Post on 09-Apr-2018
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PRESENTED BY:
ANCHAL GUPTA
MEENAKSHI BINDALSHIV ANAND
SNEHA SHARMA
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Human Resource Management
According to Dessler, ´Human Resource Management is the process of
aquiring, training, appraising, and compensating employees, and
attending to their labour relations, health, safety and fairness
concerns.µ
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Nature of HRM
I nherent part of management
Pervasive function
Basic to all functional areas
People centered
Personnel activities or functions
Continuous process
Based on human relations
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Objectives
Procure right kind of personnel for right job
Provide right kind of training
Ensure effective utilization of human resources
Ensure development of human resource
Motivate the employees
Create a sense of belongingness
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Scope & Activities
Human resource and manpower planning
Recruitment and Selection
Training and Development
Performance Appraisal
Motivating the workforce
Remuneration of employees
Social security and welfare of employees
Review and audit of HR policies, procedures.
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F unctions
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RECRUITMENT
&
SELECTION
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What is Recruitment?
According to Edwin B. Flippo
´ I t is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization.µ
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Sources of Recruitment
Internal sources External sources
Transfer Recruitment at factory gate
Promotion Casual callers
Advertisement
Employment agencies
Management consultants
Educational institutions Recommendations
Labor contractors
Telecasting
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Advantages
I nternal sources External sources
Motivation
Cheap
Promotion
Tool of training
Transfer of workforce
Qualified personnel
Wider choice
Fresh talent
Competitive spirit
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Disadvantages
Internal sources External sources
N o scope of fresh talent
Employees become lethargic
Less competition
Hamper the overall productivity
Dissatisfaction among the
existing staff
Lengthy process
Costly
Uncertain response
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Selection
´Selection involves a series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.µ
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Selection procedure
1.Preliminary I nterview
2. Receiving Applications
3. Screening of Applications
4. Employment Test
5. I nterview
6. Reference Checking
7.Medical Examination
8. Final Selection
R E
J
E
C T I
O
N
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ORIENTATION
&
SOCIALISATION
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Induction/ Orientation
´ I t is welcoming process to make the new employee feel at home and
generate in him a feeling of belongingness to the organization. µ
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F ormal orientation program
Company·s History
Products of the company
Company·s organization
Location
Personnel policies
Employee·s activities
Rules & regulations
Safety
Standing orders
Counseling service
Job routine
Special training
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Benefits Problems
Reduces anxiety
Helps in fulfilling expectations
Uniform understanding
Positive attitude
2-way communication
Socialization
A superficial ceremony
Amount of information
Burden for supervisors
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Socialization
´I t is an ongoing process through which an employee begins to understand and accept the roles, values, norms and beliefs held by
others in the organization.µ
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Stages in socialization process
Pre-arrival Encounter TransformationCommitment
Productivity
Turnover
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What is training?
Training is an organized activity for increasing the KSA for a definite
purpose.
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Need & rationale of training?
Changing technology
Quality conscious customers
Greater productivity
Stable workforce
I ncreased safety
Better management
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Met hods of training
There are basically two methods:
O n-the job training- like coaching, mentoring job rotation etc.
O ff-the job training- like lectures, discussions. Case study etc.
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Designing a training programme
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PRESENTATION ON
HUMAN RESOURCEMANAGEMENT
PRESENTED BY:
Latika Sharma
Neelam
Neha Bansal
Neha Kaul
Tina Khapra
Shweta
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COMPENSATIONMANAGEMENT
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COMPENSATION: Definition
Wide range of financial and non
financial rewards to employees for their
services rendered to the organization.
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OBJECTIVES:
Retain & recruit the qualified employees
Increase or maintain morale/ satisfaction
Encourage peak performance
Reduce attrition rate
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ELEMENTS:
Monthly wage and salary
Bonus at the end of the year
Economic benefits (paid holidays, LTC)
Contribution towards insurance premium, retirementbenefits
Transport & medical facilities
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Types of compensation
Base compensation Supplementarycompensation
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PERFROMANCE APPRAISAL
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WHAT IS PERFRORMANCE APPRAISAL ???
Systematic evaluation of the personality and performance of
each employee by his superior or some other person trained in
the technique of merit rating.
It measures the worth of an employee to an organization.
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ADVANTAGES AND DISADVANTAGES OF
PERFORMANCE APPRAISAL
ADVANTAGES DISADAVANTAGES
Fair basis of promotion and
transfers.
Help in identifying training
needs.
More competent employees.
Motivation and intentions to
stay in the organization areenhanced.
Increased market value of an
organization.
Low self esteem.
Job performance isdifficult to quantify.
Rating is based on
individual perspectiveof rater.
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METHODS OF PERFORMANCE
APPRAISAL
TRADITIONAL METHODS
Essay appraisal method.
Employee ranking method.
Forced distribution.
Graphic ratings scale.
Critical incidents method.
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MODERN METHODS
360 degree appraisal.
Management By Objectives (MBO).
Assessment Centre .
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TOTAL QUALITY
MANAGEMENT(TQM)
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TOTAL QUALITY
MANAGEMENT(TQM)
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What is QUALITY?
It means the totality of features and characteristics of a
product or service that bear on its ability to satisfy
stated or implied needs.
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Total Quality Management is defined as creating an organizationalculture committed to the continuous improvement of skills,teamwork, processes, product, service quality, and customersatisfaction.
Three Essentials of TQM-Meeting customers· requirement.
Continuous improvement through management process.
Involvement of all employees.
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OBJECTIVES OF TQM
1. Meeting customers· requirements.
2. Continuous improvement of quality .
3. Openness and trust among employees.
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COMPONENTS OF TQM
1. Customer Orientation
2. Continuous Improvement
3. Employees Involvement
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Benefits
Brings quality consciousness in the enterprise.
Greater satisfaction to the customers.
Good public image.
Better utilization of 5Ms
Wastages are reduced.
Highly committed and motivated employees.
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Implementation of TQM.
W.E Deming has suggested PLAN -DO-CHECK- ACT Cycle for the
implementation of TQM.
1.Lay down the policies and objectives of TQM.
2.Chalk out the methods to achieve TQM
objectives.
3. Educate and train workers and managers to understand and
meet the requirements of TQM.
4. Start the operations of TQM by introducing new products,machines, procedure etc
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5. Observe the results of operations.
6. Analyze results and determine the consequences if
any and place the report to the top management.
7. Suggest measures for improvement of methods &
design in future.
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HUMAN RESOURCE
ACCOUNTING Process of identifying and measur ing data about human resources andcommunicating this infor mation to the interested parties.
OBJECTIVE:
effective and eff icient management of HR .
provide infor mation to the manager needed to
acquire
develo p
allocate
conser ve
utilize
evaluate
rewar d Human R esource
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BENEFITS OF HRA
R etrenchment or relieving vs retention.
Tr ansfer vs retention.
Direct recruitment vs promotion.
Utility of cost reduction progr am in view of its possible impact on
human relations. Impact of budgetary control on human relations and organizational
behaviour.
New dimension added to capital budgeting process which includes human resource investment costs.
Consider ation of an adequate return on investment in human assets and also a more useful inter pretation of return on capital employed.
Decision on relocating f actor ies,develo ping overseas su bsidiar ies closing down or streamlining existing units.
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METHODS OF HRA
Histor ical or Actual Cost Method ±
In this method amount s pent to
recruit tr ain
f amiliar ise
develo p
is added and capitalised as the o pening value of that employee.
It can be shown on Balance Sheet and Prof it and Loss Account.
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MULTIPLIER METHOD -
No real relationship between costs incurred on an individual and his value to the organization .This method divides employee into
Senior Management
Middle management
Su per visors
Cler ical and o per ative employees. The multiplier is the means of relating the personal value of the employee to the
total assets value of the organisation.The f actors an employee multiplier f actor attempts to reflect are:
qualif ication and technical ex pertise,
ex per ience required for the jo b,
personal qualities and attitude, promotion capability,
re placement scarcity,
loyalty and ex pectation of future ser vice.
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REPLACEMENT COST METHOD
This method values the human assets as what it would cost to re place the organization¶s existing human resources.
The cost would include the cost of recruiting,tr ainingand f amiliar isation as well as the o pportunity cost from lost revenue dur ing the per iod of tr aining.
The data der ived from this method could be useful in deciding whether to dismiss or re place the staff.
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ECONOMIC VALUE METHOD -
This involves forecasting the f ir m¶s future earnings, discounting the earnings to deter mine the f ir m¶s present value and allocating a portion to the human resource based u pon their relative contr ibution.
One measure of the relative contr ibution of human resources to the value of the f ir m is the r atio of investment in human resource to the total
resource.
1. Ratio of human assets to total assets-
$ 5,00,000 (human assets)
$ 15,00,000 (total assets)
= 1/3
2. Present value of f ir m¶s ex pected future earnings=$24,00,000.
3. Portion of f ir m¶s value allocated to human resource=
(1) * (2)= $ 8,00,000