• Module 2

• CHAPTER 1 Job Analysis

– It is the procedure for determining the duties
and skill requirements of a job and the kind of
person who should be hired for it. Basically it
means a procedure through which an HR
manager can determine the core duties which
are to be performed in a particular job
– Two type
– Job Description
– It is a list of job’s duties, responsibilities,
reporting, relationships, working conditions
and supervisory responsibilities.
– Job specification
– Job specification means writing down the soft
skills and the educational qualification
required for the job.
Advantages of Job Analysis)
• Work Activities
• Human Behaviors
 • Machines, tools and other aids
• Performance Standards
• Job Context
• Human requirements

– Steps for writing job description

– 1)Job identification : job identification means
giving a name to the job i.e job title, finding
out in which department it will function, the
decision making power involved in the job,
the pay scale grades involved in the job.
– 2) Collect Information : After the job is
identified, then the HR manager uses any of
the method of data collection and finds out
the broad duties and responsibilities of the
job
– 3) Job Summary : The only basic duty is
written with a general statement for
secondary duties
4) Relationship statements
– 5)Responsibilities and Duties
– 6)Setting performance Standards : On the
basis of the level of importance of the
responsibilities the performance standards
for each job has to be set
– 7)Working conditions
– 8) Job Specification : Finally a list of human
behaviors needed to perform the job are
listed down.
– JOB DESIGN :
– Job design is the division of the work of the
organization among its employees.It is
basically a combination of the job content
and the work method adopted in the job.
– JOB CONTENT states the tasks to be
performed as a part of the job while the work
method deals with the mode of performing
the job.
– Components of Job Design
1. Job enrichment:
2. Self Managing Teams : SMTs are usually
entrusted with the overall responsibility for
the acoomplishment of work or goal. They
enjoy autonomy in decision making on
matters involving when and how the work is
done.
• 3. Job Rotation: It refers to moving
employees from one job to another in a
predetermined way.
• 4. Job Reengineering
• 5.Job Enlargement:

CHAPTER 2 JOB EVALUATION :

• Job evaluation is a technique used for
determining the relative worth of each job in
the organization. The primary purpose of
assessing the value of each job against
another is to fix up the pay scale for each of
these jobs.
• Objectives
 • To rank the jobs in the order of importance
based on the job duties, responsibilities
and other relevant factors
• To develop job grades and pay grades for
facilitating simple and efficent wage
administration
• To aboid the employees’ grievances
against the bias and prejudicers in
determination of the pay scales of
employees
• To enhance the ability of the organization
in attracting and retaining the best talents.

PROCESS
A. Identification of jobs for evaluation
B. Gathering the relevant data
C. Determination of job ranking
D. Selection of benchmark jobs
E. Wage and Salary Surveys
F.Review and Feedback

• CHAPTER 3 TRAINING
• Meaning: Training is the Process of teaching
new employees the basic skills they need to
perform their jobs more effectively. For the
existing employees, the training is given to
sharpen their old skills and put new
developments on it to do the current jobs
more effect
MODULE 3
CHATER 1 Performance Management and
Appraisal
• It is very important for any organization to
have a system of appraising their employee’s
performance. Through performance appraisal
only, an organization comes to know the
current performance of the employees. On the
basis of the performance appraisal, the
organization can understand the level of
performance of the employee and the need of
further development into them.
MEANING
• Performance appraisal is evaluating an
employees' current and/or past performance
relative to his r her performance standards
Steps of performance appraisal :
• Defining the job : It means making sure that
supervisor and subordinate agree on his or
her duties and job standards
• Actual Appraisal : Comparing the actual
performance of the employee with the set
standards
• Feedback session :After appraising the
performance, the result should be
communicated to the employee through a
feedback process in a motivational manner
Factors Affecting Performance of an
Employee :
• Goal Congruence : The employees work in an
organization primarily to fulfill their own
personal and professional goals. The conflict
between the employee’s goals and
organizational goals can lead to goal conflict.
This goal conflict leads to stress, burn out
 and lack of enthusiasm in the employee. This
also results in lack of interest in the job which
leads to bad employee performance.
• Training & Development :Employee Training
is a very important factor to be considered
while judging the perfomance of an employee.
Most of the times, organizations feel training
is a waste of time and hence either the
training is not at all provided or is provided
with minimal efforts. This leads to mistakes
which ultimately leads to bad performance
• Industrial Relations:
• Employee engagement & Work satisfaction
• Organization Culture:
• Correcting Performance Gaps
• Set a HPWS(high Performance Work systems)
• Set Clear Standards:
• Map the skills of the team:
• Identify Causes of lack of performance:
• Skills Gap Analysis:
• Providing Right Training:
• Observation and Feedback
•
CHAPTER 2 Meaning and Approaches to IR :
• Industrial Relations can be defined as the
relations between management and union or
between representatives of employees and
representatives of employers.
• Mainly there are three parties involved in IR
– A)Employer (Or representatives of employer)
B)Employee (Union) C) Govt Agencies
• Allan Flanders: “The subject of IR deals with
certain regulated and institutionalized
relationships in the industry”
Objectives
• Employer and Individual Employee
relationship
• Labour management relations
• Industrial Peace and Productivity
• Liason Functions
 Factors affecting Industrial Relations
• Public policy &

• Trade Unions legislations

• Business Cycle
• Political environment
• Economic factors • Technologicalfactors

• Social factors
• Psychological factors
Approaches to IR
 Unitary Approach
 Radical Marxist Approach.
 Pluralistic Approach

Participants of IR
• The management and their union:
Management or entrepreneurs are the people
who take risk to initiate an enterprise Bring
capital
• The workers and their union:
• The Government:
CHAPTER 3 Industrial disputes
• Industrial disputes may be said to be
disagreement between management and
 labours with respect to wages, working
conditions, other employment matters or
union recognition. Dispute is a disagreement
over a particular issue between two people or
group.
• Causes of Industrial Disputes
• Economic Causes
• Conditional Causes
• Institutional Causes
• Psychological Causes
Types of trade unions
Classical : A trade union’s main objective is
to collectively protect the interests of its
members in given socio-economic-political
system. TU are the expression of the needs,
aspirations and wishes of the working class
Neo-classical :This goes beyond classical
objectives and tries to improve other wider
issues like tax-reliefs, raising, saving rates
etc.
 Revolutionary change in the system: This
basically means establishing the rule of
working class even through violence, use of
force etc.
Functions of trade unions
Militant or protective :It includes protecting
the worker’s interests i.e wages, welfare,
working hours, providing more benefits etc
Fraternal or extramural :The functions include
providing financial and non-financial
assistance to workers during the periods of
strikes and lock outs and
Political Functions :Mostly, the TU affiliate
themselves with prominent political parties.
The ideology was that being attached with
political parties, the TU can do welfare
activities by remaining on central power for
the working class.
Social Functions :These functions include
carrying out social service activities,
discharging social responsibilities through
 various sections of the society like educating
the customers etc.
CH 4 International Labor Organization
INTRODUCTION
 Organization Structure
International Labour Conference
Governing Body
International Labour Office
 International Labor Standards PPT

Collective Bargaining

Types of Collective Bargaining

1) Productivity Bargaining :
– The concept of productivity bargain
involves a good understanding of the
following concepts.
– Production, Productivity, New methods
to increase production etc.
– Based on these concepts both the
parties must develop a productivity
linked scheme.
2) Cooperative / Integrative Bargaining:
a. Integrative bargaining is similar to
problem solving sessions in which both
sides are trying to reach a mutually
beneficial alternative, i.e. a win-win
situation.
b.Both the employer & union try to
resolve the conflict to the benefit of
both the parties.
c. Both sides share information about
their interests and concerns and they
create a list of possible solutions to
best meet everyone’s needs.
3)Composite Bargaining:
a. Workers believed that productivity
bargaining agreements increased their
workloads.
b.Rationalization, Introduction of new
technology, tight productivity norms
have added to this burden and made
the life of a worker somewhat uneasy.
As an answer to such problems, labor
 has come in favour of composite
bargaining.
4)Concessionary Bargaining:
a. Quite opposite to the other forms of
bargaining, where the unions
demanded from the employers, in
concessionary bargaining, the objective
is to giving back to management some
of what it has gained in previous
bargaining
• Stages of Collective Bargaining
Preparation
• Discussion
• Bargaining
• Agreement
• Closure
 Factors contributing to success or failure
of collective bargaining
• Knowledge, awareness & skills of the
parties
 • Centralization or decentralization in
decision making
• Use of language, patience, courtesy and
decorum
• Backseat Driving
• Openness & Transparency
 Pre-requisites of a successful collective
bargaining process
1. A favorable political climate and an
institutional framework that encourages CB
2. Recognition of the right of freedom of
association, collective bargaining
3. Strong and well developed unions of workers
and employers
4. Mutual exchange of information
5. Willingness to find common interests

MODULE 4
CHAPTER 1 LABOUR
WELFARE
 Labour welfare relates to taking care of the
well-being of workers by employers, trade
unions, governmental and non-governmental
institutions and agencies. Welfare includes
anything that is done for the comfort and
improvement of employees and is provided
over and above the wages. Welfare helps in
keeping the morale and motivation of the
employees high so as to retain the employees
for longer duration. Employee welfare
includes monitoring of working conditions,
creation of industrial harmony through
infrastructure for health, industrial relations
and insurance against disease, accident and
unemployment for the workers and their
families
Theories of Labour Welfare
 Policing Theory of Labour Welfare : The
policing theory is based on assumption that
Human Being is so much selfish and always
tries for own benefits whether on the cost of
others welfare. Any of the employers will not
work for the welfare of employees until he is
 forced to do so. This theory is based on the
contention that a minimum standard of
welfare is necessary for workers Hence, it is
Important to have a control and strict check
on the employers that they maintain proper
labour welfare in their establishments.
 Religious Theory of Labour Welfare : This is
based on the concept that man is essentially
“a religious animal.” Even today, many acts
of man are related to religious sentiments and
beliefs.
The theory views were an essentially
religious. Religious feelings are what
sometimes prompt employers to take up
welfare activities in the belief of benefits
either in his life or in support after life.
 Trusteeship Theory of Labour Welfare : In this
theory it is held that the industrialists
oemployers hold the total industrial estate,
properties and profits accruing form them in
trust for the workmen, for him, and for
society.
 Public Relations Theory of Labour Welfare :
The labour welfare movements may be
utilized to improve relations between
management and labour. An advertisement or
an exhibition of a labour welfare programme
may help the management projects a good
image of the company.
 Statutory & Non Statutory Labour Welfare
Activities BOOK
 Agencies involved in Labour Welfare
1. CENTRAL GOVT
2. STATE GOVT
3. EMPLOYERS
4. TRADE UNION

CHAPTER 2 EMPLOYEE EMPOWERMENT

NOTEBOOK

CHAPTER 3 EMPLOYEE ENGAGEMENT

• Employee engagement is the emotional
connection employees have to your
organization and its goals. When employees
 are committed to the organization and their
work, they are compelled to give their best
effort.
Degrees or Levels
• Fully Engaged
– When your employees are fully engaged, they
possess more than just the mindset to do
great work. They also achieve results that can
make a difference for your organization
• Unengaged
– They are present, but they don’t give extra,
discretionary effort to take their contribution
to the next level.
• Actively Disengaged
– These employees voice their negative
opinions and attitudes about the workplace,
undermining any morale in their coworkers.
They may leave on their own, but more often
they need to be removed from the
organization.
• Measurement Dimension :
• Physical Engagement : The rate with which
people remain present at their workplace.
• Cognitive Engagement : The rate with which
people understand the company values,
policies and philosophy. The rate with which
old employees voluntarily teach the new
employees about company values
• Emotional Engagement : The rate with which
the people are emotionally connected with the
place. The rates like spiritual quotient,
Organizational Citizenship Behavior.
•
• CHAPTER 4 Meaning of Knowledge
Management
• Knowledge management is the collection of
methods relating to creating, sharing, using
and managing the knowledge and information
of an organization. It refers to a
multidisciplinary approach to achieve
organisational objectives by making the best
use of knowledge.
 CHAPTER 5 CULTURAL DIVERSITY IN THE
WORKPLACE
Cultural diversity in the workplace is when
companies are open to hiring employees from
all sorts of different backgrounds; regardless
of race, religion and culture. When companies
recruit and retain a diverse pool of people, it
brings about different benefits to the
company as well as its employees.Cultural
diversity is important because our country,
workplaces, and schools increasingly consist
of various cultural, racial, and ethnic groups.
We can learn from one another, but first we
must have a level of understanding about
each other in order to facilitate collaboration
and cooperation.
Module 1 chapter 1
Introduction to HRM
• Human resource management is primarily
concerned with the management of people
within organizations, focusing
on policies and systems.
• HR departments are responsible for
overseeing employee-benefits design,
employee recruitment, training and
development, performance appraisal,
and reward management, such as
managing pay and Employee benefits
benefit systems.
Uniqueness of Human Resources
• Human resources are the only assets that
appreciate over a period while physical
resources just depricate with years.
• Human resources can produce an output
that is larger than the input.
 Objectives of HRM.

Scope of HRM :
Human Resource Management
1. Basic HR
2. Labour Welfare
3. Industrial Relations

• Basic HR:
– This aspect deals with the routine task
of Human resource which occupies a
major chunk of workload of HR
Executive
– This aspect deals with all soft HR skill
sets of the HR executive.
– This includes recruitment, selection,
training, development, establishing pay
plans, performance appraisal etc.
– Labour Welfare:
– This is a part of hard HR skill sets. This
aspect needs a welfare social
 perspective as well as a knowledge on
labour welfare laws of the country.
– This includes, housing facilities,
transport, medical assistance, health
and safety etc.
• Industrial Relations:
– This aspect again is concerned with the
Hard skill sets of HR.
– It includes management of relations
between the union and management.
– This aspect requires a deep knowledge
in emotional intelligence, collective
bargaining etc. and a thorough
knowledge in Industrial Relations laws
and by-laws of any country.
Functions of HRM
1. HRP: Human Resource Planning
2. Recruitment: Recruitment is the process of
creating a pool of eligible candidates for
vacant positions.
 3. Selection: Selection is a process that
includes testing of the eligible candidates
and offering the positions to the ones who
clear the test.
4. Establishing Pay Plans: Establishing pay
plans basically means creating a wage
structure for the organization along with
perks, benefits and incentives.
5. Performance Management:
6. Labour welfare:These are the functions that
take care of the non monetory needs of the
employees.
7. Industrial Relations:
The Changing Environment of HRM
1)Globalization Trends
2)Technological Trends
3)Workforce Demographics
4)HRM manager’s proficiencies
• A) HR Skills B) Business Skills
• C)Leadership Skills D)Learning Skills:
 CH 2 Human Resource Planning &
Recruiting
• Planning human resource requirement is to
determine how many people do the
management require for doing the jobs,
Objectives
• Knowing the meaning of HR Planning
• Knowing the difference between the HR
Planning, Recruiting and Selection
• Components of HR Planning
• Techniques of forecasting employee needs
• Forecasting supply of internal and external
candidates
• Meaning and methods of recruiting
Planning and Forecasting
PLANING
• The first step of a recruitment process is to
plan and forecast the need of personnel
• It is a process of deciding what positions
the firm will have to fill and how to fill them.
• Personnel planning embraces all future
positions right from top to bottom level of
management
• One thing to note here is that the planning
and forecasting should flow from the
overall strategy of the organization
• Components of HR Planning
• Forecasting the actual need
• Forecasting the internal source
• Forecasting the External source

FORECASTING
• The first and obvious thing to do is to
forecast that for a particular objective, how
many new jobs will be created and how
 many employees will be needed to do the
job

CH 3 Strategic Human Resource

Management
• Meaning of Strategic Management:
– The process of identifying and
executing the organizational mission by
matching its capabilities with the
demands of its environment
• Meaning of Strategic Human Resource
Management
– SHRM is the process of linking the
human resource function with the
strategic objectives of the organization
in order to improve performance.
Levels of Strategy
• 1) Corporate level
• An organization’s corporate level strategy
identifies the portfolio of business that, in
 total, comprise the organization and the
ways these businesses relate to each other
• Basically there are five recognized
corporate strategies which are
– Diversification
– Vertical Integration
– Horizontal Integration
– Consolidation
– Geographic Expansion
• 2)Business level (Competitive)
– It identifies how to build and strengthen
the business’s long term competitive
position in the marketplace
– Types
– Cost Leadership:-
• Focus strategy
• Differentiation:-
• 3) Functional Level (Departmental)
• It identify the basic courses of action that
each department will pursue in order to
help the business attain its competitive
goals
• Each business is composed of
departments such as sales, marketing,
production, HRM. The strategies adopted
by them are called functional strategies
• The organization’s functional strategies
should make sense in terms of its business
strategy
Characteristics of SHRM
CH 4 Effective Recruiting
Internal sources of recruitment
External sources of recruitment
CH 5 Employee Testing and Selection
• Testing is something which is widely and
commonly used by most of the
organization to arrive at a limited number of
people on whom they can have selection
procedure.
 • A test is basically a sample of a person’s
behavior and a tool to judge his/her ability
to perform the required job for which
he/she has applied.
Basic Testing Concepts
• Reliability
• Validity
Types of Tests BOOK
Types of Interviews
Classification on the basis of structure
• Unstructured Interviews
• Structured Interview
Classification on the basis of content
• Situational Interview
• Behavioral Interviews
• Pure Job related interview
• Stress Interview
•
 What can undermine (decrease the
effectiveness) an interview’s usefulness
1. Making wrong “first” impressions
2. Misunderstanding the job
3. Candidate order error & pressure to hire
4. Effect of personal characteristics,
attractiveness, gender and background
5. Behavior of Interviewer

How to take effective Interviews

1. Structure the interview
2. Prepare for interview
3. Ask questions
4. Close the interview
5. Close the interview