hrm sem ii
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Human Resource
Management-Prof. Rutuja Jadhav
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TOPIC 1
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HRM is a management function that
helps managers recruit, select, train
& develop members of organization
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Definitions of HRM
George TerryGeorge Terry
HR is concerned with the
obtaining & maintaining of asatisfactory & a satisfied work force.
BreachBreach
HR is that part of managementprocess which is primarily concernedwith the human constituents of anorganization.
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Characteristics/Nature of
HRM To manage people
To direct people
To develop personnel
It is applicable to all org.
It is of continuous nature
It is based on principles
It aims at optimum contribution by all
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Importance of HRM
Social
1. Creation of employment opportunities
2. Maximizing productivity3. Affording maximum material & mental
satisfaction to work force
4. Avoidance of wastage of efforts5. Promotion of healthy human relation
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Personnel
1. Provision of adequate remuneration
2. Job security
3. Training & Development
4. Opportunity for advancement
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Enterprise
1. Recruitment & maintenance of competentworkforce
2. Forecasting & balancing the demand &
supply of personnel
Union
1. Recognition of union
2. Formulation of personnel policies inconsultation with unions
3. Inculcating Self discipline
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HRM is about
Legal issues
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HRM is about
Planning staffing
needs
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HRM is about
Recruiting,selecting, and
hiring
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HRM is about
Organizing workprocesses
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HRM is about
Training
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HRM is about
Communicatingperformancefeedback
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HRM is about
Career or
employmentcounseling
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Difference between
Personnel Mgt & HRM
Indirect communication
Division of Labour
Labour is treated as a tool
which is expandable &
replaceable
Narrow Scope
Direct communication
Team work
People are treated as
asset to be used for
benefit of org
Broader scope
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Strategic Management
StrategyStrategy
It is a way of doing something. It usually
includes formulation of a goal & set of action
plans for accomplishment of that goal.
Strategic ManagementStrategic Management
It is the process of formulating,
implementing & evaluating businessstrategies to achieve organizational
objectives.
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Strategy Formulation
Strategies are formulated at three different levels:
Corporate Level-Top Management
Business Unit Level- Single Strategy that drivesbusiness at all level
Functional Level-Basic courses of action eachfunctional department must pursue
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TOPIC 2
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Human Resource Planning/
Man-PowerPlanning HRP is the process of forecasting a firms
future demand for & supply of, the right
type of people in the right number.
HRP is also called as ManpowerPlanning,
Personnel Planning orE
mploymentPlanning
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Objectives of HRP
To estimate organizations HR need
To Assess Human Resource requirements
To keep Right number of qualified people
into right job at the right time
To Create Talented Personnel
Cut Cost
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Importance of HRP
Future personnel needs
Part of strategic planning
Creating Highly Talented Personnel
International Strategies
Foundation forPersonnel Functions
Increasing Investments in HR
Minimizing LabourTurnover
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HRPProcess
Environmental Scanning
Organisational Objectives and
Policies
HR Demand
forecast
HRSupply
forecastMake Comparison
Difference
Surplus
Restrict hiring,
Reduce hours,
VRS, lay off etc
Shortage
Recruitment and
Selection, Hiring,
Overtime
No differences
Demand
equals supply
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Environmental Scanning- Systematicscreening of external forces influencing org.
like Economic factors, Technological changes,
demographic changes, Political & Legal
Issues.
Organisational Objectives & Policies- HRP
must be based on Organisational Objectives &Policies
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HR Demand forecast- Process of
estimating quantity & quality of people
required to meet future needs of org.
HRSupply Forecast- Supply forecast
measures the number of people likely
to be available from within & outside an
org.
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Job Analysis
Job Description Job Title
Location
Job Summary
Duties
Machines, Tools, & Equipments
Materials & Forms used
Supervision given or received
Working Conditions
Hazards
Job Specification Education
Experience
Training
Judgement
Initiative
Physical efforts
Physical Skills
Responsibilities
Communication Skills Emotional Characteristics
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Merits of Job Analysis
Organisational & ManpowerPlanning
Recruitment & Selection
Wage & Salary Administration
Employee Training & Development
Performance Appraisal
Health & Safety
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Recruitment
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Recruitment
The process by which a job vacancyis identified and potential employees
are notified.
It is process of searching forprospective employees & stimulating
& encouraging them to apply for jobsin an organization
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Sources of Recruitment
Internal Sources
Promotions
Transfers Absorption ofTrainees
Internal Advertisement
Lent Services
External Sources
Employment Exchanges
Advertisement
Colleges/Universities Recommendations of
present employees
Labour Unions
Field Trips Personnel Consultants
Factory Gate
Contractors
From other Firms
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Selection
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Selection
The process of assessing candidates and
appointing a post holder
It is the process of differentiating between
applicants in order to identify those with a
greater likelihood of success in a job
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Selection Process
Scrutiny of Application Received
Blank Application Forms
Tests
Final Interview
Checking References
Medical Examination
Final Selection
Preliminary Interview
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Induction/Orientation
Induction is a systematic & plannedintroduction of employees to their
jobs, their co-workers & the org.
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Strategic Choices of
Induction
FORMAL INFORMAL
INDIVIDUAL COLLECTIVE
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Problems ofOrientation
Supervisor who is not trained or busy
Employee is overwhelmed with too
much information in a short time Employee is overloaded with forms to
complete
Employee is thrown into action toosoon
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PLACEMENT
It refers to allocation of people to jobs.
It involves assignment of newemployees, & promotion, transfer, or
demotion of present employees.
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Employee Retention
Employee Retention is a systematiceffort by employers to create and
foster an environment thatencourages current employees toremain employed.
Employee retention refers to policiesand practices companies use toprevent valuable employees fromleaving their jobs
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EMPLOYEE RETENTION
TOOLS1. Communication
2. Include employees in decision making
3. Allow team members to share theirknowledge with others
4. Balance work and personal life
5. Provide opportunities for growth anddevelopment
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8. Best employee reward programs
9. Appreciation
10.Career development program
11. Performance based bonus
12. Employee recreation
13. Gifts on some occasions
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Training & Development
Training
Training is the act of increasing
skill & knowledge of & attitude of anemployee for doing a particular job.
Development
Development refers to learningopportunities designed to help
employees grow.
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Need forTraining
Non-availability of trained personnel
Suitable for enterprise needs
Proficiency in latest methods
Technological advances
Organizational complexity
Human Relations
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Advantages ofTraining
To the Company
1. Increased Proficiency
2. Reduced Supervision
3. Reduced Accidents &wastages
4. Lower Absenteeism
5. Assist newcomers
6. Competent & capableemployees
To the Candidate
1. Confident Employees
2. Positive Attitude
3. Chances ofpromotion
4. Refreshing
5. High Rewards
6. Cooperation
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Methods ofTraining
1. On the job Training2. Vestibule Training
3. Internship Training
4. Induction Training5. LearnerTraining
6. Company School Training
7. Retraining or RefresherTraining8. Apprenticeship Training
9. Demonstrations
10. Lectures
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TOPIC 4
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Succession/Career planning refers tothe identifying and tracking high-potential employees capable of filling
higher-level managerial positions.
It requires the senior management tosystematically review leadership talent
in the company.
It provides a set of developmentexercises that a manager must completeto be considered for top management
positions.
CareerPlanning
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Succession planning systems also attract andretain managerial employees by providing themwith developmental opportunities that they can
complete if upper management is a goal forthem.
High potential employees typically complete anindividual development program that involves :
Education.
Executive mentoring.
Coaching
Rotation through job assignments.
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High Potentialemployees areselected.
Stage 1
High Potentialemployees receivesdevelopmentexercises.
Stage 2 High Potential
employees must havepersonalcharacteristics &Companys culture torepresentthecompany.
Stage 3
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1.
Identify whatpositions are included
in the plan.
2.
Identify theemployees included
in the plan.
3.
Develop standards toevaluate positions.
6.
Link the successionplanning system withother human resource
System
5.
Developthesuccession planning
review.
4.
Determine howemployee potentialwill be measured.
7.
Determine whatfeedback is provided
to employees.
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Succession Planning constitutes a major
step in almost every industry to understand
and provide the best platform for its high
potential employees who are capable ofbeing successful in high-level management
positions.
For the development plans to be effective,both the employee and the company have
responsibilities that need to be completed.
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TOPIC 5
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Performance Management
System/Performance Appraisal
Performance Appraisal is assessment
of an individuals performance in asystematic way
Performance Appraisal is an objective
assessment of an individuals
performance against well defined
benchmarks
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Purpose ofPerformance
Appraisal Recognition ofIndividual Performance
Identification of individual strengths &
weaknesses Salary
Promotion
Lay Offs
Identification of poor performers
HR Planning
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Methods ofPerformance
Appraisal SYSTEMATIC
1. Ranking Method
2. Paired ComparisonMethod
3. Graphic/Linear Scale
Method
4. Forced ChoiceMethod
5. Grading Method
FUTUREORIENTED
1. MBO
2. Assessment centre3. Psychological
Appraisal
4. 360 Feedback
M th d f P f
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Methods ofPerformance
Appraisal SYSTEMATIC
1. Ranking Method- Superior ranks his
subordinates
2. Paired Comparison Method- Rater compares
each employee with every other N(N-1)
2
where, N= No. of subordinates
3. Graphic/Linear Scale Method- Statement ontraits of employee prepared in columns viz.
Excellent & Good, Average, Poor
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4. Forced Choice Method- Rater is forcedto select statements which are
readymade5. Grading Method- Grades are
established like Satisfactory,Unsatisfactory
6. Checklist Method- Statement on traits ofemployee prepared in two columns viz.YES & NO
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FUTUREORIENTED
1. MBO- PeterDrucker- 1954
MBO is a process through whichorganizational goals, plans & control
systems are determined & defined in
joint collaboration between superior
& subordinate managers.
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2.Assessment centre- It is central location
where managers come together to have
their participation in job related exercises.
3. Psychological Appraisal- Org. employ full
time industrial psychologist
4. 360 Feedback- It is systematic collection of
performance data on an individual derived
from no. of stakeholders
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Rating Errors
1. Leniency or Severity- Subjectiveassessment by rater
2. Central Tendency- Play Safe attitude
of Rater3. Halo Error- One aspect of individual
performance influences performance
4. RaterEffect- Favoritism
5. SpilloverEffect- Depend on past PA
6. Status Effect- Levels ofEmployees
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TOPIC 6
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Compensation Management
It is remuneration an employeereceives in return for his contributionto the org.
Compensation of employeecomprises of-
1. Wages & Salary
2. Incentives3. Fringe Benefits
4. Perquisites
5. Non-monetary benefits
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Components ofEmployee
Compensation
Compensation
Financial Non-financial
Hourly &
MonthlyRated
Wages &
Salaries
Incentives
Individual
Plans/
GroupPlans
Fringe
Benefits
P.F
Gratuity
Medical Care
Accident,Health,
Group
Insurance
Etc.
Perquisites
Company Car
Club Membership
Paid
Holidays
Furnished House
Etc.
Job ContextChallenging
Job
Responsibilities
RecognitionGrowth
Prospects
Working
Conditions
DIRECT INDIRECT
Salary/
Wages
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TOPIC 8
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Industrial Relations
Definitions
Complex of inter-relations among
workers, managers, & Govt.
IR is nature of Relationship between
the employer & employee in anindustrial org.
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Functions ofIR
To Establish cordial relations among mgt &workers
To establish a pipeline between workers &
mgt To establish a rapport between manager &
employees
To ensure creative contribution of trade
unions To avoid industrial conflicts for production
efficiency
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Grievance
Employees Dissatisfaction or feeling
of personal injustice relating to his/her
employment
G i H dli P d
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Stage 4
ComplainttoUnion
Stage 3
ComplainttoDivisional Head
Stage 2
Complaintto
Departmental Head
Stage 1
Complaintto
Sectional Head
Grievance Handling ProcedureNO
NO
NO
NO
YES
YES
YES
YES
GrievanceResolved
Grievance
Resolved
Grievance
Resolved
Grievance
Resolved
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Collective Bargaining
Collective Bargaining is a process in which the representatives ofa labour organization & the representatives of business
organization meet and attempt to negotiate a contract or
agreement, which specifies the nature of employee-employer union
relationshipf .
-FLIPPO
Process involving discussions and negotiations
'bargaining' proposals and counter proposals
to reconcile their conflicting interests
is a flexible approach
Wh I d i l
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What are Industrial
Disputes?
Industrial Dispute means any dispute ordifferences between employers andemployers or between employers andworkmen or between workmen and workmenwhich is connected with the employment ornon-employment or the terms of employmentor with the conditions of labour of any person
can be treated as Industrial Dispute
- Industrial Disputes Act 1947
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Non-economic Causes
1. Bad treatment by staff members
2. Political factors
3. Administrative Causes4. Recognition of workers Organization
5. Strikes in other industries
6. Psychological & Social Causes
7. Work Load
8. Rules/service conditions/safety measures
9. Non-implementation of agreements and awards
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Settlement ofDisputes
1. Collective Bargaining (C.B)
2. Code of Discipline- Duties & Responsibilities of both3. Grievance Procedure
4. Arbitration- Neutral Third Party
5. Conciliation- Representatives of both parties6. Adjudication- Mandatory settlement by labour court
7. Consultative Machineries- Set by Govt. at plant,industry, State & National Levels
Methods of Disputes Settlement :
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TOPIC 9
RETIREMENT/SEPERATION
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Superannuation
is a special way of saving to provideyourself with an income when you retire
it is a pension scheme, (where normalPensions are not available). 15% basicsalary is contributed by the employer to thisscheme and most of the places LIC GroupInsurance department manages these
schemes
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Some facts about Superannuation
a)It is a retiral benefit
b)It is normally computed at 15% of the monthly basicsalary. Hence if the basic is Rs.10,000 p.m., theSuperannuation contribution will be Rs.1,500 permonth.
c)The Company opens a Superannuation Fund with anagency like for example - LIC
d)This Fund is normally invested in Govt. securities /equity to get returns
VOLUNTARY RETIREMENT
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VOLUNTARY RETIREMENT
SCHEME
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WHATIS VRS?
The Voluntary Retirement Scheme
(VRS) is the latest mantra of many a
corporate and Public sector units.
VRS is a scheme whereby the
employee is offered to voluntarily
retire from his services before his
retirement date.
Subject to certain conditions the
company offers VRS to its
employees It is the golden route to
cut the excess flab.
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BENEFITS
The normal benefits that anemployee gets:
1. Provident fund
2. Encashed accumulated leave
3. Gratuity
4. Salary for the notice period
5. Cost of transfer to thehometown
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Resignation
It means termination of employment at
the instance of the employee.
A resignation is the formal act of
giving up or quitting one's office or
position.
A resignation is a personal decision to
exit a position
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Discharge orDismissal
Where termination of employment is
initiated by the employer, it is known
asD
ismissal or discharge
The separation of employee is
permanent
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AllThe Best..
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