L NO.

TOPIC PAGE NUMBER

Unit .1 NATURE OF HUMAN SOURCE DEVELOPMENT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Features of Human resource management scope/goal of human resource management human resource planning recruitment and selection training and development organizational development career development job design 3 3 3 2 2 2 3 2 2

performance management system compensation and benefits employee assistance labour relation 3 3 3

HR research and information systems and audit 3 role/functions of human resource management 4 the inspection function 4 development function 4 motivation function 5

maintenance function 5 employment function 5 training and development function compensation and benefits function employee relations function 5 5 5

benchmark/principles of human resource management 6 individualistic approach 6 make employees feel worthwhile 6

26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

fair and just policies

6 6 6

rewards should be earned

access to organizational information judge the strength 6 6

equal pay for equal work do what you preach 6

Features of Human resource development M.M.Khan 7

Prof.Len Nadler 7 Schlem 7 Nature and scope of human resource development importance of human resource development competent employees 8 role clarity 8 8 7

committed work force 8 greater trust and respect synergy effect 9 breaks resistance to change facilities HRP 9 9 9

other benefits 9 human resource development in India 9 Problems and solution related to the human resource practices 10 organizational problems general problems 11 11 10

suggestions to overcome human resource development problems in India organizational measures general measures 12 11

53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78

features of human resource planning

13

definitions of human resource planning 13 leap and crine 13 De Censor and Robbins 13 Stoner and Freeman 13 13 14

Human Resource planning procedure

Need and importance of Human resource planning future manpower requirements 14 adjusting to change creating talented personnel 14 protection of weaker sections 14 execution of personnel functions human assets 15 breaking the resistance to change reduction in personnel costs managerial development international strategies 15 limitations of human resource planning 15 factors affecting human resource planning type of organization 16 15 15 15 15 14

strategy of organization 16 environmental uncertainties time period information 16 16 16 16

nature of job being filled off-loading 16

limitations of human resource planning 16

Unit-2 Human Resource planning

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

definition of Human Resource planning 24 uses and benefits of Human Resource planning 24 features of Human Resource planning 25 the man power management cycle 25

limitations of Human Resource planning25 steps involved in Human Resource planning Resignations Retirements Deaths 26 Dismissals Transfers Promotions 26 26 26 26 26 26 25

need for Human Resource planning

methods and steps in Human Resource planning27 annual estimate of vacancies 27 27

long-range estimate of vacancies

fixed minimum man specification requirements 27 specific position estimations 27 28

steps in Human Resource planning first step second step third step 28 28 28

example of Human Resource planning at L & T 29 planning job requirements and descriptions adequate recruitment 29 adequate training 29 29 29

adequate salary structure

28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54

fair appraisal

29

job description 30 skills analysis 30 30

desirable managerial skills decision making skills leadership skills 31 communication skills 31 30

organizational and social skills 31 the basic managerial skills 31 32

selection adequate source of recruitment attrition 32 32

features of attrition attrition reasons 32 32

impact of employee attrition cost of re-recurring retaining 33 33 33

33

loss of productivity

rates around the world 33 attrition in different industries 33 attrition in BPO industry attrition in IT companies 34 34 34

attrition in pharmaceutical sector battling attrition no poach agreement background checks 35 35 35

involvement of families 35

55 56 57 58 59 60 61 62 63

cutting down of freebies work culture 35 35 35

35

employee branding a sense of belonging

performance based incentives 36 job enrichment 36 ESOP 36 36

Controlling attrition: the office tiger way a proposed solution 36

unit-3 Job Analysis,Jobdescritption,Job specification and Job evaluation 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 features of Job analysis 40 Job analysis 41 41

Job analysis provides information on steps in Job analysis 42

application of Job analysis preparation of job descriptions preparations of job specifications development of key result areas44 design of training programmes 44 development of compensation structure strategic planning 44 45 44 44

44

Job description and job specification orgagnisational elements environmental elements behavioral element Autonomy variety 46 task identity 46 46 45 45 45

18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44

feed back

46 46 46 46

task significance

techniques of job redesign

the action that needs to be taken as routine jobs 46 46

overspecialized jobs job rotation 46

job enlargement job enrichment 47 job evaluation 47 scope of application

46

47 47

introduction of job evaluation system

contribution of trade unions to job evaluation 48 techniques of job evaluation job ranking job grading 50 51 52 50

factor comparison system

selection of job characteristics 52 selection of key jobs 52 52

determination of correct rates of key jobs ranking key jobs under each job factor 52 allocation of correct rates to each key jobs evaluation of all other jobs 52

52

designing, adjusting and operating the wage structure 52 point rating system select job factor53 construction of this yardstick 54 53

45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66

education

55 55

evaluation of the job wage survey 56

designing the wage structure

57 57

factors affecting the designing of the wage structure area labour market conditions 57 57 57

economic condition of the country

wage structure of other firms in the same industry adjustment and operation of wage structure Education:weightage 58 57

experience :weightage 58 decision making:weightage 58 59

work complexity and adaptability:weightage supervisory responsibilty:weightage work contacts:weightage 60 60

independence of operation:weightage 61 responsibility for records and reports:weightage62 responsibility for confidential information:weightage physical reports:weightage 63 62

working conditions:weightage 63 job evaluation factor rating 64 65

the scheme is based on HAY/MSL and point rating system

unit 4. recruitment, selection, promotion and transfer 1 2 3 4 concept of recruitment 70 organizational policy 70

the wages and compensation structure 70 government policies 70

5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

labour market 71 image and reputation of the organization candidate preferences 71 recruitment process man power planning job analysis 71 71 71 71

job description 71 job specification 71

personnel specification 71 identification of vacancies preparation of budget 71 preparation and publication of information advertisement 72 internet 72 72 72 72 72 71

receipt of application form other method of recruitment

employee agencies and head hunters campus recruitment walk in interviews employees referral 73 73 73

aspects of recruitment 73 alternatives to recruitment overtime outsourcing 74 74 73

temporary employment 74 cost effectiveness of recruitment source of recruits 74 74

32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58

method of recruitment 74 internal and external recruitment internal source 75 external source 76 new Vs old blood 77 78 78 75

benefits of recruiting from within benefits of using external sources

sources of recruitment commonly used in India 79 concept of selection criteria for selection the selection process 81 81 81

preliminary screening 81 interview 81 81

structures interview

unstructured interview 82 situational interviews stress interviews assessment centers employment test reference checks medical examination promotion meaning 83 83 84 82 82 83 83 83 83

types of promotion

purposes of promotion 84 basis of promotion 85 85

merit as a basis of promotion

59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85

seniority as a basis of promotion

85 85 86

advantages of seniority based promotion disadvantages of seniority based promotion seniority-cum-merit 86

benefits of promotion 87 problems with promotion promotion policies transfer 88 meaning 88 88 89 89 89 89 87 87

reasons of transfer types of transfer production transfer replacement transfer rotation transfer shift transfer 89

remedial transfer panel transfer 89 reasons for transfer temporary transfer permanent transfer

89

89 89 89 90

company initiated transfer benefits of transfer problems of transfer principles of transfer 90 90 90

usefulness of interviews94 structured interviews situational 94 94

86 87 88 89 90 91 92 93

one to one

94 94

common interview mistakes snap judgment 94 negative emphasis 94

poor knowledge of the job' contrast error 95 non-verbal communication too much/too little talking

94

95 95

unit-5 training and development 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 training and development development 98 98 98

objectives of training

to increase productivity 98 to improve quality 98 99

to help company fulfill its future personnel needs to improve organizational climate to improve health and safety obsolesce prevention personal growth ole of transfer 100 trainer or facilitator 100 99 99 99 99

identification of training needs 101 need for training 101 102

sources of identifying training needs performance appraisal 102 career plans 102 103

system introduction

19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45

example of training needs identification: SSL technology103 modules are on 104 apex body for need identification classifying employees 113 deadwood work horses stars 113 114 113 113 105

problem children training efforts 114

systems approach to training

114 115

methodology of training and development employee training method on-the-job training 115 116 115

apprenticeship programs job instructions training 116 off-the-job training 116

classroom lectures or conferences films 116 116

116

simulation exercises cases 117

experimental exercises 117 computer modeling vestibule training 117 117 117 118

programmed instructions

management development methods on-the-job development coaching 118 118

46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65

job rotation

119

committee assignment 119 appointment to permanent committee 119 off-the-job development sensitivity training transactional analysis lecture courses 120 simulation exercises case study 120 120 120 119 120 119

simulation decision games role-playing 121

support of line managers

122 123

evaluating the training programs basic criteria reactions learning behavior results 123 publicise and gain visibility goal of training 126 126 123 123 123 123

unit-6 Perormance improvement 1 2 3 4 5 6 performance counseling 134 134 134

features of performance counseling conditions of effective counseling performance counseling phases 135 rapport building exploration 135 135

7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

action planning 136 processes in performance counseling feedback 137 138 137

pre-interview preparation interview 139 141 141

potential appraisal meaning of potential the first set 141

the second set 142 features of performance appraisal objectives of potential appraisal142 important qualities analytical power creative imagination sense of reality 145 holistic view form a detached position 146 approach to problems or situations speed/insight 146 action planning 146 seeing the relative nature judgment alertness 147 147 147 148 147 146 143 143 144 142

effective leadership

format of potential appraisal development plan 149

unit-7 performance appraisal 1 features of performance appraisal 156

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

advantages of performance appraisal format 157 examples of performance appraisal

156

158 158

management performance review -guidelines the system 158

salient features 158 period of appraisal assessment routes 158 159

role of assessors and reviewers 159 major possibilities/ duties 159 160

performance and its assessment critical factors and attributes job knowledge 160 planning 160 160

organizing and resource utilization communicating 161 decision making161 winning instinct 161 relationships and management style overall assessment A-excellent B-superior C-good 162 D-fair 163 E-poor 163 162 162 162

160

161

record of appraisal and counseling interview placement 164

163

29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55

career progression overall remarks 164 the format 165

164

experience with the working of the system discussion in the senior mangers conference percentage distribution of overall rating 171 rating fluctuations 172 172

169 171

timeliness of submission of records attributes 172

strengths and area of improvement some other areas of concern 173

172

merit rating system in famous international al airlines review factors 177 quality consciousness 177 performance character 177 177 177

173

discipline and attendance 360 degree appraisal 178

objectives of 360 degree feedback basis of 360 degree assessment 179 advantages of 360 degree feedback

178

179

prerequisites for participation in 360 degree feedback 180 360 degree feedback orientation 182 183 184 182

questionnaire distribution monitoring and follow-up data feeding and report 185

56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82

workshop counseling

186 187

using 360 degree appraisal effectively-some guidelines 187 planning levels 188 objectives of 360 degree feedback appraisal instrument/questionnaire appraiser identity 189 188 188

appraise preparedness 189 appraise preparedness 189 feedback process 189

organizational culture 190 implementation level 190

feedback management 190 identifying improvement areas 190 action planning 190 monitoring and follow-up 190

reinforcement of new behaviors190 results level 191 191 191

improved individual behavior

heater awareness of others expectations individual and organizational learning 191 methods of performance appraisal traditional methods graphic rating scales ranking method 192 192 193 193 194 192

paired comparison method forced distribution method

83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102

checklist method

194 194

simple checklist method weighted checklist 195

forced choice method 195 critical incident method 196 essay or free from appraisal group appraisal 197 confidential reports modern methods 198 198 198 197

behaviorally anchored rating scales-BARS how to construct BARS 198 collect critical incidents 198 identify performance dimensions reclassification of incidents 199 199 198

assigning values to the incidents producing the final instrument 199 assessment center 200 201 201

human resource accounting management by objectives psychological appraisal 203

unit-8 career and succession planning 1 2 3 4 5 6 career planning 210 career anchors 210 managerial competence210 technical-functional competence search for security 210 210 210

desire for creating and developing something new

7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33

freedom or independence features of career planning career development cycle exploratory stage establishment stage maintenance stage stage of decline 212 career need assessment212 career opportunities 212 211 211 211

211 211 211

need opportunity alignment plateaued employees 212

212

example of a career path model 213 some other experiences 214 development grade 214

officiating assignment 215 understudy 215

business group 215 foreign assignment specialized training 216 216

facilities for self-development 217 model for planned self-development success formula217 job responsibilities leadership qualities relationships 218 218 218 218 217

self evaluation balance sheet job responsibility 218

34 35 36 37 38 39 40 41 42 43 44 45

leadership qualities relationships 219

219

self evaluation balance sheet for my relationships succession planning 223 223

219

features of succession planning 225 time frame 225

promotion from within 225 example of an excellent succession plan 227 unexpected succession 228 doppelgangers phenomenon whose responsibility 230 229

unit-9 quality management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 features of total quality management tenets of total quality management Dr.josephJuran 237 Dr.W.Edwards Deming 238 Philip B.Crosby 238 Elements of TQM 239 236 237

The key TQM concepts 239 management commitment to quality focus of the customer 239 prevention rather than detection of defects universal quality responsibility 240 quality measurement 240 240 240 239 239

continuous improvement root cause corrective action

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41

employees involvement and empowerment synergy of team s bench marking 241 inventory reduction value improvement supplier teaming training 241 need and importance of TQM 241 241 241 241 240

240

improving customer satisfaction241 enhancing quality reduction in waste 241 241

reduction in inventory 242 improving productivity 242 reducing product development time flexibility 242 242 242 242

motivates human resource enhances competitiveness

problems in implementing TQM 242 TQM incorporates several dimensions 242 the crisis implementing TQM arises from 243 243

difficulties experienced in bringing about change rising expectations features of quality definition of quality dimensions of quality performance feature 244 244 243 244 244 244

42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

reliability conformance durability serviceability aesthetics

244 244 245 245 245 245 245

perceived quality

features of quality circles introduction 245

definition of quality circle

246

characteristics of quality circle 246 process of quality circles the process of QC's involves problem collection problem analysis problem solution 247 247 247 247 246 247

management presentation

implamentation,review and follow up 247 benefits of quality circles self development social development 247 247 247 247

opportunity to acquire knowledge potential leader 248 improved communication skills 248 job satisfaction 248 healthy work environment organizational benefits 248 important condition of quality circles 248

248

69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95

unconditional support 248 prompt approval long term approach proper orientation 248 248 248 249

morale trickles from the top expenditure scrutiny dispel fears 249 249 249

identify of interests

regular communications proper environment effective leader 249 features of quality control 249

249

249

components of quality control system 249 types of quality control 250 on-line 250 off-line 250 objectives of quality control 250

quality audit for quality control 251 need for quality audit 251 inspection 251

definition of inspection 251 Alford and Beauty 251

Sprigel and Lansburgh 251 objectives of inspection 251 quality product 251 removing defects reduction in costs 260 260

96

consumer satisfaction 260

unit -10 HRD Audit 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 concept of HRD audit 258 258 260

HRD audit is comprehensive

HRD audit examines linkages with other systems HRD audit is business driven 261 261 263

why do most companies wanted HRD audit role of HRD audit in business improvement methodology of HRD audit individual interviews group interviews workshop 268 267 267 267

questionnaire method 269 observation 270 270 270

analysis of secondary data

analysis of reports, records, manuals and other published literature limitations of HRD audit 271

unit-11 managing changes through continuous improvement 1 2 3 4 5 6 7 8 9 challenges before the human resource manager277 responding to change 278 the new environment 279 effect of competition on human resource management 280 techniques of continuous improvement 282 benchmarking 283 benchmarking for competitive advantage types of benchmarking 283 internal benchmarking 283 283

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

competitive benchmarking functional benchmarking generic benchmarking 284

283 284

another classification of benchmarking 284 benchmarking process 285 benchmarking human resource policies an practices 286 287

example of human resource management benchmarking participation of management peon style of management 287 287 287

delegation of risk-taking power to managers composition of top management team 287 training of managers 287

incentives of top management 287 succession planning 287

performance appraisal 288 action steps for effective benchmarking 288 business process re-engineering 289 action steps for Re-engineering 292 urgency motivation 294 294

human resource accounting human resource audit 294

unit-12 Good HR practices 1 2 3 4 5 components of HR practices three components 300 300 300

Competencies, Commitment and culture elements of Good HR 301

corporate strategy and business-linked HRD

302

6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32

systems-engineered and systems-driven HRD component systems of HRD-Pareek and RAO career systems 303 work planning system 303 development system self renewal system culture sub system 303 303 304 305

303 303

functions of HRD department

appropriately structured and competent HRD roots of organizational culture 308 research evidence pfeffer 310 Yeung and Berman 310 309

305

Macduffie and krafcik 310 stroff 310 310

Huselied Bimets 312

Welbourne and andrews Arthur 312 Schneider and Bowen 312 Johnson, Ryan and schemit Delery and Doty 313

312

312

impact of good HR practices

314 318

HRD organizational effectiveness HRD and HR 321

elements of Good HRD 322 approach to evaluate the HR function 323

33 34 35 36 37 38 39 40 41 42 43 44 45

The balanced score card approach the strategic HR framework business strategy 325 325 325 326 325

323

organizational capabilities human resource practices the integrative framework

Arthur Anderson's human capital appraisal approach clarification stage assessment stage design stage 328 328 328

327

implementation stage 328 monitoring stage 328

the HRD score card: A proposed Model 329

unit-13 recent techniques in human resource management 1 2 3 4 5 6 7 8 9 10 11 12 13 employees for lease 336 337

moon lighting by employees blue moon to full moon 337 blue moon 337

quarter moon lighting 338 half moon lighting full moon lighting 338 339 339

effect of moon lighting on HRM in future dual career options 340

reasons for increase in the number of female employees consequences and challenges 341 concern for other party's grievances too341 absenteeism 342

340

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

stress 342 restricted freedom work sharing 342 342 342

restricted freedom work sharing 342

difficult task to line managers promotions transfers 342 343

342

flexi time and flexi work 344 flextime flexi work 344 345

over specialization in the work 345 lack of challenging work346 lack of interest 346 routine nature of work 346 training and development 347 347

organization's educational institutes

management participation in employees organisation s 349 influence of employees organization need for participation 351 nature and extend of participation prerequisites for participation 352 parties to participation 352 contribution to trade union functioning 352 possible opposition 353 351 349

consumer participation in collective bargaining 355 causes of disputes 355

41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67

collaborative management-multi dimensional approach 359 workers participation 360

customers participation 361 government participation stockholders participation employee's proxy 363 364 364 361 362

human resource accounting human resource -meaning

human resource accounting -definitions 364 objections against the treatment of people as assets need for human resource accounting current practice 367 consequences 367 aims and objectives of HRA 368 369 365 364

methods of valuation of human resources historical cost method 369 replacement cost 369

standard cost method 369 present value 369 current purchase power method -CPM 370 opportunity cost method economic value method370 statistical based method valuation models 370 370 370 370

Lev and Schwartz model Eric Flamholtz Model Jaggi-Lau's model 370 370

68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89

benefits of HRA 370 human resource accounting in India organizational politics 372 who act politically 373 371

causes of organizational politics 373 techniques of organizational politics effect of organizational politics 376 exit policy and practice 377 meaning 377 375

Governemtn policy before 1991 and its consequences 377 extend of surplus 377 378 378

consequence of surplus manpower problems and solutions of pruning VRS 382 383

voluntary retirement scheme merits of VRS 383 383

Demerits of VRS

measures to minimize 384 national renewal fund 384 the challenges of employee exit 385 manage employee exit 385 future of human resource management 387

unit-14 human resource practice in IT industry 1 2 3 4 best practices in an industry strategic partner employee advocate change champion 395 396 397 394

5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

compensation structure398 the components of compensation system job descriptions 399 job analysis 399 399

job evaluation 399 pay structures 399 salary surveys 399 types of compensation 400 base pay 400 400

dearness allowance commissions overtime pay 400 400

bounses,profit sharing, merit pay stock options 400

400

travel, meal ,Housing allowances

400

Benefits- dental ,insurance, medical ,vacation,leaves,retirement 400 determination of grades 401

establish grade pricing and salary range 401 determine an appropriate salary structure develop a salary administration policy 401 obtain top executives approval of the basic salary program communicate the final program to employees and managers compensation practices 402 form 402 403 403 402 402 401

quantum structure Mix 403

32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58

effectiveness of compensation system 403 reinforcement 403 expectancy equity theory 403 403 403

compensation survey

development of salary structure404 job evaluation 404 financial incentive systems piecework 405 405 404

production bonuses commissions 405

executive incentives group incentive plans

405 405 405

production incentive plans profit sharing plan cost reduction plan employee benefits insurance 406 406 406 405 405 405

medical benefits retirement benefits paid leave 406

other benefits 406 knowledgement management 406 meaning 406 407 408

characteristic of workers in the knowledge society emergency HR strategies of a knowledge economy 60 HR practices 411

59 60 61 62 63 64

Floyd Kemske 411 workplace flexibility global business 412 work and society definition of jobs strategic roles 415 413 414 411