Professional Documents
Culture Documents
Unit .1 NATURE OF HUMAN SOURCE DEVELOPMENT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Features of Human resource management scope/goal of human resource management human resource planning recruitment and selection training and development organizational development career development job design 3 3 3 2 2 2 3 2 2
performance management system compensation and benefits employee assistance labour relation 3 3 3
HR research and information systems and audit 3 role/functions of human resource management 4 the inspection function 4 development function 4 motivation function 5
maintenance function 5 employment function 5 training and development function compensation and benefits function employee relations function 5 5 5
benchmark/principles of human resource management 6 individualistic approach 6 make employees feel worthwhile 6
26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
6 6 6
Prof.Len Nadler 7 Schlem 7 Nature and scope of human resource development importance of human resource development competent employees 8 role clarity 8 8 7
committed work force 8 greater trust and respect synergy effect 9 breaks resistance to change facilities HRP 9 9 9
other benefits 9 human resource development in India 9 Problems and solution related to the human resource practices 10 organizational problems general problems 11 11 10
suggestions to overcome human resource development problems in India organizational measures general measures 12 11
53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78
13
definitions of human resource planning 13 leap and crine 13 De Censor and Robbins 13 Stoner and Freeman 13 13 14
Need and importance of Human resource planning future manpower requirements 14 adjusting to change creating talented personnel 14 protection of weaker sections 14 execution of personnel functions human assets 15 breaking the resistance to change reduction in personnel costs managerial development international strategies 15 limitations of human resource planning 15 factors affecting human resource planning type of organization 16 15 15 15 15 14
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
definition of Human Resource planning 24 uses and benefits of Human Resource planning 24 features of Human Resource planning 25 the man power management cycle 25
limitations of Human Resource planning25 steps involved in Human Resource planning Resignations Retirements Deaths 26 Dismissals Transfers Promotions 26 26 26 26 26 26 25
steps in Human Resource planning first step second step third step 28 28 28
example of Human Resource planning at L & T 29 planning job requirements and descriptions adequate recruitment 29 adequate training 29 29 29
28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54
fair appraisal
29
desirable managerial skills decision making skills leadership skills 31 communication skills 31 30
33
loss of productivity
rates around the world 33 attrition in different industries 33 attrition in BPO industry attrition in IT companies 34 34 34
involvement of families 35
55 56 57 58 59 60 61 62 63
35
unit-3 Job Analysis,Jobdescritption,Job specification and Job evaluation 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 features of Job analysis 40 Job analysis 41 41
application of Job analysis preparation of job descriptions preparations of job specifications development of key result areas44 design of training programmes 44 development of compensation structure strategic planning 44 45 44 44
44
Job description and job specification orgagnisational elements environmental elements behavioral element Autonomy variety 46 task identity 46 46 45 45 45
18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44
feed back
46 46 46 46
task significance
46
47 47
contribution of trade unions to job evaluation 48 techniques of job evaluation job ranking job grading 50 51 52 50
determination of correct rates of key jobs ranking key jobs under each job factor 52 allocation of correct rates to each key jobs evaluation of all other jobs 52
52
designing, adjusting and operating the wage structure 52 point rating system select job factor53 construction of this yardstick 54 53
45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66
education
55 55
57 57
factors affecting the designing of the wage structure area labour market conditions 57 57 57
wage structure of other firms in the same industry adjustment and operation of wage structure Education:weightage 58 57
independence of operation:weightage 61 responsibility for records and reports:weightage62 responsibility for confidential information:weightage physical reports:weightage 63 62
unit 4. recruitment, selection, promotion and transfer 1 2 3 4 concept of recruitment 70 organizational policy 70
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
labour market 71 image and reputation of the organization candidate preferences 71 recruitment process man power planning job analysis 71 71 71 71
personnel specification 71 identification of vacancies preparation of budget 71 preparation and publication of information advertisement 72 internet 72 72 72 72 72 71
employee agencies and head hunters campus recruitment walk in interviews employees referral 73 73 73
32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58
method of recruitment 74 internal and external recruitment internal source 75 external source 76 new Vs old blood 77 78 78 75
sources of recruitment commonly used in India 79 concept of selection criteria for selection the selection process 81 81 81
structures interview
unstructured interview 82 situational interviews stress interviews assessment centers employment test reference checks medical examination promotion meaning 83 83 84 82 82 83 83 83 83
types of promotion
59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85
85 85 86
reasons of transfer types of transfer production transfer replacement transfer rotation transfer shift transfer 89
remedial transfer panel transfer 89 reasons for transfer temporary transfer permanent transfer
89
89 89 89 90
86 87 88 89 90 91 92 93
one to one
94 94
poor knowledge of the job' contrast error 95 non-verbal communication too much/too little talking
94
95 95
objectives of training
to help company fulfill its future personnel needs to improve organizational climate to improve health and safety obsolesce prevention personal growth ole of transfer 100 trainer or facilitator 100 99 99 99 99
sources of identifying training needs performance appraisal 102 career plans 102 103
system introduction
19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45
example of training needs identification: SSL technology103 modules are on 104 apex body for need identification classifying employees 113 deadwood work horses stars 113 114 113 113 105
114 115
methodology of training and development employee training method on-the-job training 115 116 115
116
experimental exercises 117 computer modeling vestibule training 117 117 117 118
programmed instructions
46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65
job rotation
119
committee assignment 119 appointment to permanent committee 119 off-the-job development sensitivity training transactional analysis lecture courses 120 simulation exercises case study 120 120 120 119 120 119
122 123
evaluating the training programs basic criteria reactions learning behavior results 123 publicise and gain visibility goal of training 126 126 123 123 123 123
features of performance counseling conditions of effective counseling performance counseling phases 135 rapport building exploration 135 135
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
action planning 136 processes in performance counseling feedback 137 138 137
the second set 142 features of performance appraisal objectives of potential appraisal142 important qualities analytical power creative imagination sense of reality 145 holistic view form a detached position 146 approach to problems or situations speed/insight 146 action planning 146 seeing the relative nature judgment alertness 147 147 147 148 147 146 143 143 144 142
effective leadership
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
156
158 158
role of assessors and reviewers 159 major possibilities/ duties 159 160
performance and its assessment critical factors and attributes job knowledge 160 planning 160 160
organizing and resource utilization communicating 161 decision making161 winning instinct 161 relationships and management style overall assessment A-excellent B-superior C-good 162 D-fair 163 E-poor 163 162 162 162
160
161
163
29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55
164
experience with the working of the system discussion in the senior mangers conference percentage distribution of overall rating 171 rating fluctuations 172 172
169 171
172
merit rating system in famous international al airlines review factors 177 quality consciousness 177 performance character 177 177 177
173
objectives of 360 degree feedback basis of 360 degree assessment 179 advantages of 360 degree feedback
178
179
prerequisites for participation in 360 degree feedback 180 360 degree feedback orientation 182 183 184 182
questionnaire distribution monitoring and follow-up data feeding and report 185
56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82
workshop counseling
186 187
using 360 degree appraisal effectively-some guidelines 187 planning levels 188 objectives of 360 degree feedback appraisal instrument/questionnaire appraiser identity 189 188 188
feedback management 190 identifying improvement areas 190 action planning 190 monitoring and follow-up 190
heater awareness of others expectations individual and organizational learning 191 methods of performance appraisal traditional methods graphic rating scales ranking method 192 192 193 193 194 192
checklist method
194 194
forced choice method 195 critical incident method 196 essay or free from appraisal group appraisal 197 confidential reports modern methods 198 198 198 197
behaviorally anchored rating scales-BARS how to construct BARS 198 collect critical incidents 198 identify performance dimensions reclassification of incidents 199 199 198
assigning values to the incidents producing the final instrument 199 assessment center 200 201 201
unit-8 career and succession planning 1 2 3 4 5 6 career planning 210 career anchors 210 managerial competence210 technical-functional competence search for security 210 210 210
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
freedom or independence features of career planning career development cycle exploratory stage establishment stage maintenance stage stage of decline 212 career need assessment212 career opportunities 212 211 211 211
212
example of a career path model 213 some other experiences 214 development grade 214
facilities for self-development 217 model for planned self-development success formula217 job responsibilities leadership qualities relationships 218 218 218 218 217
34 35 36 37 38 39 40 41 42 43 44 45
219
self evaluation balance sheet for my relationships succession planning 223 223
219
promotion from within 225 example of an excellent succession plan 227 unexpected succession 228 doppelgangers phenomenon whose responsibility 230 229
unit-9 quality management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 features of total quality management tenets of total quality management Dr.josephJuran 237 Dr.W.Edwards Deming 238 Philip B.Crosby 238 Elements of TQM 239 236 237
The key TQM concepts 239 management commitment to quality focus of the customer 239 prevention rather than detection of defects universal quality responsibility 240 quality measurement 240 240 240 239 239
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41
employees involvement and empowerment synergy of team s bench marking 241 inventory reduction value improvement supplier teaming training 241 need and importance of TQM 241 241 241 241 240
240
reduction in inventory 242 improving productivity 242 reducing product development time flexibility 242 242 242 242
problems in implementing TQM 242 TQM incorporates several dimensions 242 the crisis implementing TQM arises from 243 243
difficulties experienced in bringing about change rising expectations features of quality definition of quality dimensions of quality performance feature 244 244 243 244 244 244
42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68
perceived quality
246
characteristics of quality circle 246 process of quality circles the process of QC's involves problem collection problem analysis problem solution 247 247 247 247 246 247
management presentation
implamentation,review and follow up 247 benefits of quality circles self development social development 247 247 247 247
opportunity to acquire knowledge potential leader 248 improved communication skills 248 job satisfaction 248 healthy work environment organizational benefits 248 important condition of quality circles 248
248
69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95
unconditional support 248 prompt approval long term approach proper orientation 248 248 248 249
morale trickles from the top expenditure scrutiny dispel fears 249 249 249
identify of interests
regular communications proper environment effective leader 249 features of quality control 249
249
249
components of quality control system 249 types of quality control 250 on-line 250 off-line 250 objectives of quality control 250
quality audit for quality control 251 need for quality audit 251 inspection 251
Sprigel and Lansburgh 251 objectives of inspection 251 quality product 251 removing defects reduction in costs 260 260
96
unit -10 HRD Audit 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 concept of HRD audit 258 258 260
HRD audit examines linkages with other systems HRD audit is business driven 261 261 263
why do most companies wanted HRD audit role of HRD audit in business improvement methodology of HRD audit individual interviews group interviews workshop 268 267 267 267
analysis of reports, records, manuals and other published literature limitations of HRD audit 271
unit-11 managing changes through continuous improvement 1 2 3 4 5 6 7 8 9 challenges before the human resource manager277 responding to change 278 the new environment 279 effect of competition on human resource management 280 techniques of continuous improvement 282 benchmarking 283 benchmarking for competitive advantage types of benchmarking 283 internal benchmarking 283 283
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
283 284
another classification of benchmarking 284 benchmarking process 285 benchmarking human resource policies an practices 286 287
example of human resource management benchmarking participation of management peon style of management 287 287 287
delegation of risk-taking power to managers composition of top management team 287 training of managers 287
performance appraisal 288 action steps for effective benchmarking 288 business process re-engineering 289 action steps for Re-engineering 292 urgency motivation 294 294
unit-12 Good HR practices 1 2 3 4 5 components of HR practices three components 300 300 300
302
6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
systems-engineered and systems-driven HRD component systems of HRD-Pareek and RAO career systems 303 work planning system 303 development system self renewal system culture sub system 303 303 304 305
303 303
appropriately structured and competent HRD roots of organizational culture 308 research evidence pfeffer 310 Yeung and Berman 310 309
305
Welbourne and andrews Arthur 312 Schneider and Bowen 312 Johnson, Ryan and schemit Delery and Doty 313
312
312
314 318
33 34 35 36 37 38 39 40 41 42 43 44 45
The balanced score card approach the strategic HR framework business strategy 325 325 325 326 325
323
Arthur Anderson's human capital appraisal approach clarification stage assessment stage design stage 328 328 328
327
unit-13 recent techniques in human resource management 1 2 3 4 5 6 7 8 9 10 11 12 13 employees for lease 336 337
moon lighting by employees blue moon to full moon 337 blue moon 337
quarter moon lighting 338 half moon lighting full moon lighting 338 339 339
reasons for increase in the number of female employees consequences and challenges 341 concern for other party's grievances too341 absenteeism 342
340
14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
342
flexi time and flexi work 344 flextime flexi work 344 345
over specialization in the work 345 lack of challenging work346 lack of interest 346 routine nature of work 346 training and development 347 347
management participation in employees organisation s 349 influence of employees organization need for participation 351 nature and extend of participation prerequisites for participation 352 parties to participation 352 contribution to trade union functioning 352 possible opposition 353 351 349
41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67
customers participation 361 government participation stockholders participation employee's proxy 363 364 364 361 362
human resource accounting -definitions 364 objections against the treatment of people as assets need for human resource accounting current practice 367 consequences 367 aims and objectives of HRA 368 369 365 364
methods of valuation of human resources historical cost method 369 replacement cost 369
standard cost method 369 present value 369 current purchase power method -CPM 370 opportunity cost method economic value method370 statistical based method valuation models 370 370 370 370
Lev and Schwartz model Eric Flamholtz Model Jaggi-Lau's model 370 370
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89
benefits of HRA 370 human resource accounting in India organizational politics 372 who act politically 373 371
causes of organizational politics 373 techniques of organizational politics effect of organizational politics 376 exit policy and practice 377 meaning 377 375
Governemtn policy before 1991 and its consequences 377 extend of surplus 377 378 378
consequence of surplus manpower problems and solutions of pruning VRS 382 383
Demerits of VRS
measures to minimize 384 national renewal fund 384 the challenges of employee exit 385 manage employee exit 385 future of human resource management 387
unit-14 human resource practice in IT industry 1 2 3 4 best practices in an industry strategic partner employee advocate change champion 395 396 397 394
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
compensation structure398 the components of compensation system job descriptions 399 job analysis 399 399
job evaluation 399 pay structures 399 salary surveys 399 types of compensation 400 base pay 400 400
400
400
establish grade pricing and salary range 401 determine an appropriate salary structure develop a salary administration policy 401 obtain top executives approval of the basic salary program communicate the final program to employees and managers compensation practices 402 form 402 403 403 402 402 401
32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58
effectiveness of compensation system 403 reinforcement 403 expectancy equity theory 403 403 403
compensation survey
development of salary structure404 job evaluation 404 financial incentive systems piecework 405 405 404
production incentive plans profit sharing plan cost reduction plan employee benefits insurance 406 406 406 405 405 405
other benefits 406 knowledgement management 406 meaning 406 407 408
characteristic of workers in the knowledge society emergency HR strategies of a knowledge economy 60 HR practices 411
59 60 61 62 63 64
Floyd Kemske 411 workplace flexibility global business 412 work and society definition of jobs strategic roles 415 413 414 411