Professional Documents
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Human Resource Management: Preeti Nigam Faculty, Rai University
Human Resource Management: Preeti Nigam Faculty, Rai University
Unit-II
Job Analysis, Role Analysis, Methods of Manpower Search, Attracting and selecting HR; Induction and socialization, Manpower training & development; Career and succession Planning, Managing Organizational Renewal.
Job Analysis
Job Analysis systematically collects, evaluates and organizes information. It is done by specialists called job analysts who gather data about each position
Improve productivity levels through careful study of jobs. Eliminate unneeded job requirements that can cause discrimination in employment Match job applicants to job requirements Plan for future human resource requirements Determine training needs for employees Compensate employees fairly and equitably Improve overall quality of work life Set realistic performance standards Redesign jobs to improve performance and/or employee morale
Job Identification
Small organizations: process is simple because there are few jobs
Large organizations: analysts may have to construct list of jobs from payroll records, organization charts, or discussion with workers and supervisors. Previous records may also be used.
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Face to face interviews are effective Mail Questionnaires Survey employees through mailed questionnaire sent by inter-office mail or by post. Position Analysis Questionnaire Management Position Description Questionnaire Employee Log Workers periodically summarize their tasks and activities in the log. They are time consuming. Observation Direct observation is slow, costly and potentially less accurate. Language barrier may necessitate observation. Combinations 2-3 methods. High accuracy low cost.
HR Planning Recruitment Selection Placement and Orientation Training Counseling Employee safety Performance Appraisal Job design and Redesign Job Evaluation
Product, marketing and financial strategy planning Coordination of other organizational units and personnel Internal business control Products and services responsibility Public and customer relations Advanced consulting Autonomy of actions Approval of financial commitments Staff service Supervision Complexity and stress Advanced financial responsibility Broad personnel responsibility
Job Descriptions
1.
Job Identification
A job description is a written statement that explains the duties, working conditions and other aspects of a specified job. Skill Level- amount and type of education and training Skill Type- type of work performed
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Working Conditions
Hours of work, safety and health hazards, travel requirements etc
4.
Approvals
Supervisors are asked to approve the job descriptions. It is a further test of the job description.
Job Specification
A job description defines what the job does; it is a profile of the job. A Job Specification describes what the job demands of employees who do it and the human factors that are required. It is a profile of the human characteristics needed by the job. These requirements include experience, training, education, physical demands and mental demands. They both can be combined into one document.
In case of ambiguity of middle and higher management roles, Role Analysis is effective.
Expected role Perceived role Actual role
Role Analysis
Steps
Objectives of the department and its functions must be identified Role incumbent is asked to state his key performance areas Other role partners are asked to state their expectations from the role incumbent The incumbents role is clarified and expressed in black and white after integrating diverse viewpoints
Designing Jobs
How the job is to be performed, who is to perform it and where it is to be performed.
Recruitment
Recruitment is to develop a group of potentially qualified people. Communicate in such a way that job seekers respond Cost effective to attract qualified people and provide enough information for unqualified persons to self select themselves out.
Methods of Recruitment
1. Internal Methods
2. Direct Methods 3. Indirect Methods 4. Third Party methods 5. Alternatives
Alternatives to Recruitment
Overtime Subcontracting Temporary Employees Employee Leasing
Selection
Selection
The process of picking individuals who have relevant qualifications to fill jobs in an organization. The purpose id to pick the most suitable candidate.
Selection Interview
Selection Tests
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Application Blank
Screening Interview Reception
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Selection Testing
1. 2. 3. 4. 5. 6.
Intelligence Tests Aptitude Tests Personality Tests Achievement Tests Simulation Tests Assessment Center
a)
b) c) d) e)
The in-basket The leaderless group discussion Business games Individual Presentations Structured Interviews
6. Qualified people
7. Preparation 8. Suitability
9. Usefulness
10. Standardization
Selection Interview
Non-directive Interview Patterned Interview Structured or situational Interview Panel Interview Stress Interview Appraisal interview
Induction
Induction or orientation is the process through which a new employee is introduced to the job and the organization.
Objectives
Removes Fears Creates a good impression Acts as a valuable source of information
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7. 8. 9.
Welcome to the organization Explain about the company Show the location/department where the new recruit will work Give the companys manual to the new recruit Provide details about various workgroups and the extent of unionism within the company Give details about pay, benefits, holidays, leave etc. Emphasize the importance of attendance or punctuality Explain about future training opportunities and career prospects Clarify doubts Take the employee on a guided tour of buildings, facilities etc.
Organizational Issues
History of the Company Names and titles of Key Executives Employees title and department Layout of physical facilities Probationary period Products/services offered Overview of production process Company policies and rules Disciplinary procedures Employees handbook Safety steps
Introductions
To To To To supervisors co-workers trainers employee Counselor
4.
Job Duties
Job location Job tasks Job safety needs Overview of jobs Job objectives Relationship with other jobs
Socialization
Socialization is the process through which a new recruit begins to understand and accept the values, norms and beliefs held by others in the organization.
Training
Training
According to Flippo, training is the act of increasing the knowledge and skills of an employee for doing a particular job.
Training enables an employee to do his present job more efficiently and prepare himself for a higher level job. Training is a planned program designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behavior of employees.
Features
Increases knowledge and skills for doing a job. Bridges the gap between job needs and employee skills, knowledge and behavior. Job-oriented process, vocational in nature. Short-term activity designed essentially for operatives.
Why
When
Training vs Education
Training is the act of increasing the knowledge and skills of an employee while doing a job.
Education is the process of increasing the general knowledge and understanding of employees.
jobs. Existing employees require refresher training. Training is required when a person moves from one job to another. Training is necessary to make employees mobile and versatile. Training is needed to bridge the gap between what the employee has and what the job demands.
Training Objectives
1. To impart the basic knowledge and
skill to the new entrants. 2. To equip the employees to meet the changing requirements of the job and the organization. 3. To teach the employees new techniques and ways of performing the job. 4. To prepare employees for higher level tasks.
Modeling Motivation Reinforcement Feedback Spaced Practice Whole Learning Active Practice Applicability of Training Environment
Areas of Training
1. Knowledge
2. Technical Skills 3. Social Skills 4. Techniques
Types of Training
1. Orientation Training
Conduct training
Objectives of Training
Objective
Problems Solving Training clerks to reduce complaints Training supervisors to reduce grievances
Training Methods
Job Instruction Training (JIT)- to teach workers how to do their current jobs. 1. The trainee receives an overview of the job 2. The trainer demonstrates the job to give the employee a model to copy. 3. The employee is permitted to copy the trainers way. 4. The employee does the job independently without the supervisor.
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Merits Trainee learns fast through practice and observation It is economical The trainee gains confidence quickly as he works himself It is most suitable for unskilled and semiskilled jobs where the job operations are simple
Demerits 1. The trainer should be good 2. Trainee while learning may damage equipment, waste materials, cause accidents frequently 3. Experienced workers cannot use the machinery while it is being used for training
Mentoring is a particular form of coaching used by experienced executives to groom junior employees. Mentoring involves one-on-one coaching for a period of several years.
Job Rotation
It involves the movement of trainee from one job to another. It allows workers to build rapport with a wide range of individuals within the organization Disadvantage is that expertise may not be developed
Apprenticeship Training
Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach or trainer. Disadvantage is that people have different abilities and learn at varied rates. So job skills acquired may no longer be appropriate.
Committee Assignments
Trainers are asked to solve an actual organizational problem. The trainees have to work together and offer solution to the problem. This method of training helps them develop team spirit and work unitedly towards common goal. Disadvantage is disruption in production schedule.
Contributions of Training
1. Increased Productivity
2. Improved Morale 3. Reduced supervision
4. Reduced accidents
5. Increased organizational stability
Decision Points in Planning Training Evaluation- John Dopyera and Louise Pitone
1. Should an evaluation be done? Who should
2. 3. 4. 5. 6. 7.
do the evaluation? What is the purpose of evaluation? What will be measured? How comprehensive will the evaluation be? Who has the authority and responsibility? What are the sources of data? How will the data be collected and compiled?
Methods of Evaluation
1. Questionnaires
2. Tests 3. Interviews 4. Studies 5. Human resource factors
Management Development
The development of human resources is a part of strategic human resource plan. Employees have career aspirations when they join an organization. It makes good business sense to provide incentives to employees to remain with the organization especially when management makes considerable investments in training and developing its human resources.
Management Development
Management Development can be defined as the process of enhancing an employees future value to the enterprise through careful career planning.
Cognitive: being concerned with altering thoughts and ideas (knowledge, new processes) Behavioral: attempts to change attitudes and values Environmental: Strategies to change attitudes and values
Instruments/Programs
Articles, lectures, videos, university courses, management seminars
Role playing, behavior modeling, Managerial grid, sensitivity training, outdoors, team building, mentoring Environmental Job rotation, organizational development, the learning organization concept, temporary assignments, employee exchange programs, matrix management, project team, internal consulting, crosscultural management training
Cognitive Strategy
The cognitive strategy is probably the least effective in management development. The methods used are relatively passive. While this approach tends to increase the knowledge and expertise of individuals, it does little to change a persons behavior, attitudes and values, important elements of a managers career development.
Behavioral Strategy
Behavioral Strategies aim at making individuals more competent in interacting with their environment e.g with colleagues, subordinates or customers
method to familiarize an employee with how to apply concepts learned in the classroom in a practical setting.
behavior effectively by providing the trainee with a vivid and detailed display of desirable behavior by a manager of ten with strong social reinforcement.
example of attempting to change the dominant management style in an organization e.g. to make managers more person or task oriented to increase their effectiveness.
effective method for making managers more aware of the impact of their own behavior on others or to prepare them for more effective interactions with staff in foreign subsidiaries or joint ventures.
development method, involving team oriented tasks done in the wilderness e.g. mountain climbing. The objective is to develop a strong team spirit by making team members depend on each other for survival. 6. Team Building helps team members to diagnose group processes and to devise solutions to problems. 7. Mentoring involves establishing a close relationship with a boss or someone more experienced who takes a personal interest in the employees career and who guides and sponsors it.
Environmental Strategy
Creating an environment that continuously reinforces desirable behavior Job rotation Organizational development The learning organization concept Temporary assignments Employee-exchange programs Matrix management Project teams Internal consulting Cross-cultural management training
The temporary nature of many such assignments Lack of time because of the immediacy of the need of the employee overseas The trend toward employment of local nationals Doubt about the need for special training Parallel doubts about the effectiveness of existing training programs
Culture Assimilators- Consist of a series of episodes dealing with interpersonal issues in a cross-cultural situation. By responding to individual episodes and referring to explanations describing why their responses were appropriate or not, trainees have an opportunity to test their cross-cultural effectiveness.
about another culture e.g customs, values 2. Affective- At this stage, attempt is made to change the attitudes of trainees toward another culture by exposing them to stimuli from this culture and asking them to respond. E.g critical incidents 3. Behavioral- This is applied stage. Trainees are expected to behave appropriately under certain conditions in different situations. E.g role play, simulation
culture 4. Tolerance 5. Ability to adapt 6. Ability to translate and apply newly acquired insights and skills in an organizational environment
employees on specific culture differences and how to respond to differences in the workplace.
Career Education
HR Dept can increase employee awareness through a variety of educational techniques. E.g. speeches, memoranda, and position papers from senior executives stimulate employee interest at low cost to the employer. Workshops and seminars on career planning increase employee interest.
Career Counseling
A Counselor is someone who has employee interests in mind and provides specific job-related information. Counselor may help employees discover their interests by administering and interpreting aptitude and skill tests.
The Kuder Preference Record Strong Vocational Interest Blank
Employee Self-Assessment
A Life Plan is that often ill-defined series of hopes, dreams and personal goals each person carries through life. For e.g broad objectives to be happy, healthy and successful combine with specific goals to be a good spouse, parent or citizen.
Career Development
Career Development comprises those personal improvements one undertakes to achieve a career plan. Individual Career Development involves:
Job performance Exposure Resignations Organizational Loyalty Mentors and sponsors The Godfather system Key subordinates Growth opportunities
Organizational Renewal
Suggested Readings:
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Dessler, Gary, Human Resource Management, Pearson Education Asia, New Delhi. Rao, V.S.P., Human Resource Management-Text & Cases, Excel Books, New Delhi. Ramaswamy, E; Managing Human Resources, Oxford University Press, New Delhi Irancevich, John, Human Resource Management, Irwin/McGraw Hill. Casio, Wayne F; Managing Human Resources, McGraw Hill Inc. Subba Rao, P; Essentials of Human Resource Management & Industrial Relations, Text, Cases & Games, Mimbai, Himalaya Publishing House. Mondy R.W; Noe, R.M., Premeaux, S.r. and Mondy J.B; Human Resource Management, Prentice Hall Inc. Saiyodain, Human Resource Management, TMH, N.Delhi. Aswthappa, Human Resource Management, TMH, N.Delhi.