HUMAN RESOURCE MANAGEMENT

UNIT - I : PERCEPTIVE IN HRM

Evolution of HRM – The importance of the human factor – objectives of HRM – Inclusive growth and affirmative action – Role of human resource manager.

Human resource polices – computer applications in human resource management – Human resource accounting & audit.

DEFINITION According to Edwin.B.Flipps “ HRM is the planning,

organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individuals, organizational and social objectives are accomplished ”.

“ HRM can be defined as a process of procuring, developing and maintaining competent human resource in the organisation so that the goals of an organization are achived in an effetive and efficient manner.

HRM is an art of managing people at work is such a manner that they give their best to the oraganisation for achieving its set goals.

OBJECTIVES :1. To help the organization to attain its goals

effectively and efficiently by providing competent and motivated employees.

2. To utilize the available human resources effectively.

3. To increase to the fullest the employees job satisfaction and self actualization.

4. To develop and maintains quality of work life (QWL) which makes employment in the organization a desirable personal and social situation.

5. To help in maintain ethical policies and behavior inside and outside the organization.

6. To establish and maintain cordial relations between employees and management.

7. To reconcile individual / group goals with organizational goals.

HRM Objective & Supporting Function

Social Objective

Legal ComplianceBenefits

Union_Mgt relations

Individual / Personal Objectives.

Training & developmentCompensation

Assessment

Organizational Objective

HR PlanningEmployee relation

SelectionTraining & development

Functional Objectives.

Appraisal Placement

Assessment

Nature and Scope Of HRM1. HRM is a Complex Dynamics.

A close observation of employees reveals its complex nature dealing with economic physiological, psychological, socio-logical & ethical beings.

2. HRM is a Social System. Management tasks, dealing with human relationship,

moulding & developing the human behaviour and attitude towards job & orgn requirement.HR manager involves himself in administering a social system. In this process the manager has to see that the economic satisfaction for a resonable livelyhood, social satisfaction of working together as members of a group & individual job satisfaction of a worker and attained

3. HRM is a Challenging Task:

The HR manager plays a crucial role in understanding the changing needs of the organization and society. Further he faces some challenging tasks in attaining the employee, organizational and social objective with the available resources.

HR manager should equip himself with good knowledge of disciplines economics, commerce management, sociology, psychology, engineering & technology & laws.

Scope Of HRM

Control

Human resource auditHR Accounting HR Information

System.

Acquisition

HR PlanningRecruitment

SelectionPlacement

Maintenance

RemunerationMotivation

Health & SafetySocial Security

Industrial relationPerformance approvals

Development

TrainingCareer development Org. DevelopmentInternal Mobility

HRM

The scope of HRM is indeed very vast & wide. It includes all activities staring from manpower planning till employees leaves the organization. Accordingly, the scope of HRM consist of acquisition, development, maintenance retention & control of human resources in the organization.

The National Institute of Personal Management – Calcutta has specified the Scope of HRM as follows.

1.The Labour (or) Personnel Aspect : This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, lay-off and retrenchment, remuneration, incentives, production etc.2.Welfare Aspect : It deals with working conditions and amenities such as canteen, crèches rest and lunch room, housing, transport, medical assistance, education, health and safety, recreation facilities etc.3.Industrial Relations Aspects : This covers union – management relations joint consultation, collective bargaining, grievance and disciplinary actions, settlements of disputes etc

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

MANAGERIAL FUNCTION OPERATIVE FUNCTION

PROCUREMENT

DEVELOPMENT

COMPENSATION

INTERGISTION MAINTANCE

PLANING

ORGANISING

STAFFING

DIRECTING

CONTROLLING

JOB ANALYSISHR PLANNINGRECUIRIMENTSELECTIONPLACEMENTINDUCTIONTRANSFERPROMOTIONSEPERATION

PERFORMANCEAPPRAISALTRANNINGEXECUTIVEDEVELOPMENTCAREER PLANNING & DEVELOPMENT

JOB EVALUVATIONWAGES & SALARY ADMINISTRATIONBONOUS & INCENTIVESPAYROLL

MOTIVATIONJOB SATISFACTIONGRIEVANCE REDRESSAL.COLLECTIVE BARGAINING CONFLICT MANAGEMENTPARTICIPATION OF EMPLOYEESDISCIPLINE

HEALTHSAFETYSOCIAL SECURITYWELFARE SCHEMESPERSONNEL RECORDSPERSONNEL RESEARCHPERSONNELAUDIT

The functions of HRM can be broadly classified into 1) Managerial functions and 2) Operative function.1.Managerial function : -

Planning : - is a predetermined course of actions. It is a process of determining the organization goals and formulation of policies & programs for achieving them.Forecasting:- is one of the elements of planning process.Organizing : - is a process by which the structure & allocation of jobs are determined.Staffing : - is a process by which mangers select, train, promote & retire their subordinates.Directing & Heading : - is a process of activating group efforts to achieve the desired goals.Controlling : - is the process of setting standards for performance, checking to see how actual performance compares with these set standards, and taking corrective actions as needed

2. Operative function : - also called service functions are those which are relevant to specific department.Procurement : - It involves procuring the right kind of people in appropriate number to be placed in the organization.Development:- This function involves activities meant to improve the knowledge, skills, aptitudes & values of employees so as to enable them to perform their jobs in a better manner in future.Compensation : - function involves determination of wages & salaries matching with contribution made by employees to organizational goals

Maintenance: - It is concerned with protecting & promoting employees while at work.

ROLE OF HRM

ROLE :The behavioural paterns expected by a manager within an organisation or a unit.

THE ROLE OF THE PERSONNEL MANAGER

MAIN ROLE1. The Conscience role.

2. The Counselor.

3. The Mediator.

4. The Spokesman.

5. The Problem Solver.

6. The Change Agent.

HR ROLE WELFARE ROLE CLERICAL ROLE

LEGAL ROLL

ADVISERY ADVISING MANAGEMENT OF EFFECTIVE USE OF HR RESOURCES.

1. RESEARCH IN PERSONNEL & ORGANIZATIONAL PROBLEMS.

1. TIME KEEPING.

1. GRIEVANCE HANDLING

MANPOWER PLANNING RERUITMENT SELECTION

2. MANAGING SERVIES, CANTEENS, GRAIN SHOP, TRANSPORT COOPERTIVES ETC.

2. SALARY & WAGES,ADMINISTARTION INCENTIVES.

2. SETTLEMENTS OF DISPUTES

TRAINING & DEVELPOMENT OF LINE MAN

3. GROUP DYNAMICS GROUP COUNSELLING, MOTIVATION, LEADERSHIP, COMMUNICATION etc.

3. MAINTANCE OF RECORD.

3. HANDLING DISCIPLINARY ACTIONS.

MEASUREMENT OF ASSESSMENT OF INDIVIDUAL & GROUP BEHAVIOUR

4. HUMAN ENGINEERING – MAN-MACHINE RELATIONSHIP.

4. COLLECTIVE BARGAINING.

5. JOINT CONSULTATIONS.

Qualities of a Manager :In order to succeed in Managing ,a Manager should

possess the following qualities:

1.Education 7.Technical knowledge 2.Training 8.Human relations attitude 3.Intelligence 9.Self-confidence.4.Leadership 5.Foresight6.Maturity

QUALITIES OF A HR MANAGER

1. Personal Attributes. Intelligence.

Educational Skills.

Discriminating Skills –b/w wrong / merit/ demerit.

Executing Skills.

Experience & Training.

2. Professional Attitudes.3. Qualifications: - MHRM, MA CIIR& PM , PGDPM.

Every manager is concerned with

1.Management of ideas - implies use of conceptualskills.

-distinct and scientific process.-Planning phase of management -creativity and innovation.

2.Management of things( non- human resources):

-Deals with the design of production system and acquisition, allocation and conversion of physical resources to achieve certain goals.

3.Management of people :

-is concerned with the procurement , development, maintenance and integration of human resources in the organisation.

• Conceptual skills;Ability to see the organisation as a whole to

recognise inter-relationships among different functions of the business and external force to guide.

Conceptual skills are used for abstract thinking and concept development involved in planning and strategy formulation

Human skill:Ability to work with , understand and motivate

other persons.

Technical skill:Ability to use the procedure , techniques and

knowledge of specialised field.

Careers in HRM:

Supervisors / Officer Level

Junior Management Level Jobs.

Middle Management Level Jobs.

Senior Management Level.

General Management Level / CEO /President Of The Company

EVOLUTION AND DEVELOPMENT1. Trade Union Movement Era.

2. Social Responsibility Era.

3. Scientific Management Era.

4. Human Relation Era.

5. Behavioral Science Era.

6. Systems Approach Era,

HRM MODELS

The Fomburn,Tichy and Devanna Model

The Harvard Model:Beer. Etal.

The Guest Model

The Warwick Model

THE FOMBRUN MODEL OF HRM

Human ResourceDevelopment

Appraisal

Rewards

Organisational

EffectivenessSelection

THE HARVARD MODEL OF HRMStakeholder Interests

•Shareholders•Management

•Employee groups•Government•Community

•unions

Situational factors•Workforce

characteristics•Business

strategy&philosophy•Labour market

•Unions•Task technology

•Laws and societal

values

HRM policy choices

•Employee influence•Human

resource flow•Reward system•Work

systems

Human resource

outcomesCommitmentCompetenceCongruence

Cost effectiveness

Long term consequenc

e•Individual well being

•Organisatio-nal

effectivenes•Societal

well being

THE GUEST MODEL OF HRM

HRM Strate-

gies

HRM practices•Hiring

•Training•Appraisal

•Compensati-on

•relation

HR outcomes•Commit-

ment•Quality

•flexibility

Behaviou-ral

outcomes•Motivatio

-n•Cooperati

-on•Organis-

ational citizenship

Performance outcomes

•Positive•Productivit-

y•Innovation

•Quality•Negative

•Low Productivity•Absenteeis

-m•turnover

Financial outcomes•Profits

•ROI

THE WARWICK MODEL OF HRMOuter context

Socio economicTechnical

Political-legalcompetitive

Inner contextCulture

StructurePolitics/leadership

Task technologyBusiness outputsBusiness

strategy content

ObjectivesProduct marketStrategy&tactis

HRM contentHRflows

Work systemReward systems

Employee relations

HRM contextRole

DefinitionOrganisationHR outputs

Human Resource Accounting

“Human resource accounting is the measurement of cost and value of the people for the organisation.”

Flamholtz“Human resource accounting is the measurement and

quantification of human organisational inputs such as recruiting,training experience and commitment”

Stephen Knauf

Features of HR Accounting:1. System of identification of HR2. Investments made in HR are recorded.3. Measurement of cost and value of HR.4. Records the changes occurring in HR.5. Information generated about HR is

communicated through financial statements to the parties.

6. HRA is a part of MIS.

OBJECTIVES:1.To furnish cost value information for making

management decision and maintaining human resources in order to attain cost effective organisational objectives.

2.To allow management personnel to monitor effectively the use of human resources.

3.To aid in the development of Mgt principles by classifying the financial consequences of various practices.

4.To develop methods of measuring HR cost and value.5.To test the valuation of HR varies in proportion

with their contribution to the organisation.

METHODS1.MONETARY MEASUREMENT

Historical cost opportunity costEconomic valuation Replacement costCapitalization of salary

2.NON-MONETARY MEASUREMENTskills inventoryperformance evaluationattitude measurementassessment of potential

ADVANTAGES 1.Improvement in internal management

decision.2.Motivation of employees for production

purposes.3.Saving of time in meeting of the executive.4.Indicator of the health of the enterprise.5.Impact on investors decisions.6.Decision about further requirement7.Assistance in planning.

Disadvantages

1.non-availability of standards 2.opposition of trade union3.Expenditure on HRA4.Variety of methods

COMPUTER APPLICATION IN HRME-Human resource management.E-Business / NEURAL NETWORKS.E- Job design & Job Analysis.E-Human Resource Planning.E-Recruitment.E- Selection.E- Performance Management.E- Training & Development.E- Compensation Management.E- HR Records.E- HR Information.E- HR- Audit.

HUMAN RESOURCE AUDIT

Audit is an examination and verification of accounts and records.

Hr audit refers to an examination and evaluation of policies, procedures and practices to determine the effectiveness and efficiency of HRM.

AREAS OF HR AUDIT

Include :

1. Mission statement relating to HR management.2. Objectives, goals & strategies of HR management.3. Accomplishment of HR management.4. Programmes of HRM including the detailed practices &

procedures.5. HRM Policies.6. Role of HRM in TQM.

OBJECTIVES OF HR AUDITS

1. To review the whole system of management programmes'.

2. To seek explanations & information's.

3. To evaluate the implemented policies.

4. To evaluate the personnel staff & employees.

NEED FOR HR AUDIT

1. The No: of Employees.

2. Organisational Structure.

3. Communication & Feedback,

4. Location and Dispensing.

5. Status of an Industrial Relation Manager.

6. Administrative Style.

Types of audit

• Internal audit• External audit

HR Audit Process

• Pre audit information• Pre-audit self assessment• On site review• Record review• Audit report

Benefits

1.Fostering strategic business plan2.Clarity of role of HR function3.Organisational competency analysis4.Hr system analysis5.Changes in the styles of top mgt6.ROI analysis7.Performance improvement mechanism.

HR POLICIESA Policy is a Plan Of Action.According to Brewster & Richbell defined HRM policies as “ a set of proposals and actions that act as a reference point for managers in their dealing with employees.HR policies constitute guides to action & guides the course of action intended to accomplish personnel objectives.Eg: HRM policy in Indian railways'.One of the personnel objectives of Indian Railways is to provide equal employment opportunities to the people of minority sections.Personnel policy of Indian railways relating to be above objectives is to fill 15% &7.5% of vacancies from those candidates belonging to scheduled castes and scheduled tribes respectively

CHARACTERISTICS OF HRP

1.Related to objectives 2.Easy to understand3.Precise4.Based on facts5.Review

Objectives of HR policies

1.maximum use of human resource2.Personnel development3.Sound Industrial Relation4. Proper recognition of work force and

protection of their prestige.5.Safeguarding the interests of labour and

management.

Need of HR policies

1.To achieve the objectives of the organisation.2.To achieve uniformity in decision.3.To delegate authority.4.To achieve better control.5.Evaluate efficiency.6.To motivate and create confidence among

employees.7.To guide the management.

Scope of HR policies

1.Recriutment /hiring of employees.2.Formulating terms and conditions of

employment.3.Manpower planning and development.4. Industrial relations.5.Communication with employees.

Types of HR policies

1.originated policies2.Appealed policies3.Imposed policies4.General policies5.Specific policies6.written/implied policies

Factors affecting Hr Policies

1.Laws of the country/social values and customes

2.Management philosophy3.Financial position of the organisation4.Union objectives and practices5.Type of workforce6.Stages of development

UNIT:II-HUMAN RESOURCE PLANNING

“Human resource planning is the process by which an organisation ensures that it has the right number and the kind of people ,at the right time, capable of effectively and efficiently completing those task that will help the organisation achieve its over all objectives.”

Decenzo and Robbins

According to Bruce. P.Coleman-

“Man power planning is the process of determining manpower requirements in order to carry out the integrated plan of the organisation.”

Need/Reasons for increasing focus on human resource planning:

1.Employment –growing unemployment situation.

2.Technological changes.3.Organisational changes.4.Demographic changes.5.Skill shortages6.Governmental influences 7.Legislative controls

8.Rise in employee turnover.9.To meet the needs of expansion and

diversification programmes of organissation.10.To identify area of surplus personnel area in

which there is a shortage of personnel.

Scope of HRP:1. Listing of current manpower/HR with the

organisation.2. Assessing the extent to which the current

manpower is utilised to the advantage of the organisation.

3. Phasing out the surplus manpower ,if any.4. Analysing the requirements of manpower

in future in the lights of expansion plans , retirement of personnel etc.

5.Making manpower procurement plans.

6.Designing training programmes for different categories of manpower.

HRP activities:Forecasting

InventoringAnticipating man power problems

Planning

Importance of HRP

1. Forecasting HR requirements .2. Checks the corporate plan of the

organisation , and makes effective management of changes.

ie.market conditionstechnology /productgovt regulationallocation of skills to persons.

3.Helps to improve overall business planning process.

4.Effective utilization of Human resources.5.Helps in filling the gaps.6.Facilitates economic development.7. It serves as a tool to evaluate the effect of

alternative manpower action and policies.

Objectives1. To ensure adequate supply of manpower

as and when required .2. To ensure proper use of existing human

resources in the organisation.3. To forecast future requirements of human

resources with different levels of skills.4. To assess surplus or shortage , if any of hr

available over a specified period of time.5. To anticipate the impact of technology on

jobs and requirements for human resources.

6.To control the human resources already deployed in the organisation.

7.To provide lead time available to select and train the required additional human resources over a specified time period.

8.To estimate the cost of Human resources.9.To maintain industrial relations.10.To obtain a good business environment.

Levels of human resource management

HRP is useful at different levels

1.At the national level:HRP by government at the national level covers• Population projections• Programme of economic development• Educational and health facilities• Occupational distribution and growth• Mobility of personnel across industries and

geographical region.

2.At the sector level:This would cover manpower requirements of

the • agricultural sector• Industrial sector• Service sector

3. At the industry level:This would forecast man power need for

specific industries , such as• Engineering• Heavy industires• Textile industries• Plantations industries 4.At the level of industrial unit:It relates to the manpower needs of a

particular enterprise.

FACTORS AFFECTING HRPEXTERNAL INTERNAL

• Government policies . strategies of the company• Level of economic . HR Policy of the company development including . formal and informal groups

future supply of HRS . job analysis• Business envt . time horizons• Information technology . type and quality of • Level of technology information .• International factors . companys production

operations policy. trade unions

Process of HRP

Objectives of human resource planningInventory of human resources skills(finding gaps) Demand and supply forecastingDetermine net manpower requirementsRedeployment and redundancy planEmployment programTraining and development programAppraisal of human resource planning

Problems in HRP:1.Lack of understanding of rationale of planning.2.Insufficient top management’s support.3.Insufficient initial efforts.4.Lack of coordination with other functions.5.Lack of integration with organisational plans.6.non-cooperation of operating managers.7.Expensive and time consuming.8.Resistance by employers and employees.9.uncertainties.10.Inadequacies of information system.

How to make HRP effective?Following are some of the steps that may

improve the effectiveness of HRP:1. HR plans must be viewed as an integral part

of corporate planning.HR plans should be tailored with the

objectives, strategies and overall environment of the particular organisation.

2. The support and commitment of the top management be ensured before starting the process of hrp planning.

3. Personnel records must be complete, up-to-date and reality available to ensure an adequate and strong date base serves as backbone for HRP.

4.The time horizon of the HRP should be appropriate to accommodate the changing needs and circumstances of the particular organisation.

5.Both quantitative and qualitative aspects of HR plans should be stressed in a balanced manner inorder to avoid conflicts between the two.

Forecasting for human resources requirement.

The demand for HR in organisation is subject to vary from time to time, depending upon both external and internal factors.

INTERNAL FACTORS: EXTERNAL

• Growth and expansion 1.Competition• Design and structure changes 2.economic &• Management philosophy political climate• Change in leadership style 3.technological • Employees resignation changes.• Retirement 4.government• Termination• deathTherefore while forecating future demand for

human resources in the organisation, these factors need to be taken into consideration.

Purpose of forecasting HR needs:Forecasting demand for human resources is good for

several reasons, because it can help:1. To Quantify the number of jobs required at given

time for producing a given number of goods (or) offering a given amount of services.

2. To Ascertain a staff-mix needed at different points time in the future.

3. To Ensure adequate availability of people with varying qualification and skills as and when required in the organisation.

The various techniques employed in HR forecasting are as follows :

Management judgementWork- study method Ratio – trend analysisDelphi technique Flow models Mathematical modelsComputerized forecast

1.Management judgement:This technique is very simple and time saving.Under this technique either a “bottom-up” or a “top-

down” approach is employed for forecasting future HR requirement of an organisation.

In case of bottom- up approach, the line managers prepare departmental requirements for HR and submit it to the top manager for their review and consideration.

In case of top-down approach the top managers prepare the departmental forecasts which are reviewed with the departmental heads .

It is suitable for small firms .

2. Work- study method: This method can be used when it is possible to

measure work and set standards and where job method do not change frequently.

In this method , as used by F.W. Taylor in his scientific management, time and motion study are used to ascertain standard time for doing a standard work.

Based on this,the number of workers required to do standard work is worked out.

3. Ratio-trend analysis:This is one of the quickest forecasting

technique.Under this method forecasting for future HR

requirement is made on the basis of time series data.This technique involves studying past ratio(eg: total

out-put/no:of workers , total sales volume /number of sales persons)and based on these forecasting is made for future ratios.

While calculating future ratios, allowances can be made for expected changes in the organisation, methods and job.

The demand for HR is calculated on the basis of established ratios between two variables.

4. Delphi technique:This is one of the judgemental methods of

forecasting HR needs.It is a more complex and time –consuming

technique which does not allow group members to meet face-to-face .

Therefore ,it does not require the physical presence of the group members.

5. Flow model: Is the simplest one and called as the Markov

model.This model involves the following:1.Determination of time period that will be covered

under forecast.2.Establishment of employee’s categories,also called

states.There should not be overlapping among the various categories.

3.Enumeration of annual flow among various categories or states for several time periods.

4.Estimation of probability of flow or movements from one category to another based on past trends in this regards.

6. Mathematical model: Mathematical model express relationship

between independent variable (production /sales) and dependent variable.(no: of workers required).

7. Computerized forecast:Is the determination of future staff needs by

projecting a firms sales, volume production and personnel required to maintain this required volume of output, using computers and software packages.

Supply Forecasting

• Supply Forecasting measures the number of people likely to be available from within and outside an organisation.

Sources of supplyInternal External*staffing tables /manning charts. *colleges/universities*Markov analysis *Skill inventories*replacement and succession planning

Markov analysisIt shows the percentage of employees who

remains in each job from one year to the next ,as also the proportion of those who are

promoted or transferred or who exit the organisation .

This movement of employee among different job classifcations can be forecasted based upon past movement patterns.

Past patterns of employee movement (transitions)are used to project future patterns.

• Markov analysis can be used to forecast employee movement pattern that may occur among

organisational units, between oragnisational levels,etc.

• The pattern of employee movements through various jobs is used to establish transitional probabilities and to develop a transition matrix.

• The transitional probabilities indicate what will happen to the initial staffing levels in each job category or the probability that employees from one category will move into another job category.

Transitional probabilities also determine the forecasted employee levels at the end of the year.

Transition matrix is used to forecast employment changes in future .This matrix can be used to forecast both demand and supply of labour.

For a Markov analysis to succeed, there should be enough employees in each job category , the nature of jobs should not have changed over time, and the situation should be stable.

RECRUITMENT

• “A process of locating , identifying and attracting capable applicants.”

• A process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organisation.”

Factors affecting recruitment

Internal factors External factorsSize of the organisation Demographic factors

Recruiting policy labour market

Image of organisation unemploymentsituation

Image of job labourlaws

legalconsiderations

Sources of recruitment

Internal sources External sources

Present employees Employment exchange

Employee referrals AdvertisementsFormerEmployees Employment

AgenciesPrevious Applicants Professional

associationCampus recruitmentDeputationWords-of-mouthJobfaircyberspace recruiting

Recruitment process

1.Recruitment planning2.Stategy development3.Searching4.Screening5.Evaluation and control

Recruitment process

Personnelplanning

Jobvacancies

Job analysis

RecruitmentPlanningNumbers

types

Employeerequistion

Searchingactivation

Applicantpool

Potentialhires

Evaluation and

controlStrategy

Development-where-how

-when

Applicantpopulation

screening

Method of recruitment

1.Direct method2.Indirect method3.Third party method

Effectiveness of recruitment programme:

1.A well –defined recruitment policy.2.A proper organisational structure.3.A well-laid down procedure for locating potential job

seekers.4.A suitable method and technique for tapping and

utilizing these candidates.5.A continuous assessment of effectiveness of recruitment programme and incorporation of

suitable modifactions from time to time to improve the effectiveness of the programme.

6.An ethically sound and fool-proof practice telling an applicant all about the job and its position, the firm to enable the candidate to judiciously decide whether or not to apply and join the firm , if selected.

SELECTION

• “Selection is the process of choosing from among the candidates from within the organisation or from the outside,the most suitable person for the current position or for the future position”

knootz

Selection methods 1.Preliminary interview2.Application blank3.Selection tests4.Selection interview5.Reference checks6.Medical examination /physical examination7.Final selection.

Preliminary interview:The purpose of the Preliminary interview is to eliminate unsuitable or unqualified candidates form the selection process.

It is also called courtesy interview.Application blank: is the commonest device for

getting information from a prospective candidate.

This serves as a personal record of the candidate bearing personal history profile, detailed personal activities, skills and accomplishments.

Selection test :To select right person for the job,

individual differences in terms of abilities and skills need to be measured for comparision. This is done through a process called selection test.

Tests:“A test is a systematic procedure for comparing the behavior of two or more persons.”

Selection Tests

Ability tests Personality tests

Aptitude test Interest testAchievement test Personality testIntelligence test Projective testJudgment test Attitude test

ABILITY TESTS:Aptitude Test:

It measure the ability and skills of the persons. It indicates how well a person would be able to perform after training.

It is also used to predict the future ability and performance of a person

Achievement Test:It is used to measure a person’s potential in a

given area or job. They are usually used for admission to specific courses in an academic institution.

It is also known as proficiency test or performance test or occupation or trade test.

Intelligence Test:

It measures general ability for intellectual performance and intelligence quotient of a candidate.

The core concept underlying in intelligence test is mental age. It is presumed that with physical age intelligence also grow.

Mental AgeIQ= *100

Actual Age

Judgment Test:This test are designed to know the ability

to apply knowledge in solving a problem.

PERSONALITY TESTS:These are tests used for measuring the interest and motivation of the people.

Interest Test: It is designed to identify person’s area of

interest and kind of work that will satisfy him.

Personality test:These test are designed to measure the

dimensions and traits of personality. Some of the personality tests are

• Minnesota Multiphasic Personality Inventory (MMPI),

• California Personality InventoryProjective Test:

Candidates are asked to project their own interpretation of certain standard stimulus situation basing on ambiguous pictures ,figures etc.

E.g. TAT) Thematic Appreciation Test. (RBT) Rorschach Blot Test.

Attitude Test:It measures the attitude , tendencies towards favoring, situation and action of a person. Test of social desirability, authoritarianism, employee morale are well known examples of attitude test.

Other test:• Graphology, • Polygraph test.

Advantages of testing:1. Predict future performance.2. Diagnosis the situation and behavior.3. Serves as a unbiased tool.4. Quantify the test results.Validation of test:

Validity is the most important criteria for the quality of a test. It is vital for a test to be valid in order for the results to be accurately applied and interpreted.

Interview:Interview is a face to face interaction, a

powerful exchange of ideas, answering of questions and communication between two or more persons.

Objectives:1. Judgment of applicant2. Additional information

TYPES OF INTERVIEW:Preliminary interview:

The interviews conducted to screen the applicants to decide whether further detailed will be required are called preliminary interview.

Patterned/ Structured/ Formal Interview:In this type of interview all the formalities,

procedures like fixing the value, time, panel of interviewers, opening and closing, intimating the candidates officially etc are strictly followed in arranging and conducting the interview.

Depth Interview:In this interview the candidates would

be extensively in core area of job skills and knowledge. Experts test the candidates knowledge in depth. Depth interviews are conducted for specialist jobs.

Stress Interview:This interview aims at testing the

candidate’s job behavior and level of withstanding during the period of stress and strain.

Other Interviews are:Group Discussion interviewPanel interviewInformal/ unstructured interviewDecision making interview.

Reference checks:The process of verifying information and obtaining additional feedback on an application.

Medical Examination:It is have proper matching of job requirement with the physical abilities of the candidate.

Final Selection:the candidates who have cleared all the above hurdles are finally selected and a letter of job offer is issued to them.

PLACEMENT

Placement is understood as assigning jobs to the selected candidates.

“the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job.”

» Pigors and Myers

The importance of placement lies in the fact that, *a proper placement of employees reduces employees turnover,absenteeism,accidents

and dissatisfaction,on the other hand, and improves their morale,on the other.

Induction

Induction

• “Induction is the process of receiving and welcoming an employee when he first joins a company and giving him basic information he needs to settle down quickly and happily and start work”

Michael Armstrong

Obiectives of inductionObiectives of induction:1.To reduce the initial anxiety all new entrants feel when they

join a new job in a new organisation.2. To familiarize the new employees with the job, people ,

work-place ,work environment and the organisation.3.To facilitate outsider –insider transition in an intergrated

manner.4.To reduce exploitation by the unscrupulous co-workers.5.To reduce the cultural shock faced in the new organisation.

Benefits of induction programme 1. A well –designed induction programme reduces

anxiety, nervousness,absenteesim and employee turnover.

2. Induction helps minimize the reality or cultural shock new employees undergo on joining a new organisation.

3. Effective induction also helps integrate the new employees into the organisation and fosters feeling of belongingness to new organisation.

4. Induction also binds the newcomer and the present employees in a team.

The induction programme may be formal and informal.Informal-unplanned induction programme.

*supervisory system-The immediate job supervisor conducts the induction

programme for the new entrants.*buddy or sponsor system-

The immediate supervisor assigns the responsibility of induction of the new entrant to an old employee.

Formal-planned programme –HR specialists

PHASES OF INDUCTIONA carefully designed induction programme

consists of the following three phases:

1.General induction2.Specific induction3.Follow-up induction

Socialisation

Socialisation is the process of adaptation.

• Socialisation is the process of adaptationthat takes place as individuals attempt to learn

the values and norms of work roles.Socialisation is the process of adaptation.

Feldoman

“acquisition of work skills and abilities , adoption of appropriate role behaviour and adjustment to the norms and values of the work group.”

Phases of socialisation process1.Pre –arrival :Refers to all the learning that occurs before a

new member joins the organisation.

2.Encounter :The new member enters the organisation and role playing starts here.The member starts comparing expectations the image of the organisation which he had formed during pre-arrival phase with reality.

3.Metamorphosis : The member- masters the Skills required to adjust with the organisation’s norms and values. This is a stage going through changes.hence ,this is called metamorphosis stage.

Contents of socialization:

*Preliminary Learning.*Learning about the organisation.*Learning to function in the work group.*Learning how to perform the job.*Personal Learning.

Benefits:1. Helps in understanding organisation

culture.2. Contributes to employee’s long-term

success.3. Helps in adjustment4. Helps in employee engagement.5. Provides job satisfaction.