MBA606_Human Resource Management(Draft 3)

MASTER OF BUSINESS ADMINISTRATION SEMESTER-II PEOPLE MANAGEMENT CUIDOLSELFLEARNINGMATERIAL(SLM)

CUIDOLSELFLEARNINGMATERIAL(SLM)

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 &TourismManagement) 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)

First Publishedin2020 All rights reserved. No Part of this book may be reproduced or transmitted, in any form or byany means, without permission in writing from Chandigarh University. Any person who doesany unauthorized act in relation to this book may be liable to criminal prosecution and civilclaims for damages. This book is meant for educational and learning purpose. The authors ofthe book has/have taken all reasonable care toensure thatthe contents of the book donotviolate any existing copyright or other intellectual property rights of any person in any mannerwhatsoever. In the event that the Authors has/ have been unable to track any source and if anycopyright has been inadvertently infringed, please notify the publisher in writing for correctiveaction. 2 CUIDOLSELFLEARNINGMATERIAL(SLM)

CONTENT UNIT -1HumanResourceManagement ...........................................................................................4 UNIT -2JobAnalysis ......................................................................................................................17 UNIT -3HumanResourcePlanning ................................................................................................33 UNIT –4RecruitmentAndSelection ...............................................................................................43 UNIT –5TrainingAndDevelopment ..............................................................................................61 UNIT –6CareerPlanningAndSuccessionPlanning ........................................................................87 UNIT –7PerformanceAppraisal ....................................................................................................98 UNIT –8Compensation Management ......................................................................................... 116 UNIT -9ManagingEthicalIssuesInHrm ...................................................................................... 138 UNIT –10IndustrialDisputes ....................................................................................................... 148 UNIT –11ManagingEmployeeGrievances .................................................................................. 163 UNIT –12ContemporaryIssuesInHRM ...................................................................................... 175 3 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT-1HUMANRESOURCEMANAGEMENT Structure Learning ObjectivesIntroducti on Concept Meaning and DefinitionFunctions and ChallengesQualitiesofHR Manager BriefIntroductiontoStrategicHRMS ummary KeyWords/Abbreviations LearningActivity Unit EndQuestions(MCQandDescriptive)Refere nces LEARNINGOBJECTIVES Afterstudyingthisunit,youwillbeableto:  Explainconcept,meaninganddefinitionofHumanResourceManagement  StatethefunctionsandchallengesofHRM  IdentifyqualitiesofHRManager  Discussabriefintroduction ofSHRM INTRODUCTION Themanagementofhumanresourcesisanapproachtopeople'smanagementbasedonfourfundamental principles. First, human resources are the most significant assets that an organisation hasand the key to its success is their effective management. Second, if the company's personnel policiesand procedures are closely linked to, and make a major contribution to, the achievement of corporategoals and strategic plans, this success is most likely to be achieved. Third, a major influence on theachievementof excellence will be exercised by the corporate culture and values, organisationalclimate and management behaviour that emanate from that culture. Therefore, this culture must bemanaged, which means that it may be necessary to change or strengthen organisational values, andthat continuous effort will be required, starting from the top, to get them accepted and acted upon.Finally,HRMis aboutintegration-gettingall 4 CUIDOLSELFLEARNINGMATERIAL(SLM)

theorganisation'smembersinvolvedandworkingtogetherwithasenseofcommonpurpose. 5 CUIDOLSELFLEARNINGMATERIAL(SLM)

CONCEPTOFHUMANRESOURCEMANAGEMENT HRM is a strategic approach to the acquisition, motivation, development and management of theorganisation’s human resources. It is a specialised field that attempts to developing an appropriatecorporate culture, and introducing programmes which reflectand support the core values of theenterprise and ensure its success. HRM is proactive rather than reactive, i.e., always looking forwardto what needs to be done and then doing it, rather than waiting to be told what to do about recruiting,paying or training people, or dealing with employee relations problems as they arise. The techniquesfor the application of HRM will include many familiar functions of personnel managers, such asmanpowerplanning,selection,performanceappraisal,salaryadministration,trainingandmanagementde velopment.Thesewillbeoverlaidbyspecial programmesdesignedtoimprovecommunicationsystems,involvement,commitment,andproductivity. Broadly,there are threemeanings attachedtothe conceptof HRM.In thefirstplace,personsworking in an organization are regarded as a valuable source, implying that there is a need to investtime and effortin theirdevelopment.Secondly,they are human resources which means that theyhave their own special characteristics and, therefore, cannot be treated like material resources. Theapproach focuses on the need to humanise organisational life and introduce human values in theorganisation.And thirdly,human resources donotmerely focus on employees asindividuals,butalso on other social realities, units and processes in the organisation. These include the role or the joba person has in the organisation, the dyadic unit, (consisting of the person and his superior), thevariousteamsinwhichpeoplework,inter-teamprocesses,andtheentityofthetotalorganisation. In its essence, HRM is the qualitative improvement of human beings who are considered the mostvaluable assets of an organization-the sources, resources, and end-users of all products and services.HRM is, no doubt, an outgrowth of the older process and approach. But itis much more than itsparentdisciplines,viz.,personnelmanagement,andbehaviouralscience.HRMisalsomorecomprehensiv eanddeep-rooted than traininganddevelopment.Itsapproach ismulti-disciplinaryfrom the beginning to the end. It is a scientific process of continuously enabling the employees toimprove their competency and capability to play their present as well as future expected roles so thatthe goals of the organization are achieved more fully and at the same time the needs of the employeesare alsomettoanadequateextent. HRM is a production model approach to personnel management. The HRM model is characterised asbeing employee-oriented with an emphasis on the maximisation of individual skills and motivationthrough consultation with the workforce so as to produce high levels of commitment to companystrategicgoals.Itisaresourcetobeusedtoitsfullestcapacity.Itisanassettobeinvestedin.HRMis concerned with both the structure of work in a firm and with all the related employment practicesthat are needed to carry out the work. HRM is not simply about HR or ‘people practices’, it is aboutthe management of work and people in the firm. Managing people includes both individual andcollective dimensions.The traditional personnelmanagementisnon-strategic,separate from thebusiness,reactive,short-term,and constrainedbyalimiteddefinitionofitsroleasdealing with 6 CUIDOLSELFLEARNINGMATERIAL(SLM)

mostly unionised andlow-level employees. Themajor attention of traditional personnel function ison personnel administration or management while the major attention of HRM is on developingpeople and their competencies. If personnel management is curative, HRM is preventive. The keydistinguishingfeatureofHRMisits evolvingstrategicrole. HRMessentiallyemphasisesandincorporatesthoseexpectationswhicharenotbeingfulfilledthrough the traditional personnel management. It integrates in a meaningful way the various sub-systems like performance appraisal, potentiality appraisal and development, career planning, trainingand development, organisation development, research and systems development, rewards, employeewelfare and quality of work life, industrial relations, and human resource information. Under theHRMapproach,somebasicassumptionsabouthumanresourcesarealsodifferentfromthetraditionalappr oach.TheimportantassumptionsofHRM are asfollows: 1) Themembersofanorganisationare reservoirsofuntappedresources. 2) Thereisscopeforunlimiteddevelopmentoftheseresources. 3) Itismoreinthenatureofself-developmentthandevelopmentthrustfromoutside. 4) Theorganisationalsoundergoesdevelopmentwiththeoverallbenefitsalongwiththedevelopmentofitsm embers 5) The organisation further develops a culture in which utmost emphasis is placed on harmonioussuperior-subordinate relations, teamwork, collaboration among different groups of individuals, opencommunication, and above all, integration of the goals of the organisation with the needs of theemployees. 6) Top management takes the initiative for HRM, formulates necessary plans and strategies, andcreates an overall climate and support for its implementation. The management of human resources ismore of an art than a science. In practice itis an “art” full of pitfalls, judgment calls, and learningfrompastmistakes. 7 CUIDOLSELFLEARNINGMATERIAL(SLM)

MEANINGAND DEFINITION Human Resource Management (HRM) is a process of bringing people and organizations together sothat the goals of each are met. It is that part of the management process which is concerned with themanagement of human resources in an organization. It tries to secure the bestfrom peoplebywinningtheirwholeheartedcooperation.Inshort,itmaybedefinedastheartofprocuring,developin g andmaintaining competentworkforce to achieve the goals of an organization in aneffective andefficientmanner. Definition- EdwinFlippodefinesHRMas“planning,organizing,directing,controllingofprocurement,developmen t,compensation,integration,maintenanceandseparationofhumanresourcesto the endthatindividual,organizationalandsocialobjectivesareachieved.” According to the Invancevich and Glueck, “HRM is concerned with the most effective use ofpeople to achieve organizational andindividual goals. Itis the way of managing people atwork,sothattheygivetheirbesttotheorganization”. 8 CUIDOLSELFLEARNINGMATERIAL(SLM)

According to Dessler (2008) the policies and practices involved in carrying out the “people” orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewarding, andappraisingcomprisesofHRM. 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 performed by the resourcemanagementcanbroadlybe classifiedintotwocategories,viz. (1) Managerialfunctions, and (2) Operativefunctions (1) ManagerialFunctions:  Planning: 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 infuture. Forecastingis one of the important elements in the planning process. Other functions of managers depend onplanningfunction.  Organising: Organisingisaprocessbywhichthestructureandallocationofjobsaredetermined.Thus,organisinginvolves giving each subordinate a specific task establishing departments,delegatingauthority to subordinates, establishing channels of authority and communication, coordinating theworkofsubordinates,andsoon.  Staffing: TOs is a process by which managers select, train, promote and retire their subordinates This involvesdeciding what type of people should be hired, recruiting prospective employees, selecting employees,settingperformancestandard,compensatingemployees,evaluatingperformance,counsellinge mployees,traininganddevelopingemployees.  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. forachievingthegoals oftheorganisation.  Controlling: Itis the process of setting standardsforperformance,checking tosee how actual performancecompareswiththese setstandards,andtakingcorrective actionsasneeded. 9 CUIDOLSELFLEARNINGMATERIAL(SLM)

(2) OperativeFunctions: The operative, alsocalled, servicefunctions arethose which are relevant tospecificdepartment.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,andmaintenance functions ofHRM. Abriefdescriptionofthesefollows:  Procurement: Itinvolvesprocuringtherightkindof peopleinappropriatenumbertobeplacedintheorganisation.It consists of activities such as manpower planning, recruitment, selection placement and induction ororientationofnewemployees.  Development: 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,organisationdevelop menttostrikeabetterfitbetweenorganisationalclimate/culture and employees.  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, virusbenefits such as housing, medical, educational, transport facilities, etc. are provided to the employees.Several social security measures such as provident fund, pension, gratuity, group insurance, etc. arealsoarranged. Itisimportanttonote thatthemanagerialandoperativefunctionsofHRMareperformedinconjunction with each other in an organisation, be large or small organisations. Having discussed thescopeandfunctionsofHRM,nowitseemspertinenttodelineatetheHRMscenarioinIndia. CHALLENGESOFHRM Thefollowingarethechallenges facedbyOrganizations inHRMduetochanges inthebusinessenvironment. Globalization:GrowinginternationalizationofbusinesshasitsimpactonHRMintermsofproblemsofunfa miliarlaws,languages,practices,competitions,attitudes,managementstyles,work 10 CUIDOLSELFLEARNINGMATERIAL(SLM)

ethics etc. HR managers have a challenge to deal with more functions, more heterogeneous functionsandmoreinvolvementinemployee’spersonallife. Corporate Reorganizations: Reorganization relates to mergers and acquisitions, joint ventures, takeover,internalrestructuringofOrganizations.Inthesesituations,itisdifficulttoimaginecircumstances that pose a greater challenge for HRM than reorganizations itself. It is a challenge tomanageemployees’anxiety,uncertainties,insecuritiesandfearsduringthesedynamictrends. New Organizational Forms: The basic challenge to HRM comes from the changing character ofcompetitions. The competition is not between individual firms but between constellations of a firm.Major companies are operating through a complex web of strategic alliances, forgings with localsuppliers, etc. These relationships give birth to completely new forms of Organizational structure,which highly depend upon a regular exchange of people and information. The challenge for HRM isto cope with the implications of these newly networked relations, in place of more comfortablehierarchicalrelationshipsthatexistedwithinthe Organizationsforagesinthe past. Changing Demographics of Workforce: Changes in workforce are largely reflected by dual careercouples,largechunkofyoungbloodbetween ageandoldsuperannuatingemployees,workingmothers,moreeducatedandawareworkersetc.Thesedynam icworkforceshavetheirownimplicationsforHRmanagersandfromHRMpoint ofviewisatrue challengetohandle. ChangedEmployeeExpectations:Withthechangesinworkforcedemographics,employeeexpectations and attitudes have alsotransformed. Traditional allurements likejob security,house,and remunerations are not much attractive today; rather employees are demanding empowerment andequality with management. Hence, it is a challenge for HRM to redesign the profile of workers, anddiscovernewmethodsofhiring,training,remuneratingandmotivatingemployees. Weaker Society Interests:Another challengefor HRM is to protect the interest of weaker sectionsof society. The dramatic increase of women workers, minorities and other backward communities inthe workforce has resulted in the need for Organizations to re-examine their policies, practices andvalues. In the name of global competition, productivity and quality the interests of the society aroundshouldnot be sacrificed.Itis a challenge of today’s HRmanagers tosee that these weaker sectionsareneitherdeniedtheirrightfuljobsnorarediscriminatedagainstwhileinservice. Contribution to the Success of Organizations: The biggest challenge to an HR manager is to makeall employees contribute to the success of the Organization in an ethical and socially responsible waybecausethe well-beingofthe societiesto a large extentdependson itsOrganizations. QUALITIESOF AHUMANRESOURCEMANAGER: Thejobofahumanresourcemanagerisquitecomplexanddemandingandchallenging. Inordertobe successful,severalqualitiesare requiredinahumanresourcemanager. Someofthesequalitiesare: 1. PersonalAttributes: 11 CUIDOLSELFLEARNINGMATERIAL(SLM)

a. Intelligence – Like any other manager, a HR manager must be intelligent. He must be competent toperformactivitiesrelatingtopersonnelbetterthanhissubordinates.Thisincludesskillstocommunicate,arti culateandunderstand. Agoodcommandoverlanguage, abilitytodraftpoliciesetc. b. CommunicativeSkills–HRprofessionalshavetocommunicateup tomanagement, overtomanagers, out to potential,employees and down to all levels of currentemployees and they have todo itin writing, while speakingto large and small groups and increasingly through social media.They have to be convincing, caring and believable. They should have command over language,listeningskilletc. c. Human Skills – Employeeslikemanagers,who are human and who take advantage of theirauthority. HR managers have to be good with all at all times but he should know how to deal with theemployees in a more prudent way. It involves an objective mind, empathy, ability to discriminate b/wrightorwrong,justorunjustandmeritordemerit. d. Attentive Listener – A good HR manager is expected to handle difficulties and problems betweenemployees at work and he will be required to listen to the problems with a sympathetic but objectiveear. The need to be an attentive is very important. A HR manager makes sure that complete attentiontotheemployeesduringmeetings anddiscussions. e. Executing Skills – HR managers should be able to execute issues with speed and accuracy. Heshould be able to set standards of performance, coordinates, control and implement policies andprogrammes. f. Fairness and Firmness – HR managers use the key liaison b/w employees. These should remainunbiased while resolving issues. Firmness is required so that the softness is not taken for granted. Heshouldbefirminhisdealings withasoftapproach. g. Commitment – Commitment to projects and work is important. If a manager is committed, he willbeabletopull theteamforwardintryingtimes.Heholdsavisionforthecollectiveteam andmovesa teamclosertotheendresult. 2. Experienceand Training: Training is industrial psychological, labour legislation and Industrial Relations are very useful for theHR manager. Experience in an organisation helps him to create a pertinent approach. To some extent,HRMisanartwherepracticemakes one a successfulmanager. 12 CUIDOLSELFLEARNINGMATERIAL(SLM)

a. Motivational Skill – This quality is requiredfor keeping employees happy and satisfactory. TheHR manager should be well versed with their employees’ interest, needs, hopes, desires and valueswithoutwhichadequatemotivationisimpossible. b. Conflict Management and Problem Solving – Everyone does not always get along with everyoneelse. High productivity demands that people work together at least civilly. HR has to find ways toallow that to happen and that’s to say nothing of the myriad other problems thathitHRs effectivewithproblem-solving. c. Mustbe Skilful – In order tomaintain the environmentwhere people can share the vision, knowthe goals, understand their roles and can take fullresponsibility of their actions. HR managers mustbe skilfulandqualitative. This can help towards an appreciation of the general management problems and a practical approachinmeetingpersonnelproblems. 3. ProfessionalsAttitudes: HRMisfastemergingasaprofession.A professional approach to themanagementof humanresources is required in the global environment. He should possess technical, administrative andbehaviouralskills.Knowledgeof differentdisciplineslikesociology,psychology,management,engineering,economicsandlawisrequiredto developsuchskillsandapproach. a. Negotiation – Along with grey comes, the need to negotiate emdash. There are often two or moreopposingviews, and the successful HR manager, can find an acceptable middleground. The goal istoend up withtwo partiesthataresatisfied withtheoutcomeand that’snot ofteneasytoachieve. b. Discrete and Ethical – HR professionals are the conscience of the company as well as the keepersof confidential information. As the needs of top management, he also monitors their actions towardemployeestobe surethatpoliciesandregulationsarefollowed. c. Empathetic – For a person to become a successful professional, it is very important for him/her tobe empathetic. In fact, one should think from the employee’s point of view and be a patient listenerwhile dealingwithanemployee’sgrievances. d. Trustworthy – The HR manager should function in such a manner that employees are able to trusthim/her.AnHRmanagerwhoisnottrustworthycanneverdojustice tohisjob. 4. EducationalQualifications: 13 Thefollowingqualificationsmaybenecessarytoachievesuccess inadditionstotheabovequalities: CUIDOLSELFLEARNINGMATERIAL(SLM)

a. Degreefromarecogniseduniversity. b. Post graduatedegree/diplomainHRM/HRD/LabourWelfare/SocialWork/Psychology/Industrialrelations/ MBA inspecialisationinHRM. c. Degreeinlaw(desirable/additionalqualifications). d. Knowledgeoflocallanguage. BRIEFINTRODUCTIONTOSHRM Organisation consultants, business academics and practicing managers have come to accept the ideathat constant change is a fact of organisational life in the present days. They have come to understandthat change is inevitable and human resource management plays an important role in the process ofchange and human resource managers play a key role in determining the competitive success of anyfirm. Therefore, in the generic sense, the new view of human resource management has been referredto as “strategic human resource management (SHRM)”. The trends in the present businesses haveundergoneaseachangeandtoday thecustomers ormarketplacesaremakingdemandsontheorganisations. Besides these, there are changes in the job mix (i.e. proportion of permanent versuscausal labour), new technology and increasing pressures from competitors. Each of the above place’sadditional pressures on the firms to be innovative and create new ways of doing business with newtechnologies,newproductsandnewservicestomeetanincreasinglydiverseanddemandingcustomer base. The firms now have to enhance the value of innovation and for this purpose they haveto attract, train and retain employees of the highest quality and in addition, attempt to sustain thecompetitive advantage that the skills of these employees provide. For so doing, the organisations ofthe 21st century require a greater focus on the human element in organisations. From this realisationhascometheapproachtoManagingHumanResources. Whatis SHRM? The traditional personnel department is both physically and psychologically separated from the ‘realwork’ of the organisation whereas in the strategic view besides the functions of hiring, training andproviding pay and benefits to employees, many organisations are developing new structural andcultural patterns to meet the competitive demand of their dynamic and international marketplace,implying that the role of the HR in these organisations has changed to meet these new challenges.The new strategic view of HR is that HR plays a central role in helping the organisations reach itsstrategicobjectivesandinteractsfullywithotherfunctionalareaswithinthefirm. SUMMARY  Human Resource Management (HRM) is the function within an organization that focuses 14 CUIDOLSELFLEARNINGMATERIAL(SLM)

onrecruitment of, management of, and providing direction for the people whowork in theorganization.HRMismovingawayfromtraditionalpersonnel,administration,and 15 CUIDOLSELFLEARNINGMATERIAL(SLM)

transactional roles, which are increasingly outsourced. HRM is now expected to add value tothe strategic utilization of employees and that employee programs impact the business inmeasurable ways.  Effective HRM enables employees to contribute effectively and productively to the overallcompanydirectionand the accomplishment oftheorganization'sgoalsandobjectives.  In the emerging competitive world, role of HR manager is gaining lot of importance and heneedtoperformdifferentroleswhichare:Humanitarianrole,counsellor,mediator,spokesman,pro blemsolverandchangeagent.  He has to face different upcoming challenges which are: Best way of using human resources,improving Organizational performance, integration of IT with human resources and managingdiverse workforceetc.  The challenges faced by the Organization in HRM due changes in business environment are:Globalization,corporatereorganization,changingdemographicofworkforce,changedemploye es’expectations,weakersocietyinterests,andcontributiontothesuccessofOrganization.  Intoday’sfastchanging,challengingandcompetitiveenvironmentHRMhastotakeaproactive approachthatistoseekpreventive careinhumanrelations. KEYWORDS/ABBREVIATIONS  Ability: Acompetencetoperformanobservablebehavior orabehavior thatresultsinanobservable product.  Compliance:Adherencetolaws,courtdecisions,regulations,executiveorders,andotherlegal mandatesgoverningaffirmativeactionand equalemploymentopportunity.  Skill:Apresent,observablecompetencetoperformalearnedact.  Human Resource Management: It refers to a set of programmes, functions and activitiesrelatedtorecruitment,selection,training,development,compensationwelfareofhumanres ourcesofanOrganization.  Human Resource Planning: Assessment of human resource requirement and developingplanstoensureinflowofrightpeopletovariousfunctionaldepartmentsatthedesirabletim e.  Recruitment:Findingsourcestoobtaindesiredhumanresources.  Selection: Testing the qualities of a prospective employee and identifying and qualifyingpeopleforjobs.  Training: Imparting job-related skills to the selected candidates and also to the workingemployees LEARNING ACTIVITY 1. Whatfunctionsdoesahumanresourcedepartmentnormallyperform? 16 CUIDOLSELFLEARNINGMATERIAL(SLM)

……………………………………………………………………………………………..…………… ………………………………………………………………………………………….. 2. ListoutthreechallengesofHRMinModernManagement. ……………………………………………………………………………………………..…………… ………………………………………………………………………………………….. UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. CriticallyevaluateHRMasadisciplinarystudy. 2. Elaborateaboutthechallenges inHRManditsrelevanceinpresentscenario. 3. StatequalitiesofHRManager. 4. Inthiseraoffreeeconomy,whatarethefunctionsof HRM? 5. Arepeoplealwaysanorganisation mostvaluableasset?Whyor whynot? 6. Identifythetypicalchallengesofhumanresourcemanagementintoday’scompetitiveworld. 7. “HRManager’spositioninthecompanydoesnotdeterminehis voiceinthepolicy- makingonpersonnelmatters”.Discuss. B. MultipleChoiceQuestions 1. HumanResourceManagement (HRM)functionsarebroadlyclassifiedinto managerialfunctionsandoperativefunctions.ThebasicmanagerialfunctionsofHRMare a. Planning,organizing,directingandcontrolling b. Jobanalysis, humanresourceplanning,jobspecificationanddirecting c. Induction,humanresourceplanning,jobanalysisandcontrolling d. Induction,planning,organizingandrecruitment 2. aretheresourcesthatprovideutilityvalueto allother resources. a. Men b. Material c. Money d. Machinery 3. IdentifythemanagerialfunctionoutofthefollowingfunctionsofHRmanagers. a. procurement b. development c. organizing d. performanceappraisal 17 CUIDOLSELFLEARNINGMATERIAL(SLM)

4. WhichofthefollowingisanexampleofoperativefunctionofHRmanagers? a. planning b. organizing c. procurement d. controlling 5. Thescopeofhumanresourcemanagementincludes a. procurement b. development c. compensation d. Allofthe above Answers: 1-a,2-a,3-c.4-c,5-d REFERENCES  Duari,Pravin.(2010). HumanResourceManagement. NewYork:PearsonEducation.  Dessler,G.(2013).HumanResourceManagement.Delhi:Prentice-Hall.  Flippo, Edwin B. (1966). Personnel/Human Resource Management. New Delhi: Tata McGrawHills.  Haldar, U.K. AndSarkar.(2012).HumanResourceManagement.NewDelhi:Oxford&IBH.  Khandelwal,A.HumanResourceDevelopmentinBanks.NewDelhi;Oxford&IBH,1988.  Rao,T.V.,StrategiesofDevelopingHumanResources:Experiencesfrom14organizations.Ahme dabad,IndianInstituteofManagement,WorkingPaper.  Rao,T.V.and Abraham,E.,ASurveyofHRDPracticesinIndianIndustry,inRao,T.V. andPereira,D.F.,RecentExperiencesinHRD,New Delhi,Oxford&IBH,1985.  www.hrmguide.net  http://3.bp.blogspot.com 18 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT-2JOBANALYSIS Structure Learning ObjectivesIntroducti onFeatures Goals Job Analysis ProcessTechniquesforDataColl ection Preparation of Job Description and Job SpecificationSummary KeyWords/Abbreviations LearningActivity Unit EndQuestions(MCQand Descriptive)References LEARNINGOBJECTIVES Afterstudyingthisunit,youwillbeableto:  Statefeatures,goalsandprocessofjobanalysis  Identifytechniquesofdatacollection  Discusspreparationofjobdescription&specification 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 majorresponsibilitiesaswellit’spositioningintheorganization.RecruitmentisanothercriticalHRfunction.I tistheprocess ofidentifyingqualifiedandskilledpersonsforactual oranticipatedvacancies 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,whoaremostlikelytoperformtheirjobswithmaximumeffectivenessandremainwiththecompan y. FEATURESOFJOBANALYSIS Job analysis is a process to establish and document the “job relatedness” of employment proceduressuch as training, selection, compensation, and performance appraisal. It is a process to identify anddetermine in detail the particular job duties and requirements and the relative importance 19 CUIDOLSELFLEARNINGMATERIAL(SLM)

of thesedutiesfora givenjob.wecanlistoutthefeaturesofjobanalysisasfollows: 20 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Jobanalysisisaprocessofgatheringrelevantinformationaboutvariousaspectsofajobandisconcer nedwiththeidentificationoftasksrequiredtobe performedaspartofit.  Itapproachesthetaskofdefiningtherole,context,conditions, humanbehavior,performancestandards,andresponsibilities ofajobsystematically.  Ithelpsinestablishingthejob’sworthtoanorganization. Inotherwords, itmeasuresthevalue andcontributionofajobtothe growthoftheorganization.  Itestablishesjob- relatedness,whichisacrucialinputforHRdecisionsinvolvingrecruitment,selection,compensation s,training,health,andsafety. GOALS Thegoalsofjobanalysisarelistedbelow: 1. Job analysis makes the work of personnel departmentscientific andmore efficient. For example,as job analysis determines the skills of jobber, proper kind of employees can be recruited. So, theproblems of mis-replacements don’t arise. As a result, productivity of employees will increase andthey willachievegreaterjobsatisfaction.Similarly,itwillbeequallyhelpfulforpromotions,transfers;etc. 2. Control of the work of employees also becomes easy. The administrative decisions taken afterknowing all the details of the job are bound to be better. Moreover, the management can also have anidea ofhowmucheachemployeeshouldwork, 3. The deficiencies of motion of the worker can be noted and corrected. This will help in reducing theexhaustionofworkersandforimproving the methodsofworking.Thus,productivitycanberaised. 4. Job analysis can give an idea about risks and possibilities of accidents for a job. Steps can be takento eliminate these chances and accidents rate can be brought down. In other words, it is helpful forsecurityprogrammeofthecompany. 5. As the detailed information about the job is available it will help to understand the job better. Thiswill assist in making decisions as to what the employees should be taught and how should they betaught.Thus,jobanalysisishelpfulinpreparingtrainingprogrammes. 6. Jobanalysiscanalsobeusefulforscientificwageandsalaryadministration.Itprovidesinformationregardi ngtheeffortsnecessaryforperformanceofjob,skillsrequired,experienceessential and risks involvedin the job. On the basis of all this is a scientific wage and salary policycanbedecided. 21 CUIDOLSELFLEARNINGMATERIAL(SLM)

7. Job analysis is also very much important for professional guidance. It specifies the requirements ofeach job and would help in determining that for which job a particular person is suitable. This willprovide professionalguidancetothatperson. 8. The job analysis helps in establishment of scientific wage and salary administration policy, whichwillreducethescopeofindustrialdisputes. 9. In short, job analysis is useful to keep up maximum efficiency in an industrial unit and bettermanpowerplanning. PROCESSOFJOBANALYSIS Let’s discuss the job analysis process and find out how it serves the purpose.JobAnalysis Process IdentificationofJobAnalysisPurpose Who willconductJobAnalysis? HowtoconductJobanalysis Strategicdesignmaking TrainingofJobanalysis PreparationofJobanalysis DataCollection 22 CUIDOLSELFLEARNINGMATERIAL(SLM)

DocumentationverificationandReview DevelopingjobDescriptionands pecification Fig.2.1JobAnalysisProcess  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’ tknow whydata isto be collectedandwhatistobe done withit.  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 ownHR department while some hire job analysis consultants. Job analysis consultants may proveto be extremely helpful as they offer unbiased advice, guidelines and methods. They don’thave anypersonallikesanddislikeswhenitcomestoanalyzeajob.  How to Conduct the Process: Deciding the way in which job analysis process needs to beconducted is surely the next step. A planned approach about how to carry the whole process isrequiredinordertoinvestigate aspecificjob.  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 processingofinformationandsegregationofcollecteddata.  Training of Job Analyst: Next is to train the job analyst about how to conduct the processanduse the selectedmethodsforcollectionandrecodingofjobdata.  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 offertheirfullsupporttothejobanalyst.Thestage alsoinvolvespreparationof documents,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. 23 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Documentation,VerificationandReview:Properdocumentationisdonetoverify theauthenticity of collected data and then review it. This is the final information that is used todescribe aspecificjob.  DevelopingJobDescriptionandJobSpecification:Nowisthetimetosegregate thecollected data in to useful information. Job Description describes the roles, activities, dutiesandresponsibilitiesofthejobwhilejobspecificationisastatementofeducationalqualification, experience,personaltraitsand skillsrequiredto performthejob. Thus, the process of job analysis helps in identifying the worth of specific job, utilizing the humantalentin thebestpossiblemanner,eliminatingunneededjobs andsettingrealisticperformancemeasurementstandards. TECHNIQUESFORDATACOLLECTION Gatheringjob-relatedinformationinvolveslotsofeffortsandtime.Theprocessmaybecomecumbersome if the main objective of it is not known. Any information can be gathered and recordedbut may be hazardous for health and finances of an organization if it is not known what is requiredandwhy. Before starting to conduct a job analysis process, itis very necessary to decide what type of contentor information is to be collected and why. The purpose of this process may range from uncoveringhidden dangers to the organization or creating a right job-person fit, establishing effective hiringpractices, analyzing training needs, evaluating a job, analyzing the performance of an employee,setting organizational standards and so on. Each one of these objectives requires different type ofinformationorcontent. While gathering job-related content, a job analyst or the dedicated person should know the purpose ofthe action and try to collect data as accurate as possible. Though the data collected is later on dividedin to two sets - job description and job specification but the information falls in three differentcategoriesduringtheprocessofanalyzingaspecificjob- jobcontent,jobcontextandjobrequirements. WhattoCollect?  JobContent  JobContext  JobRequirements 1. Job Content: It contains information about various job activities included in a specific job. It is adetailed account of actions which an employee needs to perform during his tenure. The followinginformationneeds tobe collectedbyajobanalyst:  Dutiesofanemployee 24 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Whatactuallyanemployeedoes  Machines,toolsandequipment’stobeusedwhileperformingaspecificjob  Additionaltasks involvedinajob  Desiredoutputlevel(Whatisexpectedofanemployee?)  Typeoftrainingrequired Fig2.2Categorization ofJobAnalysisInformation The content depends upon the type of job in a particular division or department. For example, jobcontent of a factory-line worker would be entirely different from that of marketing executive or HRpersonnel. 2. Job Context:Jobcontext referstothe situationorconditionunderwhichanemployeeperformsa particularjob.Theinformationcollectionwillinclude:  WorkingConditions  Risksinvolved  Whomtoreport  Whoallwillreporttohimorher?  Hazards  Physicalandmentaldemands  Judgment Welllikejobcontent, datacollectedunder thiscategoryarealsosubjecttochangeaccordingtothetypeofjobina specificdivisionordepartment. 25 CUIDOLSELFLEARNINGMATERIAL(SLM)

3. JobRequirements:Theseincludebasicbutspecificrequirementswhichmakeacandidateeligiblefora particularjob.The collecteddata includes:  Knowledgeorbasicinformationrequiredtoperformajobsuccessfully  Specific skills such as communication skills, IT skills, operational skills, motor skills,processingskillsandsoon  Personal ability including aptitude, reasoning, manipulative abilities, handling sudden andunexpected situations,problem-solving ability,mathematicalabilitiesandsoon  EducationalQualificationsincludingdegree,diploma,certificationorlicense  Personal Characteristics such as ability toadapt todifferentenvironment,endurance,willingness,workethic,eagernesstolearnandunderstandth ings,behaviortowardscolleagues,subordinatesand seniors,senseofbelongingnesstotheorganization,etc. For different jobs, the parameters would be different. They depend upon the type of job, designation,compensationgrade andresponsibilitiesandrisksinvolvedinajob. Job AnalysisMethods Though there are several methods of collecting job analysis information yet choosing the one or acombination of more than one method depends upon the needs and requirements of organization andthe objectives of the job analysis process. Typically, all the methods focus on collecting the basic job- relatedinformationbutwhenusedincombinationmaybringoutthehiddenoroverlookedinformationandprov etobe greattoolsforcreatinga perfectjob-candidatefit. Selectinganappropriatejobanalysismethoddependsonthestructureoftheorganization,hierarchical levels, nature of job and responsibilities and duties involved in it. So, before executingany method, all advantages and disadvantages should be analyzed because the data collected throughthisprocessservesagreatdealandhelpsorganizationscopewithcurrentmarkettrends,organizational changes,highattritionrateandmanyotherday-to-dayproblems. Let’s discuss few of job analysis methods that are commonly used by the organizations to investigatethe demands ofaspecificjob. 26 CUIDOLSELFLEARNINGMATERIAL(SLM)

Fig 2.3JobAnalysisMethods MostCommonMethodsofJob Analysis  Observation Method: A job analyst observes an employee and records all his performed andnon-performed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways andskillsusedbyhimorhertoperformvariousdutiesandhisorhermental oremotionalabilityto handle challenges and risks. However, it seems one of the easiest methods to analyze aspecificjobbuttruth isthatitisthemost difficultone.Why? Let’sDiscover. It is due to the fact that every person has his own way of observing things. Different people thinkdifferent and interpret the findings in different ways. Therefore, the process may involve personalbiasness or likes and dislikes and may not produce genuine results. This error can be avoided bypropertrainingofjobanalystorwhoeverwillbeconductingthejobanalysisprocess. This particular method includes three techniques: direct observation, Work Methods Analysis andCritical Incident Technique. The firstmethod includes direct observation and recording of behaviorof an employee in different situations. The second involves the study of time and motion and isspecially used for assembly-line or factory workers. The third one is about identifying the workbehaviorsthatresultinperformance.  Interview Method: In this method, an employee is interviewed so that he or she comes upwith their own working styles, problems faced by them, use of particular skills and techniqueswhileperformingtheirjobandinsecuritiesandfearsabouttheircareers. This method helps interviewer know what exactly an employee thinks about his or her own job andresponsibilities involved in it. It involves analysis of job by employee himself. In order to generatehonestandtruefeedbackor collectgenuinedata,questionsaskedduringtheinterviewshouldbe 27 CUIDOLSELFLEARNINGMATERIAL(SLM)

carefullydecided.Andtoavoiderrors,itisalwaysgoodtointerviewmorethanoneindividualtogeta poolofresponses.Thenitcanbe generalizedandusedforthe wholegroup.  QuestionnaireMethod:Anothercommonlyusedjobanalysismethodisgettingthequestionnaires filledfrom employees,their superiors andmanagers. However, this methodalso suffers from personal biasness. A great care should be takes while framing questions fordifferentgrades ofemployees. In order to get the true job-related info, management should effectively communicate it to the staffthatdatacollectedwillbeusedfortheirowngood.Itisveryimportanttoensurethemthatitwon’tbe used against them in anyway. If it is not done properly, it will be a sheer wastage of time, moneyandhumanresources. These are some of the most common methods of job analysis. However, there are several otherspecialized methods including task inventory, job element method, competency profiling, technicalconference, threshold traits analysis system and a combination of these methods. While choosing amethod, HR managers need to consider time, cost and human efforts included in conducting theprocess. PREPARATIONOFJOBDESCRIPTION&SPECIFICATION Job Analysisis a primary tool to collectjob-related data. The process resultsin collecting andrecording two data sets including job description and job specification. Any job vacancy cannot befilleduntil andunlessHRmanagerhasthesetwosets of data.Itisnecessary todefinethemaccurately in order to fit the right person at the right place and at the right time. This helps bothemployerandemployee understandwhatexactlyneedstobe delivered andhow. Both job description and job specification are essential parts of job analysis information.Writingthemclearlyandaccuratelyhelpsorganizationandworkerscopewithmanychallenges whileonboard. 28 CUIDOLSELFLEARNINGMATERIAL(SLM)

Table2.1Job Analysis Though preparing job description and job specification are not legal requirements yet play a vital roleingettingthedesiredoutcome.Thesedatasetshelpindeterminingthenecessity,worthandscopeofa specificjob. JobDescription AccordingtoSpriegelandLansburgh,“jobdescriptionemphasisesthejobrequirement,whereasthejobspeci ficationsetsforthrequirementssoughinthe personwhoistoperformthe work”. AccordingtoEdwinFlippo,Jobdescriptionis “anorganisedfactualstatementofthedutiesandresponsibilitiesofaspecificjob. Itshouldtellwhatittobedone, howitisdone, andwhy.” Job description means describing the details of thejob tobe performed (job contents). Itgivesvarious 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) Typeofsupervisionreceived andgiven. (6) Relationwiththeother jobs intheorganisation. (7) Workingconditionsforthejob. (8) Hazardsconnectedwiththejob. (9) Opportunitiesforpromotion. 29 CUIDOLSELFLEARNINGMATERIAL(SLM)

Thepurposeofjobdescriptiondependsonthelevelofdetailsthejobfindingsinclude.Jobdescriptioncarriedfo rgeneralpurposetypicallyinvolvesjobidentification(title,designation,location)andastatementofdutiesand functionsofaprospectiveorexistingemployee.Aspecifically carried job description includes detailed information about the kind of job, how it issupposed to be performed and what is expected to be delivered. Let’s discuss the general and specificpurposeofconductingajobdescriptionprocess. GeneralPurposeofJob Description General purpose job descriptions are used by organizations to find the very basic information about aparticularjobopening.Thoughdataincludesworker’sdutiesbutdoesnotcontainsubtasks,performancestan dardsandbasis for evaluatingjobsandestablishingrightcompensationpackages. Advantages Themain benefitof general-purposejob description is thatitdoes not consumemuch time andquickly provides basic information to managers. It does not require much human efforts and is veryeasyandconvenienttocarryout.Additionally,ajobanalystdoesnothavetoconductdeepresearchtogathe rtherequireddetails. Disadvantages The main disadvantage of general-purpose job description is that it does not provide managers withfull-fledged information about job context and sub tasks. Sometimes, a manager may fail to extractcorrectinformationfromsuchsmallamountofdata. SpecificPurposeofJobDescription Specificpurposejobdescriptionincludesdetailedinformationaboutjobresponsibilitiesofanemployee. Italsocovers sub tasks, essential functions and detailedjob duties. Itinvolves hugeamount of details such as what an employee needs to do, how it is to be done and what are theperformance standards,etc. Advantages The main benefitof specific purpose job description is thatitoffers ample information to evaluatejob performance and determine training needs of employees. It serves as a basis for all other HRprocesses including recruitment and selection, performance appraisal, compensation decision andmanymore. Disadvantages Thoughitassistsmanagersindecisionmakingprocessbutithasitsownlimitations.Theprocess,however,mayta keverylongandconsumelotsofhumanefforts. Since,itinvolvescollecting 30 CUIDOLSELFLEARNINGMATERIAL(SLM)

detailed information; the biased nature of job analyst can cause severe problems. The data collectedmaynotbe100percentgenuine. Therefore, it can be said that information collected during job analysis defines the purpose of jobdescription. If data collected is extremely basic, it will serve only the general purpose and therefore,cannotbe usedformakingmanagementdecisions.On the otherhand,detailed data serves thespecific purpose andcanbe easilyusedwhilemakingimportantdecisions. Jobspecification 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. JobSpecificationgivesdetailsregardingthecandidatewhoissupposedtodothejoblikequalifications, experience, qualities, aptitude, family background etc. It is an overall written summaryofemployeerequirements. 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 isusuallyas notedbelow: (1) Educationalandprofessionalqualification. (2) Practicalexperiencerequiredif any. (3) Personalityandmentalqualitiesrequired. (4) Physicalfitness. (5) Interpersonalrelationsskills required PurposeofJobSpecification  Described on the basis of job description, job specification helps candidates analyse whetherare eligibletoapplyforaparticularjobvacancyornot.  It helps recruiting team of an organization understand what level of qualifications, qualitiesand set of characteristics should be present in a candidate to make him or her eligible for thejobopening.  Job Specification gives detailedinformation about any job includingjob responsibilities,desired technicalandphysicalskills,conversationalabilityandmuchmore.  Ithelpsinselectingthe mostappropriatecandidateforaparticularjob. Job description andjob specification are twointegral parts of job analysis.They defineajob fullyand guide both employer and employee on how to go about the whole process of recruitment andselection.Both data sets are extremely relevantforcreatinga rightfitbetweenjob andtalent,evaluateperformanceand analyse training needsandmeasuring the worthofaparticularjob. 31 CUIDOLSELFLEARNINGMATERIAL(SLM)

SUMMARY  Jobs are important to individuals as well as organisations. They are subject to change. JobAnalysisisasystematicinvestigationofthetasks,dutiesandresponsibilitiesnecessarytodoa job. Job analysis information is useful for a variety, of organization purposes ranging fromhumanresourceplanningtocareercounselling.  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)requiredtoperformajobsatisfactorily  Job analysis is designed to provide a reliable method of quickly and effectively identifyingcritical competencies (i.e. knowledge, skills and abilities) and establishing the qualificationsforajoborrole.  Job analysis –The procedure for determiningthe duties andskill 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;performance standards;jobcontext;andhumanrequirements.  Job description – A list of a job’s duties, responsibilities, reporting relationships, workingconditions,andsupervisoryresponsibilities–one productofajobanalysis.  Job specification – A list of a job’s “human requirements”: the requisite education, skills,knowledge,andsoon–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 usedininterviewsanddevisingwrittenselectiontests,internalplacements,asperrequirementsofajob andperformanceappraisalofemployees.Researchtechniquesareusedfor jobanalysis.  JobDescription:Job description are prepared based on the information gathered in jobanalysis.Jobdescriptionsentailwrittenspecificationsofthenatureofjob,dutiesandqualifications required. Information is issued in job advertisements; application forms aredevisedbasedontherequirementsspecifiedtherein.  Job Specification: Job specification also emerges out of a job analysis. Job Specification liststhe behavior stipulations and accordingly, specifications, with respect to a job. In other words,charactertraitsexpectedofprospectiveincumbentsarelistedasjobspecifications  Job:A group of positionssimilarintheirsignificantdutiessuch astechnical assistant,computerprogrammers.  JobDesign:TheJobDesignisabouttheagreementabouttheprofileof theidealjobcandidateand theagreementabout theskillsand competencies,whichareessential. 32 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Job Classification:The grouping of jobs on some basis such as thenature of work done orthe level of pay. For example, skilled, semiskilled and unskilled; Grade I, II and III officers ina Bank.  Position: A collection of tasks and duties which are performed by one person. For example,thePA toPrincipal receivesvisitors,takesdictation,operatescomputer,answersquery,attendstocomplaints andhelpsstudents.  Task: An identifiable work activity carried out for a specific purpose. For example: typing aletter. LEARNINGACTIVITY 1. “Smallerorganisationsdonotneedjobanalysisfortheirjobsbecause mostoftheiremployeesconductamyriadofactivities,toofar- reachingforastandardjobanalysis”.Giveyourview point. …………………………………………………………………………………………….…… ………………………………………………………………………………………………………… ………. 2. Discussthesourcesoferrorsin yourownorganisationoranyorganisation you arefamiliarwith,thatcandistortorrenderjobanalysisinformationinaccurate. ……………………………………………………………………………………………..…………… ………………………………………………………………………………………………………….. UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatdoyou understandbythetermjobanalysis?Statefeaturesofjob analysis. 2. Ifyouhavetodojobanalysis,whichprocessdoyoufollowindoingso? 3. Whatisjobdescription?Describe itsfeatures.Howwould youprepareajobdescription?Explainthroughanexample. 4. WhyisjobanalysisthefoundationofmanyotherHR activities? 5. Constructaformforasamplejobdescription.Whyis ajobdescriptionnecessarybeforedevelopingajobspecification? 6. Explainhowyouwouldcarryoutajobanalysisinacompanythathadnever hadjobdescriptions. B. MultipleChoiceQuestions 1. Anassessmentthatdefinesthejobsandbehavioursnecessarytoperformthejobisknownasa 33 CUIDOLSELFLEARNINGMATERIAL(SLM)

a. jobdescription 34 CUIDOLSELFLEARNINGMATERIAL(SLM)

b. jobspecification c. goal-orientedjobdefinition d. jobanalysis 2. Jobanalysisisconcernedwithwhichofthefollowing humanresourceplanningaspects? a. decidinghowwellsomeoneisperforminghisorherjob b. whatbehavioursarenecessaryto performajob c. hiringsomeonetodoajob d. estimatingpayon job levelin anorganization 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. Whichofthefollowingisnotacomponent ofjobdesign? a. jobenrichment b. jobrotation c. jobreengineering d. joboutsourcing Answers: 1-d, 2-b.3-d, 4-d,5-d REFERENCES  Duari,Pravin. (2010). HumanResourceManagement. NewYork:PearsonEducation.  Dessler,G.(2013).HumanResourceManagement.Delhi:Prentice-Hall. 35 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Flippo,EdwinB.(1966).Personnel/HumanResourceManagement.NewDelhi:TataMcG raw Hills.  Haldar, U.K. AndSarkar.(2012).HumanResourceManagement.NewDelhi:Oxford&IBH.  Aswathappa, A.(2002)HumanResourcesandPersonnelManagement:NewDelhi:TataMcGraw.  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-3 HUMANRESOURCEPLANNING Structure Learning ObjectivesIntrod uction Meaning&DefinitionChar acteristicsSignificance FactorsAffectingHRPB arriers toHRP.Summary KeyWords/Abbreviations LearningActivity Unit EndQuestions(MCQandDescriptive)Refere nces LEARNINGOBJECTIVES Afterstudyingthisunit,youwillunderstand:  Statethemeaning&definitionofHumanresourceplanning  Discussthecharacteristics&significanceofHumanresourceplanning  DescribefactorsaffectingHumanresourceplanning  IdentifystudybarrierstoHRP INTRODUCTION Human resource planning is the predetermination of the future course of action chosen from anumberofalternativecoursesofactionforprocuring,developing,managing,motivat ing,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.HRPhelpsinachievement oforganisationbyproviding the righttype and the righttype ofpersonnel. MEANINGANDDEFINITIONOFHRP Human resource is the most important asset of an organisation. Human resources planning is 37 theimportantmanagerialfunction.Itensurestherighttypeofpeople,intherightnumber,attheright CUIDOLSELFLEARNINGMATERIAL(SLM)

time and place, who are trained and motivated to do the right kind of work at the right time, there isgenerallyashortageofsuitablepersons. The enterprise will estimate its manpower requirements and then find out the sources from which theneeds will be met. If required manpower is not available then the work will suffer. Developingcountries are suffering from the shortage of trained managers. Job opportunities are available in thesecountries but properly trained personnel are not available. These countries try to import trained skillfromothercountries. In order to cope human resource requirements, an enterprise will have to plan in advanceits needsand the sources. The terms human resource planning and manpower planning are generally usedinterchangeably. Human resource planningis not a substitute for manpower planning. Rather thelatterisapart oftheformeri.e.,manpower planning isintegrated withhumanresourceplanning. DefinitionofHRP: According to E.W. Vetter, human resource planning is “the process by which a managementdetermines how an organisation should make from its current manpower position to its desiredmanpowerposition. Through planning a management strives to have the right number and the right kind of people atthe rightplaces, at the right time to do things which resultin both the organisation and theindividualreceivingthemaximumlong-rangebenefit.” Dale S. Beach has defined it as “a process of determining and assuring that the organisation willhave an adequate numberof qualified persons available at the proper times,performingjobswhichmeettheneedsoftheenterpriseandwhichprovidesatisfactionfortheindividu alsinvolved.” 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’s needsandgoalsoforganisationalmembers.” On the analysis of above definitions, human resource planning may be viewed as foreseeing thehuman resource requirements of an organisation and the future supply of human resources andmakingnecessary adjustmentsbetween thesetwoandorganisation plans,andforeseeingthepossibility of developing the supply of human resources in order to match it with requirements byintroducingnecessarychangesinthefunctionsofhumanresource management. Here, human resource means skill, knowledge, values, ability, commitment, motivation etc., inaddition to the number of employees. Though accomplishment of organisational objectives andgoalsistheprimaryconcernofthehumanresource planning,concernforthe aspirationsofthe 38 CUIDOLSELFLEARNINGMATERIAL(SLM)

peopleandtheirwell-beinghasequalimportanceinit. Infact,thehumanresourcesplanningmustresultinhumanisationofworkenvironment. CHARACTERISTICSOFHUMANRESOURCEPLANNING: From the above definitions, the following characteristics of human resource planning can beexplained: 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 toundertake recruiting,selecting and training processalso. 3. ManpowerPlanning: It helps in forecasting manpower requirement in the organisation. It helps an organisation to staffitselfwithrightpeople atthe righttime 4. Optimumutilizationofresources: 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: Besides Forecasting and employing personnel, HRP also ensures that good working conditions arecreated.Employeesaresatisfiedwiththeirjobsandalsoshouldliketoworkintheorganisation. SIGNIFICANCEOFHUMANRESOURCEPLANNING 1. Future Personnel Needs: – Planning defines future personnel needs and this becomes the basisof recruiting and developing personnel. The planning facilitates the preparation of appropriatemanpowerbudgetfor each department.Thisin turn helpsin controllingmanpowercosts byavoidingshortagesorexcessesinmanpowersupply. 39 CUIDOLSELFLEARNINGMATERIAL(SLM)

2. Coping with change: – Jobs are becoming more and more knowledge- oriented. This hasresultedinachangedprofileofHR.HRPenablesanenterprisetocopewithchangesincompetitiveforces ,markets,technology,products,andgovernmentregulations. 3. Creating HighlyTalented Personnel:– Employees can be trained,motivated and developedin advance andthishelpsinmeetingfuture needsforhigh-qualityemployees. 4. ProtectionofWeakerSections:-Inmattersofemploymentandpromotions,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 increasinglyimportantas theprocessof meetingstaffingneedsfrom foreign countriesandtheattendantcultural,language,anddevelopmentalconsiderationsgrowcomplex. 6. FoundationforPersonnelFunctions:–SystematicHRPforcestopmanagementofanorganisation toparticipateactivelyintotal HRmanagementfunctions.When thereisactiveinvolvementoftopmanagement,theywillappreciatetherealvalueofhumanresourcesinachi evingorganisationaleffectiveness. 7. Increasing investments in Human Resources: –The organisations make huge investments andso it compels proper Human resource planning for achieving effectiveness. An employee whograduallydevelopshis/herskillsand abilitiesbecomesfurthermorevaluableresource. FACTORSAFFECTINGHRP Human resource planning can be defined as the process of identifying the number of peoplerequired by an organization in terms of quantity and quality. All human resource managementactivities start with human resource planning. So, we can say that human resource planning is theprimaryactivityofhumanresourcemanagement. Amanagershouldconsiderthefollowingfactorswhenheorshemakes humanresourceplanning:  Employment.  Technologicalchanges.  Organizationalchanges.  Demographicchanges. 40 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Culture.  Shortageofskilldue tolabourturnover.  Pressuregroups.  Economicfactors.  Socialfactors.  Environmentalfactors.  PoliticalandLegalSystem. Employment HRP is affected by the employment situation in a country. In countries where there is greaterunemployment; there may be more pressure on the company from the government to appoint morepeople. For example, public sector enterprises are highly overstaffed in some countries, while few privateenterprisesareunderstaffed. Similarly, some companies may have a shortage of skilled labour and they may have to appointpeoplefromothercompanies. Technicalchangesinsociety Technology changes at a very fast speed andnew people having the required knowledge arerequiredforthecompany. In some cases, the company may retain existing employees and teach them the new technologyand,insomecases,thecompanyhastodismissexisting peopleandappointfreshpeople. Organizationalchanges Changestakeplacewithintheorganizationfromtimetotime. For example, a company may diversify into new products or close down businesses in some areas,etc.Insuchcases,a companymayhire ordismisspeople accordingtothesituation. Economicfactors How much money is available for salaries, training and equipment is the most immediate concerninhumanresourceplanning. However,externaleconomicsplaysanequallycriticalrole. For example, people do not have much money to spend in an economic recession and tend to bemuchmoreselectiveinwhattheybuyortheservicestheyuse.Thismeanssomeindustries,such 41 CUIDOLSELFLEARNINGMATERIAL(SLM)

as those producing luxury items or non- essential services, sell less and may even have to lay offsomestaff.This,inturn,makesthelocaleconomyevenmore difficult. Socialfactors Socialfactorsmayinfluencetheorganization’sHRplanning.Wherethereisacleardiscrepancyofone socialgroup,it’sagoodidea tobuildinwaysofopeningupnewopportunities. Technologicalfactors Newtechnologybringsnewskillsrequirements,socompaniesalwaysneedtobeawareofproficienciesand trainingneedswhenplanninghumanresources. Newproductsandservicesalsomayrequirerecruitinghighlyskilledemployeesortrainingexistingemploy ees tomeetthe need. Legalfactors Employment law is the most significant sector of the legal system that affects human resourceplanning,anditchangesallthetime. HR managers must keep themselves up to date, and have an employmentlaw specialist availabletoconsultifnecessary.Employmentlawchangesmustbereflectedincompanypolicy. Environmentalfactors Environmentalfactorsmightincludewherethebusinessislocatedaboutfindingsufficientappropriatestaf forchangestotheenvironmentthatmeananeedformoreor fewer employees. Asimpleexampleofenvironmentalfactorsaffectinghumanresourceplanningistheconsideration of how the employees get to work safely during extreme weather; the Firm’s planmay needtoinclude the possibilityoftelecommutingtokeepeverythinggoing. Labourmarket The labour market comprises people with skills and abilities that can be tapped as and when theneed arises. Although in many 3rd countries with surplus labour, there is a shortage of skilledpeople.Weshouldtakemeasurestomakemoreskilled workersavailableinthecountry. When one talks about laboursupply,the following deserve due consideration: the size,age,gender and educational composition of the population, the demand for goods and services in thecountry,thenatureofproductiontechnologyandthe employabilityofthepeople. BARRIERSTOHRP Plannersfacesignificantbarrierswhile formulatinganHRP.The majoronesarethe following: 42 CUIDOLSELFLEARNINGMATERIAL(SLM)

1. People question the importance of making HR practices future oriented and the roleassigned toHRpractitionersinformulation of organizational strategies.Theirargumentissimple-therearepeople when needed. Offer attractive package of benefits to them to quit when you find them insurplus. 2. HRP is entirely dependent on the HR forecasting and supply, which cannot be a cent per centaccurate process. 3. HR practitioners are perceived as experts in handling personnel matter, but are not experts inmanaging business. The personnel plan conceived and formulated by the HR practitioners whenenmeshed withorganizationalplan,mightmaketheoverallstrategicplanitselfdefective. 4. EmployeesandtheirunionsfeelthatbyHRP, theirworkloadincreasessotheyresisttheprocess. 5. HR information often is incompatible with the information used in strategy formulation. Strategicplanning efforts have long been oriented towards financial forecasting often to the exclusion of othertypesofinformation. 6. In Indian industries, HRIS is not much strong. In the absence of reliable data, it is not possible todevelopeffectiveHRP. 7. Conflicting may exist between short-term and long-term HR needs. For example, there arises aconflictbetween the pressure to getwork done on time and long-term needs, such as preparingpeople for assuming greater responsibilities. Many managers are of the belief that HR needs can bemetimmediatelybecauseskillsareavailableon themarketaslongaswagesandsalariesarecompetitive. These managers fail to recognize that by resorting to hiring or promoting depending onshort- termneeds alone,long-termissuesareneglected. 8. labour absenteeism, labour turnover, seasonal employment, technological changes and marketfluctuationsare the uncertaintieswhichHRPprocessmighthave toface. 9. There is conflict between quantitative and qualitative approach to HRP. Some people view HRP asa number game designed to track the flow of people across the departments. These people a strictlyquantitativeapproachtoplanning.Otherstakeaqualitativeapproachandfocusonindividualemploye e concerns such as promotability and career development. Best results would accrue if thereisabalancebetweenthe quantitativeandqualitativeapproaches. 10. Non-involvement of operating managers renders HRP ineffective. HRP is not strictly an HRdepartmentfunction.Successfulplanningneedsacoordinatedeffortonthepartofoperatingmanagersand HRpersonnel. 11. HRPistimeconsumingandexpensiveexercise,soindustriesavoid. SUMMARY  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. 43 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Humanresourcesplanningisdefinedastheprocessforidentifyinganorganisation'scurrent and future human resource requirements, developing and implementing plans tomeetthese requirementsandmonitoringtheiroverall effectiveness.  HR Planning is essentially the process of getting the right number of qualified people intotherightjobatthe right time sothatanorganisationcanmeetitsobjectives.  The planning process may not always give exact forecasts and to be effective it should be acontinuousprocess withprovisionforcontrolandreview  OrganisationsuseHRPasameansofachievinggreatereffectiveness.  TheHRPlanningprocess, shouldbetunedtoorganizationalobjectivesandstrategies.  Itincludesforecastingthedemandforemployees,preparingmanpowerinventory,determiningm anpowergaps andformulatingHRplans.  While developing HR Plans, managers should scan the external environment carefully toidentifytheeffectsofeconomic,social,competitive and governmentalinfluences.  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 anticipatedchangesintheHRrequirements oforganizations.  Withtheexpansionofbusiness,adoptionofcomplextechnologyandprofessionalmanagementtec hniques, the process of human resource planning has assumed a greatsignificance.  Human resource planning is a process of human resource development. The objective ofhumanresourceplanningistoprovidecontinuityofefficientmanningforthetotalbusiness and optimum use of manpower resources, although that optimum utilization ofpeopleisheavilyinfluencedbyorganisationandcorporateculture.  Human resource planning constitutes an integral part of corporate plan and serves theorganisationalpurposesinmorethanoneway.Humanresourceplanninginfluencescorporates trategyandisinturninfluencedbyit. KEYWORDS/ABBREVIATIONS  HRP: HumanResourcePlanning  HRM:HumanresourceManagement  Human Resource Management: It refers to a set of programmes, functions and activitiesrelatedtorecruitment,selection,training,development,compensationwelfareofhumanres ourcesofanOrganization.  Human Resource Planning: Assessment of human resource requirement and developingplanstoensureinflowofrightpeopletovariousfunctionaldepartmentsatthedesirabletim e. 44 CUIDOLSELFLEARNINGMATERIAL(SLM)

LEARNINGACTIVITY 1. AssumingyouareaHRDManagerinanorganisation,youneedtocreateanHRstaffingplan.Brieflyex plainwhatcriteriawillbe undertakenandwhy? ……………………………………………………………………………………………..…………… ………………………………………………………………………………………………………. 2. Brieflydescribethepracticesofhumanresourceplanningofyour organisation.Listoutthereasons,whythis practiceisbeingadopted. ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Defineandexplain thetermHumanresourcePlanning. 2. OutlinethestepsinvolvedintheHumanResourcePlanningprocess,ifyouhavetodoHRP. 3. SupposeyouaregoingtoHRplan,whatbarriers wouldyouconsider? 4. ExplainthecharacteristicsofHRPinyourorganization 5. Take anexample ofanITfirm,andstatethe significance ofHRP. 6. IdentifyanddiscussthefactorsaffectingHumanresourceplanning. B. MultipleChoiceQuestions 1. WhichofthefollowingfactorsstatetheimportanceoftheHumanResource Planning? a. Creatinghighlytalented personnel b. Internationalstrategies c. Resistancetochangeandmove d. Allofthe above 2. Whichofthefollowingoptionisnot thefactorthathinderswiththehumanresourceplanningprocess? a. Typeandqualityofforecastinginformation b. Timehorizons c. Environmentaluncertainties d. Unitetheperspectivesoflineand staffmanagers 3. Whatisthemajorissuefacedwhiledoingpersonalplanning? 45 a. Typeofinformationwhichshouldbeusedinmakingforecasts CUIDOLSELFLEARNINGMATERIAL(SLM)

b. Typesofpeopletobehired c. Multiplepositionstobefilled d. Allofthe above 4. Whichofthefollowingisnot thepartofhumanresourceplanning? a. AnalysingexistingHR b. ImplementationofHRplan c. Recruitment d. ForecastingHR 5. istheprocessofforecastinganorganization’s futuredemandfor,andsupplyof,the righttype ofpeople,intherightnumber a. HumanresourceManagement b. HumanResourcePlanning c. Procurement d. Recruitment Answers: 1-d, 2-d,3-a,4-c, 5-b. REFERENCES  Duari,Pravin.(2010). HumanResourceManagement. NewYork:PearsonEducation.  Dessler,G.(2013).HumanResourceManagement.Delhi:Prentice-Hall.  Flippo, Edwin B. (1966). Personnel/Human Resource Management. New Delhi: TataMcGraw Hills.  Haldar, U.K. AndSarkar.(2012).HumanResourceManagement. NewDelhi:Oxford&IBH.  https://www.yourarticlelibrary.com  https://www.managementstudyguide.com  http://workforceonline.com  http://www.glue.umt.edu/vernita/ 46 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–4RECRUITMENTANDSELECTION Structure Learning ObjectivesIntroducti on FeaturesofRecruitmentRe cruitmentProcessSourceso frecruitment RecruitmentPracticesinIndia. DifferencebetweenRecruitmentandSelectionSele ctionProcess TheSelectionProcessinIndia.Summary KeyWords/Abbreviations LearningActivity Unit EndQuestions(MCQandDescriptive)Referen ces LEARNINGOBJECTIVES Afterstudyingthisunit,youwillbeableto:  Statefeaturesand processofrecruitment  Discussthesourcesofrecruitment&practicesinIndia  Differentiatebetweenrecruitmentandselection  Outlinethe stepsintheselectionprocess 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)creationofvacanciesdue tobusinessexpansion,diversification,growth,and soon. 47 CUIDOLSELFLEARNINGMATERIAL(SLM)

The function of recruitmentis 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,theagecomposition of existing working force, promotion and retirement policies, turnover rates and the kindof personnel required. External determinants of recruitment are cultural, economic and legal factors.Recruitment has been regarded as the most important function of personnel administration. Unlesstherighttypeofpeopleishired,eventhebestplans,organisationchartsandcontrolsystemswillbeof no avail. A company cannot prosper, grow, or even survive without adequate human resources.Need for trained manpower in recent years has created a pressure on some organisations to establishanefficientrecruitmentfunction. FEATURESOFRECRUITMENT Someoftheessential featuresofrecruitmentare: 1. Recruitment is a searching and attracting function – It is mainly concerned with searching andattractingthepotentialcandidates towardsorganization. 2. Recruitmentis not a selection – Recruitmentinvolves searching the potential candidates andattracting them towards organization to apply for the job. But selection involves choosing suitablecandidate amongthosewhohaveappliedforjob. 3. It is a process – Recruitment is a process of series of activities like recruitment policy, sources ofrecruitment,techniqueoftappingthosesources andevaluationofthosesourcesetc. 4. It is a linking activity – Recruitment brings together those who have a job (employer) and thosewhosearchajob(employees) 5. It is a pervasive function – This function needs to be performed by all organizations which needhumanresources. 6. It is one of the functions of personnel management – It is an important function of personnelmanagement as it helps in acquiring different number and types of persons for continued functioningofanorganization. 48 CUIDOLSELFLEARNINGMATERIAL(SLM)