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.

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 Developmen

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:
b) Understudy Assignment:
c) Job Rotation:
d) Committee Assignment:
2) Off- the- Job Development:
a) Sensitivity training:
b) Transactional Analysis( TA) :
c) Lecture courses:
d) Simulation exercise:
Changing Environment of HRM:
We all need to consider the environmental factors when wanting to implement anything. We all
require a contingency approach to be more effective in the present world. The same holds true for
organizations. an HR manager works in a varied environment. He can only do his duties well if he
is updated with the changing needs of the employees. And for this he naturally has to keep himself
abreast with not only the environment in which the organization exists, but of the environment
from which the employees are coming to work.
External Factors influencing the Personnel Function:
Technological Factors
Economic Challenges
Political Factors
Social Factors
Local and Governmental Issues
Unions
Employers Demands
Workforce Diversity
Internal Factors influencing the Personnel Function:
Mission
Policies
Organizational Culture
Organization Structure
HR System

Each of the external factors separately or in combination can influence the HR function of any
organization. The job of a HR manager is to balance the demands and expectations of the external
groups with the internal requirements and achieve the assigned goals in an efficient and effective
manner. Likewise, the internal environment also affects the job of a HR manager. The functional
areas, structural changes, specific cultural issues peculiar to a unit, HR systems, corporate policies
and a lot of other factors influence the way the HR function is carried out. The HR manager has to
work closely with these constituent parts, understand the internal dynamics properly and devise
ways and means to survive and progress.

Human Resource 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.
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