MODULE 1

HUMAN RESOURCE:-**Human resources is used to describe both the people who work for a company or
organization and the department responsible for managing resources related to employees. The term human
resources was first coined in the 1960s when the value of labor relations began to garner attention and when
notions such as motivation, organizational behavior, and selection assessments began to take shape.**The
resource that resides in the knowledge, skills, and motivation of people. Human resource is the least mobile of
the four factors of production, and it improves with age and experience, which no other resource can do. It is
therefore regarded as the scarcest and most crucial productive resource that creates the largest and longest
lasting advantage for an organization. HUMAN RESOURCE MANAGEMENT:-**HRM can be defined as a
process of procuring, developing and maintaining competent human resources in the organisation so that the
goals of an organisation are achieved in an effective and efficient manner. HRM is an art of managing people at
work in such a manner that they give their best to the organisation for achieving its set goals.**Human
resource management is therefore focused on a number of major areas, including 1. Recruiting and staffing 2.
Compensation and benefits 3.Training and learning 4.Labor and employee relations 5.Organization
development. NATURE OF HRM:- It is pervasive in nature as it is present in all enterprises. Its focus is
on results rather than on rules. It tries to help employees deve-lop their potential fully. It encourages
employees to give their best to the organization. It is all about people at work, both as individuals and
groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization
meet its goals in the future by providing for competent and well-moti-vated employees. It tries to build and
maintain cordial relations between people working at various levels in the organization. It is a multi-
disciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. SCOPE OF
HRM:- PERSONNEL ASPECT:-This is con-cerned with manpower planning, recruitment, selection,
place-ment, transfer, promotion, train-ing and development, layoff and retrenchment, remuneration, incentives,
productivity etc. WELFARE ASPECT:-It deals with working conditions and ameni-ties such as canteens,
rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities,
etc. INDUSTRIAL RELATIONS ASPECT:-This covers union-management rela-tions, joint consultation,
collec-tive bargaining, grievance and disciplinary procedures, settle-ment of disputes, etc. OBJECTIVES OF
H.R.M:-To help the organisation to attain its goals effectively and efficiently by providing competent and
motivated employees. To utilize the available human resources effectively. To increase to the fullest the
employee’s job satisfaction and self-actualisation. To develop and maintain the quality of work life (QWL)
which makes employment in the organisation a desirable personal and social situation. To help maintain
ethical policies and behaviour inside and outside the organisation. To establish and maintain cordial relations
between employees and management. To reconcile individual/group goals with organisational goals.
FUNCTIONS OF H.R.M:-MANAGERIAL:- **Planning. **Organising. **Directing. **Controlling.
OPERATIVE:- **Employment. **Development. **Compensation. **Maintenance (working conditions and
welfare). ****Motivation. **Personal records. **Industry relations. **Separation. ADVISORY:- **Advised
to Top Management. **Advised to Departmental Heads. ROLE AND RESPONSIBILITIES OF THE
HUMAN RESOURCE MANAGER:-Maintains the work structure by updating job requirements and job
descriptions for all positions. Maintains organization staff by establishing a recruiting, testing, and
interviewing program; counselling managers on candidate selection; conducting and analysing exit interviews;
recommending changes. Prepares employees for assignments by establishing and conducting orientation and
training programs. Maintains a pay plan by conducting periodic pay surveys; scheduling and conducting job
evaluations; preparing pay budgets; monitoring and scheduling individual pay actions; recommending,
planning, and implementing pay structure revisions. Ensures planning, monitoring, and appraisal of
employee work results by training managers to coach and discipline employees; scheduling management
conferences with employees; hearing and resolving employee grievances; counselling employees and
supervisors. Maintains employee benefits programs and informs employees of benefits by studying and
assessing benefit needs and trends; recommending benefit programs to management; directing the processing
of benefit claims; obtaining and evaluating benefit contract bids; awarding benefit contracts; designing and
conducting educational programs on benefit programs. Ensures legal compliance by monitoring and
implementing applicable human resource federal and state requirements; conducting investigations;
maintaining records; representing the organization at hearings. Maintains management guidelines by
preparing, updating, and recommending human resource policies and procedures. Maintains historical
human resource records by designing a filing and retrieval system; keeping past and current records.
Maintains professional and technical knowledge by attending educational workshops; reviewing professional
publications; establishing personal networks; participating in professional societies. HRM IN CHANGING
ENVIRONMENT:- ENVIRONMENTAL CHALLENGES:- **Rapid change. **Work force diversity.
**Globalization. **Legislation. **Technology. **Evolving work and family roles. **Skill shortages and the
rise of the service sector. ORGANIZATIONAL CHALLENGES:- **Controlling costs. **Improving
quality. **Creating distinctive capabilities. **Restructuring. INDIVIDUAL CHALLENGES:-
**Productivity. **Ethics and Social Responsibility. **Empowerment. **Job Insecurity. **Matching People
and Organizations Research.

STRATEGIC HRM:- Strategic management is that set of managerial decisions and actions that determine the
long-term performance of a corporation. It includes environmental scanning, strategy formulation, strategy
implementation and evaluation and control. The study of strategic management, therefore, emphasizes
monitoring and evaluating environ-mental opportunities and threats in the light of a corporation’s strengths and
weaknesses. FEATURES OF SHRM:-**Analyse the opportunities and threats existing in the external
environment. **Formulate strategies that will match the organisation’s (internal) strengths and weaknesses
with environmental (external) threats and opportunities. **Implement the strategies so formulated. **Evaluate
and control activities to ensure that organisation’s objectives are duly achieved. ADVANTAGES OF SHRM:-
**Allows identification, prioritisation and exploitation of opportunities. **Provides an objective view of
management problems. **Represents a framework for improved co-ordination and control of activities.
**Minimises the effects of adverse conditions and changes. **Allows major decisions to better support
established objectives. **Allows more effective allocation of time and resources to identified opportunities.
**Allows fewer resources and lesser time to be devoted to correcting erroneous or adhoc decisions. **Creates
a framework for internal communication among personnel. **Helps to integrate the behaviours of individuals
into a total effort. **Provides a basis for the clarification of individual responsibilities. DISADVANTAGES
OF SHRM:**Difficulty in predicating the people behavior **Problems with predicating external events
affecting HR planning **Needing constantly monitoring **Leading to industrial relation problems. Barriers to
Strategic HR:-**Short-term mentality/focus on current performance **Inability of HR to think strategically
**Lack of appreciation for what HR can contribute **Failure to understand line managers’ role as an HR
manager **Difficulty in quantifying many HR outcomes **Perception of human assets as higher-risk
investments

HUMAN RESOURCE DEVELOPMENT:- **H.R.D is an integral part of H.R function of an organization

that deals with development of the human resource through trainings and experiential learning. HRD develops
the key competencies of a person through performance analysis, identifying the gap and providing training to
fill the gaps. ** The part of human resource management that specifically deals with training and development
of the employees. Human resource development includes training an individual after he/she is first hired,
providing opportunities to learn new skills, distributing resources that are beneficial for the employee's tasks,
and any other developmental activities. ROLE OF HRD:- Getting the top management to think in terms of
strategic and long term business plans Clarifying the role of the HRD department and line managers in HRD
Streamlining of other management practices Better recruitment policies and more professional staff
Changes in the styles of top management Improvements in HRD systems More planning and more cost-
effective training Increased focus on human resources and human competencies Strengthening
accountabilities through appraisal systems and other mechanisms TQM interventions. CONCEPT OF
HRD:- Acquire or sharpen capabilities required to perform various functions associated with their present or
expected future roles. Develop their general capabilities as individuals and discover and exploit their own
inner potentials for their own and/or organisational development purposes. Develop an organisational culture
in which supervisor-subordinate relationships, teamwork and collaboration among sub-units are strong and
contribute to the professional well-being, motivation and pride of employees. FUNCTIONS OF HRD:- **The
capabilities of each employee as an individual. **The capabilities of each individual in relation to his or her
present role. **The capabilities of each employee in relation to his or her expected future role. **The dyadic
relationship between each employee and his or her supervisor. **The team spirit and functioning in every
organisational unit. ADVANTAGES OF HRD:-HRD people more competent. HRD develops new skill,
knowledge and attitude of the people in the concern organisations. With appropriate HRD programme,
people become more committed to their jobs. People are assessed on the basis of their performance by having a
acceptable performance appraisal system. An environment of trust and respect can be created with the help
of human resource development. Acceptability toward change can be created with the help of HRD.
Employees found themselves better equipped with problem-solving capabilities. It improves the all-round
growth of the employees. HRD also improves team spirit in the organisation. They become more open in their
behaviour. Thus, new values can be generated. It also helps to create the efficiency culture In the
organisation. It leads to greater organisational effectiveness. Resources are properly utilised and goals are
achieved in a better way. HRD STRATEGIES:- HRD Strategies are a plan that defines how the human
resources would be utilized through the use of an integrated array of training, organizational development and
career development efforts to achieve individual, organizational objectives. MAJOR HRD STRATEGIES:- 1-
Communications Strategy:-**In today’s changing scenario, it is essential to educate and train employees about
the change 2- Accountability And Ownership Strategy:-**Employee’s accountability and ownership leads to
higher productivity and customer acceleration. 3-Quality Strategy:**Quality needs to be fostered in the
employees through training and development. 4- Cost Reduction Strategy:-**Every employee’s contribution in
savings is crucial as small contributions from each employee can be pooled by organizations to save substantial
savings at the end of a given period and enhance its competitive strategy. 5- Intrapreneurship Strategy:-
**Every employee needs to be an independent entrepreneur, who can generate ideas and bring them to reality
by using the existing resources and support of the org to create innovative and creative products and services.
6-Culture Building Strategy:-**Org’s valuing its employees have a sustainable competitive edge over
competitors because employees are highly charged, motivated and commitment to the org. 7 - Systematic
Training Strategy:- **The planning and organization of formal on-job training and off-job training leads to
improving vital employee characteristics, build and sustain appropriate work culture and brings in more
professionalism in action. 8- Learning Strategy:- **Continuous development and learning environments
promote self-development of employees, of self and by self.

PERSONNEL MANAGEMENT VS HRM:-Personnel management is a traditional approach of managing

people in the organization. Human resource management is a modern approach of managing people and their
strengths in the organization. Personnel management focuses on personnel administration, employee welfare
and labor relation. Human resource management focuses on acquisition, development, motivation and
maintenance of human resources in the organization. Personnel management assumes people as a input for
achieving desired output. Human resource management assumes people as an important and valuable resource
for achieving desired output. Under personnel management, personnel function is undertaken for employee's
satisfaction. Under human resource management, administrative function is undertaken for goal achievement.
Under personnel management, job design is done on the basis of division of labor. Under human resource
management, job design function is done on the basis of group work/team work. Under personnel
management, employees are provided with less training and development opportunities. Under human resource
management, employees are provided with more training and development opportunities. In personnel
management, decisions are made by the top management as per the rules and regulation of the organization. In
human resource management, decisions are made collectively after considering employee's participation,
authority, decentralization, competitive environment etc. Personnel management focuses on increased
production and satisfied employees. Human resource management focuses on effectiveness, culture,
productivity and employee's participation. Personnel management is concerned with personnel manager.
Human resource management is concerned with all level of managers from top to bottom. Personnel
management is a routine function. Human resource management is a strategic function. H.R.M VS H.R.D:-
The human resource management is mainly maintenance oriented whereas human resource development is
development oriented. Organisation structure in case of human resources management is independent
whereas human resource development creates a structure, which is inter-dependent and inter-related. HRM
mainly aims to improve the efficiency of the employees whereas aims at the development of the employees as
well as organisation as a whole. Responsibility of HRD is given to the personnel/HRM department and
specifically to personnel manager whereas responsibility of HRD is given to all managers at various levels of
the organisation. HRM motivates the employees by giving them monetary incentives or rewards whereas
human resource development stresses on motivating people by satisfying higher-order needs.
MODULE II

HUMAN RESOURCE PLANNING:-**H.R.P could be expressed as a process by which the management

ensures the right number of people and right kind of people, at the right place, at the right time doing the right
things for which they are recruited and placed for the achievement of goals of the organization. OBJECTIVES
OF HRP:-**Ensure optimum use of human resources currently employed. **Avoid imbalances in the
distribution and allocation of human resources. **Assess or forecast future skill requirements of the
organization's overall objectives. **Provide control measure to ensure availability of necessary resources when
required. **Control the aspect of human resources. **Formulate transfer and promotion policies. SCOPE OF
HRP:-**Listing or current human resources. **Assessing the context to which the current manpower is utilized
to the advantage of the organizing. **Planning out the surplus human resource. **Analysing the requirements
of manpower in future in the light of expansion plans, retirement of personnel etc. **Making human resource
forecast. **Designing training programme for different categories of human resource. NEED FOR HRP:-
**HRP helps in proper recruitment and selection so that right type of people are available to man various
positions in the organization. **HRP also facilitates designing of training programmes for the employees to
develop the required skills in them. **HRP provides lead time for procuring personnel as the lead time given is
a time-consuming process.
BENEFITS OF HRP:-** HRP results in reduced labour costs as it helps the management to anticipate
shortages and/or surpluses or HR, and correct these imbalances before they become unmanageable and
expensive. **HRP is the scientific way for planning employee development that is designed to make optimum
use of workers’ skills within the organization. **HRP enables identification of the gaps of the existing HR so
that corrective training could be imparted. **HRP leads of improvement in the overall “Business Planning”
process. **HRP helps in formulating managerial succession plan as a part of the replacement planning process.
**HRP leads to a greater awareness of the importance of sound manpower management throughout the
organization. **HRP serves as a tool to evaluate the effect of alternative manpower actions and policies. HRP
PROCESS:-Analysing Organizational Objectives. Inventory of Present Human Resources. Forecasting
Demand and Supply of Human Resource. Estimating Manpower Gaps. Formulating the Human Resource
Action Plan. Monitoring, Control and Feedback. JOB ANALYSIS:-**Job analysis is the process of
gathering and analysing information about the content and the human requirements of jobs, as well as, the
context in which jobs are performed. This process is used to determine placement of job. PROCESS OF JOB
ANALYSIS:-Planning the Job Analysis:- **Identify objectives of job analysis. **Obtain top management
support. Preparing and Communicating the Job Analysis:- **Identify jobs and methodology. **Review
existing job documentation. **Communicating process to managers and employees. Conducting the Job
Analysis:- **Gather job analysis data. **Review and compile data. Developing Job Description and Job
Specification:- **Draft job description and specifications. **Review drafts with managers and employees.
**Identify recommendations. **Finalize job description and recommendations. Maintaining and Updating
J.D and J.S:-**Update J.D and J.S as the organisation changes. **Periodically review all jobs. NEED /
IMPORTANCE / BENEFITS:-**To make key changes in organizational structure and design. **Recruitment
and selection. **Performance appraisal and training/development. **Job evaluation. **Promotions and
transfer. **Career path planning. **Labor relations. METHODS OF JOB ANALYSIS:-**Personal
observation. **Actual performance of the job. **Interview method. **Critical incident method.
**Questionnaire method. **Log records. **HRD records.

JOB DESIGN:-**It aims at outlining and organising tasks, duties and responsibilities into a single unit of
work for the achievement of certain objectives. It also outlines the methods and relationships that are essential
for the success of a certain job. In simpler terms it refers to the what, how much, how many and the order of the
tasks for a job. FEATURES:- **Checking the work overload. **Checking upon the work under load.
**Ensuring tasks are not repetitive in nature. **Ensuring that employees don not remain isolated. **Defining
working hours clearly. **Defining the work processes clearly. BENEFITS:- **EMPLOYEE INPUT:- A good
job design enables a good job feedback. Employees have the option to vary tasks as per their personal and
social needs, habits and circumstances in the workplace. **EMPLOYEE TRAINING:- Training is an integral
part of job design. Contrary to the philosophy of “leave them alone’ job design lays due emphasis on training
people so that are well aware of what their job demands and how it is to be done. **WORK / REST
SCHEDULES:- Job design offers good work and rest schedule by clearly defining the number of hours an
individual has to spend in his/her job. **ADJUSTMENTS:- A good job designs allows for adjustments for
physically demanding jobs by minimising the energy spent doing the job and by aligning the manpower
requirements for the same. APPROACHES OF JOB DESIGN:- HUMAN APPROACH:- Given by
Herzberg. It laid emphasis on designing a job around the people or employees and not around the
organizational processes. It recognizes the need of designing jobs that are rewarding and interesting at the same
time. ENGINEERING APPROACH:- Given by F.W Taylor. According to this approach the work or task of
each employee is planned by the management a day in advance. The instructions for the same are sent to each
employee describing the tasks to be undertaken in detail. The details include things like what, how and when of
the task along with the time deadlines. JOB CHARACTERISTICS APPROACH:- According to this
approach there is a direct relationship between job satisfaction and rewards. They said that employees will be
their productive best and committed when they are rewarded appropriately for their work. They laid down five
core dimensions that can be used to describe any job:- skill variety, task identity, task significance, autonomy
and feedback. ISSUES IN JOB DESIGN:-**Job design is the process of creating or defining jobs by assigning
specific work tasks to individuals and groups. **Jobs should be designed so workers enjoy high levels of job
performance and job satisfaction. **Job simplification creates narrow and repetitive jobs consisting of well-
defined tasks with many routine operations, such as the typical assembly line job. **Job enlargement allows
individuals to perform a broader range of simplified tasks; job rotation allows individuals to transfer among
different jobs of similar skill levels on a rotating basis. **Job enrichment results in more meaningful jobs
involving more autonomy in making decisions and broader task responsibilities. SOME MORE ISSUES:-
**Telecommuting / Work from Home. **Job Sharing. **Flexi-Working Hours. **Alternative Work-Patterns.
**Technology Stress. **Task Revision.

JOB DESCRIPTION VS JOB SPECIFICATION:- JOB DESCRIPTION:-**It includes basic job-related

data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title,
job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be
performed, working conditions, machines, tools and equipments to be used by a prospective worker and
hazards involved in it. PURPOSE OF JOB DESCRIPTION:- **The main purpose of job description is to
collect job-related data in order to advertise for a particular job. It helps in attracting, targeting, recruiting and
selecting the right candidate for the right job. **It is done to determine what needs to be delivered in a
particular job. It clarifies what employees are supposed to do if selected for that particular job opening. **It
gives recruiting staff a clear view what kind of candidate is required by a particular department or division to
perform a specific task or job. **It also clarifies who will report to whom. JOB SPECIFICATION:-**It is a
written statement of educational qualifications, specific qualities, level of experience, physical, emotional,
technical and communication skills required to perform a job, responsibilities involved in a job and other
unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and
creativity, etc. PURPOSE OF JOB SPECIFICATION:-**Described on the basis of job description, job
specification helps candidates analyse whether are eligible to apply for a particular job vacancy or not. **It
helps recruiting team of an organization understand what level of qualifications, qualities and set of
characteristics should be present in a candidate to make him or her eligible for the job opening. **Job
Specification gives detailed information about any job including job responsibilities, desired technical and
physical skills, conversational ability and much more. **It helps in selecting the most appropriate candidate for
a particular job.

RECRUITMENT:-**The process of finding and hiring the best-qualified candidate for a job opening, in a
timely and cost effective manner. The recruitment process includes analysing the requirements of a job,
attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to
the organization. RECRUITMENT PROCESS:-**Identify Vacancy and Evaluate Need. **Develop Position
Description. **Develop Recruitment Plan. **Select Search Committee. **Post Position and Implement
Recruitment Plan. **Review Applicants and Develop Short List. **Conduct Interviews. **Select Hire.
**Finalize Recruitment. METHODS OF RECRUITMENT:- Internal Recruiting:-Any method of identifying
and attracting job candidates from within an organization can be considered internal recruiting. There are many
different mechanisms, some formal and some informal, that can be used to identify quality internal candidates.
External Recruitment:-It is the assessment of an available pool of job candidates, other than existing staff, to
see if there are any sufficiently skilled or qualified to fill and perform existing job vacancies. It is the process of
searching outside of the current employee pool to fill open positions in an organization.
SELECTION:-** Selection is the process of putting right men on right job. It is a procedure of matching
organizational requirements with the skills and qualifications of people. Effective selection can be done only
when there is effective matching. By selecting best candidate for the required job, the organization will get
quality performance of employees. By selecting right candidate for the required job, organization will also save
time and money. Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested. SELECTION METHODS:-**Application forms and CVs.
**Online screening and shortlisting. **Interviews. **Psychometric testing. **Ability and aptitude tests.
**Personality profiling. **Presentations. **Group exercises. **Assessment centres. **References.
SELECTION PROCESS:- Preliminary Interviews-**It is used to eliminate those candidates who do not meet
the minimum eligibility criteria laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview. 2-Application Blanks-
**The candidates who clear the preliminary interview are required to fill application blank. It contains data
record of the candidates such as details about age, qualifications, reason for leaving previous job, experience,
etc. 3-Written Tests-**Various written tests conducted during selection procedure are aptitude test, intelligence
test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. 4-
Employment Interviews-**It is a one to one interaction between the interviewer and the potential candidate. It
is used to find whether the candidate is best suited for the required job or not. 5-Medical Examination- Medical
tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee
absenteeism. 6-Appointment Letter- A reference check is made about the candidate selected and then finally he
is appointed by giving a formal appointment letter. DIFFERENCE B/W RECRUITMENT &
SELECTION:-RECRUITMENT **It is an activity of establishing contact between employers and applicants.
**It encourages large number of Candidates for a job. **It is a simple process. **The candidates have not to
cross over many hurdles. **It is a positive approach. **It proceeds selection. **It is an economical method.
**Less time is required. SELECTION:-**It is a process of picking up more competent and suitable employees.
**It attempts at rejecting unsuitable candidates. **It is a complicated process. **Many hurdles have to be
crossed. **It is a negative approach. **It follows recruitment. **It is an expensive method. **More time is
required. INDUCTION:-**It means introduction of newly appointed employees to his job, to his fellow
employees and to the organization by providing him relevant information so that he may not experience any
difficulty in discharging his duties and responsibilities properly and effectively. Objectives of Induction:- **To
provide necessary information about the organization **To overcome anxiety of the new employee **Creating
a feeling of social security **Develop the feeling of trust, faith and confidence in new employees
**Communicate rights, duties and responsibilities to new employee. PLACEMENT:-**It includes initial
assignment of new employees, and promotion or transfer of employees **Placing the right candidate in the
right job **Assigning due responsibilities and duties **Create interest in Job **Right placement would result
in productivity improvement

MODULE III
TRAINING/ LEARNING:-**Training refers to the teaching and learning activities carried on for the primary
purpose of helping members of an organization acquire and apply the knowledge, skills, abilities, and attitudes
needed by a particular job and organization. **An organisation is responsible for ensuring that its employees
have the appropriate skills and knowledge to fulfil the organisation's strategic and operational objectives.
BENEFITS:- **To improve business performance, productivity and efficiency – helping gain a competitive
edge **Improvement in employees' skills and knowledge for their current job role **Increasing employees'
generic skills – i.e. employability skills or key competencies (e.g. team work, problem solving,
communication) **Compliance with legal requirements **Organisational development – i.e. the fostering of
shared attitudes and values, change management, etc. **Talent management and succession planning
**Employee career development **employee motivation. NEED FOR TRAINING:- **Environmental
changes. **Organizational complexity. **Human relations. **To match employee specifications with the job
requirements and organizational needs. **Change in the job assignment. METHODS OF TRAINING:- ON
THE JOB:- **Job Rotation. **Coaching. **Job instruction. **Committee assignments. **Internship training.
OFF THE JOB:- **Case study method. **Incident method. **Role play. **Business games. **Grid
training. **Lectures. **Simulation. **Conferences. **Management training. STEPS OF TRAINING
PROCESS:- 1.Assess Training Needs:-**The need for training could be identified through a diagnosis of
present and future challenges and through a gap between the employee’s actual performance and the standard
performance.. 2.Set Organizational Training Objectives:-** The objectives could be based on the gaps seen in
the training programmes conducted earlier and the skill sets developed by the employees. 3.Create Training
Action Plan:-** the comprehensive action plan is designed that includes the training content, material, learning
theories, instructional design, and the other training requisites. 4.Implement Training Initiatives:-**
Organizations need to decide whether training will be delivered in-house or externally coordinated. Program
implementation includes the scheduling of training activities and organization of any related resources
(facilities, equipment, etc.). 5.Evaluate & Revise Training:-** the entire program should be evaluated to
determine if it was successful and met training objectives. 6.Feedback:-** Feedback should be obtained from
all stakeholders to determine program and instructor effectiveness and also knowledge or skill acquisition.
TYPES OF NEED ANALYSIS:-**Organizational Analysis. **Person Analysis. **Work analysis / Task
Analysis. **Performance Analysis. **Content Analysis. **Training Suitability Analysis. **Cost-Benefit
Analysis. NEEDS ASSESSMENT TECHNIQUES:- **Direct observation. **Questionnaires. **Consultation
with persons in key positions, and/or with specific knowledge. **Review of relevant literature. **Interviews.
**Focus groups. **Assessments/surveys. **Records & report studies. **Work samples. TRAINING &
TECHNOLOGY:-** Technology enabled learning can be an effective tool if the lessons are designed
according to instructional design principles. Additionally, online training is not restricted to a specific time or
location. Employees can complete training materials anytime and anywhere they have an Internet connection.
Websites can deliver the primary instructional content or extend and enhance training content. Many online
employee training programs require registration and have the capability to monitor employee performance
through the use of a learning management system. Increasingly organizations are leveraging technology
enabled instructional methods that utilize technology such as electronic learning via web based training, mobile
technology such as I-pads, and simulations in the delivery of instruction. CAREER PLANNING:-**It is a
process of systematically matching career goals and individual capabilities with opportunities for their
fulfilment. **Career planning is the process of enhancing an employee’s future value. C P
PROCESS/STEPS:- 1- Reflection And Self-Evaluation:-**In career planning should be to gather information
about yourself to assist in making a decision about a career. 2- Exploration:-**In exploring takes your self-
assessment a step further by looking at your personal interests, skills, values, and work -life needs and
narrowing down areas of possibilities. 3- Decision-Making and Goal Setting:-**After having completed your
self-assessment and explored your options you should be ready to make some career decisions. 4: Gaining
Experience:-**Career related experience can help you develop the skills, abilities and knowledge to solidify
your career goals. 5- Implementation:-**The process where you implement what you have learned and move
forward towards a new job or more advanced education. You should also continue to evaluate your options and
make adjustments as needed. CAREER PLANNING STRATEGIES:-**Ask For Feedback **Conduct
Regular Self-Assessment **Make Your Goals Manageable **Continue Your Education **Set Milestones
**Create a Vision Board **Conduct SWOT Analysis **Use SMART Goals **Hire a Career Coach **Keep
Yourself Up to Date. KNOWLEDGE MANAGEMENT:-(KM) is the process of creating, sharing, using and
managing the knowledge and information of an organisation. It refers to a multidisciplinary approach to
achieving organisational objectives by making the best use of knowledge. SUCCESSION PLANNING:- It is
a process for identifying and developing new leaders who can replace old leaders when they leave, retire or die.
Succession planning increases the availability of experienced and capable employees that are prepared to
assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart
of succession planning. TALENT MANAGEMENT:- It is the science of using strategic human resource
planning to improve business value and to make it possible for companies and organizations to reach their
goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent
management as well as strategic workforce planning. EMPLOYEE ENGAGEMENT:-**The individual’s
investment of her/his time, energy, skills, knowledge, and creativity in the efforts and directions set by the
organization. ** Businesses now aim to give more attention and action to both talent management and
employee engagement. That attention needs to be well-directed; those actions need to be well-developed.

MODULE 4
APPRAISAL PERFORMANCE:- **Referred to as a performance review, performance evaluation, (career)
development discussion, or employee appraisal is a method by which the job performance of an employee is
documented and evaluated. Performance appraisals are a part of career development and consist of regular
reviews of employee performance within organizations. APPRAISAL STEP/PROCESS:-**Objectives of
Performance Appraisal **Establish Job Expectations **Design an Appraisal Program **Appraise Performance
**Performance Interview **Use Appraisal Data for Appropriate Purposes. DISADVANAGE:-•Lack of top-
management information and support •Unclear performance standards •Rater bias •Too many forms to
complete •Use of the appraisal program for conflicting (political) purposes •Rating personality rather than
performance. •Inappropriate time span (either too short or too long). •Subjective or vague language in written
appraisals. •No follow-up and coaching after the evaluation. APPRAISAL PERFORMANCE:-
TRADITIONAL METHODS:- **Essay appraisal **Straight appraisal **Paried comparison **Critical
incidents method **Field review **Checklist **Graphic ratings scale **Forced distribution. MODERN
METHODS:-**Management by objectives (MBO) **360% appraisal **Assessment centres **Behaviourally
anchored rating scales **HR accounting. MANAGING PERFORMANCE:-**Management performance is
an ongoing process of communication between a supervisor and an employee that occurs throughout the year,
in support of accomplishing the strategic objectives of the organization. The communication process includes
clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results.
PERSONNEL MANAGEMENT:-**It can be defined as obtaining, using and maintaining a satisfied
workforce. It is a significant part of management concerned with employees at work and with their relationship
within the organization. **Personnel management includes the function of employment, development and
compensation- These functions are performed primarily by the personnel management in consultation with
other departments. **Personnel management is an extension to general management. It is concerned with
promoting and stimulating competent work force to make their fullest contribution to the concern.
MANAGERIAL COMPETENCIES:-**Managerial competencies are the skills, motives and attitudes
necessary to a job, and include such characteristics as communication skills, problem solving, customer focus
and the ability to work within a team. While businesses have long been capable of analyzing and utilizing
financial and other “hard” assets, the human assets involved in managerial competencies are harder to fit into
an equation.

MODULE 5
COMPENSATION:- Compensation (also known as Total Rewards) can be defined as all of the rewards
earned by employees in return for their labour. This includes:- Direct Financial Compensation:-**It consisting
of pay received in the form of wages, salaries, bonuses and commissions provided at regular and consistent
intervals. Indirect Financial Compensation:-**It including all financial rewards that are not included in direct
compensation and understood to form part of the social contract between the employer and employee such as
benefits, leaves, retirement plans, education, and employee services. Non-Financial Compensation:-
**It referring to topics such as career development and advancement opportunities, opportunities for
recognition, as well as work environment and conditions. PRINCIPLES/CONCEPT:- **Compensation is to
counter-balance. In the case of human resource management, compensation is referred to as money and other
benefits received by an employee for providing services to his employer. Money and benefits received may be
in different forms base compensation in money form and various benefits, which may be associated with
employee's service to the employer like provident fund, gratuity, and insurance scheme, and any other payment
which the employee receives or benefits he enjoys in lieu of such payment. COMPONENTS:- **Job
Descriptions **Job Analysis **Job Evaluation **Pay Structures **Salary Surveys OBJECTIVES:-**focusing
your employees efforts **attracting quality employees **retaining top performers **motivating your
employees. These objectives can be referred to with the acronym FARM: focus, attract, retain, motivate.
INTERNATIONAL COMPENSATION:-**Designing and developing a better compensation package for
HR professionals for the international assignments requires knowledge of taxation, employment laws, and
foreign currency fluctuation by the HR professionals. **Moreover, the socio-economic conditions of the
country have to be taken into consideration while developing a compensation package. **It is easy to develop
the compensation package for the parent country national but difficult to manage the host and third country
nationals. INCENTIVE:- **The term incentive means an inducement which rouses or stimulates one to action
in a desired direction. **An incentive has a motivational power; a large number of incentives the modern
organisations use to motivate their employees may be broadly grouped into 1. Financial Incentives:- Money is
an important motivator. Common uses of money as incentive are in the form of wages and salaries, bonus,
retirement benefits, medical reimbursement, etc. Management needs to increase these financial incentives
making wages and salaries competitive between various organisations so as to attract and hold force. 2. Non-
Financial Incentive:- Man is a wanting animal. Once money satisfies his/her physiological and security needs,
it ceases to be a motivating force. Then, higher order needs for status and recognition and ego in the society
emerge. Individual Incentive:-**Individual incentive plans are based on meeting work-related performance
standards, such as quality, productivity, customer satisfaction, safety, or attendance. **Individual incentive
plans require monitoring, and it is important to remember that the incentive scheme is not a substitute for good
management. Group Incentive:-**Team or group incentive plans are a reward for collective performance.
These are most effective when all group members have some impact on goals. The rewards can be equal or
different for each member, but this requires an understanding of team dynamics.

MODULE 6
INDUSTRIAL RELATIONS:-**Industrial relations are associated with labor, management, labor unions,
and the state. The scene of industrial relations has grown tremendously, and cannot be represented merely by
relations between management and labor. It has become a comprehensive and total concept embracing the sum
total of relationship that exists at various levels of the organizational structure. CONCEPT:-**Industrial
relations has been defined using various terminologies, but in the strictest sense, it is essentially the relationship
between management and labor. The full concept of industrial relations is the organization and practice of
multi-pronged relationships between labor and management, unions and labor, unions and management in an
industry. OBJECTIVES:-1.Protect management and labor interests by securing mutual relations between the
two groups. 2.Avoid disputes between management and labor, and create a harmonizing relationship between
the groups so productivity can be increased.3.Ensure full employment and reduce absenteeism, hence,
increasing productivity and profits. 4.Emphasize labor employer partnership to establish and maintain
industrial democracy. 5.Provide better wages and living conditions to labor, so misunderstandings between
management and labor are reduced to a minimum. 6.To bridge a gap between various public factions and
reshape the complex social relationships emerging out of technological advances by controlling and
disciplining members, and adjusting their conflicts of interests. TRADE UNION:-** An organization whose
membership consists of workers and union leaders, united to protect and promote their common interests. The
principal purposes of a labor union are to (1) negotiate wages and working condition terms, (2) regulate
relations between workers (its members) and the employer, (3) take collective action to enforce the terms of
collective bargaining, (4) raise new demands on behalf of its members, and (5) help settle their grievances. A
trade union may be: (a) A company union that represents interests of only one company and may not have any
connection with other unions. FUNCTIONS:-i) Increasing Co-operation and Well-being among Workers ii)
Securing Facilities for Workers iii) Establishing Contacts between the Workers and the Employers iv) Trade
Unions working for the Progress of the Employees v) Safeguarding the Interests of the Workers vi. Provision
of Labor Welfare. NEED:- 1. Most of the office bearers of the union were outsiders. 2. The trade union keeps
outsiders disapproved by management and particularly politicians and ex-employees. 3. The union consists of
only small number of employees. 4. There are in existence multiplicity of unions leading to rival unions. 5. The
trade union is not registered under the Trade Union Act, 1926. WORKERS PARTICIPATION IN
MANAGEMENT:- Traditionally the concept of WPM refers to participation of non- managerial employees in
the decision-making process of the organization. WPM means different things to different people depending
upon their objectives and expectations. Thus, WPM is an elastic concept. For example, for management it is a
joint consultation prior to decision making, for workers it means co-determination, for trade unions It is the
harbinger of a new order of social relationship and a new set of power equation within organisations, while for
government it is an association of labour with management without the final authority or responsibility in
decision making. Laws Related To Industrial Relations:- Industrial Relations Laws:- 1. The Trade Unions
Act, 1926. 2. The Industrial Employment (Standing Orders) Act, 1946. 3. The Industrial Disputes Act, 1947.
LABOUR WELFARE:-**Labour welfare is a flexible and elastic concept. Its meaning and implications differ
widely with times, regions, industries, countries, social values and customs, the general economic development
of the people and the political ideologies prevailing at particular moments. As such, a precise definition is
rather difficult. SOCIAL SECURITY:-**The Social Security Act provides a range of programs to afford you
a basic level of benefits in the event of your retirement, death, or disability. Most of these benefits are financed
by payroll taxes. Benefits:- **Retirement insurance **Survivors’ insurance **Disability insurance **Medicare
**Supplemental security income. EMPLOYEE HEALTH AND SAFETY:-**In order for Organisations to
manage health and safety in their workplace effectively they must implement adequate preventative and
protective measures for their workplace, along with training Management and Employees in certain processes
with regards to ensuring both their own safety, and the safety of others.

MODULE 7
CHANGE MANAGEMENT:-**It is the discipline that guides how we prepare, equip and support individuals
to successfully adopt change in order to drive organizational success and outcomes. **While all changes are
unique and all individuals are unique, decades of research shows there are actions we can take to influence
people in their individual transitions. Change management provides a structured approach for supporting the
individuals in your organization to move from their own current states to their own future states. THREE
LEVELS OF C M:- Individual Change Management:-**Individual change management requires understanding
how people experience change and what they need to change successfully. It also requires knowing what will
help people make a successful transition. Organizational/Initiative C M:-**Organizational change management
involves first identifying the groups and people who will need to change as the result of the project, and in
what ways they will need to change. Organizational change management then involves creating a customized
plan for ensuring impacted employees receive the awareness, leadership, coaching, and training they need in
order to change successfully. Enterprise C M Capability:-**Enterprise change management is an organizational
core competency. An enterprise change management capability means effective change management is
embedded into your organization’s roles, structures, processes, projects and leadership competencies.
PRINCIPLES:- 1. Address the “human side” systematically. 2. Start at the top. 3. Involve every layer. 4.
Make the formal case. 5. Create ownership. 6. Communicate the message. 7. Assess the cultural landscape. 8.
Address culture explicitly. 9. Prepare for the unexpected. 10. Speak to the individual. CORPORATE
SOCIAL RESPONSIBILITY (CSR):-**A way of doing business which is based on ethical principles and
structured management controls, and which takes into account social and environmental considerations
alongside economic considerations when making business decisions, and attempts to create positive impacts on
all stakeholders. CSR is a voluntary approach, going beyond compliance with laws and regulations. Some
argument for HR people taking the CSR agenda seriously can be summarized as follows:-**Companies are
increasingly required to take account of the impact of their activities on society **The credibility of CSR is
dependent on delivery not rhetoric **HR is responsible for many of the key systems and processes (e.g
recruitment training, communications) on which effective delivery depends. **HR people have relevant
knowledge and skills in relation to organizational learning and cultural change **Managing trust and risk raises
fundamental issues about how people are managed **Employees are a key stakeholder in any CSR.
SUSTAINABILITY:-**Sustainability in HRM practices can be considered from two separate aspects: the
importance of managing people and the notion of sustainability. Valuable human resources have been
identified as critical for organisational success. Large amount of researches have been carried out related to
HRM and organizational performance. HR professionals have been influenced by resource-based views such as
human resources are rare and inimitable, and building profits by putting people first. **Sustainability has been
picked up as a perspective to analyse the implications of these developments on HRM. Key topics could be
related to recruiting and retaining top talent, developing critical competencies, motivation, incentives for
exceptional performance, employability, lifelong learning, demographic trends, aging workforces, employee
health, safety, quality of life, work-life balance, justice, ethics, and CSR. HRIS:-•HRIS can be defined as
integrated systems used to gather, store and analyze information regarding an organization’s human resources.
•One which is used to acquire, store, manipulate, analyze, retrieve and distribute information about an
organization’s human resources. •HRIS is not limited to the computer hardware and software applications that
comprise the technical part of the system: it also includes the people, policies, procedures and data required to
manage the HR function. USES:- •HR Professionals –Reporting and compliance –Payroll and compensation
analysis –Benefits administration –Applicant tracking, skills inventory •Functional Managers –Performance
management and appraisal –Recruitment and resume processing –Team and project management –Training and
skills testing –Management development •Individual Employees –Self-service benefit options –Career
planning –Training and development.

HR AUDIT:-**The HR Audit is a process of examining policies, procedures, documentation, systems, and

practices with respect to an organization’s HR functions. The purpose of the audit is to reveal the strengths and
weaknesses in the organization's human resources system and any issues needing resolution. The audit works
best when the focus is on analyzing and improving the HR function in the organization. OBJECTIVES:-
**Effectiveness of performance of HR Department **Implementation of HR policies, procedures **To find
out the reasons for low productivity and improve HRD Strategies **Evaluation of the HR staffs & employee
**Modify and Review HR system & challenges Questioning. Benefits:- •Identification of contributions of HR
department •Helps identify the gaps between the current state and the standard, thereby streamlining HR work
processes •Encouragement of greater responsibility and professionalism among HR members •Clarification of
HR duties and responsibilities •Stimulation of uniformity of HR policies and practices •Ensuring timely
compliance with legal requirements •Reduction of HR costs through more effective personnel procedures • A
thorough review of HR information systems. TYPES •Compliance: Focuses on how well the company is
complying with current federal, state and local laws and regulations. •Best Practices: Helps the organization
maintain or improve a competitive advantage by comparing its practices with those of companies identified as
having exceptional HR practices. •Strategic: Focuses on strengths and weaknesses of systems and processes to
determine whether they align with the HR department’s and/or the company’s strategic plan. •Function-
Specific: Focuses on a specific area in the HR function (e.g., payroll, performance management, records
retention, etc.) HR RECORDS:-**Records refer to the informational documents utilized by an organisation to
carry out its functions. There can be conventional record systems through file system or can be modern record
management system through soft wares. IMPORTANCE:-**To supply information required by the
management **To identify training needs **To use them for succession planning **To know validity of
employment tests and interviews **To take personnel decisions like transfer, promotions etc. **To maintain up
to date data about everything in the organisation. HR RESEARCH:-**It is a systematic and scientific process
of collecting information, analyzing the information and drawing conclusions for better decision-making in HR
function. INTERNATIONAL HUMAN RESOURCE MANAGEMENT:-It includes the firm's work
systems and its employment practices. It embraces both individual and collective aspects of people
management. It is not restricted to any one style or ideology. It engages the energies of both line and specialist
managers (where the latter exists) and typically entails a range of messages for a variety of workforce groups.
APPROACHES:- Ethnocentric: key positions filled by nationals of parent company Polycentric: host country
nationals recruited to manage subsidiary in their own country Geocentric: best people recruited, whatever their
nationality Regiocentric: best people recruited within region in which the subsidiary operates (e.g. EU, USA).
WORK-LIFE INTEGRATION:- Work-life Integration is an outcome of people exercising control &
choice in their life to meet life’s challenges. This can be managing work responsibilities alongside their
personal & family needs. The areas of a person’s life which require integration will change based on the
individual’s life stages A person in his or her 20s may be balancing career development and social activities
In 30s, when a person gets married & starts a family, family & job responsibilities become competing
challenges. IMPORTANCE:- Work & life stressors will continue to increase, as expectations & choices
compel us to seek for what is a “good life”. Our core values & life goals become the skill‐set that enables us
in work‐life balancing and in living & working efficiently and effectively. When organisation takes
cognizance of this work‐life imperative and designs a conducive work environment, it motivates the employees
to work more efficiently and productively. HR OUTSOURCING:- Human resources outsourcing is when
businesses hire companies to manage personnel functions. That includes administration of health benefits
plans, retirement plans, and workers’ compensation insurance. It also includes hiring, training, and legal
expertise. Outsourcing is a strategic decision to give a task or activity to an independent contractor who
determines how best to do the task or activity. •The firm and the independent contractor become partners and
may establish a long-term relationship. ADVANTAGES:- •Better quality people and knowledge may be
applied to an activity or task by the outsourcing firm. •Reduction in administrative costs may be possible when
certain tasks are outsourced. •Outsourcing certain activities and employees that do not fit with company culture
may be used to preserve a strong culture or employee morale. DISADVANTAGES:-•Outsourcing may lead to
loss of control of certain activities. •Outsourcing an activity may result in loss of the opportunity to gain
knowledge and information that may have general application to other key processes and activities.