Chapter 1 - Introduction to Human Resourse

Management Introduction to Human Resources Management

As we know that the principal resources of an

organization is the people. Without which no
organization can born and run. Thus people are that
resources of organization through which all activities
are done to achieve the organizational objectives. So
the process of managing the human resources of an
organization is known as human resource management. It is
mainly concerned with peoples dimension in the
organization. It means employing people, developing
these resources, utilizing, maintaining, and compensating their services with
the job and organizational requirement. Human resource is the primary
resources of the organization, so they should be managed effectively and
efficiently to achieve organizational goal. HRM is said to be the philosophy,
policies, procedures and practices releted to the management of productive
human resources in and organization.

According to Byars and Rue: Human resource management encompasses

those activities designed to provide for and coordinate the human resources
of an organization.

Decenzo & Robbins: HRM is a process of four function acquiring,

development, motivation and maintenance of human resources.
In short HRM can be defined as the process of accomplishing organizational
goals by acquiring, retaining, terminating, developing and properly using
human resources in an organization.

Characteristics of HRM:
i) Action Oriented: Effective HRM focuses on action, rather than on record
keeping, written procedure or rules. It gives emphasis on the solution to
employment problem to achieve organizational objectives and facilitate
employment development and satisfaction in a dynamic environment.
ii) Human Approach: HRM is the process of managing people of an
organization with a human approach. It means employing people developing
these resource, utilizing, maintaining and compensating their services to the
job and organizational requirement. It is concerned with human aspects.
Mainly it develops and utilize human potential.
iii) Part of Management: HRM is a part of management principles and
functions.
It involves managerial functions such as planning, implementing and
controlling of acquisition, development, utilization and ........ maintenance of
human resources.
iv) Pervasive function: HRM is pervasive function of management. All level of
management perform it. Although the HR department is created under HR
manager, it should not be assumed that other managers are not free from its
responsibility.
v) Continuous Process: HRM is a continuous process and it must be performed
continuously to achieve organizational goal smoothly. It is concerned with
present as well as future.
vi) Achievement of Goal: HRM aims to achieve organizational goal by
managing the human resources of an organization.
vii) HRM function: acquisition, development, motivation and maintenance.
Objectives of HRM
The primary objectives of HRM is to acquire, develop, motivate, and utilize the
human resource to achieve organizational goals in a dynamic environment.
The various purpose of HRM is given below:
a) Acquisition: One of the main purpose of HRM is to enable the organization
to obtain and retain the skilled committed and well motivated workforce to
achieve organizational objectives.
b) Achievement of organization goal: HRM always aim to achieve
organizational goal by an effective utilization of human resources.
c) Development of People: The another purpose of HRM is to enhance and
develop the inherent capacities of people, their contribution potential and
employability by providing continuous training and development opportunity.
d) To develop an environment in which team work and flexibility can flourish.
e) To ensure that people are valued and rewarded for what they do and
achieve and to give equal opportunities are available to all.
f) Improve quality of work life: Human resource management maintains and
improve physical and mental well- being of employee. HRM always aim to
maintain the quality of work life. Without this improvement, it is difficult to
improve the organizational performance.

Functions/ Components of HRM

In order to achieve organizational objectives, HRM must perform certain
functions. The main function performed by HRM can be classified into four
category.
1) Acquisition: Acquisition means to place right number of people at right
time in the organization. The following activities are related with acquisition
a) HR Planning: The HRM process begins with human resource planning.
Planning ensures organization that it has a right number of qualified people in
the right job at right time. This includes the estimation of demand and supply
of labour.
b) Recruitment: Recruitment is the process of seeking and attracting
prospective candidate for the job vacancies. It ensures more people to apply
for the job.
c) Selection: Selection means to choose the right candidate from among all
the prospective application. It involves reviewing the application form,
psychological testing, interviewing etc.
d) Specialization: The acquisition functions is completed when the selected
applicant have been placed in organization and have adopted to the
organizations culture and environment.
2) Development of Human Resource: HRM is intended to improve the
performance of employees. Plans should be arranged for developing people at
all level because competent people will not remain competent forever. So that
additional development of human resources required time to time. The
development of human resources can be viewed in three process. The first is
employee training which gives emphasis on skill development to cope with
the current changes. The second is management development, which is
concerned with enhancement of an executives conceptual abilities. The third
is career development which involves carrier path of employee to match long
term individual and organization needs.

3) Motivation of Human Resource: Highly motivated employee always

tend to be more productive and have lower rates of absenteeism, turnover
and lateness. Thus employee motivation is vital to the success of any
organization.
The main aim of HRM is to increase the productivity and performance of the
employee by motivating them.
4) Maintenance of human resource: The final function of HRM is
maintenance of human resource. It is concerned with providing those working
condition that employee believe are necessary in order to maintain their
commitment to the organization. Organization are required to provide safe
work environment free from physical hazards and unhealthy condition. Labour
relation is concerned with the relationship between the organization and its
employee. If there is good relationship , there will be cooperation and a high
level of commitment otherwise not. Thus through these activities, we can
expect to have competent otherwise not. Thus through this activities, we can
expect to have competent employee who are committed to the organization
and satisfied with their job.
HRM System
HRM is the process of managing people in the organization with a human
approach. Thus it is concerned with the people dimension in management.
HRM can be viewed from system prospective. A system is an organized set of
interrelated and integrated parts or objects in a manner of achievieing
common goal. System consists of components such as input, processing and
outcomes which interact with environmental dynamics. These components
are interlinked through feedback and it is a continuous process operates in a
dynamics environment. This system provides a conceptual structure for
integrating the various components within the HRM system.
1) Input:
i) Organizational Plan: The organizations plan and strategies needs for the
future determine of human resource .
ii) HRM Policies: HRM policies are general statement that serve to guide
decision making.HRM policies are there to serve three major function.
A) To reassure employees that they will be treated fairly and objectively,
B) To help managers make quick and consistent decision and
C) To give managers the confidence to resolve problems and to define their
decision. Organization can improve the performance of HR by the proper use
of human resources policies.
iii) HR plans: HR plans help to keep the organization supplied with the right
people when they are needed. It determines the human resources required by
the organization. It forecast the demand for HR by comparing the present
supply of HR with organizations projected demand for HR.
iv) Job Analysis: This specify the job requirement.
v) Labour Market: Lobour market serves as the external sources of supply of
HR that are required for organization.
2) Processing: ( Same as the function of HRM)
3) Output of HRM system:
i) Quality of Work life(QWL) : Quality of work life refers to the quality of
relationship between employee and the total working environment of the
organization.
ii) Productivity: Productivity is the relationship between real inputs and real
outputs. It measure how well resources are combined and utilized to produce
a result desired by management. Higher productivity ensures lesser cost of
production, higher production and most effective utilization of available
resources. This leads to the satisfaction of every section of society, consumer,
employees and employers.
iii) Readiness for change: Change is the part of organizational life. In fact
the survival, growth, and profitability of an organization depends on its ability
to change its structure and process in response to changing environment.
iv) Competitive Advantages: Globalization and liberalization of business
are bound to intensify competition. In such situation organization must obtain
competitive advantage to survive and successed. Competitive advantages is
obtained through efficient and creative workforce. Continuous improvement
and innovation are two essential objects to achieve and sustain competitive
advantages.

Personnel and Human Resource Management (HRM)

HRM is the modern term for what has traditionally been referred to as
personnel administration or personnel management. HRM is the term
increasingly used to refer to the philosophy, policies, procedures, and
practices related to the management of people in the organization. Some view
personnel management or perhaps modern personnel management means
the same thing. Change in terminology reflects the increased significance
associated with the management of people in organization as well as border
prospective from which the field is currently viewed. One should clearly
understand that HRM is not only personnel mgmt. rather it is only the part of
HRM. In the past personnel management had a strong functional focus, that is
personnel specialists were primarily concerned with the administration of
specific employee related function such as living, training, wage setting and
disciplinary action. HRM is emerged out of personnel functions, and personnel
mgmt. can not be isolated from HRM.
The difference between HRM and personnel management are as follows:
1. HRM is primarily a philosophy, policies, procedures and practices related to
the management of people while personnel mgmt is a functional area and
function.
2. HRM must remain at the center of management. It is concern of all
managers from top to button in an organization, while personnel mgmt is
mainly the concern of personnel managers.
3. HRM makes effort primarily to satiety the human needs of the people at
work which motivates the people to make their best contribution for the
achievement of organization goals and objectives, while personnel
management maintains rules, principles and legal provisions in maintaining
the people.
4. Human values and individual needs are given priority in HRM, while
personnel management gives emphasis on efficient administration.
5. HRM is an integrated approach accommodating all the aspects of
acquisition, development, motivating and maintenance of human resources,
where as personnel management is primarily concerned with recruitment,
selection, and administration of manpower.

Outcomes of HRM
Quality of Work Life(QWL):
QWL refers to the quality of relationship between employees and the total
working environment of the organization . QWL can be defined as the extent
to which members of an organization are able to satisfy personal needs
through organizational process. Thus QWL concentrates on creating a working
environment that is conductive to the satisfaction of worker needs. Thus QWL
concentrates on creating of working environment that is suitable and gives
satisfaction to the workers. Barry A. Stein provides us with following five
procedures or policies, that makes the work less routine and more rewarding
for the employee.
a) Autonomy/ Freedom: It deals with the amount of freedom that employee
can exercise in their job.
b) Recognition: It involves being valued by others in the company. An
employee's contribution to the organization is noticed and appreciated.
c) Belonging: It refers to being part of the organization. An individual who
belongs to an organization is one who shares the organizations values and is
regarded as being valuable part of the firm.
d) Progress and Development: Progress and development refer to the
internal reward available from the organization, challenge, and
accomplishment.
e) External Reward: External rewards are usually in the form of salary and
benefits but also include promotion and status.Personnel and Human
Resource Management (HRM)
Chapter 2 -HUMAN RESOURCE PLANNING

Introduction:

HRP is the process of

forecasting, developing and
controlling human resources
in an organization. It
identifies what must be done
to ensure the availability of
human resources needed by
the organization to meet its
goal. According to French "
HRP is the process of
assessing the organization's human resources need in light of organizational
goals and making phase to ensure that a competent stable workforce is
employed." It ensures that the organization has the right number of employee
at the right place at the right time so that human resource e problem will be
solved when it occur. It provides information about the existing strength and
weakness of the people in the organization as well as the kinds of skills to be
developed.

Characteristics of HRP:
i) Assessing current human Resource: HRP is an internal analysis that
includes an inventory of the employee or workers and skills already available
within the organization.
ii) Human Resource Needs: It estimate right number of employee needed
with right skills and competencies. Hence it is future oriented.
iii) Matching Demand and supply of human resources for future.
iv) Acquisition Function: HRP is the continuous process that tries to keep
the organization supplied with the right people when they are needed. It
concerned with the acquisition function of HRM.
v) Time Horizon: HRP can be the shot term or long term planning as per
requirement.

Importance of HRP
The human resource is the primary resource of organization. For the proper
HRM, HRP is the first factor which determines the HRM system of any
organization needs HRP to meet its future human resource requirements. The
importance of HRP can be defined in following grounds:
i) Future Personnel Needs: HRP plays the vital role in determining the
future need of human resource in an organization. It minimize the future risks
and uncertainties, shortage and excess staff problems. HRP maintains balance
between demand and supply of human resource in the dynamic environment.
It fulfills the organization need for right type of people in right numbers at
right time.
ii) Environmental Adaptation: HRP enables an organization to adopt with
changes in competitive forces, market, technology, product and government
regulation. Such changes directly affect to the HRM factor, such as job
content, skills and organizational environment.
iii) Function for Personnel function: HRP provides essential information
for designing and implementing human resource function such as recruitment,
selection, training and development and personnel movement. It provides
better means for managing human resource in the organization.
iv) Utilization of Human Resource: HRP ensures that the organization
acquires and retains the quality and quantity of human resources it requires.
It helps to utilize the HR of organization effectively and efficiently.
v) HR development: HRP provides the better lead time for training and
development program. this often lead to greater employee satisfaction, lower
turnover and higher quality of work. It also helps to adopt with environmental
dynamics through training and development.
vi) Investment in HR: Organizations make investment in their human
resource either through training and development. The cost can be controlled
to achieve efficiency through planning.

Human resource Strategy:

Strategic human resource management can be defined as the linking of HRM
with strategic goals and objectives in order to improve business performance
and develop organizational culture that foster innovation and flexibility. HR
and top management gathered in one table to craft the companys business
strategy. Strategy provides the framework for specific HR activities such as
recruitment and training. Strategy helps organization to achieve the
organizational objectives in competitive environment. HR strategies are the
course of action to help the company in achieving its strategic aims. In short
the HR strategies ultimately provides the direction for HR activities for its
proper development and management. HR strategies are the foundation to
HRP as well as HRP is directed to the HR strategy.

Relationship between HRP and Strategic planning: (Important

Question)
Strategic planning can be defined as the process of indentifying organization
objectives and the action needed to achieve those objectives. It directs the
whole organization and give motion to organization. Where as HRP is the
process by which an organization achieve its overall strategic objectives. This
means that HRP can not be separated from organizational objectives. It must
be linked to the organizations overall strategic planning. The strategic
planning are made always in consideration of that the organization has
appropriate personal are available to complete the action. Thus to ensure that
appropriate personal are available to meet the requirement set during
strategic planning. Human resource managers engage in HRP. So HRP
operates within the strategic planning process and interlinked.

HRP Process:

The HRP process consist of following five step given below:

1) Assessing current HR:
The first step of HRP is to assess the current status of the organizations
human resource. This is an internal analysis that includes the inventory of
employees and skill already available within the organization and job analysis.
Thus the assessment of HR includes the following steps:
a) HR Inventory:
HR inventory is the common method to assess the current status of the
organizations human resource. It prepares report on the basis of forms
completed by employee and then checked by supervisor.
i) HR information (HRIS):
HRIS is typically designed to quickly fulfill the HRM informational needs of the
organization. HRIS include the mgmt of basic records, benefits administration
and planning, skills inventories, training and development data, performance
appraisal and job evaluation information. It facilitates both planning and
identifying person for current transfer or promotion.
ii) Succession Planning:
Succession planning is the process of identifying future managerial staffing
needs and making plans for the development of managers to meet those
needs. It focus on the development of competitive employee and takes the
long term view of the organizations human resource needs.
2. Job Analysis:
Job analysis is the process of identifying the job and skills, abilities, and
responsibilities that are required for an individual to accomplish the task or
job.
3. Analyzing the Organizational plans:
The organizational plan and strategies directs the whole activity of the
organization. It also determines the future HR needs.determines the activity of
HRM, needed to achieve those objectives.
4. Forecasting HR Demand:
This step analyze the HR needs for future in terms of skill, value, compabilities
with no. of HR ultimately based on the organizations plan and strategies.
5. Supply forecasting:
This step analyzed the source of HR supply needed for future to ensure the
availability at right time at right place.
6. Matching Demand and supply of HR:
This step ensure the balance between HR demand and supply. It results that
the balance, shortage and overstaffing. If the organization is in the stage of
shortage, then demand is increased and if overstaffing is predicted then the
HR should be transferred or can be cut the no. of employee ( If anyone wants
to quit). In this step the HR manager should play the vital role in analyzing
and balancing the HR demand and supply as well as the right action plan
should be taken for it

JOB DESIGN AND ANALYSIS

Define Job Design and Write
its benefit?
First of all a job can be defined as the
collection of tasks, duties and
responsibility which are assigned to a
individual employees. Job design refers to the way the
tasks are combined to from a
complete job. It is the process of
determining specific tasks to be included in a
job and the methods of performing
those tasks. It is the process of
organizing the tasks and
structuring the job in order to
improve organization efficiency
and employee job satisfaction. It
is concerned with changing, modifying and enriching job in order to capture
the talents of employees while improving organization performance. It plays
the significant roles in the organizations performance, a poorly designed job
always leads organization to negative results so the emphasis should be given
to the suitable and good job design which motivates the employee, decrease
turnover, cost and increase productivity.

According to Mathis and Jackson: Job design refers to organizing tasks,

duties and responsibilities into a productive unit of work.
There are three objectives of job design they are given below:
1) To meet the organizational requirement such as higher productivity,
operational efficiency, quality of product, service etc.
2) To satisfy the needs of the individual employees like interest, challenge,
achievement or accomplishment etc.
3) To integrate the needs of the individual with the organizational
requirements.
(Note: This should not be include in your answer for the above
question.)
Benefits of Job design:
i) Performance: Job design is directly related with the performance of
employee.
ii) Job Satisfaction: Employee are more satisfied with certain job then
randomly arranged.
iii) Motivation: Job design benefited organization for the motivation of
employee, it leads to enrich the job to make them interesting and challenging.
A perfectly motivated employee leads to the better performance and
satisfaction.
iv) Right person in right position:Job design match the characteristics of
job with characteristics of people to fit the job with its capable and
competitive employee in order to have better performance and quality work.
v) Quality of work life:Job design has been found to be useful for improving
QWL at works. Jobs can be made more challenging and rewarding by
redesigning jobs. This helps employee in growth and development.

Define job Analysis with its purpose/ outcomes.

According to Edwin B. Flippo: Job analysis is the process of studying and
collecting information relating to the operational and responsibilities of a
specific job.
Purposes of Job Analysis:
1) Job Description: Job description is the written documents regarding the
duties, responsibilities and accountabilities of a specific job. It provides the
actual framework of what a jobholder does, how it is done and why it is done.
2) Job specification: It describes what the job demand of employee.
Generally the job specification contains qualification and experience, physical
status, psychological characteristics of the employee.
3) Job Evaluation: Job evaluation is the process of determining the value of
each job in relation to all jobs within the organization. Job evaluation seeks to
rank all the jobs in organization and place them in hierarchy that will reflect
the relative worth of each job. It has many objectives towards the
organization. It is completely concern with job rather than employee.

Describes the uses/ Importance of Job Analysis? ( IQ)

The results derived from job analysis can be used as a foundation and an
essential ingredient for all the functions and areas of human resource
management.
i) Human resource planning: The information derived from job analysis
helps the HR planner to estimate the HR requirements of an organization.
Effective HRP can only take place when job requirements are taken into
consideration.
ii) Recruitment, Selection and Placement: The job analysis plays vital
role in recruitment, selection and placement of personnel in an organization.
With the job analysis , the description and job specification provides the
foundation for recruitment ,selection and placement.
iii) Training and development: The job analysis information helps in
determining the content and subject matter of training and development.
iv) Performance Appraisal: The standards of performance for employees
can be set on the basis of job analysis and actual performance can be
compared with these standards.
v) Job evaluation and Compensation: Job evaluation is the process of
determining the value of each job in relation to all jobs within the
organization. It ranks and rates the job. By these means, a compensation
package can be developed for each job, equitable pay structure can be
ensured, and the level of wages within the organization.
vi) Job redesign: Job analysis is simply provides the information on the job
and the required qualification to accomplish it. This types of information
enable the organization to redesign jobs to improve the performance of
employee.
Job analysis also plays the vital role for the health, safety of the employee

Recruitment, Selection and Socialization

Define recruitment and mention the factor
affecting the recruitment.
Recruitment is the process of finding qualified people
and encouraging them to apply for the jobs in the
organization. It finds out right people for the right
position at the right time, it is the major aspects of
acquisition which brings employee and employers
close to each other. The goal to recruit is to receive
enough qualified candidates from whome the desired
people may be selected. The quality of HR depends
upon the quality of recruit.
According to Decenzo and Robbins: Recruitment is the discovering of
potential candidates for actual or anticipated organizational vacancies.

Factor Affecting Recuritment

i) Image of the organization.

ii) Image of the job.
iii) size and Growth of the organization
iv) Organizational policies
v) Government and Union Restriction
vi) demand and Supply
vii) Unemployment rate
viii) Cost
Selection:Selection is the process of choosing qualified personnel for a
particular position from the applicants.
According to French selection is the process of choosing among people who
apply for work with an organization.
Selection Tests
Define selection tests and describes the various types of selection
test.
A selection tests is a device that uncovers the information about the
candidates, which are not known through application blank. These tests are
used to screen the best qualified candidates which can measure certain
abilities, aptitudes, and skills that provides objectives information on how well
the applicant can be expected to perform the job. It is the deep evaluation of
a candidate.
There are several types of test which are in practice they are given
below:
i) Achievement Test: Achievement tests are there to determine how well an
individual can perform tasks related to the job. These test measure a persons
potential in a given area of job. These are also known as proficiency test and
work simple test.
ii) Personality Test: This test tend to get certain personality factor of a
candidates to the organization. The personality dimension include emotional
maturity, self confidence, tact, decisiveness, sociability, objectivity, patience,
initiative etc, of the candidates. This test leads the organization whether the
candidate have good personality or sick personality.
iii) Aptitude Test: Aptitude test means the potential which an individual has
for learning the skill required to do a job efficiently. It measure the learning
capacity of the candidates. It determines whether the candidates will be
capable of learning the job or not.
iv) Intelligence Test: These tests measure capacity for comprehensive,
reasoning, word fluency, verbal comprehension, number, memory and space.
Such tests are generally quite good indicators of a candidates ability to learn
quickly those jobs that involves conceptual thinking and problem solving.
v) Interest Test: This test are used to identify the likes and dislikes of
candidates in relation to work, job, occupation, hobbies, and recreational
activities. This test measure the correlation between the interest of
candidates in a job and job success.
vi) Situational Test: These test evaluate a candidates in terms of facing the
situation and condition that may arise during the job. In such test the
candidates are asked to solve critical situation of the job. The examiners
observe the candidates in the areas of initiating, leading, proposing valuable
ideas, oral communication skills, coordinating and concluding skills.
Selection Interviews
Define interviews and describes the various types of selection
interview.
Interview can be defined as a communication, conversation or verbal
interaction between two or more people in order to capture the inner
capabilities, communication skill and psychological factor of the candidates. It
provides the better tools for the HR selection process. The factual data of the
applicant given in the application blank can be checked and more information
may be obtained from the candidates.
There are several types of selection interviews they are given below:
a) Structured Interview: The structured interview uses a set of
standardized question that are asked to all applicants. It is also called direct
approach because it has comprehensive questionnaire structure. Some types
of question are asked to all the candidates, so that comparisons among applic
ants can easily be made. This types of interview is preplanned and structured
which has high validity and reliability because standardized evaluation forms
are used to rate the candidate.
b) Situation Interview: This types of structured interview are taken to
evaluate, how applicants might handle specific job situation. The situation are
far more particular. The candidates are asked what his or her behavior would
be in a given situation. This types of interview has great advantages to the
interviewer to select the candidates. The question asked in situation interview
may be hypothetical, related to job knowledge or work sample test.
c) Behavioral Interview: In behavioral interviews, applicants are required
to give specific example of how they have performed a certain procedure or
handled a problem in the past.
d) Unstructured Interviews: It is also known as nondirective interview on
which, no any form to follow, no preplanned question, so interview can be
taken in various direction as per interviewers wish. It is the conversation
between interviewer and candidates, the question are arises as per the
response of candidate and candidate are also free to expose their idea in the
given subject matter. The question may be different for different candidates,
so that comparison may be difficult among the participators.

Socialization
Define socialization with its purpose.

Socialization can be defined as the process of adoption of a selected

candidate into organization culture and work environment. It is the ongoing
process of instilling in all employees the prevailing attitudes, standards,
values and pattern of behavior that are expected by the organization and its
department. It is designed to provide new employees with the information
needed to function comfortably and effectively in the organization.
Socialization process provide the information to the employee about the daily
work routine, a review of the organization history, purpose, operation, product
and service and a detailed presentation of the organization policies, work
rules and employee benefit.
According to Decenzo and Robbins: Socialization is a process of adoption
that takes place as individual attempt to learn values and norms of work
roles.

Purpose of socialization
i) Familiarizing with the organization.
ii) Creating Favorable attitude:
iii) Reducing anxiety :
iv) To increase employees performance:
v) To screen out unsuitable employee
vi) To increase organizational stability
Training and Development
Human resource
development
Define human resource
development why it is
important to organization?
Human resource development can
be defined as a continuous process
to ensure the development of
employee competencies, dynamism, and effectiveness in a systematic and
planned way to achieve higher quality and higher level of productivity. It is
one of the major function and important aspect of HRM. As we know that
organization always run in a dynamic environment and it has to cope with the
changing forces of environment to achieve its objectives effectively. HRD
always aims to enhance the ability of an organization to compete and adopt
to a changing competitive environment. It is the major function of HRM of
developing, increasing capabilities, improving the performance of employee
for future growth and changes as well as for the current job.

Important of HR development

HR development is concerned with increasing knowledge, skills and capacities

of employee ultimately aimed at developing competencies of people in an
organization. Without proper objectives organization cant achieve its
objectives effectively. Thus HRD has created its own need in every
organization. The importance of HRD are given below:
i) Develop competencies: The basic need for HRD is to develop competencies
in HR at all level in the organization. Competent employees are necessary for
all organization for the success of internal and external operation. The all
function of HRD aimed to develop the competencies of its employee which
ultimately helps to ensure other function.
ii) Increase productivity: Higher competent people leads the higher level of
productivity.
iii) Increase commitment: HRD provides the opportunity to discover, develop
and use their potentials in employee, which increase commitment in them.
iv) facilitate environmental adaptation: HRD equips employee to respond to
changing environmental forces.Employee must be involved in HRD program to
upgrade, increase competencies to use dynamic and new technology. It
enhance the ability of an organization to compete and adapt to a changing
competitive environment.
v) Managerial succession: HRD increase the skill, knowledge and capabilities
of the employee. Thus, it facilitates managerial succession to higher level
when the need arises from internal sources because It is sometimes,
impossible to recruit skilled manpower from external sources.

Training
Define training and write its benefit.(why it is important?)
It is the teaching and learning of activities, which improves and changes the
employees knowledge, skill, behavior and attitude toward the requirement of
job and organization. According to Edwin B. Flippo training is the act of
increasing the knowledge and skill of an employee for doing a particular job.
Benefit of Training
i) Improve productivity: Training are intends to increase the knowledge and
skill of the employee in the performance of a particular job. Thus it ultimately
leads increasing in quality and quantity of output.
ii) standardization of procedure: With the help of training the best
available procedure of performing the work can be standardized and taught to
all employees. This minimizes the errors of the employee because they work
with great care and better understanding.
iii) Less supervision: a well trained employee is self- confident in his work
because he knows what to do and how to do. In such circumstance the
supervision is lessened.
iv) economic operation: A better trained employee will be able to make
better and economic use of materials and equipment, in such situation, the
chance of wastage, rate of accident and damage will be minimum. Thus it
helps in reducing per unit cost of production.
v) Quick learning: A well planned and systematically organized training
program reduces the learning time. The qualified instructor will help the
employee to acquire the skill and knowledge to do a particular job quickly.

Approaches/ Method of determining training need

Describe the various method that should be used while determining
training needs.
The foundation of all training is the training need. Training need are those
aspects necessary to perform the job in an organization in which employees
lacking attitude, knowledge and skilled are studied and analyzed. It indicates
the difference between employees desired performance and actual
performance. The method of determining training needs are given below:
i) training need survey: a training need survey is seeking opinion on
what knowledge and skill is required for a particular job or class of performer.
This is a direct questioning survey to collect opinion about employees training
needs.
ii) competency study: A competency study is also a training need survey
which is far more base on the opinion of expert as to the desired
 competencies of the performer in question. It is relatively quick and result in
a broad consensus on training needs.
iii) Task analysis: This method collects and analyzed information of every
task in the organization. It is used for task level needs where training needs of
concerned jobholder is determined to perform that task properly.
iv) Performance Analysis: Performance analysis is determining training
needs and improving individual and organization performance. This method
refers to both organizational and individual employee performance analysis.

Training Method On the job training

( important question)
Motivation
Define motivation:
Motivation is the willingness to do
something to achieve organizational goal and
at the same time to satisfy individual needs.
It is an inner state of our mind that activates, directs and
sustain our behavior. Employee in the organization
are motivated by different factors such as monitory,
incentives, extra
responsibility, promotion etc.
According to Robbins:
Motivation can be defined as
the willingness to exert high level of
effort toward organizational goals,
conditioned by the efforts ability to satisfy some individual
needs.

Maslows Hierarchy of Need Theory

Describe Maslows Hierarchy Theory.
One of the most well known theory of human motivation is Maslows need
hierarchy. It is based on the needs of the people that appear in a hierarchical
fashion. According to this theory lower ordered needs are experienced first
which must be satisfied before higher order needs are perceived. This theory
is based on following assumption.
- Unlimited Wants
- Unsatisfied need is motivator
- Hierarchy of importance: Need have priority and they are arranged according
to a hierarchy of importance.
There are five needs proposed by Maslow in hierarchical fashion, they are
given below:
i) Physiological needs: These needs can be defined as the basic needs
which include food, water, clothing, sex etc. These needs are related to the
survival and maintenance of human life..
ii) Security and safety Needs: these needs come second in the hierarchy
order. They are concerned with the physical safety and economic
security,these needs can be satisfied in the workplace by job continuity and
adequate insurance and retirement benefits.

iii) Social needs: Human beings lives in a society or in group. So they prefer
to live in such society which love them most. These needs include
belongingness, friendship, love, affection, association and social acceptance.
iv) Esteem and Ego needs: In such a way these needs are concerned with
prestige and respect of the individual. Maslow has proposed this needs in
higher order needs.
v) Self- actualization Needs: these needs are concerned with the desire to
become what one can become. Self development and being creative is the
broadest sense of the world. These needs are psychological and infinite. This
needs become important to an individual once he is reasonably satisfied with
the esteem needs.
Further maslow has categorized these five needs into two categories one is
lower order needs and another one is higher order needs as primary needs
which are finite, these should be satisfied in any condition, these needs
include physociological and security or safety needs. They are infinite but
they are satisfied only after lower- ordered needs are satisfied.

Alderfers ERG theory of Motivation.

Describe ERG theory of Motivation.

The propounded of ERG theory is Clayton Alderfer. In this theory he

categorized Maslows five needs into three broad perspective, which consist
existence (E), Relatedness (R) and growth (G) . Thus ERG theory is the sum of
existence, relatedness and growth.

i) Existence Need: Existence need also refer to Maslows physiological and

safety needs, which include the need for human survival i.e food, shelter,
social and economic safety etc.
ii) Relatedness Need: relatedness needs are concerned with satisfying
interpersonal relationship. Such need can be fulfilled by interacting with other
people, receiving public recognition and through the feeling of interpersonal
safety. These needs correspond to Maslows belongingness/ social need.
iii) Growth Needs: Growth needs are concerned with continued desire for
personal growth and development. They consist of a persons self esteem
through personal achievement as well as the concept of self-actualization
presented in Maslows theory.

ERG theory doesnt propose that people move up or down in hierarchy of need
in a fashion that described by Maslows. Instead ERG theory proposed that it is
possible for more than one needs may be achieved at the same time for the
employee motivation. Not only that this theory also describe the new concept
on human motivation, which is a satisfactory- progression concept and a
frustration- regression concept.

McCllands theory of Need (Achievement)

Describe the achievement theory of Motivation.

In this theory Mclelland focuses on three important aspect of motivation they
are given below:
i) Need for achievement: it concerned with those people who have strong
desire and determination to do something better or more efficiently that it has
been done before.
ii) Need for Affiliation: It refers to a desire to establish and maintain friendly
and warm relation with other and avoid conflicts and confrontation. It is
similar to Maslows belongingness need and Alderfers relatedness need.
iii) Need for power: Need or Power refers to a desire to control others to
influence their behavior. People having such needs prefer to stay in
competitive and status position.
In this theory McClland proposed three needs which must be learned rather
than instinct( character). As a result of life experience these needs are
acquired over time. He also focuses that a respective working environment
should be created for a particular people having a particular needs.

Vrooms Expectancy theory

Define expectancy theory of motivation.

Expectancy theory explains motivation in terms of the expectation that people

have about their ability to perform effectively on the job and about the kinds
of rewards they expect to obtain if they perform the job effectively. According
to this theory the strength of an expectation is a power factor of motivation.
People are motivated by attractiveness of the outcome and they work hard
because they anticipate more rewards in future. Thus, this theory focuses on
three relationship that are given below:

i) Effort- to performance expectancy: It refers to a persons perception of the

probability that effort will lead to successful performance. Expectancy is
defined from the probability range between 0.0 to 1.0. If we believe our effort
will lead to higher performance, then the expectancy is very strong perhaps a
probability 1.0 where 1.0 equals obsolete certainty that the outcome will
occur. In other hands when a person is not certain about the desired
performance level than his/her expectancy is very low perhaps it may be 0.0.
This theory focuses on E-P expectancy which is necessary condition for the
existence of high levels of work motivation.

ii) Performance to Outcome Expectancy: The performance to- outcome

expectancy refers to a persons perception of the probability that performance
will lead to certain other outcomes. If a persons think a high performer is
certain to get a pay raise then expectancy is closed to 1.0 . On the other
hand if the individual perceives that there is no certainty of high pay even
after high level of performance than P-O will be closed to 0.0. According to
this theory, the more strongly a person believes that positive outcomes will
follow from effective performance, the more motivated they will be to perform
effectively.

iii) Outcome Valances: the term valances refers to the anticipated satisfaction
or dissatisfaction that an individual feels toward an outcome. Pay raises,
promotion and recognition might have positive valances, where as fatigue,
stress, frustration might have negative valances. It range from (-1) to (+1).
When an individual gets high level of satisfaction from his/her outcome, they
are more likely to be motivated.

Ultimately this theory provides a clear way for increasing employee

motivation by altering the persons EP expectancies, P-O expectancies and
outcome valances. For a high level of motivation all three sources of
expectancy model should be high.

Equity Theory

Define equity theory of motivation.

This theory states that individual are motivated by their desire to be treated
equally in their work relationship. The motivation of employee is influenced by
the extent to which they feel they are being treated fairly and equitably by
the organization. Individual always want to avoid inequalities compared to
other and they are motivated to resolve these inequalities. According to this
theory individual in compare themselves to another in terms of their input-
outcome ration. They first evaluates themselves and compare the result with
other. Input are individuals contribution to the organization such as:
education, experience, effort and loyalty. Outcomes are what the individual
receive in return such as: pay, recognition, social relationship etc.

If the person find these ration to be equal or nearly equitable than he/she
experience a feeling of equity, but if the ratio are not nearly equitable, then
inequality exists and the person will be motivated to take some action to
resolve such inequality. The process of equity theory can be shown as:
i) Self evaluation
ii) Evaluation of others
iii) Comparing of self with others.
iv) Feeling of equity/ inequity
v) Action to reduce inequity.

Frustration

Frustration refers to the psychological phenomenon which may be occurred,

due to the difficulties, conflicts to their goal directive activities. Thus,
frustration is the feeling caused by a sense of privation (lack of something),
deprivation(blocking or interfering with) or conflict in relation to their goal
directive activities.

According to Richard M. Strees Frustration refers to a psychological reaction

to an obstruction or impediment to goal oriented behavior.

Causes of frustration:

i) When an individual is unable to fulfill his/her needs, frustration occurs.

ii) When a motivated drive is blocked before a person reaches a desired goal,
frustration occur.
iii) It occurs due to lack of interpersonal relation.
iv) When people are assigned to job that have contrasting characteristics,
unequal degree of status, and frequently foster completion

This is one of the most effective types of training which can be defined as
learning by doing and learning while working . On this types of training the
trainee is trained on the job at his/her workplace, this enables employee to
get training under the same working condition, and with the same processes,
materials and equipments they are using. This makes the training most
effective and easy to learn under the supervision and guidance of qualified
trainer. It is relatively cheaper and less time consuming and makes easiness
to the trainee as they are working in that environment where they are getting
training but the overall productivity may be low while the employees develop
their skill on particular job. It includes the following training program:

i) Apprenticeship program: Apprenticeship program is a structured process by

which trainee becomes skilled worker through in- the- job training. It is widely
used method in which each employee learn by working with those employees
who are already skilled in their jobs. Such program generally start with
classroom training focusing on theory and on auxiliary skill needed to perform
the job then trainee are allowed to perform only limited tasks. Slowly and
gradually the tuff task are given to encourage them , after that they become
able on performing job properly. The example of skill can be achieved through
apprentice training are : electrician, plumbing, accounting, nursing etc. In
such program the period of apprenticeship is pre-determined and does not
allow for individual differences in learning time.

ii) Internship training: In this method, the trainee is interned in organization

for a specified period and works as an employee. It is also a form of on- the-
job training on which the practical knowledge and experience is given to the
trainee along with theoretical knowledge to make them skilled and qualified
for performing the job. In terns work in organization for a specified period and
get real world exposure. The student of technical, medical and
management subject usually go for internship program. As per apprenticeship
program the interned program is just intend to get exposure to real world not
for providing the job.

iii) Job instruction training( JIT): JIT is a systematic approach to on- the- job
training which was developed during world war II to prepare supervisors to
train operatives. This method clearly goes far beyond just telling but includes
preparation, interaction, showing, illustrating, trying the new skill, asking
question, observation and follow up. It is the step by step training , those step
include :
- preparing the trainees by telling them about the job and overcoming their
uncertainties.
- Presenting the instruction, giving essential information in a clear manner.
- having the trainees tryout the job to display their understanding.
- Placing the workers into the job with a designated resource person to help if
needed.

Off- the- Job Training

All the job training that are taken place from outside the job place are include
in off- the- job training. Under such method, training is separated from the job
situation which focuses on learning the materials related to their future job
performance. Thus, the trainee can concentrate on learning rather than
spending time in performing it. Off- the- job training covers some techniques
they are given below:

i) Classroom lectures and conferences: there are certain aspects of all the
jobs that can be learned better in the classroom than on the job. Many
organization use lecture and conferences for delivering training in many types
of knowledge and skills. They are most useful when philosophy, concept,
attitudes, theories and problem solving activities must be learned. The lecture
and conference are suitable to convey the information to huge groups. In fact
even the on- the-job training approaches use lecture/ conference as part of
their overall approach. The effectiveness to this program will be maximizing
the chances for exchanging idea and views between the trainer and trainees,
and the success of such techniques depends on the leadership qualities of the
person who leads the group.

ii) Audio- Visual Aids: audio- video material such as films, videos are also
used in skill training program. They can provide information and explicitly
display skills that are not easily presented by other techniques. In such types
of technique the trainee may not feel boor as in lecture, it is far more better
and widely using techniques now a day, because of its effectiveness. Video
program provides a live work situation. However the effectiveness of this
method depends on how closely such films are related to the specific learning
objectives. The limitation of this techniques is the lack of interaction between
the trainer and the trainee.

iii) Simulation exercise: a simulator is any kind of equipment or techniques

that duplicates as nearly as possible, the actual condition encountered on the
job. The basic idea behind simulation is to construct a situation that closely
represents the actual one. Astronauts receive part of their training in
simulators. Simulator is very useful and even necessary when on-the-job
practice could result in a serious injury, a costly error or the destruction of the
valuable materials. It includes case exercise, experiential exercise, complex
computer modeling and vestibule (entrance) training.

iv) Programmed instruction: This is a method of self- instruction in which

training material is presented in the form of programmed text or manual. The
material to be learned is presented in organized logical sequences from
simple to complex level of instruction, thus trainee goes through these units
by answering question. It can facilitate trainees to learn at their own pace,
and provides immediate feedback.

Concept of Management Development

Define management development, with on-the-job development.

Management development can be defined as any attempt to improve

managerial performance by imparting knowledge, changing attitudes or
increasing skills. It is a systematic process of improving managerial
effectiveness through which managers develop their abilities to manage. It is
designed to improve the overall effectiveness of manager in their present
position and to prepare them for greater responsibility. Thus it is concerned
with both present and future performance of mangers.
According to Dcenzo and Robbins : Management development is future
oriented training focusing on personal growth of employee.

Techniques of Management Development

1) On- the- Job Development:

The development of managers ability in the same working

situation at their own working environment is known as on- the job
development. It is the learning by doing in the real working environment.
It consist the following program and techniques:

a) Coaching: This is one of the most popular management development

techniques where effective senior managers teach the new managers. It is an
activity of guiding managers to grow and improve their competence on a day-
to day basis. The coach gives right direction, advice, criticism and
suggestion and assign specific task to improve their abilities. The main
objectives of this techniques is to increase employee motivation by providing
more open lines of communication with their superiors, concrete feedback on
area needing improvement, positive reinforcement for what they do well, and
specific goals for change.

b) Understudy Assignment: Understudy assignments involve assigning a

potential manager to work for a more experience manager often on an
assistant to basis. The effectiveness of understudy assignment depends on
the willingness and ability of the higher level manager to share experience
and to transfer knowledge to the understudy manager. Such types of training
makes the potential manager competent and its solve the problem of lack of
competent people due to promotion, transfer, retirement and resignation of
present managers.

c) Job Rotation: Job rotation is a systematic process of moving trainee

managers from one job/depart to another job/depart to expand their skill,
knowledge and abilities. It is designed to prepare managers to take on
additional responsibilities by providing them with experience in different areas
of organization. The managers will learn new ideas and gain new information
underlying various job, such new ideas helps them in specific problem solving,
It also reduces the monotony in work. Such types of technique is more costly
for an organization.

d) Committee Assignment: It is a system in which manager is appointed to

committee team which provide an opportunity for the employee to share in
managerial decision making, to learn by watching others, and to investigate
specific organization problem. This techniques also develop skills in working
with other in a team. In such technique the trainee have the opportunity to
acquire the knowledge of various aspect of business.

2) Off- the- Job Development:

a) Sensitivity training: It is technique of changing behavior through group
process. In such technique the unstructured group of participants interact in a
fee and open environment with each other and get informed each other
truthfully of how their behavior is being seen and to interpret the kind of
feeling it produces. The main objectives of such technique is to provide
managers with increased awareness of their own behavior and of how other
perceive them. Through such development the trainee increase his/her
openness with others, increase tolerance for individual differences and
enhance the listening skill.

b) Transactional Analysis( TA) : This techniques focus on viewing the

interaction between individual and between groups as transaction and
thereby develops their managerial skills and abilities. This technique is based
on the concept that each person has a three- dimensional behavior pattern
base on three ego state.: parent, child, and adult. In TA theory the parents
and child ego state feel and react directly while the adult state thinks logically
before acting. Thus the managers are encourage to engage in adult state
behavior. It generate better understanding of problem, skill in interpersonal
competence.

c) Lecture courses: This is the popular method to bring all participants to a

common level of knowledge. This is the best technique to present and explain
series of facts, concept and principle in short time. It gives opportunities for
managers to acquire knowledge and develop their conceptual and analytical
abilities.

d) Simulation exercise: a simulator is any kind of equipment or techniques

that duplicates as nearly as possible, the actual condition encountered on the
job. The basic idea behind simulation is to construct a situation that closely
represents the actual one. Astronauts receive part of their training in
simulators. Simulator is very useful and even necessary when on-the-job
practice could result in a serious injury, a costly error or the destruction of the
valuable materials. It includes case exercise, experiential exercise, complex
computer modeling and vestibule (entrance) training.
Human Resource Planning:
 There has been increasing competition in the market to provide quality and low cost
product and services. In this situation the human resource department in the organization
has to plan human resource activities in order to ensure quality manpower, however many
organization pay less attention to the proper plan and utilization of human resources. HR/
employment/ manpower planning/ human resource planning is the process of acquiring and
utilizing human resources in the organization. If the organization has right number of
employees at the right time, critical problems can easily be solved.
HR planning is prepared by human resource department in consultation with line
department by determining the right number of people the demand and supply of
manpower. The HR planning and supply of manpower. The HR planning matches the
demand and supply of human resources in order to meet future activities.

1. According to Schuler, Personnel and HR planning involves forecasting human resource

needs for the organization planning the step necessary to meet those need.
2. According to Decenzo & Robbins, Employment planning is the process of determining
organizations human resources.

Human Resource Planning Process:-

HRP is the process of anticipating future business and environmental demand on an
organization and attempting to provide sufficient manpower. The important phases of HRP
are as follows:-
1. Environmental Analysis:-
Environmental analysis include an analysis of external (PESTEL) and the internal
environment (organizational objectives and plans). After an analysis of the internal and
external environment, it is possible for top managers and HR manager to find out strength
and weakness. On the other hand, it can analyze opportunities and threats.

2. Determining HR Objectives and Policies:-

After an analysis of internal and external environment, it is important to develop HR
objectives and policies. These objectives and policies are important to tap (use) the HR in
business opportunities. The human resource information system (HRIS) helps by providing
related information in this course of action.
3. Human Resource Forecast:-
Once the information is analyzed regarding current human resources, the next step is to
make a human resource forecast in order to meet the future requirement. It consists of
demand and supply forecasting (internal and external supply).
4. Action Plan:-
 Action plan is known as implementation plan. It is the execution of HRP and objectives. The
major activities required for the implementation of HRP are recruitment, selection,
socialization, training, development, transfer, promotion etc.
5. Control and Evaluation:-
Once HRP is executed, it is important to monitor and evaluate in order to know how the
HRP matches human resource objectives. The best way to monitor and evaluate the effect
of human resource planning (HRP) on human resource manager is to develop certain
indicators. The result of evaluation is feed-back to the human resource managers
Objectives of Human Resource Management:

Human resource management is the important component of management. It is the

combination of four functions. The main objectives of human resource management are as
follows:

1. Goal Achievement:
Human resource management makes effective utilization of available human resources by
providing them training, and development. The goal of the organization is achieved when
there is proper utilization of potential human resources

2. Structure Maintenance:
Every organization has its organizational structure. The objectives of human resource
management is to maintain adequate organizational structure. It helps to improve the
relationship among the human resource in the organizational setting.

3. Goal Harmony:
In an organization, there are individual and organizational goals, it brings harmony in
organizational goals and individual goals of employees. It recognize and satisfies individual
need in order to achieve overall organizational goals.

4. Productivity Improvement:
Human resource management is concentrated in providing different training and other
opportunities to the employees in order to increase skill and productivity of individual
employees. Better quality of human resources result in improved productivity.
5. Efficiency:
Human resource management avoid wastage and promote efficiency of human resources.
It ensures cost-effective utilization of human resources. The higher the productivity, higher
is the efficiency of employees. In this way, the main objective of human resource
management (HRM) is also to increase the efficiency of individual employee