HRM - Portion - Final Exam - Priyanka Pandey PDF
HRM - Portion - Final Exam - Priyanka Pandey PDF
HRM - Portion - Final Exam - Priyanka Pandey PDF
Unit: 1
Introduction to Human Resource Management
Maintenance
Personnel Record Keeping: maintenance of employees master data and update the
data time to time (contact information, cost involved, PF, pension, details regarding
job responsibilities, working hours)
Protecting and promoting the physical and mental health of employees
Good working condition and infrastructure
Healthy and cooperative working environment
Social security measures, health, safety and employee welfare facilities e.g. housing,
medical facilities, educational facilities, maternity benefits, transport facilities,
pension, PF etc.
Motivation
Motivation is an act of stimulating someone to get a desired course of action
Motivation is a continuous process (as employees have new needs and expectations when the
old ones are satisfied)
Motivated workforce makes a crucial difference when it comes to meet any business objective
Processes that account for an individual’s
intensity (how hard a person tries);
direction (where effort is channelled);
persistence (how long effort is maintained) towards attaining a goal
Integration
Integrate the goals of an organization with employees aspirations through employee-
oriented programmes
Purpose: employees get absorbed in the organization physically, emotionally and mentally
HR Manager’s proficiencies
HR Proficiencies:
Traditional knowledge and skills about employee recruitment & selection, training,
compensation
Business proficiencies:
Leadership Proficiencies:
Learning proficiencies:
Job Task
A piece of work to be done or undertaken
An identifiable work activity carried out for a specific purpose
Job Duty
Several tasks which are related by some sequence of events e.g. pick up, sort out and
deliver incoming mail
Job Responsibilities
Obligation to perform certain task and duties
Methods of collecting job analysis information
Analyst observes:
Workers while doing the job
The task performed, the pace at which activities are done
The working conditions
Observation of each and every aspects of work during a complete work cycle
Allows for deep understanding of job duties
Appropriate for manual, short period job activities
Used to obtain specific, behaviourally focused descriptions of work and related activities
Job holders are asked to describe several incidents based on their past experience
Collected incidents are analysed and classified according to the job areas described by job
holders
The job requirement become clear once the analyst draws the line between effective and
ineffective behaviours of workers on the job
Interview methods
Utilises senior job experts, officers and superiors with extensive knowledge of the job
Analyst conducts an interview with the group to get job analysis information
Interaction of the members during interview can add insight and detail
Diary methods
Officials and superiors are asked to keep diaries or logbook for their daily job
activities
Record the amount of time spent on each activity and other essential details
Analysis of activities over a specific period of time, a job analyst is able to record the
job’s essential characteristics
Analyst has to record entries for long time
Questionnaire methods
Describes what the job is all about, job content, environment and condition of employment
Descriptive in nature and defines the purpose and scope of a job
The main purpose is to differentiate the job from other jobs and states its limits
A written statement of
What the jobholder does?
How it will done?
Under which condition it will done.
Why it will done?
Report to whom?
Who will report to you?
Degree of supervision
Working hrs. and days etc.
Writing Job Description
Job summary: brief write-up about what the job is all about
Job activities: description of tasks done, facilities used, extent of supervisory help etc.
Working conditions: physical environment of job in terms of heat, light, noise and other hazards
Social environment: size of work group and interpersonal interactions required to do the job
Recruitment
Sources of recruitment
Internal sources
External sources
Internal sources:
External sources:
Selection
Process of picking up suitable candidates who have relevant qualification to fill job position
in organization among all the applicants
Selection is usually a series of steps. Each steps must be successfully cleared before
applicants proceeds to next
Selection Steps:
1. Reception
2. Screening Interview
3. Application Blank
4. Selection Tests
5. Selection Interview
6. Medical Examination
7. Reference Check
8. Hiring Decision
9. Placement
e.g.
Step 1: Reception
An initial screening interview is done to cut the cost of hiring by allowing only
eligible/suitable candidates to go through the further selection process
A junior executive from HR department screens out applicants against norms e.g. age,
education, experience, pay, expectation, aptitude, location choice etc.
Helps the department to screen out obvious misfits
If the department finds the suitable candidates, a prescribed application form is provided to
the applicant to fill and submit
One of the most common method used to collect information on various aspects of the
applicants’ academic, social, demographic, work-related background and references
Helps organization to have a cross-comparison of applicants
Introduces the candidates to the organization in a formal way
Serve as a basis for initiating a dialogue at the interview
A brief history sheet of an applicant’s background, usually containing the following:
▪ Personal data (address, gender, identification marks)
▪ Marital data (single or married, children, dependents)
▪ Physical data (height, weight, health condition)
▪ Education data (level of formal education, marks, distinctions)
▪ Employment data (past experience, promotions, nature of duties, reasons for leaving
previous job, salary drawn, etc.)
▪ Extra-curricular activities data (sports/games, NSS, NCC, prizes won, leisure-time activities)
▪ References (names of two or more people who certify the suitability of an applicant to the
advertised position)
Intelligence tests:
Mental ability test, learning ability, ability to understand and make decision, memory,
perception, vocabulary of applicant, verbal fluency, numerical ability
Objective is to pick up alert and quick learner employees (easy to train and improve skill)
Aptitude tests:
Personality tests:
Achievement tests:
Focus to determine how quickly, how accurately and at what level an individual can perform
the tasks taken to represent accomplishment
Achievement test measures present proficiency, mastery and understanding of general and
specific areas of knowledge
Simulation tests:
Simulation test is to observe while the candidate perform the actual job in a controlled
environment
The purpose is to assess the potential of a candidate for different positions in organization
Assessment Centre:
Required In order to ensure that each of the applicants is able to perform the job in a safe
manner
Depending on the kind of job requirement, exams may consist of physical health checks,
drug testing, psychological testing or even a combination of each
All medical exams are kept confidential and only shared if certain medical conditions that an
applicant has may require emergency treatment one day
Candidates are required to give the names of two or three references in their application
form
Purpose is to fetch useful and reliable information regarding candidate regularity at work,
character, progress, performance, attitude, behaviour
Individuals who are familiar with the candidate’s academic and working achievements
Applicant’s previous employer
Co-workers
HR managers and line manager take final selection decision based on reports of previous
steps
9. Placement
Training
Development
The process to acquire not only skills and competence in present jobs but also procure
capabilities for future tasks, positions and scopes
Organizational analysis
Job analysis
Man power analysis
Training Methods
e.g.
Four step instructional process involving preparation, presentation, performance try out
and follow up
Trainer, supervisor or co-worker used to instruct and teach employees how to do their work
Coaching:
Job rotation:
Trainee moves from job to job at certain planned intervals the purpose is to provide cross
training
Apprenticeship:
consists of full time on the job experience where trainee learn how to do the job in the real
world
trainee has to work under a skilled trainer who will teach the required skills to do a
particular work for a fixed period
Committee assignment:
Off-the-job training occurs when employees are taken away from their place of work to be trained
Role-play:
A problem situation is simulated asking the employee to assume the role of a particular
person in the situation
The participant interacts with other participants assuming different roles
The whole play will be recorded and trainee gets an opportunity to examine their own
performance.
Simulation:
A method in which trainees learn on the actual or simulated equipment used in the job
Trainee interest and employee motivation are both high in simulation exercise because the
action of a trainee closely duplicate real job conditions.
e.g. Manikin: a model of the human body commonly in detachable pieces for exhibiting the parts
and organs, their position, and relations
Lectures:
Conferences:
Programmed instruction:
Programmed learning is based on the principles of small steps, self-pacing, and immediate
feedback
A systematic method for teaching job skills through series of planned sequential units
Units are arranged from simple to more complex level of instructions
The trainee goes through these units by answering questions or filling the blanks
Vestibule training
Following methods can be used to collect data and to evaluate the outcomes and effectiveness of
training programme