BA9224-Human Resource Management Part-B - Unit-I 1.

Evolution and Development of HR Trade Union Movement Era Social Responsibility Era Scientific Management Era Human Relations Era Behavioural Science Era Systems Approach Era Contingency Approach Era 2. Significant role/Importance of HRM and objectives of HRM. HRM-Meaning Significant role of HRM Achievement of Objectives Facilitates professional growth Better relations between union and management Helps an individual to work in a team/group Identifies person for the future Allocating the jobs to the right person Improves the econom y Objectives of HRM Societal objectives Organizational objectives Functional objectives

Personal objectives 3. Role of HR Manager Human Resource Managers perform mainly three different types of roles, while meeting the requirement of employees and customers namely administrative operational and strategic. I. Administrative Roles Policy maker Administrative Expert Advisor Counselor Welfare officer Legal Consultant II. Operational Roles Recruiter Trainer, Developer and Motivator Coordinator Mediator III. Strategic Roles 4. HR Policy Definition Characteristics of Sound HR policy Objectives of HR Policy 1. 2. 3. 4. Maximum use of Human Resources Personnel Development Sound Industrial Relations Other Objectives

Need of Human Resource Policies Types of HR Policies Process/formulation of HR Policy 1. 2. 3. 4. 5. 6. 7. Identifying the need Gathering information Examining policy alternatives Putting the policy in writing Getting approval Communicating the policy Evaluating the policy

5. Human Resource Information System HRIS-meaning Uses Personal record keeping Report generation Word processing and integrated letter writing Human resource planning Recruitment Wage and salary planning Absence and sickness Personnel costing and control Training and development HRIS Benefits HRIS Disadvantages HRIS: Challenges

6. HR Accounting. Meaning Objectives Advantages Limitations Approaches or Methods of Human Resource Valuation I) Cost based approach Historical Cost Method Replacement Cost Method Opportunity Cost Method Economic value Method II) Non-monetary Method Expected Realizable value method Discounted net present value of future earnings Asset Multiplier method 7. HR Audit Meaning Human Resource Audit refers to an examination and evaluation of policies, procedures and practices to determine the effectiveness and efficiency of HRM Objectives Need for HR Audit Areas of HR Audit Advantages of Personnel Audit

Unit-II 1. Significance and process of Human resource Planning HRP-Meaning Significance/Importance of HRP Forecast future personnel needs Cope with change Creating highl y talented personnel Protection of weaker sections International strategies Increasing investments in HR Resistance to change & move Process of HRP Organizational objectives and plans Scanning the external environment Analyze internal inventory of HR capabilities Forecasting future requirements Surplus manpower Shortage of manpower Matching Demand and Supply HR strategies and plans 2. External and Internal sources of Recruitment Internal Sources of Recruitment Transfers Promotions Retired and retrenched employees Deceased employees and Disabled employees Employee Referrals/Recommendations

Merits of Internal Sources Demerits of Internal Sources External Sources of Recruitment Advertisements Educational Institutes Placement Agencies Employment Exchanges Labour Contractors Unsolicited Applicants Merits of External Sources Demerits of External Sources

3. Recruitment Techniques 1. Promotions 2. Advertising 3. Walk-in 4. Consult-in 5. Head-hunting 6. Body shopping 7. Business Alliances 8. E-Recruitment 9. Scouting 10. Networking 4. Type of tests and interviews Tests i) Aptitude Test Intelligence Tests Mechanical Aptitude Tests Clerical Aptitude Tests

ii) iii) iv) v)

Achievement Tests Job Knowledge Test Work Sample Test Situational Test Group Discussion In Basket Interest Test Personality Tests Interview I. Preliminary Interview a) Informal Interview b) Unstructured Interview II. Core Interview a) Background Information Interview b) Job Interview c) Stress Interview d) Group Interview e) Structured Interview f) Panel Interview g) Depth Interview III. Decision Making Interview IV. Exit Interview 5. Selection Process Initial screening interview Completion of the application form Employment tests Comprehensive interview Background interview

Physical examination Final employment decision Unit-III

1. Objectives and Benefits of Training and Development Efficiency Fewer accidents Meeting manpower needs Improve quality Personal growth Obsolescence prevention Adaptability in operations Employee stability 2. Need/Importance/Purpose of Training and Development Optimum Utilization of Human Resources Development of Human Resources Development of skills of employees Productivity Team spirit Organization Culture Healthy work environment Quality Health and Safety Improve morale, image and profitability 3. Training Process I. Stage I-Needs Assessment Organizational Analysis

Job analysis Individual Analysis II. Stage II - Program Design III. Stage III Implementation Training Methods/Techniques On The Job Training Off-the-Job Training Methods IV. Stage IV Evaluation

4. On the job Training and off-the job Training Methods I. On The Job Training Job rotation Coaching/Guided approach Under Study/Attachment Method Apprenticeships Critical Incident Method II. Off-the job Training Lecture Courses & Seminars Role Playing and Behavior modeling Simulation Case-study Group discussion Panel Discussion In Basket Method Management Games

5. Management/Executive development Meaning Process of EDP Analysis of Development Needs Appraisal of present managerial talent Inventory of executive manpower Planning individual development programmes Establishing training and development programmes Evaluating development programmes

6. Methods for Executive Development I. Decision making skill Case Studies Critical Incident Method In Basket Method Management Games II. Interpersonal Skills Sensitivity Training Johari Window Transactional analysis Role Play and Behaviour modeling III. Job Knowledge Lectures Coaching Job Rotation

7. Self development Meaning Essential conditions for self development Model/Process of self development 1. Development of self-awareness Johari window 2. Awareness of skills required Job-related skills Behavioural skills 3. Adopting methods of self development Self behavior management Development through self study Continuous practice Advantages 8. Knowledge Management Meaning Elements of knowledge management Knowledge creation Knowledge sharing Knowledge utilization Significance of knowledge management Knowledge intensive Unable conditions Provides opportunity Tool for knowledge based economy Tool for decision making Retains critical capabilities Globalization

9. Steps in implementation of knowledge management/Process 1. Defining knowledge management strategy 2. Organizing knowledge management program Providing budget for knowledge sharing Choosing technology for knowledge sharing Communicating the value of knowledge sharing Adapting methods of knowledge sharing Measuring performance 3. Reinforcement of knowledge management Introducing new incentives Providing support for knowledge sharing Unit-IV 1. Types of Compensation/Components of compensation Direct Compensation Basic Wage/Salary House Rent Allowance Conveyance Leave Travel Allowance Medical Reimbursement Bonus Special Allowance Indirect compensation Leave Policy Overtime Policy Insurance

 Leave Travel Retirement Benefits 2. Factors influencing wage and salary structure/Mechanisms for wage determination I. State regulation of wages: Minimum wages act, 1948 Payment of Wages Act, 1936 II. Wage Boards III. Pay Commissions IV. Other factors The organizations ability to pay Supply and demand of labour Prevailing market rate The cost of living The living wage Psychological and Social Factors Skill Levels Available in the Market 3. Incentive Compensation Meaning Types/Methods of Incentive Compensation Plans The straight piece rate system Halsey or weir premium plan Rowan plan Taylor differential piece rate Gantts Task and Bonus plan

Profit Sharing Stock Options IV.

Growth need

McClelland's acquired needs theory Need for achievement Need for power Need for affiliation

4. Motivation Theories I. II. Abraham Maslow's hierarchy of needs theory Physiological Need Safety Need Social Need Self esteem Need Self actualization Need

V.

McGregors Theory X and Theory Y Theory X-Negative aspects Theory Y-Positive aspects

Herzberg's two-factor theory 1. Motivation/Satisfiers Work Itself Recognition Responsibility Achievement 2. Hygiene/Dissatisfiers Working Conditions Company Policy Supervision Interpersonal Relations

III.

Alderfer's ERG theory Existence need Relatedness need

5. Career management Meaning Importance/Significance of career management It helps in developing good management and leadership skills It helps to gain confidence It opens doors of opportunity It gets to the top Four competencies in career management Optimizing career prospects Career planning Engaging in personal development Balancing work and life Role of employees, managers and company in career management

6. Mentoring Meaning Assumptions of mentoring Process Needs assessment Program design Training Pairing Facilitation Evaluation Classifications of mentoring Formal mentoring Informal mentoring Psycho-social mentoring One-to-one mentoring Group mentoring Team mentoring Peer mentoring E-mentoring 7. Mentors and protg relationship 1. Mentor,Protg-meaning 2. Responsibilities of mentor and protg 3. Qualities of successful mentor-protg relationship Mentor qualities Protg qualities Relationship qualities

1. Performance Appraisal Meaning Techniques/Methods of performance appraisal Past Oriented Methods Rating Scales Checklist Forced Choice Method Forced Distribution Method Critical Incidents Method Behaviorally Anchored Rating Scales Field Review Method Performance Tests & Observations Confidential Records Essay Method Cost Accounting Method Comparative Evaluation Method Ranking Methods Paired Comparison Methods Future Oriented Methods Management By Objectives Psychological Appraisals Assessment Centers 360-Degree Feedback 2. Job change Purpose Resistance Promotion Demotions Transfers

Transfers Separations Layoffs Retrenchment Resignations Absenteeism 3. Control Systems Meaning Steps in control process Establishment of standards Measuring of performance Corrections of deviations Requirements of effective control system Kinds of control devices Reports and budgets Employee relations index Personnel audit Human Resource Accounting 4. Grievance 1. Meaning 2. Characteristics of grievance 3. Methods to identify the grievance Exit Interview Gripe boxes Opinion Surveys Open-door policy 4. The causes of grievances 5. Factors to be considered during handling the grievance

Unit-V