Human Resource Management MBA DOC

8/13/2019 Human Resource Management MBA DOC

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PAPER 2.3

Human Resource Management

M.B.A.


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HUMAN RESOURCE MANAGEMENT

TABLE OF CONTENT

Unit I

Human Resource Management Definition Objects and functions

Role and structure of personnel function in organizations Personnel

principles and policies.

Unit II

Human Resource Planning Characteristics Need for planning HRP

Process ob anal!sis ob design ob description ob specification

Unit III

"he #election Process Placement and induction $"raining and

de%elopment Promotion Demotions "ransfers #eparation

Unit - I

&age and #alar! 'dministration (actors Principles Compensation

plan )ndi%idual *roup )ncenti%es +onus (ringe benefits ob

e%aluation &age and salar! administration in relation to personal ta,ation.

Unit -mplo!ee Maintenance and )ntegration &elfare and safet! 'ccident

pre%ention 'dministration of discipline -mplo!ee moti%ation Need and

measures

Unit I

Personnel RecordsReports Personnel research and personnel audit

Objecti%es #cope and importance.

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UNIT I

Human Resource Management Definition Objecti%es and functions role and

structure of personnel function in organizations Personnel principles and policies.

HUMAN RESOURCES MANAGEMENT AN INTRO!UCTION

Management o" Men is a C#a$$enging %o&'

)n an! organisation/ 0"he management of Man1 is a %er! important and challenging job2

it is important because it is getting a job done/ not of managing but of administering a socials!stem. "he management of men is a challenging tas3 because of the d!namic nature of the

people. People are responsi%e2 he! feel/ thin3/ and act/ therefore/ the! cannot be li3e a machine

or shifted and altered li3e a template in a room la!out. "he!/ therefore/ need a tactful handling

b! management personnel. )f manpo4er is properl! utilized/ it ma! pro%e a d!namic moti%e

force for running an enterprise at its optimum results and also 4or3 as an e,cellence output for

ma,imum indi%idual and group satisfaction in relation to the 4or3 performed.

Manpo4er management is a most crucial job because 0managing people is the heart andessence of being a manager.1 )t is concerned 4ith an! acti%it! relation to human elements orrelations in organisatoin. Material elements/ ho4e%er/ are be!ond its domain. "his %ie4 has

been rightl! summed up b! J.M. Deitz (of Chicago).He obser%es5 0' business or an industr!

can be thought of as an inter64ea%ing of human elements and material elements/ 4ith the human

elements as the 4arp2 4hile inter6loc3ing and inter64ea%ing 4ith this element are the material

elements the 4oof of the fabric. "he 4rap of the fabric is the human element appearing and

reappearing/ strength gi%ing element holding the entire fabric together/ and gi%ing it life and acharacter of continuit!.1 ' business cannot succeed if this human element is neglected.

Im(ortance o" Human Resources ManagementYodder, Heneman had discussed about the importance of human resource management

from three standpoints/ %iz/ social/ professional and indi%idual enterprise.

7'8 Socia$ Signi"icance)Proper management of personnel9s/ enhances their dignit! b!

satisf!ing their social needs/ this it does b!5 7a8 maintain a balance bet4een the jobs

a%ailable and the jobsee3ers. 'ccording to the :ualifications and needs2 7b8 pro%iding

suitable and most producti%e emplo!ment/ 4hich might bring them ps!chological

satisfaction2 7c8 ma3ing ma,imum utilization of the resource in an effecti%e manner

and pa!ing the emplo!ee a reasonable compensation in pro portion to the contribution

made b! him2 7d8 eliminating 4aste or improper use of human resources/ throughconser%ation of their normal energ! and health2 and 7e8 b! helping people ma3e their

4on decisions/ that are in their interests.

7+8*ro"essiona$ Signi"icance)+! pro%iding health! 4or3ing en%ironment it promotes

team 4or3 in the emplo!ees. "his it does b!5 7a8 maintaining the dignit! of the

emplo!ee as a $human6beings9 7b8 pro%iding ma,imum opportunities for personnel

de%elopment2 7c8 pro%iding health! relationship bet4een different 4or3 groups so that

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4or3 is effecti%el! performed 7d8 impro%ing the emplo!ee9s 4or3ing s3ill and

capacit!2 7e8 correcting the errors of 4rong postings and proper reallocation 4or3.

7C8Signi"icance "or In+i,i+ua$ Enter(rise) )t can help the organisatoin in

accomplishing its goals b!2 7a8 creating right attitude among the emplo!ees througheffecti%e moti%ation2 7b8 utilizing effecti%el! the a%ail able human resources2 and 7c8

securing 4illing co of the emplo!ees for achie%ing goals of the enterprise and

fulfilling their o4n social and other ps!chological needs of recognition/ lo%e/affection/ belongingness/ esteem and self6actualization.

HUMAN RESOURCES MANAGEMENT !EFINITIONS

Walton 7;8/ ha%e attempted to define the Human Resource Management as/ it is

process of stresses mutuall! bet4een emplo!ers and emplo!ees in follo4ing 4a!s5

Mutual goals/ mutual influence/ mutual respect/ mutual re4ards/ mutual responsibilit!. "he

theor! is that policies of mutualit! 4ill elicit commitment 4hich in turn 4ill !ield both bettereconomic performance and greater human de%elopment.

+eer and #pector 7;8 emphasized a ne4 set of assumptions in shaping their meaningof HRM.

Proacti%e s!stem 4ide inter%entions/ 4ith emphasis of $fit2 lin3ing HRM 4ith strategic

planning and cultural change.

People are social capital capable of de%elopment.

Coincidence of interest bet4een sta3eholders can be de%eloped.

#ee3 po4er e:ualization for trust and collaboration.

Open channel of communication to build trust and commitment

*oal orientation

Participation and informed choice.

O&%ecti,es o" Human Resources Management

One of the basic principles of management is that5 all the 4or3 performed in an

organisatoin should/ in some 4a!/ directl! or indirectl! contribute to the objecti%es of that

organisation. "his means that the determination of objecti%es/ purposes or goals is of prime

importance and is a prere:uisite to the solution of most management problems. Objecti%es are

pre determined ends or goals at 4hich indi%idual or group acti%it! in an organisatoin is aimed.

"he formations of the objecti%es of an organisation are necessar! for the follo4ing

reasons5

i8 Human beings are goal6directed. People must ha%e a purpose to do some 4or3.

'nnounced organizational goals in%est 4or3 4ith meaning.

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ii8 Objecti%es ser%e as standards/ against 4hich performance is measured.

iii8 "he setting of goals and their acceptance b! emplo!ees promotes %oluntar! co6operation

and co6ordination/ self6regulated beha%ior is achie%ed.

i%8 "he objecti%es stand out as guidelines for organizational performance . "he! help in

setting the pace for action b! participants. "he! also help in establishing the 0character1

of an organisatoin. Ralph C/ Da%is has di%ided the objecti%es of an organisatoin into t4ocategories5 7a8 Primar! objecti%es/ and 7b8 #econdar! objecti%es.

a. Primar! objecti%es/ in the first instance/ relate to the creation and distribution ofsome goods or ser ices. "he Personnel Department assists those 4ho are engaged in

production/ in sales/ in distribution and in finance. "he goal of personnel function is

the creating of a 4or3 force 4ith the abilit! and moti%ation to accomplish the basic

organizational goals. #econdl!/ the! relate to the satisfaction of the personal

objecti%es of the members of an organisatoin through monetar! and non6monetar!

de%ices. Monetar! objecti%es include profits for o4ners2 salaries and othercompensation for e,ecuti%es2 4ages and other compensation for emplo!ees2 rent for

the lando4ners and interest for sharestoc36holders. Non6monetar! objecti%es include

prestige/ recognition/ securit!/ status/ or some other ps!chic income. "hirdl!/ the!

relate to the satisfaction6of communit! and social objecti%es/ such as ser%ing the

customers honest! promoting a higher standard of li%ing in the communit!/ bringing

comfort and happiness to societ!/ protecting 4omen and children/ and pro%iding foraged personnel.

b. "he secondar! objecti%es aim at achie%ing the primar! objecti%es economicall!/

efficientl! and effecti%el!.

T#e "u$"i$$ment o" t#e (rimar o&%ecti,es is contingent u(on)

7i8 "he economic need for/ or usefulness of/ the goods and ser%ices re:uired b! the

communit!societ!.

7ii8 Conditions of emplo!ment for all the members of an organisatoin 4hich pro%ide

for satisfaction in relation to their needs/ so that the! ma! be moti%ated to 4or3 for

the success of the enterprise.

7iii8 "he effecti%e utilization of people and materials in producti%e 4or3.

7i%8 "he continuit! of the enterprise.

'ccording to the American Management Association, the objectives of ersonneladministration ma! be laid do4n as follo4s5

7i8 "o achie%e an effecti%e utilization of human resources in the achie%ement oforganisation goals.

7ii8 "o establish and maintain an ade:uate organizational structure and a desirable4or3ing relationship among all the members of an organisatoin b! di%iding of

organisatoin tas3s into functions/ positions/ jobs/ and b! defining clearl! the

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responsibilit!/ accountabilit!/ authorit! for each job and its relation 4ith other

jobspersonnel in the organisatoin.

7iii8 "o secure the integration of the indi%iduals and groups 4ith an organisatoin/ b!

reconciling indi%idualgroup 4ith those of an organisation in such a manner thatthe emplo!ees feel a sense of in%ol%ement commitment and lo!alt! to4ards it. )n

the absence of integration/ friction ma! de%elop in an organisation. &hich ma!

lead to its total failure? (riction produces inefficienc!. (riction ma! result frompolitical aspirations/ from difficulties in communication/ and from faults inherent

in a particular organizational structure. "he beha%iour of indi%iduals and groups in

an! organisation also in%ol%ed frictions6 personal jealousies and prejudices andidios!ncrasies/ personalit! conflicts cli:ues and faction9s fa%oritism and nepotism.

7i%8 "o generate ma,imum indi%idual group de%elopment 4ithin an organisatoin b!offering opportunities for ad%ancement to emplo!ees through training and job

education or b! effecting or b! offering retraining facilities.

7%8 "o recognize and satisf! indi%idual needs and group goals b! offering an ade:uate

and e:uitable remuneration/ economic and social securit! in the form of monetar!

compensation/ and protection against such hazards of life as illness/ old age/

disabilit!/ death/ unemplo!ment etc./ so that the emplo!ees ma! 4or3 4illingl!

and co6operate to achie%e an organization9s goals.

7%i8 "o maintain a high morale and better human relations inside an organisation b!

sustaining and impro%ing the conditions 4hich ha%e been established so that

emplo!ees ma! stic3 to their jobs for a longer period?

*re-re.uisites "or t#e Ac#ie,ements o" t#e O&%ecti,es

#etting up the objecti%es of an organisation ma! be the fullest contribution of humanresources management for the achie%ement of the organisatoin of long and short term plans and

of the operations of the organisation in an en%ironment of high morale and %italit! consistent

4ith profit abilit! and social milieu 4ith the ethical %alues of societ! and 4ith the policies and

regulations established b! the countr!9s legislature.

"o achie%e these objecti%es/ the follo4ingre!re"#isitesmust be satisfied5

i. Capable people should be pic3ed upon the basis of the :ualifications fi,ed.

ii. )ndi%idual and group effortspotentialities must be effecti%el! utilized b! pro%iding

suitable 4or3 opportunities/ tools and ra4 materials/ b! sho4ing an appreciation of 4or34ell done/ and b! offering better chances for future ad%ancement and training.

iii. &illing co6operation of the people to achie%e the objecti%es must be a%ailable b! creating

such feelings as 0people 4or3 4ith us1 rather than sa!ing that 0people 4or3 for us1

i%. "he tas3s of an organisatoin should be properl! di%ided in accordance 4ith a sound plan

into functions and positions/ each indicating clear6cut authorit!/ responsibilit! and duties/as also the relationship of the position 4ith another.

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%. "he goals to be achie%ed should be speciall! made 3no4n to all concerned in the

language best understood b! them. #pecificit! and clarit! are both important in definingthe objecti%es. "he objecti%es should also be comprehensi%e.

%i. #ince objecti%es ha%e to be shared b! man! senior persons in an organisation/ a 4ide6scale en:uir! and consolation should be underta3en before their formulation and efforts

should subse:uentl! be made to de%elop a common understanding of the objecti%es

among managers at %arious le%els.

%ii. "he objecti%es should be clearl! defined/ failing 4hich a great deal of confusion ma!6

arise. &ithout clear6cut objecti%es/ the management of organizational records cannot be

3ept in balance/ and the management of one section ma! interfere 4ith that of another.

Moreo%er/ 4ithout clear6cut objecti%e/ there can be not standards b! 4hich to e%aluate

the performance of an indi%idual or that of the 4hole organisation. 'gain/ an absence ofobjecti%es often leads to organizational disaster. On the other hand/ the refining or

re%ising of objecti%es is the most fundamental tas3 of all managers at all le%els.

%iii. #uitable monetar! and non6monetar! incenti%es/ in the form of ade:uate and reasonable

pa!6pac3ets/ ser%ice benefits and securit! against hazards of life and of emplo!ment and

against the arbitrar! actions of super%isors should be to emplo!ees. ' properl! prepared

grie%ance handling procedure and disciplinar! plan should also be a%ailable.

*ERSONNEL FUNCTION IN ORGANISATION

(unction of personnel management is the process of management of human resources in

an organisation and is concerned 4ith the creation of harmonious 4or3ing relationships among

its participants and bringing about their utmost indi%idual de%elopment. #uch management is

concerned 4ith leadership in both groups and $indi%idual relationship9 and $labour relations9 and

$personnel management9. )t effecti%el! describes the process of planning and directing theapplication/ de%elopment and utilization of human resource in emplo!ment. )n fact/ personnel

management underta3es all those acti%ities 4hich are concerned 4ith human elements or

relations as 4ell as 4ith material elements in an organisation. &hate%er functions are listed

therein/ the main objecti%es of these function is to bring together e,pertise in a scientific 4a!

and to create attitudes that moti%ate a group to achie%e its goals economicall!/ effecti%el! and

speedil!.

CLASSIFICATION OF FUNCTIONS

@arious philosophers and e,perts ha%e generall! classified the functions into t4o major

categories/ %iz./ managerial f#nctionsand oerative f#nctions. Others ha%e classified functionsas general and specific functions/ and !et others as $ersonnel administration f#nctions% and

$&nd#strial 'elation #nctions%. (unctions ha%e also been classified on the basis of the

capacities/ or on the basis of authorit!.

T#is t(e o" c$assi"ication o" "unctions #as &een +iscusse+ as &e$o/)

0a1 T#e Genera$ an+ S(eci"ic Functions

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"he $*eneral9 t!pe of functions/ in the personnel management is re:uired the follo4ing

steps5 7i8 to conduct personnel research/ 7ii8 to assist in the programmes of personneladministration 7iii8 to de%elop a competent 4or3 force/ and 7%i8 to establish and administer

%aries personnel ser%ices delegated to personnel department9

0&1 *ersonne$ A+ministration 2 In+ustria$ Re$ations Functions

Personnel administration functions relate to the functions of managing people from thelo4er to the upper le%el of the organisatoin and embraces polic! determination as 4ell as

implementation of policies b! the personnel at the lo4er le%els. 'ccordingl!/ 0personnel

administration1 refers to 0creating/ de%eloping and utilizing a $4or3 group9 in%ol%es all t!pes ofinter of inter6personnel relationships bet4een superiors sub6ordinates1.

"he $)ndustrial Relations9 functions/ on the other/ are 0not dire related to the function of$managing people9/ but refer to interactions bet4een the management and the representati%es of

the unions1. #uch functions in%ol%e all acti%ities of emplo!er6emplo!ee relationship/ such as

organisation of the union members/ negotiation of contracts/ collect bargaining/ grie%ance

handling/ disciplinar! action/ arbitration/ etc./ the purpose of all these being to pre%ent conflict

bet4een the particulars.

0c1 Functions C$assi"ie+ on t#e Basis o" Ca(acities

altonstall suggests t4o approaches for the de%elopment of Aine officiates/ %iz./ 7a8 the0reducti%e1 or 0threat approach12 and

7b8 "he 0augmentati%e1 or 0source of help1 approach. "he latter approach is more close to

0beha%ioral approach to management.1

"hus/ according to him5

"he t!pical staff function are indirectl! related to action and characterized b!

de%elopment/ consultation/ planning/ interpretation/ e%aluation/ diagnosis/ research/

in%estigation and recommendation and

"he t!pical line functions are related to command action and characterized b! direction/

control/ decisions/ enforcement/ application/ performance and instruction.

0+1 Functions Accor+ing to t#e !egree o" Aut#orit

Dale Henning and (rench made an interesting obser%ation that 0"he personnel man is

described in the te,t boo3s and journals li3e $'bominable #no4man9 much tal3ed bout but

seldom seen.1 "he! ha%e classified his functions in to three categories thus5

7a8 'rea of ma,imum authorit!/ e.g./ direction of pa!roll calculations/

orientation procedure/ and transfer rules/ etc.

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7b8 'rea of combined use of authorit! and persuasion/ e.g./ establishment of

disciplinar! procedure/ inter6departmental data gathering/ determining thenumber of participants in a training programmes/ etc2 and

7c8 'rea of ma,imum persuasion/ e.g./ salar! changes under the rules of theplant/ emplo!ment of indi%iduals recommended b! the personnel department

in other departments/ initiating disciplinar! action/ etc.

T#e "unctions genera$$ c$assi"ie+ as

7;8 Managerial functions/ and

7B8 Operati%e functions.

3' Manageria$ Functions

0Management is a multi6purpose organ 4hich has three jobs/ t4o of 4hich are directl!related to personnel managing a business5 $managing managers and managing 4or3ers

and the 4or3 *a+rence le-sa!s that 0Management is the accomplishment of results

through the efforts of other people1. )n the opinion ofHarold oontz,0)t is the art of

getting things done through people and 4ith informall! organized groups.

)n their %ie4/ management ma! be thought of as the process of allocating an

organisatoins inputs 7human and economic resources8 b! planning/ organizing/ directing

and controlling for the purpose of producing outputs 7goods and ser%ices8 desired b! its

customers so that organisation job objecti%es are accomplished in the process/ 4or3 is

performed 4ith and through organisatoin personnel in an e%er changing business

en%ironment.

7a8 *$anning is a pre6determined course of action. 'ccording to 'llen/ 0it is a trap laid tocapture the future1 "err! is of the @ie4 that 0planning is the foundation of most

successful actions of an! enterprise.1 Planning is the determination of the plans/

strategies/ programmes/ policies/ procedures/ and standards needs to accomplish the

desired organisatoin objecti%es in fact/ 0planning toda! a%oids crisis tomorro4.1

7b8 Organi4ing)'fter a course of action has been determined/ an organisation should beestablished to carr! it out. 'ccording to .c. Massie/ 0'n organisation is a structure/ a

frame4or3 and a process b! 4hich a cooperati%e group of human beings allocates its

tas3s among its members/ identifies relationships and integrates its acti%ities to4ards

common objecti%es.1 )n the 4ords of Druc3er5 0"he right organizational structure is the

necessar! foundation2 4ithout it/ the best performance in all other areas of management4ill be ineffectual and frustrated.1

7c8 !irecting 0moti,ating5 actuating or comman+ing1 the subordinates at an! le%el is a

basic function of the managerial personnel. 'ccording to Mc*regor/ 0man! managers4ould agree that the effecti%eness of their organisatoin 4ould be at least doubled if the!

could disco%er ho4 to tap the unrealized potential present in their human resources1

7d8 Coor+inating an+ Contro$$ing' Coordinating refers to balancing timing and integrating

acti%ities in an organisation/ so that a unit! of action in pursuit of a common purpose is9


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achie%ed. )n the 4ords of "err!/ 0Co6ordination deals 4ith the tas3 of blending efforts in

order to ensure a successful attainment of an objecti%e.1

7e8 Contro$$ingis the act of chec3ing/ regulating and %erif!ing 4hether e%er!thing occurs in

conformit! 4ith the plan that has been adopted/ the instructions issued and the principlesestablished. )t is greatl! concerned 4ith actions and remedial actions. 0it is not just score6

3eeping. )t is not just plotting the course and getting location reports2 but rather it is

steering the ship.1

6' O(erati,e Functions

"he operati%e functions of personnel management are concerned 4ith the acti%ities

specificall! dealing 4ith procuring/ de%eloping/ compensating/ and maintaining an efficient

4or3 force. "hese functions are at 3no4n as ser%ice functions.

7a8 T#e (rocurement "unctionis concerned 4ith the obtaining of a proper 3ind and number

of personnel necessar! to accomplish an organization9s goals. )t deals 4ith specificall!4ith such subjects as the determination of manpo4er re:uirements/ their recruitment/

selection and placement 7comprising acti%ities to screen and hire personnel/ includingapplication forms ps!chological tests/ inter%ie4s/ medical chec36up/ reference calling8/

induction/ follo46up/ transfers/ la!6offs/ discharge and separation/ etc.

7b8 T#e +e,e$o(ment "unctionis concerned 4ith the personnel de%elopment of emplo!ees

b! increasing their s3ill through training so that job performance is properl! achie%ed.

Drafting and directing training programmes for all le%els of emplo!ees/ arranging for

their on6the6job/ office and %estibule6training/ holding seminars and conferences/

pro%iding for educational and %ocational counselling and appraising emplo!ee potential

and performance are underta3en under this function.

7c8 T#e com(ensation "unction is concerned 4ith securing ade:uate and e:uitableremuneration to personnel for their contribution to the attainment of organizational

objecti%es. (unctions related to 4age sur%e!s/ establishment of job classifications/ job

descriptions and job anal!ses/ merit ratings/ the establishment of 4age rates and 4age

structure/ 4age pans and policies/ 4age s!stems/ incenti%es and profit6sharing plans etc./

fall under this categor!.

7d8 Integration "unction 'fter the emplo!ee has been procured/ his s3ill and abilit!

de%eloped and monetar! compensation determined/ the most important/ !et difficult of

the personnel management is to bring about an 0integration1 of human resources 4ith

organisatoin/ and to cope 4ith ine%itable conflicts that ensue. 0)ntegration1 is concerned4ith the attempt to effect a reasonable reconciliation of indi%idual/ societal/ and

organisation interests.

7e8 T#e maintenance "unctiondeals 4ith sustaining and impro%ing the conditions that ha%e

been established. #pecific problems of maintaining the ph!sical conditions or emplo!ees7health and safet! measures8 and emplo! ser%ice programmes are the responsibilit! of the

personnel department.

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(lippo rightl! sa!s5 0"he purpose of all of these acti%ities is to assist in the accomplishment of

the organization9s basic objecti%es. Conse:uentl!/ the starting point of personnel management asof all management must be a specification of those objecti%es and a determination of the sub6

objecti%es of the personnel function5 "he e,penditure of all funds in the personnel departments

can be justified onl! in so far as there is a net contribution to4ard compan! objecti%es.1

CLASSIFICATIONS OF *ERSONNEL FUNCTIONS

+elo4 are gi%en some important classifications of personnel functions made b! e,perts in

the field5

oder9s Classification5 'ccording to oder/ in a t!pical industrial relations and personnel

department/ the principal acti%ities of manpo4er management are5

i8 #etting general and specific management polic! for relationships and establishing and

maintaining a suitable organisatoin for leadership and co6operation.

ii8 Collecti%e bargaining/ contract negotiations/ contract administration and grie%ances.

iii8 #taffing the organisation/ finding/ getting and holding prescribed t!pes and number of

4or3ers.

i%8 'iding the #elf6de%elopment of emplo!ees at all le%els/ pro%iding opportunities for

personnel de%elopment and gro4th as 4ell as for re:uisite s3ills and e,perience.

%8 )n%estigating/ de%eloping and maintaining moti%ation for 4or3.

%i8 Re%ie4ing and auditing manpo4er management in an organisatoin.

%ii8 )ndustrial relations research/ carr!ing out studies designed to e,plain emplo!ment

beha%iour and thereb! effecting impro%ements in manpo4er management.

Yoder and Nelsons Classification:On another occasion/ on the basis of an en:uir! regarding

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%ii. *ersonne$ Researc#)Continuing studied of all emplo!ee relations policies/ programmes

and practices.

Northcotts Classification:'fter referring to three t!pes of approach to the tas3/ %iz./ 7a the

4elfare9 approach/ 7b8 the scientific management influence the industrial relations emphasis/Northcott gi%es the functions of personnel management thus5 ;. -mplo!ment2 B. #election and

"raining2 E. -mplo!ee #er%ices/ . &ages2 >. )ndustrial Relations2 F. Health and #afet!

-ducation2 and G. -ducation.

#cott/ Clothier #priegels9 Classification5 #cott/ Clothier and #priegel di%ide the functions of

the personnel management into these specific categories/ namel!5 7i8 -mplo!ment2 7ii8

Promotion/ transfer termination/ demotions/ and separations2 7iii8 (ormulation and direction of

training programmes2 7i%8 ob anal!sis and e%aluation2 7%8 Remuneration and incenti%es2 7%i8

Health and #anitation2 7%ii8 #afet! and institutional protection2 7%iii8 (inancial aids toemplo!ees2 7i,8 -mplo!ee ser%ice acti%ities2 7,8 Research/ record 3eeping/ reports and follo46

up2 7,i8 -mplo!ee6emplo!er and communit! cooperation2 and 7,ii8 Aabour union contracts and

co6operation.

Kindalls Classificatoin: '.(. Iindall prescribes the follo4ing functions for the

personnel management5

7i8 "o aid in the de%elopment of general o%erall management policies and methods/ in the

organisation and planning of super%isor! control/ and in the communication of orders/

ideas and in:uiries.

7ii8 "o de%elop throughout the organisatoin an understanding of/ and an enthusiasm for/

consultati%e methods of management 4ith tire objecti%es of5

a. )mpro%ing leadership and super%ision2 and 7b8 Obtaining the participation of

operating groups and opportunit! for creati%e anal!sis and initiati%e in carr!ingout their assigned tas3s at all le%els in the de%elopment and administration of the

compan!9s personnel programme.

7iii8 "o aid the e,ecuti%e and super%isor! organisation in de%eloping 7a8 clearl! 4ritten

outlines of functions/ authorities/ and responsibilities/ and 7b8 simple/ 4or3able

methods of measurement of their accomplishments.

7i%8 "o formulate/ in collaboration 4ith the super%isor! and e,ecuti%e organisation

policies for personnel administration and to implement those policies appro%e b! the

management in accordance 4ith the best plans and practices of personnel

administration.

7%8 "o ma3e certain/ in collaboration 4ith the super%isor! and e,ecuti%e personnel/ that

the compan!9s appro%ed policies and practices of personnel administration are

e,ecuted properl!.

7%i8 "o establish and maintain contacts 4ith labour mo%ement/ to 3eep itself informed

and/ 4here%er possible/ to participate in all collecti%e bargaining acti%ities/ and to

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ad%ise all the departments of the compan! on the de%elopment of sound labor

relations.

7%ii8 "o aid in the interpretation of the management9s policies to emplo!ees and

emplo!ees9 point of %ie4 and attitude to the management and/ in collaboration 4iththe appropriate line personnel to merchandize the compan! and the jobs to emplo!ees.

Careys Classification:Care! outlines the common functions of the personnel managementas) 031 Organisation "or (ersonne$ a+ministration77ii8 'dministration and super%ision2 7iii8

-mplo!ment2 7i%8 "raining emplo!ee de%elopment2 7%8 &age and salar! administration2 7%i8

(orce adjustment2 7%ii8 Relation bet4een emplo!ees and management2 7%iii8 Hours and

conditions of 4or3s2 7i,8 Health and safet!2 7,8 +enefits and emplo!ee securit! matters2 7,i8

Communication 4ith emplo!ees2 7,ii8 Research 4or32 and 7,iii8 Relations 4ith local business

and communit! organisation.

Strauss and Sayles Classification:7i8 Recruitment/ #election c Placement5 7a8 Contact 4ith

and e%aluation of ad%ertising media/ emplo!ment agencies/ including #tate emplo!mentser%ices/ college and school recruiting2 7b8 #creening and testing techni:ues/ including ph!sical

e,amination2 7c8 'ssistance for in6compan! transfer/ career de%elopment 7d8 'ssistance for la!6

offs and plant closing through job searches for redundant personnel2 7e8 Aabour mar3et sur%e!s

and projection of potential shortages2 and 7f8 Manpo4er planning/ projecting future compan!

needs.

0ii1 8o& Ana$sis5 %o& !escri(tion an+ 8o& E,a$uation)7a8 De%elopment of methods that

4ill facilitate personnel placement and assignment of mone! %alues to s3ill and e,perience/ 7b8

De%elopment of promotional ladders b! means of job anal!sis2 and 7c8 Position guides for

organizational planning and information for ne4 placements.

0iii1 Com(ensation an+ A((raisa$ *$ans) 7a8 Design and implementation of personnel

appraisal plans2 7b8 &age administration 7c8 Control of merit increases2 7d8 Design and

installation of incenti%e and bonus plan and 7e8 'dministration of deferred compensation plans

such as profit sharing and bonus plans.

0i,1 Em($oment Recor+s)7a8 Maintenance of job histories/ s3ill in%entories and aptitude

and education information2 and 7b8 Maintenance of 4age and hour records/ output records/

o%ertime/ %acation pa!ment incenti%e earning.

0,1 Em($oee Bene"it *rogrammes) 7a8 'dministration of life insurance/ pension and

health and 4elfare benefits2 7b8 'ppro%al of action/ disabilit! and compensation pa!ments2 7c8

#uggestion and sa%ing plans/ credit union administration2 7d8 Recreation and athleticprogrammes2 7e8 Cafeteria/ emplo!ee clubs2 7f8 Compan! medical ser%ices/ first aid/ pre%enti%e

medicine2 7g8 Communit! referrals 7ps!chiatric/ alcoholic8/ and 7h8 Counselling ser%ice.

0,i1 S(ecia$ Ser,ices Sa"et ins(ection)7a8 #afet! plans and controls2 7b8 Compan! guards

and protection ser%ices/ including fire6fighting2 7c8 #taff reception areas2 and 7d8

Communication ser%ices/ photograph!/ printing house organs/ polic! manuals/ ne4 releases and

instructional manuals.

FUNCTIONS OF *ERSONNEL MANAGEMENT

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On the basis of the %arious functions 4hich the personnel management generall! underta3es/ the

functional areas of personnel management ma! be set forth as belo45

). Organizational Planning/ De%elopment and "as3 #pecification

)). #taffing and -mplo!ment2

))). "raining and De%elopment2)@. Compensation/ &age and #alar! 'dministration2

@. Moti%ation and )ncenti%es2

@). -mplo!ee #er%ices and +enefits2

@)). -mplo!ee Records2

@))). Aabour or )ndustrial Relations2 and

)J. Personnel Research and Personnel 'udit.

I' Organi4ationa$ *$anning5 !e,e$o(ment an+ Tas9 S(eci"ication

:Organi4ationa$ ($anning;is concerned 4ith the di%ision of all the tas3s to be performed intomanageable and efficient units 7departments/ di%isions or positions8 and 4ith pro%iding for their

integration. +oth differentiation and integration are %ital for the achie%ement of pre6deter mined

goals.

7i8 ' determination of the needs of an organisation in terms of a compan!9s short and long6

term objecti%es/ utilization of technolog! 7industrial/ engineering/ industrial ps!cholog!/

and mechanical engineering8 of production/ deciding about the nature of product to be

manufactured/ 3eeping in %ie4 the e,ternal en%ironment and public polic!.

7ii8 "he planning/ de%elopment and designing of an organizational structure through the

fi,ing of the responsibilit! and authorit! of the emplo!ees/ so that organizational goals

ma! be effecti%el! achie%ed.

7iii8 De%eloping inter6personal relationship through a di%ision of positions/ jobs and tas3s2 the

creating of a health! and fruitful inter6personal relationship2 and the formation of ahomogeneous2 cohesi%e and effecti%el! interacting informal group.

II' Sta""ing an+ Em($oment

"he staffing process is a flo4 of e%ents 4hich results in a continuous manning of

organizational positions at all le%els from the top management to the operati%e le%el. "his

process includes manpo4er planning/ authorization for planning/ de%eloping sources of

applicants/ e%aluation of applicants/ emplo!ment decisions/ placement induction and orientation/

transfers/ demotions/ promotions and separations/ retirement/ la!6off/ discharge/ resignation/disabilit!/ and death/

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7i8 Man(o/erplanning is a process of anal!zing the present and future %acancies that

ma! occur as a result of retirements/ discharges/ transfers/ promotions/ sic3 lea%e ofabsence/ or other reasons/ and an anal!sis of present and future e,pansion or

curtailment in the %arious departments. Plans are de%elopment of present emplo!ees/

for ad%ertising openings/ or for recruiting and hiring ne4 personnel 4ith appropriate

:ualifications.

7ii8 Recruitmentis concerned 4ith the process of attracting :ualified and competent fordifferent jobs. "his includes the identification of e,isting sources of the labour

mar3et/ the de%elopment of ne4 sources/ and the need for attracting a large number of

potential applicants so that a good selection ma! be possible.

7iii8 Se$ection *rocess is concerned 4ith the de%elopment of selection policies and

procedures and the e%aluation of potential emplo!ees in terms of job specifications."his process includes the de%elopment of application blan3s/ %alid and reliable tests/

inter%ie4 techni:ues/ emplo!ee referral s!stems/ e%aluation and selection of

personnel in terms of job specifications/ the ma3ing up of final recommendations to

the line management and the sending of offers and rejection letters.

7i%8 *$acementis concerned 4ith the tas3 of placing an emplo!ee in a job for 4hich he is

best fitted/ 3eeping in %ie4 the job re:uirements/ his :ualifications and personalit!

needs.

7%8 In+uction an+ orientation is meant the introduction of an emplo!ee to the

organisatoin and the job b! gi%ing him all the possible information about the

organization9s histor!/ objecti%es/ philosoph!/ policies/ future de%elopment

opportunities/ products/ good4ill in the mar3et and in the communit!/ and b!

introducing him to other emplo!ees 4ith 4hom and under 4hom he has to 4or3.

7%i8 Trans"er (rocessis concerned 4ith the placement of an emplo!ee in a position in

4hich his abilit! can be best utilized. "his is done b! de%eloping transfer policies and

proc counselling emplo!ees and line management on transfers and e%aluating transfer

policies and procedures.

7%ii8 *romotionis concerned 4ith re4arding capable emplo!ees b! putting them in higher

positions 4ith more responsibilit! and hither pa!. (or this purpose/ a fair/ just and

e:uitable promotion polic! and procedure ha%e to be de%eloped2 line managers and

emplo!ees ha%e to be ad%ised on these policies/ 4hich ha%e to be e%aluated to find

out 4hether the! ha%e been successful.

7%iii8 Se(arationprocess is concerned 4ith the ser%ing of relation ship 4ith an emplo!ee

on grounds of resignation/ la!6off/ death/ disabilit!/ discharge or retirement. -,it

inter%ie4s of emplo!ees are arranged/ causes of labour turno%er are to be anal!zed

and ad%ice is gi%en to the line management on the causes of and reduction in labour

turno%er.

' number of de%ice and sub6s!stems are used in the s!stems designs to manage the

staffing process. "hese are5

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i8 Planning tables and charts2

ii8 'pplication blan3s2

iii8 )nter%ie4s2

i%8 Ps!chological tests2

%8 Reference chec3s2

%i8 Ph!sical e,amination2

%ii8 Performance re%ie4s2 and

%iii8 -,it inter%ie4s

III' Training an+ !e,e$o(ment

)t is a comple, process and is concerned 4ith increasing the capabilities of indi%iduals and

groups so that the! ma! contribute effecti%el! to the attainment of organizational goals. "his

process includes5

7i8 "he determination of training needs of personnel at all le%els/ s3ill training emplo!ee

counselling/ and programmes for managerial/ professional and emplo!ee de%elopment2 and

7ii8 #elf6initiated de%elopment acti%ities 7formal education8/ during off6hours 7including

attendance at schoolcollegeprofessional institutes82 reading and participation in the acti%ities of

the communit!.

I' Com(ensation5


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b. Pensions/ gratuities and such other pa!ments as are agreed upon death benefits/

sic3ness/ accident and medical care/ insurance/ e,penses of hospitalization/%oluntar! retirement benefits.

c. Paid rest periods/ lunch periods/ 4ash6up time/ tra%el time/ get read! time2

d. Pa!ments for time during 4hich not 4or3 is done paid %acation or bonus in lieu

of %acation/ pa!ment for holida!s/ paid sic3 and maternit! lea%e2 and

e. Profit6sharing benefits/ contribution to emplo!ees9 pro%ident funds/ emplo!ees

educational e,penditure and special 4age pa!ments ordered b! the courts.

I' Em($oee Recor+s

)n emplo!ee records complete and up6to6date information is maintained about emplo!ees/

so that these that that is/ the records ma! be Ktilized/ if need be/ at the time of ma3ing

transferpromotions/ gi%ing merit pa!/ or sanctioning lea%e.

#uch records include information relating to personal :ualifications/ special interests/

aptitudes/ results of tests and inter%ie4s/ job performance/ lea%e/ promotions/ re4ards and

punishments.

II' La&our Re$ations

+! labour relations is meant the maintenance of health! and peaceful labour6management

relations so that production4or3 ma! go on undisturbed.

7i8 *rie%ance handling polic! and procedures are de%eloped/ after finding out the nature

and causes of grie%ances/ and locating the most delicate areas of dissatisfaction.

7ii8 Rules and regulations are framed for the maintenance of discipline in the organisation/and a proper s!stem of re4ard and punishment is de%eloped.

7iii8 -fforts are made to ac:uire 3no4ledge of/ and to obser%e and compl! 4ith/ the labor

la4s of the countr! and ac:uaint the line management 4ith the pro%isions 4hich are

directl! concerned 4ith organisatoin. Collecti%e bargaining has to be de%eloped so

that all the disputes ma! be settled b! mutual discussions 4ithout recourse to the la4

court. #uch bargaining negotiating and administering agreement relating to 4age

lea%e/ 4or3ing conditions and emplo!ee emplo!er relationship.

III' *ersonne$ Researc# an+ *ersonne$ Au+it

T#is area is concerne+ /it#)

7i8 ' s!stematic in:uir! into an! aspect of the board :uestion of ho4 to ma3e moreeffecti%e an organization9s personnel programmes recruitment/ selection/

de%elopment/ utilization of/ and accommodation to/ human resources2

7ii8 Procedures and policies and finding submitted to the top e,ecuti%e.

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7iii8 Data relating to :ualit!/ 4ages/ producti%it!/ grie%ances absenteeism/ labour turno%er/

stri3es/ loc36outs/ accidents etc./ 4hich are collected and supplied to the topmanagement so that it ma! re%ie4/ alter or impro%e e,isting personnel policies/

programmes and procedures2

7i%8 Morale and attitude sur%e!s.

*ERSONNEL *RINCI*LES AN! *OLICIES

"he dictionar! meaning of :(o$ic;is a 0plan of action1 and that 0plan1 is a polic!.

Polic! and planning are/ therefore/ s!non!mous.

:A (o$ic5; sa!s Flippo, 0is a man6made rule of pre6determined course of action that is

established to guide the performance of 4or3 to 4ard the organisatoin objecti%es. )t is a t!pe of

standing plan that ser%es to guide subordinates in the e,ecution of their tas3s.1 'ccording to

CalhoonPersonnel policies constitute guides to action. "he! furnish the general standards or

bases on 4hich decisions are reached. "he! furnish the general lies in an organization9s %alues/philosoph!/ concepts and principles.1 0Policies are statements of the organization9s o%er6all

purposes and its objecti%es in the %arious areas 4ith 4hich its operations are concerned personnel/ finance/ and production mar3eting and so on.1

Yoder o&ser,es)0' polic! is a per6determined/ selected course established as a guide

to4ards accepted goals and objecti%esL "he! establish the frame4or3 of guiding principles that

facilitate delegation to lo4er le%els and permit indi%idual managers to select appropriate tactics

or programmes. )n contrast to these/ personnel policies are those that indi%iduals ha%e de%eloped

to 3eep them on the rac3 to4ards their personnel objecti%es. Management policies are de%eloped

b! 4or3ing organisatoins to 3eep them on course headed and directed to4ard their

organizational objecti%es. "hese define the intentions of the organisatoin and ser%e as guidelines

to gi%e consistenc! and continuit! to total operations."hus/ personnel policies refer to principles and rules of conduct 4hich 0formulate/

redefine/ brea3 into details and decide a number of actions1 that go%ern the relationship 4ith

emplo!ees in the attainment of the organisation objecti%es. Personnel policies are5

7i8 "he /e-!stonein the arch of management and the life6blood for the successful functioning

of the personnel management because/ 4ithout these policies/ there cannot be an! lasting

impro%ements in labour management relations2

7ii8"he statements of intention indicating and agreement to a general course of actions/

indicating specificall! 4hat the organisation proposes to do and/ thus/ suggests the %alues

and %ie4points 4hich dominate the organization9s actions2 and

7iii8 'ositive declaration and commandto an organisation. "he! translate the goals

of an organisation into selected routes and pro%ide general guidelines that both prescribe

and proscribe programmes 4hich/ in turn/ dictate practices and procedures.

Aims an+ O&%ecti,es o" *ersonne$ *o$icies

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' management9s personnel polic! should ha%e t4o t!pes of objecti%es/ general and

specific. "he statement of general objecti%es should e,press the top management9s basicphilosoph! of human resources and reflect its deep underl!ing con%ictions as to the importance

of people in an organisatoin and of the management acti%it! 4hich deals 4ith people. "he

statement of specific objecti%es should refer to the %arious acti%ities of personnel administration

connected 4ith staffing/ training/ de%eloping/ 4age and salar! administration/ moti%ation/

emplo!ee ser%ices and benefits/ emplo!ee records/ labour relations and personnel research."he aims of personnel policies should beare5

7i8 "o enable an organisatoin to fulfill or carr! out the main objecti%es 4hich ha%e been

laid do4n as the desirable minima of general emplo!ment polic!2

7ii8 "o ensure that its emplo!ees are informed of these items of polic! and to secure their

co for their attainment2

7iii8 "o pro%ide such conditions of emplo!ment and procedures as 4ill enable all the

emplo!ees to de%elop a sincere sense of unit! 4ith the enterprise and to carr! out

their duties in the most 4illing and effecti%e manner.

7i%8 "o pro%ide and ade:uate/ competent and trained personnel for all le%els and t!pes of

management2

7%8 "o protect the common interests of all the parties and recognize the role of trade

unions in the organisation2

7%i8 "o pro%ide for a consultati%e participation b! emplo!ees in the management of an

organisation and the framing of conditions for this participation/ 4hich ho4e%er shall

not ta3e place in technical/ financial or trading polic!?

7%ii8 "o pro%ide an efficient consultati%e ser%ice 4hich aims at creating mutual faith

among those 4ho 4or3 in the enterprise?

a. +! de%eloping management leadership 4hich is bold and imaginati%e and guided

and b! moral %alues2

b. +! effecti%el! delegating the human relations aspects or personnel functions to

line managers2

c. +! enforcing discipline on the basis of co6operati%e understanding and a humane

application of rules and regulations2 and

d. +! pro%iding and a humane application of rules and regulations2 and

e.

7%iii8 "o establish the conditions for mutual confidence and a%oid confusion and

misunderstanding bet4een the management and the 4or3ers/ b! de%elopingsuggestion plans/ joint management councils/ 4or3 committees/ etc./ and b!

performance appraisal discussions2

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7i,8 "o pro%ide securit! of emplo!ment to 4or3s so that the! ma! not be distracted b! the

uncertainties of their future2

7,8 "o pro%ide an opportunit! for gro4th 4ithin the organisation to persons 4ho are

4illing to learn and undergo training to impro%e their further prospectus2

7,i8 "o pro%ide for the pa!ments of fair and ade:uate 4ages and salar! to 4or3ers so that

their health! co6operation ma! be ensured for an efficient 4or3ing of the underta3ing2

7,ii8 "o recognize the 4or3 and accomplishments of the emplo!ee b! offering non6

monetar! incenti%es2 and

7,iii8 "o create a sense of responsibilit!/ on the part of those in authorit!/ for the claims6of

emplo!ees as human beings/ 4ho should be guaranteed production of theirfundamental rights and offered enough scope de%eloping their potential.

Nee+ "or *ersonne$ *o$ic

*ersonne$ (o$icies nee+ &e s(eci"ica$$ create+ &ecause o" t#e "o$$o/ing reasons)

7i8 "he basic need and re:uirements of both an organisation and its emplo!ees re:uire

deep thought. "he management is re:uired to e,amine its basic6con%ictions as 4ell as

gi%e full consideration to practices in other organisatoins.

7ii8 -stablished policies ensure consistent treatment of all personnel throughout an

organisatoin. (a%oritism and discrimination are thereb! minimized.

7iii8 ' certainl! of action is assured e%en though the top management personnel ma!

change. "he tenure of the office of an! manager is finite and limited2 but the

organisation continues along 4ith its continuing policies2 and this continuit! of

policies promotes stabilit! in an organisation.

7i%8 +ecause the! specif! routes to4ards selected goals/ policies ser%e as standards ormeasuring !ards for e%aluating performance. "he actual results can be compared 4ith

the policies to determine ho4 4ell the members of an organisation ha%e li%ed up to

their professional intentions.

7%8 #ound policies help to build emplo!ee enthusiasm and lo!alt!. "his is especiall! true

4hen the! reflect established principles of fair pla! and justice/ and 4hen the! help

people to gro4 4ithin an organisation.

7%i8 Policies are 0control guides for delegated decision ma3ing1. "he! see3 to ensureconsistenc! and uniformit! in decisions on problems/ 0that recur fre:uentl! and under

similar/ but not identical/ circumstances.9

*rinci($es o" *ersonne$ *o$icies

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)n designing personnel policies/ the management must balance the needs/ goals/

objecti%es and %alues of both the emplo!ees and the emplo!ees. #ince these policies are rules ofconduct/ the! are based on the follo4ing principles.

7i8 Put the right man in the right place& a car se$ection an+ ($acementto ma3e surethat he is ph!sicall!/ mentall! and temperamentall! fit for the job he is e,pected to do

and that the ne4 emplo!ee ma! be reasonabl! e,pected to de%elop into a desirable

emplo!ee/ so that 0there 4ill be the minimum number of s:uare pegs in round holes.1

7ii8 rain e!eryone for the "o# to #e done,so that the! :ualif! for better jobs/ so that their

accomplishments are limited to their ambitions and abilities/ so that the! do their

present 4or3 %er! efficientl!.

7iii8 Ma$e the organisation a co%ordinated team through a proper co ordinate and

administration of different departments and di%isions/ that there is a minimum amount

of friction and unproducti%e or unnecessar! 4or3. "his calls for proper planning and

organisation/ control and direction of the entire organisation 4ithout destro!ing theinitiati%e of the indi%idual emplo!ee.

7i%8 Supply the right tools and the right conditions of &or$,for the better the tools/facilities and 4or3ing conditions/ the larger the output produced 4ith the same human

effort at lo4er costs so that/ ultimatel! the higher 4ages ma! be paid and more good

jobs pro%ided.

7%8 'i!e security &ith opportunity, incenti!e, and recognition()n order that he ma! stic3

to his job/ each emplo!ee should ha%e sound incenti%es for 4or3/ such as fair

compensation/ recognition for results achie%ed/ reasonable securit!/ and opportunit!

and hope for ad%ancement in the organisation.

7%i8 )oo$ ahead, plan ahead for more and #etter things:#uperior products should beproduced and distributed/ and these should be attracti%e and meet the demands of

consumers. "his calls for research and a polic! of continuing product planning and

de%elopment.

T(es o" *ersonne$ *o$icies

"here are %arious t!pes of policies. J#ci#m identifies t4o t!pes/ %iz./ functional or

organizational grouping of policies2 and the centralized policies. "he its pre6grouping of policies

are those policies 4hich are grouped for different categories of personnel/ e.g. for the

management dealing 4ith personnel planning/ organizing and controlling or for management

dealing 4ith personnel planning/ organizing and controlling or for management concerned 4ith

functions of procuring de%eloping and utilizing manpo4er. "he centralized policies are framed

for companies 4ith se%eral locations. "he! are formulated at the head office and appl! through

out the organisatoin.

Policies ma! also be classified as major and minor. Major policies pertain to the o%er6all

objecti%es/ procedures and control 4hich affect an organisatoin as a 4hole. "he! co%er in a

general 4a! nearl! e%er! phase of an enterprise and its product and methods of financing/ itsorganizational structure/ plant location/ its mar3eting and personnel. #uch policies are

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formulated b! the +oard of Directors/ and a frame4or3 is established 4ithin 4hich major

e,ecuti%e fit the remaining policies necessar! to carr!out the major objecti%es of anorganisation.

Essentia$ C#aracteristics= Tests o" a Soun+ *ersonne$ *o$ic

"he main features of a good personnel polic! are5

7i8 "he statement of an! polic! should be definite/ positi%e/ clear and easil! understood

b! e%er!one in the organisatoin so that 4hat it progress to achie%e is e%ident.

7ii8 )t should be 4ritten in order to preser%e it against loss/ to stimulate careful

consideration before its/ formulation and to pre%ent the promulgation of numerous/

differing and temporar! oral policies from multiple sources.

7iii8 )t must be reasonabl! stable but not rigid/ i.e./ it should be periodicall! re%ie4ed/

e%aluated/ assessed and re%ised and should/ there fore/ be in tune 4ith the challenge

of changes in the en%ironment and should ha%e a built6in resilience for adjustment

from time to time.

7i%8 )t must be supplementar! to the o%er6all polic! of an organisatoin/ for if departmental

polic! is made such as to come into conflict and %iolate the compan! polic!/ it 4ould

be tantamount to insubordinations. Peter Druc3er has obser%ed5 0"he policies of an

enterprise ha%e to be balanced 4ith the 3ind of reputation an enterprise 4ants to build

up 4ith special reference to the social and human needs/ objecti%es and %alues.

7%8 )t should indicate that the management 3no4s that 4or3ers prefer to deal 4ith the

management on an indi%idual basis.

7%i8 )t should recognize the desire of man! 4or3ers for recognition as groups in man! oftheir relationships.

7%ii8 )t should be formulated 4ith due regard for the interests of all the concerned parties

the emplo!ees and the public communit!.

7%iii8 )t should be the result of a careful anal!sis of all the a%ailable.

7i,8 )t must pro%ide a t4o64a! communication s!stem bet4een the management and the

emplo!ees that the latter are 3ept informed of the latest de%elopments in the

organisatoin and the emplo!ers are a4are of the actions and reactions of the

emplo!ees on particular issues.

7,8 )t should be consistent 4ith public polic!/ i.e./ 4ith the spirit rather than the letter of

the la4/ so that the intentions and settled course of an organisation are appreciated in

terms of public opinion from the standpoint of national/ economic and social justicefor the emplo!ees and for the communit! at large.

7,i8 )f should be generall! 3no4n to al interested parties.

7,ii8 )t must ha%e not onl! the support of the management but to the co6operation of

emplo!ees at the ship floor le%el and in the office.23


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7,iii8 +efore e%ol%ing such a polic!/ trade unions should be consulted. )n matters of

industrial relations2 and the role of trade unions should be restricted onl! to theseareas.

7,i%8 )t should be progressi%e and enlightened/ and must be consistent 4ith professionalpractice and philosoph!.

7,%8 )t must ma3e a measurable impact/ 4hich can be e%aluated and :ualified for theguidance of all concerned/ especiall! in the field of the three R9s of personnel

management %iz./ recruitment/ detainment/ and retirement.

7,%i8 )t should be uniform throughout the organisatoin/ though/ in the light of local

conditions/ slight %ariations ma! be permitted in specific policies relation to staffing/

compensation/ benefits and ser%ices.

7,%ii8 )t should ha%e a sound base in appropriate theor! and should be translate into

practices/ terms and peculiarities of e%er! department of an enterprise.

7,%iii8 -,cept in rare cases/ policies should not prescribe detailed procedures.

Sources o" *ersonne$ *o$icies

Policies stem from a 4ide %ariet! of places and people. "he are not created in a %acuum

but are based on a fe4 principal sources/ 4hich determine the content and meaning of policies.

"here are5

7i8 "he past practice of an organisation2

7ii8"he pre%ailing practice among sister concerns in the neighborhood and throughout tocountr! in the same industr!2

7iii8 "he attitudes/ ideals/ and philosoph! of the +oard of Directors/ top management

and middle and lo4er management.

7i%8 "he 3no4ledge and e,perience gained from handling da!6to6da! personnel

problems.

7%8 -mplo!ees suggestions and complaints5

7%i8 Collecti%e bargaining programmes2

7%ii8 #tate the national legislation.

7%iii8 Changes in the compan!

7i,8 )nternational forces/ such as ma! operate in times of 4ars2

7,8 "he culture of the plant and its technolog!/ its business en%ironment/ its social and

political en%ironment2

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7,i8 "he e,tent of unionism2

7,ii8 "he attitudes and social %alues of labour2

7,iii8 "he ethical points of %ie4 or the social responsibilit! of the organisatoin to4ard the

public2 and

7,i%8 "he goals of the organisatoin.Minor policies/ on the other hand/ relationships in segment of an organisation.

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UNIT II

Human Resource *$anning C#aracteristics Nee+ "or ($anning HR*

*rocess 8o& ana$sis 8o& +esign 8o& +escri(tion 8o& s(eci"ication

HUMAN RESOURCES *LANNING

Im(ortance o" Human Resources

"he concepts of :Man(o/er;or :#uman resource;is meant as 0the total 3no4ledge/

s3ills creati%e abilities/ talents and aptitudes of an organization9s 4or3 force/ as 4ell as the%alues/ attitudes and benefits of an indi%idual in%ol%edLL )t is the sum total of inherent

abilities/ ac:uired 3no4ledge and s3ills represented b! the talents and aptitudes of the emplo!ed

persons.1 Of all the 0Ms1 in the management 7i.e./ the management of materials/ machines/

methods/ mone!/ moti%e po4er8/ the most important is 0M1 for men or human resources.

)n an! organisation/ Human resources are utilized to the ma,imum possible e,tent in

order to achie%e indi%idual and organizational goals. 'n organization9s performance and

resulting producti%it! are directl! proportional to the :uantit! and :ualit! of its humanresources.

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7c8 'nticipating manpo4er problems b! projecting present resources into the future and

comparing them 4ith the forecast of re:uirements to determine their ade:uac!/ both:uantitati%el! and :ualitati%el!2 and

7d8 Planning the necessar! programmes of re:uirements/ selection/ training/ de%elopment/utilization/ transfer/ promotion/ moti%ation and compensation to ensure that future

manpo4er re:uirements are properl! met.

Human resources planning are double6edged 4eapon. )f used properl!/ it leads to the

ma,imum utilization of human resources/ reduces e,cessi%e labour turno%er and high

absenteeism2 impro%es producti%it! and aids in achie%ing the objecti%es of an organisation.

(aultil! used/ it leads to disruption in the flo4 of 4or3/ lo4er production/ less job

satisfaction/ high cost of production and constant headaches of for the management

personnel. "herefore/ for the success of an enterprise/ human resource planning is a %er!important function/ 4hich can be neglected onl! at its o4n peril. )t is as necessar! as

planning for production/ mar3eting/ or o4n peril/ it is as necessar! as planning for

production/ mar3eting/ or capital in%estment.

NEE! FOR HUMAN RESOURCE *LANNING

"he necessit! of Human resource planning for all organizations is for follo4ing reasons5

7i8 "o carr! on its 4or3/ cash organisation needs personnel 4ith the necessar!

:ualifications/ s3ills/ 3no4ledge/ 4or3 e,perience and aptitude for 4or3. "hese are

pro%ided through effecti%e manpo4er planning.

7ii8 #ince a large number of persons ha%e to be replaced 4ho ha%e gro4n old/ or 4ho

retire/ die or become incapacitated because of ph!sical or mental ailments/ there is a

constant need for replacing such personnel other4ise the 4or3 4ould suffer.

7iii8 Human resources planning is essential because of labor turno%er 4hich is

una%oidable and e%en beneficial because it arises from factors 4hich are sociall! and

economic all! sound such as %oluntar! :uits/ discharges/ marriage/ promotions/ or

factors such as seasonal and c!clical fluctuations in business 4hich cause a constant

ebb and flo4 in the 4or3 force in man! organisation.

7i%8 )n order to meet the needs of e,pansion programmes 4hich become necessar!

because of increase in the demand for goods and ser%ices b! a gro4ing population/ a

rising standard of li%ing 4hich calls for larger :uantities of the same goods and

ser%ices as also for ne4 gods2 the competiti%e position of a firm 4hich bring it more

business arising from impro%ements effected in the slump period2 and the rate of

gro4th of the organisation/ human resource planning is una%oidable.

7%8 "he nature of the present 4or3 force in relation to its changing needs also necessitates

are recruitment of ne4 labour. "o meet the challenge of a ne4 and changing

technolog! and ne4 techni:ues of production/ e,isting emplo!ees need to the trained

or ne4 blood injected in an organisation.

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7%i8 Manpo4er planning is also needed in order to identif! areas of surplus personnel or

areas in 4hich there is a shortage of personnel. )f there is a surplus/ it can beredeplo!ed2 and if there is shortage/ it ma! be made good.

tainer recommends the follo4ing nine strategies for the man po4er planners5

7a8 "he! should collect/ maintain and interpret rele%ant information regarding human

resources.

7b8 "he! should report periodicall! man po4er objecti%es/ re:uirements and e,isting

emplo!ment and allied features of manpo4er.

7c8 "he! should de%elop procedures and techni:ue to determine the re:uirements of different

t!pes of manpo4er o%er period of time form the standpoint of organization9s goals2

7d8 "he! should emplo! suitable techni:ues leading to effecti%e allocation of 4or3 4ith a

%ie4 to impro%ing manpo4er utilization2

7e8 "he! should conduct research to determine factors hampering the contribution of the

indi%iduals and groups to the organisatoin 4ith a %ie4 to modif!ing or remo%ing these

handicaps.

7f8 "he! should de%elop and emplo! methods of economic assessment of human resources

reflecting its features as income6generator and cost and accordingl! impro%ing the :ualit!

of decisions affecting the manpo4er.

7g8 "he! should e%aluate the procurement/ promotion and retention of the effecti%e human

resources2 and

7h8 "he! should anal!ze the d!namic process of recruitment/ promotion and loss to the organ

in the control of these processes 4ith a %ie4 to ma,imizing indi%idual and groupperformance 4ithout in%ol%ing high cost.

*rocess o" Human Resource *$anning

Human resource planning process is one of the most crucial comple, and continuing

managerial functions. )t ma! be rightl! regarded as a multi6step process of human resourceplanning such as5

7a8 Deciding goals or objecti%es2

7b8 -stimating future organizational structure and manpo4er re:uirements2

7c8 'uditing human resources2

7d8 Planning job re:uirements and job descriptions2

7e8 De%eloping a human resource plan.

28

Aong6

Range

Objecti%es

and Plan

O%erall

re:uirements

for human

resources

)n%entor!

of present

human

resources

Net ne4

human

resources

re:uirements

'ction

programmes

for recruiting

selecting

needed

personnel

Proceed for

e%aluation

effecti%eness

of human

resources

planning

#hort term

goals/ plans

programmes

and budgets

&or3 force

re:uirements

b!

occupational

categories job

s3ills/

demographic

)n%entor! b!

occupational

categories/ job

s3ills/

demographic

characteristics

Needed

replacement

or additions

Plans for

de%eloping/

upgrading/

transferring/

in

recruitment/

and selecting

needed

people


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)t ma! be noted that for purposes of manpo4er planning/ the main dimensions to be ta3en into

consideration are5

7i8 0he total n#mber of ersonnel available,this could be obtained from them pa!6rolls and

other personnel records/ such as the applications for emplo!ment. "he total number hasto be classified on some basis/ such as manual 4or3ers 7i.e./ dail!6rated/ 4ee3l!6rated or

monthl!6rated82 clerical emplo!ees/ ministerial staff/ managers and other e,ecuti%es2

specialists and s3illed and uns3illed 4or3ers2 se,64ise distribution etc.

7ii8 0he job!famil-,i.e./ a detailed job6description for each position such as stenographers

4ho ma! belong to %arious departments e.g./ finances mar3eting/ personnel/ public relations/

general administration/ etc.

7i%8 ge distrib#tion of the emlo-ees,a%ailable in the present departments/ sa!s in the

age6groups B6B< !ears2 E6> !ears2 F !ears and abo%e.

7%8 1#alification and e2erience desired, such as a person 4ith > !ears ; !ears

e,perience in a particular branchjob2 and 4hether under6graduate/ post6graduate/ or

M+'s or graduates in #cience/ Commerce/ 'rts/ engineering/ or professional diplomaholders/ etc2 or 4ith specialized 3no4ledge in the field of mar3eting/ finance/computer programming or engineering 4or3.

7%i8 "he salar! range/ etc.

+C Auditing .uman /esource

Once the future human resource needs are estimated/ the ne,t step to determine the

present #uppl! of manpo4er resources. "his is done through 4hat is called 0#3ills

)n%entor!1. ' s3ills in%entor! contains data about each emplo!ee9s s3ills/ abilities 4or3

preferences and other items of information 4hich indicate his o%erall %alue to thecompan!.

+4 5o# Analysis

'fter ha%ing decided ho4 man! persons 4ould be needed/ it is necessar! to prepare a job

anal!sis/ 4hich records details of training/ s3ills/ :ualification abilities/ e,perience and

responsibilities/ etc./ 4hich are needed for a job. ob anal!sis includes the preparation of

job descriptions and job specifications. "his has been discussed in the later sections of

this chapter.

+1 4e!eloping a .uman /esources Plan"his step refers to the de%elopment and implementation of the human resource plan/

4hich consists in finding out the sources of labour suppl! 4ith a %ie4 to ma3ing an

effecti%e use of these sources. "he first thing/ therefore/ is to decide on the polic! should the personnel be hired from 4ithin through promotional channels or should it be

obtained from an outside source. "he best polic! 4hich is follo4ed b! most organisatoins

is to fill up higher %acancies b! promotion and lo4er le%el positions b! recruitment from

the labour mar3et.

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i. Organisation an+ Man(o/er *$anning))t is helpful in organizational planning/ for

it defined labour needs in concrete terms and co ordinates the acti%ities of the 4or3force/ and clearl! di%ides duties and responsibilities.

ii. Recruitment5 Se$ection)+! indicating the specific re:uirements of each job 7i.e./ thes3ills and 3no4ledge8/ it pro%ides a realistic basic for the hiring/ training/ placement/

transfer and promotion of personnel $+asicall!/ the goals is to match the job

re:uirements 4ith a 4or3er9s aptitude/ abilities and interests. )t also helps in chartingthe channels of promotion and in sho4ing lateral lines of transfer.1

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7h8 Conditions of 4or3

7i8 Hazards 7accident hazards8

THE STE*S IN 8OB ANAL>SIS

"here are basic steps re:uired for doing a job anal!sis/ %iz/

#tep ;5 Collection of +ac3ground )nformation

#tep B5 #election of Representati%e Position to be anal!zed

#tep E5 Collection of ob 'nal!sis Data

#tep 5 De%eloping a ob Description

#tep >5 De%eloping ob #pecification

TECHNI@UES OF 8OB ANAL>SIS !ATA

"he determination of job tas3s/ the concomitant s3ills and abilities necessar! forsuccessful performance/ and the responsibilities inherent in the job can be obtained through such

methods or approaches as the follo4ing5

7i8 Personal obser%ation2

7ii8 #ending out :uestionnaires2

7iii8 Maintenance of log records2 and

7i%8 Conducting personal inter%ie4s.

0i1 *ersona$ o&ser,ation) "he materials and e:uipment used/ the 4or3ing conditions andprobable hazards/ and an understanding of 4hat the 4or3 in%ol%es are the facts 4hich should be

3no4n b! an anal!st. Direct obser%ation is especiall! useful in jobs that consist primaril! of

obser%able ph!sical abilit!/ li3e the jobs of draftsman/ mechanic/ spinner or 4ea%er.

0ii1 Sen+ing out @uestionnaire)"he method is usuall! emplo!ed b! engineering consultants.

Properl! drafted :uestionnaires are sent out to job6holders for completion and are returned to

super%isors. Ho4e%er/ the information recei%ed is often unorganized and incoherent. "hen idea

in issuing :uestionnaires is to elicit the necessar! information from job holders so that an!

error ma! first be discussed 4ith the emplo!ee and/ after due corrections/ ma! be submitted to

the job anal!st.

0iii1 Maintenance o" Log Recor+s)"he emplo!ee maintains a dail! diar! record of duties heperforms/ mar3ing the time at 4hich each tas3 is started and finished +ut this s!stem is

incomplete/ for it does not gi%e us an! desirable data on super%isor relationship the e:uipment

used/ and 4or3ing conditions. Moreo%er/ it is time6consuming.

0i,1 *ersona$ inter,ie/s)ma! be held b! the anal!st 4ith the emplo!ees/ and ans4ers to

rele%ant :uestions ma! be recorded. +ut the method is time6consuming and costl!.

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8OB !ESIGN

"he enthusiasm 4ith 4hich HRM has been embraced b! man! 4or3ing 4ith in the

theor! and practice of job design is founded upon its prediction and promise that indi%iduals 4ill

be pro%ided 4ith stimulating and enrich jobs. Not onl! 4ill indi%idual emplo!ees perform far

more %aried and s3ill jobs but through the resulting :uantitati%e and :ualitati%e performance

impro%ements organizations 4ill become far more competiti%e. Hence/ one of the most

important components of organizational effecti%eness and economic prosperit! is the attentionand details paid to the design of 4or3 tas3s.

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7ii8 )t aids in the de%elopment of job specifications/ 4hich are useful in planning recruitment/

if training and in hiring people 4ith re:uired s3ills.

7iii8 )t can be used to orient ne4 emplo!ees to4ard basic responsibilities and duties.

7i%8 )t is basic document used in de%eloping performance standards.

7%8 )t can be used for job e%aluation/ a 4age and salar! administration techni:ue.' job description enables the manager to frame suitable :uestions to be as3ed during an

inter%ie4. )t is particularl! helpful 4hen the application form is used as a tool for eliminating

the unfit personnel. 'ccording to4erga/ a job description helps us in5

7i8 ob grading and classification

7ii8 "ransfers and promotions

7iii8 'djustments of grie%ances2

7i%8 Defining and outlining promotional steps2

7%8 -stablishing a common understanding of a job bet4een emplo!ers and emplo!ees.

7%i8 )n%estigating accidents2

7%ii8 )ndicating fault! 4or3 procedures or duplication of papers2

7%iii8 Maintaining/ operating and adjusting machiner!

7i,8 "ime and motion studies2

7,8 Defining the limits of authorit!

7,i8 )ndicating case of personal merit2

7,ii8 (acilitating job placement.

7,iii8 #tudies of health and fatigue

7,i%8 #cientific guidance

7,%8 Determining jobs suitable for occupational therap!2

7,%i8 Pro%iding hiring specifications2 and

7,%ii8 Pro%iding performance indicators.

Com(onents or Contents o" 8o& !escri(tion) A %o& +escri(tion contains t#e

"o$$o/ing +ata)

7i8 5o# identification, or -rgani2ational Position 4hich includes the job title/ alternati%e

title/ department/ di%ision/ plant and code number of the job. "he job title identifies and

designates the job properl!. "he department/ di%ision/ etc./ indicate the name of the

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department 4here it is situated 4hether it is the maintenance department/ mechanical

shop/ etc. "he location gi%ers the name of the place. "he portion of job description gi%esans4er to t4o important :uestions5 to 4hat higher le%el job is jobs accountable/ and 4ho

is super%ised directl!?

7ii85o# summaryser,es t/o im(ortant (ur(oses'(irst it pro%ides a short definition 4hich

is useful as additional identification information 4hen a job title is not ade:uate. #econd/

it ser%es as a summar! to orient the reader to4ards an understanding of detailedinformation 4hich follo4s. )t gi%es the reader a 0:uic3 capsule e,planation1 of the

content of a job usuall! in one or t4o sentences.

7iii8 5o# duties and responsi#ilities gi%e a comprehensi%e listening of the duties

together 4ith some indication of the fre:uenc! of occurrence or percentage of time

de%oted to each major dut!. )t is regarded as the heart of a job. )t tells us 4hat needs to bedone? Ho4 it should be done? 'nd 4h! is should be done? )t also describes the

responsibilities related to the custod! of mone! the super%ision of 4or3ers and the

training of subordinates.

7i%8 /elation of other "o#s: "his helps to locate the job in the organisatoin b!

indicating the job immediatel! belo4 or abo%e it in the job hierarch!. )t also gi%es an

ideal of the %ertical relationships of 4or3 flo4 and procedures.

7%8 Su(er,ision)Knder it is gi%en the number of persons to be super%ised along 4ith their

job titles/ and the e,tent of super%ision in%ol%ed general/ intermediate or close

super%ision.

7%i8 Mac#ine5 too$s an+ e.ui(ment define each major t!pe or trade name of the

machines and tools and the ra4 materials used.

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7i8 ' paragraph is allocated to each major tas3 or responsibilit!.

7ii8 Paragraphs are numbered and arranged in a logical order/ tas3 se:uence or importance.

7iii8 #entences are begun 4ith an acti%e %erb. e.g. 0t!pes letters.1 0inter%ie4s the

candidates/ 0collects/ sorts out/ routes and distributes mail.1

7i%8 'ccurac! and simplicit! are emphasized rather than an elegant st!le.7%8 +re%it! is usuall! considered to he important but is largel! conditioned b! the t!pe of job

being anal!zed and the need for accurac!.

7%i8 -,amples of 4or3 performed are often :uoted and are useful in ma3ing the job

description e,plicit.

7%ii8 ob descriptions/ particularl! 4hen the! are used as bases for training/ often

incorporate details of the faults 4hich ma! be encountered in operator tas3s and safet!

chec36points.

7%iii8 #tatements of opinion/ such as 0dangerous striations are encountered/ 0should bea%oided .

7i,8 &hen job descriptions are 4ritten for super%isor! jobs/ the main factors 7such as

manning/ cost control/ etc.8 are identified and listed. -ach factor is then bro3en do4n into

a series of elements 4ith a note on the super%isor9s responsibilit!.

"he0ritish 6nstitute of ManagementPublication adds four more guidelines5

7i8 *i%e a clear/ concise and readil! understandable picture of the 4hole job2

7ii8 Describe in sufficient detail each of the main duties and responsibilities2

7iii8 )ndicate the e,tent of direction recei%ed and super%ision gi%en.

7i%8 -nsure that a ne4 emplo!ee understands the job if he reads the job description.

LIMITATION OF 8OB !ESCRI*TION

"he job specification ta3es the job description and ans4ers the :uestion 0&hat human traits and

e,perience are needed to do the job 4ell?1 it tells 4hat 3ind of person to recruit and for 4hat

:ualities that person should be tested.

ob specifications translate the job description into terms of the human :ualifications 4hich arere:uired for a successful performance of a job. "he! are intended to ser%e as a guide in hiring

and job e%aluation. 's a guide in hiring/ the! deal 4ith such characteristics as are a%ailable in anapplication ban3/ 4ith testing inter%ie4s/ and chec3ing of references.

ob specification is de%eloped 4ith the co6operation of the personnel department and %arious

super%isors in the 4hole organisation. "he personnel department co6ordinates the 4riting of job

descriptions and job specifications and secures agreement on the :ualifications re:uired.

"hese specifications relate to5

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a8 *#sica$ c#aracteristics5 4hich include health/ strength/ endurance/ age6range/ bod!

size/ height/ 4eight/ %ision/ %oice/ poise/ e!e/ hand and foot co6ordination/ motor co6ordination/ and colour discrimination.

b8 *sc#o$ogica$ c#aracteristics or special aptitude 4hich includes such :ualities asmanual de,terit!/ mechanical/ aptitude/ ingenuit!/ judgment/ resourcefulness/ anal!tical

abilit!/ mental concentration and alertness.

c8 *ersona$ c#aracteristics or traits o" tem(erament5such as personal appearance/ good

and pleasing manners/ emotional stabilit!/ aggressi%eness or submissi%eness/

e,tro%ersion or intro%ersion/ leadership/ cooperati%eness/ initiati%e and dri%e/ s3ill in

dealing 4ith others/ unusual sensor! :ualities of sight/ smell hearing/ adaptabilit!/

con%ersational abilit!/ etc.

d8 Res(onsi&i$ities5 4hich include super%ision of others/ responsibilit! for production/

process and e:uipment2 responsibilit! for the safet! of others2 responsibilit! for

generating confidence and trust5 responsibilit! for pre%enting monetar! loss.

e8 Ot#er "eatures o" +emogra(#ic natures54hich are age/ se,/ education/ e,perience andlanguage abilit!.

ob specifications are mostl! based on the educated guesses of super%isors and personnel

managers. "he! gi%e their opinion as to 4ho do the! thin3 be considered fro a job in terms of

education/ intelligence/ training etc. one of he most e,tensi%e 0judgmental1 approaches to

de%eloping job specification is contained in a Dictionar! or Occupational "itles/ published b!

the K.#. "raining and -mplo!ment ser%ice. )ts description for a Personnel Managers9 job is as

follo4s5

0Personnel Manager5 Director Personnel2 manager/ emplo!ee relations2 Personnel super%isor.

0Plans and carries out policies relating to all phases of personnel acti%ities.

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UNIT III

T#e Se$ection *rocess *$acement an+ in+uction Training an+ +e,e$o(ment

*romotions !emotions Trans"ers Se(aration'

THE SELECTION *ROCESS

SELECTION *ROCE!URE

)n the Human Resource Management the selection procedure is concerned 4ith securing

rele%ant information about an applicant. "his information is secured in a number of steps or

stages.

"he objecti%e of selection process is to determine 4hether an applicant meets the :ualifications

for a specific job and to choose the applicant 4ho is molt li3el! to perform 4ell in that job.

"he hiring procedure is not a single act but it is essentiall! a series of methods or steps or stages

b! 4hich additional information is secured abut the applicant. 't each stage/ facts ma! come to

light 4hich ma! lead to the rejection of the applicant. ' procedure ma! be compared to a seriesof successi%e hurdles or barriers 4hich an applicant must cross. "hese are intended as screens/and the! are designed to eliminate an un:ualified applicant at an! point in the process. "his

techni:ue is 3no4n as the successi%e hurdles techni:ue. Not all selection processes include all

these hurdles. "he comple,it! of a process usuall! increases 4ith the le%el and responsibilit! of

the position to be filled.

'ccording to Yoder/ 0the hiring process is of one or man! $go/ no6go9 gauges. Candidates

are screened b! the application of these tools. ualified applicants go on to the ne,t hurdle/

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4hile the un:ualified are eliminated. 0

"hus/ an effecti%e selections programme is a non6random process become those selected ha%ebeen chosen on the basis of the assumption that the! are more li3el! to be 0better1 emplo!ees

than those 4ho ha%e been rejected.

#election processes or acti%ities t!picall! follo4 a standard pattern/ beginning 4ith an initial

screening inter%ie4 and concluding 4ith the final emplo!ment decision. "he traditional

selection process includes5 preliminar! screening inter%ie42 completion of application form2emplo!ment tests2 comprehensi%e inter%ie42 bac3ground in%estigations ph!sical e,amination

and final emplo!ment decision to hire.

SELECTION *OLIC>

On formulating a selection polic!/ due consideration should be gi%en to organizationalre:uirements as 4ell as technical and profession dimensions of selection procedures. oder and

others ha%e suggested goals/ technological issues/ cost factors/ e,tent of formalit!/ etc. )n 4ords/

an effecti%e polic! must assert 04h!1 and 04hat1 aspects of the organizational objecti%es1

ESSENTIAL ELEMENTS OF SELECTION *ROCE!URE

"he selection procedure adopted b! an organization is mostl! tailor made to meet its particular

needs. "he thoroughness of the procedure depends upon three factors.

irst,the nature of selection/ 4hat her fault! or safe/ because of fault! selection affects not onl!

training period that the! ma! be needed/ but also results in hea%! e,penditure on the ne4

emplo!ee and the loss that ma! be incurred b! the organization in case the job6occupant fails onhis job.

econd, the polic! of the compan! and the attitude of the management5 's a practice sonic

companies usuall! hire more than the actual number needed 4ith a %ie4 to remo%ing the unfit

persons from the jobs.

0hird,the length of the probationar! or the trial period. "he longer the period/ the greater the

uncertaint! in the minds of the selected candidate about his future.

"he hiring process can be successful/ if the follo4ing preliminar! re:uirements are satisfied.

7a8 #ome one should ha%e the authorit! to hire. "his authorit! comes fro the emplo!mentre:uisition/ as de%eloped b! an anal!sis of the 4or36load and 4or3 force.

7b8 "here must be sonic standard or personnel 4ith 4hich a prospecti%e emplo!ee ma! becompared/ i.e./ there should be a%ail able/ beforehand/ a comprehensi%e job description

and job specifications as de%eloped b! a job 'nal!sis.

7c8 "here must he a sufficient number of applicants from 4hom the re:uired number of

emplo!ees ma! be selected.

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STE*S IN SELECTION *ROCE!URE

"here is no shortcut to an accurate e%aluation of a candidate. "he hiring procedures are/

therefore/ generall! long and complicated. Man! emplo!ers ma3e use of such techni:ues and

pseudo6sciences as phrenolog!/ ph!siognom!/ astrolog!/ grapholog!/ etc.. 4hile coming to

hiring decisions. Ho4e%er/ in modern times. "hese are considered to be unreliable measures.

"he follo4ing is a popular procedure though it ma! be modified to suit indi%idual situation5

;. Reception or preliminar! inter%ie4 or screening.

B. 'pplication blan3 a fact6finder 4hich helps one in learning bout an applicant of life

histor!.

E. ' 4ell conducted inter%ie4 to e,plore the facts and get at the attitudes of the applicant

and his famil! to the job.

. ' ph!sical e,amination health and stamina are %ital factors in success2

>. Ph!siological testing to e,plore the surface area and get an objecti%e loo3 at a candidatesuitabilit! for a job.

F. ' reference chec32

G. (inal selection appro%al b! manager2 and communication of the decision to the candidate.

*LACEMENT AN! IN!UCTION

'fter an offer of emplo!ment the first stage in procurement function is placement of the

indi%idual on the ne4 job and orienting him to the organisation.

0Placement1 ma! be defined as the determination of the job to 4hich an accepted candidate is tobe assigned/ and his assignment to that job. )t is a matching of 4hat the

Human Resource Management MBA DOC

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Transcript of Human Resource Management MBA DOC