HUMAN

RESOURCE
MANAGEMENT

CONTENTS:-

• INTRODUCTION

• ESSENTIAL PARTS OF HRM

• CONCLUSION

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 INTRODUCTION

DEFINITION OF HRM

Human Resource Management is a management function concerned with hiring,

motivating and maintaining people in an organization. It helps managers to recruit, select,
train and develop members for an organization.

It develops and manages the human element of the enterprise considering their
resourcefulness in terms of total knowledge, skills creative abilities, talents and potentials for
effectively contributing to the organizational objectives.

ESSENTIAL PARTS OF HRM

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1. RECRUITMENT:

Recruitment is the process of searching the candidates for employent and stimulating
them to apply for jobs in organization. It is linking activity that brings together those offerng
jobs and those seeking jobs.

Sources of Recuritment:

Recuritment Includes:

A. Job Description:

Outline of the role of Job Holder

B. Person Specification:

Outline of the skills and qualities required of the post holder.

Applicants may demonstrate their suitability through application form, letter or

curriculum vitae (CV)

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2. SELECTION:

Selection involves a series of steps by which the candidates are screened for choosing
the most suitable persons for vacant posts. It is the process of selecting a right type of
candidate and offering them jobs. Selection is negative process as it aims to reject unsuitable
candidates.

Selection follows recruitment and it leads to a contract of service between the employer and
employee. It varies from organization to organization.

METHODS OF SELECTION:

Interview:
It is the most common method to find out the suitability of candidate, to seek more
information about the candidate and to give him accurate picture of the job with
details of terms and conditions.

Psychometric Testing:
It probe the qualities of the personality as a whole, the combination of aptitude,
interest and usual mood and temperament. It deals with discovering individual’s
emotional reactions, maturity etc.

Aptitude Testing:
Aptitude means the potential which an individual has for learning the skills required
to do a job efficiently. It measures an applicant’s capacity and his potentials for
development.

In-tray Exercise:
An activity based around what the applicant will be doing, e.g. writing a letter to a
disgruntled customer.

Presentations:
It looks for different skills such as communication skills, confidence etc. as well as
ideas of the candidate.

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3. EMPLOYMENT LEGISLATION:

Employment Legislation refers to the study of good and evil, right and wrong, and
just and unjust actions of business people.

Issues related to Employment Legislation:

i. Discrimination:
Crucial aspects of employment legislation:
 Race
 Gender
 Disability
There should not be any discrimination on basis of caste, gender and disability. Everyone
should be treated equal

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 ii. Cash and Incentive Plans:
These include Base salaries, incentive plans, long term incentive plans, executive
perquisites, and separation agreements.

iii. Performance Appraisal:

Ethics should be the cornerstone of performance evaluation, and the overall objective
of high ethical performance reviews should be to provide an honest assessment of the
performance .

iv. Safety And Health:

Safety and health both have intrinsic as well as instrumental value what is intrinsically
good is one’s health and safety. Except in the most extreme circumstance, life is better
than death, health is better than illness and body integrity is better than injury. Safety
and health related to two issues i.e. issues related to risk assessment and second issue
relates to the role of government.

4. DISCIPLINE:

Discipline in a firm may be described as willing cooperation and observance of rules

and regulations of the organization. Simply stated Discipline means “orderliness”.

Contents of Code of Discipline:

i. Management and Union Agree

• No strike or lockout without notice.

• They will promote constructive promotion between their

representatives at all levels.

• They will abide by Grievance procedure.

ii. Management Agrees

• Not to increase workload unless agreed upon or settled otherwise.

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 • Not to support and practice any unfair labour practice.

• To distinguish between actions justifying immediate discharge and

those where discharge must be preceded by a warning, reprimand, suspension
or some form of disciplinary action.

iii. Union Agrees

• Not to engage in any form of physical duress.

• That their members will not engage other employees to engage in any
union activity during working hours, unless as provided for by law, agreement
or practice

• Not to permit demonstrations which are not peaceful.

5. DEVELOPMENT:

Development refers to the learning opportunities designed to help employees’ growth.

Development is not primarily skills oriented. Instead, it provides general knowledge ant
attitudes which will be helpful to employees in higher positions.

Objectives of Development:

1. Enhancing ones’s ability to understand and interpret knowledge.

2. Focusing on employee’s personal growth.

3. Increasing the knowledge, skills, and abilities of managers.

4. Helping a person learn about his personal strengths and weaknesses.

5. Ensuring greater job satisfaction.

6. Improving the intellectual and emotional abilities needed to handle greater

responsibilities.

Methods of Development:

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6. TRAINING:

Training is the act of increasing the knowledge and skills of an employee for doing a
particular job.Training makes newly appointed workers fully productive in the minimum of
time.Training is equally necessary for old employees whenever new machines and
equipments are introduced and/or there is change in the techniques of doing job.

Objectives Of Training:

1. To increase the knowledge of workers in doing specific job.

2. To impart new skills among the workers systematically so that they can learn
quickly.

3. To improve the overall performance of organizaion.

4. To make the workers handle materials, machines and equipmnet affeciently

and thus to check wastage of time and resources.

5. To reduce the number of accidents by providing safety training to workers.

Methods and Techniques of Training:

1. Lectures: It is a verbal presentation of information by an instructor

to a large audience.

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 2. Audio-Visuals: It includes television slides, video-types and films.
It can be used to provide a wide range of realistic examples of job conditions
and situations in the condensed period of time.

3. On-the-job-training (OJIT): It is conducted at the work site and

in the context of the job. It is many times, informal. An experienced worker
shows a trainee how to work on the job.

4. Simulation: It is a kind of equipment that duplicates as nearly as

possible that actual condition encountered on the job. It is an attempt to create
a realistic decision-making environment for the trainee.

5. Vestibule Training: It utilizes equipment which closely resembles

the actual ones used on the job. It takes place away from the work
environment. A special area or a room is set aside from the main production
area and is equipped with furnishings similar to those found in the actual
production area.

7. REWARD SYSTEMS:

It is concerned with the process, strategy, aims, and the philosophy of rewarding
people in organizations.

Michael Armstrong defines it as “ Reward Systems is concerned with the formulation

and implementation of strategies and policies, the purposes which are to reward people fairly,
equitably and consistently in accordance with their value to the organization and thus help the
organization to achieve its strategic goals.

Types of Non-Monetary Rewards:

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Objectives of Reward Systems:

1. To reward people according to what the organization values and wants to pay .

2. To reward people for the value they create.

3. To develop a performance culture.

4. To help to attract and retain the high quality people the organization needs.

5. To create total reward processes that recognizes the importance of both

financial and non-financial reward.

8. TRADE UNIONS:

Trade Unions are voluntary organizations of employees or employers formed to

promote and protect their interests through collective actions.

Functions of Trade Unions:

i. Collective bargaining with the management to settle terms and conditions of

employment.

ii. Advice the management on personnel policies and practices.

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 iii. Taking up the individual and collective grievances of the workers with the
management.

iv. Work for achieving better say of workers in the management of affairs of the
enterprise which influences the lives of the workers directly.

v. Education of workers and their children.

vi. Welfare and recreational activities for their members.

vii. Representing of workers in various national and international forums.

Social Responsibilities Of trade Unions:

Some important social responsibilities of trade unions appear to be in the field of:

i. Promotion of national integration

ii. Generally influencing the socio-economic policies of the community through active
participation in their formulation at various levels

iii. Instilling in their members a sense of responsibility towards industry and the
community.

9. PRODUCTIVITY:

Performance:

How to value the workers contribution

Difficulty in measuring some types of output – especially in the service industry

Appraisal:

a. Meant to be non-judgmental

b. Involves the worker and a nominated appraiser

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 c. Agreeing strengths, weaknesses and ways forward to help both employee and
organisation

Performance Appraisal And Competitive Advantage:

10. MOTIVATION:

A basic principle is that performance of an individual depends on his or her ability

backed by motivation. It is goal oriented process. Stated algebraically the principle is:

Performance = f(Ability * Motivation)

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 Framework of Motivation:

CONCLUSION

 In the organization there are so many resources such as man, material, machinery,
money but they cannot work effectively without efficient & skilled laborers.

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 So, for an organization to taste the sweet fruits of development & success it should
have an effective HUMAN RESOURCE MANAGEMENT

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