Originally Posted by dk2424  HR IMP POINTS
HRM dept prob: personnel planning,recruitment n selection, induction, performance uppraisal, training n delop, promotion n transfer, compensation payment, career planning, participative mgt.
Duties of HR manager:recruitment, selection, training, promotion, transfer, wage payment, working condition, welfare facilities, industrial relation.
Qualities of HR manager: knowledge of all labour laws, well qualifide, good communication skills, social outlook(knoweledge of market), feeling of sympathy 4 employees, resourcefullness, knwg of subject like (sociology, logic), creative thinking, leadership, decision making, generate trust amg employees.
Features of HRM: managing people, people oriented process, develop empo potentialities, intergral part, continous activity, co-operation, future oriented, challenging function.
Growing imp of HRM:automation, globalisation, information technology, quality concious, cut throat competition, impact of technology, growth of trade unions.
Objective of HRM: individual development, improve quality of service, maintain co ordination, maintain HRM, motivation, tean work, 2 achieve org goals, proper utilization of resources, good empo relation, empo satisfaction.
Function of HRM: managerial function-planning, organising, directing,controlling.
Operational function-selecting of manpower, develop of manpower, compensation payment, integration of manpower, maintainance of manpower, providing welfare facilities.
MEANING OF HRM: HRM is a management function that helps organization to recruit, select, train, develop and manage its members. Simply stated, HRM is all about management of people in the organization from Recruitment to Retirement. HRM refers to set of programs, functions, and activities designed and carried out in order to maximize both employee as well as organizational effectiveness.
Definition-“HRM is planning,organizing, directing and controlling of the procurement,development,compensation, integration,maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.”
OBJECTIVES OF HRM 1. Organizational Objectives: To assist the organization to achieve its primary objectives, whether it is profit making or charity or social agenda.
2. Societal Objectives: To be responsive to the needs and challenges of the society while minimizing the negative impact, if any, of such demands upon the organization.
3. Functional Objectives: To maintain department’s contribution and level of services at a level appropriate to the organization’s needs.
4. Personal Objectives: To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization.
SCOPE OF HRM-From Entry to Exit or Recruitment to Retirement of an employee in the organization
Following are the areas of operation of HRM:
1.Human Resource Planning
2.Job Analysis
3.Job Design
4.Recruitment & Selection
5.Orientation & Placement
6.Training & Development
7.Performance Appraisals
8.Job Evaluation
9.Employee and Executive Remuneration
10.Motivation
11.Communication
12.Welfare
13.Safety & Health
14.Industrial Relations
Based on the above activities, we can summarize the scope of HRM into following seven different categories:
1. Introduction to HRM
2. Employee Hiring
3. Employee and Executive Remuneration
4. Employee Motivation
5. Employee Maintenance
6. Industrial Relations
7. Prospects of HRM
ROLE OF HRM
1. Advisory Role: HRM advises management on the solutions to any problems affecting people, personnel policies and procedures.
(a)Personnel Policies: Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations.
(b)Personnel Procedures: Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures.
2. Functional Role: The personnel function formulates personnel policies in accordance with the company’s doctrine and management guidelines. It provides guidance to managers to help them ensure that agreed policies are implemented.
3. Service Role: Personnel function provides personnel services. These services constitute the main activities carried out by personnel department, like payroll, disciplinary actions, etc, and involve the implementation of the policies and procedures described above.
MANAGERIAL FUNCTIONS OF HRM
1. Planning: Research and plan about wage trends, labor market conditions, union demands and other personnel benefits. Forecasting manpower needs etc.
2. Organizing: Organizing manpower for the achievement of organizational goals and objectives.
3. Staffing: Recruitment & Selection
4. Directing: Issuance of orders and instructions, providing guidance and motivation to managers and employees.
5. Controlling: Regulating personnel activities and policies according to plans. Observations and comparisons of deviations
OPERATIONAL FUNCTIONS OF HRM
1. Procurement: Planning, Recruitment and Selection, Induction and Placement
2. Development: Training, Development, Career planning and counseling.
3. Compensation: Wage and Salary determination and administration
4. Integration: Integration of human resources with organization.
5. Maintenance: Sustaining and improving working conditions, retentions, employee communication
6. Separations: Managing separations caused by resignations, terminations, layoffs, death, medical sickness etc.
CHALLENGES OF HRM IN INDIAN ECONOMY
The job of HRM department in India has never been so challenging. Last decade has witnessed tectonic shift in Job market. From being an employer’s market, it has suddenly turned into employee’s market, especially in the most crucial segment, i.e. middle management. Globalization and India’s growing stature in the world has seen demand for Indian managers soaring. From the state of plenty, there is a stage of scarcity of the right talent. The biggest challenge is to retain the talent one has so assiduously hunted and trained. The attrition rate has reached alarming proportions. It has reached such proportions that certain segments of Industry are maintaining bench strengths to fill in the sudden gaps due to resignations. In addition, there are following new issues.
1. Globalization: Growing internationalization of business and workforce has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, attitudes, management styles, work ethics and more. HR managers have a challenge to deal with more and more heterogeneous functions and more involvement in employee’s personal life.
2.Corporate Re-organizations: Liberalization has led to large-scale reorganization of businesses in terms of expansions, mergers and acquisitions, joint ventures, take over’s, and internal restructuring of organizations. In circumstances as dynamic and as uncertain as these, it is a challenge to manage employees’ anxiety, uncertainties, insecurities and fears.
3. New Organizational Forms:Exposure to international business and practices has led to change in the organizational structure and HR policies of the local companies. Take for instance, the hierarchical structure of Indian companies. Suddenly, Indian companies have begun to adopt flat hierarchical management structure. But to implement and grout such fundamental changes in management philosophy of any company is never easy. The challenge for HRM is to cope with the implications of these new relations in place of well established hierarchical relationships that existed within the organizations for ages in the past.
4. Changing Demographics of Workforce: Changes in workforce are largely reflected by dual career couples, large chunk of young blood with contrasting ethos of work among old superannuating employees, growing number of women in workforce, working mothers, more educated and aware workers etc. Thus, changing demography of workforce has its own implications for HR managers and a true challenge to handle.
5. Changed Employee Expectations: With the changes in workforce demographics, employee expectations and attitudes have also transformed. Traditional allurements like job security, house, and remunerations are not much attractive today. Rather, employees are demanding empowerment and equality with management. Hence, it is a challenge for HRM to redesign the profile of workers, and discover new methods of hiring, training, remunerating and motivating employees.
6. New Industrial Relations Approach: In the changed industrial climate, even trade unions have realized that strikes and militancy have lost their relevance and not many workers are willing to join them and disrupt work. However, the problems faced by workforce now have different dimension for the management. They manifest in the form of increased attrition rate. Unsatisfied employees instead of approaching the management for resolution, often take up the new job. The challenge before the HRM is find ways and means to feel the pulse of employees and address the issues on proactive basis.
7. Renewed People Focus: “Man behind the machine is most important than the machine”. This is an old doctrine of the Armed Forces. However, this doctrine has begun to gain acceptance in the corporate world and thus all out efforts to grab the best talent at whatever cost.
8. Managing the Managers: Managing the managers is most difficult. Armed with inside information, they cannot be lured with rosy promises. They are in great demand too with growth in economy. These are the people who are most mobile, attrition rate being highest for the junior and middle management level. The challenge of HRM is how to manage this tribe?
9. Weaker Section’s Interests: Another challenge for HRM is to protect the interest of weaker sections of society. The dramatic increase of women workers, minorities and other backward communities in the workforce, coupled with weakening of trade unions, has resulted in the need for organizations to re-examine their policies, practices and values. In the name of global competition, productivity and quality, the interests of the society around should not be sacrificed. It is a challenge of today’s HR managers to see that these weaker sections are neither denied their rightful jobs nor are discriminated while in service.
10. Contribution to the Success of Organizations: The biggest challenge to an HR manager is to make all employees contribute to the success of the organization in an ethical and socially responsible way. Because society’s well being to a large extent depends on its organizations.
HUMAN RESOURCE DEVELOPMENT
Human Resource Development is a process to help people to acquire competencies and to increase their knowledge, skills and capabilities for better performance and higher productivity.
Definition 1:
HRD is a process of enhancing the physical, mental and emotional capacities of individuals for productive work.
TEAM EFFECTIVENESS
Definition: A team is a small group of people who agree to work together for achieving a clear and identifiable set of goals.
Teams can be Very Effective.
A team is able to produce more than the sum of individuals working separately. A team benefits from complementing and sometimes contrasting abilities of its members. Teams can bring to bear a wider range of skills and experience to solve a problem. Teams often lead to better quality decisions as individual whims and prejudices are kept in check. Further, members of team have an obligation to each other and thus there is a moral force/binding to perform. Energy among the team members is very important. The team needs a clear sense of direction which the leader provides. Harmony and trust among the group members is utmost essential. In any group, conflicts are inevitable, however harmonious it may be. There has to be a well formulated policy for conflict management. Decision making is a source of potential conflicts. A well charted course for decision taking will be able to minimize such conflicts.
HUMAN RESOURCE PLANNING (H R P)
Human Resource Planning, as the name suggests, is the process of identification/ forecasting a firm’s future requirement of type and number of people in order to meet the organizational goals and objectives. It is a continuous process either due to fresh requirement of manpower owing to change/growth/diversification of business or due to attrition of manpower due to retirement, termination, death, disability or resignations.
Definition 1:
“HRP includes estimation of how many qualified people are necessary to meet the future business requirement, how many people will be available, and what, if anything, must be done to ensure availability of personnel equals the demand at all times in the future.”
Advantages of HRP/need/importance/role/benefits
Human resource planning can be defined as the process of identifying the number of people required by an organization in terms of quantity and quality. All human resource management activities start with human resource planning. So we can say that human resource planning is the principle/primary activity of human resource management.The process of HRP plays a very important role in the organization. The importance of HRP can be explained as follows.
1. Anticipating future requirement: - Thru this process of HRP, the company is able to find out how many people will be required in future. Based on this requirement the company could take further actions. This method also helps the company to identify the number of jobs which will become vacant in the near future.
2. Recruitment and selection process: - The recruitment and selection process is a very costly affair for a company. Many companies spend lakhs of rupees on this process. Therefore recruitment and selection must be carried out only if it is extremely necessary. HRP process helps to identify whether recruitment and selection are necessary or not.
3. Placement of personnel:-Since the HRP process is conducted for the entire organization we can identify the requirements for each and every department. Based on the requirement, we can identify existing employees and place them on those jobs which are vacant.
4. Performance appraisal:-HRP make performance appraisal more meaningful. Since feedback is provided in performance appraisal and employee is informed about his future chances in same company, the employee is motivated to work better. Information for all this is collected from HRP process.
5. Promotion opportunity: - HRP identifies vacancies in the entire organization including all the branches of all the company. Therefore when the company implements promotion policy it can undertake its activities in a very smooth manner.
NEED & IMPORTANCE OF HRP
Human Resource comes at a cost and generates profits. While excess of human resource will lead to unproductive costs, shortages of same will lead to idling of other resources and impede profit generation. Having the people is not enough. Each job needs specific skills and experience and only a certain trained personnel can do it effectively. Therefore, it is necessary that right kinds of people are hired for each job. Personnel requirement is never static. Manpower wastages in the organization keep taking place regularly due to retirement, injury, resignations, termination, etc. In addition, changes in the business environment, business model and plan, capacity/product changes, diversifications, etc, also generate need to review the human resource requirement of the organization. Changes in the Business Environment in the past one and half decade have led to relative scarcity of talented people. Right kinds of people are no more available at short notice. There is considerable time gap between identifying the need for manpower and filling the vacancy, sometimes stretching between 6 months to one year. Thus, it will help the company if the requirement is forecasted adequately in advance to enable hiring of right kind of personnel just in time so that neither the machines/other resource idle for want of manpower nor do the people idle. At the same time, there could be situations when there is spare manpower in the company. Company may have changed over to new technology productions and therefore all personnel trained in old machines may have become redundant and surplus. The “Exit Policy” for workers is not easy and they cannot be released at short notice. Re-training or retrenchment of personnel has to be planned in advance. In India services is growing at a fast pace. It has already overtaken agriculture and Industrial production sectors to become the biggest contributor to GDP. In service industry, human capital is the most important asset. HRP bears a disproportionate importance in this industry. Foundation of Personnel Functions:HRP provides for not only front line manpower but also caters for support staff requirement which are called Personnel “Functions” like recruitment, selection, personnel development, training and development etc. Large scale changes in frontline staff will have proportional changes in requirement of support staff as well which can be planned alongside.
HRP PROCESS
Organizational Objectives & Policies: Organizational objectives and policies give a clue to future requirement of manpower. A company planning expansion would require more manpower in near future. Kind of people required would be dictated by technology being planned for expansion. HRP needs to align hiring of people with these elements. In addition, company’s policies towards its manpower policies, like using internal resources for promotion or external resources or dependence on certain caste or region for some jobs have also to be catered for. Gujarati companies in diamond business hire only gujaraties. Similarly, certain Business Houses from Rajasthan prefer Rajasthanies. So, HRP process will be dictated by following organizational policies:
1.Internal Hiring or External Hiring?
2.Training & Development plans
3.Union Constraints
4.Job enrichment issues
5.Rightsizing organization
6.Automation needs
7.Continuous availability of adaptive and flexible workforce
Manpower Demand Forecasting: It is the process of estimating the future quantity and quality of people required. The basis should be long term corporate plans. Demand forecasting should be based on following factors.
Internal Factors: -
• Production levels
• New products and services
• Organizational structure
• Employee separation
• Budget constraints
External Factors:
• Economic climate
• Laws and regulatory bodies
• Technology changes
• Social Factors
• Legal requirements with regards to reservations
Manpower Supply Forecasting: This process measures the number of people likely to be available from within and outside the organization after making allowance for absenteeism, internal movements and promotions, wastages, changes in hours and other conditions of work.
Supply Analysis covers:
Existing Human Resources: HR Audits facilitate analysis of existing employees with skills and abilities. The existing employees can be categorized as skills inventories (non-managers) and managerial inventories (managers).
Skill inventory would include the following
• Personal data
• Skills
• Special Qualifications
• Salary
• Job History
• Company data
• Capabilities
• Special preferences
Management inventories would include the following:
• Work History
• Strengths• Weaknesses
• Promotion Potential
• Career Goals
• Personal Data
• Number and Types of Subordinates supervised
• Total Budget Managed
• Previous Management Duties
Internal Supply Assessment:
• Inflows and outflows (transfers, promotions, separations, resignations, retirements etc.)
• Turnover rate (No. Of separations p.a. / Average employees p.a. X 100)
• Conditions of work (working hours, overtime, etc.)
• Absenteeism (leaves absences)
• Productivity level
• Job movements (Job rotations or cross functional utilizations)
External Supply Assessment: External sources are required for following reasons
• New blood,
• New experiences
• Replenish lost personnel
• Organizational growth
• Diversification
External sources can be colleges and universities, consultants, competitors and unsolicited applications.
CAREER PLANNING
Career as a concept means a lifelong sequences of professional, educational and developmental experiences that an individual goes through in his working life. It is a sequence of positions occupied by a person during his life. Career planning is the process of identifying an individual’s strengths, weaknesses, aptitudes, inclinations, aspirations and attitudes and designing his job responsibilities to take maximum advantages of positive traits and minimizing the effect negatives traits. After identifying the personality traits of the individual then begins the process of identifying suitable job billets for him. It may also involve training at times to strengthen his weak areas. Career planning is a process of integrating the employees’ needs and aspirations with organizational requirements.
A typical succession planning involves the following activities:
1. Analysis of the demand for managers and professionals by company level, function and skill.
2. Audit of existing executives and projection of likely future supply from internal and external sources.
3. Planning of individual career paths based on objective estimates of future needs and drawing on reliable performance appraisals and assessments of potential.
4. Career counseling undertaken in the context of a realistic understanding of the future needs of the firm as well as those of the individual.
5. Accelerated promotions with development targeted against the future needs of the business.
6. Performance related training and development to prepare individuals for future roles as well as current responsibilities
7. Planned strategic recruitment not only to fill short term needs but also to provide people for development to meet future needs
8. The actual activities by which openings are filled
JOB ANALYSIS
Definition 1
“Job Analysis is a process of collecting and studying the information relating to operations and responsibilities of a specific job. The immediate products of this analysis are ‘Job Description’ and ‘Job Specifications’.”
PURPOSE OF JOB ANALYSIS: -
•Human Resource Planning (HRP): Job analysis helps in determining staffing needs, type, quality and quantity.
•Recruitment & Selection: Knowing the staffing needs is essential for Recruitment and Selection – Right person for each job. Sourcing of recruits also becomes easy and cost effective
•Training & Development: Job analysis is the key to determining Training and Development programs.
•Job Evaluation: Job evaluation means determination of relative worth of each job for the purpose of establishing wage and salary. This is possible with the help of job description and specifications i.e. Job Analysis.
•Remuneration: Job analysis also helps in determining wage and salary for the jobs.
•Performance Appraisal:Job analysis helps in fixing the bench marks of performance standards which in turn help in objective Performance appraisal, rewards, promotions, etc.
•Safety & Health: Job Analysis helps to uncover hazardous conditions and unhealthy environmental factors so that corrective measures can be taken to minimize and avoid possibility of human injury.
JOB DESCRIPTION
“Job Description implies objective listing of the job title, tasks, and responsibilities involved in a job.”Job description is a word picture of the duties, responsibilities and organizational relationships that constitutes a given job or position. It defines work assignment and a scope of responsibility that are sufficiently different from those of the other jobs to warrant a specific title. Job description is a broad statement of purpose, scope, duties and responsibilities of a particular job.
Contents of Job Description
1. Job Identification
2. Job Summary
3. Job Duties and Responsibilities4. Supervision specification
5. Machines, tools and materials
6. Work conditions
7. Work hazards8. Definition of unusual terms
Format of Job Description
1. Job Title
2. Region/Location
3. Department
4. Reporting to (Operational and Managerial)
5. Objective
6. Principal duties and responsibilities
JOB SPECIFICATIONS
“Job Specification involves listing of qualifications, skills and abilities required in an employee to meet the job description. These specifications are minimum required to do the job satisfactorily.”
In other words, it is a statement of minimum acceptable physical/psychological attributes and professional skills necessary to perform the job properly. Job specifications seek to indicate kind of persons who can be expected to meet the role requirements. Thus, it is basically concerned with matters of selection, screening and placement and is intended to serve as a guide in hiring.
Contents of Job Specifications
1. Physical Characteristics
2. Psychological characteristics
3. Personal characteristics
4. Educational Qualifications
5. Skill Set and Experience/Responsibilities
6. Demographic features
Job specifications can be further divided into three broad categories
1. Essential Attributes
2. Desirable Attributes
3. Contra-Indicators – Attributes which are likely to act as impediments to success of job
JOB EVALUATION
Job evaluation is the process of analyzing and assessing various jobs systematically to ascertain their relative worth in an organization.
Job Evaluation involves determination of relative worth of each job for the purpose of establishing wage and salary differentials. Relative worth is determined mainly on the basis of Job Description and Job Specification only. Job Evaluation helps to determine wages and salary grades for all jobs. Employees need to be compensated depending on the grades of jobs they perform. Remuneration must be based on the relative worth of each job. Ignoring this basic principle results in inequitable compensation and attendant ill effects on employees’ morale. A perception of inequity is a sure way of de-motivating an employee.
Jobs are evaluated on the basis of content and placed in order of importance. This establishes Job Hierarchies, which becomes the basis for satisfactory wage differentials among various jobs.
Jobs are ranked (not jobholders)
PROCESS OF JOB EVALUATION:
1. Defining objectives of job evaluation
(a)Identify jobs to be evaluated (Benchmark jobs or all jobs)
(b)Who should evaluate job?
(c)What training do the evaluators need?
(d)How much time involved?
(e)What are the criteria for evaluation?(f)Methods of evaluation to be used
2. Wage Survey
3. Employee Classification
4. Establishing wage and salary differentials.
METHODS OF JOB EVALUATION
1. Analytical Methods
(a)Point Ranking Methods: Different factors are selected for different jobs with accompanying differences in degrees and points.
(b)Factor Comparison Method: The important factors are selected which can be assumed to be common to all jobs. Each of these factors is then ranked with other jobs. The worth of the job is then taken by adding together all the point values.
2. Non-Analytical Methods(a)Ranking Method: Jobs are ranked on the basis of their title or contents. Like Managers, Supervisors, Workers, Peon, etc. All managers whether from production, planning, sales, stores or Allied Services (House Keeping) Dep’t are treated equal. Job is not broken down into factors etc. It is easier to implement but not always satisfactory for the employees.
(b)Job Grading Method: It is based on the job as a whole and the differentiation is made on the basis of job classes and grades. Like in a hotel, Receptionist’s job may be graded higher than back office billing clerk’s job. Similarly, a production/sales manager billet may be graded higher than Allied Services Manager’s. In this method it is important to form a grade description to cover discernible differences in skills, importance to company’s core operations, responsibilities and other characteristics.
DISADVANTAGES OF JOB EVALUATION:
1. Sometimes encourages employees to manipulate for promotion/internal placement when there may be limited opportunities for enhancement as a result of downsizing.
2. It promotes internal focus (office politics) instead of customer orientation
3. Not suitable for forward looking organizations, which may have trimmed multiple job titles into two or three broad jobs.
JOB DESIGN
In the most simplified form - The process of breaking/organizing work into specific tasks in order to perform a specific job is called Job Design. Job Design is the logical Sequence to Job Analysis. Job design involves conscious efforts to organize tasks, duties and responsibilities into a unit of work to achieve certain objective.
Steps in Job Design1. Specification of Individual Tasks
2. Specification of Methods for Tasks Performance
3. Combination of Tasks into Specific Jobs to be assigned to individuals
FACTORS AFFECTING JOB DESIGN
1. Organizational factors
(a)Characteristics of Tasks (Planning, Execution and Controlling of Task)
(b)Work Flow (Process Sequences)
(c)Ergonomics (Time & Motion Study)
(d)Work Practices (Set of ways of performing tasks)
2. Environmental Factors
(a)Employee Abilities and Availability
(b)Social and Cultural Expectations
3. Behavioral Elements
(a)Feedback
(b)Autonomy
(c)Use of Abilities
(d)Variety
TECHNIQUES OF JOB DESIGN
1. Work Simplification: Job is simplified or specialized. The job is broken down into small parts and each part is assigned to an individual. To be more specific, work simplification is breaking down the job to such small tasks that complexity is taken out of them. Like in an assembly line of car, one person only tightens wheel nuts with a pneumatic tool which tighten the nuts. The complexity of ensuring that each nut is tightened to required degree has been transferred to machine and the worker only applies the tool to the right place. He does not even put the wheel in place. In such cases, work becomes repetitive in nature. Work simplification is used when jobs are not specialized.
2. Job Rotation: Same job, same people, same surrounding, days over days, months over months, leads to boredom and even fatigue. And it manifests in higher error rate, fall in productivity, absenteeism, job hopping, etc. Job rotation is answer to such problems. While broadly the job may remain same, minor variations between jobs are enough to rejuvenate the employee. It not only benefits the personnel but also the organization in equal measure
(a)Benefit to the Employee. It is a development tool since the employees get exposure to several jobs which develop their personality and employability. It improves their self-image and leads to personal growth. Such cross functional deployments often reveal hidden performance potentials/skills of many employees in the course of new job.
(b)Benefits to the Company: Such cross functional knowledge of employees provides the company with a fall back option in case of absence of any employee. It also gives flexibility to the management to reorganize the functional setup just in case of need like demand pattern shift or change in business model or any other eventuality. Also, periodic job rotation is the best method to avoid compartmentalization of departments. Movement of personnel between departments and firsthand knowledge of limitations and problems faced by other departments reduces frictions and leads to better cooperation between them. Interpersonal bonds developed during in the course of such cross functional job rotation further smoothens the interaction between departments. On the negative side, training costs rise and it can also de-motivate intelligent and ambitious trainees who might take it as their undesirability in their own department unless it is well laid down policy of the company.
3. Job Enlargement: It means expanding the number of tasks, or duties assigned to a given job. Job enlargement is naturally opposite to work simplification. Adding more tasks or duties to a job does not necessarily mean that new skills and abilities are needed. There is only horizontal expansion. It is with same skills taking additional responsibilities like increasing the number of machines operators under a supervisor from 10 to 15. Job enlargement may involve breaking up of the existing work system and redesigning a new work system. For this employees also need to be trained to adjust to the new system. Job enlargement is said to contribute to employee motivation but the claim is not validated in practice.
4. Job Enrichment: Job enrichment is to add a few more motivators to a job to make it more rewarding. A job is enriched when the nature of the job is exciting, challenging, rewarding and creative or gives the job holder more decision-making, planning and controlling powers. An enriched job will have more authority, responsibility, autonomy (vertical enrichment), more variety of tasks (horizontal enrichment) and more growth opportunities. The employee does more planning and controlling with less supervision but more self-evaluation. For example: transferring some of the supervisor’s tasks to the employee and making his job enriched. As per Hertzberg, who was the father of this term, an enriched job has eight characteristics:
(a)Direct Feedback: Employee should be able to get immediate knowledge of the results they are achieving.
(b)Client Relationship: An employee who serves a client or customer directly has an enriched job. The client can be outside or inside the firm.
(c)New Learning: An enriched job allows its incumbent to feel that he is growing intellectually.
(d)Scheduling Own Work: Freedom to schedule own work (autonomy) is job enrichment.
(e)Unique Experience: An enriched job has some unique qualities or features.
(f)Control over Resources: One approach to Job enrichment is for the each employee to have control over his or her resources and expenses.
(g)Direct Communication Authority: An enriched job allows worker to communicate directly with people who use his or her output.
(h)Personal Accountability: An enriched job holds the incumbent responsible for the results. He or she receives praise for good work and blame for poor work.
Problems with Job Enrichment
(a)Job enrichment is not a substitute for good governance. If other environmental factors in the business are not right, mere job enrichment will not mean much.
(b)Job enrichment may have short term negative effects till the worker gets used to the new responsibility.
(c)Job enrichment itself might not be a great motivator since it is job-intrinsic factor. As per the two-factor motivation theory, job enrichment is not enough. It should be preceded by hygienic factors etc.
(d)Job enrichment assumes that workers want more responsibilities and those workers who are motivated by less responsibility, job enrichment surely de-motivates them
(e)Workers participation may affect the enrichment process itself.
(f)Change is difficult to implement and is always resisted as job enrichment brings in a changes the responsibility.
5. Autonomous or Self-Directed Teams: Empowerment results in self-directed work teams. A self-directed team is a group of employees responsible for a whole work segment. They work together, handle day-to-day problems, plan and control, and are highly effective team.
JOB SATISFACTION-Job satisfaction is self satisfaction derived by an employee in doing the job he has been entrusted to do. Job satisfaction is more a function of the various attitudes possessed by an employee towards his job, related factors and life in general than the job itself. The attitudes related to job may be wages, supervision, steadiness, working conditions, advancement opportunities, recognitions, fair evaluation of work, social relations on job, prompt settlement of grievances etc. A person with a kind heart will find high level of job satisfaction in working with some agency involved in charitable work though the salary might be relatively less. An over ambitious person will never find the job satisfaction. In short job satisfaction is a general attitude towards the job, which is the result of many specific attitudes in three areas namely, job factors, individual characteristics and group relationships outside the job.
COMPONENTS OF JOB SATISFACTIONPersonal factors: Sex, Dependents, Age, Timings, Intelligence, Natural affinity towards the job, Education and Personality.
Job Inherent Factors: Nature of work, Skills, Occupational status, Geography, etc.
Management Controlled Factors: Security, Payment, Fringe benefits, Advancement opportunities and Working conditions, Co-workers, Responsibilities, Supervision
RECRUITMENT
Definition:
“Recruitment is the process of finding and attracting capable applicants for a job to create a pool from which selection is to be made of the most suitable candidates”.
The Process begins when new recruits are sought and ends when their applications are submitted. Though theoretically recruitment process is said to end with the receipt of applications, in practice, the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. The result is a pool of applicants from which selections for new employees are made.”
PURPOSE AND IMPORTANCE
1. To broad base the applicant pool in order to get the right talent at the affordable cost.
2. Increase the pool of job candidates at minimum cost
3. Help increase success rate of selection process by reducing number of under-qualified or over-qualified applications.
4. Meet legal and social obligations
5. Identify and prepare potential job applicants
FACTORS AFFECTING RECRUITMENT
External Factors:
1. Demand and Supply status of specific skills set.
2. Unemployment Rate (Area-wise)
3. Labor Market Conditions
4. Political and Legal Environment (Reservations, Labor laws)
5. Company’s Image
Internal Factors:
1. Recruitment Policy (Internal Hiring or External Hiring?)
2. Human Resource Planning (Planning of resources required)3. Size of the Organization (Bigger the size lesser the recruitment problems)
4. Cost
5. Growth and Expansion Plans
RECRUITMENT PROCESS
1. Recruitment Strategy Development
(a)Trained or untrained (to be trained at company’s expense)
(b)Internal or external sourcing
Internal Recruitment (Source 1)
1. Present employees
2. Employee referrals
3. Transfers & Promotions
4. Former Employees
5. Previous Applicants
External Recruitment (Source 2)
(i) Professionals or Trade Associations
(ii) Advertisements
(iii) Employment Exchanges
(iv) Campus Recruitment
(v) Walk-ins Interviews
(vi) Consultants
(vii) Contractors
(viii) Displaced Persons
(ix) Radio & Television
(x) Acquisitions & Mergers
(c) Competitors
(d) Technological tools to be used for advertising
(e) Where to look
(f) How to look
Internal sources of recruitment: - Internal sources of recruitment refer to obtaining people for job from inside the company. There are different methods of internal recruitment1. Promotion:- Companies can give promotion to existing employees. This method of recruitment saves a lot of time, money and efforts because the company does not have to train the existing employee. Since the employee has already worked with the company. He is familiar with the working culture and working style. It is a method of encouraging efficient workers.
2. Departmental exam :- This method is used by government departments to select employees for higher level posts. The advertisement is put up on the notice board of the department. People who are interested must send their application to the HR department and appear for the exam. Successful candidates are given the higher level job. The method ensures proper selection and impartiality.
3. Transfer:- Many companies adopt transfer as a method of recruitment. The idea is to select talented personnel from other branches of the company and transfer them to branches where there is shortage of people.
4. Retirement :- Many companies call back personnel who have already retired from the organization. This is a temporary measure. The method is beneficial because it gives a sense of pride to the retired when he is called back and helps the organization to reduce recruitment selection and training cost.
5. Internal advertisement:- In this method vacancies in a particular branch are advertised in the notice board. People who are interested are asked to apply for the job. The method helps in obtaining people who are ready to shift to another branch of the same company and it is also beneficial to people who want to shift to another branch.
6. Employee recommendation :- In this method employees are asked to recommend people for jobs. Since the employee is aware of the working conditions inside the company he will suggest people who can adjust to the situation. The company is benefited because it will obtain.
External methods/sources of recruitment: External sources of recruitment refer to methods of recruitment to obtain people from outside the company. These methods are
1. Management consultant: - Management consultant helps the company by providing them with managerial personnel, when the company is on the lookout for entry level management trainees and middle level managers. They generally approach management consultants.
2. Employment agencies:- Companies may give a contract to employment agencies that search, interview and obtain the required number of people. The method can be used to obtain lower level and middle level staff.
3. Campus recruitment: - When companies are in search of fresh graduates or new talent they opt for campus recruitment. Companies approach colleges, management, technical institutes, make a presentation about the company and the job and invite applications. Interested candidates who have applied are made to go through a series of selection test and interview before final selection.
4. News paper advertisement: - This is one of the oldest and most popular methods of recruitment. Advertisements for the job are given in leading news papers the details of the job and salary are also mentioned. Candidates are given a contact address where their applications must be sent and are asked to send their applications within a specified time limit. The method has maximum reach and most preferred among all other methods of recruitment.
5. Internet advertisement:- With increasing importance to internet, companies and candidates have started using the internet as medium of advertisement and search for jobs. There are various job sites like naukri.com and monster.com etc. candidates can also post their profiles on these sites. This method is growing in popularity.
6. Walk in interview:- Another method of recruitment which is gaining importance is the walk in interview method. An advertisement about the location and time of walk in interview is given in the news paper. Candidates require to directly appearing for the interview and have to bring a copy of their C.V. with them. This method is very popular among B.P.O and call centers.
2. Recruitment Planning
(a) Number of applicants sought (Based on past experience)
(b) Types of applicants to be called (Qualification, category, area, etc)
3. Searching
(a) Source activation
(b) Selling
4. Screening of Applications
5. Evaluation and Cost Control
(a) Salary Cost
(b) Management & Professional Time spent
(c) Advertisement Cost(d) Producing Supporting literature
(e) Recruitment Overheads and Expenses(f) Cost of Overtime and Outsourcing
(g) Consultant’s fees
EVALUATION OF RECRUITMENT PROCESS
1. Return rate of each source of recruitment
2. Selection rate from each source
3. Retention and Performance of selected candidates
4. Recruitment Cost
5. Time lapsed data
6. Image projection
SELECTIONMEANING OF SELECTION
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under:
“Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.”
Process of selection: - The process of selection is different in different companies however a general procedure of selection can be framed. This process of selection can be explained with the help of following diagram
1. Job analysis: - The very first step in the selection procedure is the job analysis. The HR department prepares the job description and specification for the jobs which are vacant. This gives details for the jobs which are vacant. This gives details about the name of the job, qualification, qualities required and work conditions etc.
2. Advertisement:- Based on the information collected in step 1, the HR department prepares an advertisement and publishes it in a leading news papers. The advertisement conveys details about the last date for application, the address to which the application must be sent etc.
3. Application blank/form: - Application blank is the application form to be filled by the candidate when he applies for a job in the company. The application blank collects information consisting of 4 parts- 1) Personal details 2) Educational details 3) Work experience 4.Family background.
5. Written test: - The applications which have been received are screened by the HR department and those applications which are incomplete are rejected. The other candidates are called for the written test. Arrangement for the written test is looked after the HR department i.e. question papers, answer papers, examination centers and hall tickets etc.6. Interview: - Candidates who have successfully cleared the test are called for an interview. The entire responsibility for conducting the interview lies with the HR department i.e. they look after the panel of interviewers, refreshments, informing candidates etc.
7. Medical examination: - The candidates who have successfully cleared the interview are asked to take a medical exam. This medical exam may be conducted by the organization itself (army). The organization may have a tie up with the hospital or the candidate may be asked to get a certificate from his family doctor.
8.Initial job offer:- Candidates who successfully clear the medical exam are given an initial job offer by the company stating the details regarding salary, terms of employment, employment bond if any etc. The candidate is given some time to think over the offer and to accept or reject.
9. Acceptance/ rejection: - Candidates who are happy with the offer send their acceptance within a specified time limit to show that they are ready to work with the company.
10. Letter of appointment/final job offer: - Candidates who send their acceptance are given the letter of appointment. The letter will state the name of the job. The salary and other benefits, number of medical leaves and casual leaves, details of employment bond if any etc. It will also state the date on which the employee is required to start duty in the company.
11. Induction: - On the date of joining the employee is introduced to the company and other employees through am elaborate induction program.
GOOD SELECTION PRACTICE: ESSENTIALS
1.Detailed Job Descriptions and Job Specifications prepared in advance and endorsed by personnel and line management should be available with Selection Board.
2.Train the selectors to assess the right attributes in applicants.
3.Determine aids to be used for selection process.
4.Check competence of recruitment consultants before hiring their services.
5.Involve line managers at all stages
6.Attempt to validate the procedure regularly
7.Help the appointed candidate to succeed by training and management developmentTypes of selection test: Different selection test are adopted by different organization depending upon their requirements. These tests are specialized test which have been scientifically tested and hence they are also known as scientific test. Different types of test can be explained with the help of following diagram,
I.Aptitude test:- Aptitude tests are test which assess the potential and ability of a candidate. It enables to find out whether the candidate is suitable for the job. The job may be managerial technical or clerical. The different types of aptitude test are
a.Mental ability/mental intelligence test:- This test is used to measure the overall intelligence and intellectual ability of the candidate to deal with problems. It judges the decision making abilities.
b.Mechanical aptitude test:-This test deals with the ability of the candidate to do mechanical work. It is used to judge and measure the specialized knowledge and problem solving ability. It is used for technical and maintenance staff.
c.Psycho motor test:-This test judges the motor skills the hand and eye co-ordination and evaluates the ability to do jobs lie packing, quality testing, quality inspection etc.
II.Intelligence test:-This test measures the numerical skills and reasoning abilities of the candidates. Such abilities become important in decision making. The test consists of logical reasoning ability, data interpretation, comprehension skills and basic language skills.
III.Personality test:-In this test the emotional ability or the emotional quotient is tested. This test judges the ability to work in a group, inter personal skills, ability to understand and handle conflicts and judge motivation levels. This test is becoming very popular now days.
IV.Performance test:- This test judges and evaluates the acquired knowledge and experience of the knowledge and experience of the individual and his speed and accuracy in performing a job. It is used to test performance of typist, data entry operators etc.
BARRIERS TO EFFECTIVE SELECTION
1.Perception: We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational assessment of people.
2.Fairness: Barriers of fairness includes discrimination against religion, region, caste, race or gender, etc.
3.Plethora of Human Traits:Success in any job is more a function of attitude than aptitude. The tests are validated over a period of time to differentiate between the employees who can perform well and those who will not. Yet, no test can claim 100% success in finding the right employee.
4.Pressure: Pressure brought on selectors by management, politicians, bureaucrats, relatives, friends and peers to select particular candidate are also barriers to effective selection.
5.Time and Cost: Often the time and funds available to undertake selection process are limited forcing the selectors to forego certain tests.
TRAINING & DEVELOPMENT
Training and development, though are spoken in the same breadth, are quite different. Training generally refers to teaching of new skill in pr |
