Chapter-1

The roots of HRM can be found in the emergence of industrial welfare to provide
workplace amenities such as medical care, housing and libraries.
When scientific management emerged, HRM function came to life, responsible for
establishing modern personnel methods. [Personnel Administrative Approach]

 Personnel management was seen as a low-level recordkeeping and ‘people

maintenance’ function.
 The HRM view is characterized as being much more concerned with
business strategy, taking the view that HR is the most important
organizational resource. Thus there has been much talk of an HRM
‘revolution’ with a transformation from administrative efficiency to the role
of HRM as a fully-fledged strategic business partner.

Human resource management is a distinctive approach to employment

management which seeks to achieve competitive advantage through the strategic
deployment of a
highly committed and capable workforce, using an integrated array of cultural,
structural and personnel techniques.

Boeing lean production

 Chapter-2

Strategic HR management refers to the appropriate use of HR management

practices to gain or keep a competitive advantage. There are different areas
that HR professionals can improve to help firms be more competitive, including
hiring good employees, placing them in the right jobs, and rewarding them fairly.
For example, JetBlue developed a corporate culture that established a clear sense
of purpose and supported positive values and then hired individuals who matched
this culture, which helped the company succeed.
Strategic HR management (HRM) provides input for strategic planning and
develops specific HR initiatives to help achieve organizational goals.
Getting HR involved is the key, with one study finding that the participation of
HR in strategic processes is enhanced as HR’s service quality and the expectations
of the contributions of HR increase. This means that the HR department must
demonstrate that its support is helpful to the company.
Aspire--How Hr. contributes to the strategic policy of the company. Company
strategic board
Inspire--onno department der ke inspire korbe strategic plan gula mene cholte.
HR should coordinate.
The balanced scorecard is a framework organizations use to report on a diverse set
of performance measures. This method balances financial and nonfinancial
measures so that managers focus on long-term drivers of performance and
organizational sustainability.

Chapter-4
Talent Management Process
talent management as the holistic, integrated and results- and goal-oriented
process of planning, recruiting, selecting, developing, managing, and
compensating employees.
1. Decide what positions to fill, through job analysis, personnel planning, and
forecasting.
2. Build a pool of job applicants, by recruiting internal or external candidates.
3. Obtain application forms and perhaps have initial screening interviews.
4. Use selection tools like tests, interviews, background checks, and physical
exams to identify viable candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees so they have the competencies to do
their jobs.
7. Appraise employees to assess how they’re doing.
8. Compensate employees to maintain their motivation.
This stepwise view makes sense. For example, the employer needs job candidates
before
selecting whom to hire.
the appraisal may well also loop back to shape the employee’s subsequent training.
So, first, rather than view these eight HR activities as stepwise, it is best to view
them holistically.

the manager knows that having employees with the right skills depend as much on
recruiting and training as on applicant testing.

holistic and integrated, he or she will probably use the same “profile” of required
human skills, knowledge, and behaviors (“competencies”) for formulating a job’s
recruitment plans as for making selection, training, appraisal, and compensation
decisions for it.
Talent management starts with understanding what jobs need to be filled, and the
human traits and competencies employees need to do those jobs effectively.
job analysis
The procedure for determining the duties and skill requirements of a job
and the kind of person who should be hired for it.
job descriptions
A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities—one product of a job analysis.

job specifications
A list of a job’s “human requirements,” that is, the requisite education, skills,
personality, and so on—another product of a job analysis.
Job evaluation:
Figures out the relative value of a job. The relative importance of job. Pay
structure, relationship, hierarchical position.
Information collected through job analysis:
(Work activities, Human behaviors, Machines, tools, equipment, and work aids,
Performance standards)
Human behaviors. Information about human behaviors the job requires, like
sensing, communicating, lifting weights, or walking long distances.
Human requirements. Information such as knowledge or skills (education,
training, work experience) and required personal attributes (aptitudes,
personality, interests).
Equal employment opportunity (EEO) compliance means not discriminating against
employees and job applicants based on protected factors.
Use of Job analysis information:
RECRUITMENT AND SELECTION, EEO COMPLIANCE, PERFORMANCE APPRAISAL, COMPENSATION, TRAINING
Conducting job analysis:
 Identify the use
 Review organizational chart and process chart
 Select sample of position
 Actually Analyze the Job
 Verify the Job Analysis Information with the Worker Performing the
Job and with His or Her Immediate Supervisor.
 Write JD and JS
organization chart
A chart that shows the organization wide distribution of work, with titles
of each position and interconnecting lines that show who reports to and
communicates with whom.
process chart
A workflow chart that shows the flow of inputs to and outputs from a particular
job.
workflow analysis
A detailed study of the flow of work from job to job in a work process.
job enlargement
Assigning workers additional same-level activities.
job rotation
Systematically moving workers from one job to another.
job enrichment
Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
Job analysis info
Interviews • Questionnaires • Observation • Diary/logs • Quantitative techniques

Use group interviews when a large number of employees are performing similar or
identical work.
It is helpful to spend several minutes prior to collecting job analysis
information explaining the process that you will be following.
PROS AND CONS
Distortion of information is the main problem. Job analysis often precedes
changing a job’s pay rate. Employees therefore often view it as pay-related, and
exaggerate
some responsibilities while minimizing others.
Having employees fill out questionnaires to describe their job duties and
responsibilities
is another popular job analysis approach?
diary/log
Daily listings made by workers of every activity in which they engage
along with the time each activity takes.
Quantitative Job Analysis Techniques.
aim is to compare jobs for pay purposes, a mere listing of dutie
There is no standard format for writing a job description. However, most
descriptions contain sections that cover:
1. Job identification 2. Job summary 3. Responsibilities and duties
4. Authority of incumbent 5. Standards of performance 6. Working conditions
7. Job specification
• Job descriptions
o Identifying the job, summary, relationships o Responsibilities, duties, standards
• Specifications
Relationships:
There may be a “relationships” statement that shows the jobholder’s relationships
with others inside and outside the organization. The following presents some
illustrative relationships for a human resource manager.
Competency-based job analysis
means describing the job in terms of measurable,
observable, behavioral competencies (such as
skills).

Chapter-5
The plan includes number of decisions regarding hiring:
 How many people to hire?
 When to hire
 And with what qualifications?
Inviting people for a job application is recruitment.
the process of talent acquisition, the process of finding
and hiring high-quality talent needed to meet the organization’s workforce
needs. There are two primary stages of acquiring talent—recruiting and selection.

Process of generating a pool of qualified applicants for organizational jobs.

recruiters need to understand competitors’ business strategies and practices,

labor market dynamics, the importance of both quality and quantity of talent,
and time and money limits.
In addition, effective recruiting focuses on discovering talent before it is needed.
Core workers
Employees that are foundational to the business.
Flexible workers
Employees that are hired on an “as-needed” basis.
some of the costs of full-time benefits such as vacation pay, health care, and
pension plans.
Employers can hire their own temporary staff members or contract
with agencies that supply temporary workers on an hourly, daily, or weekly basis.

independent contractors as workers who perform specific services on a contract

basis. These workers must be truly independent freelancers.

Employee leasing is a contractual arrangement in which the leasing company, also

known as a professional employer organization (PEO), is the official employer.
Advantages and Disadvantages of Using Flexible Staffing Alternatives:

Organizations that face rapidly changing competitive environments and conditions

may need to place a heavier emphasis on external sources.

for organizations operating in environments that change slowly, emphasis on

promotion from within may be more suitable. An organization’s goals for time to
hire and the number of qualified applicants factor into the decision of whether to
focus on internal or external recruiting.

that internal recruiting might produce the best results overall because existing
employees who are given new work opportunities tend to perform considerably
better than external hires, at least in the first three years of employment in a new
job.
Internal vs External:

Passive job candidates

Qualified individuals who aren’t actively looking for work but might be
interested if the right job comes along.

companies can create employer branding content and invite users to “link in”
with them. This identifies potential employees and helps spread the word on job
vacancies.

Technology-enabled social networking continues to evolve. Job seekers and

employers will continue to find new ways to connect, share information, and match
the best applicants to jobs.
Chapter-6

Therefore, while person–job fit is usually the main consideration, person–

organization fit is important too.

selecting the right person is crucial for several reasons. First, employees
with the right skills will perform better for you and the company.

abrasive or obstructionist won’t perform effectively.

it is costly to recruit and hire employees.

inept hiring has legal consequences. Equal employment laws require
nondiscriminatory selection procedures.
negligent hiring
Hiring workers with questionable backgrounds without proper safeguards.
reliability
The consistency of scores obtained by the same person when retested
with the identical tests or with alternate forms of the same test.
These include physical conditions, differences in the test differences in test
administration or the questions may do a poor job of sampling the material; for

Because measuring reliability generally involves comparing two measures that

assess the same thing, in terms of a reliability and coefficient.

Validity tells you whether the test is measuring what you think it’s supposed
to be measuring.15 Test validity answers the question “Does this test measure
what it’s supposed to measure?”
validity often refers to evidence that the test is job related.
test validity: The accuracy
criterion validity: relevance with job.
it means demonstrating that those who do well on the test also do well on the job,
and that those who do poorly on the test do poorly on the job.
Content validity: tests the tasks and skills needed for the job.
Construct validity means demonstrating that (1) a selection procedure measures
a construct (an abstract idea such as morale or honesty)

Cognitive tests include tests of general reasoning ability (intelligence) and tests of
specific mental abilities like memory and inductive reasoning.

INTELLIGENCE TESTS Intelligence (IQ) tests are tests of general intellectual

abilities. They measure not a single trait but rather a range of abilities. memory,
vocabulary, verbal fluency, and numerical ability.

specific mental abilities, such as deductive reasoning, verbal comprehension,

memory, and numerical ability. Psychologists often call such tests aptitude tests.

Tests of Motor and Physical Abilities:

Hiring pilot reaction time, lifting weight is also part of it for specific job skills and
ability.

Measuring Personality and Interests:

most people are hired based on qualifications, but are fired because of attitude,
motivation, and temperament. Personality tests measure basic aspects of an
applicant’s personality. Industrial psychologists often focus on the “big five”
personality dimensions: extraversion, emotional stability/neuroticism,
agreeableness, conscientiousness, and openness to experience.
Extraversion
represents a tendency to be sociable, assertive, active, and to experience positive
effects, such as energy and zeal. Neuroticism represents a tendency to exhibit poor
emotional adjustment and experience negative effects, such as anxiety, insecurity,
and hostility Openness to experience is the disposition to be
imaginative, nonconforming, unconventional, and autonomous. Agreeableness
is the tendency to be trusting, compliant, caring, and gentle. Conscientiousness
is comprised of two related facets: achievement and dependability.

conscientiousness has been the most consistent and universal

predictor of job performance. Neuroticism is negatively related to motivation
and to job engagement.

There are several personality test caveats. First, projective personality tests are difficult
to interpret and score; it usually requires an expert to analyze test takers’ responses
and infer their personalities. Second, for this and other reasons, personality tests can
trigger legal challenges.56 Third, experts debate whether self-report personality tests
suffer from low validity.57 Fourth, people can and will fake responses to personality
and integrity tests.58 The bottom line: make sure the personality tests you use predict
performance for the jobs you are testing for.

Interest inventories compare one’s interests with those of people in various

occupations. Thus, the Strong Career Interests Test provides a report
Comparing one’s interests to those of people already in occupations like
accounting or engineering.
Achievement Tests
Achievement tests measure what someone has learned. Most of the tests you take
in school are achievement tests.
work samples
Actual job tasks used in testing applicants’ performance.
work sampling technique
A testing method based on measuring performance on actual basic job tasks.
Situational judgment tests are personnel tests “designed to assess an applicant’s
judgment regarding a situation encountered in the workplace.

management assessment center

A simulation in which management candidates are asked to perform
realistic tasks in hypothetical situations and are scored on them
performance. It usually also involves testing and the use of management
games.
The in-basket, Leaderless group discussion, Management games, Individual oral presentations,
Testing, The interview
miniature job training and evaluation
Training candidates to perform several of the job’s tasks, and then evaluating the candidates’
Performance prior to hire.
A test that requires examinees to respond to situations representative
of the job.
Choosing a Selection Method
These include the tool’s reliability and validity, its practicality (in terms of utility
analysis), applicant reactions, adverse impact, cost, and the tool’s selection ratio
Realistic Job Previews
Sometimes, a dose of realism makes the best screening tool.
background
investigations and reference checks, pre-employment information services, honesty
testing, and substance abuse screening.
backgrounds—to verify the applicant’s information (name and so forth) and to
uncover damaging information
defamation, invasion of privacy
social media–based information
Using Pre employment Information Services.
The Polygraph and Honesty Testing
WRITTEN HONESTY TESTS
regarding things like tolerance of others who steal and admission of theft-related
activities.
Graphology is the use of handwriting analysis to determine the writer’s personality
characteristics and moods, and even illnesses, such as depression. Less Valid.
Physical Exams
Once the employer extends the person a job offers, a medical exam is often the
next step in selection
Drug Testing Legal Issues
Drug testing raises numerous legal issues. Employees may claim drug tests violate
their rights to privacy.
Complying with Immigration Law
Employees hired in the United States must prove they are eligible to work here.
Pattern of Interview
structured (or directive) interview
An interview following a set sequence of questions. Beginning from big pool of
candidates.
An unstructured conversational-style interview no set format, varies person to
person and pops up with instant choices and answers. An unstructured
conversational-style interview in which the interviewer pursues points of interest
as they come up in response to questions.
Its applied in our country on the final level of interview already faced the
structured one.
Pattern of questions of interview:
Assessment system
Memory, vocabulary, analytical ability IQ tests more structured
 Situational: question relate to future hypothetical environment of the job.
how the candidate would behave in a given situation?
 Behavioral: past responses of the candidates in similar situation. how the
candidate reacted to actual situations in the past?
 Job-related: questions based on your job, skills, knowledge. Achievement
test. relevant past job-related behaviors.
 Stress: rude questions to test your temperament. identify hypersensitive
applicants and those with low or high stress tolerance.
 Puzzle: uncomfortable situation, bounce ball, people are tested. How
candidates think under pressure?
 These all can be structured and unstructured.
Face to face senior level of people un structured test.
Solicited means when you apply for company’s invitation
Unsolicited means when you drop cv from your interest to work for a position in
the company. Walk in interview.
Errors that undermine interviews:
 Snap judgment- Judge based on certain question, judge good or bad. First
Impressions (Snap Judgments)
 To avoid long assessment process to pause snap judgment.
 Job requirements not clear
Interviewers who don’t have an accurate picture of what the job entails and the sort
of candidate that’s best for it.
candidate-order (or contrast) error
an error of judgment on the part of the interviewer due to interviewing
one or more very good or very bad candidates just before the interview
in question.
Nonverbal Behavior and Impression Management
The applicant’s nonverbal behavior (smiling, avoiding your gaze, and so on) can
affect his or her rating.
Interviewer unintentional behavior: give stress which isn’t necessary, talk to
much as interviewee can’t answer well.
Effect of Personal Characteristics: Attractiveness, Gender, Race
How Should We Conduct the Interview?
A panel interview, also known as a board interview, is an interview conducted by
a team of interviewers.
mass interview
A panel interviews several candidates simultaneously.