Best Employers

Procter and Gamble India Early responsibility in careers Flexible and transparent organisational culture Global opportunities through a variety of exposure and diverse experiences Performance recognition

Human Resource Management

Human resource management is also a management function concerned with hiring, motivating, and maintaining people in an organisation. It focuses on people in organisations

Human Resource Management is planning, organising, directing and controlling of the procurement,development, compensation, integration, maintenance and separation of human resource to the end that individual, organizational and social objectives are accomplished.

American Express (India)

Strong Global brand Value based environment National Thermal Power Corporation Learning and growth opportunities Competitive rewards Opportunity to grow , learn, and implement Performance oriented culture

Functions of HRM
Managerial Functions Planning wage trends, forecasting required human resource Organising org structure task for human beings etc. Directing motivating and commanding Controlling

Operative Function
Procurement recruitment, selection and placing Development training Compensating function wages Maintenance

Scott, Clothier and Spriegels Classification

Employment Promotion, transfer, termination, demotions and seperations Formulation and direction of training programmes Job analysis and evaluation Remuneration and incentives Health and Sanitation Safety and institutional protection Financial aids to employees Research, record keeping, reports Employee employer cooperation Labour union contracts and cooperation

Trends in the nature of work

Technological Changes labour incentive blue collared jobs have gone down Another trend refers to Globalisation

Qualities of HR/personnel manager

Fairness and firmness Tact and resourcefulness Sympathy and consideration Knowledge of labour laws Academic qualifications

Objectives / Significance of HRM

The primary objective of HRM is to ensure the availability of competent and dedicated workforce To make effective use of HR To motivate the human resources (incentives) To maintain a high morale of employees (work conditions)

Scope of HRM
Employee Hiring Employee and Executive Remuneration Employee Motivation Employee Maintenance Industrial Relation Employee Training

To develop individual and groups to their highest potential To establish and maintain desirable working relationships To ensure the attainment of social objectives

Job Analysis
Edwin Flippo defines Job analysis is the process of studying and collecting information relating to the operations and responsibility of a specific job

Job Analysis Job Description Job Specification Job title Qualification Duties and respon Qualities Working conditions Experience Working hours Family background Salary and incentives Training Machines to be used etc. Inter personal skills

Need / Importance/ Purpose / Uses / Benefits of Job Analysis

Organisational Structure and Design Human Resource Planning Recruitment and Selection Placement Performance Appraisal Training Job Evaluation Promotion and Transfer Career Path Planning Labour relations (collective bargaining) Health and safety (dust, corrective measurement)

Components of Job Analysis

Job Description Job Specification

Job Description is the functional details involved in a job performance. It is a written record of the contents of a job.

Uses of Job Description

Placement of new employees on a job Orientation of new employees in their work Promotion and transfer of employees Redressal of grievances relating to duties and responsibilities Developing performance standards Framing questions for interview

Job Specification
Edwin Flippo A statement of minimum acceptable human qualities necessary to perform a job properly

Job specification relates to Physical Characteristics which include height, weigh, vision, hearing, age etc. Mental Characteristics consists of general intelligence, memory, judgement, ability to concentrate etc. Social and Psychological Characteristics includes emotional stability, flexibility, initiative, manners , personal appearance etc. Other Personal Characteristics sex, family background etc.

Techniques of Job Analysis

Personal Observation Job Performance Interview Questionnaire Log Records

Human Resource Planning

HRP is the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives

Imporatance of HRP

Future Personnel Needs Part of Strategic Planning Creating Highly Talented Personnel International Strategies Foundation for Personnel Functions Increasing Investments in Human Resouces Resistance to Change and Move Other Benefits

Factors Affecting HRP

Organisational Growth Cycle and Planning Environmental Uncertainities Outsourcing Nature of Jobs to be filled Type and Quality of Forecasting Information Time Horizon Type and Strategy of Organisation

HRP Process
Environment Orgaisational Objectives and Policies HR Needs Forecast HR Supply Forecast HR Programming HRP Implementation Control and Evaluation Surplus Shortage Restricted Hiring Recruitment and Reduced Hours Selection VRS, lay off

Human Resource Planning

HRP is the process of forecasting a firms future demand for and supply of the right type of people in the right number. Human resource planning includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future.

Performance Appraisal
Wayne Cascio Performance appraisal is the systematic description of an employees job relevant strenght and weakness

Purposes and Uses of Performance Appraisal

Selection Validity Performance feedback Training Promotion and transfer Compensation Human Resource Planning Career Development Lay- offs Decisions

Limitation of Performance Appraisal

Halo Effect Horn Effect Central Tendency Problem of Leniency or Strictness Spill over effect Latest Behaviour Personal Bias Paper Work The problem of appropriate Technique Fear of loosing valuable employees Fear of Confrontations Fear of Spoiling Relations First Impression

Process of performance appraisal

Objectives of Performance Appraisal (promotion, transfer, training need, increase pay etc.) Estabilish Job Expectations Design of appraisal programme (what should be evaluated, who will evaluate) Appraise Performance Performance Interview (to change behaviour of employees whose performance does not meet organisational requirements or their own personal goals, to maintain the behaviour of employees who perform in an acceptable manner, to recognise supersior performance behaviours so that they will be continued Use appraisal data for appropriate purposes

Types of Performance Appraisal

360 Degree Performance Appraisal The 360 degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders the stakeholders being the immediate supervisors, team members, customers, peers

Supervisors

Customers

360 Appraisal

Peers

Subordinates

Assessment Centre
An assessment centre is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. The principal idea is to evaluate managers over a period of time, say one to three days, by observing (and later evaluating) their behaviour across a series of select exercises or work samples.

The characteristics assessed in a typical assessment centre include assertiveness, persuasive ability, communicating ability, planning and organisational ability, self confidence, resistance to stress, energy level, decision making ability, sensitivity to the feelings of others, administrative ability, creativity and mental alertness. Crompton Greaves, HLL, Eicher and Modi Xerox are using the technique with results being highly positive

Psychological Appraisal
Large organisations employ full time industrial psychologists. When psychologists are used for evaluations, they assess an individuals future potential and not past performance. The appraisal normally consists of indepth interviews, psychological tests, discussions with supervisors and a review of other evaluations. The psychologist then writes an evaluation of the employees intellectual, emotional, motivational and other related characteristics that suggest individual potential and may predict future performance.

Management by Objectives
It was Peter F. Drucker who first gave the concept of MBO to the world way back in 1954 when his The Practice of Management was first published. Four steps The first step is to estabilish the goals each subordinate is to attain. In some organisations, superiors and subordinates work together to estabilish goals. In others, superiors estabilsh goals for subordinates.

The second step involves setting the performance standard for the subordinates in a previously arranged time period. As subordinates perform, they know fairly well what there is to do, what has been done, and what remains to be done.

The third step, the actual level of goal attainment is compared with the goal agreed upon. (training needs) The final step involves estabilishing new goals and possibly, new strategies for goals not previously attained.

Checklist Method
Under this method, a checklist of statements on the traits of the employee and his her job is prepared in two columns Yes column and a No column

Checklist for Operators

Is the employee really interested in the job Does he or she possess adequate knowledge about the job? Is his or her attendance satisfactory Does he or she maintain his or her equipment in good condition Does he or she co operate with co workers Does he or she obey orders Yes No

Does he or she observe safety precautions Does he or she complete what he or she commences Does he or she evade responsibility

Critical Incidents method

The approach focuses on certain critical behaviours of an employee that make all the difference between effective and non effective.

Examples of Critical Incidents for an Assistant Plant Manager

Continuing Duties Targets Critical Incidents

Schedule production for plant

Full utilisation of personnel and machinery in the plant order delivered on time

Instituted new production scheduling system, decreased ;late orders by 10% last month, increased machine

Supervise procurement of raw material and inventory control

Minimise inventory costs while keeping adequate supplies on hand

Supervise machinery maintenance

No shutdown due to faulty machinery

Let inventory storage costs rise 15% last month, over ordered parts a and b by 20% under ordered part C by 30% Instituted new preventative maintenance

Negative incidents are generally more noticeable than positive ones The recording of incidents is a chore to the supervisor and may be put off and easily forgotten

Behaviourally Anchored Rating Scales

BARS are said to be behaviurally anchored as the scales represent a range of descriptive statements of beheaviur varying form the least to the most effective

Field Review Method

The field review method is an appraisal by someone outside the assessees own department, usually from corporate office or HR department The outsider reviews employee records and holds interview with the ratee and his or her superior. The method is primarily used for making promotional decision at the managerial level

Two disadvantages of this method are : An outsider is usually not familiar with conditions in an employees work environment which may affect the employees ability or motivation to perform. An outsider review does not have the opportunity to observe employee behaviour of performance over a period of time and in a variety of situations, but only is an artifically structured interview situation which extends over a very short period of time.

Confidential Records
Confidential records are maintained mostly in government departments, though its application in the industry is not ruled out. Confidential records are maintained mostly in government departments, through its application in the industry is not ruled out.

Attendance, self expression, ability to work with others, leadership, initiative, technical ability , ability to understand new material, ability to reason, originality, areas of work that suits the person best, judgement, integrity, responsibility, defect indebtedness, memo served etc.

Essay Method

In this method, the rater must describe the employee within a number for broad categories such as The raters overall impression of the employees performance The promotability of the employees The jobs that the employee is now able or qualified to perform The strength and weakness of employees The training and development assistance required by the employee

Ranking Method
In this, the superior ranks his or her subordinates in the order of their merit, starting from the best to the worst.

Cost Accounting Method

Cost Accounting Method evaluates performance from the monetary returns the employee fields to his/ her organisations

Rating Scales
Excellent 5 4 Dependability Initiative Overall output Attendence Attitude Co operation Quality of work Good Acceptable Fair Poor 3 2 1