HRM

HRM-1: Introduction
Nature of HRM
HRM is a process of acquisition, development,
motivation and maintenance of human resources
towards achievement of organizational goals with
consideration of environmental factors
HRM-1: Introduction
Components of HRM(ISO)
HRM (ISO) = f (m+v+a+b+q+t+s+e)
Here
ISO = International Organization for Standardization Series.
m = supportive management structure
v = Promote values
a = Promote attitude
b = promote behaviour
q = set clear quality improvement goals
t = encourage communication and team work
S = recognize success & achievement
e = train & educate employee for improvement.
HRM-1: Introduction
Functions of HRM
Acquisition
Development
Motivation
Maintenance
HRM-1: Introduction
Acquisition
Human Resource planning

Recruiting
- External
- Internal
Selection
Employee Socialization
HRM-1: Introduction
Development
Employee Training
Management Development
Career Development
HRM-1: Introduction
Motivation
Job Design
Performance Evaluations
Rewards
Job Evaluation
Compensation/ Benefits
Discipline
HRM-1: Introduction
Maintenance
Safety and Health
Employee/ Labour Relations
HRM-1: Introduction
Areas of HRM
American society for training and development (ASID) identified nine
human resource areas:
Human
Resource Planning.
Job design.
Selection of Human Resource
Training & development.
Organizational development.
Personnel Research and Information System.
Compensation.
Employee Assistance/ benefits.
Union/ Labour Relations.
HRM-1: Introduction
Objectives of HRM
Helping
the organisation reach its goals

Developing and maintaining a quality of work life
Effective utilization Human Resources
Providing the organisation with well-trained and wellmotivated employees
Increasing to the fullest the employees job
satisfaction and self-actualisation
Communicating HR policies to all employees
To help maintain ethical policies and behaviour
HRM-1: Introduction
Significance of HRM
HRM has gained in importance over
the last three decades
HRM has to ensure that the best
qualified candidates are selected
HR is now regarded as the most
important of all resources of an
enterprise
HRM must be forward thinking
HRM-1: Introduction
HRM Process
S1: Human Resource Planning
S2: Recruitment
S3: Selection
S4: Orientation
S5: Training
S6: Performance appraisal
S7: Career development
S8: Compensation and benefits
S9: Employee relations.
HRM-2: Introduction
Approaches to Managing HR
Approach 1: The Strategy Approach
Machines and assembly lines had to be
coordinated with the abilities and skills of
workers from varied backgrounds
Strategic managers change track in line with
their markets, competition, and other relevant
external factors
This approach acknowledges the importance of
change and the importance of the
interdependence of the organisation to its
surrounding world
Cont/d
Approach 2: The Excellent Company Approach

Action-oriented means problem solution rather than
lengthy analysis
The best-run companies have managers who know
their business
Cont/d
Approach 3: The Japanese Approach
Japanese managers seem to value

their human resources
Nissan is trying to substitute the
term teamwork for union, replacing
one kind of loyalty with another
HRM-2: Introduction
Model of HRM
EXOGENOUS
INFLUENCES
The State
The Market
The MNC
IDEOLOGICAL
INFLUENCES
Corporate ethics &
Culture
State Ideology
ENDOGENOUS
INFLUENCES
Company History
Corporate Structure
Employee Collectivity
SYSTEM OUTPUTS
CORPORATE POLICY
TOWARDS LABOUR
& CAPITAL
Efficiency
Effectiveness
Competitive Edge
Quality Work Life
Readiness for Change
HRM-2: Introduction
Principles of HRM
Putting right man in the right place
Training the new recruits
Transforming the organisation into a
coordinated entity
Ensuring employee security with
opportunity, incentive and recognition
Supplying proper equipment
Ensuring production and distribution of
quality goods and services
Rewarding star performers
HRM-2: Introduction
Modern Trend in HRM
Effective managing of human resources would
recognize the modern trend in the HRM output
for
Change
Interdependence (between the firm and the
society)
People-Productivity-Quality Balance
Meaningful Work
HRM-3: Human Resource Policy & Env.
Nature of HR Policy
Human resource policy is concerned with proper
use of human resources
A particular organization has to assemble and
develop manpower keeping in view with its
planned and projected activities
In projecting manpower requirement, skill
requirement of today and tomorrow has got to be
considered
Human resource manager will also have to be
alert about the changes taking place in the values
and expectations of the people.
Cost of recruitment has also to be kept under
review

Aims of Human Resource Policy
Achieving the main objective of the organization
Creating committed employees
Developing trained personnel
Recognizing trade unions as representatives of
workers
Consultative service to employees
Managerial leadership
Delegation of authority
Co-operation to and from employees
Security of employment
Opportunity for growth
Fair wages and salary

Essential Elements of Human Resource Policy
To be written
Should be flexible
Has to be balanced
Desire of work group to be honoured
Community interests to be served
To be well communicated
Trade unions to be recognized
To be consistent with local conditions
Policy impact to be measurable
To be progressive

Coverage of Human Resource Policy
Policies are either functional or centralized.
The following may be included in HR policy
History of companys growth
Grievance settlement procedure
Safety rules and safety regulations
Maternity facilities and benefits
Social security and other kinds of compensation
Procedure for disseminating information
Public relations and union-management co-operation
External Environment and HRM

Economic Environmental Elements
Capital
Labour
Price Level
Fiscal and Tax policy
Customers

Technological Environmental
Elements
Technological changes have had a
profound effect upon the working
population
As technology advances, the highest
skills of people are increasingly
required

Social and Cultural Environmental Elements
HR Managers are to be responsive to the
societal needs and cultural values of the
people
Over the centuries of global and social
development, a number of social beliefs
have evolved that are of significance to
the HR manager
When peoples standard of living improves,
their expectations for a better life tend to
increase even faster

The Political and Legal Environmental Factors
Government plays the pivotal role in
maintaining political environment
Proper knowledge about labour laws,
which are complicated by nature, is
essential on the part of HR manager
Internal Environment and HRM

Change in work force composition
Changing skill requirement
Corporate rightsizing
Re-engineering
Decentralized work-sites
Proper management practices
Union attitude
HRM-3: Human Resource Planning

Human resource planning is the process
by which an organization ensures that it
has the right number and kinds of
people, at the right place, at the right
time, capable of effectively and
efficiently completing those tasks that
will help the organization achieve its
overall objectives.
Importance of HRP
Reservoir
of Talent
Prepare people for future
Expand of Contact
Cut costs
Helps Succession planning

Objectives of HRP
Forecast
personal requirement
Cope with changes
Use existing manpower
productively
Promote employees in a
systematic manner

The Process of HRP
Two Steps:
A. Forecasting the demand for Human Resource
-
External Challenges
Organizational Decisions
Workforce Factors
B. Forecasting Future Supply of Human Resource

Increase in Internal Supply
Decrease in Internal Supply
Estimated Change in External Supply.

HRP at Different Levels
National
level
Sectoral level
Industrial level
Unit level
Departmental level
Job level

Approaches to HRP
The Quantitative Approach
- Quantitative approach is aimed as to reconcile
supply and demand for HR.
- Quantitative forecasting includes trend
projection, econometric modeling and multiple
predictive techniques.
The Qualitative Approach
- The qualitative approach to HRP uses expert
opinion to predict the future.
- The aim of the Delphi technique is to integrate
the independent opinions of experts by
eliminating personal influence and discussion.

Strategies of HRP
Recruitment plan.
Redeployment plan.
Redundancy plan.
Training plan.
Productivity plan.
Retention plan.
HRM-4: Job Analysis

Nature of Job Analysis
Job analysis is the method used to determine
what type of manpower are needed to perform
the jobs of the organizations.
HRM-4: Job Analysis

Job Terminology
Job Description: A written summary of tasks,
duties and responsibilities of job.
Job Specification: The minimum skills,
education and experience necessary for an
individual
Job Evaluation: A systematic procedure for
finding the relative worth of a job.
Job Sharing
Job Design
Job Rotation
Job enrichment
Job enlargement
HRM-4: Job Analysis
Techniques for Designing Jobs

Job
Simplification
Job Enlargement
Job Rotation
Job Enrichment
HRM-4: Job Analysis
The Process of Job Analysis

The major steps involved in job analysis are Organizational analysis
Selection of representative positions to be
analyzed.
Collection of job analysis data
Preparation of job description
Preparation of job specification
Conducting job evaluation
HRM-4: Job Analysis
Objectives of Job Analysis

To improve the internal relationships of the
organisation
To assess relevant facts of improving
employee selection and placement procedure
To improve physical working conditions and
correct health and safety hazards
To supply standard practice and contents for
training of a job
To supply scientific data in determining
production standards
To educate the personnel at all levels
To improve transfer and promotion
HRM-4: Job Analysis
Importance of Job Analysis
Ensuring similarity in job title.

Clarifying methods and procedures of work
Improving physical condition at workplace.
Delineating the relation of one job to other
jobs.
Determining conditions of employment.
Reducing grievances.
HRM-4: Job Analysis
Methods of Job Analysis

Observation
method
Individual interview method
Group interview method
Technical conference method
Structured questionnaire method
Diary method
HRM-5: Recruitment & Selection

Sources of Recruitment
Two broad sourcesA. Internal Sources
Promotion and Transfers
Job Postings
Employee Referrals
B. External Sources
Advertisements
Employment agencies
Unsolicited Applicants
Temporary help services
Campus recruitment
Professional organisations
Advantages and Disadvantages of

Recruitment within an organisation
Advantages
1. Suitable
Disadvantages
1. Inefficiency
2. Reliable
2. Inbreeding
3. Motivational
3. Bone of contention
4. Economical
4. Limited Choice
Advantages and Disadvantages of

Recruitment-outside an organisation
Advantages
1. Injection of fresh
blood
Disadvantages
1. Time consuming
2. Wide choice
2. Expensive
3. Motivational force
3. Demotivating
4. Long term benefits
4. Uncertainty
Nature of Selection
Selection is a screening process. It is
the process of picking individuals who
have relevant qualifications to fill jobs
in an organisation. Selection starts
after the recruitment process is over
and job application have been
received.

Process of Selection
Selection involves a series of steps:
1. Reception of applicants
2. Preliminary interview
3. Filling an application blank
4. Employment tests
5. Selection interview
6. Background and reference check
7. Preliminary selection in the HR department
8. Final selection by the concerned department
9. Medical / physical examination
10. Placement
Tests
Tests are aimed at predicting future success on
a particular job. A variety of tests are usually
used as selection tools- Intelligence tests
- Aptitude tests
- Achievement tests
- Interest tests
- Personality tests
- Graphology tests
- Polygraph tests
Interview
Interview are oral examination of candidates

for employment. Different types of interviews
may be used depending on the nature and
importance of the position to be filled within
an organisation.
Non-directive
Patterned
Structured
Panel
Interview process
HR experts identified certain steps to
be followed while conducting interviewPreparation
Reception
Information exchange
Termination
Evaluation

Assessment Center
The assessment center consists of a number of exercise, which

may include competency based interviews, individual
exercises, in-tray exercises, group works, a presentation, case
study exercises, discussions and role plays etc.

Components of Assessment Center
Written Test.
Competency based interview.
Test and exercises.
Case study exercises.
In-tray exercises.
Group activities.
Discussion and role plays.
Tips for facing Assessment Center Preparation

Visit the companys website and read the recruitment and other
relevant information.
Draw up a list of your main strengths, particularly those you
think are relevant to the area for which you have applied.
Consider any areas of potential, improvement and think about
how you will address them.
Think of questions you may want answers to at this stage.
Plan your journey carefully so that you arrive in good time for
the start of the assessment center.
Try to converse with other candidate-this will help when it
comes to group exercises later.

Outcomes of Selection Device
Decision
Accept
Performance of
Good
Reject
Correct decision
Reject error
Accept error
Correct decision
Candidate
Poor
HRM-6 & 7: Training &

Development
Nature
Training is the act of increasing the knowledge and
skill of an employee for doing particular job.
Significance of Training
Increased performance
Reduced supervision & rate of accident
Reduced cost of production
Increased morale
Increased good will of organizations
Developing Human Resource
Buildup team management culture
HRM-6 & 7 : Training & Development

Theories of Learning
Cognitive Learning Theory
Environmental Learning Theory
Social Learning Theory
HRM-6 & 7 : Training & Development

Training Needs Assessment
Performance Appraisal
Analysis of Job Requirements
Organizational Analysis
Employee Survey
HRM-6 & 7 : Training &

Development
Steps of Developing Training Module
1.
2.
3.
4.
5.
Base line survey

Training needs assessment
Develop Training module
TOT Program
Conducting Training
HRM-6 & 7: Training & Development
Training Methods
On-the-Job Training Methods
Off-the-Job Training Methods
On-the-Job Training Methods

Coaching
Understudy Method
Job Rotation
Job Instruction Training
Committee Assignment
Apprenticeship Training
Special Meetings of the Staff

Off-the-Job training methods
Sensitivity Training
Simulation Exercise
Case Study
Management Games
Role Playing
Workshop
Lectures
Programs by Academic Institutions
Transactional Analysis
HRM-6 & 7: Training &

Development
Management Development Programs
On-the-Job Methods
Off-the-Job Methods
On-the-Job Methods
Apprenticeship
Job Instruction Training
Coaching
Job Rotation
Understudy
Multiple Management
Off-the-Job Training Methods

Vestibule Training
Lecture Method
Role Playing
Conference and Seminar
Films and Slide Show
Programmed Instruction
University and College Courses
HRM-6&7: Training &

Development
HRD Model
S1. Perception
S2. Learning
S3. Motivation
S4. Commitment
S5. Develop Patriotic Human Resources
HRM-6&7: Training & Development

Hollands Career planning Model
As you process to make career planning, we
considered the following guidelines:
1. Assess your comparative advantages?
2. What are your interest? What do you like
doing?
3. Where are the opportunities?
4. Match your strengths, interests and market
opportunities to assess career directions.
S-R; I-E; C-A
S,E,C- They preferred advancement through
bureaucratic structure
R,I,A- They preferred advancement through
research/ teaching activities

Nature of Career Planning
A career is a sequence of position
occupied by a person during the life
time.

Stage of Career Development
S1. Exploration
S2 Establishment
S3 Mid-career
S4. Late Career
S5 Decline

The Value of effective Career
Development
1. Ensuring needed talent will be
available
2. Improves the organization's
ability to attract and retain hightalent personnel
3. Ensuring growth opportunities for
all employees
4. Reduces employee frustration.
HRM-9: Performance Appraisal

Nature of Performance Appraisal
Performance evaluation or appraisal

is the process of deciding how an
employee does his job.

Objective of Performance
Appraisal
Promotion decision
Training and development
programmes
Compensation decision
Performance improvement
Feedback

The Process of Performance Appraisal
Establishment of performance standard
Mutually set measurable goals
Measurement of performance
Comparison of actual performance with
standard set
Discussion of the appraisal with the
employee
Identification and initiation of action

Methods of Performance Appraisal
Using Absolute Standards
Confidential Report
Essay Appraisal
Critical Incident Technique
Checklists and Weighted Checklists
Graphic Rating Scale
Behaviourally Anchored Rating Scales
(BARS)
Forced Choice Method

Variables
Very good (5)
Good (4)
Average (3)
Poor (2)
Very Poor (1)
Dutifulness
Timeliness
Honesty
Commitment
Communication
Relationship
Behaviour
Comments:
Signature of Appraiser:
Ensuring effective performance appraisal

Prepare for and schedule the appraisal in advance
Create a supportive environment to put employees
at ease.
Describe the purpose of the employees.
Involve the employee in the appraisal discussion
based on self-evaluation.
Focus discussion on work behaviour, not on
employees.
Support evaluation with specific examples
Give both positive and negative feedback.
HRM-10&11: Compensation &

Rewards
Nature of Compensation
Compensation refers to all forms of pay or
rewards going to employees and arising
from their employment. IT has two main
components:
a) Direct financial payments : wages,
salaries, incentives, commissions,
bonuses.
b) Indirect payments: employer paid
insurance and vacations.

Rewards
Objectives of Compensation
The main objective of compensation
function is to create a system of
rewards that is equitable to the
employer and employee alike.

Effectiveness
Rewards of a compensation package
Patton suggests that in compensation policy there

are seven criteria for effectiveness:
A) Adequate
B) Equitable
C) Balanced
D) Cost Effective
E) Secure
F) Incentive Providing
G) Acceptable to the Employee

Rewards
The basic principle of compensation
The basic principle is -jobs that require
greater qualifications, more
responsibilities, and more complex job
duties should be paid more highly than
jobs with lesser requirements.

Rewards
Methods of Job Evaluation
Ranking Method:
Steps in Ranking Method:
A) Obtaining job information
B) Select jobs
C) Select compensable factors
D) Rank jobs
E)Combine ratings.
Cont/d
Job Classification or Job Grading
Method
In this method raters categorize jobs into
groups. The groups are called classes if
they contain similar jobs or grades, if they
contain jobs that are similar in difficulty
but otherwise different. For example: pay
grade system for a press secretary and
a fire chief might both be graded GS10 GS- General Schedule.
Cont/d
Point Method
Steps in point method:
A) Several compensable factors
B) The degree to which each of
these factors is present in the job.
Cont/d
Factor Comparison Method
The factor comparison method entails
deciding which jobs have more of the
chosen compensable factors. In this method
we rank jobs in terms of the compensable
factor like skill . Then rank them according
to their mental requirement and so forth.
Then combine the rankings for each job into
an overall numerical rating for the job.

Nature of Reward
Rewards
Pay off for efficient and effective

performance may be regarded as reward.
HRM-10&11: Compensation & Rewards

Types of Rewards
Intrinsic versus Extrinsic Rewards
Financial versus Non-financial
Rewards
Performance-Based versus
Membership-Based Rewards

Rewards
Factors/Criteria on which Reward
can be Distributed
Performance
Effort
Seniority
Skill Held
Job Difficulty
Requirement of Judgement

Rewards
Incentive System
Piecework
Production Bonuses
Commissions
Pay-for-Knowledge/Pay-for-Skills
Compensation
Profit Sharing and Stock Option Plans
Co-partnership
Fringe Benefits

Rewards
Types of Fringe Benefits
Payment for time not worked

Employee security
Safety and health
Workmens compensation
Health benefits
Welfare and recreational facilities
Old age and retirement benefits

Rewards
Theories of Motivation
Maslows Need Hierarchy Theory.
Herzbergs Two Factor Theory.
McGregors Views on Motivation.
Adams Equity Theory of Motivation.
Hackmans & Oldhans Job
Charateristics Model.
MPS = (SV + TI + TS) XAXF

3

Rewards
How employee can express Job
Dissatisfaction.
Active
Exit
Voice
Destructive
Constructive
Neglect
Loyalty
Passive
HRM-12: Employee-Employer Relations
Conditions for good employee-employer Relations

Democratic norms and values.
Participative decision making.
Recognize employees rights.
Ensure fair wages and facilities.
Decent environment at workplace.
Profit sharing plan.
TU activities free from party politics.
Provide training to all employees.
Impartial and unbiased state machinery.
Mutual trust honor, respect with each other

Registration of Trade Union
1.
2.
3.
4.
5.
Application for registration

Requirements for application
Requirements for registration
Registration
Certificate of registration
HRM-12: Employee-Employer
Relations
Procedures for CBA election
1.
TUL requested to the government office for
CBA election.
2.
Govt. officials called on workers list from
management of concerned enterprise.
3.
Drafting of voters list.
4.
Finalization of voters list.
5.
Declaration of election schedules.
6.
Seeking co-operation from all quarters.
7.
Casting vote.
8.
Counting vote and declaration of CBA.
HRM-12: Employee-Employer
Relations
Alternate Dispute Resolution (ADR)
Ensure
Win-win situation.
Establish mutual trust and respect.
Develop team management cultures.
Save the time and cost.
Stop post trial procedure complexities.
Increase productivity without interruption.
Develop negotiation skills.
Decent environment at work place.
Procedure of Legal settlement of

industrial disputes
Demand for meeting
Collective bargaining
Memorandum of Agreement
Conciliation
Memorandum of settlement
Adjudication by Labour Court
Appeal to Labour Appellate Tribunal
Dispute settlement process

Existence of Dispute
Demand for meeting
A written demand from any party (representatives of employers
or CBA) is to be served to the other for a meeting.
Collective Bargaining
Formal collective bargaining session starts within 10 days after receiving
written demand from either party for a meeting. The total time
limit is not stipulated.
Memorandum of Agreement
A memorandum of agreement is
signed by both the parties and a copy
thereof is forwarded to
the relevant office.
Request for Conciliation

Either party concerned may
request for conciliation.

Conciliation
A period of 30 days is provided for conciliation.
Conciliation session may, however, be continued
further on the basis of the agreement of the parties
concerned.
Memorandum of Settlement
A memorandum of settlement Is
prepared and signed by both the
parties and a copy is sent to the Govt.
Certificate of failure
A certificate of failure is
issued.
Adjudication by Labour Court

Either of the disputant parties may approach the lobour court for
adjudication. The total time limit is 60 days. (NB: if failure of conciliation
result in strike or lock-out continuing for more than 30 days the
Government may prohibit the strike lock-out and the case may be referred
to the labour court for adjudication.)
Appeal to Labour Appellate Tribunal

An appeal against the verdict of
Labour court, except for a complaint
case or legal right case, can be made
to labour appellate tribunal within 30
Days of the verdict. The total time
limit is 60 days.
Writ Petition High Court

Two types of cases complaint cases
or legal right cases are nonAppeal able at Labour Appellate
Tribunal, but they come under the
Jurisdiction of writ petition to the
High Court for a review of the
judgment of labour court. No time
Limit is stipulated.
HRM-13: Discipline Management &

Grievances handling
Types of Discipline
Negative Discipline
Positive Discipline
Self Discipline and Control
Progressive Discipline

Grievances handling
Types of Discipline Problems
Improper Attendance
Inappropriate On-the-Job Behaviour
Dishonesty
Unacceptable Outside Activities

Grievances handling
Causes of Indiscipline
Absence of effective leadership
Unfair management practices.
Ineffective communication.
Non- uniform disciplinary action.
Divide and rule policy.
Inadequate attention to personnel
problems.
Victimisation.

Grievances handling
Disciplinary Procedure
Framing a charge and issuing a letter
Consideration of explanation
Issuing show-case notice
Making a full-fledged enquiry
Passing the final order of punishment
Follow up

Grievances handling
Pattern of Disciplinary Actions
Oral Warning
Written Warning
Suspension
Demotion
Pay cut
Dismissal

Grievances handling
Factors to be Considered in Taking Disciplinary
Action
Seriousness of the problem
Duration of the problem
Frequency and nature of the problem
Employees work history
Extenuating factors
Degree of socialization
History of the organizations discipline practice
Implication of other employees
Management backing

Grievances handling
Nature of Grievances
Any factor involving wages, hours,
or conditions of employment that is
used as a complaint against the
employer-is called grievance.

Grievances handling
Sources of Grievances
Absenteeism
Insubordination
Overtime
Plant Rules

Grievances handling
Levels of handling grievances
Primary level
Intermediate level
Organizational level
Third party intervention

Grievances handling
The Grievance Procedure

Two-step Procedure- Here the grievant,
union representative, and company
representative meet to discuss the
grievance. If they dont find a satisfactory
solution, the grievance is brought before
an independent third-person arbitrator,
who hears the case, write it up, and
makes a decision.
Cont/d
1.
2.
3.
4.
5.
The grievance procedure may

contain the following steps.
Acknowledge Dissatisfaction.
Define the problem.
Find out the facts.
Analyze and decide.
Follow up.
HRM-14:Transfer; Promotion &

Retirement
Nature of Transfer
A transfer is a move from one job to another, usually
with no change in salary and grade. Or Transfer is
defined as the act of shifting an employee from one
place to another without changing the rank and status.

Retirement
Basis of Transfer
On the basis of self requirement
On the basis of institutional
requirement
On the basis of regular transfer
Punishment transfer.

Retirement
Types of Transfer
Replacement transfer
Shift transfer
Mutual transfer
Transfer in/of Public interest
Other transfer

Retirement
Employees seek transfers for
many reasons:
Personal enrichment
More interesting jobs
Greater convenience
Better hours
Location of work and
Greater advancement possibilities

Retirement
Employers may transfer

employees
To vacate a position where he/she is
no longer needed
To fill a position where he/she is
needed
To find a better fit for the employee
within the firm.

Retirement
Nature of Promotion
Promotion traditionally refer to
advancements to positions of increased
responsibilities
Or A promotion may be defined as an
upward advancement of an employee in
an organization to another job which
commands better pay, better status,
higher opportunities or challenges, higher
authority and better working
environment.

Retirement
Types of Promotion
Vertical Promotion
Horizontal Promotion
Dry Promotion.

Retirement
Basis of Promotion
On the basis of seniority
On the basis of merit
On the basis of merit and seniority

Retirement
Nature of Retirement
Off the job if you pass/cross the
certain age
Off the job through the application
of incumbent.

Retirement
Types of Retirement
Normal Retirement.
Voluntary Retirement.
Mandatory Retirement

Retirement
Benefits during retirement
Pension and gratuity facilities.
Leave encashment facilities.
Benevolent fund facilities.
Provident fund facilities.
Insurance fund facilities.
HRM-15: Human Resource

Development (HRD)
Significance of HRD
One of the most important resources of an
organization is its people. Employees supply
the talent, skills, and creativity and exert the
effort and leadership that contribute to the
level of performance of the organization.
Carnegie, the great U.S. industrialist, understood

the potential contribution of human resource. He
said Take away all my machines, factory
buildings, money, materials and all other assets
but leave me my manpower, I shall be able to
rebuild my business empire in a few years.
Concern of management is resource mobilization,
resource utilization and resource protection in
order to ensure highest possible productivity from
a given quantity of resource.
GOD, the Almighty, has endowed human beings

with power inherent in them which if nursed,
nurtured, cultivated, developed and sharpened
can unveil the secrets of nature.
Human beings become human resource when

their skills and abilities are developed to
undertake some productive activities which are
useful to them and to their society.
Administrative or managerial skill formation

occurs through training, education, and
development of the personnel.
Managerial skill is equated by some scholars

with enriching managerial ingenuity.
We may view human resource management as

human capital formation.
A person develops when he is inducted into the growth

process.
Sixty percent of economic growth of the West during recent

decades resulted from the effects of education and research.
A well trained and well-educated workforce is a nations

greatest form of capital.

Development
Human Development Index (HDI)
The HDI or Human Development Index
measures the overall achievements in a country
in three basic dimensions of human
development-longevity, knowledge, and a
decent standard of living. It is measured by life
expectancy, educational attainment, and
adjusted income per capita in purchasing power
parity.

Development
Human Poverty Index (HPI)

While the HDI measures overall
progress in a country the Human
Poverty Index or HPI reflects the
distribution of progress and
measures the backlog of
deprivations that still exist.

Development
Gender Related Development

Index (GDI)
The Gender Related Development
Index or GDI measures
achievements in the same
dimensions and using the same
indicators as the HDI but captures
inequalities in achievement between
women and men.

Development
The Gender Empowerment

Measure (GEM)
The Gender Empowerment Measure
or GEM reveals whether women can
take an active part in economic or
political life. It focuses on
participation, measuring gender
inequality in key areas of political
participation and decision-making.

Development
Corruption Perception Index (CPI)
The fight against corruption is of the most
difficult and important battles that the
world faces today. Transparency
International is a civil society organization
dedicated to curbing both international
and national corruption. Each year they
publish the Corruption Perception Index
(CPI), which reflects the degree to which,
corruption is perceived to exist among
public officials and politicians.

HRM

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HRM

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HRM-1: Introduction

Human Resource planning

the organisation reach its goals

Approach 2: The Excellent Company Approach

Japanese managers seem to value

HRM-3: Human Resource Policy & Env.

HRM-3: Human Resource Policy & Env.

HRM-3: Human Resource Policy & Env.

HRM-3: Human Resource Policy & Env.

HRM-3: Human Resource Policy & Env.

External Environment and HRM

HRM-3: Human Resource Policy & Env.

External Environment and HRM

HRM-3: Human Resource Policy & Env.

HRM-3: Human Resource Policy & Env.

External Environment and HRM

HRM-3: Human Resource Policy & Env.

Internal Environment and HRM

HRM-3: Human Resource Planning

HRM-3: Human Resource Planning

HRM-3: Human Resource Planning

HRM-3: Human Resource Planning

B. Forecasting Future Supply of Human Resource

HRM-3: Human Resource Planning

HRM-3: Human Resource Planning

HRM-3: Human Resource Planning

HRM-4: Job Analysis

HRM-4: Job Analysis

HRM-4: Job Analysis

Techniques for Designing Jobs

HRM-4: Job Analysis

The Process of Job Analysis

HRM-4: Job Analysis

Objectives of Job Analysis

HRM-4: Job Analysis

Importance of Job Analysis

Ensuring similarity in job title.

HRM-4: Job Analysis

Methods of Job Analysis

HRM-5: Recruitment & Selection

Advantages and Disadvantages of

Advantages and Disadvantages of

4. Long term benefits

HRM-5: Recruitment & Selection

HRM-5: Recruitment & Selection

HRM-5: Recruitment & Selection

Interview are oral examination of candidates

HRM-5: Recruitment & Selection

HRM-5: Recruitment & Selection

The assessment center consists of a number of exercise, which

HRM-5: Recruitment & Selection

HRM-5: Recruitment & Selection

Tips for facing Assessment Center Preparation

HRM-5: Recruitment & Selection

HRM-6 & 7: Training &

HRM-6 & 7 : Training & Development

HRM-6 & 7 : Training & Development

HRM-6 & 7 : Training &

Base line survey

HRM-6 & 7: Training & Development

HRM-6 & 7: Training & Development

On-the-Job Training Methods

HRM-6 & 7: Training & Development