MPA 503 P.S.

Human resource management

Unit :I Basics of public sector HRM

 Concept , principles, and function of HRM
 Evolution of HRM in the public sector
 Strategic human resource management(SHRM)

unit:2 acquisition of public sector HR

• Human resource planning
• Role and function of recruitment agencies: recruitment, selection and placement;
orientation and socialization
 Continue……

 Unit:3 Development of hu man resources

Employee training
Management development
Career development
. Human resource development practices
 Unit : 4 Retention policy
. Compensation and benefits including safety and health
Motivation, performance evaluation/appraisal
Code of ethics and discipline
Grievance handling, collective bargaining, retirement and dismissal

 Unit :- 5 emerging trends and challenges in public sector HRM
Managing diverse workforce
Emerging issues and challenges in working with human resources (quality of HRM and quality of HRM policies
and practices)

References
1. Decenzo D. A. & Robbins S. P. Human resource management
2. adhikari D. R. human resource management
3. agrawal, G. R. dynamics of human resource management in Nepal
 unit:1 basics of public sector HRM

Concept of HRM:-HRM is the process of managing human abilities and

competencies for achieving organizational goals. Human resource
management performs various activities which is classified into
acquisition, development, utilization and maintenance functions. In
this regard, HRM works to balance the growth of both employees as well
as organization.

and Robbins “Human resource management is a process consisting of

the acquisition, development, motivation and maintenance of human
resources.”

R W Griffin” Human resource management is the set of organizational

activities directed at attracting, developing, and maintaining an
effective workforce.”
 Characteristics of HRM

1 human centric
2 Management function
3 Universal function
4 System approach
5 Flexible
 Principles of HRM

1. Principle of scientific selection

2. principle of effective communication
3. Principle of maximum individual development
4. Principle of team work
5. Principle of fair reward
6. Principle of effective utilization of human resource
7. Principle of participative management
8. Principle of high morale
9. Principle of dignity of workers
 Function of HRM

1. Acquisition function:-HR planning, recruiting,

selection and socialization
2. Development function:- employee training,
management development, career development.
3. Motivational function:-job design, performance
appraisal, reward management, job evaluation,
compensation and discipline.
4. Maintenance function:- safety and health, labour
relation
Evolution of public sector HRM, US context

It is possible to divide the evolution of public personnel

practice in united state into three broad period. Each
was characterized by different types of politics.
1. First was the era of gentlemen’s which begins with
Washington first administration in 1789 and ended
with inauguration of president jackson in 1829.
2. The primary criteria for appointment was fitness of
character
3 Fit character were those with high standing in the
community, member of upper socio economic status.
 Spoil system(1829-1882)

1. Political parties became active in finding

appropriateness for each public institution .
2. Public job were awarded according to political
loyalty. Civil servant were used for party and political
purpose.
3. Office seeker were expected to donate fee to political
parties in return for the appointment.
4. There used to massive removal of civil servant when
ever there used to be political change.
 Pendelton civil service act 1883

1. The assassination of president James Garfield by

disappointed office seeker Charles G Guiteau provide
an impetus to adopt civil service act 1883.
2. The act contain many of provision adopted in great
Britain which replace the spoil system with the
merit system.
3. Open and competitive examination to test job
related skill for the appointment of civil service was
introduced.
4. Protection of employment against political pressure.
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5. An official refusal to participation in political

activities could not be used as justification for
loosing ones job.
6. There must exist political neutrality in civil service.
7. Lateral entry in government position.
8. Geographical representation in civil service.
9. The establishment of civil service commission to
administer civil service.
 The civil service reform act 1978

1. First major reform after pendleton act.

2. It abolished the civil service commission. The act created three
agencies.
3. Office of personnel management responsible for HRM ,enforcing
personnel regulation and managing federal workforce.
4. Merit protection board to handle, investigate and appeal, watch dog
of the personnel system and hearing and resolving personnel
problem.
5. Federal labour relation authority an independent body to govern
the relation between the federal government and its employee.
6. It established the senior exchange service a separate personnel
system composed of top civil and a system of productivity merit pay
for senior federal employee.
 Evolution of HRM in U.K,context

i. The British civil service has its root in royal household.

It used to look after the need of king’s house hold and
run king affairs.
ii. There used to be two department of king’s Department
of chancery was king’s writing house and exchequer was
the king counting house.
iii. Britain has no permanent civil service until the middle
of nineteen century. The prevalence of patronage system
delayed the development of a career civil service based
on merit for long time.
 The north code-trevelyan report 1854

1. The report entitle on the organization of permanent

civil service codified civil service with merit system
in U.K.
2. The report replaced uncoordinated, inefficient and
patronage ridden public employment system
3. The report was charter of meritocracy.
 Basic premise

Recruitment into civil service should be by open

competitive examination conducted by independent
civil service board on the basis of merit.
Entrance should not be recruited for a life into a
specific department but would enter a home service
that would facilitate inter department staff transfer.
Entry into civil service should be for young men who
are then trained for the job.
Examination should include a broad range of subject
and should increase relevant to office business.
Promotion ought not only be on the basis of merit
and should not be only ground of patronage or
simply on the basis of the length of service.
The civil service should become less fragmented and
allows individuals to move department to
department and give more uniform pay structure.
As recommended by the report civil service
commission was established 1855.
 The fulton report1968

A committee on the civil service under the

chairmanship of sir john fulton was established in
1966,which published its report on 1968.
Some fundamental recommendation of report such
as the establishment of new civil service department
1968 taking over the responsibility of treasury and
civil service collage 1970 to train civil servant were
adopted immediately.
 Strategic human resource management

The strategic HRM process means managing the human

resources as part of organization strategy. It also means
managing the human resources by designing and
implementing a strategic HRM plan. The strategic HRM
process involves
Defining, redefining organizations vision, mission and
objectives
-Assessing the present strength and weakness in HRM area.
-present level of adequacy and quality of manpower
-analyze present HRM policies, practices and motivation
level
 Continue…..

Identify the area of improvement in HRM as per

redefined vision, mission, and objectives of the
organization.
Developed a comprehensive HRM plan, determine
how required human resources will be recruited,
selected, developed, utilized and disposal.
 Continue….

Implementation of HRM plan strategically.

Recruit and select staff as per predetermine need.
Develop and utilizing the human resources as per demands of the of
the strategic plan.
Provide required training.
Design and practice the performance appraisal system to generate and
respond the performance information.
Establishing and practicing the reward and punishment system to
ensure the successful implementation of strategic plan.
Develop a kind of organizational culture that helps to achieve the
organizations vision, mission and objective.
retirement: downsize or laying off or retiring the employee as per the
demand of strategic manpower planning.
 Or (in short)

1. Early scientific management era (1820-1840)

2. Personnel management era (1856-1901)
3. Scientific management era ,1911,(1920-1932)
4. Human relation movement era, 1932
5. Human resource management era, 1940
6. Strategic human resource management era,1987
 Strategic human resource management(SHM)

SHRM is the process of linking the human resource management function with the strategic
objective to improve the organizational performance. Strategic management stated from
1950-1960 decade. Strategic human resource management also means of developing
strategy that will help to motivate employees greater productivity. The strategic HRM
process involves

1. Defining organizations vision, mission and objectives

2. identifying the present strength and weakness of HRM

3. identifying the present HRM policies and practices

4. Developing a comprehensive HRM plan

 Importance of SHRM

1.Globalization
2. Improvement of performance
3. Changing role of labor union
4. Utilization of resources
5. Government regulation
6. Development of knowledge
7. Strategic fit
 Benefits of SHRM

1. To find the opportunities and threats

2. To increse high productivity
3. To meet the expectations of clients
4. To develop employees efficiency
5. To built a clear business strategy
 Unit : 2 acquisition of public sector HR

Human resource planning: human resource planning is

the process of systematic review of human resource
requirement in the organization. In other words we
can say that human resource planning is the process
of forecasting the employees demand and supply of the
right number ,time, and place.
According to Decenzo and Robbins human resource
planning is the process of determining an
organization’s human resource needs. So, it is an
essential part of the acquisition function of human
resource management.
 Characteristics of human resource planning

1. Component of corporate planning

2. Continuous process
3. Future oriented
4. Component of acquisition
5. System oriented
6. Goal oriented
7. Focus on quantitative and qualitative
 Importance of human resource planning

1. Focus on objective
2. Reduce uncertainty
3. Utilize the human resource
4. Change management (readiness to change)
5. Base for human resource functions
6. Support strategic plan
7. Maximize productivity
 Human resource planning process

1. Environmental analysis
2. Determining human resource objective and policies
3. Human resource forecast
4. Action plan
5. Control and evaluation
 Limitations of human resource planning

1. Uncertainty
2. Traditional attitude of top level management
3. Time consuming
4. Expensive
 Role and functions of recruitment agencies:

1. Recruitment
2. Selection
3. Placement
4. Orientation
5. socialization
 recruitment

Recruitment is the process of searching and obtaining

as many applicants as possible from qualified job
seekers. It involves the entire process necessary for
hiring employees. It is started by locating sources of
the workforce to meet the need of job specifications.
Therefore, recruitment relates to all activities for the
supply of potential employees on the basis of the
need for jobs of the organization.
According to Decenzo and Robbins recruiting is the
process of discovering potential job candidates.
 Sources /methods of recruitment

There are two types of sources.

1. Internal sources- promotion, transfer, job rotation,
rehire former employees, recommendation and
skills inventory system.
2. External sources:- advertisement, employment
exchange, educational institutions, labour unions,
professional and technical institutions, private
employment agencies and unsolicited applicants.
 Recruitment process

1. Assessment of HR requirement
2. Identification of source of supply
3. Announcement of job vacancies
4. Collecting application forms
 selection

Selection is the process of choosing candidates having the

required qualification and competency to fill up jobs in
the organization. In another words, selection is the
process of picking the most suitable individuals for a
particular job from among the potential applicants.
According to wendell French selection is the process of
choosing among people who apply for work with an
organization.
According to and Robbins the primary purpose of
selection activities is to predict which job applicant will
be successful if hire.
 Process of selection

1. Evaluation of application form

2. Preliminary interview
3. Selection test
4. Selection interview
5. Reference check
6. Physical examination
7. Appointment decision
 placement

placement is the determination of job to which an

accepted candidates is to be assigned. Importance of
placement are as follows:-
1. Improve morale
2. Reduce turnover
3. Reduce absenteeism
4. Reduce accident
5. Reduce T&D cost
6. Improve productivity
7. Achieve the organizational goal
 orientation

Orientation provides information to the new employees

about the particular jobs duties ,responsibilities relation
among the jobs and other employees of the organization.
Orientation programe helps to familiarize and introduce
the organization to them. This program gives following
information:-
1. Organization structure
2. Organizational goals
3. Organizational layout
4. Organizational rules and regulations
5. Implementation procedure
 socialization

Socialization is a process of providing guidance to all the

existing and new employees for consideration of
organizational systems and standards. It focuses making fit
between employees attitudes and the culture of the
organization.
Purposes of socialization:
1. Improve employees performance
2. Influence employees behaviour
3. Minimize employees anxiety
4. Bring organizational stability
5. Develop good working environment
 Process of socialization

There are three stages of socialization:

1. pre-arrival stage
2. Encounter stage
3. Metamorphosis stage
 Unit:-3 development of human resource

Human resource development is the framework for

helping employees to develop their personal skills,
knowledge and abilities. It is a process of developing
skills, competencies, knowledge and attitudes of
people in an organization.
DECENZO AND ROBBINS human resource
development is concerned with preparing employees
to work effectively and efficiently in the organization.
Importance of human resource development

1.Enhance commitment
2. Develop competency
3.Improve team work
4. Accepting change
5. Develop mutual relation
6. Create efficiency culture
7.Promote job satisfaction
 training

Training is a short term skill development campain intended to impart

the basic skills of work to middle and lower level employees.
EDWIN B FLIPPO training is the act of increasing the knowledge and
skills in an employee for doing a particular job.
BENEFITS OF TRAINING
1. Increase productivity
2. Reduce supervision cost
3. Managing change
4. Maintain organizational stability
5. Minimize accident
6. Better labour relation
7. Effective communication
8. Career development
 Training process

Training process consists of the following steps:

1. Determine training needs
2. Specify training objective
3. Determine curriculum and training methods
4. Select trainees and trainers
5. Develop budget
6. Conduct training
7. Evaluate training
 Roles of training in human resource development

Training is an important mechanism of human resource

development . Training performs the following roles in HRD:-
1. Learning role: Training is a learning process. It improves
knowledge, skills and attitude of employees.
2. Jon performance role:-training is a important motivational
tools which lead to improve job performance of employees.
3. Organization climate role:- training involves overal quality
of working environment. It develops the organizational
climate.
4. Change management role:- training helps the employees to
adapt to change.
 Management development

Management development is a systematic process of improving

managerial performance of higher level employees. It prepares
managers to handle present and future roles and responsibilities.
According to Decenzo and Robbins management development is
future oriented training , focussing on personal growth of the
employee.
OBJECTIVES:
1. Increase managerial capabilities
2. Enhance managerial potentiality
3. Improve managerial decision making
4. Facilitate managerial succession
5. Increase managerial job satisfaction
 Techniques or methods of management development

1. On –the- job methods:-

a. Coaching
b. Understudy
c. Job rotation
d. Internship
2. off-the-job methods:-
e. Seminar
f. Sensitivity training
g. Simulation exercises
h. Transactional analysis
 Career development

Career is a sequence of attitudes and behaviours

associated with the series of job and work related
activities over a person’s lifetime. It is a succession of
related jobs, arranged in hierarchical order,through
which a person moves in an organization. So the career
development is a lifelong process that is unique for every
individual. It is the self responsibility of the employee.
Organizations should facilitate career planning.
According to Decenzo and Robbins career is the sequence
of positions that a person has held over his or her life.
 Career development stages

1. Exploration stage
2. Establishment stage
3. Mid-career stage
4. Late career stage
5. Decline stage
 Career development techniques

1. Job rotation
2. Management development programs
3. Job expansion
4. Technical education programs
5. Formal education
6. Guided experience
7. understudy training
 Human resource development practices

1. Low priority to T&D

2. Poor T&D plan
3. Lack of training need assessment
4. Lack of professional trainers
5. Limited efficient training centers
6. Weak T&D effectiveness analysis
7. Less effective methods of T&D