CHAPTER -1 HUMAN RESOURCE MANAGEMENT

Human resource management is a philosophy of people management based on the belief that human resource is uniquely important to sustain business success. An organization gains competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meet clear denned objectives. HRM is aimed at recruiting capable, flexible and imitated people, managing and rewarding their performance and developing key competencies.

Rarely has the management of employee received more attention, than it does currently. By choice and default, a new era of HRM practices & philosophy has emerged and assumed an increased significance in the modern organization. Indian industry is making unto the challenges thrown in by the market economy. To survive in this highly competitive scenario managers are being pressurized to improve quality, increase productivity, cut down waste & eliminate inefficiency. The collective efforts of employer and employee assumes relevancy in this context. And this is where HRM plays a crucial role.

HRM is a management function that helps managers recruit, select, brain and develop employees for an organization. HRM helps to ensure that personnel activities are integrated into the system for achieving organization goals. It evaluates recruiting, labour relations and all personnel activities to assess how well they help organizations and employees achieve the objectives. It ensures that activities are integrated with each other and with all overall organization objectives.

Definitions George.T.Milkovich and John.W.Boubreau:

"Human resource management is a series of decisions that affect the relationship between employees and employers: it affects many constituencies and is intended to influence the effectiveness of employees and employer".

Edwin.B.Flippo:

"Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resource to the end that individual, organizational and social objectives are accomplished".

Scope of HRM:

HRM studies all activities of HR from the time of its entry into the organisation to its exit. These activities include HR planning, job analysis and design, recruitment and selection, orientation 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.

1) Setting

general and specific management policy for organizational

relationship and establishing and maintaining a suitable organization for readers and co operations. 2) Collective bargaining, contract negotiation, contact, administration and grievance handling. 3) Staffing the organization, finding, getting and holiday prescribed types and number of workers. 4) Finding in the self development of employees at all levels providing opportunities. 5) Developing and maintaining motivation for workers by providing incentives.

Objectives of HRM:

The primary objective of HRM is to ensure the availability competent and willing workforce to an organization. Beyond this there are other objectives too. Specifically, HRM objectives are four fold, societal, organizational and functional and personnel. 1. Social objectives: To be ethically and socially responsible for the needs challenges of society while minimizing the negative impact of such demands upon the organization. The failure of organizations to use their resources for societies benefit in the wrap may lead to restrictions. For e.g. the society may limit human resource decisions through laws that enforce reservation, safety or other such areas of societal concern. 2. Organizational objectives: To recognize the role of HRM in bringing about organizational effectiveness. HRM is not an end by itself; it is only a means to assist the organization with its primary objective. 3. Functional objectives: To maintain the department's contribution at a level appropriate to the organization's need. Resources are wasted when HRM is either more or less sophisticated to the organizational demands. The department's level of service must be tailored to fit the organization it serves.

4. Personnel objectives: To assist the employees in achieving their personal goals, at least in so far as these goals enhance the individual's contribution to the organization. Personal objectives of the employees must be met if the workers are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline and employees may leave the organization.

Functions of HRM:

In order to realize the objectives stated above, human resource management must perform certain function. These functions have been stated while outlining the scope of HRM. Generally, it may be stated that there is a correlation between the objectives and the functions. In other words, some functions help to realize specific objectives. For e.g. organizational objectives is sort to be met by discharging such functions as human resource planning, recruitment and selection, training and development and performance appraisal. Similarly personnel objectives is sort to be realized through out as remuneration, assessment. The following figure contains the full list of objectives and functions.

HRM Objectives & Functions: HRM Objectives 1. Societal objectives Supporting Functions Legal compliance Benefits Union-Management 2. Organizational objectives Human resource planning Employee relations Appraisal Training and development Placement Assessment 3. Functional objectives Appraisal Placement Assessment 4. Personnel objectives Appraisal Training and development Placement Assessment Compensation

Human Resource Development

It is mainly concerned with developing the skills knowledge and competencies of people and it is people oriented concept.

HRD can be applied both for the national level and organizational level. The concept of HRD was formally introduced by LEONARD NADLER in 1969 in a conference organized by the American society for training and development. Leonard Nadler defines as those learning experiences which are organized for a specific time and designed to bring about the possibility of behavioral change

The term learning experience refers to purposeful or intentional learning not incidental learning. HRD from organizational point of view is a process in which the employees of an organization are helped and motivated to acquire and develop, technical, managerial, behavioral knowledge, skills and abilities and mould the values, beliefs, attitudes necessary to perform present and future roles by releasing highest human potential with a view to contribute positively to the organizational group, individual and social goals.

OBJECTIVES OF THE HRD 1. Organizational plans including the plans for changes based to determine organization requirements organizational requirements in turn are the

bases to determine the future requirements of various rules in the organization. 2. The cliff between the employees preset capabilities and future role requirements are the human resources to be acquired and developed. HR to be required and developed in terms of skills, knowledge , abilities, values. Aptitude, beliefs, commitment etc. 3. HRD benefits the organization by developing the employees and make them ready to accept responsibilities, welcome change, adapt to change enables the implementation of the programmes of total quality managements, maintenance of sound human relations and increase in productivity and profitability. 4. The HRD also benefit the individuals in achieving of potentials, increase in performance fulfilling their needs and enhancing social and psychological status. 5. The HRD helps the group in the form of increase in co-operation, increase in collaboration and term effectiveness.

TRAINING AND DEVELOPMENT DEFENATION: According to edurin B. Flippo Training is the act of

increasing the knowledge and skill of an employee for doing a particular job

MEANING: Training is the part of learning which essentially improves job related knowledge, skills and attitudes in a person and is concerned with work like of human beings. The manpower service commission's Glossary of Training terms (1981) defines training as "a planned process to modify attitude, knowledge or skill behavior through learning experience to achieve effective performance in an activity or range of activities". Its purpose, in the work situation is to develop the ability of the individual techniques, skills, and problem solving abilities, develop moral attitude and to satisfy the current and future manpower needs of the organization. From this point, training becomes a specialized activity. Thus, performance improvement is basic to training.

Aims and objectives The training normally intends to fulfill the following objectives, 1. The training helps the trainees in acquiring knowledge of the subject matter. For instance child development worker will get the knowledge concerning the growth and development of the child milestones in his life, principle of growth and development of the child organization for

such services etc. 2. The training helps to bring about a change of the attitudes and behavior among trainees towards a particular program or problem. It bestows on the professional or semi professional status and inculcates pursuit of Erica standards. 3. Training helps in putting theory into practice such as knowledge of nutrition to be used in providing services to the malnourished children or women. 4. Training helps in developing knowledge about oneself to the extent that it enables the trainees to understand their abilities and develop their potential and work skills. 5. Training helps in interaction of the individuals, that is interaction between the trainees themselves who learn from each others experience by working and living together and interaction between the trainers and the trainees. 6. Training aims at enhancing the capability of the trainees so as to enable them to increase their problem - solving capacity. 7. 8. Training aims at including the process of learning and developing. Training aims at bridging the gaps between expected level of performance and the actual level of performance. 9. Training aims at providing scientific, base of knowledge and skills to discharge role and responsibilities effectively.

BASIC PRINCIPLE OF TRAINING AND DEVELOPMENT A training program in order to be effective should be based on the following broad principles. 1. The training should be based on the field situation of trainees and should be meaningful to them. 2. 3. The training must start from the level at which the trainees are. The training must give opportunities for relevant experiences to the trainees. 4. The training should help the individual participants to experience change, if they are the ones who have to bring about changes in their field situation. 5. The trainers should provide opportunity to the trainees to equip themselves with techniques to grapple with the appropriate specific problems. 6. There should be fuller participation and involvement to the trainees in the training process. 7. There should be a three-way process of passing information: from the trainer to the trainees, from the trainee to the trainee and from the trainees to the trainer. 8. The trainees should be placed in an atmosphere in which they can react and participate.

9.

The attitude of the trainer 'I know all, I am above all' helps neither themselves nor the trainees, the trainers should be ready to learn from the trainees.

10.

The trainer should also have a sense of humor while speaking to the trainees to make his presentation more effective.

11.

Even if there are no training aids available, lectures should be supplemented by chalk and board. However, as far as possible various other teaching aids and methods should be used so as to make the training more meaningful and interesting to the trainees.

12.

These should always be concurrent evaluation of the training both by the trainees as well as by the trainers. Midcourse evaluation keeps in taking corrective measures in the training.

13.

There should also be room for the process of relearning particularly when the training is focused on the needs of adults who had some negative experiences or wrong perceptions.

IMPORTANT OF TRAINING TO INCREASE PRODUCTIVITY

Training programme by increasing skill, aptitude and ability of workers, result in increased productivity. Training aims at efficient and effective ways of performing jobs.

TO IMPROVE PERFORMANCE OF PRESENT JOB Training applies not only to new employees, but to experienced as well. It can help employees increase their level of performance on their present job assignments.

TO IMPROVE QUALITY Better improved workers are less likely to make operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere.

HIEGHTENED MORALE Possession of needed skills helps to meet such basic human needs as security and ego satisfaction. It develops skill and pride among personnel.

REDUCED SUPERVISION The trained employee is one who can supervise him. Both employee and supervisor want less supervision, which can be made provided they are properly and adequately trained.

Evolution of a training programme As huge amounts in spent on training program. Therefore, it is very important to determine, how far it has been successful with the help of evaluation. Evaluation of training programme has been lightly defined as any attempt to obtain information on the effect of training performance and to assess the value of training in the light of that information. The objectives of training evaluation are: - To determine whether the ability of the trainer to perform jobs for which they were trained. - To determine the specific nature of training deficiencies. - To determine whether the trainers require any additional job training meet their job requirement - To determine the cost effectiveness of the programme.

Designing a training programme Once training object and policy are decided, an appropriate training programme can be designed and conducted.

1. Responsibility for training: As training is a quite stemous task which cannot be undertaken by a single department. The responsibility for training may be shared by the following. a) The top management: Should frame and authorise the basic training policy, review and approve the training plans and programmes and also training budgets. b) The personnel department: instructional programmes. c) The line supervisor: departmental; plans. d) The employees: Should provide feedback, revision, suggestions for Should implement and apply the various Should plan, establish and evaluate

improvements in the programme. 2) Selection and motivation of the trainees. It is necessary to decide who is to be trained new or old employees, unskilled or semi skilled workers, supervisors or executive. Selection of

candidates for training should be made only after careful screening of the prospective employees for the effectiveness of the programme. The trainer should explain to the trainee the importance of the job its relationship with the work flow and importance of learning new job skills.

3) Preparation of trainer As training is based upon the needs of the organization, the trainer must have a clear cut picture of the objectives of training in mind. The training should be decided before hand what is to taught and how.the success of the training programme depends upon the trainer or instructor.

4) Training material Training material may include study notes, case studies, pamphlets, charts, treasures, move slides etc. the written material that they may come prepare in the lecture class and may able to understand the operation quickly and remove their doubts.

5) Training period The length of the training period depends upon the skill of the trainees, purpose of the training, trainees learning capacity and the training media used.

6) Performance Try out The trainee is asked to do the job several times slowly. His mistakes are corrected and if necessary the complicated steps are explained again. As soon as the trainees demonstrates that he can do the job rightly he is put opf his own and training is over.

7) Follow up In this step the effectiveness of the training programme is assessed. The supervisor should have a constant vigil on the person and his performance. If the employee is still facing any difficulty on the job he must be given full guidance by the immediate supervisor and should be initiated to ask questions to remove the doubts. Follow up action reinforces the learning process. It also helps in deriving future training programmes.

DISSATISFACTION, TURNOVER.

COMPLAINTS,

ABSENTEEISM

AND

Dissatisfaction, complaints, absenteeism and turnover can be greatly reduced when employees association with a sense of achievement and the knowledge that they are developing their inherent capabilities at work.

ACCIDENT ANDS WASTAGE ARE AT THE MINIMUM Another advantage produced by training is that accidents, spoiled work and damage to machinery and well-trained employees can keep equipment to minimum by well trained employees.

TRAINING METHODS As a result of research in the field of training, a number of program are available. Some of these are new methods, while others are improvements over the traditional methods. The training programs commonly used to train operative and supervisory personnel are discussed below. These programs are classified into on the job and off-the-job training programs which are as follows:Training methods

On the Job Methods 1. Job Rotation 2. Coaching 3. Job Instructions 4. Committee Assignments

Off- The- Job-Methods 1. Vestibule Training 2. Role-playing. 3. Lecture 4. Conferences, Discussion 5. Programmed Instruction

On-The-Job Training Methods This type of training also known as job instruction training is the most commonly used method. Under this method, the individual is placed on a regular job and knows the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job-training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns on-the job.

On the job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments.

a) Job Rotation: This type of training involves the movement of the trainer 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 positions, trainees 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) Job Instruction: This method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing the job, job knowledge and skills and allows him to the job.

c) Coaching: The trainee is placed under a particular supervisor functions as a coach in training the individuals. The supervisor provides feed back to the trainee on his performance and offers him suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden A limitation of this method of training is that the trainee may not have the freedom of opportunity to express this own ideas.

d)

Committee Assignments; Under this committee assignment, group of

trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly and it develops teamwork.

Off- The-Job training Methods Under this method of training, trainee is separated from the job situation and his attention is focused upon learning the material related to the future job performance. Since the trainee is not distracted by job requirements, he can pay his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression to the trainees.

Off- The - Job training methods are: a) Vestibule training:- In this method, actual work conditions are simulated in a classroom. Material, files and equipment that are used in actual job performance are also used in training. This type of training is commonly used for training personal for clerical and semi-skilled jobs. The duration of this training ranges from a few days to a few weeks. Theory can be related to practice in this method. b) Role playing:- It is defined as interaction that involves realistic behavior in imaginary situations. This method of training involves action doing and practice. The participants play the role of certain characters, such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foreman, workers and the like. This method is mostly used for developing inter personal interactions and relations. c) Lecture Methods: This method is a traditional and direct method of

instruction. The instructor organizes the material and gives it to a group of trainees in the from of a talk To be effective, the lecture must motivate and create interest among the trainees. An advantage of lecture method is that it is direct and can be used for a large group of trainees.

d)

Conference or Discussion: It is a method in training the clerical,

professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share fact ideas and data and test assumptions, and draw conclusions, all of which contribute to the improvement of job performance. The advantage over the lecture method, in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group, e) Programmed Instructions: In recent years this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering question, or filling the blanks. This method is expensive and time consuming.

Benefits of Training How Training Benefits the Organization: Leads to improvement in profitability. Improves job knowledge skills at all levels of the organization. Improves the morale of the workforce Helps people identify with organizational goals.

 Helps create a better corporate image. Improves the relationship between boss and subordinates. Helps prepare guidelines for work. Provides information for future needs in all areas of the organization. Organization gets more effective decision-makers and problem solvers. Increases productivity.

Benefits to the individual, which in turn should ultimately benefit the organization. Some of the benefits that could accrue to individual may be: Helps the individual in making better decisions and effective problems solving. Helps in achieving self- development and self-confidence, Helps a person handle stress, tension frustration and conflicts. Increases job satisfaction and recognition. Helps eliminate fear in attempting new task.