HUMAN RESOURCE MANAGEMENT

Activity
 UNIT 1
HUMAN RESOURCE
MANAGEMENT
 Topics to be cover….
• Overview and Introduction to Human Resource Management: Meaning;
Importance; Functions; HR Managers Duties and his competencies, HR
Organization chart, the trends shaping Human resource management
• Job analysis: Meaning; Methods for collecting Job Analysis information;
Writing job description and Specifications
• Human Resource Planning: Meaning; Process of HRP, Methods for HRP
• Recruitment, Selection and Interviewing Candidates: Recruitment-
Importance; Process; Sources; Recent trends; Selection- Procedure; Application
Forms; Selection test; Interview-Types of Interview
 Video Link
https://www.youtube.com/watch?v=zq
cXlpMa3wI&t=29s

https://www.youtube.com/watch?v=nG
M9MLoWLIQ
Human resource management is concerned with
policies and practices that ensure the best use of
the human resources for fulfilling the
organizational and individual goals
 HUMAN RESOURCE MANAGEMENT AT WORK
• What Is Human Resource Management
(HRM)?
• The process of acquiring, training, appraising, and
compensating employees, and of attending to
their labor relations, health and safety, and
fairness concerns.
• Organization
• People with formally assigned roles who work
together to achieve the organization’s goals.
• Manager
• The person responsible for accomplishing the
organization’s goals, and who does so by
managing the efforts of the organization’s people.
IMPORTANCE OF HRM
 OBJECTIVES OF HRM

Liaison between top management and employees

Maintain manpower inventory

Offer training for desired results

Devise employee benefit schemes

Enhance quality of work life

Keep up ethical values

 FUNCTIONS OF HRM

Managerial Function Operative Functions

Planning Procurement

Organizing Development

Staffing Compensation

Maintenance &
Directing
Motivation

Controlling Integration

Industrial Relation
 OPERATIVE FUNCTIONS

Maintenance &
Procurement Development Compensation Integration
Motivation
• Job Analysis • Career • Job Evaluation • Employee • IR
• HRP planning • Performance well-being • Discipline
• Recruitment • Training Evaluation • Social Security • Grievance
• Selection • Development • Wage • Worker’s redressal
• Placement • OD Administration Participation • Dispute
• Orientation • Incentives & • Motivation settlement
benefits • Job rotation • Collective
• Socialization
• HR records Bargaining
• HRIS
 THE HUMAN RESOURCE MANAGER’S
COMPETENCIES

Strategic Positioners Credible Activists Capability Builders

• Being able to help • By exhibiting the • By creating

create the firm’s leadership that meaningful work
strategy make them “both” environment
credible (respected, • By aligning strategy,
admired, listened culture, practices
to) and Active and behavior
(offers a point of
view, takes a
position)
 THE HUMAN RESOURCE MANAGER’S
COMPETENCIES
HR innovators and Technology
Change Champions
Integrators Proponents
• By initiating and • By developing • By connecting
sustaining change talent and people through
optimizing human technology
capital through
workforce
planning and
analytics.
HR DEPARMENT IN SMALL SCALE
ORGANISATION
HR DEPARMENT IN LARGE SCALE ORGANISATION
IMPORTANT TRENDS IN HRM

Changing in the nature of work

Widening scope of HR activities

Greater emphasis on HRIS

Change in labour market condition

Increasing importance of high-performance work system

Growing need for Measurement Tools to evaluate HR Programs

JOB ANALYSIS
 Job Analysis

• A job analysis may be defined as a

“collection or aggregation of tasks,
duties and responsibilities which as a
whole, are regarded as a regular
assignment to individual employees”.
Uses of Job analysis
I. Human resource planning
II. Recruitment
III. Selection of personnel
IV. Training and development
V. Organization audit
VI. Job evaluation
VII. Job design
VIII. Performance appraisal
IX. Career planning
X. Safety and health
Steps/stages/process in Job Analysis:

Collection of background
information
Selection of representative job
to be analyzed

Collection of job analysis data

Job Description

Developing job specification

Components of Job Analysis
Job description
❑ According to Edwin Flippo,
“Job Description is an organized
factual statement of the duties
and responsibilities of a specific
job. It should tell what is to be
done, how it is done and why.”
Job specification
It is a written statement of
qualifications, traits, physical and
mental characteristics that an
individual must possess to perform
the job duties and discharge
responsibilities effectively.
HUMAN RESOURCE PLANNING
Human Resource Planning
HRP is a process of identifying
and then matching the human
resource requirements and
availability in order to determine
the future HR activities of the
organization on the basis of the
overall organizational objective
HRP PROCESS
STEP-2: ASSESSMENT OF EXTERNAL
ENVIRONMENT

STEP-3: PREPARATION OF IN-HOUSE

SKILLS AND COMPETENCY INVENTORY
• Skill Audit
• Core competency Analysis
HR FORECASTING—NEED ASSESSMENT
 • It presumes a certain relationship between
two given variables and using that
Ratio analysis relationship, predicts future HR
requirements

• The Delphi technique is basically a group-

Delphi based systematic forecasting method.
technique • This technique does not require any face-
to-face participation by the experts

• Each expert in a group independently develops HR

requirements and presents it before other experts
Normal group in the group.

technique • Each member’s proposal is relatively graded and the

top-ranked proposal is selected as the final HR
forecast.
 • Forecasts are made about the HR
Managerial requirements, usually by the senior
managers of the organization based on their
judgement experience.
• Bottom-up Approach, Top-down Approach

• It aims at examining the business operations

to achieve the optimum utilization of the
Work study human and physical resources available.

technique • The major purpose of this technique is to

improve the employees’ productivity and
organizational efficiency.

• Zero-base forecasting requires lines

managers to justify the need to continue
Zero-base with the positions or jobs that fall vacant in
their department.
forecasting • It does not consider any position as eligible
for routine continuance
 • Simulation model is a mathematics-
oriented, software-enabled technique.
Simulation • This model simulates the HR
requirements and availability to
model determine the likely gap between the
demand for and the supply of human
resources.

Human • Employees
resource • Functions
allocation • A matching model and
• A formal rule structure
approach
 STEP-4 HR FORECASTING-
ESTIMATION OF AVAILABILITY
Human resource
Replacement management
Turnover rate
charts information
system (HRIS)

Overtime and Succession

Productivity level
absenteeism planning
 STEP-5: DEVELOPING HR PLANS AND
PROGRAMMES
• The estimated HR needs are matched with the estimated HR
availability to identify the skill shortage or surplus.
• Based on the outcome, appropriate HR plans are developed
A search for promising job applicants to
fill the vacancies that may arise in the
organization.
RECRUITMENT PROCESS
SOURCES OF RECRUITMENT
Selection is a systematic process of identifying suitable
candidates for the available jobs from the available
applicant pool.
Employment Application
Forms/ Blanks

Selection Test

Selection Interview

Reference Checks

Physical Examination & Job

Offer
EMPLOYMENT APPLICATION FORMS/BLANKS
Biographical information

Educational qualifications

Work experience

Pay and other perquisites

Additional information

References
 TYPES OF
PSYCHOLOGICAL TESTS

TYPES OF ABILITY TEST

• The aim of an intelligence test is to measure the general

Intelligence (IQ) Test intellectual abilities of a person.

• An aptitude test measures the latent talents of a person

Aptitude Test that may be crucial to performing the job successfully

• The aim of an achievement test is to measure the

Achievement Test knowledge gained by a person in his or her job.
DEVELOPING A TEST PROGRAMME-STEPS

Determining the job and skills requirements

Deciding the types of test

Developing the success criteria

Administering the test

Evaluating the results

 KINDS OF
INTERVIEW

Panel
Interview

Computerized Structured
Interview Interview

Selection
Interview
Un- Structured
Stress
Interview
Interview
In- Depth
Interview
 KINDS OF INTERVIEW
Structured interview
• the interviewer predetermines the questions to be asked and follows the
same to ask the interviewee a series of questions with little or no
deviation.

Unstructured interview
• the interviewer does not pre-plan the questions to be asked. In fact, he or
she decides on the questions as the interview proceeds.

In-depth interview
• The purpose of this interview is to discuss the information concerning the
candidate in detail. The intention is to ensure that no vital information is
missed out.
 KINDS OF INTERVIEW

Stress Interview
• The intention of the interviewer in this kind of interview is to identify sensitive
candidates who have low-stress tolerance. The purpose of a stress interview is to put the
candidate in an uncomfortable situation to see his or her ability to handle stress.

Panel Interview
• A panel of two or more interviewers is formed to interview the candidate. The
interviewers are generally drawn from different fields.

Computerized Interview
• The applicant is asked computerized oral questions and his or her oral or computerized
replies are recorded. Computerized interviews are often used as preliminary interviews.