hrm 1st class

Slide 1: 

Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University “I’ am not smart. I try to observe. Millions saw the apple fall, but, Newton was the one who asked why” B. Baruch WELCOME YOU ALL HR MANAGERS Teaching old dogs new tricks

Slide 2: 

Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University LET US ANSWER THE FOLLOWING 1. How often do you explicitly consider that organizations depend on people to make them operate? 2. How did these people come to be employees? How were they selected? 3. Why do they come to work on a regular basis? 4. How do they know what to do on their jobs? 5. How does management know if the employees are performing well? And if not, what can be done about it? 6. Will today’s employees be adequately prepared for the technologically advanced work the organization will require them in the years ahead? 7. What happens in an organization if a union is present?

HUMAN RESOURCE MANAGEMENT : 

HUMAN RESOURCE MANAGEMENT HRM is the process of acquiring, training, appraising, compensating employees, and attending to their labor relations, health and safety, and fairness concerns. Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Human Resource Management: Nature : 

Human Resource Management: Nature • Pervasive in nature as it is present in all enterprises.• Focus is on results rather than on rules.• Help employees develop their potential fully.• Encourages employees to give their best to the organization.• It is all about people at work, both as individuals and groups.• Put people on assigned jobs in order to produce good results.• Helps an organization meet its goals in the future .• Build and maintain cordial relations between people working at various levels.• It is a multidisciplinary activity. S.Keshorjit Singh, Faculty, MIMS,Manipur University

Human Resource Management: Beliefs : 

Human Resource Management: Beliefs • Can be developed and increased to an unlimited extent.• Openness, enthusiasm, trust, mutuality and collaboration is essential.• Beneficial both to the individuals and the organization.• Employees feel committed to their work and the organization.• Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs.• Employee commitment is increased with the opportunity to discover and use one's capabilities and potential in one's work.• It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates. S.Keshorjit Singh, Faculty, MIMS,Manipur University

HRM : Objectives : 

HRM : Objectives • To help the organization reach its goals.• To ensure effective utilization and maximum development of human resources.• To ensure respect for human beings. To identify and satisfy the needs of individuals.• To ensure reconciliation of individual goals with those of the organization.• To achieve and maintain high morale among employees.• To provide the organization with well-trained and well-motivated employees.• To increase to the fullest the employee's job satisfaction and self-actualization.• To develop and maintain a quality of work life.• To be ethically and socially responsive to the needs of society.• To develop overall personality of each employee in its multidimensional aspect.• To enhance employee's capabilities to perform the present job.• To equip the employees with precision and clarity in transaction of business.• To inculcate the sense of team spirit, team work and inter-team collaboration. S.Keshorjit Singh, Faculty, MIMS,Manipur University

ADVANTAGES OF HRM : 

ADVANTAGES OF HRM Viewing the work force as an asset, not an expense The result: Harder work, from increased involvement and commitment Smarter work, through enhanced skills and competence Lower overhead, by pushing responsibility downward High performance work systems Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Components of a HRM System : 

Components of a HRM System Recruitment & Selection Labor Relations Pay & Rewards Performance Appraisal & Feedback Training & Development

Human Resources Management : 

Dr.S.Keshorjit Singh, Faculty, MIMS,Manipur University Human Resources Management

RECRUITMENT : 

Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University RECRUITMENT

SELECTION : 

Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University SELECTION

Employment Legislation : 

Employment Legislation Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Discipline : 

Discipline Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Development : 

Development Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Training : 

Training Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Rewards Systems : 

Rewards Systems Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Trade Unions : 

Trade Unions Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Productivity : 

Productivity Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

RECRUITMENT AND SELECTION : 

RECRUITMENT AND SELECTION --Discovering the potential applicants for actual or anticipated organizational vacancies. Its purpose is to locate sources of manpower to meet job requirements and job specification. Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University

Recruitment & Selection : 

Recruitment & Selection Human Resources Planning Job Analysis Determine recruitment & selection needs

Human Resource Planning : 

Dr. S.Keshorjit Singh, Faculty, MIMS, Manipur University Human Resource Planning Human Resource Planning (HRP) Activities that managers engage in to forecast their current and future needs for human resources. HRP must be done prior to recruitment and selection Demand forecasts Estimates of the number and qualifications of employees the firm will need. Supply forecasts Estimates of the availability and qualifications of current workers and those in the labor market.

FACTORS AFFECTING RECRUITING : 

FACTORS AFFECTING RECRUITING Size of the organization Employment condition where org. located. Effects of past recruiting efforts Working conditions and benefits Growth rate of the organization Future prospects- expansion and diversification Cultural, economics and legal factors S.Keshorjit Singh, Faculty, MIMS,Manipur University

Slide 23: 

Recruitment Sources Internal Searches Employee Referrals Employee Leasing Temp Services Employment Agencies Advertisements School Placement SOURCES OF RECRUITMENT

CONSTRAINTS TO RECRUITMENT : 

CONSTRAINTS TO RECRUITMENT Image of organization Nature of job-lack of promotion— Internal organizational policies Unions factors Government influences S.Keshorjit Singh, Faculty, MIMS,Manipur University

METHODS OF RECRUITMENT : 

METHODS OF RECRUITMENT DIRECT INDIRECT THIRD PARTY- private employment agencies employment / labor exchanges schools, colleges and professional institutions employee referrals trade unions S.Keshorjit Singh, Faculty, MIMS,Manipur University

Selection Tools : 

Dr. S.Keshorjit Singh, Faculty, MIMS,Manipur University Selection Tools

SELECTION TEST : 

SELECTION TEST Screening Application blank Interviews Physical examinations Physiological test Reference check Approval by management Dr. S.Keshorjit Singh, Faculty, MIMS,Manipur University

Slide 28: 

S.Keshorjit Singh, Faculty, MIMS,Manipur University

What is a job? : 

What is a job? 29 Job Group of related activities and duties Made up of tasks Tasks Basic elements of jobs “what gets done”

What is Job Analysis? : 

What is Job Analysis? Job analysis (JA) systematically collects, evaluates, and organizes information about jobs JA identifies behaviours, knowledge, skills, and abilities (KSAs) that are critical to a job

The Nature of Job Analysis : 

The Nature of Job Analysis 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 description 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.

Types of Information Collected : 

Types of Information Collected Work activities- how, why, when they are performed Human behaviors- what are the expectations Mach., tools, equip.,& wk. aids- services to be used Performance standards- require. for each job duty Job context- what is needed; physical wk conditions. Human requirements- skills, edu, experience, etc

Uses of Job Analysis Information : 

Uses of Job Analysis Information Recruitment and Selection- job descript/ specs Compensation- total comp package Performance Appraisal- compares perf. to expectations Training- skills that are required Discovering Unassigned Duties- activity w/o resp. EEO Compliance- does the job meet the standards

Uses of Job Analysis Information : 

Uses of Job Analysis Information

Steps in Job Analysis : 

Steps in Job Analysis Step 1: Decide how you’ll use the information.(write, compare, redefine, start new) Step 2: Review relevant background information.(org charts, process job flow, etc) Step 3: Select representative positions.(sample) Step 4: Actually analyze the job.(# of EE, wk cond’t) Step 5: Verify the job analysis information.(w/ EE) Step 6: Develop a job description and job specification.(s/b 2 separate documents)

Writing Job Descriptions : 

Writing Job Descriptions A job description A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. Sections of a typical job description Job identification Job summary Responsibilities and duties Authority of incumbent Standards of performance Working conditions Job specifications

Writing Job Specifications : 

Writing Job Specifications Specifications for trained personnel Focus on traits like length of previous service, quality of relevant training, and previous job performance. Specifications for untrained personnel Focus on physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.

Training and Development : 

Training and Development Training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities included) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future long term. S.Keshorjit Singh, Faculty, MIMS,Manipur University

Reasons for R&D : 

Reasons for R&D When a performance appraisal indicates performance improvement is needed To "benchmark" the status of improvement so far in a performance improvement effort As part of an overall professional development program As part of succession planning to help an employee be eligible for a planned change in role in the organization To "pilot", or test, the operation of a new performance management system To train about a specific topic S.Keshorjit Singh, Faculty, MIMS,Manipur University

Typical Topics : 

Typical Topics Communications: Computer skills: Customer service: Diversity Ethics: Human relations Quality initiatives Safety: Sexual harassment: S.Keshorjit Singh, Faculty, MIMS,Manipur University

General Benefits of T&D : 

General Benefits of T&D Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!) Risk management, e.g., training about sexual harassment, diversity training S.Keshorjit Singh, Faculty, MIMS,Manipur University

24th Feb.2010 : 

24th Feb.2010 PERFORMANCE APPRAISAL SYSTEM S.Keshorjit Singh, Faculty, MIMS,Manipur University

PERFORMANCE APPRAISAL : 

PERFORMANCE APPRAISAL "get paid according to what you contribute" Heyel: “it is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for the purposes of administration including placement, selection for promotion, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally” A process of evaluating an employee’s performance of a job in terms of its requirements. S.Keshorjit Singh, Faculty, MIMS,Manipur University

PERFORMANCE APPRAISAL : 

PERFORMANCE APPRAISAL Merit rating Behaviourial assessment Employee evaluation Personnel review Progress report Staff assessment Service rating Fitness report S.Keshorjit Singh, Faculty, MIMS,Manipur University

IMPORTANCE AND OBJECTIVES : 

IMPORTANCE AND OBJECTIVES It unifies the appraisal procedure It provides information for decision making It serves to stimulate and guide employee development Fitting employees to job requirements Superiors are alert and competent in their work Discipline can be maintained Better employers-employee relation S.Keshorjit Singh, Faculty, MIMS,Manipur University

EVALUATION PROCESS : 

EVALUATION PROCESS S.Keshorjit Singh, Faculty, MIMS,Manipur University

METHODS OF APPRAISAL : 

METHODS OF APPRAISAL APPRAISAL Straight ranking method Assessment centre Man-to-man comparison Management by objectives Grading Human Asset Accounting Graphic rating scale Forced distribution method Check lists Free form essay method Critical incidents Group appraisal Field review method S.Keshorjit Singh, Faculty, MIMS,Manipur University