Manpower Planning, Job Analysis, Job Description, Scientific Recruitment and Selection Methods.

Motivating Employees Motivational Strategies, Incentive Scheme, Job-enrichment, Empowerment Job satisfaction, Morale, Personnel Turnover.

Performance Appraisal Systems MBO Approach, Performance Counseling, Career Planning.

Training and Development Identification or Training Needs, Training Methods, Management Development Programmes.

Human Resource Management P. Subba Rao

Personnel Management C. B. Mammoria Dessler : Human Resource Management (Prentice Hall

India) Personnel / Human Resource Management : DeCenzo &

Robbins (Prentice Hall India) D. K. Bhattacharya Human Resource Management (Excel) VSP Rao Human Resource Management

(Excel) Gomez : Managing Human Resource (Prentice Hall India)

1. Role of Internet in HRM2. Twitter – A Popular Recruitment Tool3. Performance Management – A Necessary Evil4. Manage + Men + Tactfully = Management5. The New Age of Working through Virtual Teams6. Managing Stress in Changing Times7. Integrating Six Sigma and HR8. Employee Retention – An Art of Keeping People Who

keep You in Business9. Promoting Innovation – The Role of HR10. Exit Interview – A Tool to Reduce Employee Turnover11. Talent Management – An Agile Edge Over

Competition

12. Employee Involvement – An Approach to Organisational Development and Change

13. A Human Resource Perspective on Importance of Global Managers in a Post Merger Scenario

14. Corporate CEOs15. Diverse Skills of a Manager

Process by which an organization ensures that it has the right number & kind of people at the right place and at the right time, capable of

effectively and efficiently completing those tasks that help the organization achieve its overall

objectives.

Company Strategy

What staff do we need to do the job?

What staff is available within our organization?

Job Analysis

What is the impact on Wage and Salary program

Is there a match??

If not, what type of people do we need, and how should we recruit them?

• Performance Appraisal•Company Databanks• Training•Employee Management and Development

Job analysis is a formal and systematic process used for obtaining information about the job.

It is an investigation of duties and responsibilities necessary to do a job

Determination of tasks which comprise the job and of skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiates one job from all others.

Job Analysis

Job Description

Job Specification

Planning Recruitment and Selection Training Performance Appraisal Job Design Job Evaluation

Personal Observation Interview of Employee and Supervisors

Put the worker at ease Make the purpose of interview clear Phrase question in such a way that the answer will be in YES

or NO Summarize the information obtained before closing the

interview Panel of Experts Diary Method Questionnaire Method

Exaggerate he Facts Employee Anxieties Resistance to change

It defines the purpose and scope of a job. Describes what job is all about, what are job content, environment

and conditions of employment. Contents: A job description usually covers the following

information:

Designation Corporate Grade Reporting To Position Reporting to this Position

Qualifications Experience Job Summary Main Responsibilities

Sample Job Description 1Sample Job Description 2

It is not easy to reduce all the essential components of the job in the form of a clear and precise document.

Job description are sometimes not updated as the job duties change

The can limit he scope of activities of the job holder, reducing organizational flexibility.

Job specification summarizes the characteristics needed for completing a job.

It spells out the important attributes of a person in terms of education, experience, skills, knowledge and abilities to perform a particular job.

This helps the organization to determine what kind of persons are needed to take up specific jobs.

Job specifications can be classified into three categories: Essential Attributes Desirable Attributes Contra-Indicators

Job analysis also helps in finding the relative worth of a job based on criteria such as:

Degree of difficulty in the work Type of work done by the employee Skills and knowledge needed

This, in turn, assists in designing proper wage policies, with

internal pay equity between jobs.

Talent pool

Prepare people for future

Smooth transition during expansion

Succession Planning

Support to overall business strategy

Factors in forecasting Personnel Requirements

Projected Turnovers (as a

result of resignation and terminations)

Quality and Nature of your Employees (in

relation to what you see as the

changing needs of your

organisation)

The financial resources

available to your

organisation

Trend Analysis

Ratio Analysis

• Recruiting new staff from external sources will be influenced by several factors

Macro Economic Conditions of a Nation

Availability of

Manpower in Desired

Sector

Company Reputation

Recruitment is a process of locating and encouraging potential applicants to apply for existing or anticipated job openings.

Recruitment aims at Attracting a large no. of qualified applicants who

are ready to take up the job if its offered Offering enough information for unqualified

persons to self-select themselves out

Poor image

Unattractive jobs

Limited budgetary support

Restrictive policies of government

Compensation not matching as per the industry standard

Economic Environment

Social Environment

Methods of

Recruitment

Internal Method Promotions and Transfers Job Posting Employee Referrals

Direct Method Campus Recruitment

Indirect Method Advertisement Private Employment Search firms Internet Recruitment

Cost per hire

Time-lapse between recruitment and placement ratio

Applicant’s performance

Turnover

To select means to choose.

Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization.

The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates.

How well an employee is matched to a job is very important because it directly affects the amount and quality of the employee’s work.

Selection Interview

The quality of an employee selection test is determined by the three main factors:

Criterion Validity: A type of validity based on showing that scores on the test (predictors) are related to the job performance (criterion).

Content Validity: Test that contains fair sample of tasks and skills actually needed for the job.

Reliability: The consistency of scores obtained by same person when retested with identical or equivalent test.

Intelligence Test / Aptitude Test

Personality Test Confidence, Emotional balance, behavioral pattern,

interpersonal skills, motivation level etc.

Simulation tests

Assessment Centre

Interview

Several types of interviews are commonly used depending on the nature and importance of the position to be filled: Non-directive / Unstructured Interview

Directive / Structured Interview

Situational Interview

Behavioural Interview – STAR Technique

Stress Interview

Panel Interview

Not asking right question and hence not getting relevant responses

Snap Judgments May allow ratings to be influenced by his own likes and

dislikes May have forgotten the interview’s content after its

conclusion Unduly influenced by person origin, cultural background etc. Halo Affect – Positive Horn Affect – Negative Have been under pressure to hire candidates at short notices

Meaning: Induction means the task of introducing the new employees to

the organization and is policies, procedures and rules.

Objective: Remove fears Creates good impression Acts as a valuable source of information

Explain about the company Show the department Introduce with the colleagues Introduction with the reporting heads Overview of the Job responsibilities, Seating place and

relationship with other job Give the company’s manual to the new recruits Company policies, rules and disciplinary procedure Give the details about pay, benefits, holidays, leave, etc. Idea about work culture Future training opportunities Career Path

Performance Appraisal (PA) refers to all those procedures/tools that are used to evaluate employees Personality Performance Potential of employees

PA is the method of evaluating the behaviour of the employees in the workplace, normally including both quantitative and qualitative aspect of the job How the employee is performing How the employee can develop others Planning and organising skills Initiative

Provide information about performance ranks Provide a basis for promotion and increments. Enhances employees’ effectiveness by helping to identify their

strengths and weaknesses Informs about expected levels of performance Identify Training and Development needs Remove work alienation: Counseling Employees Develop Inter-personal relationship Career planning decisions

Individual Evaluation Method:

Confidential report

Essay evaluation

Critical Incidents

Graphic Rating Scale

360 Degree Feedback

Behaviorally Anchored Rating Scale

MBO

Multiple Person evaluation Method:

Ranking

Paired comparison

Descriptive report

Prepared at the end of the year

Prepared by the employee’s immediate supervisor

The report highlights the strengths and weaknesses of

employees

Prepared in Government organizations

Does not offer any feedback to the employee

The rater is asked to express the strong as well as weak

points of employee’s behavior

The rater considers the employee’s :

Job knowledge and potential

Understanding of company’s programs, policies,

objectives etc

Relation with co-workers and supervisors

Planning, organizing and controlling ability

Attitude and perception

This method has the following limitations:

Highly subjective

Supervisor may write biased essay

Difficult to find effective writers

A busy appraiser may write the essay hurriedly without

assessing properly the actual performance of the worker

If the appraiser takes a long time it becomes

uneconomical from the view point of the firm

Manager prepares lists of statements of very

effective and ineffective behavior of an

employee

These critical incidents represent the

outstanding or poor behavior of the

employees

The manager periodically records critical

incidents of employee’s behavior

Limitation of this technique are:

Negative incidents may be more noticeable than positive incidents.

Supervisors have a tendency to unload a series of complaints about incidents.

Results in very close supervision which may not be liked by the employee.

The recording of incidents may be a chore for the manager concerned who may be too busy or forget to do it.

This is the oldest and most widely method used for performance appraisal.

The appraiser has to rate the appraisee in different parameter on a scale of 5.

Job Knowledge as a parameter might be rated 1 (poorly informed about work duties) to 5 (has complete mastery of all phases of the job).

Quantity of work: Volume of

work under normal working

conditions

Unsatisfactory

(1)

Fair

(2)

Satisfactory

(3)

Good

(4)

OutStan

ding

(5)

Quality of work: Neatness,

thoroughness and accuracy

of work Knowledge of job

         

A clear understanding of the

factors connected with the job

         

Attitude: Exhibits enthusiasm

And cooperativeness on the

job

         

Graphic Rating ScaleEmployee Name................... Job title .................

Department ......................... Rate ...............Data ..................................

Combination of Rating Scale and

Critical Incidents Techniques of

employees performance evaluation.

The critical incidents serve as anchor

statements on a scale of ratings.

Rating forms usually contains six to

eight specifically defined performance

dimensions.

Emphasis is pinpointed on pooling the thinking of people

who will use the scales as both evaluators and evaluees.

Step I: Collect ‘Critical Incidents’ from Job Holders &

Supervisors.

Step II: Identify performance dimensions – Technical

competence, Relationship with customers, relationship

with peers, meeting day to day deadline etc.

Step III: Reclassification of Incidents: Another group of

participants are asked to retranslate the critical incidents

Step IV: Assigning scale values to the incidents. Mean and

standard deviation are calculated for the scale value

assigned to each incident.

Step V: Producing final instrument. Each incident is

positioned on the scale according to its mean value.

Increased acceptance by supervisors and superiors

Job specific Identifies

observable and measurable behaviour

Reliable and valid method

Lack of ‘result orientation’

Time consuming and expensive to create BARS

Several appraisal forms for different types of Job

360 Degree Feedback is a multi - rater feedback system

where an individual is assessed by a number of

assessors including his boss, subordinates, colleagues,

internal customers and external customers.

Internal Customers

“Boss”

Peers

External Customers

Team Members

Self

Feedback collected from

MBO emphasizes to set specific, measurable goals with each

employee and then periodically discuss the employees’ progress

towards these goals.

The technique emphasises on setting goals collectively by

superior and subordinates.

MBO focuses attention on what must be accomplished (goals)

rather than how it is to be accomplished.

It is a kind of goal setting and appraisal program.

Set Organisational goals

Set Departmental goals

Discuss Departmental goals

Define expected results

Performance Reviews

Provide feedback

Ranking of an employee in a work group is done against that of another employee.

Employees are ranked according to their relative levels of job performance

In practice, its is very difficult to compare individuals possessing varied behavioural traits.

It does not tell how much better / worse an employee is when compared to another employee.

No systematic procedure for ranking individuals in the organisation

Each worker is compared with all the other employees in the group.

The comparison is done for every trait. Cant be applicable when the group is large.

As compared to A B C D E

A + _ + _

B _ + _ +

C + _ + _

D _ + _ _

E _ _ + +

Adequate Preparation Describe Behavior

Acts, Not attitude Listen to recipient Data based feedback Suggestive Reinforcement Continuous

Proper Timing Help the appraisee

Judgement Errors Primacy Effect Halo Effect Horn Effect Leniency Central Tendency Recency Effect

Poor appraisal forms

Lack of Rater preparedness

Low potential – Low Performance

Low potential – High Performance

Low performance – High Potential

High performance – High potential

Any attempt to change an employees’ current and future performance by changing his knowledge, skills and attitude can be termed as training

Aids in new entrants attaining role clarity

To bridge gap between skills requirement and skills availability

Promotions

Improves quality and productivity

Meet organizational objectives

Improves organizational climate

To support personal growth and development

Organisational Analysis Analysis of Organization's Objectives Resources utilization analysis Environmental Scanning Organisational Climate analysis

Task or Role Analysis Performance Standards The task they have to discharge

Person Analysis

Selecting the Trainees

Selecting the Trainer

Selecting the Venue

Developing Training Program

Required arrangements before the training session

Levels of evaluation

How did participants react? What did participants learn? How did participants’ behaviour change? What organisational goals were affected? Cost Benefit Analysis

Is the process of a conscious and systematic improvement of managerial effectiveness within the organisation, to achieve organizational goals and strategies

Need for MDP: Skills of executives may become redundant

without training and development Change in business environment Conglomeration and integration Interpersonal skills

output

Problem exists

how to overcome

the problem?

Design an apt Management devt team

Restructure organization

elements

Which of the twoCan be improved

easily

Management skillOnly need

improvement

Both managerial Skills and organizational

Elements need improvement

Either managerial skill or organizational elements need improvement

Organizational elements only need improvement

No action toBe taken

Desired outputgenerated

yes

No

EitherOr all

What type of managers are needed today ? What type of managers will we need tomorrow

? Insight may be drawn from

Organisation structure Business strategy

Collect information like: education, experience, training, special knowledge, skills, and personal traits required for each job

Current profiles based on: education, experience, training, special knowledge, skills, and personal traits…

Competency Mapping ???

A

B

C

D

E

F

Strengths

DevelopmentAreas

Position Competency

Personal Competency

Motivation refers to set of forces that cause people to behave in certain ways

Performance of an individual depends on his or her ability backed by Motivation

Performance = f (ability X motivation) It is essential to offer highly motivated employees to

the organisation It’s a tough challenge because there is no ‘one fit’

approach to motivation To which stimulus employee respond, how they

respond and what behavioural outcomes do hey exhibit is difficult to say.

Employee

1. Maslow’s Theory of Motivation

2. Two factor Theory by Fredrick Herzberg

3. ERG Theory by Alderfer4. Achievement Motivation

Theory by David C. McClelland

5. Expectancy Theory by Vroom

6. Equity Theory by Adams

Content Theories

Process Theories

Proposed by psychologist Fredrick Herzberg.

Survey of factors affecting work motivation

Survey of 200 accountant and engineers

Respondents were asked essentially two questions When did you feel particularly good about your job When did you feel exceptionally bad about your job

Satisfaction and Dissatisfaction are not opposite poles of one dimensions, they are separate dimensions.

Satisfaction is affected by Motivators and dissatisfaction by Hygiene Factors

To achieve motivation, managers should cope with both satisfiers and dissatisfiers.

No Dissatisfaction Dissatisfaction

Satisfaction No Satisfaction

Hygiene Factors

Motivators

AchievementRecognitionWork ItselfResponsibilityGrowthAdvancements

Company Policy and

Administration

Working Conditions

Salary

Status

Security

Hygiene Factors Motivators

Developed by Alderfer The E, R and G theory stand for Existence,

Relatedness and Growth – the three sets of needs. Needs stated by Alderfer are same as Maslow’s Need

and are important determinants of Human Behavior However, the ERG theory differs from the Maslow’s

theory in three respects: Only three needs Maslow’s theory follows a rigid step like progression

whereas ERG theory hypothesises that more than one need may be operative at the same time.

Maslow had stated that a person will stay at a certain level until that need is satisfied whereas ERG theory states that when a higher level need is frustrating, the individual’s desire to increase the lower level needs increases.

Developed by David McClelland According to this theory the needs that motivate human

behavior are – Power, Affiliation and Achievement This theory envisages that each person has a need for all

the three, but differ in degree to which various needs motivate their behavior.

Need for Achievement Derive satisfaction from reaching their goals High achievers prefer immediate feedback on their

performance Generally undertake task of moderate difficulty They dislike tasks with high risks because they get no

achievement satisfaction from accidental successes They dislike easy tasks because there is no challenge to their

skills

Need for Power Derive satisfaction from the ability to control others Actual achievement of goals are less important than the

means by which goals are achieved Organisations that fosters power motive tend to attract

individuals with a high need for power

Need for Affiliation Derive satisfaction from social and interpersonal activities There is a need to form strong interpersonal ties and to

‘get close’ to people psychologically If asked to choose between working at a task with those

who are technically competent and those who are their friends, high need for affiliation individuals will choose their friends

Need Hierarchy

Self Esteem

Self Actualisation

Affiliation

Security

Psychological

Growth

Relatedness

Existence

ERG TheoryMotivators• Advancement• Growth• Achievement

Hygiene• Job Security• Salary• Working Conditions

Two – Factor Theory

Achievement Motivation

Model

Need for Achievement

Need for Power

Need for Affiliation

Pioneered by Victor H. Vroom Four important variables of Expectancy Theory are:

First and Second Level of Outcomes Expectancy Instrumentality Valence

First and Second Level of Outcomes Performance achieved as a result of efforts is first level

outcome Performance may be reflected through high productivity,

quality of work etc. Second level outcomes are the rewards that the first level

outcome is likely to produce. They include pay raise, promotion, peer acceptance and job security

Expectancy The belief that particular level of effort will be followed

by particular level of performance is called expectancy Effort to Performance (E P)

Instrumentality This is the perception by an individual that first level

outcomes are associated with second level outcomes Performance to Outcome (P O)

Valence Valence is an individual’s preference for a second level

outcome. Desired outcomes have positive valence Avoided outcomes have negative valence Outcomes have 0 valence when an individual is

indifferent about receiving it

According to Expectancy theory Motivation is: Expectancy X Instrumentality X Valence

If anyone of these variable is low, motivation is likely to be low

Managers try to ensure that employees’ levels of expectancy, instrumentality and Valence are high so that they will be highly motivated

Variable Objective Application

Expectancies To increase the belief that employees are capable of performing the job successfully

Select people with required skills and knowledge

Provide Training and clarify Job requirements

Provide performance counseling

Instrumentality

To increase the belief that good performance will result in valued outcomes

Measure Job performance accurately

Clearly explain the outcomes that will result from successful performance

Variable Objective Application

Valence of Outcomes

To increase the expected value of outcomes resulting from desired performance

Distribute rewards that employee value

Person compares their outcome/input ratio with others outcome/input ratio.

Inputs refers to the characteristics which individual bring with them to the job

Outcomes refers to what person gets from job in terms of pay, promotions benefits and so on.

Inequity is defined as the perception that persons’ outcome/input ratio is not equal to others outcome/input ratio

Negative Inequity Positive Inequity

Components of Remuneration are:

Salary Incentives Fringe benefits Perquisites

Incentives are variable rewards granted to employees according to variations in their performance.

Importance Greater Output Reduced supervision High Efficiency High Motivation

Disadvantages Deteriorated Quality Jealousy feeling Unwanted Stock

Individual Incentive Schemes

Group Incentive Schemes

Company – Wide Incentive Plans

Employee Benefits and Services include any benefit that the employee receives in addition to direct remuneration.

These benefits can be in terms of Fringe Benefits or Perquisites

Fringe benefits include such benefits which are provided to the employees either having long-term impact like provident fund, gratuity, pension; or occurrence of certain events like medical benefits, accident relief, health and life insurance; or facilitation in performance of job like uniforms, Canteens, recreation, etc.

Administered for a group mostly

These are normally provided to managerial personnel either to facilitate their job performance or to retain them in the organization. Such perquisites include company car, club membership, free residential accommodation, paid holiday trips, stock options, etc.

Administered individually mostly

Internal factors Business Strategy Employee Job Evaluation and Performance Appraisal

External factors Labour Market Cost of Living Economy Legislation

Effective Compensation

Motivate & Retain Staff

Attract talent

Image Building

Administratively Efficient

Reward Valued Behavior

Ensure EquityInstitutional

effectivenessLegal

Compliance

Employee Management

HIGH COMPENSATION – HIGH COMPENSATION – LOW COMMITMENTLOW COMMITMENT

Hired Guns Hired Guns

HIGH COMPENSATION HIGH COMPENSATION – HIGH COMMITMENT– HIGH COMMITMENT

ProfessionalsProfessionals

LOW COMPENSATION – LOW COMPENSATION – LOW COMMITMENTLOW COMMITMENT

Workers as Workers as commoditycommodity

LOW COMPENSATION LOW COMPENSATION – HIGH COMMITMENT– HIGH COMMITMENT

Family oriented Family oriented organizationorganization

Job Description Job Evaluation

Job HierarchyPay Survey

Pricing Jobs