NAME – SHWETA SHARMA

MBA MARKETING
MODULE 3

3.1 HRM & Its Functions

I. Recruitment & Decruitment
1. Recruitment
What is recruitment?
Recruitment refers to the process of identifying, attracting, interviewing, selecting,
hiring and onboarding employees. In other words, it involves everything from the
identification of a staffing need to filling it.
Depending on the size of an organization, recruitment is the responsibility of a
range of workers. Larger organizations may have entire teams of recruiters, while
others only a single recruiter. In small outfits, the hiring manager may be
responsible for recruiting. In addition, many organizations outsource recruiting to
outside firms. Companies almost always recruit candidates for new positions via
advertisements, job boards, social media sites, and others. Many
companies utilize recruiting software to more effectively and efficiently source top
candidates
What is recruiting in HRM?
Human Resource Management, otherwise known as HRM or HR for short, is the
function of people management within an organization. HR is responsible for
facilitating the overall goals of the organization through effective administration of
human capital — focusing on employees as the company's most important asset.
Recruitment is the first step in building an organization's human capital. At a high
level, the goals are to locate and hire the best candidates, on time, and on
budget.

2. Decruitment
Decruitment refers to the techniques for reducing the labour supply within an
organization. This happens when the HR planning shows a surplus of employees.

Decruitment Options-

a) Firing- Permanent involuntary termination.

b) Layoffs– Temporary involuntary termination may last only a few days or extend
to years.
 c) Attrition– Not filling openings created by voluntary resignations or normal
retirements.
d) Transfers– Moving employees either laterally or downward; usually does not
reduce costs but can reduce intra-organizational supply-demand imbalances.
e) Reduced workweeks– Having employees work fewer hours per week, share
jobs, or perform their jobs on a part-time basis.
f) Early retirements– Providing incentives to older and more senior employees
for retiring before their normal retirement date.
g) Job Sharing– Having employees share one full-time position.

II. Career development

What is Career Development?
Career development is the series of activities or the on-going/lifelong process of
developing one’s career which includes defining new goals regularly and acquiring skills
to achieve them. Career development usually refers to managing one’s career in an
intra-organizational or inter-organizational scenario. It involves training on new skills,
moving to higher job responsibilities, making a career change within the same
organization, moving to a different organization or starting one’s own business.
Career development is directly linked to the goals and objectives set by an individual. It
starts with self-actualization and self-assessment of one’s interests and capabilities. The
interests are then matched with the available options.
Importance of Career Development
Every employee working in an organization is looking for a career development which
moves in the right direction. Career path taken by an employee determines the growth.
Career should be planned in a way that it moves forward.
Career development provides the framework with skills, goals, awareness, assessment
and performance which helps an individual to move in the right direction and achieve
the goals one has in one's career. Careful career planning is always useful for
individuals to succeed professionally and also helps to boost employee motivation in the
organization.
5 Steps of Career Development
III. Current issues in HRM
Issues such as cash flow, competition, and revenue growth are top of mind for small
business owners and their teams. Along with these challenges comes another area
many companies struggle with: human resource management.

Human resource management (HRM) includes:

 Job design and analysis

 Workforce planning
 Training and development
 Performance management
 Compensation and benefits
 Legal issues
HRM can be a challenge for small businesses especially, which typically don’t have an
HR department to rely on. They may be limited to one HR person, or this responsibility
may still belong to the CEO. Regardless, small business owners need to understand the
challenges facing them so they’re prepared to tackle HR issues as their company, and
workforce, grows.

To help you stay abreast of the changes, here is a closer look at the issues facing HR
this year:

1. Finding and Landing High-Quality Talent

2. The Revolving Door of Talent

3. Developing the Next Generation of Leaders

4. Finding Resources for Workforce Development

5. Achieving Diversity with Inclusion

3.2 Foundations of behaviour

A. Job satisfaction & job involvement
1. Job Involvement
Job involvement refers to how people perceive their jobs in relation to the working environment,
the job itself, and how their work and life are integrated. Also, job involvement can be viewed as
 a psychological condition wherein an employee “is cognitively preoccupied with, engaged in, and
concerned with one’s present job”. One of the early definitions of job involvement was proposed
by [38] who defined job involvement as “the level to which an employee is identified
psychologically with his job or the importance of job in his total self-image”. There is a general
consensus among researchers that employees with a high level of job involvement would place
their jobs at the centre of their overall interests. On the other hand, employees with low levels of
job involvement concentrate on other interests rather than their jobs, and will be less creative
and innovative. Additionally, argued that employees with “high job involvement are more
independent and self-confident―they not only conduct their work in accordance with the job
duties required by the company but are also more likely to do their work in accordance with the
employees’ perception of their own performance”.

2. Job Satisfaction
Researchers such as suggested that the investigation of the concept of job satisfaction began in
1918. However, others mentioned that the examination of the role of work attitude began in 1912
and was highlighted by the Hawthorne studies in 1920 and eventually a systematic approach to
studying job satisfaction was initiated in the 1930s. Job satisfaction is considered an important
concept to study as it is relevant both to the humanitarian perspective and utilitarian perspective.
The humanitarian perspective revolves around the premise that level of employee satisfaction
refers to the extent that employees are being treated fairly and appropriately in the organization.
The utilitarian perspective suggests that employee satisfaction can lead to behaviours that
influence the functioning of the organization.

B. Important employee behaviour

The behaviours of employees in the workplace have a direct correlation to the
business' operations, and concurrently, its success. Typically, professional
behaviours generate collaborative work product and elevate the status of the
company, while poor or unprofessional behaviours have the potential to thwart
productivity, decrease morale and create a poor public image.
For a business to perform well, it must be comprised of qualified, well-trained
professionals who have the ability to work in a collaborative team environment
toward shared common goals. When any member of the team exhibits
unprofessional behaviour, it has the potential to create animosity and resentment
among the ranks and derail progress in carrying out corporate objectives. Some
examples of poor or unprofessional behaviour include:

 Being late or a no-show

 Non-participation in meetings and group initiatives
 Disrespectful behaviour toward colleagues or superiors
 Failure to meet agreed-upon deadlines
 Not pulling your weight or doing your share
 Gossiping or spreading rumours
Company Reputation

Appropriate workplace behaviour is key to building and maintaining a company’s

stellar reputation, reports the Society for Human Resource Management. Serious
damage can be done to a company’s reputation and bottom line when employee
behaviour is subpar. For instance, customers may leave in droves if employees at the
company are often rude, unfriendly, unresponsive or incompetent. And prospective
customers may take their business elsewhere as the result of reading bad online
reviews.

C. Four ways to shape behaviour

Here are the four ways of shaping individual behaviour with respect to their original
conduct −

 Positive reinforcement
 Negative reinforcement
 Punishment
 Extinction
Let us try to understand all these unique methods one at a time.

Positive Reinforcement

It occurs when a desirable event or stimulus is given as an outcome of a behaviour and

the behaviour improves. A positive reinforcer is a stimulus event for which an individual
will work in order to achieve it.
For example − A company announces a rewards program in which employees earn
prizes depending on the number of items they sold.

Negative Reinforcement

It occurs when an aversive event or when a stimulus is removed or prevented from

happening and the rate of a behaviour improves. A negative reinforcer is a stimulus
event for which an individual will work in order to terminate, to escape from, to
postpone its occurrence.
For example − A company has a policy that an employee can have a Saturday off only
if he completes the assigned work by Friday.

Punishment

The creation of some unpleasant conditions to remove an undesirable behaviour.

For example − A teenager comes home late and the parents take away the privilege of
using the cell phone.

Extinction

The process of eradicating any type of reinforcement causing any undesirable

behaviour.
For example − A child who crawls under the table to hide and seek attention, gradually
stops doing so when the attention is withdrawn.

3.3 Understanding Groups & teams

1. Give your own example of group structure from Chapter 15

Structure of Small Groups

Internal and external influences affect a group’s structure. In terms of internal

influences, member characteristics play a role in initial group formation. For instance, a
person who is well informed about the group’s task and/or highly motivated as a group
member may emerge as a leader and set into motion internal decision-making
processes, such as recruiting new members or assigning group roles, that affect the
structure of a group (Ellis & Fisher, 1994). Different members will also gravitate toward
different roles within the group and will advocate for certain procedures and courses of
action over others. External factors such as group size, task, and resources also affect
group structure. Some groups will have more control over these external factors through
decision making than others. For example, a commission that is put together by a
legislative body to look into ethical violations in athletic organizations will likely have less
control over its external factors than a self-created weekly book club.
Size of Small Groups

There is no set number of members for the ideal small group. A small group requires a
minimum of three people (because two people would be a pair or dyad), but the upper
range of group size is contingent on the purpose of the group. When groups grow
beyond fifteen to twenty members, it becomes difficult to consider them a small group
based on the previous definition. An analysis of the number of unique connections
between members of small groups shows that they are deceptively complex. For
example, within a six-person group, there are fifteen separate potential dyadic
connections, and a twelve-person group would have sixty-six potential dyadic
connections (Hargie, 2011).

3.4 Motivating Employees

1. Explain how you design motivating jobs with appropriate examples

a) Job Enlargement: -The definition of job enlargement is adding additional activities

within the same level to an existing role. This means that a person will do more,
different activities in their current job. For example, an employee who will now
also manage her own planning where this was formerly done by her manager.
Job enlargement is a key technique in job redesign, along with job enrichment,
job rotation, and job simplification. Job enlargement example
b) Job Enrichment: - Job enrichment is a process that is characterized by adding
dimensions to existing jobs to make them more motivating. Examples of job
enrichment include adding extra tasks (also called job enlargement), increasing
skill variety, adding meaning to jobs, creating autonomy, and giving feedback.
c) Job Depth:- Job depth is the amount of authority and responsibility associated
with a job. Increasing levels of authority and responsibility give an employee
more control over how decisions are made and the manner in which work is
performed. This approach is most successful when accompanied by ongoing
feedback regarding a person’s performance. For example, a production
worker can develop alternative ways to manufacture a product. A high level of
job depth typically leads to enhanced worker satisfaction, which in turn
reduces employee turnover.
Module 3

Video study

Video -

Team building helps to distinguish office monotony and allows employees to feel busy.

Prominent employees are also less likely to leave the company, ensuring that HR

Management performance becomes more complex and maintenance is high.

There are four main types of group building activities, which include:

• Communication activities.

• Problem solving and decision-making functions.

• Adaptation to planning activities.

• Jobs to build trust.

2-

With good team building skills, you can unite employees around a common goal and
generate greater productivity. Team building assists groups in balancing the five core

elements of a healthy team: leadership, roles, goals, policies and procedures, and

relationships.

Video 2-

UNAVAILABLE

Video 3-

Human Resource Planning

• Job Analysis and Design

• Hiring Candidates

• Training and Development

• Design Workplace Policies

• Monitor Performance

• Maintaining Work Culture

• Resolve Conflict

• Ensure Health and Safety of Employee

• Rewards and Incentives

Video 4& 5-

1-

Steve Jobs was one such leader. He said: “One of the things that made Macintosh so great

was that the people who worked on it were not just musicians and poets and artists and
zoologists and historians who are also the world's leading computer scientists.

Hire passionate, highly skilled people who are in line with the company's vision. Each
section

is important in an organization, to see all three of the candidates. We often look for

information or expertise and consider the record to be the best guarantee of results,

ignoring the potential for growth that may rise astonishingly. When love is associated with

the spirit of the organization, motivation is in the heart and motivates a person to seek
ways

to succeed. Your job is not to demote them or not to motivate them. Manager is to
manage

the work & leaders are to make a path in fashion that everyone likes to follow it up, even

unknowingly.

2-

Bet on them or we can say which means give them Liberty, bond and a long rope. If we do

not do this, we may have failed in pt 1 or we may have failed. This is a good version of the

prophecy we are fulfilling - when we expect great things from them (and remember, if

people come in pt 1, this expectation has a greater chance of accuracy), people will tend to

support you. The downside is also true, low management means low expectations.

Answers- 3.2

Video 1-

I Individual behaviour refers to the way in which an individual reacts or behaves at his
place
of work. It can be defined as a combination of reactions to internal and external stimuli.

Individual behaviour defines how a person will respond under distinct conditions and will

express different emotions such as happiness, rudeness, love, anger etc. It refers to some

concrete action by an individual.

Study of individual behaviour reveals the behaviour of human at the working environment.

Behaviour of an individual have a great influence on the performance of organization.

Positive behaviour will lead to enhance the productivity.

Whereas on another hand, negative behaviour will cause damages and bring heavy losses

for company. Factors that influence individual behaviour are -

• Sight - It is the result of various senses like hearing, seeing, hearing etc.

• Attitude - We can have a positive attitude or a negative attitude, as I like my work

reflects a positive attitude towards my work.

• Personality - For example, some people seem very friendly, while others take the

time to open up.

• Values - It influences the perception of a problem and marks the individual

decisionmaking process.

• Emotions - There are happy times we appreciate and sad times like anger,

frustration, etc. trying to forget ourselves.

Wide range of organizational factors influence behaviour of individual which are listed

below: –
• Physical Facilities- Physical environment at work place have a great influence on

behaviour of individual. It comprises of factors like lighting, cleanliness, heat, noise

level, office furnishing, strength of workers etc.

• Structure and Design- It is concerned with set-up design of departments within an

organization. Individual behaviour is influenced by where an individual perfectly fits

in a hierarchy of organization.

• Reward System- Fair reward system adopted by company for compensating its

employees enhances the overall performance and behaviour of individual.

Video 2-

• Be Mindful of Your Own Reaction.

• Maintain Rational Detachment.

• Be Attentive.

• Use Positive Self-Talk.

• Recognize Your Limits.

• Debrief.

3.3 Understanding Groups & Teams

Video 1

1. What is social loafing? How do you reduce it?

  Social loafing is the perceived psychological phenomenon that team members do less in
a group setting. The social loafing effect states that individuals don’t pull their own
weight when they’re judged as part of a group.
Social loafing is the idea that some people put in less effort when they’re judged as part
of a group. But the truth is, no one wants to do a bad job. In this article, we explore how
perceived social loafing is actually a symptom of a different problem—lack of clarity.
Read on to learn how to boost clarity at work and empower your team members to get
their best work done.
Social loafing can be limited by establishing individual accountability, minimizing
free riding, encouraging team loyalty, and by assigning distinct responsibilities
for each team member.
 Establishing Individual Accountability
One factor that increases group productivity is when group members feel that
they are being evaluated individually. Increasing identifiability, therefore, tends
to decrease social loafing
 Minimizing Free Riding
Minimizing free-riding is another important step that groups can take to
decrease social loafing. Freeriding refers to situations in which group members
exert less effort because others will compensate for them. When group
members are unable to free ride, social loafing decreases because group
members feel more responsibility
 Assign Distinct Responsibilities
Assign separate and distinct contributions for every team member. Without
distinct goals, groups and group members drift into the territory of social loafing
with much more ease. Setting clear goals helps group members be more
productive and decrease social loafing The goals also must be attainable; they
should be not too easy, but also not too difficult.

Video 2

1. How does the leader facilitate the group?

 While leadership styles vary, effective group leaders are
characterized by group involvement, mutual respect, and excellent
communication.

2. Who do people look at when they talk?

  A constant gaze in to the other person's eye could be considered
rude. Thus, make frequent or intermittent eye contacts and to take a
break look towards the table or whatever.Be confident, but never
make other person feel that you are not looking at them, this gives a
signal that you are not interested. Soft eye contacts will do the job.

3. Who competes for influence by consistently communicating

after certain individuals?
 Influence is the act of moving another person toward action without the
use of direct power. There are many ways to influence others—some
direct, some indirect. Direct influence can occur face to face, voice to
voice, or in an electronic domain.

4. Who participates when decisions are made and whose opinion

is sought?
 Decisions are made at every level of management to ensure
organizational or business goals are achieved. Further, the decisions
make up one of core functional values that every organization
adopts and implements to ensure optimum growth and drivability in
terms of services and or products offered.

5. Whose comments are quoted by others versus whose

comments are passed over?
 If you have ever sat in a group where, with hindsight, a fairly
foolhardy decision was reached, then you probably already have
your own answer to that question. The more interesting question
then becomes why are many heads sometimes worse than one?
Let’s explore some of the most dramatic reasons.

6. Who is the most knowledgeable?

 Good decision-makers involve others when appropriate and use
knowledge, data and opinions to shape their final decisions. They
know why they chose a particular choice over another. They are
confident in their decisions and rarely hesitate after reaching
conclusions

7. What topics are openly discussed versus what topics are clearly
off-limits or avoided?
  Good decision-makers involve others when appropriate and use
knowledge, data and opinions to shape their final decisions. They
know why they chose a particular choice over another. They are
confident in their decisions and rarely hesitate after reaching
conclusions

8. Which team members support each other?

 It is important to support each other in a team so that the team will
be successful whenever it comes to reaching its goals. In this
regard, members support one another as they collaborate and
communicate freely together.

9. How are disagreements handled?

 Look beyond your own triggers.
 Look for similarities, not differences.
 Be a good listener.
 Take responsibility for your own feelings.
 Make a commitment.
 Use positive language.

10.Who talks the most versus who listens the most?

 Knowledge is power.
 You won't reveal anything you'll later regret.
 You won't say anything dumb
 You won't use up your material.
 The person who's doing the talking will feel understood and cared
about.
 You may gain inside information.
 When you do speak, people will listen.

Video 3

Bring our important learning from the video

 Team dynamics are the behavioral relationships between members
of any given team. How a team interacts, communicates, and works
together has a dramatic impact on how successful a team is in
meeting its goals.
Characteristics of Team Dynamics that Make for a Winning Team
o Shared Purpose
 o Trust and Openness
o Willingness to Correct Mistakes
o Diversity and Inclusion
o Interdependence and a Sense of Belonging
o Consensus Decision Making
o Participative Leadership

Video 4

1. What did you learn from the video of Mark Zuckerberg on

teams?
 Facebook is one example of such a business. Facebook knows how
valuable the right people are. A lot of times, they hire engineers for
their skills and their vision of the future. Once a new hire is in the
office, wondering what his responsibilities are, his instructions will be
something along the lines of, "Take a look around, figure out what
the problems or opportunities are, and help bridge them. The
company encourages its workers to form teams around projects
they're passionate about, because Facebook's leaders clearly
understand that great work comes out of doing what you adore. Not
only does this approach ensure that employees give their best to the
project, but it also provides opportunities for career growth based
on smarts and competence, not on credentials. In that sense,
everyone is equal. You are recognized and respected based on your
contributions to the improvement of the product; your résumé or
your age doesn't matter. Facebook is a company where ideas turn
into products whether you are an intern or the CEO himself. "Pixels
talk," says Joey Flynn, one of the designers of the Facebook timeline.
"You can do anything here if you can prove it”.

Answer 3.4-

All human activities — work, study, worship, rest, play, even sleep — are
done in groups.
One person cut off from all parties is rare. Most of us live our lives in
groups, and these groups have a profound effect on our thoughts, feelings,
and actions.
This module examines group psychology and group membership. It begins
with a basic question: What is the psychological significance of groups?
Undoubtedly, people tend to be in groups rather than in isolation. What
makes this connection remarkable and what does it
say about our mental structure? The module then reviews some of the key
findings of the group study. Researchers have asked many questions about
individuals and groups: Do people work as hard as they can in groups? Are
the teams more vigilant than individuals? Do
teams make smarter decisions than one person? In most cases the answers
are not what the human mind and intellect might suggest