An assignment on

Human Resource Management

Submitted by:
Karuna Bhandari
ID: LC00016000114
Nepal Business College

Author Note

This assignment was prepared for Human Resource Management, BBA 1213
Department of Management, taught by Mrs. Pushpanjali Jha
 1. Definition of Human Resource Management? Difference between Human Resource
Management and Personnel Management?

 Human Resource Management (HRM) is the term used to describe formal systems
devised for the management of people within an organization. The responsibilities of a
human resource manager fall into three major areas: staffing, employee compensation
and benefits, and defining/designing work.
The principal component of an organization is its human resource or ‘people at work’.
According to Leon C. Megginson from the national point of view Human Resources as,
“the knowledge, skills, creative abilities, talents and aptitudes obtained in the population;
whereas from the view point of the individual enterprise, they represent the total of
inherent abilities, acquired knowledge and skills as exemplified in the talents and
aptitudes ofits employees.”

The difference between Human Resource Management and Personnel Management are
given below:-

BASIS FOR PERSONNEL HUMAN RESOURCE

COMPARISON MANAGEMENT MANAGEMENT

Meaning The aspect of management that is The branch of management that

concerned with the work force
and their relationship with the
entity is known as Personnel
Management.
focuses on the most effective use of
the manpower of an entity, to
achieve the organizational goals is
known as Human Resource
Management.
 BASIS FOR PERSONNEL HUMAN RESOURCE
COMPARISON MANAGEMENT MANAGEMENT

Approach Traditional Modern

Treatment of Machines or Tools Asset

manpower

Type of function Routine function Strategic function

Basis of Pay Job Evaluation Performance Evaluation

Management Role Transactional Transformational

Communication Indirect Direct

Labor Collective Bargaining Contracts Individual Contracts

Management

Initiatives Piecemeal Integrated

Management Procedure Business needs

Actions

Decision Making Slow Fast

Job Design Division of Labor Groups/Teams

 2. Define job description. Explain the contents of job description?
 A job description summarizes the duties of a position and states the essential
responsibilities of the job. A company relies on a job description to relay this information
regarding a work role to potential candidates to encourage qualified applicants to apply
and discourage the application of unqualified individuals. The job description also serves
to structure job interviews by focusing attention on the work requirements and applicant
credentials that are most important to success in the position to be filled. The job
description also establishes expectations for potential employees of the criteria that will
be used to evaluate future on-the-job performance (www.google.com).
The contents of job description are:-

1) Job title: first of all the job description document must describes the job title. It must
be short, definite and suggestive of the nature of job.

2) Job location: it means the name of department where the job exists.

3) Job summary: it means a short summary of the task to be performed by the employee.

4) Job duties: job description document should include the percentage of time that is
devoted to the performance of each task.

5) Equipment’s, machines and tools: equipment’s, machines and tools to be used in the
job should be written in the job description document.

6) Relation to other jobs: relation to other jobs will help the organization to understand
the nature of the job.

7) Nature of supervision: job description must include the nature of supervision it

includes.

8) Working environment: the working conditions, hazards involve in the job must be
mentioned in the job description document.
 3. Discuss the importance of Human Resource Planning with process involve in it?

 Human resource planning is a process that identifies current and future human
resources needs for an organization to achieve its goals. Human resource planning should
serve as a link between human resource management and the overall strategic plan of an
organization. Ageing workers population in most western countries and growing
demands for qualified workers in developing economies have underscored the importance
of effective human resource planning (www.google.com).

The importances of Human Resource Planning are:-

 It gives the company the right kind of workforce at the right time frame and in right figures.
 In striking a balance between demand-for and supply-of resources, HRP helps in the
optimum usage of resources and also in reducing the labor cost.
 Cautiously forecasting the future helps to supervise manpower in a better way, thus pitfalls
can be avoided.
 It helps the organization to develop a succession plan for all its employees. In this way, it
creates a way for internal promotions.
 It compels the organization to evaluate the weaknesses and strengths of personnel thereby
making the management to take remedial measures.
 The organization as a whole is benefited when it comes to increase in productivity, profit,
skills, etc., thus giving an edge over its competitors.(studiousguy, n.d.)

The planning processes of Human resource planning are listed below:-

 Objectives of human resource planning:- human resource planning must be matched with
overall organizational plans. It should be concerned with filling future vacancies rather
than matching existing personnel with existing jobs.

 Current manpower stock:- Current manpower stock must be continuously maintained by

every department. Manpower inventory must have the detailed bio data of each
individual. This record not only helps in employee development but also in the finding
out the surplus/ shortage of manpower.

 Determining net requirement:- human resource manager must check the demand and
supply of the manpower before deriving at any conclusion.
 Redeployment and redundancy:- in redeployment the surplus employees in one
department can be transferred to another department where deficit of employees
estimated and in case of redundancy where surplus employees cannot be redeployed they
can be offered voluntary retirement scheme.

 Employment programme:- here it is required to prepare programmes of recruitment,

selection, transfer and promotion to achieve organization goal.

 Training and development:- it is very necessary for the employees to keep them updated
in the job they are doing.

 Evaluation of Human resource planning:- after doing all the above steps it is necessary to
evaluate the effectiveness of human resource planning.

4. Explain the process of recruitment in an organization?

 A recruitment process is an organization-specific model of candidate sourcing for

the purpose of finding and hiring new employees. Typically, the ownership of the
recruitment process resides within the Human Resources function, although
companies also use third-party recruiting firms. Ownership can vary depending
upon the specific organizational structure of the company carrying out the
process.

 Identifying viable candidate:- Finding candidate is also not enough. An

organization (or its recruiter) must also find qualified candidates. Anybody can
find candidates. They’re everywhere. But those high-level A-players, the kind
of candidates your competition would kill for? They’re NOT everywhere. So
searching for them, finding them, and identifying them will be more difficult if
the first three steps in the process have not been undertaken.
 Planning:- Once you’ve identified exactly what you need (both in terms of hard
skills and soft skills), then it’s time to put a plan together to find what you need.
You know what they say: “When you fail to plan, you plan to fail.” Make sure
that you get the “buy in” of everybody involved with the hiring process on the
steps that will be taken and the communication channels that will be used. All it
takes is one misstep to blow everything up.
 Searching:- This is a case where you need to be a “hunter” and not a “gatherer.”
Too many companies are “gatherers,” thinking that superstar candidates are
going to rain down from the sky like so much manna. No, they are not. Once
again, this is why companies hire “headhunters.” They hunt, they do not gather.
Not only that, but they’re good at what they do. Hiring authorities and even
companies with internal recruiters often cannot match the expertise and
connections of a recruiter who “works in the trenches” of the industry day after
day.
 Recruiting of A-level candidates:- Once viable candidates have been identified,
they must be recruited. In other words, they must be sold on not only the
opportunity, but also on the organization. Some organizations miss this
important distinction. Top candidates are not just interested in a great new job.
They’re interested in a great new job with a great new employer. If they like the
job, but they don’t also like the employer, then they’re not going to take the job.
As mentioned above, recruiting is a major facet of the recruitment process.
 (Telephone) screening:- Sure, you have a batch of viable candidates, most likely
passive candidates, who are interested in the position. But not every single one
of them are going to make it through the process. That brings us to the first
screening stage of the process, the telephone interview. Ideally, you would have
a list of 10 to 15 very strong candidates, all of whom are interested in the
position. The phone screening serves to whittle that list down, so that you can
move to the next stage of the process, which is . . .
 Offering of employment:- The offer stage is one of the most delicate stages of
the recruiting process. A hiring manager should never take for granted that a
candidate is going to accept an offer. However, if they’ve done all of the proper
work beforehand and they’ve double and triple-checked everything, then the
candidate should accept the majority of the time. Here’s an important note: if an
organization is working with a search consultant, the hiring manager of that
organization should let the search consultant extend the offer. That’s what the
candidate expects, and that’s what should happen.
  Onboarding of the candidate:- What’s the point of hiring the best candidates in
the marketplace if you can’t retain those candidates after you’ve hired them? A
comprehensive onboarding process is perhaps the most crucial steps in the
recruiting process. When we refer to onboarding, we’re talking about more than
just new employee paperwork and knowing where the bathrooms are located.
We’re talking about continuing to make the candidate/new employee feel
wanted before they officially join the organization. Many a company has failed
to do that, only to see their new employee never show up for their first day of
work.
5. Briefly explain common interviewing errors. How can we overcome/ avoid these
mistakes?
 The common interviewing errors and their solution methods are listed below:-
Errors (www.google.com):-

1. Poor Planning – This often results in unstructured interviews, with minimal information
to accurately compare candidates. The more unstructured the interview is, the less valid
and reliable it is.
2. Snap Judgment – First impressions are key but should not be used to judge an applicant.
Often at times interviewers will make a “snap judgment” within minutes of meeting the
applicant or even when they review their test scores or resume.
3. Negative Emphasis – Interviewers are most likely to remember and be influenced by the
unfavorable aspects of the interview, and opinions can be more easily changed from
positive to negative.
4. Halo Effect – This is when a positive first impression of an applicant causes the
interviewer to view them with a positive bias, which distorts their ability to accurately
rate the candidate. For example if the candidate has a nice smile or firm handshake they
may be viewed in a positive light before the interview even starts.
5. Poor Knowledge of the Job – If the interviewer is not familiar with what the job entitles
they will not know what type of person that would be best suited for the position. As a
result, they will most likely inaccurately choose a candidate based off a stereotype of
what they believe is a good employee.
 6. Contrast (Candidate-Order) Error – The order that a person is interviewed can affect their
rating. For example, a candidate may be viewed more favourably than they actually are if
they were interviewed after a series of unfavourable candidates.

We can avoid these mistakes by following ways:

1. Failing to prepare

Approach a job interview the way you would a test. It's important to study detailed
information about the company where you're applying so you're ready to talk about how
your skills are a good fit for its business.

2. Wearing the wrong outfit

We all know it's wrong to judge a book by its cover – but interviewers often do just
that. Show up to your interview looking too informal or disheveled, and you may make
a bad impression before you even introduce yourself.

3. Not being punctual

Arriving a few minutes early – experts recommend about 10 minutes – serves two
purposes. It proves that you're organized, reliable and eager. It also allows you to take
some time to compose yourself, use the restroom and prepare for the impending
conversation.

4.Asking questions with obvious answers

Don't ask anything that betrays ignorance of the company's basic information. If it's
available on the website, you should know about it.

"These days, there's no excuse for job seekers not to do a little bit of research," Marinelli
says. "The last thing employers want to see is that someone just wants a job and it
doesn't matter to them that they're interviewing with us."
6. How to validate a test? Explain in brief?
 There are five points that should be taken into consideration for the validation of
test they are listed below:-
i. Analyze job and write description:- The first for the validation of the test
is analyze job and writing the job description for the job. In this we have
to determine and specify predictors or requirements necessary for the
successful performance of the organization. We must analyze what is
success in the job. After knowing it at last job description and job
specification is written.
ii. Choose the tests:- After analyzing the job and writing job description the
next point is chose the test. Which test is favoring to your job specification
that must be chosen. This content attributes for success that measures an
array of possible predictors such as aggressiveness, extroversion and
numerical ability.
iii. Give the test:- After choosing the test the next point is give the test. The
test is given in two formats the first one is current validation. In this
validation the test is given by the employees and the result is compared in
the current performance. The next one is predictive validation. In this
selection the applicant should give the test before hiring. In this selection
alternative selection technique to hire is used and at last the real
performance of the employees is measured with the test.
iv. Relate test scores and criteria:- in this point the test scores of the
employees and criteria is measured. It shows the statistical relationship
between the employees and test. And also it shows the relationship
between the test scores ad job performance of different employees.
v. Cross-validate and re-validate:- To cross validate candidate should
perform the step 3 or 4an a new sample employees. An expert should
revalidate the test periodically. To determine content validity careful job
analysis that identifies he work behavior must require and combine sample
 7. For what sorts of job do you think unstructured interviews might be must appropriate?
 An unstructured interview is an interview in which there is no specific set of
predetermined questions, although the interviewer usually has certain topics in
mind that they wish to cover during the interview.
.

I think unstructured interview s most appropriate in hospitals and clinics. Many

clinicians have been heavily influenced by earlier psychoanalytic thought that
placed considerable emphasis on the indirect techniques of interviewing, and a
free-flowing exchange between the clinician and patient. Generally,
such unstructured interviews allow the clinician freedom to reword questions, to
introduce new questions, or to modify question order, and to follow patients’
spontaneous sequence of ideas. It is often assumed that such spontaneous
discussion allows patients to follow more nearly their natural train of thought and
may allow them to bring out interview material that is more predictive of what
they would say or do in real-life situations. The flexibility of the unstructured
interview may allow clinicians to adapt their techniques to patients’ particular
situations. In some cases the interviewer may omit topics that do not seem
applicable, and in other cases he or she may introduce related topics not originally
planned. Many readers may have watched skilled clinician-interviewers elicit
previously hidden facts, using attention to conflicts, dysphonic affects, defenses
used by the patient, and symptom origins. The sophisticated data-reduction
techniques and hypothesis testing carried out consciously or pre consciously in
interviews by skilled clinicians have such practical value that development of
these skills became the primary pursuit of many clinicians.(Sciencedirect)
Bibliography
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www.google.com. (n.d.). Retrieved from www.jobdescription.com.

www.google.com. (n.d.). Retrieved from www.slidehare.net.

www.google.com. (n.d.). Retrieved from www.interviuew.com.