected an induction or orientation
program is conducted. The employees are informed about the background of the company. They
are told about the organizational culture and values and work ethics and introduce to the other
employees.

Training and development: – Every employee goes under training program which helps him to
put up a better performance on the job. Training program is also conducted for existing staff that
have a lot of experience. This is called refresher training. Training and development is one area
where the company spends a huge amount.

Performance appraisal: – Once the employee has put in around 1 year of service, performance
appraisal is conducted i.e. the HR department checks the performance of the employee. Based on
these appraisal future promotions, incentives, increments in salary are decided.

Compensation planning and remuneration: – There are various rules regarding compensation
and other benefits. It is the job of the HR department to look into remuneration and compensation
planning.
Motivation, welfare, health and safety: – Motivation becomes important to sustain the number of
employees in the company. It is the job of the HR department to look into the different methods of
motivation. Apart from this certain health and safety regulations have to be followed for the
benefits of the employees.

Industrial relations: – Another important area of HRM is maintaining co-ordinal relations with
the union members. This will help the organization to prevent strikes lockouts and ensure smooth
working in the company

IMPORTANCE OF HRM
Human Resource Management is related with effective utilization of human resources.
The importance of HRM can be discussed as:

1.Organizational Importance
Human Resource Management can help an organization to achieve to its objective more efficiently
and effectively in the following ways:
(a) Procurement of required talents through recruitment, selection, placement, inducting,
training, compensation and promotion policies.
(b) Secures co-operation of all employee of the organization for achieving goals.
(c) Proper utilization of human resources for the success of the enterprise.
(d) Ensure a future team of efficient competent workers required for the organization.
 Professional Importance
Professional competency among employees can be achieved through the following ways.
(e) Human resource management provides maximum opportunities to employees for their
personnel development.
(f) Providing healthy relationship among employees
(g) Proper allocation of work among employees.
(h) Providing training facilities for the individual development of employees.

2. Social Importance
(a) Human resource management enhances the dignity of labour.
(b) Provides suitable job to suitable person and it will help to satisfy the psychological and social
satisfaction of employees.
(c) Helps to provide reasonable compensation to workers, which leads them to have a good
standard of living.
(d) Helps to maintain a balance between jobs and job seekers in terms of numbers,
qualification, aptitude etc.
(e) Takes health and safety measures which ensures physical and mental health of the
employees.

3. National Importance
Effective management of human resources will speed up the economic growth of nation. This in
turn leads to better standard of living and more job opportunities.
 ROLE OF HRM
Human Resource Management undertakes the following activities:
1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for organizational relationship.
9. Collective bargaining, contract negotiation and grievance handling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by providing incentives.
13. Reviewing and auditing manpower management in the organization
14. Potential Appraisal Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality of work life

EVOLUTION OF HRM
Awareness regarding HRM was felt during the industrial revolution around 1850 in Western
Europe and U.S.A. Only during the beginning of 20th century, it was felt in India. The evolution of
the concept of Human Resource Management can be categorized as follow

Period before industrial revolution – The society was primarily an agriculture economy with
limited production. Number of specialized crafts was limited and was usually carried out within a
village or community with apprentices assisting the master craftsmen. Communication channel
were limited.
Period of industrial revolution (1750 to 1850) – Industrial revolution marked the conversion
of economy from agriculture based upon industry. Modernization and increased means of
communication gave way to industrial setup. A department was set up to look into workers’ wages,
welfare and other related issues. This led to emergence of personnel management with the major
task as
 Workers’ wages and salaries
 Worker’s record maintenance
 Worker’s housing facilities and health care

An important event in industrial revolution was growth of Labor Union (1790) the works working in the
industries or factories were subjected to long working hours and very less wages. With growing unrest,
workers across the world started protest and this led to the establishment of Labor unions. To deal with
labor issues at one end and management at the other Personnel Management department had to be capable
of politics and diplomacy, thus the industrial relation department emerged

Post Industrial revolution – The term Human resource Management saw a major evolution after
1850. Various studies were released and many experiments were conducted during this period
which gave HRM altogether a new meaning and importance.
A brief overview of major theories release during this period is presented below

1. Frederick W. Taylor gave principles of scientific management (1857 to 1911) led to the
evolution of scientific human resource management approach which was involved in
 Worker’s training
 Maintaining wage uniformity
 Focus on attaining better productivity.

2. Hawthorne studies, conducted by Elton Mayo & Fritz Roethlisberger (1927 to 1940). –
Observations and findings of Hawthorne experiment shifted the focus of Human resource from
increasing worker’s productivity to increasing worker’s efficiency through greater work
satisfaction.
3.Douglas McGregor Theory X and Theory Y (1960) and Abraham Maslow’s Hierarchy of needs
(1954) – These studies and observations led to the transition from the administrative and passive
Personnel Management approach to a more dynamic Human Resource Management approach
which considered workers as a valuable resource. As a result of these principles and studies, Human
resource management became increasingly line management function, linked to core business operations

Some of the major activities of HR department are listed as-

 Recruiting and selecting skilled workforce.
 Motivation and employee benefits
 Training and development of workforce
 Performance related salaries and appraisals.

FUNCTIONS OF HRM
The functions of human resources management may be classified as:
Managerial function
Operative function
Managerial Functions
Planning: Planning means forecasting or predicting the future activity in a specific manner or structure. It is
the basic function and essential for all the organization.

Organizing: It is collection or joining of all the resources available within the organizational and outside, in
order to achieve the organizational goal with efficiency.

Staffing: It involves appointing the right man for the right job at the right time. The management is to
analyse the human resource, see if he is suitable for the job and accordingly allocate the work in the
organization

Directing: It is showing the correct path or correct way to achieve the organizational goal within the
specified time.

Controlling: Controlling as a function that concerns on r

Regulating the person or monitoring him whether he performs in a better way to achieve the common goal
efficiently.

Coordinating: It is a type of support function. It involves accumulating the work to achieve the task.

Operative Functions
Procurement: Procurement refers to a series of activities undertaken by the human resource manager filling
the present and future vacancies of the organization

. • Job Analysis
• HRP
• Recruitment and Selection

Development: Development refers to both employees training and management development. Human
resource managers are responsible for conducting and supervising training and development programmes
for employees

. • Career planning
• Workers Training
• Executive development
• Organizational Development

Compensation: Compensation refers to determination of the pay scale and other benefits for the
employees. HR manager must ensure fair and equitable pay rates, Reward system incentive plans bonus and
flexible work schedules.

Maintenance: It aims at retaining efficient and experienced employees in organization. The HR managers
are responsible for offering occupational safety, Health promotion, Physical fitness, Canteen facilities,
Recreation activities, transportation programs, Employee suggestion schemes and creating a positive work
environment

. • Employee well being

• Social security
• Workers • Job Rotation
Integration: It aims at ensuring good relations between the management and the employees.
• Industrial Relations
• Discipline
• Grievance
• Dispute settlement
• Collective bargaining
DIFFERENCE BETWEEN HUMAN RESOURCE MANAGEMENT AND
PERSONNEL

Human Resource Management Personnel Management

01.HRM Is Proactive in nature; it is not only PM is Mainly reactive in nature. It satisfies

concerned with the present organizational itself ensuring peaceful labor management
conditions but foresees future necessities and relations the present.
the acts appropriately.

02.HRM is a resource centered focuses more on PM which is basically employee-centered aims

the managerial aspects; in term of delegating at hiring. Training compensating and
the responsibility of HRM to line authority. maintaining the organization.

03.The term used in broader sense, refers to the The term however used To refers the task of
task of managing people belonging to the managing the employees of the concern.
different sections of the society.

04.measures are taken for the over all progress Measures are taken to satisfy economic
of the employee i.e. his economics social and needs of the employee.
psychological needs are fulfilled.

05.The amount spent on the employee is viewed The amount spent on the employees is seen as
as an investment. expenditure incurred.

06.HRM seeks to develop the competencies of Employees get uniform reward based on job
the employees on a sustained basis. evaluation and job worth.
 QUALITIES OF GOOD HR MANAGER

1. Good Communication
2. Educational Qualification
3. Discriminating Skill
4. Leadership Qualities
5. Fair and honest in his dealing
6. Ability to take a decision independently
7. Professional altitude
8. Ability to solve complex HR problems
9. Experience (of his/her specific field)
10. Personality
11. Risk taking
12. Creative and innovative

ROLES/ RESPONSIBILITIES OF HR MANAGER

Human Resource Manager is one of the most important key to open a lock hanging on the door of success
in an organization. If a Human Resource Manager is efficient enough to handle and to take out best from his
team members any organization, it can achieve more from his target goals. Human Resource manager plays
a very important role in hierarchy and also in between the higher management and low level employees.
Stated below are major responsibilities of Human Resource Manager:-

 Recruitment: Understanding the organization's needs and hiring the right employees
 Training and development: Designing job descriptions and programs, onboarding new
employees, and conducting training and development
 Performance management: Monitoring progress and evaluating employees' attitudes, work,
efficiency, and effectiveness
 Human resource planning: Collaborating with executives to identify, prepare, and achieve
business goals
 Compliance: Ensuring compliance with laws and regulations
 Work environment: Developing a safe work environment, maintaining a healthy work culture,
and promoting diversity and inclusion
 Benefits: Managing employee benefits, conducting benefit analysis, and implementing systems
for managing staff benefits
 Payroll: Processing company payroll and rewards and incentives
 Other: Documenting rules and regulations, conflict resolution, and disciplinary actions

STRUCTURE OF HR DEPARTMENT
ORGANIZATIONAL STRUCTURE OF HRM DEPARTMENT

HR MANAGER
 ADMINISTRATIVE MANAGER
1.Canteen
2.Medical
3.Transport
4.Public relations
5.Legal
 HRD MANAGER
1.Training and development
2.Counselling
3.Appraisal
A. Performance appraisal
B. Potential appraisal

C.PERSONNAL MANAGER
1.Recrutment and selection
2.Job analysisand design
3.Compensation
4.Orientation and placement

C. IR MANAGER
1.Safety and healthy
2.Welfare
3.grievance

Challenges and issues HRM

 Change management
HRM may need to focus on training to develop competencies for managing change. HR
managers should also ensure their role aligns with the needs of the changing organization.
 Leadership development
HRM should nurture employees' leadership skills and help them advance their careers. This is a
strategic initiative that should be handled carefully to retain the best employees.
 Compensation
HRM should ensure employees receive fair and competitive pay, benefits, and perks while
keeping costs under the budget.
 Diversity
HRM should be extra careful while handling a team of employees belonging to different races,
cultures, and gender.
 Embracing new technology
HRM should keep up with the latest technology trends and adopt new tools and systems to help
streamline the HRM system.
 Training and development
HRM should assess employee training and development needs before implementing HRM. HRM
should also consider people's ambitions and needs while developing human resource policies.
 Attracting talented employees

HRM faces challenges in attracting and retaining talented employees. With manual HR processes, it can be
difficult to implement talent management strategies that improve employee retention.
 SUB.CODE -SBAB1204
SUB.NAME-HUMAN RESOURCES MANAGEMENT

UNIT-02

PLANNING AND PROCUREMENT

Human Resources Planning - Objectives of HRP, Factors affecting HRP, Job
analysis - Process, Methods - Job Description – Job Specification –Job Design-
Methods and Techniques of Job Design: Job Enlargement, Job rotation, Job
Enrichment,, Objectives of Recruitment, Sources of Recruitment – Traditional
and Modern Sources, Selection Procedure, Placement, Induction, Promotion,
Transfer its Types.

HUMAN RESOURCE PLANNING

MEANING:

The process of determining the manpower needs of an enterprise so that it is possible to fill up any
vacancy as and when it arises. This plan eliminates the risk of surplus or shortage of staff at any
time.

DEFINITION:
 1.E.W. Vetter-- HRP is the process by which a management determines how the organization
should move from its current manpower position to its desired manpower position. Through
planning the management strives to have the right number and right kind of people at the right
places, at the right time, doing things which results in both the organization and the individual
receiving, maximum long range benefit.

2.Dale S. Beach-- HRP is a process of determining and assuming that the organization will have an
adequate number of qualified persons available at the proper times, performing jobs which meet
the needs of the enterprise and which provide satisfaction for the individuals involved

OBJECTIVES OF HRP

1. To ensure that the HR plan helps to attain the overall objective of the enterprise.
2. To keep the cost of recruitment and selection pf employees low.
3. To ensure that that the organization does not face the problem of either surplus or shortage of
manpower.
4. To ensure the selection of the right man for the right job.
5. To make available the required manpower when expansion and diversification activities are
undertaken.
6. To eliminate or minimize the adverse effects of labor turnover.
7. To find a suitable replacement for those employees who retire, die or dismissed from service.

HUMAN RESOURCE PLANNING PROCESS

Human resource planning is a process through which the right candidate for the right job is
ensured. For conducting any process, the foremost essential task is to develop the organizational
objective to be achieved through conducting the said process. Six steps in human resource
planning are presented in the figure
1. Analysing Organizational Objectives:
The objective to be achieved in future in various fields such as production, marketing, finance,
expansion and sales gives the idea about the work to be done in the organization.

2. Inventory of Present Human Resources:

From the updated human resource information storage system, the current number of employees,
their capacity, performance and potential can be analysed. To fill the various job requirements, the
internal sources (i.e., employees from within the organization) and external sources (i.e.,
candidates from various placement agencies) can be estimated.

3. Forecasting Demand and Supply of Human Resource:

The human resources required at different positions according to their job profile are to be
estimated. The available internal and external sources to fulfill those requirements are also
measured. There should be proper matching of job description and job specification of one
particular work, and the profile of the person should be suitable to it.

4. Estimating Manpower Gaps:

Comparison of human resource demand and human resource supply will provide with the surplus
or deficit of human resource. Deficit represents the number of people to be employed, whereas
surplus represents termination. Extensive use of proper training and development programme can
be done to upgrade the skills of employees.

5. Formulating the Human Resource Action Plan:

The human resource plan depends on whether there is deficit or surplus in the organization.
Accordingly, the plan may be finalized either for new recruitment, training, interdepartmental
transfer in case of deficit of termination, or voluntary retirement schemes and redeployment in case
of surplus.

6. Monitoring, Control and Feedback:

It mainly involves implementation of the human resource action plan. Human resources are allocated
according to the requirements, and inventories are updated over a period. The plan is monitored strictly to
identify the deficiencies and remove it. Comparison between the human resource plan and its actual
implementation is done to ensure the appropriate action and the availability of the required number of
employees for various jobs
FACTORS AFFECTING HRP

Internal Factors
Recruitment policy of the organization or company strategies.
Company’s policies and the strategies relating to expansion, diversification, alliances etc.
determine the human resources demand in terms of quality and quantity.

Human resource policies.

HR policies of the company regarding quality of human resources, compensation level, quality
of work life human resource plan. etc. Influence

Job analysis.
Determine the qualifications and skills from perspective applicants required.

Time horizons.
Companies with a stable competitive environment can plan for long run.

Company’s production policy.

Company’s policy regarding how much to produce influencing the number of people required.
Trade unions.
Influence of trade unions regarding the number of hours of work recruitment sources etc. affect
HRP.

External Factors.

Government policies.
Government policies like labor policy, Industrial relations policy, policy towards reserving certain
jobs for different communities affect HRP.
Level of economic development.
Determine the level of supply of human resources in future in the country.
Willingness of job seekers.

1.The terms and conditions of service are acceptable to the job seekers if they find it unreasonable
they may not be willing to apply.

2.Trend in the industry.

Creates demand for particular job.

3.Level of technology.
Determine the kind of human resources required.

JOB ANALYSIS

Developing an organizational structure, results in jobs which have to be staffed. Job analysis is the
procedure through which you determine the duties and nature of the jobs and the kinds of people
(in terms of skills and experience) who should be hired for them.

Some of the definitions of job analysis are

According to Michael L. Jucius, “Job analysis refers to the process of studying the operations,
duties and organizational aspects of jobs in order to derive specifications or as they called by some,
job descriptions.”

According to DeCenzo and P. Robbins, “A job analysis is a systematic exploration of the activities
within a job. It is a basic technical procedure, one that is used to define the duties, responsibilities,
and accountabilities of a job.”

PROCESS OF JOB ANALYSIS:

Following are the important steps in the process of job analysis:
1.Determine the Use of the Job Analysis Information: Start by identifying the use to which the
information will be put, since this will determine the type of data you collect and the technique you
use to collect them.

2.Collection of Background Information: According to Terry, “The make-up of a job, its

relation to other jobs, and its requirements for competent performance are essential information
needed for a job evaluation. This information can be had by reviewing available background
information such as organization charts and the existing job descriptions.
3.Selection of Jobs for Analysis: Job analysis is a costly and time consuming process. Hence, it is
necessary to select a representative sample of jobs for the purposes of analysis. Priorities of various
jobs can also be determined.

4.Collection of Job Analysis Data: Job data on features of the job, required employee
qualification and requirements, should be collected either from the employees who actually
perform a job; or from other employees who watch the workers, or from the outside persons.

5.Processing the Information: Once job analysis information has been collected, the next step is
to place it in a form that will make it useful to those charged with the various personnel functions.
Several issues arise with respect to this. First, how much detail is needed? Second, can the job
analysis information be expressed in quantitative terms? These must be considered properly.

6.Preparing Job Descriptions and Job Classifications: Job information which has been collected
must be processed to prepare the job description form. It is a statement showing full details of the
activities of the job. Separate job description forms may be used for various activities in the job
and may be compiled later on. The job analysis is made with the help of these description forms.
These forms may be used as reference for the future.
Developing Job Specifications: Job specifications are also prepared on the basis of
information collected. It is a statement of minimum acceptable qualities of the person to be
placed on the job. It specifies the standard by which the qualities of the person are measured.

METHODS OF JOB ANALYSIS:

The methods or approaches are utilized in analyzing jobs. They are:

1. Personal Observation: The materials and equipment used, the working conditions and
probable hazards, and an understanding of what the work involves are the facts which should be
known by an analyst.
2. Sending out of Questionnaires: Properly drafted questionnaires are sent out to job- holders for
completion and are returned to supervisors.
3. Maintenance of Long Records: The employee maintains a daily record of duties he performs,
marking the time at which each task is started and finished.
4. Critical Incidents: In this method, job holders are asked to describe incidents concerning the
job on the basis of their past experience. The incidents so collected are analyzed and classified
according to the job areas they describe.
5. Personal Interviews: Personal interviews may be held by the analyst with the employees, and
answers to relevant questions may be recorded. But the method is time-consuming and costly.
6. Technical Conference Method: This method utilizes supervisors with extensive knowledge of
the job. Here, specific characteristics of a job are obtained from the “experts.”
7. Functional Job Analysis: Functional job analysis (FJA) is employee- oriented analytical
approach of job analysis. This approach attempts to describe the whole person on the job.

JOB DESCRIPTION
Job description is an organizational, factual statement of duties and responsibilities of a specific
job. In brief, it should tell what is to be done, how it is done and why. Job description is a written
statement showing job title, tasks, duties and responsibilities involved in a job. It also prescribes
the working conditions, stress that it can produce and the relationship with other jobs.

Job description contains the following information:

1. Job title, department,

2. Job contents in terms of activities or tasks performed.

3. Job responsibilities towards effective performance of the job.

4. Working conditions specifying specific hazards

5. Social environment prevailing at the workplace.

6. Machine tools and equipment.

7. Extent of supervision given and received.

JOB SPECIFICATION

Job specification is a statement of the minimum acceptable human qualities necessary to perform a
job properly.
1) The personal characteristics such as age, sex, education, job experience and extra co-
curricular activities.

2) Physical characteristics such as height, weight, chest, vision, hearing, health etc.

3) Mental characteristics such as general intelligence, memory, judgement, foresight, abilities

to concentrate etc.

4) Social and psychological characteristics such as emotional stability, flexibility manners.

Initiative, creativity, etc.

JOB DESIGN

Job design is the process of determining the duties and responsibilities of employees. It's a time-
consuming process that helps companies match employee skills and abilities to job
requirements. Job design also ensures the organization's efficiency and effectiveness

Meaning

Job design is the process of specifying the duties and responsibilities that will be included in
employees' roles. Human Resource (HR) managers aim is to design work duties specific to the
individual so that it allows the employee to maximize their performance and stay engaged and
motivated.

METHODS OF JOB DESIGN (HRM):

 Job simplification
A common approach to job design is to simplify the tasks and responsibilities of a job. This is
especially suitable for entry-level workers or graduate employees.
 Job engineering
This allows employees to see how the work methods, layout, and handling procedures link
together.
 Motivational work design
This involves making the jobs of employees more challenging in nature in order to motivate
them.
 Scientific management
This is a form of job design theory and practice that stresses physical efficiency of each
individual worker. It includes short, repetitive work cycles, detailed prescribed task sequences,
and motivation based on economic rewards.

 Work reform
This involves changes made to the workplace relation that are more suitable to management and
employee to encourage increased workforce participation.
 Job crafting
This is a strategy that aims to improve employee productivity and job performance. It focuses on
the relationship between employees' perceptions of their workplace and their satisfaction with
their job.

 Task identity
This suggests that employees should be given an entire task to complete, rather than just a small
part of a larger task.

Other elements of job design include task, motivation, resource allocation, and reward system.

TECHNIQUES OF JOB DESIGN

Four job design strategies. In order to increase the motivational potential of a job, four common
job design strategies are used. Each of these strategies will make an impact on one or more of the
elements in the MPS formula. The strategies are
1.job rotation
2. job enlargement
3. job enrichment
4. job simplification.
RECRUITMENT:

RECRUITMENT MEANING

It is the process of searching for and obtaining applicants for jobs, from among whom the right
people can be selected.

DEFINITION

According to Prof. William B.Werther and Keith Davis “It is the process of finding and attracting
capable applicants for employment. The process begins when new recruits are starts and ends
when their applications are submitted. The results are a pool of applicants from which new
employees are selected”.
SOURCES OF RECRUITMENT

The sources of recruitment can broadly be classified into two; internal and external.

Internal Sources

An internal source refers to the present working force of a company. In the event of a vacancy,
someone already on the payroll is promoted. Thus, at the Tata Engineering and Locomotive
Company and at Hindustan Unilever Ltd., outside recruitment is resorted to only when
requirements cannot be met from internal promotions.

Filling a vacancy form internal sources by promotion people has the advantages of increasing the
general level of morale of existing employees and of providing to the company a more reliable
information about the candidate‘s suitability who has already worked with the company on a lower
post.

The major weakness of this source are that it results into inbreeding depriving the organization
of a fresh outlook, originality and initiative and offers limited choice.
Transfer

In human resources management (HRM), a transfer is when an employee moves from one job to
another without a significant change in their status or pay package. Transfers can be horizontal or
lateral, and can involve moving an employee from one section, department, shift, plant, or position
to another

Promotion

In human resources management (HRM), a promotion is when an employee moves to a higher

position, or is given more responsibilities in the same grade. Promotions can also involve an
increase in salary

Advantages of Internal Sources of Recruitment

 Familiarity with the organization and employees

 Better use of talent
 Economical and less time consuming
 It will help to improve the morale, loyalty and belongingness of an employee
 It will motivate the employees

Disadvantages of Internal Sources of Recruitment

 Limited choice
 Discourage competition
 Creates conflicts

External Sources
The more commonly used external sources are the following;

1.Recruitment at factory gate

Recruitment at the factory gate, also known as direct recruitment, is a process where HR managers
evaluate people who gather at the factory gate to recruit candidates. This method is popular in
India for unskilled or semi-skilled labor.

2.Casual Callers
Casual callers are individuals who approach an organization to express interest in job vacancies
without any prior notice or recommendation. They are also known as unsolicited applicants.
Casual callers are an external source of recruitment. Organizations maintain a database of these
applicants and contact them when new recruits are needed. This is a relatively inexpensive method
of recruitment

3.Advertisement

A job advertisement is an informative text that describes job vacancies and details for potential
applicants. They attract people by describing the benefits of the job, as well as what they're looking
for in their candidates

4.Employment agencies

An employment agency is a company contracted to hire and staff employees for other companies.
An agency may be public, operating on a federal, state or local level, or it may be a privately
owned organization.

5.Management consultants
Management consultants are trained experts who help businesses and organizations solve problems
and improve their performance. They can work in many sectors, including HR, finance, business
strategy, and marketing

6.Educational Institutions
Sometimes recruiters are sent to educational institutions where they meet the members of the
faculty and persons in charge of placement services who recommend suitable candidates. Some
companies send representatives of professional meetings and convention to recruit people.
7.Recommendations

A suggestion that something is good or suitable for a particular purpose or job: I bought this
computer on John's recommendation (= because John told me that it was good). I got the job on
Sam's recommendation (= because she told her employers that I was suitable for the job)

8.Labour contactors

Contracts In many industries workers are recruited through contractors who are themselves the
employees of these organizations.

8.Telecasting

Special programmers like 'Job Watch', Youth Pulse', 'Employment News', etc. over the T.V. have
become popular in recruitment for various types of Jobs. The detailed requirements of the Job and
the qualities required to do it are published along-with the profile of the organization where
vacancy exits

Advantages of External Sources of Recruitment

 Availability new and talented candidates

 Opportunity to select the best candidates with innovative or creative thoughts
 Provides healthy competition among the employees

Disadvantages of External Sources of Recruitment

 Expensive and time consuming
 Unfamiliarity with the organization
 Lack of mutual relations
 Chances of faulty selection
Traditional sources:

Traditional human resources management (HRM) is a reactive approach that focuses

on administrative tasks and routine activities. It aims to ensure compliance with employment laws
and regulations. Traditional HR tasks include:

 Overseeing administrative tasks related to recruitment and firing

 Administering company policies
 Communicating expectations
 Employee orientation
 Providing answers to questions about a specific policy

Traditional HRM is often transactional and reactive in nature. For example, in a traditional
approach, HR will recruit and hire employees once a department manager informs them of an open
position.
Traditional HRM differs from today's HR department, which focuses on more essential areas like
acquisition, development, training, talent acquisition, and retention

Modern sources:

 Online job portals

recruiters can use online job portals to post job openings and attract candidates from various
sources.
 Social media platforms
Social media platforms like Facebook and Twitter can attract a large number of candidates
looking for a job.
 Employee referrals
Present employees are aware of their friends and relatives' qualifications, attitudes, experience,
and emotions. They are also aware of the job requirements and organizational culture of their
company.

 Employment exchanges
The primary function of employment exchanges is to register work seekers and their placement
against demand notified by employers.
 Information technology
Technological revolutions in telecommunications help the organizers to use the internet as a
source advertisement of the job vacancies.

SELECTION

MEANING:

Selection is the procedure of picking individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organization. The objective of selection process is
to determine whether an applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.

DEFINITION:

According to Prof. Thomas H. Stone defined selection as, “It is the procedure of differentiating
between applicants in order to identify (& hire) those with a greater likelihood of success in a job”.

SELECTION PROCEDURE:

Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment. In practice, the process differs among organization
between two different jobs within the same organization. Selection procedure for Senior Manager
will be long-drawn and rigorous, but it is simple and short while hiring shop floor workers.
 SELECTION PROCEDURE

Preliminary Interview
This is a very general and basic interview conducted so as to eliminate the candidates who are
completely unfit to work in the organization. This leaves the organization with a pool of
potentially fit employees to fill their vacancies.
Receiving Applications
Potential employees apply for a job by sending applications to the organization. The application
gives the interviewers information about the candidates like their bio-data, work experience,
hobbies and interests.
Screening Applications
Once the applications are received, they are screened by a special screening committee who choose
candidates from the applications to call for an interview. Applicants may be selected on special
criteria like qualifications, work experience etc.
Employment Tests
Before an organization decides a suitable job for any individual, they have to gauge their talents
and skills. This is done through various employment tests like intelligence tests, aptitude tests,
proficiency tests, personality tests etc.

Employment Interview
The next step in the selection process is the employee interview. Employment interviews are done to
identify a candidate’s skill set and ability to work in an organization in detail. Purpose of an
employment interview is to find out the suitability of the candidate and to give him an idea about the
work profile and what is expected of the potential employee. An employment interview is critical for
the selection of the right people for the right jobs.

Checking References
The person who gives the reference of a potential employee is also a very important source of
information. The referee can provide info about the person’s capabilities, experience in the previous
companies and leadership and managerial skills. The information provided by the referee is meant to
keep confidential with the HR department.
Medical Examination
The medical exam is also a very important step in the selection process. Medical exams help the
employers know if any of the potential candidates are physically and mentally fit to perform their
duties in their jobs. A good system of medical checkups ensures that the employee standards of
health are higher and there are few cases of absenteeism, accidents and employee turnover.

Final Selection and Appointment Letter

This is the final step in the selection process. After the candidate has successfully passed all
written tests, interviews and medical examination, the employee is sent or emailed an appointment
letter, confirming his selection to the job. The appointment letter contains all the details of the job
like working hours, salary, leave allowance etc. Often, employees are hired on a conditional basis
where they are hired permanently after the employees are satisfied with their performance.

IMPORTANCE OF THE SELECTION PROCEDURE

1. Proper selection and placement of employees lead to growth and development of the
company. The company can similarly, only are as good as the capabilities of its employees.
2. The hiring of talented and skilled employees results in the swift achievement of
company goals.

3. Industrial accidents will drastically reduce in numbers when the right technical staff is
employed for the right jobs.

4. When people get jobs they are good at, it creates a sense of satisfaction with them and thus
their work efficiency and quality improves.

5. People who are satisfied with their jobs often tend to have high morale and motivation to
perform better.

PLACEMENT

When the candidate reports for duty, the organization has to place him initially in that job for
which he is selected. The organization decides the final placement after the initial training is over
and performance during the training. The probation period ranges between six months to two
years. If the performance is not satisfactory the organization may extend the probation period or
ask the candidate to quit the job. If the performance is satisfactory his services will be regularized
and he will be placed permanently on a job.

PROBLEMS IN PLACEMENT

1. Employee expectations- If the employee expects high salary independent and challenging work
and the job offers low salary, dependent work then the employee finds himself misfit to the job.

2. Job expectations- Sometimes the expectations from the employee are more than the
employee’s abilities or skills. Then the HR manager finds the mismatch between the job and the
employees.

3. Change in technology- Technological changes brings changes in job description and

specification. This may mismatch.

4. Changes in organizational structure- The organization may do merger, acquisition, downsizing

etc. That may result in mismatch between job and employee.
HOW TO MAKE JOB PLACEMENT EFFECTIVE

1) Job rotation: Rotating the employee among different job in the department enables the
employee to satisfy his aptitude for challenging work.

2) Team work: The teamwork allows employees to use their skill, knowledge, abilities, etc. and it
minimizes the problems in placement.

3) Training & development: Continuous training & development help the employee to acquire
new skills and knowledge.

4) Job enrichment: Provides challenging work and decision making authority to the employees. It
gives the opportunity to use his skills.

5) Empowerment: Makes the employee to exploit his potentialities and make use of them.

INDUCTION

Induction is the process of receiving and welcoming an employee when they first joint a company
and giving them the basic information what they need to settle down quickly and happily to start
the work. Lecture, film, group, seminar are used to impart the information to new employee about
the environment of the job and organization in order to make a new employee comfortable
themselves
CRITERIA FOR A SUCCESSFUL INDUCTION PROGRAMME. (STEPS OR
PROCESS)
1. About the company history.

2. Objectives of the company.

3. Policies

4. Procedures

5. Rules and regulations

6. Code of contact

7. About the department

8. About the superiors and subordinates

OBJECTIVES OF INDUCTION AND ORIENTATON

1. Putting the new employees at east.

2. Greeting interest in his job and the company.

3. Providing basic information about working arrangements.

4. Indicating the standard if performance and behavior expected of him making the employee feel
that his job however small is meaningful that he is not a knowledge in the vast field his job.

5. Informing him about the trading facilities.

6. Creating the feeling of social security.

7. Minimizing the reality which the company provide offers regarding pay, benefits, status,
working conditions, responsibility, opportunity for growth, innovation, creative ideas

ORIENTATION MEANING:

Orientation is one component of the new employee socialization process. It is the ongoing process
of instilling in all new employees prevailing attitudes, standards, values, patterns of behavior that
are expected by the organization and its departments.

DEFINITION OF ORIENTATION:

Orientation defined by Prof.Robert .L.Mathis and John H.Jackson as, “It is a process of planned
introduction of employees to their jobs, their co-workers and the organization”.

PROBLEMS OF ORIENTATION

 Supervisor not trained and is too busy

 Overwhelmed with too much information in a short time.
 Overload with forms to complete
 Employee asked to perform task where there are high chances of failure that could
needlessly discourage the employee.
 Employee is forced to fill in the gaps between a broad orientation by the HR department and a
narrow orientation at the department level.
 Employee thrown into action too soon
 Employee mistake can damage the company
 Employee may develop wrong perception because of short period spent on each job
DIFFERENCE BETWEEN ORIENTATION AND INDUCTION

TRANSFER
In human resource management (HRM), a transfer is the process of moving an employee to a new
position. Transfers can be horizontal or lateral, and can involve moving an employee to a different
job, section, department, shift, plant, or position. Transfers can also involve a change in duties,
work location, days of work, or hours of work.
In transfers, the employee's salary, status, and responsibility remain the same. Transfers can be
used to increase employee productivity, or to place employees in positions where they are more
effective or have more job satisfaction
TYPES OF TRANSFER

 Production transfer
An employee is transferred from one department to another to stabilize employment and avoid
layoffs.
 Remedial transfer
An employee is transferred to a different type of work to correct an unsatisfactory
placement. For example, if an employee's initial placement is faulty or their job might not suit
their health.
 Temporary transfer
An employee is transferred due to ill health, absenteeism, or other reasons.
 Permanent transfer
An employee is transferred due to changes in workload, death, retirement, or resignation