BBA106_Human Resource Management

B.SC TRAVEL AND TOURISM MANAGEMENT HUMAN RESOURCE MANAGEMENT

CHANDIGARH UNIVERSITY Institute of Distance and Online Learning Course Development Committee Prof. (Dr.) R.S.Bawa Pro Chancellor, Chandigarh University, Gharuan, Punjab Advisors Prof. (Dr.) Bharat Bhushan, Director – IGNOU Prof. (Dr.) Majulika Srivastava, Director – CIQA, IGNOU Programme Coordinators & Editing Team Master of Business Administration (MBA) Bachelor of Business Administration (BBA) Coordinator – Dr. Rupali Arora Coordinator – Dr. Simran Jewandah Master of Computer Applications (MCA) Bachelor of Computer Applications (BCA) Coordinator – Dr. Raju Kumar Coordinator – Dr. Manisha Malhotra Master of Commerce (M.Com.) Bachelor of Commerce (B.Com.) Coordinator – Dr. Aman Jindal Coordinator – Dr. Minakshi Garg Master of Arts (Psychology) Bachelor of Science (Travel &Tourism Management) Coordinator – Dr. Samerjeet Kaur Coordinator – Dr. Shikha Sharma Master of Arts (English) Bachelor of Arts (General) Coordinator – Dr. Ashita Chadha Coordinator – Ms. Neeraj Gohlan Academic and Administrative Management Prof. (Dr.) R. M. Bhagat Prof. (Dr.) S.S. Sehgal Executive Director – Sciences Registrar Prof. (Dr.) Manaswini Acharya Prof. (Dr.) Gurpreet Singh Executive Director – Liberal Arts Director – IDOL © No part of this publication should be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording and/or otherwise without the prior written permission of the authors and the publisher. SLM SPECIALLY PREPARED FOR CU IDOL STUDENTS Printed and Published by: TeamLease Edtech Limited www.teamleaseedtech.com CONTACT NO:- 01133002345 For: CHANDIGARH UNIVERSITY Institute of Distance and Online Learning CUIDOLSELFLEARNINGMATERIAL(SLM)

FirstPublishedin2020 All rights reserved. No Part of this book may be reproduced or transmitted, in anyform or by any means, without permission in writing from Chandigarh University.Any person who does any unauthorized act in relation to this book may be liable tocriminal prosecutionandcivilclaimsfordamages.Thisbookismeantforeducationaland learning purpose. The authors of the book has/have taken all reasonable care toensure that the contents of the book do not violate any existing copyright or otherintellectual property rights of any person in any manner whatsoever. In the even theAuthors has/ have been unable to track any source and if any copyright has beeninadvertentlyinfringed,pleasenotifythepublisherinwriting forcorrectiveaction. 2 CUIDOLSELFLEARNINGMATERIAL(SLM)

CONTENT UNIT-1Introduction tohumanresourceManagement.......................................................................... 4 UNIT-2 humanresourceplanning.......................................................................................................... 16 UNIT–3 jobanalysis................................................................................................................................. 26 UNIT–4 recruitmentandselection ......................................................................................................... 36 UNIT–5 employeeselection..................................................................................................................... 44 UNIT–6placement andinduction........................................................................................................... 51 UNIT–7 Training anddevelopment ...................................................................................................... 60 UNIT–8 PerformanceAppraisal ............................................................................................................ 74 UNIT-9 IndustrialRelations................................................................................................................... 85 UNIT–10 Industrialdisputes .................................................................................................................. 99 UNIT–11 employeegrievances ............................................................................................................. 108 UNIT–12 qualityofworklife.................................................................................................................. 118 3 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT -1 INTRODUCTION TO HUMAN RESOURCEMANAGEMENT Structure LearningObjectivesIntroduction NatureofhumanresourcemanagementScopeofh umanresource NeedandimportanceofHRMFu nctionsofHRM. Summary KeyWords/AbbreviationsLearni ngActivity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Describenatureofhumanresourcemanagement  Identifyscopeofhumanresource  StatetheneedandimportanceofHRM  ListthefunctionsofHRM INTRODUCTION The emergence of human resource management can be attributed to the writings of the authorsgiving importance to human factor. Lawrence Appley remarkably said “Management is personneladministration”. This view is partially true as management is concerned with the efficient andeffectiveuseofbothhumanaswellasnon- humanresources.Thushumanresourcemanagementisonly a part of the management process. At the same time, it must be recognised that humanresource management is inherent in the process of management. This function is performed by allthe managers. A manager to get the best of his people must undertake the basic responsibility ofselectingpeoplewhowillworkunderhimandtohelpdevelop,motivate andguidethem.However,hecantakethehelpofthespecialisedservicesofthepersonneldepartmentindisc hargingthisresponsibility. The term ‘human resource management’ was being used by Peter Drucker in early1950s withoutanyspecialmeaning,andusuallyanotherwordfor‘personnelmanagement.Humanresource 4 CUIDOLSELFLEARNINGMATERIAL(SLM)

management(HRM)is concernedwith the ‘people’dimension inmanagement.Everyorganisationis made of people, acquiring their services, developing their skills, motivating them to higherlevelsofperformance,andensuringthattheycontinuetomaketheircommitmenttotheorganisation s. Theterms \"PersonnelManagement\"hasbeen replacedby the term\" HumanResourceManagement\"asadescriptionoftheprocessesinvolvedinmanagingpeople inorganizat ions.Hence,wecansaythat(HRM)ismorethanPersonnelManagement,anditincludesemploying people,theirdevelopment& utilization also maintaining and compensating theirservicesaccordingtothejoband organizational requirement. Northcott considers human resource management as an extension of general management, that ofprompting and 2 stimulating every employee to make his fullest contribution to the purpose of abusiness. Human resource management is not something that could be separated from the basicmanagerialfunction.It isamajorcomponentofthebroadermanagerialfunction. FrenchWendell,defines―Humanresourcemanagementastherecruitment,selection,development,uti lisation,compensationandmotivationofhumanresourcesbytheorganisation‖. Human resource management (HRM) is an approach to the management of people, based on fourfundamental principles. First, human resources are the most important assets an organisation has andtheir effective management is the key to its success. Second, this success is most likely to beachieved if the personnel policies and procedures of the enterprise are closely linked with, and makea major contribution to, the achievement ofcorporate objectives and strategic plans. Third, thecorporate culture and the values, organisational climate and managerial behaviour that emanate fromthatculturewillexert amajor influenceon the achievement of excellence. This culturemust,therefore, be managed which means that organisational values may need to be changed or reinforced,and that continuous effort, starting from the top, will be required to get them accepted and actedupon. Finally, HRM is concerned with integration - getting all the members of the organisationinvolvedandworkingtogetherwithasenseofcommonpurpose. NATUREOFHUMANRESOURCEMANAGEMENT HRMhasthefollowingfeatures: 1. ApartofManagement Discipline: HRM is a part of management discipline. It is not a discipline in itself but is only a field ofstudy. HRM,being a part of managementprocess,draws heavilyfrom managementconcepts,principlesandtechniquesandapplytheseinthemanagementofhumanresources. 2. Universal Existence: 5 CUIDOLSELFLEARNINGMATERIAL(SLM)

HRMispervasiveinnature.Itispresentin all enterprises. It permeates all levelsofmanagementinanorganization. 3. ConcernedwithPeople: HRMis allaboutpeopleatwork,bothasindividualsand groups. It tries to put people onassigned job in order to produce goods results. The resultant gains are used to reward peopleandmotivatethemtowardsfurtherimprovementisproductivity. 4. Actionoriented: HRM focuses attention on action, rather than on record keeping, written procedures or rules. Theproblemsofemployeesaresolvedthrough rationalpolicies. 5. DirectedtowardsAchievementof Objectives: HRMisdirectedtowardsachievementoforganizationalobjectivesbyprovidingtoolsandtechniquesofmanagin g peoplein theorganization effectively. 6. Integrating Mechanism: HRM tries to build and maintain cordial relation between people working at diffe rent levelsinthe organization. It tries to integrate human assets in the bestpossiblemannerforachievingorganizationalgoals. 7. Development Oriented: HRM intends to develop the full potential of employees. The reward structure is turned to the needsofemployees.Trainingisprovidedtoimprovetheskillofemployees. Everyattempt is 8. ContinuousProcess: HRM is not a one short deal. Itcannot bepracticed only one houreach day or one day aweek. It requires constant alertness and awareness of human relations and their importance ineverydayoperations. 9. Comprehensive Function: HRMis concernedwithmanagingpeople at work. It covers all types of people at all levels intheorganization.Itappliestoworkers,supervisors,officers, managerand other types ofpersonnel. SCOPEOFHUMANRESOURCE 1. PersonnelAspect 6 CUIDOLSELFLEARNINGMATERIAL(SLM)

Human Resource Planning – It is the process by which the organization identifies the number of jobsvacant. JobAnalysisandJobDesign– Jobanalysisisthesystematicprocessforgathering,documenting,andanalyzing data about the work required for a job. Job analysis is the procedure for identifying thosedutiesorbehaviourthatdefineajob. Recruitment and Selection – Recruitment is the process of preparing advertisements on the basis ofinformation collected from job analysis and publishing it in newspaper. Selection is the process ofchoosingthebestcandidateamongthecandidatesappliedforthejob. OrientationandInduction– Makingtheselectedcandidateinformedabouttheorganization’sbackground,culture,values,andworkethic s. Training and Development – Training is provided to both new and existing employees to improvetheirperformance. PerformanceAppraisal–PerformancecheckisdoneofeveryemployeebyHumanResourceManagement. Promotions, transfers, incentives, and salary increments are decided on the basis ofemployeeperformanceappraisal. Compensation Planning and Remuneration – It is the job of Human Resource Management to plancompensationandremunerate. Motivation–HumanResourceManagementtriestokeepemployeesmotivatedsothat employeesputtheirmaximumeffortsin work. 2. WelfareAspect– Human Resource Management have to follow certain health and safety regulations for the benefit ofemployees. It deals with working conditions, and amenities like - canteens, creches, rest and lunchrooms,housing,transport,medicalassistance,education,healthandsafety,recreationfacilities,etc. 3. IndustrialRelationAspect– HRM works to maintain co-ordinal relation with the union members to avoid strikes or lockouts toensures moothfu nctioning oftheorganization.Italsocovers -jointconsu ltation,collectiveb argaining, grievanceanddisciplinaryprocedures,anddisputesettlement. 7 CUIDOLSELFLEARNINGMATERIAL(SLM)

NEEDANDIMPORTANCEOFHRM Someofthereasons forneedofhumanresourcemanagementare:1.ForGoodIndustrialRelations2.Create Organizational Commitment 3. Meeting with Changing Environment 4. Change in PoliticalPhilosophy5.EnhancedPressureonEmployeesand6.MeetingResearchandDevelopmentRequir ements. Humanresourcemanagementtries tocreateabetterunderstandingbetweenmanagementandemployees. It assists employees in attaining individual and organizational goals. This approach has been gainingtheattentionofmanagementprofessionalsinthelastdecadeorso. 1. ForGoodIndustrialRelations: There is large spread unrest, labour- management disputes, lack of trust in each other, increasingexpectationsofworkers,growingofmilitancyintradeunionsetc.Thesefactorshavegeneratedaga pamong workers and managements. Both sides are blaming of exploitation by the other side. In theabsenceofcord ialityinanorganization,thep erfor manceofw or kersisad ve rselyaffected. HRM approach is needed to bring proper understanding among workers andmanagement. Theworkers aretrainedanddevelopedtomeettheirindividual andorganizationalobjectives. Theworkers are made to understand that various managerial actions will assist them in achieving theiraspirationsand organization’sgoal. 2. CreateOrganizationalCommitment: There is a humanization of work environment in industrially advanced countries like Japan, U.S.A.,andGermanyetc.G lobalizationofeconom yhasexposedIndianindustriesto internationalcompetiti on.An improvement in efficiency and qualityof workcancomeonly whenworkersdevelop organizationalcommitment. HRM approachhelps in creatingasenseof pridefortheorganizationamongthe employees. 3. MeetingwithChangingEnvironment: The business environment is changing rapidly. Technological improvements have revolutionizedproduction processes. Automation has been introduced in office operations. Good communicationmethodshaverevolutionized importantareasofbusiness. Therefore, there is a need to cope with new and changing situation. The operational efficiency ofworkers must cope up with a revolutionary change in the technology which necessitates a newapproachtomanpower. 4. ChangeinPoliticalPhilosophy: 8 CUIDOLSELFLEARNINGMATERIAL(SLM)

Political philosophy has also undergone a substantial change all over the world. The new approach isto develop human resources properly for making their better use. In India, Central Government hascreated a separate ministry as Human Resource Development and put it under a Senior CabinetMinister. This shows the importance given to human resources in India, which opened up a door for a freshapproachtohumanresourcedevelopmentintheindustrialsectortoo. 5. EnhancedPressureonEmployees: Thetechnolog icalinnovations havemad ep ossib letheuseofs op histicated machines.Theinstallation, monitoring of machines, maintenance and controlling of operations etc., require largenumberoftrainedandskillfulpersonnel. Technicians, repairers andservice people are alsonecessary. Themore the technical developmentand automation, the more would be the dependence on human beings. There should, therefore, begreater need for humane approach to manpower. Similarly, use of more capital-intensive methodswould result in greater productivity of men necessitating greater motivating and greater humanresourcesapproach tomanagement. 6. MeetingResearchandDevelopmentRequirements: Freshinitiativesandemphasisonresearchanddevelopmentintherealmof industryalsoledtoanewpolicy of human resource development to cope with the increasing demand for technically capablepeople.Asaresultofthis,aneedaroseforanewapproachtohumanresources. ImportanceofHumanResourceManagement: Human resources are the valuable assets of the corporate bodies. They are their strength. To face thenew challengesonthefrontsofknowledge,technologyandchangingtrendsinglobaleconomyneedseffectivehu manresourcemanagement.SignificanceofHRMcanbeseeninthreecontexts:organizational,socialand professional. OrganizationSignificance: HRMisofvitalimportancetotheindividualorganizationasameansforachievingtheirobjectives.Itcontrib utestotheachievement oforganizational objectivesinthefollowingways: 1. Goodhumanresourcepracticecanhelpinattractingandretainingthebestpeopleintheorganiz ation. 2. Developingthenecessaryskillsandrightattitudesamongtheemployeesthroughtraining,developm 9 ent,performanceappraisal,etc. CUIDOLSELFLEARNINGMATERIAL(SLM)

3. Securingwillingcooperationof employees throughmotivation,participation,grievance handling,etc. 4. Effectiveutilizationofavailablehumanresources. 5. Ensuringthatenterprisewillhaveinfutureateamofcompetentanddedicatedemployees. SocialSignificance: Social significance of HRM lies in the need satisfaction of personnel in the organization. Since thesepersonnel are drawn from the society, their effectiveness contributes to the welfare of the society.Society, asawhole,isthemajorbeneficiaryofgoodhumanresourcepractice. i. Employmentopportunitiesmultiply. ii. Eliminating wasteofhumanresourcesthrough conservationofphysicaland mentalhealth. iii. Scaretalentsareputtobestuse.Companiesthatpayandtreatpeoplewellalwaysraceaheadofothersand deliverexcellentresults. ProfessionalSignificance: Professional significance of HRM lies in developing people and providing healthy environment foreffectiveutilization oftheircapabilities. Thiscanbedoneby: 1. Developingpeopleoncontinuousbasistomeetchallengeoftheir job. 2. Promotingteam-workandteam-spiritamongemployees. 3. Offeringexcellentgrowthopportunitiestopeoplewhohavethepotentialtorise. 4. Providingenvironmentandincentivesfordevelopingandutilizingcreativity. FUNCTIONSOFHRM The definition of HRM is based on what managers do. The functions performed by managers arecommon to all organizations. For the convenience of study, the function per formed by the resourcemanagement can broadlybeclassifiedintotwocategories,viz. (1) Managerialfunctions,and (2) Operativefunctions (1) ManagerialFunctions:  Planning: 10 CUIDOLSELFLEARNINGMATERIAL(SLM)

Planning is a predetermined course of actions. It is a process of determining the organisational goalsand formulation of policies and programmes for achieving them. Thus, planning is future orientedconcerned with clearly charting out the desired direction of business activities in future. Forecastingis one of the important elements in the planning process. Other functions of managers depend onplanning function.  Organising: Organisingisaprocessbywhichthestructureandallocationofjobsaredetermined.Thus,organising involves giving each subordinate a specific task establishingdepartments, delegatingauthority to subordinates, establishing channels of authority and communication, coordinating theworkofsubordinates,and soon.  Staffing: TOs is a process by which managers select, train, promote and retire their subordinates This involvesdecidingwhattypeofpeopleshouldbehired,recruitingprospectiveemployees,selectingemployee s,settingperformancestandard,compensatingemployees,evaluatingperformance,counsellingemployees ,trainingand developingemployees.  Directing/Leading: Directing is the process of activating group efforts to achieve the desired goals. It includes activitieslike getting subordinates to get the job done, maintaining morale motivating subordinates etc. forachievingthegoalsoftheorganisation.  Controlling: It is the process of setting standards for performance, checking to see how actual performancecompareswiththesesetstandards,andtakingcorrectiveactionsasneeded. (2) OperativeFunctions: The operative, also called, service functions are those which are relevant to sp ecific department.These functions vary from department to department depending on the nature of the departmentViewed from this standpoint, the operative functions of HRM relate to ensuring right people for rightjobsatrighttimes.Thesefunctionsincludeprocurement,development,compensation,andmaintenanc efunctionsofHRM. Abriefdescriptionofthesefollows:  Procurement: It involves procuring the right kind of people in appropriate number to be placed in the organisation.It consists of activities such as manpower planning, recruitment, selection placement and induction ororientationofnewemployees. 11 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Development: 12 CUIDOLSELFLEARNINGMATERIAL(SLM)

This function involves activities meant to improve the knowledge, skills aptitudes and values ofemployees so as to enable them to perform their jobs in a better manner in future. These functionsmaycomprisetrainingtoemployees,executivetrainingtodevelopmanagers,organisationdevelo pmenttostrikeabetterfitbetweenorganisationalclimate/cultureandemployees.  Compensation: Compensation function involves determination of wages and salaries matching with contributionmade by employees to organisational goals. In other words, this function ensures equitable and fairremuneration for employees in the organisation. It consists of activities such as job evaluation, wageandsalaryadministration,bonus,incentives,etc.  Maintenance: It is concerned with protecting and promoting employees while at work. For this purpose, virusbenefitssuchas hous ing, med ical,educational,tr ansp ortfacilities,et c.areprovidedtotheemp loyees.Se veral social security measures such as provident fund, pension, gratuity, group insurance, etc. arealsoarranged. It is important tonotethat themanagerial andoperativefunctionsofHRM areperformedinconjunction with each other in an organisation, be large or small organisations. Having discussed thescopeandfunctionsofHRM,nowitseemspertinenttodelineatetheHRMscenarioinIndia. SUMMARY  Human Resource Management (HRM) is the function within an organization that focuses onrecruitment of, management of, and providing direction for the people who work in theorganization.  It is a pervasive force, action-oriented, individually-oriented, development-oriented, future- focused,andintegrativeinnatureandisacomprehensivefunction.  HRM is moving away from traditional personnel, administration, and transactional roles,whichareincreasinglyoutsourced.  HRMisnowexpectedtoaddvaluetothestrategicutilizationofemployeesandthatemployeeprogram simpactthebusinessinmeasurableways.  HRMaimsatachievingorganizationalgoalsmeettheexpectationsofemployees;developtheknowl edge, skills and abilities of employees, improve the quality of working life and managehumanresourcesinanethicalandsociallyresponsible manner.  Effective HRM enables employees to contribute effectively and productively to the overallcompanydirectionandtheaccomplishmentoftheorganization'sgoalsandobjectives. 13 CUIDOLSELFLEARNINGMATERIAL(SLM)

KEYWORDS/ABBREVIATIONS  Ability:Acompetencetoperformanobservablebehaviororabehaviorthatresultsinanobserva ble product.  Compliance:Adherencetolaws,courtdecisions,regulations,executiveorders,andotherlegal mandatesgoverningaffirmativeactionandequalemploymentopportunity.  HRM:Aprocessofbringingpeopleandorganisationstogethersothatthegoalsofeachoneismet,ef fectivelyandefficiently.  HRPolicies:HRpoliciesareasetofwrittenguidelinesforhumanresourcedecisions.  Management:Theprocess ofefficiently achieving theobjectives of theorganisationwithandthroughpeople.  Payroll:Thesearepoliciesthatarerelatedtosalaryandwageadministrationincludingdeduction s,pay advances,and timekeeping.  Policy:Apolicyisapredeterminedcourseofactionestablishedasaguidetowardsacceptedobjectivesa nd strategiesoftheorganization.  Policy Manual: A policy manual is a means of communication with employees; it is first away to communicate toemployees the management rules and guidelines of theorganizationaredocumentedand henceactasreferencetools.  System:Twoormorepartsworkingtogetherasanorganisedwholewithclearboundaries.  Skill:Apresent,observablecompetencetoperformalearnedact.  WorkforceDiversity:Workforcediversitymeansthattheorganizationsarebecomingmoreandmore heterogeneousinnature.  WorkplaceGuidelines:Thesepoliciesarequitevariedandtheirpurposerangefromdefining certain work arrangements such as flex time and telecommuting to offeringguidelinesontheuseofcompanyassetsandrecordretention.  Workbehavior:Anyactivityperformedtoachievetheobjectivesofthejob.Workbehaviorsinvolve observable (physical) components and unobservable (mental) components. A workbehaviorconsists of the performance of one ormore tasks. Knowledge, skills, and abilities arenot behaviors,althoughtheymaybeappliedtoworkbehaviors. LEARNINGACTIVITY 1. Whatfunctionsdoesahumanresourcedepartmentnormallyperform? ……………………………………………………………………………………………..…… ………………………………………………………………………………………………….. 2. Withbusinessgoingglobaland competitionbecomingintensetodayHRhastravelleda longwayfrom its conventional role as a support function to being a strategic business partner in thepresenttechnologyleveragedera.Discussthisstatementbycitingsuitableexamplesfromyour 14 CUIDOLSELFLEARNINGMATERIAL(SLM)

ownorganization. ……………………………………………………………………………………………..…… ………………………………………………………………………………………………….. UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. DefineHRM?ExplainthescopeofHRM 2. IdentifyanddiscussHRMfunctions? 3. ElaborateaboutthenatureofHRManditsrelevanceinpresentscenario. 4. Whatarethecriteriathatdeterminewhetheranorganization’sHRMpracticesareeffective? 5. Identifythetypicalneedofhumanresourcemanagementintoday’scompetitiveworld. 6. CriticallyanalysetheevolutionandpresentstateofhumanresourcemanagementinIndia. B. MultipleChoiceQuestions 1. HumanResourceManagement(HRM)functionsarebroadlyclassifiedintomanagerialfunction sandoperativefunctions.ThebasicmanagerialfunctionsofHRMare a. Planning,organizing,directingandcontrolling b. Jobanalysis,humanresourceplanning,jobspecificationanddirecting c. Induction,humanresourceplanning,jobanalysisand controlling d. Induction,planning,organizingandrecruitment 2. aretheresourcesthatprovideutilityvaluetoallotherresources. a. Men b. Material c. Money d. Machinery 3. IdentifythemanagerialfunctionoutofthefollowingfunctionsofHRmanagers. a. procurement b. development c. organizing d. performanceappraisal 4. WhichofthefollowingisanexampleofoperativefunctionofHRmanagers? 15 a. planning b. organizing c. procurement d. controlling CUIDOLSELFLEARNINGMATERIAL(SLM)

5. Thescopeofhumanresourcemanagementincludes a. procurement b. development c. compensation d. Alloftheabove Answers: 1-a,2-a,3-c.4-c,5-d REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  DipakKumarBhattacharyya,HumanResourceManagement,ExcelBooks.  French,W.L.(1990),HumanResourceManagement,4thed.,HoughtonMiffin,Boston.  H.J.Bernardin,HumanResourceManagement,TataMcGrawHill,NewDelhi,2004.  http://www.slideshare.net/sreenath.s/evolution-of-hrm  www.articlesbase.com/training-articles/evolution-of-human-resource-management- 1294285.html  http://www.oppapers.com/subjects/different-kinds-of-approaches-to-hrm- page1.html 16 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT-2HUMANRESOURCEPLANNING Structure LearningObjectivesIntroduction Definition of HRPObjectivesofHRP Processof HumanResource Planning.ImportanceofHumanResourcePlanni ng. Summary KeyWords/AbbreviationsLea rning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillunderstand:  Definehumanresourceplanning  Identifyobjectivesofhumanresourceplanning  Describetheprocessofhumanresourceplanning  Outlinetheimportanceofhumanresourceplanning INTRODUCTION Human resource planning is the predetermination of the future course of action chosen from anumberofalternativecoursesofactionforprocuring,developing,managing,motivating,compensating, careerplanning,successionplanningandseparatinghumanelementofenterprise.It determines a conscious choice of staffing decisions in an organization. HRP is the process offorecasting an organization’s future demand for, and supply of, the right type of people, in therightnumber.AfterHRPisdone,recruitmentandselectioncanbestarted.HRPhelpsinachievementofo rganisationbyprovidingtherighttypeandtheright typeofpersonnel. 17 CUIDOLSELFLEARNINGMATERIAL(SLM)

DEFINITIONOFHRP Human resource or manpower planning is, \"the process by which a management determines howanorganizationshouldmovefromitscurrentmanpowerpositiontoitsdesiredmanpowerposition.Th rough planning, a management strives to have the right number and the right kinds of people attherightplaces,attherighttimetodothings,whichresultsinboththeorganizationandindividualreceivin gthemaximumlong-rangebenefits. Stainerhas defined human resource or manpower planning as,\"Strategy for the acquisition,utilization,improvementandpreservationofanenterprise'shumanresources.Itrelatestoesta blishing job specification or the quantitative requirements of job determining the number ofpersonnelrequiredanddeveloping sourcesofmanpower\" In the words of Leon C. Megginson, human resource planning is “an integration approach toperforming the planning aspects of the personnel function in order to have a sufficient supply ofadequately developed and motivated people to perform the duties and tasks required to meetorganisationalobjectivesandsatisfytheindividual’sneedsandgoalsoforganisationalmembers.” FeaturesofHumanResourcePlanning: Fromtheabovedefinitions,thefollowingfeaturesofhumanresourceplanningcanbeexplained: 1. WellDefinedObjectives: Human resource needs are planned on the basis of company’s goals. HRP is a strategy for theacquisition, use, improvement and preservations of organisation’s human resources. It deals withpolicies and programs that are used in coordinating supply and demand, in order to attain thedesiredgoals. 2. DeterminingHumanResourceneeds: Human resource plan must incorporate the human resource needs of the enterprise. The thinkingwill have to be done in advance so that the persons are available at a time when they are required.For this purpose, an enterprise will have to undertake recruiting, selecting and training processalso. 3. ManpowerPlanning: It helps in forecasting manpower requirement in the organisation. It helps an organisation to staffitselfwith rightpeopleattherighttime 4. Optimumutilizationofresources: 18 CUIDOLSELFLEARNINGMATERIAL(SLM)

The basic purpose of HRP is to make optimum use of organisation’s current and future humanresources. It is an integral part of corporate planning, since there can be no human resource planwithoutacorporateplan 5. CreatingProperWorkEnvironment: BesidesForecastingandemployingpersonnel,HRPalsoensuresthat goodworkingconditionsarecreated.Employeesaresatisfiedwiththeirjobsandalsoshouldliketoworkint heorganisation. OBJECTIVESOFHUMANRESOURCEPLANNING(HRP)  Toensureoptimumutilizationofresources  Torecruitandforecasthumanresource.  TolinkHRP withorganisationalplanning.  Topredicttheemployeeturnoverandtrytominimizeturnoverandalsotofillupconsequ entvacancies.  Tomeettherequirementsofexpansion,diversificationetc.  Toanticipatetheimpactoftechnologyonwork,existingemployeesandfuturehumanresourcere quirements.  Toprogresstheknowledge, skill, standards,abilityanddisciplineetc.  Toappraisethesurplusorshortageofhumanresourcesandtakeactionsaccordingly.  To maintainpleasantindustrial relations bymaintainingoptimum level andstructureofhumanresource.  Tominimizeimbalancescausedduetonon- availabilityofhumanresourcesofrightkind,rightnumberinrighttimeandrightplace. PROCESSOFHUMANRESOURCEPLANNING Withtheexpansionofbusiness,adoptionofcomplextechnologyandprofessionalmanagementtechniques,thepro cessofHRplanninghasassumedgreatersignificance. Itconsistsofthefollowingstages. 1. AnalysingOrganizationalPlansandDecidingonObjectives BeforeundertakingtheHRplanningofanorganization,theshort-termandlong-termobjectives should be analysed. The process of HR planning should start with analysing theorganizationalplansandprogrammes.Theyhelpinforecastingthedemandforhumanresourcesasi tprovidesthequantumoffuturework activity. 2. AnalysingFactorsforManpowerRequirements 19 CUIDOLSELFLEARNINGMATERIAL(SLM)

The existing job design and analysis may be reviewed thoroughly keeping in view the futurecapabilities, knowledge and skills of present employees. The job design and analysis shouldreflectthefuturehumanresourcesandorganizationalplans.Thefactorformanpowerrequirem entcan beanalysed intwoways: (a) Demand Forecasting – Forecasting the overall HR requirements in accordance with theorganizationalplans. (b) Supply Forecasting - Obtaining the data and information about the present inventory ofhumanresourcesandforecastthefuturechangesinpresenthumanresourceinventory. 3. DevelopingEmploymentPlans Afterdeterminingthenumberofpersonnelforeachjobintheorganization,theHRdepartmenthastosp elloutthejob descriptionandjob specification. (a) Job Description: A job description generally describes the work to be performed, theresponsibilities involved, the skill or training required, conditions under which the job isdone, relationshipswithotherjobsandpersonalrequirementsonthejob. (b) JobSpecification:Jobspecificationisanoutputofjobdescription,andstatestheminimumaccept ablequalificationsthatthenewcomermustpossesstoperformthejobsatisfactorilyandsuccessfully. 4. DevelopingHumanResourcePlans Net HR requirements in terms of number and components are to be determined in relation tothe overall HR requirement. After estimating the supply and demand of human resources, themanagement starts the adjustment. When the internal supply of employees is more than thedemand, that is, there is a human resource surplus; then the external requirement is stopped. Ifthereisahumanresourcedeficit, thentheplannershavetorelyonexternalsources. StepsinHumanResourcePlanning: Human resource planning is a process through which the right candidate for the right job isensured.Forconductinganyprocess,theforemostessentialtaskistodeveloptheorganizational objectivetobeachievedthroughconductingthesaidprocess. SixstepsinhumanresourceplanningarepresentedinFigure2.1. 20 CUIDOLSELFLEARNINGMATERIAL(SLM)

1. AnalyzingOrganizationalObjectives: Theobjectivetobeachievedin futurein variousfieldssuchasproduction,marketing,finance,expansionandsalesgivestheideaaboutthework tobedoneintheorganization. 2. InventoryofPresentHumanResources: Fromtheupdatedhumanresourceinformationstoragesystem,thecurrentnumberofemployees, their capacity, performance and potential can be analyzed. To fill the various jobrequirements, the internal sources (i.e., employees from within the organization) and externalsources(i.e.,candidatesfromvariousplacement agencies)canbeestimated. 3. ForecastingDemandandSupplyofHumanResource: The human resources required at different positions according to their job profile are to beestimated. The available internal and external sources to fulfill those requirements are alsomeasured. There should be proper matching of job description and job specification of oneparticularwork,andtheprofileofthepersonshouldbesuitabletoit. 4. EstimatingManpowerGaps: Comparison of human resource demand and human resource supply will provide with thesurplus or deficit of human resource. Deficit represents the number of people to be employed,whereas surplus represents termination. Extensive use of proper training and developmentprogrammecanbedonetoupgradetheskillsofemployees. 5. FormulatingtheHumanResourceActionPlan: The human resource plan depends on whether there is deficit or surplus in the organization.Accordingly, the plan may be finalized either for new recruitment, training, interdepartmentaltransfer in case of deficit of termination, or voluntary retirement schemes and redeployment incaseofsurplus. 6. Monitoring,ControlandFeedback: 21 CUIDOLSELFLEARNINGMATERIAL(SLM)

It mainly involves implementation of the human resource action plan. Human resources areallocated according to the requirements, and inventories are updated over a period. The plan ismonitored strictly to identify the deficiencies and remove it. Comparison between the humanresource plan and its actual implementation is done to ensure the appropriate action and theavailabilityoftherequirednumberofemployeesforvariousjobs. IMPORTANCEOFHUMANRESOURCEPLANNING 1. Future Personnel Needs: – Planning defines future personnel needs and this becomes the basisof recruiting and developing personnel. The planning facilitates the preparation of appropriatemanpower budget for each department. This in turn helps in controlling manpower costs byavoidingshortagesorexcessesinmanpowersupply. 2. Coping with change: – Jobs are becoming more and more knowledge- oriented. This hasresultedinachangedprofileofHR.HRPenablesanenterprisetocopewithchangesincompetitiveforce s,markets,technology, products,andgovernmentregulations. 3. Creating Highly Talented Personnel: – Employees can be trained, motivated and developedinadvanceandthishelpsinmeetingfutureneedsforhigh-qualityemployees. 4. Protection ofWeakerSections:-Inmatters ofemployment andpromotions,sufficientrepresentation needs to be given to SC/ST candidates, physically handicapped, children of thesociallyandpoliticallyoppressedandbackward- classcitizens.Thesegroupsenjoyagivenpercentageofjobs,notwithstandingtheconstitutionalprovision whichguaranteesequalopportunities for all. A well-conceived personnel planning programme would protect the interestsofsuchgroups. 5. International Strategies: – International expansion strategies depend upon HRP. With thegrowing trend towards global operation, the need for HRP will grow, as well as the need tointegrate HRP more closely into the organization’s strategic plans. HRP will grow increasinglyimportant as the process ofmeetingstaffing needs from foreign countries andthe attendantcultural, language,anddevelopmental considerationsgrowcomplex. 6. FoundationforPersonnelFunctions:–Systematic HRPforcestopmanagementof anorganisation toparticipate actively in total HRmanagementfunctions.When there is activeinvolvementof topmanagement,theywill appreciatetherealvalueof human resources inachievingorganisationaleffectiveness. 7. IncreasinginvestmentsinHumanResources:–Theorganisationsmakehugeinvestmentsandso it compels proper Human resource planning for achieving effectiveness. An employee whograduallydevelopshis/herskillsandabilitiesbecomesfurthermorevaluableresource. 22 CUIDOLSELFLEARNINGMATERIAL(SLM)

SUMMARY  Human resourcesplanning isdefined as the processfor identifying anorganisation'scurrent and future human resource requirements, developing and implementing plans tomeettheserequirementsandmonitoringtheiroveralleffectiveness.  HR Planning is essentially the process of getting the right number of qualified people intotheright jobattherighttimesothat anorganisationcanmeet itsobjectives.  OrganisationsuseHRPasameansofachievinggreatereffectiveness.  Human resource planning determines a conscious choice of patterns of acquiring humanresources in an organization. In order to achieve the objectives of the organization, the HRplannershouldbeconcernedwiththetimingandschedulingofplanningofhumanresources.  Man power planning can also be used as an important aid in framing the training anddevelopment programmes for the employees because it takes into account the anticipatedchangesintheHRrequirementsoforganizations.Withtheexpansionofbusiness,adoption of complex technology and professional management techniques, the process of humanresourceplanninghasassumedagreatsignificance.  Human resource planning is a process of human resource development. The objective ofhumanresourceplanningistoprovidecontinuityofefficientmanningforthe totalbusiness and optimum use of manpower resources, although that optimum utilization ofpeopleisheavilyinfluencedbyorganisationandcorporateculture.  Human resource planning constitutes an integral part of corporate plan and serves theorganisationalpurposesinmorethan oneway.  Human resource planning influences corporate strategy and is in turn influenced by it. Theplanning process may not always give exact forecasts and to be effective it should be acontinuousprocesswithprovisionforcontrolandreview KEYWORDS/ABBREVIATIONS  HRP:HumanResourcePlanning  HumanResourcePlanning:Theprocessofgettingtherightnumberofqualifiedpeopleintotherigh t jobat therighttime, sothatanorganisationcanmeet itsobjectives.  Inventory:Stocktakingofthecurrentemployeesintheorganization.  Investigation: It is the primary stage of HRP in any organisation. In this stage, organisationstry to develop their awareness about the detailed manpower scenario with a holistic view,lookingattheircurrentmanpower.  Reengineering:Radical,quantumchangeinanorganization. 23 CUIDOLSELFLEARNINGMATERIAL(SLM)

LEARNINGACTIVITY 1. AssumingyouareaHRDManagerinanorganisation,youneedtocreateanHRstaffingplan.Brieflyexplai nwhatcriteriawillbeundertakenandwhy? ……………………………………………………………………………………………..…………… ………………………………………………………………………………………………………. 2. Brieflydescribethepracticesofhumanresourceplanningofyourorganisation.Listoutthereasons,wh ythispracticeisbeingadopted. ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. DefineandexplainthetermHumanresourcePlanning 2. OutlinetheentireprocessofHRP 3. StateandexplainthereasonsbehindgrowingimportanceofHRPinanorganization 4. IdentifyanddiscussobjectivesofHumanresourceplanning 5. SupposeyouaregoingtoHRplan,whatobjectiveswouldyouconsider? B. MultipleChoiceQuestions 1. HRP involves planning for long term needs, rather than for temporary replacement needs.Which of the following steps of HRP process needs to take into consideration the revenuepositionoftheorganization? a. Analysingtheimpactoftheorganizationalstrategyandobjectives b. Involvingthelinemanagersindeterminingthehumanresourceneeds c. Forecastingthequantityandqualityofhuman resources d. Matchingthecurrenthumanresourcessupplyintheorganizationwiththenumbersrequir edin thefuture 2. HR professionals must be careful to avoid some of the common pitfalls in the process ofHumanResourcePlanning (HRP).Todesignandimplement agoodHR plan,the HRmanagerhastohaveanunderstandingofwhich ofthefollowing? a. Theprocessofhumanresourceplanning b. Humanresourceandmarketingmanagement c. Humanresourcemanagementandfinancemanagement d. Alltheareasofbusiness 24 CUIDOLSELFLEARNINGMATERIAL(SLM)

3. Thebeginningpointforanyhumanresourceplanningprocessistheexaminationofthecurrenthu manresourcestatusbymakinga a. Strategicplan b. Humanresourceinventory c. Productevaluation d. Analysisofcustomerdemands 4. Whichofthefollowingisnotthepartofhumanresourceplanning? a. AnalysingexistingHR b. ImplementationofHRplan c. Recruitment d. ForecastingHR 5. istheprocessofforecastinganorganization’sfuturedemandfor,andsupplyof,therighttypeofpeopl e,intherightnumber a. HumanresourceManagement b. HumanResourcePlanning c. Procurement d. Recruitment Answers: 1-c,2-d,3-b,4-c,5-b. REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  Duari,Pravin.(2010).HumanResourceManagement.NewYork:PearsonEducation.  Dessler,G.(2013).HumanResourceManagement.Delhi:Prentice-Hall.  Flippo,EdwinB.(1966).Personnel/HumanResourceManagement.NewDelhi:TataMcGraw Hills.  Haldar,U.K.AndSarkar.(2012).HumanResourceManagement.NewDelhi:Oxford&IBH. 25 CUIDOLSELFLEARNINGMATERIAL(SLM)

 https://www.yourarticlelibrary.com  https://www.managementstudyguide.com  http://workforceonline.com  http://www.glue.umt.edu/vernita/ 26 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–3JOBANALYSIS Structure LearningObjectivesIntroduction MeaningImportanc e ProcessofJobanalysisJobd escription JobspecificationSu mmary KeyWords/AbbreviationsLe arning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Explainthemeaning&importanceofjobanalysis  Discussprocessofjobanalysis  Statethecomponentsofjobdescription  Identifythecomponentsofjobspecification INTRODUCTION Job analysis is the process by means of which a description of the methods and procedures of doing ajob, the physical conditions under which the job is done and the relation of the job to other jobs andconditions of employment are developed. The job description defines the scope of a job, its majorresponsibilities aswellit’s positioningintheorganization.Recruitment is anothercriticalHRfunction. It is the process of identifyingqualified andskilled pers onsfor actual or anticipatedvacancies in the organizations. It is important for the organisation to have good recruitment policies.Selection is a process of selecting a certain number of people, from the large number of applicants,whoaremostlikelytoperformtheirjobswithmaximumeffectivenessandremain withthecompany. 27 CUIDOLSELFLEARNINGMATERIAL(SLM)

MEANINGOFJOBANALYSIS Job analysis is the process of studying and collecting information relating to the operations andresponsibilities of a specific job. The immediate products of this analysis are job descriptions and jobspecifications. Jobanalysisisasystematicexplorationoftheactivities withinajob.Itisabasictechnicalprocedure,onethatisusedtodefinetheduties,responsibilitiesandaccountab ilitiesofajob. A job is a collection of tasks that can be performed by a single employe e to contribute to theproduction of some products or service provided by the organization. Each job has certain abilityrecruitments (as well as certain rewards) associated with it. Job analysis is the process used toidentitytheserequirements. Job analysis is a process of collecting information about a job. Job analysis involves the process ofidentifyingthenatureof ajob(jobdescription)andthequalitiesof thelikelyjobholder(jobspecification). Job analysis results in job description and job specification.A job can be analysedonly if it has been designed and someone is already performing it. Thus, job analysis is performeduponon-goingjobs. Jobs analysis is a detailed and systematic study of jobs to know the nature and characteristics ofpeople to be employed for each job. It is a process of discovering and identifying the pertinentinformationrelating tothenatureofaspecificjob. Jobanalysisconsistsoftwoareas:  JobDescription  JobSpecification IMPORTANCEOFJOBANALYSIS Jobanalysisisimportant fortheorganisationsduetofollowingreasons: 1. HumanResourcePlanning: Job analysis determines the demand of a job in terms of responsibilities and duties and thentranslates these demands in terms of skill, qualities and otherhuman attributes. Ithelps indeterminingthenumberandkindsofjobandqualificationsneededtofillthesejobs. 2. Recruitment: Information related to the tasks, responsibilities, knowledge and skills serves as a realistic basicfor hiring people. Job vacancy is advertised on the basis of job description and job specification.Job analysis provides understanding of what an employee is expected to do on the job. Suchunderstandingservesasthebasicformeaningful forecastofjobperformance. 28 CUIDOLSELFLEARNINGMATERIAL(SLM)

3. SelectionofPersonnel: Job specification is the standard of personnel against which a job applicant can be compared. Thecontentsofthespecificationprovidethebasisfor theconstructionofaselectionprocedure. 4. TrainingandDevelopment: Training and development programmers are determined to help the employees to gain the skilland knowledge to perform the tasks assigned to them efficiently. This purpose can be achievedconveniently if the employees have been taught through training and development. The jobinformation is useful to those who administer training and development programmes. It helpsthemindeterminingthecontentandsubject-matterneededinsuchprogrammes. 5. Organisationaudit: Job analysis process requires an organisation audit as job information obtained by job analysisoftenrevealsinstancesofpoororganizationintermsofthefactorsaffectingjobdesign. 6. Jobevaluation: To calculate the worth of a job, information concerning the job is provided by the job descriptionprocess. 7. Jobdesign: Job analysis information helps in identifying the nature of job, redesigning of jobs by industrialengineers through time and motion study, work specification, work improvement and workmeasurement. 8. Performanceappraisal: Performanceoftheemployeescan beappraisedobjectively,ifclearcutstandardsofperformanceforevery jobareestablished. 9. Careerplanning: Job analysis provides a clear idea of opportunities in terms of career paths and jobs available inthe organisation. With the help of such understanding, employees and the organisation can makeeffortsforcareerplanningandcareerdevelopment. PROCESSOFJOBANALYSIS Let’sdiscussthejobanalysisprocessandfindouthowitservesthepurpose.JobAnaly sisProcess 29 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Identification of Job Analysis Purpose: Well any process is futile until its purpose is notidentified and defined. Therefore, the first step in the process is to determine its need anddesiredoutput.Spendinghumanefforts,energyaswellasmoneyisuselessuntilHRmanagersdon ’tknowwhydataistobecollectedandwhatistobedonewithit.  Who Will Conduct Job Analysis: The second most important step in the process of jobanalysis is to decide who will conduct it? Some companies prefer getting it done by their ownHRdepartmentwhilesomehirejobanalysisconsultants.Job analysisconsultantsmayprove 30 CUIDOLSELFLEARNINGMATERIAL(SLM)

to be extremely helpful as they offer unbiased advice, guidelines and methods. They don’thaveanypersonallikesanddislikeswhenitcomestoanalyzeajob.  How to Conduct the Process: Deciding the way in which job analysis process needs to beconductedissurelythenextstep.Aplannedapproachabouthowtocarrythewholeprocessisrequire din orderto investigateaspecificjob.  Strategic Decision Making: Now is the time to make strategic decision. It’s about decidingthe extent of employee involvement in the process, the level of details to be collected andrecorded, sources from where data is to be collected, data collection methods, the processingofinformation and segregationofcollected data.  Training of Job Analyst: Next is to train the job analyst about how to conduct the processandusetheselectedmethodsforcollectionandrecodingofjobdata.  Preparation of Job Analysis Process: Communicating it within the organization is the nextstep. HR managers need to communicate the whole thing properly so that employees offertheirfullsupport to the job analyst. Thestage also involves preparationofdocuments,questionnaires,interviewsandfeedbackforms.  Data Collection: Next is to collect job-related data including educational qualifications ofemployees, skills and abilities required to perform the job, working conditions, job activities,reporting hierarchy, required human traits, job activities, duties and responsibilities involvedandemployeebehavior.  Documentation, Verification and Review:Properdocumentation is done to verify theauthenticity of collected data and then review it. This is the final information that is used todescribeaspecificjob.  DevelopingJob Description and JobSpecification:Now is the timetosegregate thecollected data in to useful information. Job Description describes the roles, activities, dutiesandresponsibilitiesofthejobwhilejobspecificationisastatementofeducationalqualification, experience,personal traitsandskillsrequiredtoperformthejob. Thus, the process of job analysis helps in identifying the worth of specific job, utilizing the humantalent in the bestpossible manner,eliminating unneeded jobs and setting realistic performancemeasurementstandards. JOBDESCRIPTION JobD escriptiong ivesdetails ofthejobinr espectofduties,res pons ib ilitiesand otheraspects.Itisanoverallwr ittensummary oftaskrequirements. AccordingtoSpriegelandLansburgh,“jobdescriptionemphasisesthejobrequirement,whereasthejobspecif icationsetsforthrequirementssoughinthepersonwhoistoperformthework”. 31 CUIDOLSELFLEARNINGMATERIAL(SLM)

Job description means describing the details of the job to be performed (job contents). It givesvarious details or pertinent facts about the job to be assigned or performed. The details given in jobdescriptionare: (1) Natureandtitleofthejob. (2) Dutiesrequiredtobeperformed. (3) Locationofthejob, (4) Machines,toolsandmaterialrequiredtobeused. (5) Typeofsupervisionreceivedand given. (6) Relationwiththeotherjobsintheorganisation. (7) Workingconditionsforthejob. (8) Hazardsconnectedwiththejob. (9) Opportunitiesforpromotion. According to Edwin Flippo, Job description is “an organised factual statement of the duties andresponsibilitiesofaspecificjob.Itshouldtellwhatittobedone,howitisdone,andwhy.” JOBSPECIFICTION Job specification may define as a catalogue of various qualities which a person doing a job shouldpossess. Job specification is usually drawn up with the help of supervisory staff or with the help ofpsychologists. JobSpecificationg ivesdetailsregard ingthecand idatew hoissupp osedtod othejob likequalifications,experie nce,qualities,aptitude,family background etc. Itis an overallwrittensummaryofemployeerequirements. Job Specification (also called man specification) is based on job description. It’s states the minimumacceptable human qualifications and qualities required for performing a job. Such requirement isusuallyasnoted below: (1) Educationalandprofessionalqualification. (2) Practicalexperiencerequiredifany. (3) Personalityandmentalqualitiesrequired. (4) Physicalfitness. (5) Interpersonalrelationsskillsrequired SUMMARY  Jobs are important to individuals as well as organisations. They are subject to change. JobAnalysis is a systematic investigation of the tasks, duties and responsibilities necessary to doa job. Job analysis information is useful for a variety, of organization purposes ranging fromhumanresourceplanningto careercounselling. 32 CUIDOLSELFLEARNINGMATERIAL(SLM)

 The end products of job analysis are (a) Job descriptions, a written statement of what the jobholder does, and (b) job specifications, which list the knowledge, skills and abilities (KSAs)requiredto performajobsatisfactorily  Job analysis is designed to provide a reliable method of quickly and effectively identifyingcritical competencies (i.e. knowledge, skills and abilities) and establishing the qualificationsforajob orrole.  Job analysis – The procedure for determining the duties and skill requirements of a job andthe kind of person who should be hired for the job by collecting the following types ofinformation: work activities; human behaviours; machines, tools, equipment, and work aids;performancestandards;jobcontext;andhumanrequirements.  Job description – A list of a job’s duties, responsibilities, reporting relationships, workingconditions,andsupervisoryresponsibilities–oneproduct ofajobanalysis.  Job specification – A list of a job’s “human requirements”: the requisite education, skills,knowledge,andso on–anotherproductofajobanalysis. KEYWORDS/ABBREVIATIONS  Job Analysis: Job analysis entails detailed study of a job with a view to writing detailedposition descriptions with respect to different positions. Information procured issued is usedin interviews and devising written selection tests, internal placements, as per requirements ofajobandperformanceappraisalofemployees.Researchtechniquesareusedforjobanalysis.  Job Description: Job description are prepared based on the information gathered in jobanalys is.J obdescriptionsentailwrittenspecifications ofthenatureofjob,dutiesandqu alification s required. Information is issued in job advertisements; application forms aredevisedbased ontherequirementsspecifiedtherein.  JobSpecification:Jobspecificationalsoemergesoutofajobanalysis.JobSpecificationliststhebeha viorstipulationsandaccordingly,specifications,withrespecttoajob.Inotherwords,charactertraitse xpectedofprospectiveincumbentsarelistedasjobspecifications  Job: A group of positions similar in their significant duties such as technicalassistant,computerprogrammers.  Job Design:The Job Design is aboutthe agreement aboutthe profile ofthe idealjobcandidateandtheagreementabouttheskillsandcompetencies,whichareessential.  Job Classification: The grouping of jobs on some basis such as the nature of work done orthelevelofpay.Forexample,skilled,semiskilledandunskilled;GradeI,IIandIIIofficersina Bank. 33 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Position: A collection of tasks and duties which are performed by one person. For example,the PA to Principal receives visitors, takes dictation, operates computer, answersquery,attendsto complaintsand helps students.  Task: An identifiable work activity carried out for a specific purpose. For example: typing aletter. LEARNINGACTIVITY 1. “Smallerorganisations do notneed job analysis fortheir jobs becausemostof theiremployeesconductamyriadofactivities,toofar-reachingforastandardjobanalysis”.Giveyourview point. …………………………………………………………………………………………….…………… …………………………………………………………………………………………………………. 2. Discussthesourcesoferrorsinyourownorganisationoranyorganisationyouarefamiliarwith,thatcand istortorrenderjobanalysisinformation inaccurate. ……………………………………………………………………………………………..…………… ………………………………………………………………………………………………………….. UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatisjobanalysis? Describethetechniquesused foranalysingjobs. 2. Whatisjobdescription?Describeitsfeatures. 3. Howwouldyouprepareajobdescription?Explainthroughanexample. 4. 'Althoughsystematicinnature,ajobdescriptionisstillatbestasubjectiveresultofajobanalysis.’Dis cuss. 5. Ifyouhavetodojobanalysis,Listdownthe stepsyouwouldfollow? 6. Distinguishbetweenjobdescriptionandjobspecification.Outlinenecessaryprecautionsyouwillt akewhilepreparingthem. B. MultipleChoiceQuestions 34 1. Anassessmentthatdefinesthejobsandbehavioursnecessarytoperformthejobisknownasa a. jobdescription b. jobspecification c. goal-orientedjobdefinition d. jobanalysis CUIDOLSELFLEARNINGMATERIAL(SLM)

2. Jobanalysisisconcernedwithwhichofthefollowinghumanresourceplanningaspects? a. decidinghowwellsomeoneisperforminghisorherjob b. whatbehavioursarenecessarytoperformajob c. hiringsomeonetodoajob d. estimatingpayonjoblevelinanorganization 3. Awrittenstatementofwhatajobholderdoes,howitisdone,andwhyitisdoneisknownas . a. jobspecification b. processdepartmentalization c. goal-orientedjobdefinition d. jobdescription 4. Alistoftheminimumqualificationsorrequirementsneededbyanemployeetoperformajobisknownas a. a. jobanalysis b. jobdescription c. responsibilityfactorlist d. jobspecification 5. Whichofthefollowingisnotacomponentofjobdesign? a. jobenrichment b. jobrotation c. jobreengineering d. joboutsourcing Answers: 1-d,2-b.3-d,4-d,5-d REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia. 35 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  BeddoeRobinForbes(1988).Howtoprepareajobevaluation:Jobdescription,workingtimeAnalysts  ILO(1986),JobEvaluation,ILO,GENEVA.  Saiyadain,M.S(2003)HumanResourceManagement(3rded),NewDelhi:TataMcGraw  www.jobdescription.com 36 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–4RECRUITMENTANDSELECTION Structure LearningObjectivesIntroduction Sourcesofrecruitment Advantagesand limitationsofrecruitmentSummary KeyWords/AbbreviationsLe arning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Describethesourcesofrecruitment  Listtheadvantagesofrecruitment  Identifythelimitationsofrecruitment INTRODUCTION Recruitment is the development and maintenance of adequate manpower sources. It involves thecreation of a pool of available human resources from which the organisation can draw when it needsadditional employees. Recruiting is the process of attracting applicants with certain skills, abilities,and other personal characteristics to job vacancies in an organisation. According to Denerley andPlumblay (1969), recruitment is concerned with both engaging the required number of people, andmeasuring their quality. It is not only a matter of satisfying a company’s needs, it is also an activitywhich influences the shape of the company’s future. The need for recruitment may arise out of: (i)vacancies due to promotion, transfer, termination, retirement, permanent disability, or death; (ii)creationofvacanciesduetobusinessexpansion, divers ification, growth, andsoon. The function of recruitment is to locate the sources of manpower to meet job requirements andspecification. Recruitment forms the first stage in the process which continues with selection andceases with the placement of the candidate. Effective supply of varied categories of candidates forfilling the jobs will depend upon several factors such as the state of labour market, reputation of theenterpriseandalliedfactors.Theinternalfactorsincludewageandsalarypolicies,theagecompositio nofe xistingworkingforce,promotionandretirementpolicies,turnoverratesandthekind 37 CUIDOLSELFLEARNINGMATERIAL(SLM)

of personnel required. External determinants of recruitment are cultural, economic and legal factors.Recruitment has been regarded as the most important function of personnel administration. Unlessthe right type of people is hired, even the best plans, organisation charts and control systems will beof no avail. A company cannot prosper, grow, or even survive without adequate hu man resources.Need for trained manpower in recent years has created a pressure on some organisations to establishanefficientrecruitmentfunction. SOURCESOFRECRUITMENT Once the job analysis is completed and the job specification or behavioural competencies areidentified, the next stage is to consider how to attract people who meet the requirements. A keydecision is about whether to recruit internally or externally. Before an organisation actively beginsrecruiting applicants, it should have knowledge of the sources of supply and methods of tappingthem. The sources of supply do not remain constant but vary from time to time. The sources ofsupplyofmanpowercanbedividedintotwogroups —internalandexternalsources.Internalsourcesrelate to the existing working force of an enterprise while external sources relate to the employmentexchanges, colleges, institutes, and universities. The particular sources and means by which workersarerecruitedvarygreatly.Itdependsuponmanagementpolicy,thetypesofjobsinvolved,thesupply of labour relative to demand, and labour market. In deciding which recruitment source to use,consider (a) the nature and size of the company; (b) the level of vacancies to be filled up; (c) thenumber of vacancies to be filled up; (d) budget allocation; and (e) the time period to fill the vacancy.InternalSources:Internalsourcesarethemostobvioussources.Theseincludepersonnelalreadyo nthe pay-roll of an organisation, i.e., its present working force. Whenever any vacancy occurs,somebodyfromwithintheorganisationisupgraded,transferred,promotedorsometimesdemoted. Internalrecruitmentseeksapplicantsforpositionfromamongthosewhoarecurrentlyemployed.The useofinternalsearch,onthewhole,hassomemerits:  Itimprovesthemoraleofemployees.  The employer is in a betterpositiontoevaluate those presentlyemployed thanoutsidecandidates. 3. It promotes loyalty among the employees, for it gives them a sense of jobsecurityand opportunitiesforadvancement.  Itislessexpensiveandjobopeningscanbefilledmorequickly.  Internal candidates are more familiar with organisational policies and practices, and thusrequirelessorientation andtraining. However,thissystemsuffersfromcertaindefectsaswell.  Itoftenleadstoinbreeding,anddiscouragesnewbloodfromenteringanorganisation.  Therearepossibilitiesthatinternalsourcesmay“dryup”,anditmaybedifficulttofindtherequisite personnelfromwithin anorganisation.  Aspromotionisbasedonseniority,thedangeristhatreallycapablehandsmaynotbe chosen. 38 CUIDOLSELFLEARNINGMATERIAL(SLM)

Internalrecruitmentcanleadtoproblems,however,whenapositionbecomesvacant,manyemployees may be considered for that slot. The likes and dislikes of the management may also playanimportant roleinthe selectionofpersonnel.Usually,internalsourcescanbeusedeffectivelyifthenumber of vacancies is not very large, adequate employee records are maintained, and employeeshavepreparedthemselvesforpromotions. Because internal methods are often not sufficient to supply asuitable pool of applicants, mostorganisations make use of external sources to attract potential recruits. External recruitment brings inindividualsfromoutside. External Sources: Among the external sources are included the employment agencies, educationaland technical institutes, casual labour, trade unions, application files and other sources. Externalsourcesprovidetherequisitetypeofpersonnelforanorganisation,havingskill,trainingandeducatio n up to the required standard. Since persons are recruited from a large market, the bestselection can be made without any distinction of caste, sex or creed. However, this system suffersfrom what is called the “brain drain.”The advantages of internal recruitment are basically thedisadvantages of external recruitment. Labour market considerations are very important in externalsearch. A labour market is a geographic area within which workers seek employment and employersrecruit workers. It is the place where the forces of supply and demand interact. A labour market tendsto be unstructured for the most part; it is unorganised. The procedures by which a company recruitsworkers and the methods by which workers go about obtaining jobs are highly variable. Lack oflabour mobility is still another characteristic of a labour market. One important reason for lack ofmobility is that the averageworkingmanpossesses quite incomplete andinaccurate knowledge ofjob opportunities in his labourmarket. Wage rate data are not generally made public. A labourmarket is characterised by a great diversity of wage rates for the same occupations. This variation inwages for the same kind of work is caused by many factors. Principal ones are differences among theemployers in their ability to pay, productivity, and management attitude towards wage rates. Certainnon - wagefactorssuchasgreaterjobsecurity,maystillattractandholdtheemployees.Anorganisation must decide whether to recruit employees internally or externally. External recruitmentis limited primarily to entry-level jobs. Jobs above the entry level are usually filled with currentemployees through promotions. Promotional opportunities lead to reduced turnover, increased jobsatisfaction,and betterjobperformance. 39 CUIDOLSELFLEARNINGMATERIAL(SLM)

ADVANTAGES&LIMITATIONS OFRECRUITMENT 40 CUIDOLSELFLEARNINGMATERIAL(SLM)

SUMMARY  Recruitment is the process of locating and encouraging potential applicants to apply forexisting or anticipated job openings. Certain influences restrain (the freedom of) managerswhile choosing a recruiting source such as: image of the company, attractiveness of the job,internal policies,budgetarysupport, governmentpolicies,etc.  Recruitmentisinfluencedbyavarietyofenvironmentalfactors- economic,s ocial,technolog ical,p olitical, leg al,etc.Thes ourcesofrecruitmentma ybebr oad lyd ivid edintotwocategories:internalsourcesandexternalsources.Bothhavetheirownmeritsanddemerits  Recruitment forms a significant function in the personnel process. It involves seeking andattracting qualified candidates from a wide variety of internal and external sources for jobvacancies.  There is little agreement over the relative effectiveness of these sources; each has uniqueadvantagesanddisadvantagesthat dependontheparticularpositiontobefilled.  Questions that are addressed in the recruitment process include: “What are the sources ofqualifiedpersonnel?”“Howarethesequalifiedpersonneltoberecruited?”,“Whoistobe 41 CUIDOLSELFLEARNINGMATERIAL(SLM)

involved in the recruitment process?” “And what inducement does the organisation have toattract qualified personnel?” Indeed, without a sufficient flow of qualified candidates to buildupanefficientworkingforce, theenterprisecannot functionefficiently.  Aneffectiverecruitmentprogrammenecessitatesawell-definedpolicy,aproperorganisational structure, effective procedures for locating sources, proper techniques andmethodsfortappingthem,andconstantassessmentandimprovement. KEYWORDS/ABBREVIATIONS  A Competence based Approach: It means that the competencies defined for a role aregenerallyusedastheframeworkforselection process.  Agency sites: These are run by special recruitment agencies. Candidates register online butmay be expected to discuss their details in person before their details are forwarded to theemployer.  Attracting Candidates: This is primarily a matter of identifying, evaluating and using themostappropriatesourcesofapplicants.  Employee Leasing: Hiring permanent employees of another company who possess certainspecialized skills on lease basis to meet short-term requirements- although not popular inIndia.  Job Design:The Job Design is aboutthe agreement aboutthe profile ofthe idealjobcandidateandtheagreementabouttheskillsandcompetencies,whichareessential.  Recruitment: The process of searching the candidates for employment and motivating themtoapplyforjobsintheOrganization.  Selection:Screeningemployeestochoosemostsuitablecandidateforthejob.  Outsourcing:Transferringtheselectionprocesstoathirdparty.  Poaching:Attractingexperiencedemployeesfromcompetingfirms.  E-Recruitment:Takingthehelpofinternetanddatabasesforrecruitmentprocess. LEARNINGACTIVITY 1. Whataretheimportantmethodsusedinyourorganizationforrecruitingmanagementtraine es,managerial,andsupervisorypersonnel? ………………………………………………………………………………………………………… ………………………………………………………………................................................................ 2. Recallyourfirstappointmenttothepresentorganizationandwritebelow whichoftheabove- mentionedsourcesofrecruitmentwasusedbytheorganization. ………………………………………………………………………………………………………… 42 CUIDOLSELFLEARNINGMATERIAL(SLM)

…………………………………………………………………………………………………………. UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatis recruitment?Outline the advantages of recruitingfrominternalsources andexternalsources. 2. Distinguishbetweeninternalandexternalsourcesofrecruitment. 3. Discusscriticallythevarioussourcesofrecruitments.Howcananorganisationevaluatetheworth ofthesesources? 4. Forrecruitingdiverseworkforce,whatcriteriadoyousuggesttoadopt? 5. Outlinethelegal,economic,socialandpoliticalconsiderationsinrecruitment. 6. Whichfactorswillrestrainmanagers'freedomtorecruitandselectacandidateofhis/herchoice ? B. MultipleChoiceQuestions 1. Theprocessofchoosingthemostsuitablecandidateforajobamongtheavailableapplicantsiscalled a. Selection b. Recruitment c. Humanresourceplanning d. Jobanalysis 2. Whichbestdefinestheprocessoflocatingandencouragingpotentialemployeestoapplyforjobs? a. Recruitment b. Humanresourceplanning c. Jobanalysis d. Training 3. Allofthefollowingaresourcesofinternalrecruitingexcept: a. Transfers b. Promotions c. Advertisements d. jobposting 43 CUIDOLSELFLEARNINGMATERIAL(SLM)

4. To give an overview of the organization; To give an overview of the HR policies andprocesses and introduction to the Facilities team, IT team and other relevant teams per thelocationofjoining.Followingareobjectivesof: Selectthecorrectoption: a. Induction b. Selection c. Recruitment d. Placement Answers: 1-a,2-b,3-a,4-c,5-a. REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  MadhurimaLallandSakinaQasimZaidi,HumanResourceManagement,ExcelBooks.  RaoP.S.(2008),EssentialsofHumanResourceManagementandIndustrial.Relations,Textcasesand Games,HimalayaPublication  https://www.yourarticlelibrary.com  http://en.wikipedia.org/wiki/Recruitment  http://www.michaelpage.com/content/203-human-resources-recruitment.html  http://en.wikipedia.org/wiki/Human_resources  http://www.mavenworkforce.com/recruitment-process.aspx 44 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–5EMPLOYEESELECTION Structure LearningObjectivesIntroduction Meaning Processofselection Summary KeyWords/AbbreviationsLe arning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Defineselection  Discussthemeaningofselection  Outlinethestepsintheselectionprocess INTRODUCTION Selection is the most crucial stage in the process of acquiring human resources in an organisation.Selectionisnexttorecruitment.Itistheprocessofchoosingthemostsuitable candidates(properly qualified and competent) out of many interested candidates. It is a process of selectingthe best and rejecting the rest. This selection is also called “head hunting”. This means searchingright candidate for the specific job in the organisation. In this lengthy selection process, interestedapplicants are differentiated in order to identify those with a greater likelihood of success in a job.They are selected and appointed. Selection process assumes that the applicants are more than thenumberofcandidatestobe selected.Inthisunit,youwilllearntheconcept,objectives,importanceandstepsin theprocessofselection. MEANINGOFSELECTION TheBusinessDictionarydefinesemployeeselectionasthe“processofinterviewingandevaluating candidates for a specific job and selecting an individual for employment based oncertain criteria.” The purpose of selection is to pick up the most suitable candidate who wouldmeettherequirementsofthejobinanOrganizationtothebestpossibleway.Tomeetthisgoal, 45 CUIDOLSELFLEARNINGMATERIAL(SLM)

the Company obtains and assesses information about the applicants in terms of age, qualifications,skills and experience. The needs of the job are matched with the profile of candidates. How wellan employee is matched to a job is very important because it affects directly the amount andquality of employee’s work. Any mismatch in this regard can cost an Organization a great deal ofmoney,timeandtrouble,especially,intermsoftrainingandoperatingcosts.Incourse oftime,theemployee may find the job distasteful and leave in frustration. The size of the labour market, theimage of the Company, the place of posting, the nature of job and compensation package mayinfluencetheaspirantswhoarelikelytorespondtotherecruitingeffortsoftheCompany.Throughthe process of recruitment, the Company tries to locate prospective employees and encouragesthem to apply for vacancies at various levels. Recruiting, thus, provides a pool of app licants forselection. Selecting the wrong employees can lead to all sorts of problems down the line. Forinstance, employees may fail to perform their jobs satisfactorily, they may leave soon after being hiredb ecausetheyares imp lynotsu itab lefortheC ompan y, orth eymayreq u ireextens ivetrainingan d mentoring, which you may not have the time to provide. Employees who are suitable for yourCompany, and have the skills and expertise required to do the job for which they are hired, aremuch more likely to meet expectations and stay in the position for a considerable time. On theother hand, employees who are chosen poorly and lack the previously mentioned qualities willlikely be terminated or leave on their own, often soon after hiring. Your Company will then beback to square one, trying to fill the empty position, which can be a costly endeavour. Meanwhile,othergoodemployeesoften sufferbecausetheymusttakeonthedutiesoftheemptypositionuntilitisfilled onceagain. SELECTION PROCESS The sequence of steps in selection process may also vary from job to job and Organization toOrganization. For example, some Organizations may give more importance to testing while othersgive more emphasis to interviews and reference checks. Similarly, a single brief selection interviewmight be enough for applicants for lower level positions, while applicants for managerial jobs mightbe interviewed by a number of people. There are eight steps in the selection process followed bymany Companies. The steps are reception, screening interview, application bla nk, selection test,selection interview, medical test, reference checks, and finally the hiring decision. Look at figure 5.1whichshowsthestepsinselection process. 46 CUIDOLSELFLEARNINGMATERIAL(SLM)

Fig5.1Stepsinselectionprocess Reception: A Company is known by the people it employs. In order to attract people with talents,skills and experience a Company has to create a favourable impression on the applicants’ right fromthestageofreception.Whoevermeetstheapplicantinitially should betactfulandabletoextendhelpinafriendlyand courteousway. Screening interview: A preliminary interview is generally planned by large organizations to cut thecost of selection by allowing only eligible candidates to go through the further stages in selection. AjuniorexecutivefromthePersonnelDepartmentmayelicitresponsesfromtheapplicantsonimportantitem sdeterminingthesuitabilityofanapplicantforajobsuchasage,education,experience, pay expectations, aptitude,locationchoiceetc. Application blank: Application blank or form is one of the most common methods used to collectinformation on the various aspects of the applicants’ academic, social, demographic, work relatedbackgroundandreferences.It isabriefhistorysheetofacandidate’sbackground. Selectiontesting:Selectiontestattemptstoassessintelligence,abilities,personalitytraitandperformanceth roughsimulationtestsincludingworksamplingandthetestsadministeredatassessment centres. A test is a standardized, objective measure of a person’s behaviour, performanceor attitude. It tries to measure individual differences in a scientific way giving very little room forindividualbiasandinterpretation. Someofthecommonlyusedemploymenttestsare: Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning ability andtheability tounderstand instructionsandmakejudgments. Aptitude Test:Aptitude testmeasures an individual’s potential tolearncertainskills clerical,mechanical,mathematical,etc. Personality Test: It refers to methods of measuring personality factors and the relationship betweenpersonalityfactorsandactualjob criteria. 47 CUIDOLSELFLEARNINGMATERIAL(SLM)

Selection interview: Interview is the oral examination of candidates for employment. This is themost essential step in the selection process. In this step the interviewer matches the informationobtained about the candidates through various means to the job requirements and to the informationobtainedthroughhisownobservationsduringtheinterview.Interviewgivestherecruiteranopp ortunity to examine the personality of the candidate. Interview is an art. It demands a positiveframeofmindonpartoftheinterviewers.Intervieweesmustbetreatedproperlysoastoleaveagoodim pressionabouttheCompanyintheirminds. Medical Test: Certain jobs require physical qualities like clear vision, perfect hearing, unusualstamina, tolerance of hard-working conditions, clear tone, etc. Medical examination reveals whetherornotacandidatepossessesthesequalities. Referencechecks:Once theinterviewandmedicalexaminationofthecandidateis over,t hepersonnel department will engage in checking references. Candidates are required to give 2 or 3names for references in their application forms. These references may be from the individuals whoare familiar with the candidate’s academic achievements or from the applicant’s previous employer,who is well versed with the applicant’s job performance and sometimes from the co-workers. In casethe reference check is from the previous employer, information in the areas such as job title, jobdescription, period of employment, pay and allowances, gross emoluments, benefits provided, rate ofabsence, candidate’s regularity at work, character, progress, etc can also be obtained. Referencechecksaretakenasamatterofroutineandtreatedcasuallyoromittedentirelyin manyOrganizations. But a good reference check,when used sincerely,willfetch useful and reliableinformationtotheOrganization. Hiring decision: The interviewer has to make the final decision – whether to select or reject acandidate aftersoliciting the required information through different techniques. A careless decisionof rejecting a candidate would impair the morale of the people and they may suspect the selectionprocedure. SUMMARY  Selectionistheprocessofchoosingappropriatecandidatefromtheobtainedapplicationtomatchther equirementsofthejob.  Thepurposeofselectionistopickupthemostsuitablecandidatewhowouldmeettherequire mentsofthejobinanOrganizationinthebest possibleway.  Themainobjectiveofselectionistohirepeoplehavingcompetenceandcommitment.  Thestepsinvolvedintheselectionprocessinclude:reception,screeninginterview,application blank, selection test, selection interview, medicaltest, reference checks, andfinallythehiringdecision.  Selectiontestsincludeintelligenceand aptitude tests, achievement tests, assessmentcentres and general psychological or personality tests. The value of tests should not bediscounted,sincetheyareobjectiveandofferabroadersamplingofbehaviour. 48 CUIDOLSELFLEARNINGMATERIAL(SLM)

 HiredcandidatesareintroducedtothejobandOrganizationthroughinductionprocess. KEYWORDS/ABBREVIATIONS  Application blank: is a method used to collect information on applicants’ academic, social,demographic,workrelated backgroundandreferences.  Integrity test: is to measure candidates’ honesty and to predict nature of interviewees orcandidates who are more likely to steal from an employer or otherwise act in a mannerunacceptableto theOrganization  Selection: is the process of choosing appropriate candidate from the obtained application tomatchtherequirementsofthejob.  Screening interview: is a preliminary interview to cut the cost of selection by allowing onlyeligiblecandidatestogothroughthefurtherstagesinselection.  StressInterview:istheinterviewinwhichtheinterviewerstryto‘discomfort’thecandidatesinvario uswaysandobservehowtheyreact tovariousdifficultsituations. LEARNINGACTIVITY 1. WhatismeantbyApplicationBlankinselectionprocess? ……………………………………………………………………………………………………… ………………………………………………………………………………………………………. 2. Writethreeimportanceofselection? ………………………………………………………………………………………………………… ……………………………………………………………………………………………................... UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatismeantbyselection?Explainindetailtheimportanceofselection. 2. Stateanddiscussthestepsinvolvedintheselectionprocessofanincumbent 3. Identifyanddiscusstheobjectivesofselection. 4. Explaininbriefthevariousselectiontechniquesingeneral.Outlinethoseselect iontechniqueswhicharepopularlyusedinIndia. 5. Ifyouwereinterviewingapromisingcandidatebutheseemednervous, whatactionsmightyouconsidertocalmthecandidate? 6. WhattypesoftestswouldyouadoptforselectingITengineersinatechnologystart- up company? 49 CUIDOLSELFLEARNINGMATERIAL(SLM)