esbd_HR+ppt

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PRESENTED BY:

ANCHAL GUPTA

MEENAKSHI BINDALSHIV ANAND

SNEHA SHARMA



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



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



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



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.



F unctions



RECRUITMENT

&

SELECTION



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



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



Advantages

I nternal sources External sources

Motivation

Cheap

Promotion

Tool of training

Transfer of workforce

Qualified personnel

Wider choice

Fresh talent

Competitive spirit



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



Selection

´Selection involves a series of steps by which the candidates are

screened for choosing the most suitable persons for vacant posts.µ



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



ORIENTATION

&

SOCIALISATION



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



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



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



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



Stages in socialization process

Pre-arrival Encounter TransformationCommitment

Productivity

Turnover



What is training?

Training is an organized activity for increasing the KSA for a definite

purpose.



Need & rationale of training?

Changing technology

Quality conscious customers

Greater productivity

Stable workforce

I ncreased safety

Better management



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.



Designing a training programme



PRESENTATION ON

HUMAN RESOURCEMANAGEMENT

PRESENTED BY:

Latika Sharma

Neelam

Neha Bansal

Neha Kaul

Tina Khapra

Shweta



COMPENSATIONMANAGEMENT



COMPENSATION: Definition

Wide range of financial and non

financial rewards to employees for their

services rendered to the organization.



OBJECTIVES:

Retain & recruit the qualified employees

Increase or maintain morale/ satisfaction

Encourage peak performance

Reduce attrition rate



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



Types of compensation

Base compensation Supplementarycompensation



PERFROMANCE APPRAISAL



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.



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.



METHODS OF PERFORMANCE

APPRAISAL

TRADITIONAL METHODS

Essay appraisal method.

Employee ranking method.

Forced distribution.

Graphic ratings scale.

Critical incidents method.



MODERN METHODS

360 degree appraisal.

Management By Objectives (MBO).

Assessment Centre .



TOTAL QUALITY

MANAGEMENT(TQM)



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.



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.



OBJECTIVES OF TQM

1. Meeting customers· requirements.

2. Continuous improvement of quality .

3. Openness and trust among employees.



COMPONENTS OF TQM

1. Customer Orientation

2. Continuous Improvement

3. Employees Involvement



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.



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



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.



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



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.



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.



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.



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.



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

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