Definition of HRM

1. HRM is a series of integrated decisions that form the

employment relationship their quality contributes to
the ability of the organizations and the employees to
achieve the objectives
2. HRM is concerned with the people dimension in
management. Since every organization is made up of
people’s acquiring their services developing their
skills, motivating them to higher level of performance
and ensuring that they continue to maintain their
commitment to organization are essential to achieving
organization objectives. This is true regardless of the
type of organization. Government business education
health recreation or social action.
3. Management is the planning; organization, directing
and controlling of the procurement development
compensation, integration, maintenance and separation
of human resources to the end that individual
organizational and social objectives are accomplished.
4. Thus HRM refers to a set of programs functions and
activities designed and carried out in order to
maximize both employee as well as organizational
effectiveness.
Scope of HRM
The scope of HRM is indeed vast. All major activities
in the working life of a worker- from the time of his entry
into an organization until he or she leaves- come under the
purview of HRM. Specifically the activities included are
HR planning job analysis and design, recruitment and
selection organization and placement training and
development performance appraisal and job evaluation
employee and executive remuneration motivation and
communication welfare safety and health industrial
relations and the like for the sake of convenience we can
categories all the function into seven actions.
1. introduction into HRM
2. employee hiring
3. employee and executive remuneration
4. employee motivation
5. employee maintenance
6. industrial relations
7. prospects of HRM
Objectives of HRM:
The primary objectives of HRM are to ensure the
availability of competent and willing to work force to an
organization. Beyond this three are objectives too,
specifically HRM objectives are in four fold
1. societal objectives.
2. organizational objectives.
3. functional objectives.
4. personal objectives.

Social objectives: To be ethically and socially responsible

to be needs and challenges of the society while minimizing
the negative impact of such demands upon the
organization. The failure of organizations to use their
resources for the society’s benefit in ethical ways any lead
to restrictions for eg.. the society may limit HR decision
through laws that enforce reservation in hiring and laws
that address discrimination safety or other such areas of
social concern.
Organizational objectives: To recognize the role of HRM in
brining about organizational effectiveness HRM is not an
end itself. It is only a means to assist the organization with
primary objectives. Simply stated the department exists to
serve the rest of the organization.
Function objectives: To maintain the departments
contribution of a level appropriate tithe organization at a
level appropriate to the organization needs. Resources are
wasted when HRM is either more or less sophisticated to
suit the organizations demands. The department’s level of
service must be tailored to fit the organization it serves.
Personal objectives: to assist employee in achieving their
personal goal at least in so far as these goals enhance the
individual contribution to the organization. Personal
objectives of employees must be met if workers are to be
maintained retained and motivated otherwise employee
performance and satisfaction. Man decline and employee
any leave the organization.

Job Analysis and Design

Job Definition:
A job is defined as a collection of duties and
responsibilities which are given together to an individual
employee.
Job analysis is the process of studying and collecting
information relating to operations and responsibilities of a
specifies job.
It includes the following aspects..
• job analysis
• job description job specification
 • Job title/ name of the job Qualification.
• Working hours
• Duties and responsibilities experience working
conditions family background
• Salary and incentives training
• Machines to be handled on the job interpersonal skills
As mentioned in the above job analysis is divided into 2
parts
A)job description: where the detail regarding the job are
given.
b) job specification: where we explain the qualities required
by people applying for the job.

Need/importance/purpose /benefits of job analysis:

The following are he benefits of job analysis.
1. Organizational structure and design:-Job analysis help
the organization to make suitable changes in the
organizational structure, so that it matches the needs
and requirements of the organization. Duties are
either added or deleted from the job.
2. Recruitment and selection:- job analysis helps to plan
for the future human resource. It helps to recruit and
select the right kind of people. It provides information
necessary to select the right person.
3. performance appraisal and training / development:-
Based on the job requirements identified in the job
analysis the company decides a trained program.
Training is given in those areas which will help to
improve the performance on the job. Similarly when
appraisal is conducted we check whether the
 employee is able to work in a manner in which we
require him to do the job.
4. job evaluation:- job evaluation refers to studying in
detail the job performance by all individual. The
difficulty levels skills required and on that basis the
salary is fixed. Information regarding qualities
required, skilled levels difficulty levels are obtained
from the job analysis.
5. promotions and transfer:- when we give a promotion
to an employee we need to promote him on the basis
of the skill and talent required for the future job.
Similarly when we transfer an employee to another
branch the job must be very similar to what he has
done before. To make these decisions we collect
information from job analysis.
6. Career path planning:- Many companies have not
taken up career planning for their employees. This is
done to prevent the employee from leaving the
company. When we plan the future career of the
employee, information will be collected from job
analysis. Hence job analysis becomes important or
advantageous.
7. Labour relations:- When companies plan to add extra
duties or delete certain duties from a job they require
the help of job analysis, when this activity is
systematically done using job analysis the number of
problems with union members reduce and labour
relations improve.
8. Health and safety:- Most companies prepare their own
health and safety plans and programs based on job
analysis. From the job analysis company identifies the
 risk factor on the job and based on the risk factor
safety equipments are provided.
9. Acceptance of job offer:- When a person is given an
offer/appointment letter the duties to be performed by
him are clearly mentioned in it this information is
collected from job analysis, which is why job analysis
becomes important.
Methods of job analysis:
There are different methods used by organization to
collect information and conduct the job analysis. These
methods are
1. Personal observation:- in this method the
observer actually observes the concerned
worker. He makes a list of all the duties
performed by the worker and qualities
required to perform those duties based on the
information collected job analysis is prepared.
2. Actual performance of the job:- In this method
the observer who is in charge of preparing the
job analysis actually does the work himself.
This gives him an idea of the skill required the
difficulty level of the job the efforts required
etc.
3. Interview method:- In this method an
interview of the employee is conducted. A
group of experts conduct the interview. They
ask questions about the job skilled levels and
difficulty levels. They question and cross
question and collect information and based on
this information job analysis is prepared.
4. critical incident method:- In this method the
employee is asked to write one or more
critical incident that has taken place on the
job. The incident will give an idea about the
problem how it was handled qualities required
and difficulty levels etc. critical incident
method gives an idea about the job and its
importance.(a critical means important and
incident means anything which takes place in
the job)
5. Questionnaire method:- In this method a
questionnaire is provided to the employee and
they are asked to answer the questions in it.
The questions may be multiple choice
questions or open ended question. They
questions decide how exactly the job analysis
will be done. The method is effective because
people would think twice before putting
anything in writing.
6. Log records :- companies can ask employees
to maintain log records and job analysis can
be done on the basis of information collected
from the log record. A log record is a book in
which employees record/write all the actives
performed by them on the job. The records are
extensive as well as exhausted in nature and
provide a fair idea about the duties and
responsibilities in any job.
7. HRD records:- Records of every employee are
maintained by HR department. The record
contain detail about educational qualification,
 name of the job number of years of experience
duties handled any mistakes committed in the
past and action taken number of promotions
received area of work core competency area
etc. based on these records job analysis can be
done.
JOB DESIGN
Definitions:-
Job design is the process of
a) Deciding the contents of the job.
b) Deciding methods to carry out the job.
c) Deciding the relationship which exists in the
organization.
Job analysis helps to develop job design matches
the requirements of the job with the human
qualities required to do the job.
Factors affecting job design:- These are various
factors which affect job design in the company.
The can be explained with the help of diagram.
Factors affecting job design
Organizational factors Environmental Behavioral
factors factors
1. Task characteristics 1. Employee 1. Feed back
availability and ability
2. Process or flow of 2. Social and cultural 2.Autonomy
work in organization expectations
3.Ergonomics 3. Variety
4. Work practices
I)Organizational factors:-
Organizational factors to refer to factors inside the
organization which affect job design they are
a) Task characteristics:- Task characteristics refers to
features of the job that is depending on the type of job
and the duties involved in it the organization will
decide how the job design must be done. Incase the
company is not in a position to appoint many people; a
single job may have duties and vice versa.
b) The process or flow of work in the organization:-
There is a certain order in which jobs are performed in
the company. Incase the company wishes it could
combine similar job and give it to one person this can
be done if all the jobs come one after the other in a
sequence.
c) Ergonomics:- Ergonomics refers to matching the job
with physical ability and characteristics of the
individual and in providing an office environment
which will help the person to complete the jobs faster
and in a comfortable manner.
d) Work practices:- Every organization has different
works practices. Although the job may be the same the
method of doing the job differs from company to
company. This is called world practice and it affects
job design.
II) Environmental fortors:
Environmental factors which affect job design are as
follows
a) Employee availability and ability:- certain countries
face the problem of lack of skilled labour. They are
not able to get employees with specifies education
 levels for jobs and have to depend on other counties
due to this job design gets affected.
b) Social and cultural expectations:-The social and
cultural conditions of every country are different so
when an MNC appoints an Indian it has to take into
account like festivals auspicious time inauspicious
time etc. to suit the Indian conditions. This applies to
every country and therefore job design will change
accordingly.
III) Behavioral factors:- job design is affected by
behavioral factors also. These factors are
a) Feedback:- job design is normally prepared on the
basis of job analysis and job analysis requires
employee feedback based on this employee feedback
all other activities take place. Many employees are
however not interested in providing a true feedback
because of fear and insecurity. This is turn affects job
design.
b) Autonomy:- Every worker desires a certain level of
freedom to his job effectively. The is called autonomy.
Thus when we prepare a job design we must see to it
that certain amount of autonomy is provided to the
worker so that he carries his job effectively.
c) Variety of job design There are various methods in
which job design can be carried out. These methods
helps to analysis the job to design the contents of the
and decide how the job must be carried out these
methods are as follows:-
I. job Rotation job rotation involves shifting a
person from one job to another, so that he is
able to understand and learn what each job
 involves. The company tracks his performance
on every job and decides whether he can
perform the job in an ideal manner. Based on
this he is finally given a particular posting.
Job rotation is done to decide the final posting for
the employee e.g. Mr. A is assigned to the marking
department whole he learn all the jobs to be
performed for marketing at his level in the
organization after this he is shifted to the sales
department and to finance department and so on. He
is finally placed in the department in which he
shows the best performance job rotation given an
idea about the jobs to be performed at every level.
Once a person is able to understand this he is in a
better understanding of the working of organization.
Advantages of job rotation
a) Avoids monopoly: job rotation helps to
avoid monopoly of job and enable the
employee to learn new thing s and therefore
enjoy his job.
b) Provides an opportunity to broaden one’s
knowledge:- Due to job rotation the person is
able to learn different job in the organization
this broadens his knowledge.
c) Avoiding fraudulent practice:- In an
organization like bank jobs rotation is
undertaken to prevent employees from doing
any king of fraud i.e. if a person is handling
a particular job for a very long time he will
be able to find loopholes in the system and
use them for his benefit and indulge
 (participate) in fraudulent practices job
rotation avoids this.
Disadvantages of job rotation
1. Frequent interruption:- job rotation
results in frequent interruption of work.
A person who is doing a particular job
and gets it comfortable suddenly finds
himself shifted to another job or
department. This interrupts the work in
both the departments.
2. Reduces uniformity in quality:- Quality
of work done by a trained worker is
different from that of a new worker.
When a new worker I shifted or rotated
in the department, he takes time to learn
the new job makes mistakes in the
process and effects the quality of the
job.
3. Misunderstanding with the union
member:-Sometimes job rotation may
lead to misunderstanding with members
of the union. The union might think that
employees are being harassed and more
work is being taken from them. In
reality this is not the case.
II. Job enlargement
Job enlargement is another method of job design
when any organization wishes to adopt proper job
design it can opt for job enlargement. Job
enlargement involves combining various activities
at the same level in the organization and adding
 them to the existing job. It increases the scope of
the job. It is also called the horizontal expansion of
job actives.
Jon enlargement can be explained with the help of
the following example – If Mr. A is working as an
executive with a company and is currently
performing 3 activities on his job after job
enlargement or through job enlargement we add 4
more activities to the existing job so now Mr. A
perform 7 activities on the job. It must be noted that
the new activities which have been added should
belong to the same hierarchy level in the
organization. By job enlargement we provide a
greater variety of activities to the individual so that
we are in a position to increase the interest of the
job and make maximum use of employee’s skill.
Job enlargement is also essential when policies like
VRS are implemented in the company.
Advantages of job enlargement
1. Variety of skills:- Job enlargement helps the
organization to improve and increase the skills of
the employee due to organization as well as the
individual benefit.
2. improves earning capacity:- Due to job
enlargement the person learn many new
activities. When such people apply for jobs to
other companies they can bargain for more
salary.
3. wide range of activities:- Job enlargement
provides wide range of activities for
employees. Since a single employee handles
 multiple activities the company can try and
reduce the number of employee’s. This
reduces the salary bill for the company.
Disadvantages of job enlargement
1. Increases work burden:- job enlargement increases the
work of the employee and not every company
provides incentives and extra salary for extra work.
Therefore the efforts of the individual may remain
unrecognized.
2. Increasing frustration of the employee:- In many cases
employees end up being frustrated because increased
activities do not result in increased salaries.
3. problem with union members:- Many union members
may misunderstand job enlargement as exploitation of
worker and may take objection to it.
III. Job enrichment
Job enrichment is a term given by Fedric herzberg.
According to him a few motivators are added to a
job to make it make it more rewarding challenging
and interesting. According to herzberg the
motivating factors enrich the job and improve
performance.
In other words we can say that job enrichment is a
method of adding some motivating factors to an
existing job to make it make interesting. The
motivating factors can be
a) Giving more freedom.
b) Encouraging participation.
c) Giving employees to freedom to select the
method of working.
 d) Allowing employees to select the place at which
they would like to work.
e) Allowing workers to select the tools that they
require on the job.
f) Allowing workers to decide the layout of plant or
office.
Job enrichment gives lot of freedom to the employee but at
the employee but at the same time increases the
responsibility. Some workers are power and responsibility
hungry. Job enrichment satisfies the needs of employees.

Advantages of job enrichment

1. interesting and challenging job:- When a certain
amount of power is given to employees it makes the
job more challenging for them we can say that job
enrichment is a method of employee empowerment.
2. Improve decision making:- Through job enrichment
we can improve the decision making ability of the
employee by asking him to decide on factory layout
method and style of working.
3. Identifies future managerial caliber:- When we
provide decision making opportunities to employees
we can identify which employee is better that other in
decision making and mark employees for future
promotion.
4. Identifies higher order needs of employees: - This
method identifies higher order needs of the employee.
Abraham Maslow’s theory of motivation speaks of
these higher order needs e.g. ego and esteemed needs
self cartelization etc. These needs can be achieved
through job enrichment.
 5. Reduces works load of superiors:- Job enrichment
reduces the work load of senior staff. When decisions
are taken by juniors the seniors works load is reduced.
Disadvantages of job enrichment
1. Job enrichment is based on the assumptions that
workers have complete knowledge to make decision
and they have right attitude. In reality this might not
be the case due to which there can be problems in
working.
2. Job enrichment has negative implications i.e. along
with usual work decision making work is also given to
the employees and not many may be comfortable with
this.
3. Superiors may feel that power is being taken away
from them and given to the junior’s. This might lead
to ego problems.
4. This method wills that power is being taken away
from them and given to the juniors. This might lead to
ego problems.
5. Some people are internally dissatisfied with the
organization. For such people no amount of job
enrichment can solve the problem.

Acquisition and preparation of HR

Recruitment, selection and placement process
“Recruitment is a process to discover the sources of
manpower to meet the requirement of the staffing schedule
and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective
selection of an efficient working force.”
 “Recruitment is a process of searching for prospective
employees and stimulating and encouraging them to apply
for jobs in an organization.”
Recruitment is the process of finding and attracting
capable applicants for employment. The process begins
when new recruits are sought and ends when their
applications are submitted. The result is a pool of
applications from which new employees are selected.
Recruitment forms the first stage in the process which
continues with selection and ceases with the placement of
the candidate. Recruitment is the discovering of potential
applicants for actual or anticipated organizational
vacancies. In other words it is linking activity bring
together those with jobs and those seeking jobs.
Objectives of recruitment:
1) To attract people with multi-dimensional skills
and experiences that suits the present and future
organizational strategies.
2) To outsiders with a new prospective to lead the
company.
3) To infuse fresh blood at all levels of the
organization.
4) To develop an organizational culture that attracts
competent people to the company.
5) To search or head hunt/ head pouch people
whose skills fit the company’s values.
6) To devise methodologies for assessing
psychological traits.
7) To seek out non-conventional development
grounds of talent.
 8) To search for talent globally and not just within
the company.
9) To design entry pay that competes on quality but
not on quantum.
10) To anticipate and find people for positions that
do not exist yet.
Factors affecting recruitment:
Both internal and external factors affect
recruitment. The external factors include supply of and
demand for human resources employment
opportunities and / or unemployment rate, labour
market conditions political legal requirement and
government policies social factors information
systems etc.
The internal factors includes the company’s pay
packing including salary fring benefits and incentives
quality of work life, organizational culture career
planning and growth opportunities size of the
company company’s product/service, geographical
spread of the company’s operations viz., local national
or global company’s growth rate role of trade unions
and cost of recruitment.
 As was mentioned earlier, requirement refers to the
process of identifying and attracting job seekers so as
build a pool of qualified job applicants.

Selection
Selection can be defined as process of choosing the
right person for the right job.

Process of selection:- This process of selection is

different companies; however a general procedure of
selection can be framed. This process of selection can be
explained below.
• Job analysis
• Advertisement
• Application blank/form
• Written test
• Interview
• Medical examination
• Initial job offer
• Acceptance/rejection letter
• final offer/letter of appointment
• induction
1. Job analysis:- The very first step in the selection
procedure is the job analysis. The HR department
prepares the job description and specification for the
jobs which are vacant. This gives details for the jobs
which are vacant. This gives details about the name of
the job qualification qualities required and work
conditions etc.
2. Advertisement:-Based on the information collected in
step1, the HR department prepares an advertisement
and publishes it in a leading news papers. The
advertisement conveys details about the last date for
application the address to which the application/must
be sent etc.
3. Application blank/form:- Application blank is the
application form to be filled by the candidate when he
applies for a job in the company. The application
blank collects information consisting of 4parts-
1)personal details 2) Educational details 3) work
experience 4) family background.
4. Written test:-The application which have been
received are screened by the HR department and those
applications which are incomplete are rejected. The
other candidates are called for the written test.
Arrangement for the written test is looked after the HR
department i.e. question papers, answer papers,
examination centers and hall tickets etc.
5. Interview:-Candidates who have successfully cleared
the test are called for an interview. The entire
responsibility for conducting the interview lies with
the HR department i.e. they look after the panel of
interviewers, refreshments, informing candidates etc.
6. Medical examination:-The candidates who have
successfully cleared the interview are asked to take a
medical exam. This medical exam may be conducted
by the organization itself (army). The organization
may have a tie up with the hospital or the candidate
may be asked to get a certificate from his family
doctor.
7. Initial job offer:- candidates who successfully clear the
medical exam are given an initial job offer by the
company stating the details regarding salary terms of
employment, employment bond if any etc. the
candidate is given some time to think over the offer
and to accept or reject.
8. Acceptance/rejection:-candidates who are happy with
the offer send their acceptance within a specified time
limit to show that they are ready to work with the
company.
9. Letter of appointment/final job offer:-Candidates who
send their acceptance are given the letter of
appointment. The letter will state the name of the job.
The salary and other benefits number of medical
leaves and casual leaves details of employment bond if
any etc. It will also state the date on which the
employee is required to start duty in the company.
10. Induction:- On the date of joining the employee is
introduced to the company and other employees
through am elaborate inducation program.
Types of selection test
Different selection test are adopted by different
organization depending upon their requirements. These
tests are specialized test which have been scientifically
tested and hence they are also known as scientific test.
Different types of test can be explained below.
• Aptitude test,
• Intelligence test,
• Personality test,
• Performance test
• Mental ability/intelligence test,
• Medical aptitude test,
• Psycho motor test.
1. Aptitude test:-
Aptitude tests are test which assess the potential and
ability of a candidate. It enables to find out whether the
candidate is suitable for the job. The job may be
managerial technical or clerical. The different types of
aptitude test are
a. Mental ability / mental intelligence test:- This test is
used to measure the over all intelligence and
intellectual ability of the candidate to deal with
problem. It judges the decision making abilities.
b. Mechanical aptitude test:-This test deals with the
ability of the candidates to do mechanical work. It is
used to judge and measure the specialized knowledge
and problem solving ability. It is used for technical
and maintenance staff.
c. Psycho motor test:- This test judges the motor skills
the hand and eye co-ordination and evaluates the
 ability to do jobs lie packing, quality testing, quality
inspection etc.
II Intelligence test:-
This test measures the numerical skills and reasoning
abilities of the candidates. Such abilities become
important in decision making. This test consists of
logical reasoning ability, date interpretation,
comprehension skills and basic language skills.
III personality test:-
In this test the emotional ability or the emotional
quotient is tested. This test judges the ability to work in a
group, inter personal skills ability to understand and
handle conflicts and judges motivation levels. This test is
becoming very popular now days
IV performance test:-
This test judges and evaluates the acquired knowledge
and experience of the knowledge and experience of the
individual and his speed and accuracy in performing a job.
It is used to test performance of typist, date entry operators
etc.
Induction:
Induction=orientation
Definition:-
Induction can be defined as a process of introducing the
employee who is newly elected to the organization. When
an employee is given a letter of appointment he joins the
company on duty. The very first thing that the company
does is introduces the new employee to the organization
and people working there.
An induction program may be conducted at a particular
center for all employees or at different places (branches of
the company) for different employee. Normally the new
employee is called together to the staff training college for
the induction program.
The induction starts with introduction secession about the
company number of branches a brief history of the
company number of products number of countries
operating in organizational structure culture values beliefs
the names of top management personnel etc.
Apart from this introductory secession there will be other
secessions also like secessions on behavioral science soft
skill training secession on giving details about the job
salary bonus information about different leaves that can be
taken by the employee about upward mobility in the
organization etc.
There are different ways in which secessions can be
conducted i.e. using lecture method power point
presentation group discussion psychological test roll play
secession etc.
The induction program concludes with the employee
reporting for duty at his respective branch after induction.
When he reports for the duty the senior most people in the
branch takes the new employee around the office and
introduces to all other employees and gives information
about the working of the branch. The senior people
regularly stay in touch with the new employee in the first
week so that he can make the new employee comfortable
and help him to adjust to the company. After this the
company may start a training program for the new
employee.
Placement:
Definition of placement:-companies conduct recruitment
and selection and finally select employees. The employees
undergo an induction program. After the induction program
is over the employee is given a specific job in the company.
This is called placement.
Types of interviews
Interviews are conversations whereby a candidate interacts
with one or more people who assess the candidate and the
selection interview, decide on whether this person should
be offered a job.
Such interviews typically last 15 to 60 minutes although
they can be shorter or longer.
Interview structure
The structure of an interview is based on the degree of
control exerted by the interviewer as to the predictability of
what questions are asked and what information is sought.
When there is specific informational needs, then a more
structured approach may be used.
• Unstructured interviews are unplanned, non-directed,
uncontrolled, unformatted, bilateral communications
and flexible. They require skills in questioning and
probing.
• Semi-structured interviews are pre-scheduled, directed
but flexible, major topic areas are controlled and there
is a focused flow.
• Structured interviews are pre-planned, interviewer
directed, standardized, pre-formatted and inflexible.
They have a fill structure and use highly designed,
closed questions. They assume a consistent format will
get consistent responses.
Interview types
There are four common type of selection interview:
• Situational interviews use situation-specific
questions based on job and look at hypothetical
performance. They are conducted by specialists;
psychologists or trained people.
• Job-related interviews ask about past behavior on
job. They are typically conducted by HR or
managers.
• Psychological interviews assess personality traits.
They are conducted by work/organizational
psychologists.
• Competency interviews widen psychological
interviews to include competencies such as
interpersonal skills, leadership and other identified
key competencies.
Interviews any involve a varying number of people. One-
to-one interviews are common, although there are
benefits for using multiple interviewers, for example
where one people asks the questions and the other
observes in a more detached third person position. This
objective position can look for body language and other
subtleties which the person questioning may miss.
Behavioral interviews
Behavioral interviews assume that past behavior is likely
to predict future behavior, and the more evidence there is
of a previous pattern then the more likely it is that it will
be repeated in the future.

The interview is developed with job analysis and critical

incident technique of effective and ineffective
performance, are devised that indicate critical categories
and which provide basis for detailed question themes.

The interview then pays particular attention to past

behaviors in critical categories and also probes for
motivations behind behaviors.
Variations include behavioral patterned description
interview, behavioral events interviews and criterion
referenced interview.
Situational interview
Situational interviews are based on latham’s goal-setting
theory, which assumes intent precedes actions. There is a
focus on future ( vs. past of behavioral methods).
The situational interview is developed by the use of
critical incidents to devise rating scale of behaviors. The
costs can high at around $1000 per question.
The interviewer asks what the person would do in
theoretical situations and assesses their response against
the criteria and rating scale.
A new variant of situational interviews is the multimodal
form focusing on self-presentation, vocabulary
assessment, biographical questions and other situational
aspects.
Situational interviews tend to reduce the chance of
discrimination as they offer all candidates the same
scenarios and evaluate them against the same criteria.
Candidates also prefer them as they seems fairer but it
still limits their control over proceedings.

Types of interviews
The screening interview
Your first interview with a particular employer will often
be the screening interview. This is usually an interview
with someone in human resources. It may take place in
person or on the telephone. He or she will have a copy of
your resume in hand and will try to verify the information
on it. The human resources representative will want to
find out if you meet the minimum qualifications for the
job and if you do you will be passed on the next step.

The selection interview

The selection interview is the step in the process which
makes people the most anxious. The employer knows you
are qualified to do the job. While you may have the skills
to perform the tasks that are required by the job in
question the employer needs to know if you have the
personality necessary to “fit in”. someone who can’t
interact well with management and co-workers may
disrupt the functioning of an entire department. The
company’s bottom line. Many experts feel that this can be
determined within the first several minutes of the
interview. However, more than one person being
interviewed for a single opening may appear to fit in.
often job candidates are invited back for several
interviews with different people before a final decision is
made.

The Group interview

In the group interview, several job candidates are
interviewed at once. The interviewer or interviewers are
typing to separate the leaders from the followers. In any
group there is a natural process that takes place where the
group stratifies into leaders and followers. The
interviewer may also be trying to find out if you are a
“team player.” The type of personality the employer is
looking for determines the outcome of the interview.
There is nothing more to do than act naturally. Acting
like a leader if you are not one may put you into a job for
which you are not appropriate.

The panel interview

In a panel interview, the candidates is interviewed by
several people at once. It can be quite intimidating as
questions are fired at you. You should try to remain calm
and establish rapport with each member of the panel.
Make eye contact with each member of the panel as you
answer his or her question.

The stress interview

The stress interview is not a very nice way to be
introduced to the company that may end up being your
future employer. It is however, a technique sometimes
used to weed out those that cannot handle adversity. The
interviewer am y try to artificially introduce stress into
the interview by asking questions so quickly that the
candidate doesn’t have time to answer each one. Another
interviewer trying to introduce stress may respond to a
candidates answers with silence. The interviewer may
also ask weird questions, not to determine what the job
candidate answers, but how he or she answers.

Other methods :
Types of job interviews
There are different types of job interviews you may
participate in during the hiring process. How are the
major ones and tips on how to handle them.

Stress interview
Stress interview are a deliberate attempt to see how you
handle yourself. The interviewer may be sarcastic or
argumentative, or may keep you waiting. Expect this to
happen and when it does, don’t take it personally. Calmly
answer each question as it comes. Ask for clarification if
you need it and never rush into an answer. The
interviewer may also lapse into silence at some point
during the questioning. Recognize this as an attempt to
unnerve you. Sit silently until the interviewer resumes the
questions. If a minute goes by, ask if he or she needs
classification of your last comments.

One-on-one interview
In a one-one-one interview, it has been established that
you have the skills and education necessary for the
position. The interviewer wants to see if you will fit in
with the company, and how your skills will complement
the rest of the department. Your goal in a one-on-one
interview is to establish rapport with the interviewer and
show him or her that your qualifications will benefit the
company.

Screening interview
A screening interview is meant to weed out unqualified
candidates. Providing facts about your skills is more
important than establishing rapport. Interviewers will
works from an outline of points they want to cover,
looking for inconsistencies in your resume and
challenging your qualifications. Provide answers to their
questions, and never volunteer any additional
information. That information could work against you.
One type of screening interview is the telephone
interview.

Lunch interview
The same rules apply in lunch interviews as in those held
at the office. The setting may be more casual, but
remember it is a business lunch and you are being
watched carefully. Use the lunch interview to develop
common ground with your interviewer. Follow this or her
lead in both selection of food and in etiquette.

Committee interview
Committee interviews are a common practice. You will
face several members of the company who have a say in
whether you are hired .when answering questions from
several people speak directly to the person asking the
question; it is not necessary to answer to the group. In
some committee will outline a situation and ask you to
formulate a plan that deals with the problem. You don’t
have to come up with the ultimate solution. The
interviewers are looking for how you apply your
knowledge and skills to a real-life situation.

Group interview
A group interview is usually designed to uncover the
leadership potential of prospective managers and
employees who will be dealing with the public. The
front-runner candidates are gathered together in an
informal, discussion-type interview. A subject is
introduced and the interviewer will start off the
discussion. The goal of the group interview is to see how
you interact with others and how you use your knowledge
and reasoning powers to win others over. If you do well
in the group interview, you can expect to be asked back
for a more extensive interview .

Telephone interview
Telephone interview are merely screening interview
meant to eliminate poorly qualified candidates so that
only a few are left for personal interviews. You might be
called out of the blue, or a your telephone call to check on
your resume might turn into an interview. Your mission
is to be invited for a personal face-to-face interview.

Socializing, orienting and developing employees

When new employees enter an organization they feel out
of place because of the new surroundings new boss and
new co-workers. Hence it is the responsibility of the
management to orient the employees and to make the
process of socialization smooth. This will ensure that the
new employees adapt to the organizational culture as
soon as possible. The process of adaptation is commonly
termed induction or socialization.
The socialization process is not confined to employees
entering new organization. It is also important for
employees moving within the organization as a result of
lateral transfers and promotion. Orientation is only a
small part of the overall socialization program. The
process of orientation includes introduction of the new
employee to the organization and to his work unit and
supplementing the information given to him during
recruitment and selection.
An organization’s orientation program should make a
new employee familiar with the organization’s history,
philosophy, objectives, procedures and rules. To
understand the concept of socialization a look at
organization culture and its underlying concepts –
roles,values and norms-is necessary. A new employee to
fit into the organization must understand the role he as to
play in that particular job the values of the organization
that he has to uphold and the norms set by his peer group
that he has to conform to.
The socialization process is based on some general
assumptions. They are: the process of socialization has an
influence on the performance of an employee; an
effectives socialization process ensures that a new
employee fits well into the organization socialization help
to handle new employee anxiety and the process of
socialization requires the involvement of co-workers and
the work environment. Socialization can be
conceptualized as a process consisting of three stages –
pre arrival, encounter and metamorphosis.
The process of socialization affects the new employee’s
work productivity commitment to the organization’s
objectives and his decision to stay with the organization.
They are various alternatives that a manager can consider
when designing effective socialization strategies. They
are formal or informal, individual or collective, sequential
or non-sequential, fixed or variable, tournament or
contest, serial or disjunctive, investiture or divestiture
socialization strategies. The human resource manager
must consider the various alternatives and their influence
while designing the appropriate program for the
organization. Socialization is an ongoing process and
should not e stopped after the initial orientation program.
Given the changing business environment it is always
important to equip employees with the right skills to
perform effectively.

Employee training

Definitions:
“training as the organized by which people learn
knowledge and/or skill for a definite purpose.”
Training is a process of learning a sequence of
programmed behavior. It is application of knowledge. It
gives people an awareness of the rules and procedures to
guide their behavior. It attempts to improve their
performance on the current job or prepare them for a
intended job.
Training is the act of increasing the knowledge and
skill of an employee learn technical knowledge and skill
for a definite purpose.

Responsibility for training

Training is the responsibility of four main groups;
1. The top management, which frames the training
policy;
2. The personal department, which plains, establishes
and evaluates instructional programmers;
3. Supervisors, who implement and apply
developmental procedure; and
4. Employees, who provides feedback, revision and
suggestions for corporate educational endeavors.

Need for training:

Every organization big or small, productive,
economic or social, old or newly established should
provide training to all employees irrespective of their
qualification, skill, suitability for the job etc.
Training is not something that is done once to
new employees. It is used continuously in every well
run establishment. Further, technological changes,
automation, require up-dating the skills and
knowledge. As such an organization has to retrain the
old employees.
Objectives of training:
1. To prepare the employees both new and old to
meet the present as well as the changing
requirements of the job and organization.
2. To prevent obsolescence.
3. To prepare employees for higher level tasks.
4. To build up a second line of competent officers
and prepare them to occupy more responsible
positions.
5. To develop the potentialities of people for the
next level job.
 6. To ensure smooth and efficient working of a
department.
7. To ensure economical out put of required
quality.
8. To promote individual and collective morale, a
sense of responsibility, co-operative attitudes
and good relationships.
Training methods:
As a result of research in the field of training, a
number of programmes are classified in to on – the – job
training methods and off – the – job training programmes.

Training methods are two types.

1. on-the-job methods
• job rotation
• coaching
• job instruction or
• training through step by step
• committee assignments
2. off-the-job methods
• vestibule training
• Role playing
• Lecture methods
• Conference or discussion
• Programmed instruction
On – the – job training method: This type of training also
known as job instruction training, is the most commonly
method, the individual is placed on the regular job
supervision and the guidance of a qualified worker or
instructor. On – the – job methods include as
a) job Rotation: This type of training
involves the movement of trainee from
one job to another. The trainee receives
job knowledge and gains experience
from his supervisor or trainer in each of
the different job assignments. Though
this method of training is common in
training managers for general
management position, trainee can also
be rotated from job to job in workshop
jobs. This method gives an opportunity
to the trainee to understand the
problems of employees on other jobs
and respect them.
b) Coaching: The trainee is placed under a
particular supervisor functions as a
coach in training the individual. The
supervisor provides how feed back to
the trainee on his performance and
offers him some suggestion for
improvement. Offer the trainee shares
some of the duties and responsibilities
of the coach and reveals him of his
burden. A limitation of this method of
training is that the trainee may not have
the freedom or opportunities to express
his own ideas.
c) Job instruction: this method is also
known as training through step by step.
Under this method, trainer explains the
trainee their way of doing the jobs,
 Job knowledge and skills and allows
him to do the job. The trainer appraises
the job performance of the trainee,
provides feed back information and
corrects the trainee.
d) Committee assignments: under the
committee assignments, group of
trainees are given and asked to solve an
actual organizational problem. The
trainees solve the problem jointly. It
develops team work.
Off – the – job methods: Under this method of training,
trainee is separated from the job situation and his attention
is focused up on the learning the material related to his
future job performance. Since the trainee is not distracted
by the job requirement, he can place entire concentration on
learning the job rather than spending his time in performing
it. There is an opportunity for freedom of expressions for
the trainees.
a) vestibule Training: In this method, actual work
conditions are simulated in a class room. Material
files and used in actual job performance are also used in
training. Type of training is commonly used for training
personnel for clerical and semi skilled jobs. The duration of
this training ranges from days to a few weeks.
b)Role playing: It is defined as a method of human
interaction that involves realistic behavior in imaginary
situations. This method of training involves action doing
and production manager, mechanical engineers,
maintenance engineers, foreman etc. this method mostly
used for developing inter personnel interactions and
relations.
c)Lecture method: The lecture is a traditional and direct
method of instruction. The instructor organizes the material
and gives a it to a group of trainees in the form of a talk.
d) programmed instructions: In recent years this method
has become popular. The subject matter to be learned is
presented in a series of care fully planned sequential units.
These units are arranged from simple to more complex
levels of instructions. The trainee goes through these units
by answering questions or fills in the blanks. This methods
is expensive and time consuming

Areas of training:
Organization provides training to their employees in the
following areas;
1. Company policies and procedures.
2. Specific skill.
3. Human relation.
4. Problem solving.
5. managerial and supervisory skills; and
6. Apprentice training

Training is defined as the systematic development of

knowledge, skills and attitudes required by an individual to
perform a given task or job successfully. Training aims at
improving the organization’s performance through the
enhanced performance of its employees. Whiles training
help employees do their current jobs, development prepares
individuals to handle future responsibilities.
Training is defined by Wayne Cascio as “ training consists
of planned programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably.”
Training is normally viewed as a short process. It is applied
to technical staff, lower, middle, senior level management.
When applied to lower and middle management staff it is
called as training and for senior level it is called managerial
development program/executive development
program/development program.
The major purpose of training are improving employee
performance, updating employee skills, avoiding
managerial obsolescence, preparing for promotion and
managerial succession and satisfying personal growth
needs. Training needs are determined based on the
organization’s and the employee’s needs.
Organizations provide training to employees in the area of
company policies and procedures, specific skills, human
relations, and managerial skills. Some organizations also
provide apprentice training. There aretwo type of training
methods – on –the – job. In on – the – job training methods,
an employee is giving training in the actual work situation,
where he learns by doing and through direct experience.
In general, education is mind preparation and is carried out
remote from the actual work area, training is the systematic
development of the attitude, knowledge, skill pattern
required by a person to perform a given task or job
adequately and development is the growth of the individual
in terms of ability, understanding and awareness’.

Within an organization all three are necessary in order to:

 • Develop workers to undertake higher – grade
tasks;
• Provide the conventional training of new and
young workers (e.g. as apprentices, clerks, etc.);
• Raise efficiency and standards of performance;
• Meet legislative requirements (e.g. health nad
safety);
• Inform people (induction training, pre-retirement
courses, etc);

Purpose/Need
1. Improving quality of work force:- training
and development help companies to improve
the quality of work done by their employees.
Training programs concentrate on specific
areas. There by improving the quality of
work in that area.
2. Enhance employee growth:- Every
employee who takes development program
becomes better at his job. Training provides
perfection and required practices, therefore
employee’s area able to develop them
professionally.
3. prevents obsolescence :-Through training
and development the employee is up to date
with new technology and the fear of being
thrown out of the job is reduced.
4. Assisting new comer:- Training and
development programs greatly help new
employees to get accustomed to new
 methods of working new technology, the
work culture of the company etc.,
5. Bridging the gap between planning and
implementation:- plans made by companies
expect people to achieve certain targets
within certain time limits with certain
quality for this employee performance has to
be accurate and perfect. Training helps in
achieving accuracy and performance.
6. Health and safety measures:-Training and
development program clearly identifies nad
teaches employees about the different risk
involved in the job, the different problems
that can arise and how to prevent such
problem. This helps to improve the health
and safety measures in the company.

Training procedure/process of training:-

Training is defined by Wayne Cascio as “training consists
of planed programs undertaken to improve employee
knowledge, skill, attitude, and social behavior so that the
performance of the organization improves considerably.”
Every company has a specific training procedure,
depending upon its requirements.
1. determining training needs of employee:- in the very
1st step of training procedure the HR department,
identifies the number of people required training
specific area in which they need training the age group
of employee, the level in organization etc. in some
cases the employee may be totally new to the
organization. Here the general introduction training is
 required. Some employees may have problems in
specific area; here the training must be specific. This
entire information is collected by HR department.
2. select target group:- based on information collected in
step 1 the HR department divides employee into
groups based on the following. Age group
i. The area of training
ii. Level in the organization
iii. The intensity of raining etc.

3. Preparing trainers:- once the employees have been

divided into groups, the HR department arrangers for
trainers. Trainers can be in house trainers or
specialized trainers from outside. The trainers are
given details by HR department, like number of
people in group, their age, their level in
organization, the result desired at the end of training,
the area of training, the number of days of training
budget, facilities available etc.
4. preparing training packages:- Based on the
information provided by trainers, he prepare entire
training schedule i.e. number of days, number of
sessions each day, methodology for each session the
test to be given for each session, handout/printed
material to be given in each session.
5. Presentation:- On the first day of training program
the trainer introduces himself and specifies the need
and objective of the program and then actually stars
the program. The performance of each employee is
tracked by the trained and necessary feedback is
provided.
 6. Performance: - At the end of training program the
participants reports back to their office or branches.
They prepare report on the entire training program
and what they have learned. They the start using
whatever they have learned during their training.
Their progress and performance is constantly
tracked and suitable incentives are given if the
participant is able to use whatever he has learned in
training.
7. Follow up:- Based on the employee performance,
after training, the HR department is able to identify
what is exactly wrong with training program and
suitable correction is made.
Job shadowing
Paris and mason (1995) define job shadowing:

“job shadowing is a work experience option where student

learn about a job by walking through the work day as a
shadow to a competent worker. The job shadowing work
experience is a temporary, unpaid exposure to the
workplace in an occupational area of interest to the student
witness firsthand the work environment, employability and
occupational skills in practice, the valve of professional
training and potential career options. Job shadowing is
designed to increase career awareness help model student
behavior through examples and reinforce in the student the
link between classroom learning and work requirements.
Almost any workplace is a potential job shadowing site.

Job shadowing is limited in that allows students to observe

only; direct work experience, responsibility and skills are
not acquired. While integration of school and work is
implied, there is little if any curriculum alignment between
the school and occupational area.”
Job shadowing involves working closely with a fellow
professional for an agreed time in order to learn how
aspects to learn how aspects of that job are performed in a
different (but often similar) working environment. Job
shadowing can be used to broaden your skill base, develop
your career and improve your business.

Job shadowing is particularly effective when:

It is part of a longer term professional development plan. It
is focused to develop specific skills of the participant.
Job shadowing can be used to develop a huge variety of
skills. These can be related to professional practice or used
to gain experience and skills in business development area
such as customer care marketing finance or management.
Flexibility
Job shadowing can be arranged to fit in with your business
or your employer’s working practices and other personal
commitments. As an arrangement between the participant
and the provider, it can be flexible in terms of timetable
location and cost.
Planned skills development
Your time is precious. As a self employed freelancing
individual or an employee of the cultural sector you need to
make sure that any time spent developing your skills is
effective. It is therefore important to take a planned
approach to skills development. Create a professional
development plan that identifies what skills you need in
order to develop your business/career or assist you to do
your job more effectively. Any job shadowing experience
that is well thought out should help you to gain the skills
that you have identified as being key to your professional
development.

Evaluating training and development effectiveness

Evaluation of the effectiveness of training is done to ensure

that it is cost effective to identify needs to modify or extend
what is being provided to reveal new needs and redefine
priorities and most of all to ensure that the objectives of the
training are being met.

The latter may not be easy to ascertain where results cannot

be measured mathematically. In the case of attitude and
behavioral changes sought leadership abilities drive and
ambition fostered etc., achievement is a matter of the
judgment of senior staffs. Exact validation might be
impossible but unless on the whole the judgments are
favorable the cooperation of managers in identifying needs
releasing personnel and assisting in training ventures will
cease.
In making their judgments senior managers will question
whether the efforts expended have produced:
• More effective, efficient ,flexible employees;
• Faster results in making newcomers knowledgeable
and effective than would follow from experience;
• More effective or efficient use of machinery,
equipment and work procedures;
• Fewer requirement to implement redundancy (by
retraining )
 • Fewer accidents both personal and to property;
• Improvements in the qualifications of staff and their
ability to take on tougher roles;
• Better employee loyalty to the organization with more
willingness to innovate and accept change.
Effectiveness of training programs are constantly evaluated
by the company to find if the money they have invested has
been spend properly or not. Training programs can be
evaluated by asking following questions.
a) Has change occurred after training?
b) Is the change due to training?
c) Is the change positive or negative?
d) Will the change continue with every training
program?
A training program should give following resulting
changes.
1)Reaction:- Reaction refers to attitude of employee
about the training whether the employee considers
training to be +ve or –ve one. If reaction are +ve than
people have accepted the program and changes will be
possible.
2) Learning:- Another method of judgment
effectiveness is to identify levels of learning i.e. how
much the people have learnt during the training. This
can be found out by trainers marks sheets the report
submitted by the employee, and actual performance.
3) Behavior:- The HR department needs to understand
behavior of the employees to understand the
effectiveness of training. The behavioral change can
be seen in how the person interacts with juniors peer
groups and seniors. They mark change in behavior and
 inform the HR department of the success of training
program.
4) Result:- Results provided by employee in monetary
terms also determines effectiveness of training
program i.e. employee success in handling the project
the group performance before and after training etc.
5) Effectiveness of training program must lead to
i. increase in efficiency of worker
ii. reduction in labour turnover
iii. increase in discipline
iv. reduction in wastage and therefore caost of
production
v. proper care of tools and equipments
vi. employee development in career terms
vii. overall efficiency in the company

Advantage of training programs/training

Training is defined by wayne cascio as training
consists of planed programs undertaken to improve
employee knowledge skills attitude and social behavior so
that the performance of the organization improves
considerably.
The following are the advantages of training program to the
company
1. increase in efficiency of worker:- Training programs
can help worker to increase their efficiency levels
improve quality and thereby increase sales for the
company.
2. Reduced supervision:- when worker have been
formally trained they need not be supervised
constantly. This reduces the work load on the
 supervisor and allows him to concentrate on other
activities in the factory.
3. Reduction in wastage:- The amount of material wasted
by a trained worker is negligible as compared to the
amount of material wasted by an untrained worker.
Due to this the company is able to reduce its cost its
cost of production.
4. Less turnover of labour :- one of the advantages of the
training program is that it increases the confidence of
employees and provides them with better career
opportunities. Due to this employee generally do not
leave the company. There by reducing labour
turnover.
5. Training help new employees: - A person who is
totally new to the company has no idea about its
working. Training help him to understand what is
required from him and helps him to adjust to the new
environment.
6. Union management relations: - when employees are
trained and get better career opportunities. The union
starts having a possible attitude about the
management. They feel that the management is
genuinely interested in worker development. This
improves union management relations.

The following are the advantages of training program to the

employee
1. Better career opportunities:- Training programs
provide the latest information develop talent and due
this the employee is in a position to get better jobs in
the same company or other companies.
2. High rewards:- Effective training programs result in
improved performance. When performance appraisal
is done excellent performance from the employee is
rewarded by giving him incentives and bonus.
3. Increased motivation :- employees who have been
trained are generally more