Bcom sem 1
H.R.M
v Characteristics
of human resources management
Ø Branch
of management
Ø Broad
concept
Ø Universal
activity
Ø flexible
concept
Ø aim
of development and growth
Ø related with acquisition and maintenance of employees
Ø Activity
of employee satisfaction
Ø Legal
requirement
v Objectives
of H.R.M
Ø Achieving
main target of organization
Ø Maintain
human relations
Ø Co-ordinations
of objectives
Ø Facilities
& opportunities
Ø Maximum
use of manpower
Ø Develop
manpower
Ø To
increase morale
Ø Participation
in management
Ø To
provide leadership
Ø To
maintain stability in employees
v Functions
of HRM
v Managerial
functions
Ø Planning
Ø Organizing
Ø Directing
Ø Controlling
v Importance
of human resources management
Ø Man
is at the centre in management
Ø Management
means human resources management
Ø Industrial
discipline and peace
Ø Reduction
in wastage and spoilage
Ø Maintenance of quality
Ø Maximum
use of production resources
Ø valuable
assets of industry
Ø research
and development
Ø public
relations and prestige
Ø national
development
v qualities
and qualifications of H.R manager
Ø educational
skill
Ø intelligence
Ø command
over languages
Ø decision
making power
Ø drafting
skills
Ø executing
skills
Ø leadership
qualities
Ø experience
Ø training
Ø professional
attitudes
v role
of a human resources manager
Ø role
as a communicator
Ø decisional
role
Ø role
as a legal advisor
Ø role
as a controller
Ø role
as a change agent
Ø role
as a mediator
Ø role
as a career framer
v characteristics
of human resources planning
Ø objective
activity
Ø modern
approach
Ø time
oriented activity
Ø universal
activity
Ø flexible
activities
Ø all
levels of management
Ø importance
function of management
Ø responsibility
of top level management
Ø inclusion
of various functions
Ø advantageous
to both the parties
Ø beneficial
to society
Ø useful
to nation
v objectives
of human resources planning
Ø maximum
utilization of manpower
Ø to
reduce labour expenses
Ø to
insert technical changes
Ø for
specific rules and policies
Ø to
decrease labour turnover rate
Ø to
meet cries of skilled labour
Ø to
perform social responsibility
Ø to
meet political changes
Ø to
co-ordinates various activities
v factors
affecting human resources planning
Ø job
requirement
Ø promotion
and transfer
Ø proportion
of death and retirement
Ø arrangement
of training
Ø rate
of labour turnover
Ø budget
Ø estimates
of productions
Ø problems
of sales
Ø government
policy
Ø labour
laws
Ø apprentice
act
Ø trade
union
Ø technological
changes
Ø fashion
trend
Ø rate
of unemployment
Ø trade
cycle
Ø local
customs
v stages
of human resources planning
Ø to
clarify the objectives of the unit
Ø to
collect the information of present human resources
Ø study
of factors affecting
Ø estimation
of demand of human resources
Ø estimation
of supply of human resources
Ø to
prepare H.R plan
v importance
of H.R. planning
Ø advantages
of human mobility
Ø maximum
use of manpower
Ø job
satisfaction to employees
Ø recruitment
expenses reduced
Ø training
for technical factor
Ø wastages
of H.R. reduced
Ø profitable
investment
Ø to
meet legal provisions
Ø useful
to nation
v limitations
of H.R. planning
Ø lack
of information
Ø planning
is expensive
Ø perfect
estimates are difficult
Ø limitations
of budget
Ø changes
in technology
Ø lack
of co-operation of management
Ø change
in attitude
unit – 2
v recruitment
: its procedure and sources
Ø to
promote the present staff
Ø by
transferring the present staff
Ø to
appoint nearest relatives
Ø by
recruiting past employee
Ø to
appoint from a waiting list
Ø schools
and colleges
Ø employment
exchange
Ø government
employment exchanges
Ø labour
union
Ø jobbers
Ø contractors
Ø other
companies
v modern
procedure for selection of an employee
Ø welcome
applicants
Ø verification
of application
Ø written
test
Ø an
interview
Ø investigation
about past experience
Ø primary
selections
Ø final
selection
Ø allotment
of duties
v types
of tests
Ø intelligence
test
Ø analytical
test
Ø interest
test
Ø attitude
test
Ø mechanical
test
Ø trade
test
Ø achievement
test
Ø personality
test
Ø psychological
test
v advantages
of modern selection procedure
Ø maximum
use of resources
Ø job
satisfactions
Ø labour
turnover rate decreases
Ø control
on wastage and spoilage
Ø maintenance
of quality
Ø control
on labour cost
Ø no
interest conflict
Ø maintenance
of equipment
Ø planning
becomes successful
v needs
of training
Ø to
match the employee qualifications with the organizational needs
Ø technical
advancement
Ø organizational
complexity
Ø to
change the job assignment
Ø require
organization viability
Ø human
relationship
Ø to
increase productivity
Ø to
improve health
Ø to
prevent obsolesce
v objectives
of training
Ø aim
of best performance
Ø aim
to make them competent for higher level work
Ø aim
to meet changing requirement of job
Ø aim to provide the knowledge of latest technology
Ø aim
to buildup second line of competent employees
Ø aim
to decrease the cost
Ø aim
to maintain the quality
Ø aim
of primary maintenance of resources
v procedures
of training
Ø organizational
analysis
Ø manpower
analysis
Ø preparing
the trainee
Ø preparation
to teach
Ø presenting
operations
Ø to
observe trainee’s performance
Ø follow
up
v advantages
of training
Ø maintenance
of resources
Ø maintenance
of materials
Ø continuity
of process
Ø decreases
industrial fatigue
Ø decreases
industrial accidents
Ø co-ordination
of activity
Ø to
solve the problem of transfer
Ø to
control wastage
Ø effective
control
v limitations
of training
Ø fees
to expert
Ø stipend
to trainee
Ø rent
for training place
Ø expenses
for tools and machines
Ø wastage
in the beginning
Ø accidents
Ø damage
to machines
v needs
for executive development
Ø demand
of technical managers
Ø manager’s
mobility
Ø to
handle government civil services
Ø other
areas of national economy
Ø public
administration
Ø public
relations
Ø development
of companies
Ø managers
are not born
Ø leadership
development
Ø concept
of social responsibility
v advantages
of an executive development
Ø technical
skills developed
Ø effective
supervision
Ø maximum
utilization of resources
Ø development
of human skills
Ø control
on cost of production
Ø time
management
Ø development
of conceptual skills
Ø framing
of good policies
Ø strategically
decision
v features
of H.R.D
Ø planned
concept
Ø constant
process
Ø development
of skill at all level
Ø development
of many types of disciplinary
Ø essential
in every field
Ø related
with standard of living
Ø necessary
for the development of country
v need
for H.R.D
Ø modern
technology
Ø organizational
viability and transformation process
Ø changing
job requirement
Ø organizational
complexity
Ø change
in the trend of industrialization
Ø customer
oriented approach
Ø change
in economic policies
Ø to
keep high quality
Ø to
develop human relations
v functions
of H.R.D
Ø evaluations
of an employees
Ø training
to an employee
Ø development
of officers
Ø subsidiary
planning
Ø career
planning
Ø job
rotation
Ø job
enlargement
Ø organizational
changes
Ø involve
an employee in quality circle
v methods
of H.R.D
Ø career
planning
Ø employee
training
Ø executive
development
Ø performance
appraisal
Ø organizational
changes
Ø quality
circles
Ø monetary
rewards
Ø non-monetary
rewards
Ø quality
of work life
Ø zero
base budgeting
Ø case-study
unit – 3
v objectives
of performance appraisal
Ø for
vocational guidance
Ø for
promotion and transfer
Ø for
effective training
Ø fair
wages
Ø co-operation
and co-ordination
Ø for
industrial peace
Ø increase
in discipline
Ø to
increase productivity
Ø to
reduce labour turnover rate
v limitations of performance appraisal
Ø Positive
leniency error
Ø Negative,
low leniency error
Ø Average
rating tendency
Ø Errors
of similarity
Ø Miscellaneous
basis
Ø Social
differentiation
v Needs
or causes of promotion
Ø Reward
of faithfulness
Ø Reward
of work
Ø To
satisfy their ambition
Ø To
take benefit of their experience
Ø To
raise productivity
Ø To
reduce labour turnover
Ø For
effective public relation
v Causes
of transfer
Ø Un-scientific
recruitment
Ø Departmental
requirement
Ø Rise
in qualifications
Ø Problem
of accidents
Ø Temporary
transfers
Ø To
control undue advantages
Ø To
prevent indiscipline
Ø Objective
transfer
v Effects
of transfer
Ø Reduce
the monotony of work
Ø Progress
of worker
Ø Successful
manpower planning
Ø Reduces
the default
Ø Equality
in work distributions
Ø Motivate
the research
v Guiding
principles of transfer
Ø Proper
causes of transfer
Ø To
inform the worker in advance
Ø To
take worker in confidence
Ø Provide
suitable training
Ø Stability
of organization
Ø It
should not be by a way of penalty
Ø Transfer
as per routine
Ø Transfer
with promotion
v Causes
for demotion
Ø When
the employee is proved inefficient
Ø When
employee becomes physically
Ø When
a worker becomes permanently disabled
Ø When
promotion was temporary
Ø Misuse
of power
Ø Government
policy
v Effect
of demotion
Ø Reductions
in salary and power
Ø It
adversely affects the ego
Ø Negative
feeling about the officers
Ø Non-co-operation
Ø Reduces
the zeal to do work
Ø Inspire
fellow workers in the wrong direction
v Guiding
principles of demotion
Ø warning
Ø inform
about the possible consequences
Ø documentary
proof
Ø presentations
to the labour union
v factors
affecting morale
Ø attitude
towards the company
Ø attitude
towards the supervisor
Ø attitude
towards assistant
Ø job
satisfaction
Ø satisfactions
with salaries
Ø level
of work load
Ø opportunities
for progress
Ø level
of considerations
Ø level
of pride in the company
Ø treatment
to employee
v measures
to prevent decrease in morale
Ø job
enrichment
Ø creation
of entire job
Ø flexible
working hours
Ø job
rotation
Ø individual
prosperity is a prestige of company
Ø worker’s
participations in management
Ø quality
of work life human resources development
v factors
contributing high morale
Ø scientific
recruitment
Ø career
planning
Ø executive
development
Ø quality
of work life at work place
Ø worker’s
participation in management
Ø counseling
Ø allotment
of work
Ø honor
before public
v importance
of industrial morale
Ø utilization
of resources
Ø less
wastage and spoilage
Ø maintenance
of quality
Ø industrial
peace and harmony
Ø industrial
discipline
Ø industrial
productivity increases
Ø less
absenteeism
Ø less
labour turnover rate
Ø social
prestige of business unit
Ø research
& development
unit 4
v characteristics
of job design
Ø objective
activity
Ø human
element is at the centre
Ø steps
to reduce stress
Ø job
simplification
Ø job
enrichment
Ø job
enlargement
Ø fatigue
and accident
Ø job
rotation
Ø time
and motion study
v concepts
of job design
Ø scientific
approach
Ø human
element concepts
Ø engineering
concepts
Ø bio-psychological
approach
v factors
affecting job design
Ø location
Ø adequate
space
Ø technology
Ø production
process
Ø available
tools
Ø numbers
of employees
Ø quality
control
Ø type
of organization
Ø cost
of production
Ø job
satisfaction
Ø higher
level needs
Ø trade
unions
v characteristics
of job rotation
Ø job
assignment of same level
Ø eliminates
boredom
Ø development
of skills
Ø need
of organization
Ø policy
matter
v characteristics
of job enlargement
Ø assignment
of similar type of work
Ø additional
task of job
Ø job
freedom
Ø job
supervision and inspection
Ø horizontal
enlargement
Ø place
fixation
Ø value
addition activity
Ø increase
in productivity
v importance
of job design
Ø job
satisfaction to employees
Ø wastage
– spoilage decreases
Ø quality
of the product maintained
Ø continuity
of production process maintain
Ø industrial
accident decreases
Ø cost
of production decreases
Ø industrial
morale increases
Ø co-ordination
between activities
Ø effective
control on activity
Ø labour
turnover rate
v conditions
for quality of work life
Ø adequate
and fair compensation
Ø safe
and healthy working conditions
Ø opportunity
for career growth
Ø quality
of work and family life
Ø social
integration in the work force
Ø social
relevance at work
v guiding
principles for improving Q.W.L
Ø pay
and stability of employment
Ø occupational
stress
Ø grievance
procedure
Ø organizational
health programmes
Ø alternatives
work schedule
Ø employment
on permanent basis
Ø adequacy
of resources
Ø recognition
Ø participative
management and control of work
v advantages
of Q.W.L
Ø industrial
discipline
Ø industrial
disputes decreases
Ø industrial
accidents decrease
Ø reduction
in industrial stress
Ø reduction
in wastage
Ø maintenance
of quality
Ø decline
in labour absenteeism
Ø medical
Ø career
counseling
Ø canteen
facility
Ø retirement
benefits
Ø improvement in standard living
Ø Social
harmony increases
Ø Goodwill
of a unit increases
v Limitations
of Q.W.L
Ø Expenses
increases
Ø Exploitation
of employees
Ø Selfish
activity of management
Ø Productivity
will decreases at certain stage
Ø Permanent
burden
Ø Employee
demand increases
v Strategies
for improving Q.W.L
Ø Self
management work terms
Ø Job
redesign and enrichment
Ø Behavior
of supervisors
Ø Job
security
Ø Alternative
work schedule
Ø Career
development
Ø Workers
participation methods
Ø quality circle
v Characteristics
of quality circle
Ø Small
group of employees
Ø Formed
for section or development
Ø Voluntary
membership
Ø Main
aim to improve quality
Ø Constant
activity
Ø Principles
of equalities
Ø Education
process
Ø Acceptance
of human values
v Objectives
of quality circle
Ø Improvement
in quality
Ø Self
– development
Ø Mutual
development
Ø Reduction
in wastage
Ø Cost
reduction
Ø Improvement
in safety
Ø Job
satisfaction
Ø Team-building
Ø To
improve productivity
Ø To
remove grievances
Ø Getting
people involved
Ø Improvement
in communication
v Organizational
structure of quality circles
Ø Members
Ø Leader
Ø coordinator
Ø Steering
committee
Ø Top
level management
v Advantages
of quality circle
Ø cost
reduction
Ø quality
improvement
Ø relation
improvement
Ø maintenance
of machines
Ø motivation
Ø productivity
increases
Ø leadership
development
Ø job
satisfaction
Ø development
of latent capacities
Ø motivates
for research
v limitations
of quality circle
Ø lack
of enough co-operation of top level management ]
Ø no
support from middle level management
Ø no
encouragement
Ø no
support from trade union
Ø wrong
selection of leader of a circle
Ø nominal
training to members of quality circle
Ø interference
of non- members
Ø no
desire of becoming partner
Ø poor
communication
Ø lack
of morale
Ø fear
of top level management
