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MCCP
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Definition:Definition:--
AccordingAccording toto Flippo,Flippo, HumanHuman resourceresource
managementmanagement isis thethe planning,planning, organizing,organizing, directing,directing,andand controllingcontrolling ofof thethe procurement,procurement, development,development,
compensation,compensation, integration,integration, maintenancemaintenance andand
reproductionreproduction ofof humanhuman resourcesresources toto thethe endend thatthat
individual,individual, organizationalorganizational andand societalsocietal objectivesobjectivesareare accomplishedaccomplished..
HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT
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At 3 levels-
1.Significance for an enterprise.1.Significance for an enterprise.
22.. ProfessionalProfessional significancesignificance..
33.. SocialSocial significancesignificance..
IMPORTANCE OF HRM
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SCOPE OF HRM
To effective utilization of the human resources
To establish and maintain an organizationalstructure
To generates maximum development of individualsgroups
To maintain high morale and better human relations
To develop and maintain a quality of work life
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HUMAN RESOURCE PLANNING
Definition:Definition:--
ItIt isis thethe processprocess byby whichwhich managementmanagement
determinesdetermines howhow anan organizationorganization shouldshould movemove fromfromitsits currentcurrent manpowermanpower positionposition toto itsits desireddesired
manpowermanpower positionposition.. ThroughThrough itit managementmanagement strivesstrives
toto havehave thethe rightright numbernumber andand thethe rightright kindkind ofof peoplepeople
atat thethe rightright places,places, atat thethe rightright time,time, doingdoing thingsthingswhichwhich resultresult inin bothboth thethe organization,organization, andand thethe
individualindividual receiving,receiving, maximummaximum longlong--rangrang benefitbenefit
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HUMAN RESOURCE PLANNING
Human ResourceHuman ResourcePlanningPlanning
Making a FutureMaking a Future
AssessmentAssessment
Making a CurrentMaking a Current
AssessmentAssessment
Designing a FutureDesigning a Future
ProgramProgram
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RECRUITMENTRECRUITMENT
TheThe developmentdevelopment ofof aa poolpool ofof jobjob candidatescandidates ininaccordanceaccordance withwith aa humanhuman resourceresource planplan..
TheThe purposepurpose ofof recruitmentrecruitment isis toto provideprovide aa groupgroup ofofcandidatescandidates thatthat isis largelarge enoughenough toto letlet managersmanagers selectselectthethe qualifiedqualified employeesemployees theythey needneed..
E.g. : SonyE.g. : Sony
MainMain formsforms ofof recruitmentrecruitment throughthrough advertisingadvertising ininnewspapers,newspapers, magazines,magazines, tradetrade papers,papers, internetinternet etcetc..
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Job & Position Description::A written description of a non-management job, covering
title, duties, and responsibilities, and including its location on theorganization chart.
E.g. : A brief job description might be read as :- SalesManager: Duties include hiring, training, and supervision smallsales staff and administration of sales department; responsible for
performance of department; reports to division manager.
Hiring Specification:A written description of the education, experience, and skills
needed to perform a job or fill a position effectively.E.g. : The hiring description might be read as :- Position
requires BBA degree; five years experience in sales and two yearssupervisory experience; energetic, motivated individual with welldeveloped interpersonal skills.
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SOURCES OF RECRUITMENT
EXTERNAL SOURCESEXTERNAL SOURCES
Factory gate Recruitment
Advertisements In Newspaper & Magazine
Employment Exchange
Labor Contractor
Other like Similar organizations ,Executive Search
Agencies & Causal callers
Education & Training Institute
INTERNAL SOURCESINTERNAL SOURCES
Promotion
Upgrading & Demotion
Retired and retrenched
Transfer
E- Recruitment & Inter-net
WWW.NAUKARI.COM,MONSTERINDIA.COM
TIMESJOB.COM & JOBAHED.COM
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RECRUITMENT POLICY
In todays rapidly changing business environment, a well
defined recruitment policy is necessary for organizations torespond to its human resource requirements in time. Therefore,
it is important to have a clear and concise recruitment policy in
place, which can be executed effectively to recruit the best
talent pool for the selection of the right candidate at the right
place quickly.
DECRUITMENT OPTIONS :- Firing.
Layoffs. Attrition.
Transfers.
Reduced workweeks.
Early retirements.
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Selection Process
The Organization decides whether to make a job offerand how attractive the offer should be, and the job
candidates decides whether the organization and the job
offer fit his or her needs and goals.
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Steps in the Selection ProcessSteps in the Selection Process
PROCEDURES PURPOSES ACTIONS & TRENDS
1.Completed job
application
Indicates applicants
desired position; provides
Requests only information the
predicts success in the job.
2.Initial screening
interview
Provides a quick
evaluation of applicants
suitability.
Asks questions on experience,
salary expectation,
Willingness to relocate, etc.
3.Testing Measures applicants job
skills and the ability to
learn on the job.
May include computer testing
software, handwriting analysis,
medical and physical ability.
4.Background
investigation
Checks truthfulness of
applicants resume or
application form.
Calls the applicants previous
supervisor (with permission)
and confirms information from
applicant.
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Contd..
PROCEDURES PURPOSES ACTIONS & TRENDS
5.In-depth
selection
interview
Finds out more about the
applicant as an individual.
Conducted by the manager
to whom the applicant will
report.
6. Physical
examination
Ensures effective performance
by applicant;
Protect other employees against
diseases;
Establishes health record on
applicant;
Protect firm against unjust
workers compensation claims.
Often performed by
companys medical doctor.
7. Job offer Fills a job vacancy or position. Offers a salary plus benefit
package.
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MANAGER SELECTION
An experienced manager who is up for selectionusually goes through several interviews before being
hired. The interviewers are almost always higher-level
managers who attempt to assess the candidates
suitability and past performance.
Interviewing NewManagers:-
Many companies send recruiters to college
campuses around the country to interview youngprofessionals for entry-level positions. At this level,
college grades and other aspects of the college record are
part of the assessment.
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TRAINING & DEVELOPMENT
1.Training Programs:-
A process designed to maintain or improve
current job performance.
2. Developmental Programs:-
A Process designed to develop skills
necessary for future work activities.
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1. TRAINING PROGRAMS
FourProcedures to determine the training needs of
individuals in Organization.
1. Performance appraisal:-
Each employees work is measured against theperformance standards or objectives established for his or
her job.
2. Analysis of job requirements:-
The skills or knowledge specified in the appropriate job
description are examined, and those employees without
necessary skills or knowledge become candidates for a
training program.
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Cont
3. Organizational analysis:-The effectiveness of the organization and its success
in meeting its goals are analyzed to determine where
differences exist.
4. Employee Survey:-
Managers as well as non-managers are asked to
describe what problems they are experiencing in theirwork and what actions they believe are necessary to
solve them.
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Methods of Training
TwoM
ethods of Training:-(A) ON-THE JOB TRAINING:-
Job rotation
Internship
Apprenticeship
On the job trainingOn the job training
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Cont
(B) OFF-THE JOB TRAINING:-
Vestibule Behaviorally experienced
Computer-assisted instruction (CAI)
Vestibule trainingVestibule training CAI trainingCAI training
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MANAGEMENT DEVELOPMENT PROGRAMS
Two TypesMethods:-
(A) ON-THE JOB METHODS:-
Coaching Job rotation
Training positions
Planned work activities
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Cont
InIn--house classroom instructionhouse classroom instruction
(B) OFF- THE JOB METHODS:-
In-house classroom instruction
University-sponsored management developmentprograms.
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PERFORMANCE APPRAISAL
AlthoughAlthough helpinghelping othersothers improveimprove theirtheir
performanceperformance isis oneone thethe mostmost managermanager importantimportant
tasktask..
MostMost managermanager freelyfreely admitadmit performanceperformance appraisalappraisal
andand improvementimprovement coachingcoaching givesgives themthem difficultydifficulty..
A MODEL EVALUTION PROGRAMA MODEL EVALUTION PROGRAM
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INFORMAL APPRAISALS
It means the continual process of feeding back toemployees information about how well they aredoing their work for the organization.
Informal appraisal can be conducted on a day-to-day basis.
Because of the close connection between thebehavior and the feedback on it, informal appraisal
is an excellent way to encourage desirableperformance and discouragement undesirableperformance before it become ingrained.
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FORMAL SYSTEMATIC APPRAISALS
It usually occurs semiannually or annually.
Formal appraisal has four major purposes:
1. To let employees know formally how theircurrent performance is being rated.
2. To identify employees who deserves merit raises.
3. To locate employee who need additional training.
4. To identify candidates for promotion.
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Cont
There are four basic appraisal approaches have
evolved in organization.
1. A managers rating of an employee.
2. A group of managers rating an employee.
3. A group of peers rating a colleague.
4. Employees rating of bosses.
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COMPENSATION
Compensation is the outcomes (rewards)
employees receive in exchange for their work,
or pay is an exchange between the individual
or group and the employer.
The general idea is that the more responsibility
a manager has, the more compensation he or
she should earn.
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PROMOTION
Promotion refers to advancement of an
employee to a higher post carrying greater
responsibilities, higher status and better salary.
It is the upward movement of an employee in
the organization's hierarchy, to another job
commanding greater authority, higher status
and better working standards.
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TRANSFER
A transfer refers to a horizontal or lateral movement
of an employee from one job to another in the same
organization without any significant changes status and
pay. It has been defined as lateral shift causing
movement of individuals from one position to another
usually without involving any marked change in duties,
responsibilities, skills needed orcompensation
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DEMOTION
Demotion implies the assignment of an
employee to a job of lower rank with lower
pay. It refers to downward movement pf an
employee in the organizational hierarchy with
lower status and lower salary.
It is downgrading process and a serious type ofPunishment, hence it should be used tactfully
and only when it is absolutely necessary.
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Demotions usually progress
through a series of steps Warning
Reprimand
Retraining
Suspension
Disciplinary transfer
Demotion
Discharge
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SEPARATIONS
Separation of an employee takes place when hiswith the organization come to an end and the employee
the organization. It may occur due to resignation,
death, dismissal and layoff. Following service
agreement are various forms of separations.
Resignation
Retirement
Layoff
Retrenchment
Dismissal
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ExampleExample
Duracell & pauline hyde association
(PHA)
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STRATEGIC HUMAN RESOURCE
MANAGEMENT
The linking of HRM with strategic goals andobjectives in order to improve businessperformance and develop organizational
cultures that foster innovation and flexibility.
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Strategic Human Resource
Management
Human Resource
Management
Organizational
Performance
OrganizationalCulture
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Actions & Reaction
Changes in work
demography
Reexamine all
Policies, practices &
Managerial value
Greater
Govt.
involvement
Increasing
International
Competition
More With
Career life
satisfaction
Reexamine HRM
Policies to
Develop new
HRM policies
Need to
Improve
Human
productivity
Reexamine employees
Career paths, life style
Needs, work schedules
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ENVIRONMENTALPRESSURE
Stakeholder pressure.Stakeholder pressure.
Competition.Competition.
Expansion of organization.Expansion of organization.
Slower growth.Slower growth.
Government involvement.Government involvement.
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FourCs Model for Evaluating HR
competence
commitment
congruence
cost effectiveness
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BIBLIOGRAPHY
www.ittestpapers.com
www.corris.co.uk
MANAGEMENT BOOK OF JAMES A.F. STONER
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