SUBJECT: HUMAN RESOURCE MANAGEMENT

CHAPTER 2: HUMAN RESOURCE DEVELOPMENT

HUMAN RESOURCE DEVELOPMENT (HRD)

HRD is the integrated use of training and development, organizational development and career development
– to improve individual, group and organizational effectiveness.

Functions of HRD

1. Performance appraisal
2. Promotion of employees
3. Training and development
4. Career planning
5. Organisational development
6. Motivation
7. Employee welfare
8. Quality of work life (QWL)
9. Human resource information
10. Potential appraisal and development

JOB ANALYSIS – COMPONENTS

• The jobs are divided into smaller sub-parts. Each sub-part is assigned to certain
workers. The workers may repetitively perform the sub-part of the job assigned to
him.Job simplification leads to specialization.
• Job Analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job.

JOB DESCRIPTION:-

Job title
Duties & Responsibilities
Working Condition
Working Hours
Salary and Incentives

JOB SPECIFICATION:-

Qualification
Qualities
Experience
Family background
TRAINING – CONCEPT & IMPORTANCE

Training consists of planned programs undertaken to improve employee knowledge, skills, attitudes and social
behavior so that the performance of the organization improves considerably.

Importance of Training and Development

1. Innovation
2. Corporate image
3. Efficiency
4. Teamwork
5. Optimum use of resources
6. Motivation
7. Competitive advantage
8. Customer satisfaction
9. Absenteeism reduction
10. Employee turnover reduction
11. Benefits to employees
Process of identifying training and development needs

1. Analyze organizational needs

2. Analysis of strategies and tasks
3. Analysis of training needs of individual employees
4. Develop a training plan
5. Decision of training method
6. Communication with employees
7. Implementation of training programme
8. Review of training outcome

Methods of training and development

A. ON THE JOB TRAINING METHOD

On the job methods are generally applied on the workplace while the employee is actually
working.
1. Job rotation
2. Understudy
3. Mentoring
4. Coaching
5. Counselling
6. Apprenticeships
7. Planned progression
 B. OFF THE JOB METHOD
Off the job training refers to training given to employees outside the organisation while they are
not working.
1. Management games
2. Role playing
3. Vestibule training (VT)
4. In basket (In tray) technique
5. Case study method
6. Sensitivity training
7. Assessment centers
8. Seminars and conferences
9. Readings and references
10. Conferences
11. Brain storming sessions
12. Lectures

PERFORMANCE APPRAISAL

Performance appraisal is the systematic description of an employee’s job relevant strengths and weaknesses.

Benefits/Uses of Performance Appraisal

1. Performance feedback
2. Training and development
3. Motivation
4. Promotion
5. Transfers
6. Human resource planning
7. Management-Labor relations
8. Documentary evidence
9. Effective communication
10. Career development

Limitations of Performance Appraisal

1. Halo effect (one positive characteristics)

2. Horn effect (one negative quality)
3. Central tendency
4. Cost factor
5. Problems of leniency
 6. Latest behavior effect
7. Problem of strictness
8. Spillover effect (past performance)
9. Personal bias
10. Paper work
11. Problem of appropriate technique
12. Fear of confrontations

PROCESS OF SELECTION PROCESS

1. Application Pool: Application pool built-up through recruitment process is the base for selection process.
The basic objective at the recruitment level is to attract as much worthwhile applications as possible so that
there are more options available at the selection stage.
2. Preliminary Screening and Interview: It is highly noneconomic to administer and handle all the applicants.
It is advantageous to sort out unsuitable applicants before using the further selectionsteps. For this purpose, usually,
preliminary interviews, application blank lists and short test can be used. All applications received are scrutinised by the
personnel department in order to eliminate those applicants who do not fulfil required qualifications or work
experience or technical skill, his application will not be entertained. Such candidate will be informed of his rejection.

Preliminary interview is a sorting process in which the prospective candidates are given the necessary
information about the nature of the job and the organisation. Necessary information is obtained fromthe candidates
about their education, skills, experience, expected salary etc. If the candidate is found suitable, he is elected for
further screening. This courtesy interview; as it is often called helps the department screen out obvious misfits.
Preliminary interview saves time and efforts of both the company and the candidate. It avoids unnecessary waiting
for the rejected candidates and waste of money on further processing of an unsuitable candidate. Since rejection
rate is high at preliminary interview, the interviewer should be kind, courteous, receptive and informal.

2. Application Blank or Application Form: An application blank is a traditional widely accepted device for
getting information from a prospective applicant which will enable the management to make a proper selection.
The blank provides preliminary information as well as aid in the interview by indicating areas of interest and
discussion. It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical
data from the candidate. It also serves as a convenient device for circulating information about the applicant to
appropriate members of management and as a useful device for storing information for, later reference. Many
types of application forms, sometimes very long and comprehensive and sometimes brief, are used.
Information is generally taken on the following items:
3. Selection Tests: Many organisations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview etc. Selection tests normally
supplement the information provided in the application forms. Such forms may contain factual information about
candidates. Selection tests may give information about their aptitude, interest, personality, which cannot be
known by application forms. Types of tests and rules of good of testing have been discussed in brief below:
4.
A. Aptitude Tests: These measure whether an individual has the capacity or talent ability to learn a given job
if given adequate training. These are more useful for clerical and trade positions.
5.
B. Personality Tests: At times, personality affects job performance. These determine personality traits of
the candidate such as cooperativeness, emotional balance etc. These seek to assess an individual‘s motivation,
adjustment to the stresses of everyday life, capacity for interpersonal relations and self-image.
 C. Interest Tests: These determine the applicant‘s interests. The applicant is asked whether he likes,
dislikes, or is indifferent to many examples of school subjects, occupations, amusements, peculiarities of
people, and particular activities.

D . Performance Tests: In this test the applicant is asked to demonstrate his ability to do the job. For example,
prospective typists are asked to type several pages with speed and accuracy.
E. Intelligence Tests: This aim at testing the mental capacity of a person with respect to reasoning, word
fluency, numbers, memory, comprehension, picture arrangement, etc. It measures the ability to grasp,
understand and to make judgement.
F. Knowledge Tests: These are devised to measure the depth of the knowledge and proficiency in certain
skills already achieved by the applicants such as engineering, accounting etc.
G. Achievement Tests: Whereas aptitude is a capacity to learn in the future, achievement is concerned with what
one has accomplished. When applicants claim to know something, an achievement test is given to measure
how well they know it.
H. Projective Tests: In these tests the applicant projects his personality into free responses about pictures
shown to him which are ambiguous.

SOURCES OF RECRUITMENT
After the recruitment plan is finalized, which includes the number and type of potential candidates, they must
be enticed to apply for the job. This necessitates the discovery of potential sources for these possibilities.
Some businesses attempt to create new sources, while others focus solely on their current ones.
Internal and external sources, respectively, can be classified.
Internal Sources
1. Promotions: The promotion policy is used as a motivational tool for employees who work hard and deliver
strong results. Pay, position, responsibility, and authority all improve as a result of promotion. The terms,
conditions, rules, and regulations must all be clearly established in order for the promotion policy to be
implemented.
2. Retirements: In the event that qualified candidates for the position are not available, retired employees may
be allowed an extension of service.
3. Previous employees: Former employees who did well during their time with the company may be rehired,
and greater compensation and incentives may be offered.
4. Transfer: Employees may be transferred from one department to another if a vacancy arises.
5. Internal advertisement: Existing employees may be interested in filling the open positions. They are
familiar with the job specification and description because they have worked for the company for a long time.
The advertisement is spread within the company for their benefit, informing the staff.

External Sources:
1. Press advertisement: This source provides a wide range of options for picking the best candidate for the
job. It publicizes unfilled positions and makes information about the job available to the general public in the
form of a job description and specification.
2. Campus interviews: It is the most effective way for businesses to select individuals from a variety of
educational institutions. It's simple and cost-effective. Officials from the company personally visit various
institutes and interview students who are qualified for a specific position. Students have an excellent
opportunity to demonstrate their worth and be considered for a good job. 3. Placement agencies: In exchange
for a commission, a databank of candidates is supplied to organizations for the purpose of selection.
4. Employment exchange: People register their personal information with government employment
exchanges. Candidates are sent for interviews based on the organization's needs and requests.
5. Walk in interviews: Companies schedule these interviews for a specified day and time, and they are
performed for the purpose of selection.

POTENTIAL APPRAISAL

Potential appraisal is a future oriented appraisal whose main objective is to identify and evaluate the
potential of the employees to assume higher positions and responsibilities in the organizational hierarchy.

Techniques of potential appraisal

1. Self-appraisal
2. Peer appraisal
3. Superior appraisal
4. 360-degree appraisal
5. Brain storming sessions
6. Assessment centers
7. MBO
8. Leadership exercises etc.
Importance of potential appraisal

1. Identification of strengths and weaknesses

2. Identification of training needs
3. Information about future prospects
4. Retention of competent employees
5. Advise on career development
6. Motivation to employees
7. Assigning challenging projects
8. Succession planning
9. Healthy work culture
10. Provision of facilities
11. Empowerment of employees
12. Developing confidence in employees

*********