Manpower Planning, Job Analysis, Job Description, Scientific Recruitment and Selection Methods.
Motivating Employees Motivational Strategies, Incentive Scheme, Job-enrichment, Empowerment Job satisfaction, Morale, Personnel Turnover.
Performance Appraisal Systems MBO Approach, Performance Counseling, Career Planning.
Training and Development Identification or Training Needs, Training Methods, Management Development Programmes.
Human Resource Management P. Subba Rao
Personnel Management C. B. Mammoria Dessler : Human Resource Management (Prentice Hall
India) Personnel / Human Resource Management : DeCenzo &
Robbins (Prentice Hall India) D. K. Bhattacharya Human Resource Management (Excel) VSP Rao Human Resource Management
(Excel) Gomez : Managing Human Resource (Prentice Hall India)
1. Role of Internet in HRM2. Twitter – A Popular Recruitment Tool3. Performance Management – A Necessary Evil4. Manage + Men + Tactfully = Management5. The New Age of Working through Virtual Teams6. Managing Stress in Changing Times7. Integrating Six Sigma and HR8. Employee Retention – An Art of Keeping People Who
keep You in Business9. Promoting Innovation – The Role of HR10. Exit Interview – A Tool to Reduce Employee Turnover11. Talent Management – An Agile Edge Over
Competition
12. Employee Involvement – An Approach to Organisational Development and Change
13. A Human Resource Perspective on Importance of Global Managers in a Post Merger Scenario
14. Corporate CEOs15. Diverse Skills of a Manager
Process by which an organization ensures that it has the right number & kind of people at the right place and at the right time, capable of
effectively and efficiently completing those tasks that help the organization achieve its overall
objectives.
Company Strategy
What staff do we need to do the job?
What staff is available within our organization?
Job Analysis
What is the impact on Wage and Salary program
Is there a match??
If not, what type of people do we need, and how should we recruit them?
• Performance Appraisal•Company Databanks• Training•Employee Management and Development
Job analysis is a formal and systematic process used for obtaining information about the job.
It is an investigation of duties and responsibilities necessary to do a job
Determination of tasks which comprise the job and of skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiates one job from all others.
Job Analysis
Job Description
Job Specification
Planning Recruitment and Selection Training Performance Appraisal Job Design Job Evaluation
Personal Observation Interview of Employee and Supervisors
Put the worker at ease Make the purpose of interview clear Phrase question in such a way that the answer will be in YES
or NO Summarize the information obtained before closing the
interview Panel of Experts Diary Method Questionnaire Method
Exaggerate he Facts Employee Anxieties Resistance to change
It defines the purpose and scope of a job. Describes what job is all about, what are job content, environment
and conditions of employment. Contents: A job description usually covers the following
information:
Designation Corporate Grade Reporting To Position Reporting to this Position
Qualifications Experience Job Summary Main Responsibilities
Sample Job Description 1Sample Job Description 2
It is not easy to reduce all the essential components of the job in the form of a clear and precise document.
Job description are sometimes not updated as the job duties change
The can limit he scope of activities of the job holder, reducing organizational flexibility.
Job specification summarizes the characteristics needed for completing a job.
It spells out the important attributes of a person in terms of education, experience, skills, knowledge and abilities to perform a particular job.
This helps the organization to determine what kind of persons are needed to take up specific jobs.
Job specifications can be classified into three categories: Essential Attributes Desirable Attributes Contra-Indicators
Job analysis also helps in finding the relative worth of a job based on criteria such as:
Degree of difficulty in the work Type of work done by the employee Skills and knowledge needed
This, in turn, assists in designing proper wage policies, with
internal pay equity between jobs.
Talent pool
Prepare people for future
Smooth transition during expansion
Succession Planning
Support to overall business strategy
Factors in forecasting Personnel Requirements
Projected Turnovers (as a
result of resignation and terminations)
Quality and Nature of your Employees (in
relation to what you see as the
changing needs of your
organisation)
The financial resources
available to your
organisation
Trend Analysis
Ratio Analysis
• Recruiting new staff from external sources will be influenced by several factors
Macro Economic Conditions of a Nation
Availability of
Manpower in Desired
Sector
Company Reputation
Recruitment is a process of locating and encouraging potential applicants to apply for existing or anticipated job openings.
Recruitment aims at Attracting a large no. of qualified applicants who
are ready to take up the job if its offered Offering enough information for unqualified
persons to self-select themselves out
Poor image
Unattractive jobs
Limited budgetary support
Restrictive policies of government
Compensation not matching as per the industry standard
Economic Environment
Social Environment
Methods of
Recruitment
Internal Method Promotions and Transfers Job Posting Employee Referrals
Direct Method Campus Recruitment
Indirect Method Advertisement Private Employment Search firms Internet Recruitment
Cost per hire
Time-lapse between recruitment and placement ratio
Applicant’s performance
Turnover
To select means to choose.
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization.
The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates.
How well an employee is matched to a job is very important because it directly affects the amount and quality of the employee’s work.
Selection Interview
The quality of an employee selection test is determined by the three main factors:
Criterion Validity: A type of validity based on showing that scores on the test (predictors) are related to the job performance (criterion).
Content Validity: Test that contains fair sample of tasks and skills actually needed for the job.
Reliability: The consistency of scores obtained by same person when retested with identical or equivalent test.
Intelligence Test / Aptitude Test
Personality Test Confidence, Emotional balance, behavioral pattern,
interpersonal skills, motivation level etc.
Simulation tests
Assessment Centre
Interview
Several types of interviews are commonly used depending on the nature and importance of the position to be filled: Non-directive / Unstructured Interview
Directive / Structured Interview
Situational Interview
Behavioural Interview – STAR Technique
Stress Interview
Panel Interview
Not asking right question and hence not getting relevant responses
Snap Judgments May allow ratings to be influenced by his own likes and
dislikes May have forgotten the interview’s content after its
conclusion Unduly influenced by person origin, cultural background etc. Halo Affect – Positive Horn Affect – Negative Have been under pressure to hire candidates at short notices
Meaning: Induction means the task of introducing the new employees to
the organization and is policies, procedures and rules.
Objective: Remove fears Creates good impression Acts as a valuable source of information
Explain about the company Show the department Introduce with the colleagues Introduction with the reporting heads Overview of the Job responsibilities, Seating place and
relationship with other job Give the company’s manual to the new recruits Company policies, rules and disciplinary procedure Give the details about pay, benefits, holidays, leave, etc. Idea about work culture Future training opportunities Career Path
Performance Appraisal (PA) refers to all those procedures/tools that are used to evaluate employees Personality Performance Potential of employees
PA is the method of evaluating the behaviour of the employees in the workplace, normally including both quantitative and qualitative aspect of the job How the employee is performing How the employee can develop others Planning and organising skills Initiative
Provide information about performance ranks Provide a basis for promotion and increments. Enhances employees’ effectiveness by helping to identify their
strengths and weaknesses Informs about expected levels of performance Identify Training and Development needs Remove work alienation: Counseling Employees Develop Inter-personal relationship Career planning decisions
Individual Evaluation Method:
Confidential report
Essay evaluation
Critical Incidents
Graphic Rating Scale
360 Degree Feedback
Behaviorally Anchored Rating Scale
MBO
Multiple Person evaluation Method:
Ranking
Paired comparison
Descriptive report
Prepared at the end of the year
Prepared by the employee’s immediate supervisor
The report highlights the strengths and weaknesses of
employees
Prepared in Government organizations
Does not offer any feedback to the employee
The rater is asked to express the strong as well as weak
points of employee’s behavior
The rater considers the employee’s :
Job knowledge and potential
Understanding of company’s programs, policies,
objectives etc
Relation with co-workers and supervisors
Planning, organizing and controlling ability
Attitude and perception
This method has the following limitations:
Highly subjective
Supervisor may write biased essay
Difficult to find effective writers
A busy appraiser may write the essay hurriedly without
assessing properly the actual performance of the worker
If the appraiser takes a long time it becomes
uneconomical from the view point of the firm
Manager prepares lists of statements of very
effective and ineffective behavior of an
employee
These critical incidents represent the
outstanding or poor behavior of the
employees
The manager periodically records critical
incidents of employee’s behavior
Limitation of this technique are:
Negative incidents may be more noticeable than positive incidents.
Supervisors have a tendency to unload a series of complaints about incidents.
Results in very close supervision which may not be liked by the employee.
The recording of incidents may be a chore for the manager concerned who may be too busy or forget to do it.
This is the oldest and most widely method used for performance appraisal.
The appraiser has to rate the appraisee in different parameter on a scale of 5.
Job Knowledge as a parameter might be rated 1 (poorly informed about work duties) to 5 (has complete mastery of all phases of the job).
Quantity of work: Volume of
work under normal working
conditions
Unsatisfactory
(1)
Fair
(2)
Satisfactory
(3)
Good
(4)
OutStan
ding
(5)
Quality of work: Neatness,
thoroughness and accuracy
of work Knowledge of job
A clear understanding of the
factors connected with the job
Attitude: Exhibits enthusiasm
And cooperativeness on the
job
Graphic Rating ScaleEmployee Name................... Job title .................
Department ......................... Rate ...............Data ..................................
Combination of Rating Scale and
Critical Incidents Techniques of
employees performance evaluation.
The critical incidents serve as anchor
statements on a scale of ratings.
Rating forms usually contains six to
eight specifically defined performance
dimensions.
Emphasis is pinpointed on pooling the thinking of people
who will use the scales as both evaluators and evaluees.
Step I: Collect ‘Critical Incidents’ from Job Holders &
Supervisors.
Step II: Identify performance dimensions – Technical
competence, Relationship with customers, relationship
with peers, meeting day to day deadline etc.
Step III: Reclassification of Incidents: Another group of
participants are asked to retranslate the critical incidents
Step IV: Assigning scale values to the incidents. Mean and
standard deviation are calculated for the scale value
assigned to each incident.
Step V: Producing final instrument. Each incident is
positioned on the scale according to its mean value.
Increased acceptance by supervisors and superiors
Job specific Identifies
observable and measurable behaviour
Reliable and valid method
Lack of ‘result orientation’
Time consuming and expensive to create BARS
Several appraisal forms for different types of Job
360 Degree Feedback is a multi - rater feedback system
where an individual is assessed by a number of
assessors including his boss, subordinates, colleagues,
internal customers and external customers.
Internal Customers
“Boss”
Peers
External Customers
Team Members
Self
Feedback collected from
MBO emphasizes to set specific, measurable goals with each
employee and then periodically discuss the employees’ progress
towards these goals.
The technique emphasises on setting goals collectively by
superior and subordinates.
MBO focuses attention on what must be accomplished (goals)
rather than how it is to be accomplished.
It is a kind of goal setting and appraisal program.
Set Organisational goals
Set Departmental goals
Discuss Departmental goals
Define expected results
Performance Reviews
Provide feedback
Ranking of an employee in a work group is done against that of another employee.
Employees are ranked according to their relative levels of job performance
In practice, its is very difficult to compare individuals possessing varied behavioural traits.
It does not tell how much better / worse an employee is when compared to another employee.
No systematic procedure for ranking individuals in the organisation
Each worker is compared with all the other employees in the group.
The comparison is done for every trait. Cant be applicable when the group is large.
As compared to A B C D E
A + _ + _
B _ + _ +
C + _ + _
D _ + _ _
E _ _ + +
Adequate Preparation Describe Behavior
Acts, Not attitude Listen to recipient Data based feedback Suggestive Reinforcement Continuous
Proper Timing Help the appraisee
Judgement Errors Primacy Effect Halo Effect Horn Effect Leniency Central Tendency Recency Effect
Poor appraisal forms
Lack of Rater preparedness
Low potential – Low Performance
Low potential – High Performance
Low performance – High Potential
High performance – High potential
Any attempt to change an employees’ current and future performance by changing his knowledge, skills and attitude can be termed as training
Aids in new entrants attaining role clarity
To bridge gap between skills requirement and skills availability
Promotions
Improves quality and productivity
Meet organizational objectives
Improves organizational climate
To support personal growth and development
Organisational Analysis Analysis of Organization's Objectives Resources utilization analysis Environmental Scanning Organisational Climate analysis
Task or Role Analysis Performance Standards The task they have to discharge
Person Analysis
Selecting the Trainees
Selecting the Trainer
Selecting the Venue
Developing Training Program
Required arrangements before the training session
Levels of evaluation
How did participants react? What did participants learn? How did participants’ behaviour change? What organisational goals were affected? Cost Benefit Analysis
Is the process of a conscious and systematic improvement of managerial effectiveness within the organisation, to achieve organizational goals and strategies
Need for MDP: Skills of executives may become redundant
without training and development Change in business environment Conglomeration and integration Interpersonal skills
output
Problem exists
how to overcome
the problem?
Design an apt Management devt team
Restructure organization
elements
Which of the twoCan be improved
easily
Management skillOnly need
improvement
Both managerial Skills and organizational
Elements need improvement
Either managerial skill or organizational elements need improvement
Organizational elements only need improvement
No action toBe taken
Desired outputgenerated
yes
No
EitherOr all
What type of managers are needed today ? What type of managers will we need tomorrow
? Insight may be drawn from
Organisation structure Business strategy
Collect information like: education, experience, training, special knowledge, skills, and personal traits required for each job
Current profiles based on: education, experience, training, special knowledge, skills, and personal traits…
Competency Mapping ???
A
B
C
D
E
F
Strengths
DevelopmentAreas
Position Competency
Personal Competency
Motivation refers to set of forces that cause people to behave in certain ways
Performance of an individual depends on his or her ability backed by Motivation
Performance = f (ability X motivation) It is essential to offer highly motivated employees to
the organisation It’s a tough challenge because there is no ‘one fit’
approach to motivation To which stimulus employee respond, how they
respond and what behavioural outcomes do hey exhibit is difficult to say.
Employee
1. Maslow’s Theory of Motivation
2. Two factor Theory by Fredrick Herzberg
3. ERG Theory by Alderfer4. Achievement Motivation
Theory by David C. McClelland
5. Expectancy Theory by Vroom
6. Equity Theory by Adams
Content Theories
Process Theories
Proposed by psychologist Fredrick Herzberg.
Survey of factors affecting work motivation
Survey of 200 accountant and engineers
Respondents were asked essentially two questions When did you feel particularly good about your job When did you feel exceptionally bad about your job
Satisfaction and Dissatisfaction are not opposite poles of one dimensions, they are separate dimensions.
Satisfaction is affected by Motivators and dissatisfaction by Hygiene Factors
To achieve motivation, managers should cope with both satisfiers and dissatisfiers.
No Dissatisfaction Dissatisfaction
Satisfaction No Satisfaction
Hygiene Factors
Motivators
AchievementRecognitionWork ItselfResponsibilityGrowthAdvancements
Company Policy and
Administration
Working Conditions
Salary
Status
Security
Hygiene Factors Motivators
Developed by Alderfer The E, R and G theory stand for Existence,
Relatedness and Growth – the three sets of needs. Needs stated by Alderfer are same as Maslow’s Need
and are important determinants of Human Behavior However, the ERG theory differs from the Maslow’s
theory in three respects: Only three needs Maslow’s theory follows a rigid step like progression
whereas ERG theory hypothesises that more than one need may be operative at the same time.
Maslow had stated that a person will stay at a certain level until that need is satisfied whereas ERG theory states that when a higher level need is frustrating, the individual’s desire to increase the lower level needs increases.
Developed by David McClelland According to this theory the needs that motivate human
behavior are – Power, Affiliation and Achievement This theory envisages that each person has a need for all
the three, but differ in degree to which various needs motivate their behavior.
Need for Achievement Derive satisfaction from reaching their goals High achievers prefer immediate feedback on their
performance Generally undertake task of moderate difficulty They dislike tasks with high risks because they get no
achievement satisfaction from accidental successes They dislike easy tasks because there is no challenge to their
skills
Need for Power Derive satisfaction from the ability to control others Actual achievement of goals are less important than the
means by which goals are achieved Organisations that fosters power motive tend to attract
individuals with a high need for power
Need for Affiliation Derive satisfaction from social and interpersonal activities There is a need to form strong interpersonal ties and to
‘get close’ to people psychologically If asked to choose between working at a task with those
who are technically competent and those who are their friends, high need for affiliation individuals will choose their friends
Need Hierarchy
Self Esteem
Self Actualisation
Affiliation
Security
Psychological
Growth
Relatedness
Existence
ERG TheoryMotivators• Advancement• Growth• Achievement
Hygiene• Job Security• Salary• Working Conditions
Two – Factor Theory
Achievement Motivation
Model
Need for Achievement
Need for Power
Need for Affiliation
Pioneered by Victor H. Vroom Four important variables of Expectancy Theory are:
First and Second Level of Outcomes Expectancy Instrumentality Valence
First and Second Level of Outcomes Performance achieved as a result of efforts is first level
outcome Performance may be reflected through high productivity,
quality of work etc. Second level outcomes are the rewards that the first level
outcome is likely to produce. They include pay raise, promotion, peer acceptance and job security
Expectancy The belief that particular level of effort will be followed
by particular level of performance is called expectancy Effort to Performance (E P)
Instrumentality This is the perception by an individual that first level
outcomes are associated with second level outcomes Performance to Outcome (P O)
Valence Valence is an individual’s preference for a second level
outcome. Desired outcomes have positive valence Avoided outcomes have negative valence Outcomes have 0 valence when an individual is
indifferent about receiving it
According to Expectancy theory Motivation is: Expectancy X Instrumentality X Valence
If anyone of these variable is low, motivation is likely to be low
Managers try to ensure that employees’ levels of expectancy, instrumentality and Valence are high so that they will be highly motivated
Variable Objective Application
Expectancies To increase the belief that employees are capable of performing the job successfully
Select people with required skills and knowledge
Provide Training and clarify Job requirements
Provide performance counseling
Instrumentality
To increase the belief that good performance will result in valued outcomes
Measure Job performance accurately
Clearly explain the outcomes that will result from successful performance
Variable Objective Application
Valence of Outcomes
To increase the expected value of outcomes resulting from desired performance
Distribute rewards that employee value
Person compares their outcome/input ratio with others outcome/input ratio.
Inputs refers to the characteristics which individual bring with them to the job
Outcomes refers to what person gets from job in terms of pay, promotions benefits and so on.
Inequity is defined as the perception that persons’ outcome/input ratio is not equal to others outcome/input ratio
Negative Inequity Positive Inequity
Components of Remuneration are:
Salary Incentives Fringe benefits Perquisites
Incentives are variable rewards granted to employees according to variations in their performance.
Importance Greater Output Reduced supervision High Efficiency High Motivation
Disadvantages Deteriorated Quality Jealousy feeling Unwanted Stock
Individual Incentive Schemes
Group Incentive Schemes
Company – Wide Incentive Plans
Employee Benefits and Services include any benefit that the employee receives in addition to direct remuneration.
These benefits can be in terms of Fringe Benefits or Perquisites
Fringe benefits include such benefits which are provided to the employees either having long-term impact like provident fund, gratuity, pension; or occurrence of certain events like medical benefits, accident relief, health and life insurance; or facilitation in performance of job like uniforms, Canteens, recreation, etc.
Administered for a group mostly
These are normally provided to managerial personnel either to facilitate their job performance or to retain them in the organization. Such perquisites include company car, club membership, free residential accommodation, paid holiday trips, stock options, etc.
Administered individually mostly
Internal factors Business Strategy Employee Job Evaluation and Performance Appraisal
External factors Labour Market Cost of Living Economy Legislation
Effective Compensation
Motivate & Retain Staff
Attract talent
Image Building
Administratively Efficient
Reward Valued Behavior
Ensure EquityInstitutional
effectivenessLegal
Compliance
Employee Management
HIGH COMPENSATION – HIGH COMPENSATION – LOW COMMITMENTLOW COMMITMENT
Hired Guns Hired Guns
HIGH COMPENSATION HIGH COMPENSATION – HIGH COMMITMENT– HIGH COMMITMENT
ProfessionalsProfessionals
LOW COMPENSATION – LOW COMPENSATION – LOW COMMITMENTLOW COMMITMENT
Workers as Workers as commoditycommodity
LOW COMPENSATION LOW COMPENSATION – HIGH COMMITMENT– HIGH COMMITMENT
Family oriented Family oriented organizationorganization
Job Description Job Evaluation
Job HierarchyPay Survey
Pricing Jobs
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