Human Resource

Management
Session - 1
 Course Handout
Learning goals Learning Outcomes Learning Assessment
method
The course aims to At the end of the course the participants The outcomes would
impart should be able to be assessed through
Functional  Appreciate the importance of HRM in  End-Sem
Proficiency and business context; Examination
integration with  Understand the need for organizations to  Mid-Sem
other core business Examation
adopt suitable HR practices and
functions.  Quiz
processes;  Group Project
 Design HR systems independently and  Class Participation
also lend support to the HR department (CP)
at their workplaces;
 Understand the need for compliances
and external controls in Human Resource
Management .
Evaluation Pattern
Method Description
Group Project 20 %
Mid Term Examination 25 % (Closed Book, based on text book, TAU
readings and classroom discussions)
End Term Examination 25% (Closed Book based on text book, TAU
readings and classroom discussions)
Quizzes (4) 20 % (Closed Book, based on text book, TAU
readings
and discussions in the class)
General Class 10%
Participation (Including
Good Behaviour)
Group Project
• The groups need to identify an organization in a specific sector.
• As we cover each topic in the course, the faculty will share the topic related
questions/themes by mail/on (ILMS).
• The groups need to work on these questions/themes in respect to their
organization and the specific sector.
• In all, the groups are required to make four submissions on specified dates.
• Each submission should be a consolidation of topics covered till the deadline
specified, in a proper report format following the conventions of academic
writing including plagiarism (Plagiarism Limit is set at 15%).
 Module Overview
Module – 1 Perspectives on Employment and Industrial Relations
Session – 1 Introduction to the Course
Reading (i) Values, Ideologies, and Frames of Reference in Employment
Relations
Course Overview
Discussion Cannot debar women from joining Army Medical Corps
Session – 2 Introduction to Labour Law
Readings (i) Introduction : Labour and Industrial Laws
(ii) Labour Law (Supplementary reading)
Case Discussion (iii) High Court upholds government notification on gratuity for
teachers
(iv) Labour law recast to add more leave to maternity, gratuity to be
made portable
Session – 3 Designing Jobs & Defining Work
Readings (i) Job Design: Approaches, Outcomes, and Trade-offs
(ii) Theorizing Work: The Importance of Conceptualization of Work
for Research and Practice (Supplementary reading)
Case Discussion (iii) Gopal Cotton Mills Limited
Factors of Production
• Land
• Labour
• Capital
• Human Resource Management studies all aspects of work/labour and
the employment/ labour relationship.
Employment Relations

Human
Industrial Resource
Relations Management

Personnel
Management
Parties in Employment Relationship
• Employee
• Employer
• Government/State
Employee Interests
• Survival and income - Maslow’s model of work; [Purely Income
Earning Activity]
• Equity and voice - “a fair day’s pay for a fair day’s work.”; [ILO
Declaration & Human Dignity]
• Fulfillment and social identity - man’s strongest link to reality is work;
• Power and control.
Employer interests
• Profit maximization
• Consideration of other stakeholders
• Power and control over employees
State Interests
• Freedom and the Rule of Law
• Equitable Outcomes
• Dominance of the Elite
Incompatibility of Interests
• Employers and employees freely pursue their own self-interest in competitive
labor markets;
• When these interests align, they consummate an economic transaction;
• When they do not align, they keep searching for mutually-beneficial exchanges.
Incompatibility of Interests
• Although labor markets might not be perfect, employers and employees share a
unity of interests, especially in that treating employees well improves the
company’s bottom line and vice versa.
Incompatibility of Interests
• Employers and employees interact as unequals with some shared and some
conflicting interests,
• These conflicts are economic in nature and limited to the employment
relationship.
Incompatibility of Interests
• Employers and employees interact as unequals with significant power
differentials that are pervasive through all social relations.
Four Theories of Employment Relationship
• The Egoist Employment Relationship
• Pursuit of individual self-interest by rational agents in economic markets
[Employment at Will];
• Units of productive Labour are bought and sold;
• Abuses and Exploitation are prevented by perfect competition;
• Labour Unions and Govt. mandated labour standards are seen as interfering
with the invisible hand of free market.
• Value: Efficiency; Whatever market bears is the best
Four Theories of Employment Relationship
• The Unitarist Employment Relationship
• Right employment policies and practices
• Creation of simultaneously benefiting policies
• Effective Management and HR practices – No requirement to support labour
union, mandated labour standards will not be required.
• Values and assumptions: Interests of the employment relationship and the
nature of conflict within this relationship
Four Theories of Employment Relationship
• The Pluralist Employment Relationship
• Workers and employers bargaining in imperfect labor markets.
• Multiple, sometimes-conflicting interests
• Fundamental belief - labor markets are not perfectly competitive
• The role of the state is to promote equitable outcomes.
• Inequitable outcomes are seen as stemming from imperfect labor markets
and unequal bargaining power
• Labor unions are seen as a productive counterweight to corporate power
Four Theories of Employment Relationship
• The Critical Employment Relationship
• Conflict is part of a broader societal clash between competing groups
• Takes a broader view of critical industrial relations and encompass Marxist,
feminist, and other sociological theories based on the division and control of
labor.
• Employment relations conflict is part of a broader societal clash between
competing groups
 Case Discussion
Cannot debar women from joining Army Medical Corps on grounds of
pregnancy: Punjab and Haryana High Court

Discussion Question
Which ‘Employment Relationship’ model best explains the events in
the case?
Labour & Industrial Laws
Session - 2
The Role of State
The role of government in IR depends on its

• Ideological orientation
• Political orientation
• Socio-economic orientation
Necessity of State Intervention in India

• Guardian of people and economy of the country

• Labour organisations were weak
• Constitutional Provisions
• DPSP
• Union list, State list and Concurrent List
Phases of Change in Economy & Role of State
First Phase: (1947 - 66)
 Import-Substitution Industrialization
 National capitalism
 Formation of large employment -intensive public enterprises.
 Relative industrial peace.
 Growth of public sector unionism.
 Government controlled & regulated IR.
Second Phase: (1967-80)

• Economic stagnation
• Considerable slowdown in employment growth & declining real
wages.
• Crisis in system: massive strikes & industrial conflict, multiple
unionism & decline in strength.
Third Phase: (1981-1991)

• Initial domestic economic liberalization

• Regional variation in economic development increases.
• Rise of independent enterprise unionism
 State Intervention in IR

 Prevention of exploitation
 Prescribing minimum labour standards
 Health, welfare and safety of workers
 Social security of employees
 Industrial peace and harmony
 Uninterrupted supply of goods and services
 Regulation of employment relationship
 Timely investigation and settlement of disputes
 Economic growth and development
The role of the state is manifested through three main modes

• Policy formulation

• Legislation

• Administration

Enforced through
Policy formulation Legislation
administrative system
Guiding principle of legal regulations is enshrined in the Indian
Constitution which envisages
the attainment of humane and decent employment as an
important goal of State policy

Art. 39 securing to the citizens an adequate means of livelihood; equal

pay for equal work for both women and men; ensuring that the health
and safety of workers is protected and a living wage for all workers.
Principles of Labour Legislations and
Industrial Jurisprudence
• Social Justice
• Equitable distribution of profits & other benefits
• State must afford protection to the workers against harmful effects of
health, safety and morality
• Social Security
• Guarantee towards certain risks
• Social Equity

• International Uniformity
• Recommendations of ILO
 Defining Law

“A body of rules put in place and upheld by the State”

• Aim at promoting the orderly and fair relations
among people and institutions
• Laws specify as far as possible the rights, duties,
obligations and good conduct in any jurisdiction
Jurisprudence
The word jurisprudence derives from the Latin term
juris prudentia, which means "the study, knowledge, or
science of law." The term is also used to refer to a
“body of law” comprising of statutes as well as
common law. A third way in which it is used is to
refer to “the philosophy of law”.
 Labour Legislations in India

Employment security The Industrial

The Industrial Employment ( The Trade
and industrial Disputes Act ,
Standing Orders) Act, 1946 Union Act, 1926
relations 1947
Income security i.e.,
The Payment of Bonus
wages and other Payment of Wages Act, 1936
Act, 1965
remunerations
Work security i.e.,
working conditions, safety The Factories Act, 1948
and occupational health
Workmen Maternity
Employees Provident Gratuity
Social security and labour welfare Compens Benefit
Fund Act, 1948 Act, 1952 ation Act Act
Industrial Disputes Act, 1947
Purpose – To minimize the conflict between labour and
management and to ensure, as far a possible economic and social
justice.
Main Objects:
• To secure Industrial Peace
• To ameliorate the condition of working in an industry
Applicability
• Extends to whole of India
• Applies to every industrial establishment carrying on
any business, trade, manufacture or distribution of goods and
services irrespective of the number of workmen employed therein.
• Every person employed in an establishment for hire or reward
including contract labour, apprentices and part-time employees to
do any manual, clerical, skilled, unskilled, technical, operational or
supervisory work, is covered by the act.
• Does not apply to persons mainly in managerial or administrative
capacity, persons engaged in a supervisory capacity and drawing >
10,000 P.M or executing managerial functions
What is an Industry (Section 2J)
• The definition of Industry under the Act is taken from the Supreme
Court's judgement in Bangalore water Supply and Sewerage Board
v. A. Rajappa.
• Triple Test formulae The organization is Prima Facie an industry if it
is
1. A systematic activity;
2. Organized by co-operation between an employer and an
employee;
3. for the production of goods and services calculated to satisfy
human wants and wishes. ( not spiritual or pious in nature but
inclusive of material things or services geared to seek celestal bliss)
The following points were also
emphasised in BWS case:
• Industry does not include spiritual or religious services or
services geared to celestial bliss
• Absence of profit motive or gainful objective is irrelevant, be the
venture in the public, joint, private or other sector.
• If the organization is a trade or business it does not cease to be
one because of philanthropy animating the undertaking
What is an Industrial Dispute
Following activities shall be deemed to the industrial dispute.
• Dismissal of workman
• Retrenchment of the workman
• Termination of workman from his services
• Strikes and Lockouts
Institute of Rural Management Anand
(IRMA)
IRMA is constituted as a not-for-profit organization and is registered as
society under the Societies Registration Act, 1861 and the Bombay Public
Trust Act, 1950. It is engaged in the noble profession of educating the
society. It is in existence since 1979. From a mere 30 employee at the
beginning of 1980 it has now about 24 faculty members and 70 non-teaching
staff. Most of the non-teaching staff members are on a time-bound contract.
There are about 360 students on campus and there is a mess managed by a
student cooperative (unregistered). The students committee employ about
20 people to cook and serve at the mess. It also employs few workers
through a labour contractor to look after sanitation and campus
maintenance.
• Is IRMA an Industry ? Reasons?
The Industrial Employment
(Standing Orders) Act, 1946
Object of the Act:
• Employers to define the conditions of employment under them
and make the conditions known to workmen employed by
them before they accept the employment .

• To maintain uniformity in terms and conditions of employment

in respect of workmen belonging to the same category . The
rules made in the regard to these conditions is called Standing
Orders
Matters to be provided in Standing
Orders under this act
• Classification of workmen, e.g., whether permanent, temporary, apprentices, probationers.
• Manner of intimating to workmen periods and hours of work, holidays, pay-days and wage rates.
• Shift working, Attendance and late coming.
• Conditions of, procedure in applying for, and the authority which may grant leave and holidays.
• Requirement to enter premises by certain gates, an liability to search.
• Closing and reporting of sections of the industrial establishment, temporary stoppages of work and
the rights and liabilities of the employer and workmen arising there from.
• Termination of employment, and the notice to be given by employer and workmen.
• Suspension or dismissal for misconduct, and acts or omissions which constitute misconduct.
The Trade Union Act, 1926
Trade Unions aim to:-
• Secure fair wages for workers and improve their
opportunities for promotion and training.
• Safeguard security of tenure and improve their conditions
of service.
• Improve working and living conditions of workers.
• Facilitate technological advancement by broadening the
understanding of the workers.
Payment of Wages Act, 1936
Object:
• To ensure that wages payable to employed persons were
disbursed by the employers within the prescribed time limit
and that no deductions other than those authorised by law were
made by them.
The Factories Act, 1948
Objects:
• To regulate the working conditions in factories and to ensure
provision of basic minimum requirements for safety, health and
welfare of workers.
• Special provision – In no case any women can be employed
between 8 PM and 5 AM
Employees Provident Fund Act, 1948
• All establishments employing 20 or more persons are brought
under preview of the EPF Act from the very first date of setup.
• The provisions of the Act are applicable on its own force
independently.
• Provision – 12% Contribution from the Employee Salary and
equal Employer contribution towards PF Fund.
Payment of Gratuity Act, 1952
Eligibility for gratuity
• An employee who has rendered at least five years of service
becomes entitled to the said benefit.
How does it work?
• An employer may offer gratuity out of the establishment’s
funds or may approach an insurance company in order to
purchase a group gratuity plan.
Calculation of amount of gratuity
• Gratuity = Last Drawn Salary × 15/26 × No. of Years of Service
• Is Gratuity a part of CTC?
Job Design
Session - 3
Attribution Theory
• Three Common Situations
• John rushes in the front door, slams his briefcase on the table and runs
upstairs.
• You pass a friend at the mall and he does not have time to talk to you.
• Jane is sitting at her desk laughing hysterically while the phone rings.
What do all these situations have in common?
How did you interpret these situations?
Attribution Theory
How people interpret events and, in their minds, relate them to the way
they think or behave.

Attributes – (a) Internal or Dispositional (b) External or Situational

Determinants of attribution
• Distinctiveness
• Consensus
• Consistency
Three Mile Island accident
• In 1979 at Three Mile Island nuclear power plant in USA a cooling
malfunction caused part of the core to melt in the #2 reactor. The TMI-2
reactor was destroyed.
• Some radioactive gas was released a couple of days after the accident, but
not enough to cause any dose above background levels to local residents.
• There were no injuries or adverse health effects from the Three Mile
Island accident.
• Fundamental Attribution : Human Error
Problem of Job Design
• Operators monitoring hundreds of poorly designed displays, controls,
alarms and lights;
• Emergency procedures were inadequately designed;
• Information and control systems for which the operators were
responsible created overwhelming mental demands.
Job Design
• The process of job design focuses on determining what tasks will be
grouped together to form employee jobs.
• There are four general approaches to grouping work tasks:
mechanistic, motivational, biological and perceptual/motor
Mechanistic Approach
• Viewed from the perspective of creating an efficient machine that
transforms labor inputs into goods and services.
• Industrial engineers often use analyses designed to find the work
methods that take the least time. Such as Time and Motion studies.
Mechanistic Approach
• Uses principles from Taylor’s Scientific Management.
• The basic goal is to simplify work tasks as much as possible.
• Tasks are automated.
• Each job is highly specialized, and to the degree possible jobs are
simple.
• Focus on completing only one task at a time, and a small set of tasks
is completed over and over.
Motivational Approach
• Aimed at increasing employees’ enjoyment of their work and thus increasing
their effort.
• to provide workers with tasks they find meaningful and enjoyable.
• A model of motivational job design is the job characteristics model, which
focuses on building intrinsic motivation.
• Intrinsic motivation exists when employees do work because they enjoy it,
not necessarily because they receive pay and other rewards.
The Job Characteristics Model

Source: J.R. Hackman and G.R. Oldham, Work Design

Biological Approach
• Follows principles of ergonomics, biomechanics and
anthropometry.
• Job tasks are assessed in terms of strength, endurance, and
stress put on joints.
• Work processes are then designed to eliminate movements that
can lead to physical injury or excessive fatigue.
• The basic goal of the biological approach is to eliminate
discomfort and injury.
• New age Job design in the Auto Assembly plants.
Perceptual/Motor Approach
• Basic objective is to simplify mental demands on workers and thereby
decrease errors.
• Safety and prevention of accidents are critical.
• Usually results in work characterized by sequential processing and
low autonomy.
Mental Demands Continuum

Motivational – Designed Jobs Mechanistic and Perceptual/Motor

Designed Jobs

• High Satisfaction • Low Training Times

• High Motivation • High Utilization Levels
• Low Absenteeism
• Low Likelihood of
(Individual Outcomes)
Error
Case Discussion – Gopal Cotton Mills Limited
Case Discussion – Gopal Cotton Mills Limited
• 1952 – Mr. Ramchandra Shah, MD GCM went to Japan on a trade
mission.
• Visits several South East Asian countries to make a survey of Indian
Textiles
• Decides to introduce automatic looms and replace obsolete
loomsheds which were hot, humid, poorly illuminated and very noisy
• Person in Charge – Mr. Shankarlal, Supervisor
• Relationship between the Supervisor and the weavers – Cordial,
understanding and very democratic
• New Loomshed – Sep 1953, One Weaver to 8 Loom
• Threat of termination
• Workers addressed by Mr. Shah and Union Leaders persuaded the weavers
to start working
• Efficiency – 88 % in two weeks
• Workers Complain – 84 % efficiency
• More Grievances – Workers moved back to Old setup – Protest – No old
looms in the shed
Discussion Points
• In light of the above, at what levels the problems can be identified?
• What was the Job Design approach that Gopal Cotton Mills Limited
followed till Sep 1953?
• Did MD fail to identify the requirements of the job ?
• What was the Job Design approach that GCM followed post Sep
1953?
HRM in Context
Session - 4
TinyOwl, the blue-eyed Start-up child
• A Mumbai-based food technology start-up had to shut the operations
in 2016
• The slide started in September 2015 when it fired 300 employees
after over-hiring - a common mistake for start-ups.
TinyOwl – Tipping Point
When one of the employees, in her 30s, took a deep breath, composed herself and marched into a
cabin, threw open the door and announced herself in a loud voice.

"How much money did you save when you fired me?" she asked Harshvardhan Mandad, the
founder and chief executive officer of TinyOwl.

Mandad stared back, followed by moments of silence. "You know what? I don't care and neither do
you," she said and marched out.
Source: Business Standard, March 14, 2016

Hostage Crisis – Nov, 2015

Gaurav Choudhary , Co-Founder held hostage at the company’s office in Pune
HR Problems
• Underdeveloped HR Policy
• Hiring Spree – CTO hired at a CTC of 1.5 Crore + Joining Bonus of 50
Lac
• ~500 people hired in one Quarter
• Competition driven – poached hires from Zomato
• HR System ?
Human Resource System
1. HR philosophies (values and guiding principles adopted in managing
people)
Tata Steel's philosophy of “Values Stronger than Steel”, creating “trust”
among employees is an inseparable part of the long term vision of the
company.
2. HR strategies (defining the direction)
3. HR policies (continuous guidelines)
4. HR processes ( formal procedures and methods  put HR plans into effect)
5. HR practices ( informal approaches used)
6. HR programmes (which enable strategies, policies, practices to be
implemented)
HP’s Good Card Programme
Aims of HRM

1. Organizational effectiveness (HRM makes a significant impact on firm

performance)
2. Human capital management (HC is the prime asset – the aim is to develop the
inherent capacities of people)
3. Knowledge management (support the development of firm-specific
knowledge)
4. Reward management (enhance motivation, job engagement)
5. Employee relations (harmonious relationship between partners)
6. Meeting diverse needs (stakeholders, workforce)
Models of HRM
• The Michigan School Model:
• Congruency with organizational strategy (matching model)

• The Harvard School Model

(Harvard framework)
• Integrated parts towards a strategic vision and with a central philosophy
The Michigan School Model
The Human Resource Cycle
Elements of human resource cycle
1.Selection: Matching available human resources to jobs
2.Performance Management
3.Rewards: focus on organizational performance (most under-utilized
and mishandled tool)
• short-term and long-term
4.Development – developing high quality employees
The Harvard Framework
Stakeholder Interest
• Shareholders
• Management
• Employee Groups
• Government
• Community
• Unions
Situational Factors
• Work Force Characteristics – What is the nature of people at Work
• Business Strategy and Conditions
• Managers often ignore the HR needs
• HR function often develops policies ignoring needs of other line functions
• Management Philosophy
• Labour Markets
• Unions
• Task Technology
• Law and Societal Values
HRM Policy Choices
• Employee Influence
• Human Resource Flow
• Reward Systems
• Work Systems
HR Outcomes
• Commitment
• Competence
• Congruence
• Cost Effectiveness
Measuring Outcomes:
• Commitment – Attitude Surveys
• Competence – Improved Performance
• Cost Effectiveness – Total Employment Cost
• Congruence – Measures of strikes, other forms of conflict
The Harvard Framework
 HRM in Context
External Context
Local-National-Multinational

Laws and Culture Politics Unions Labour markets Industry

regulations Characteristics

Internal organisation context

Technology Structure Size Life cycle Strategy

Sense making and decision making Human resource management Outcomes

Informal …….. Formal Prescribed ……. Enacted Short term …… Long term

Individual
Interpret environments Performance
Prioritise objectives, e.g., Philosophies Satisfaction
Learning
Legitimacy vis-à-vis Organisational
Policies Efficient
Stakeholders
Cohesive
Adaptable
Economic efficiency Practices Societal
Productivity
Resource acquisition Planning Staffing Appraising Rewarding Developing Quality of life
and development Human capital development
New Biotechnology Firms Hybridization Case :
New Genetics
• Identify the Policy Choices
• HR Outcomes
Job Analysis & Role Analysis
Session – 5
Job Analysis

The procedure for determining the duties and skill

requirements of a job and the kind of person who
should be hired for it.

Job Analysis
Job Description

Job Specification
Types of Information Collected
Work
activities

Human
requirements Human behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards
Use of Job Analysis Information
Recruitment and
Selection

Legal Compliance Compensation

Usage of
Information
Collected Via
Discovering Job Analysis Performance
Unassigned Duties Appraisal

Training
Steps in Job Analysis
Steps in a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

Step – 1: Decide how you will use the Information
- For writing Job Description for the purpose of hiring;
- For comparing jobs for the purpose of compensation.
Step – 2: Review relevant Background Information
- Understand the context of the Job
- Organizational Charts
- Process Chart – Detailed picture of the work flow
Process Chart for Analyzing a Job’s Workflow

Source: Compensation Management: Rewarding Performance by Richard J. Henderson.

Process Chart for Analyzing a Job’s Workflow

Information Input from the

Information Input from Funding
the Programme Head Agency/Programme Grant
Authority

Programme Manager

Resource Requirement Programme progress

shared with the report to the Programme
Programme Head Head
Step – 3: Select Representative Positions
- Select a sample from the total population
Step – 4: Actually Analyze the Job
- Meeting a Job Holder
- Briefly explaining the Job Analysis Process
- Interviewing the Job Holder to get a basic summary
of the job
- Identifying the Job’s broad areas of responsibility
Step – 5: Verify the Job Information
- Confirm if information is factually accurate or not
Step – 6: Develop a Job Description and Job Specification
- Job Description lists the duties, activities and
responsibilities of the job as well as important
features such as working conditions.

- Job Specification summarizes the personal qualities,

traits, skills and background required for getting the
job done.
Methods of Collecting Job Analysis Information:
The Interview
• Information Sources
• Individual employees
• Groups of employees
• Supervisors with knowledge of the job
• Interview Formats
• Structured (Checklist)
• Unstructured
Interview Method

• Advantages
Quick, direct way to find overlooked information
• Disadvantages
Distorted information
Methods of Collecting Job Analysis Information:
Questionnaires
• Information Source
• Have employees fill out questionnaires to describe their
job-related duties and responsibilities
• Questionnaire Formats
• Structured checklists
• Open-ended questions
Questionnaires

• Advantages
– Quick and efficient way to gather information from large
numbers of employees
• Disadvantages
– Time consumed in preparing and testing the
questionnaire
 Job Analysis Questionnaire for
Developing Job Descriptions

Note: Use a questionnaire

like this to interview job
incumbents, or have them
fill it out.

Source: HRM, Gary Dessler & Biju Varkkey, 12th Edition,

PEARSON India
Job Analysis Questionnaire for
Developing Job Descriptions
(continued)

Note: Use a questionnaire

like this to interview job
incumbents, or have them
fill it out.
Methods of Collecting Job Analysis Information:
Observation
• Information Source
• Observing and noting the physical activities of
employees as they go about their jobs
Observation

• Advantages
– Provides first-hand information
– Reduces distortion of information
• Disadvantages
– Time consuming
– Difficulty in capturing entire job cycle
– Of little use if job involves a high level of mental activity
Methods of Collecting Job Analysis Information:
Participant Diary/Logs
• Information Source
• Workers keep a chronological diary/ log of what they do and
the time spent on each activity
• Advantages
• Produces a more complete picture of the job
• Employee participation
• Disadvantages
• Distortion of information
• Depends upon employees to accurately recall their activities
 Writing Job Descriptions
Job
Identification

Job
Working Conditions
Summary

Sections of a Typical
Job Description
Standards of Responsibilities and
Performance Duties

Authority of the
Incumbent
DIY: Writing Job Description & Job Specification
• In Groups of 6 work out JD & JS for a Job Holder;
• Job Holder has to be a member of the same group
with some prior experience;
• By means of Interview/Questionnaire collect Job
Information & prepare a Job Description and Job
Specification keeping in mind essentials of JD & JS
Quantitative Job Analysis Techniques
Quantitative Job Analysis

The U.S. Department

Position Analysis
of Labor (DOL)
Questionnaire
Procedures
Portion of a Completed Page
from the Position Analysis
Questionnaire

The 194 PAQ elements

are grouped into six
dimensions. This exhibits
11 of the “information
input” questions or
elements. Other PAQ
pages contain questions
regarding mental
processes, work output,
relationships with
others, job context, and
other job characteristics.
Basic Department of Labor Worker Functions

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working

Basic Activities
2
2 Analyzing 2 Instructing Operating/controlling
3 Compiling 3 Supervising 3 Driving/operating
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking
instructions/helping

Note: Determine employee’s job “score” on data, people, and things by observing his or her
job and determining, for each of the three categories, which of the basic functions illustrates
the person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.
When is Traditional Approach not Suitable?

• Managerial Jobs that are more complex

• Jobs characterized by complex responsibilities
• Group of team tasks
Task Analysis
• The process of identifying the tasks of a particular job in an
organizational context by analyzing any discrepancies
• Six step model:
• Contextual Analysis
• Activity Analysis
• Task Delineation
• Competency Analysis
• Performance Analysis
• Discrepancy Analysis
Role Analysis
• Roles are defined by the expectations of role set members
• Integrating such expectations can be done through Role Analysis
What is Role Analysis
• Structured exercise to provide an overall picture of what the role is
supposed to achieve, the rationale for its existence within the
company, its interlinkages, and the attributes of effective role
occupant.
Role Directory
• Compendium of Role Analysis of all the major roles in an organization
(department, unit, company);
• Increases clarity of various roles.
Aspects covered in Role Analysis
• Organizational Position
• Role Set
• Mission of the Role
• Key Functions
• Critical Attributes
• Norms
Role Analysis for the position of
Chief Knowledge Officer (CKO)
• Focal Role Holder – Chief Knowledge Officer
• Organizational Position – member of the Executive Team Sub-Group on
Knowledge Management that acts as the KM & IT Steering Committee and
approves the project portfolio. Reports directly to the CIO of the Company
• Role Set – CIO, CHRO, Innovation Manager, Director of KM
• Mission of the Role – Through this role company seeks to maximise the business
value from data, information and knowledge, and from the use of enabling
business technologies.
• Key Functions -
Role Analysis for the position of
Chief Knowledge Officer (CKO)
• Key Functions –
• Lead and embed a governance structure that aligns KM & IT initiatives with business priorities
while utilizing finite resource (human and fiscal) in a manner that optimizes KM & IT
investments
• Communicate the value of KM and provide guidance on institutionalizing KM practices by
integrating diverse functions and groups
• Lead and guide the development of the policies, processes, responsibilities, tools and
taxonomies to efficiently access and use existing intellectual assets in the form of data,
information and knowledge and support effective compliance and sharing.
• Deliver KM systems that incentivize and promote appropriate knowledge sharing and
collaboration
• Seek opportunities for business process improvements and evaluate and integrate new tools
to support these improvements
Role Analysis for the position of
Chief Knowledge Officer (CKO)
• Critical Attributes –
• At least 10 years’ experience in senior management position(s) with a breadth of
experience
• Prior success in optimising organisational knowledge management
• Thorough understanding of technology tools and demonstrated ability to assess
relevance and applicability of such tools to business processes
• Diverse experience in managing technology, business and people, and achieving
change
• Experience of similar roles in other organisations including leading transformation
projects
Role Analysis Techniques
• The "focal role" initiates discussion of his role by analyzing the purpose of the
role in the organization how it fits into the total range of activities and its
rationale.
• The "focal role" individual lists his/her activities (prescribed and discretionary).
• The "focal role" lists expectations form each of those other roles in the group
which he feels most directly affect his own work; "Role Senders" state their
expectations, and arrive at an agreement.
• The "focal role" individual writes up his role. This consists of all aspects of his
work discussed above.
Expectations by Role Occupant
Role : Name:
List down functions you currently perform in Column 2
In Column 3 mark the relative importance of each function
Expectations by Role Set Members
Expectations from (Role):_____________________________
Your Role : ______________ Your Name:_______________
List down functions you would like the role occupant to perform in Column 2
In Column 3 mark the relative importance of each function
In Column 4 indicate the time that the Role occupant should spend on each of the function
Expectations by Role Set Members
Expectation Summary
• Summarize the functions
• Start with Category A (significant) functions , go on to B and C
• Against each function mention the degree of agreement amongst the role senders as H, M
&L
• Take up discussion, arrive at consensus
Human Resource
Planning
Session – 6
 Defining Human Resource Planning

‘the process for ensuring that the human resource requirements of an

organization are identified and plans are made for satisfying those
requirements’.

HRP addresses human resource needs both in quantitative and

qualitative terms
 Human Resource Planning
A decision-making process that combines three important activities:

• Identifying and acquiring the right number of people with the proper skills,
• Motivating them to achieve high performance, and
• Creating interactive links between business objectives and people-planning
activities’.
Aims of human resource planning
• Attract and retain - people with the appropriate skills,
expertise and competencies;

• Anticipate the problems of potential surpluses or deficits of

people;

• Develop a well trained and flexible workforce;

• Reduces dependence.
HR Planning Process
 Forecasting
• Given the uncertainty of forecasts, construct estimates as a
range, providing low, probable, and high estimates.
 Forecasting Business Activity
• An organization’s product demand directly affects its need for
labor
• Locate reliable, high-quality information sources within and outside
of the organization to forecast business activity
• Types of business activity forecasts:
• Seasonal
• Interest rate
• Competitors
• Industry and economic
• Others
 Forecasting Labor Demand
• It is a good idea to identify minimal as well as optimal staffing levels when
analyzing labor demand.
 Scenario Planning
• Scenario Planning, originally used by Shell more than 40 years
ago, is a qualitative planning technique.

• In scenario planning with the help of critical uncertain

dimensions some likely scenarios are built up.

• While theoretically the dimensions can be many, but for ease of

understanding generally two critical dimensions are used to
develop four likely scenarios.
Expansion of projects in ‘X’ Scenario 1 Scenario 2
Region <Title> <Title>
___________ ___________
___________ ___________
Business __________ __________
Growth

Scenario 3 Scenario 4

Withdrawal from certain <Title> <Title>

businesses ___________ ___________

___________ ___________
__________ __________

Adequate Skill Shortage

Skill Adequacy of Skill
 Trend Analysis
• Study of a firm’s past employment needs over a period of years to
predict future needs.

• Any employment trends that are likely to continue can be useful

in forecasting labor demand.
 Ratio Analysis
• Assumes that there is a relatively fixed ratio between the
number of employees needed and certain business metrics.

• Using historical patterns within the firm helps to establish a reasonable

range for these ratios.
• Need consistent historical trends to calculate ratios.
 Scatter Plots
• Show graphically how two different variables are related.

Source: GD, BV, HRM

Judgmental Forecasting
• Relies on the experience and insights of people in the organization to predict future
needs.

• Top-down
• Bottom-up
 Why Judgmental Forecasting
• Because historical trends and relationships can change;
• best to supplement the more mechanical methods with
managerial judgment;
• The more mechanical methods can be used as a starting point
and managerial input then used to modify the estimates.
 Forecasting Labor Supply
• Combining current staffing levels with anticipated staffing gains and
losses results in an estimate of the supply of labor for the target position at
a certain point in the future.
• Anticipated gains and losses can be based on historical data combined
with managerial estimates of future changes.
• External labor market
• Internal labor market
 Transition Analysis
• A quantitative technique used to analyze internal labor markets and forecast
internal labor supply.
• Can also forecast the number of people who currently work for the organization
likely to still be employed in various positions at some point in the future.
• The analysis is best performed for a limited number of jobs at a time to keep it
easily interpretable.

• In how many ways an existing position can fall vacant in an organization?

Transition Analysis Process

Source: Phillip and Gully, Strategic Staffing

Transition Analysis

Source: Phillip and Gully, Strategic Staffing

Using the Transition Probability Matrix

Source: Phillip and Gully, Strategic Staffing

 Internal Labor Market Forecasting Methods

• Judgment

• Talent inventories: summarize each employee’s skills, competencies, and

qualifications

• Replacement charts: visually shows each of the possible successors for a job and
summarizes their present performance, promotion readiness, and development
needs

• Employee surveys to identify the potential for increased turnover in the future

Copyright © 2011
Pearson Education, Inc.
Publishing as Prentice Hall
Replacement Chart
 Forecasting the External Labor Market

• Organizations monitor the external labor market in two ways.

• 1. Through their own observations and experiences.

• 2. By monitoring labor market statistics generated by others.

• U.S. Bureau of Labor Statistics (BLS) and others (Monster Employer Index India)
 HR Planning
The three questions that need to be answered are:

1. How many people should we recruit?

• Staffing yields
• Hiring yields: (also called selection ratios)
2. What resources do we need?
• Workload-driven forecasting: based on historical data on the average
number of hires typically made per recruiter
• Staffing efficiency driven forecasting: the total cost associated with the
compensation of the newly hired employee
3. How much time will it take to hire?
• Continuous recruiting can shorten the hiring timeline
• Batch recruiting: recruiting a new applicant pool each time
Class Exercise
• Human Resource in State Bank of India, Anantpur Branch
Recruitment & Selection
Session – 7
Defining Recruitment & Selection
Recruitment
is the process of generating a pool of capable people to apply for
employment to an organization.

Selection
is the process by which managers and others use specific instruments
to choose from a pool of applicants a person or persons most likely
to succeed in the job(s), given management goals and legal
requirements.
The Recruitment and Selection Process
1. Decide what positions to fill through personnel (HR) planning
and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and undergo
initial screening interviews.
4. Use selection tools to identify good-fit candidates.
5. Decide who to make an offer to, by having the supervisor and
others interview the candidates.
The stages of recruitment and selection

Source: Strategic Staffing, Phillip & Gully

The Need for Effective Recruiting

Recruiting Challenges

Effects of non- Legal requirements

Effectiveness of chosen
recruitment issues and associated with
recruiting methods
policies employment laws
Finding Internal Candidates

Hiring-from-Within

Posting open Rehiring former Succession

job positions employees Planning
Outside Sources of Candidates
Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

On Demand Recruiting Services

2 Advertising (AIDA) 7
(ODRS)

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

4 9 Referrals and Walk-ins
Staffing

5 Offshoring/Outsourcing
The Recruiting Yield Pyramid

RYP : Historical Arithmetic relationships between recruitment yields and invitees,

invitees and interviews, interviews and offers made and offers made
and offers accepted
Recruitment Considerations
What would you consider before making a recruitment
plan?
• Cost
• Time taken to recruit and select
• Labour market focus, for example: skills, profession or
occupation
• Mobility of labour – geographic and occupational
• Legislation on gender discrimination, race discrimination
and disability
When will you not respond to a Job
Posting/Recruitment Ad ?
Why Careful Selection is Important

The Importance of Selecting the

Right Employees

Organizational Costs of Recruiting and Legal

Performance Hiring Obligations and Liability
Basic Criteria for Using Tests
• Reliability
• Validity
Basic Testing Concepts
• Reliability
• Consistency of scores obtained by the same person when retested with
identical or equivalent tests.
• Are test results stable over time?
• Validity
• Indicates whether a test is measuring what it is supposed to be measuring.
• Does the test actually measure what it is intended to measure?
Measuring Reliability
• Test Retest Reliability Estimates
• Equivalent or Alternate form Estimates
• Internal Comparison Estimates
What can cause a test to be unreliable
• Physical conditions
• Differences in test takers
• Differences in persons administering the test
 Types of Validity

Test Validity

Criterion Validity
Content Validity
- Those who do
- Test containing
well on the test do
fair sample of task
well on the Job

Construct
Validity
Measures a
construct &
construct is
important
How to Validate a Test
• Analyze the Job: predictors and criteria;
• Choose the Tests: test battery or single test;
• Administer the Tests: concurrent or predictive
validation;
• Relate Your Test Scores and Criteria: scores versus
actual performance;
• Cross-Validate and Revalidate: repeat Steps 3 and 4
with a different sample
 Expectancy Chart

Note: This expectancy

chart shows the relation
between scores made
on the Minnesota Paper
Form Board and rated
success of junior Example: Those who score between 37 and 44 have a 55% chance
draftspersons. of being rated above average and those scoring between 57 and
64 have a 97% chance.
Testing Programme Guidelines
1. Use tests as supplements.
2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
Test Takers’ Individual Rights and Test
Security
• Under the APA’s standard for educational and psychological
tests, test takers have the right:
• To privacy and information.
• To the confidentiality of test results.
• To informed consent regarding use of these results.
• To expect that only people qualified to interpret the scores will
have access to them.
• To expect the test is fair to all.
 Types of Tests

What Tests
Measure

Cognitive Motor and

Personality and
(Mental) Physical Achievement
Interests
Abilities Abilities
 Work Samples and Simulations

Measuring Work
Performance Directly

Managemen Miniature
Realistic
Work t Situational Job Training
Job
Samples Assessment Judgment Test and
Previews
Centers Evaluation
Evaluation of Assessment Methods on Four Key Costs
Criteria
(Develop/ Applicant
Assessment Method Validity Adverse Impact Administer) Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat
favorable
Job knowledge test High High (against minorities) Low/low More favorable
Personality tests Low to Low Low/low Less favorable
moderate
Biographical data Moderate Low to high for different High/low Less favorable
inventories types
Integrity tests Moderate Low Low/low Less favorable
to high
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate High (against females and High/high More favorable
to high older workers)
Situational judgment Moderate Moderate (against High/low More favorable
tests minorities)
Work samples High Low High/high More favorable
Assessment centers Moderate Low to moderate, High/high More favorable
to high depending on exercise
Physical ability tests Moderate High (against females and High/high More favorable
to high older workers)
 Background Investigations and Reference
Checks
Investigations and Checks
• Reference checks
• Background employment checks
• Criminal records
• Educational qualifications
• Credit checks
Why?
• To verify factual information provided by applicants.
• To uncover damaging information.
Background Investigations and Reference
Checks

Former Employers

Current Supervisors

Sources of Commercial Credit

Information Rating Companies

Written References

Social Networking Sites

Testing the Test
How can developers & organizers of CAT
overcome the issues of reliability & validity?
How can B-Schools accepting CAT scores
overcome Type -1 & Type -2 error?
Google
• Is there a problem with Google?
• How do you know that?
• How can it overcome the problem?
Mechanism?
Induction & Socialization
Session – 8
Narratives / Stories
What is the worst experience you have had in a job on the first
day/week that gave you pause about your decision?
Narratives / Stories
A great experience that you have had or gave to a new hire that
still stays with you?
Turn Off #1

Make sure a work

space has not been
created or
assigned....

Source: Portland State University, Human Resources

Turn Off #2

Assign the new

employee busy
work that has
nothing to do with
his job description
because you are
have a busy day.....

Source: Portland State University, Human Resources

Turn Off # 3

Pair up the new

employee with a
buddy/mentor that is
known to be the most
unhappy, negative,
bashing member of your
staff...

Source: Portland State University, Human Resources

Orientation
• A procedure for providing new employees with basic
background information about the firm.
Objectives of Orientation
• Make the new employee feel welcome;
• Imparting basic information to function effectively;
• Help new employee understand the organization in a broad
sense;
• Start socializing into the firm’s culture.
Onboarding
• Onboarding is the process of integrating employees into their
new work environment.
• It is the final, yet crucial stage of the R&S process. It is an
extension of the first day orientation and one of the most
important steps in retention.
 Onboarding Timeline
• Organizational readiness, Expedite transactional activities
Pre-Employment • Facilitate employee preparations
• Coordinate first-day schedule

• Cultural introduction: goals, mission, and vision

First Day • Constant employee engagement: create connections
• Set clear expectations
• Establish transition coach and mentor
• Provide regular opportunities to ask q’s
First Week • Initiate training and development
• Ensure resource availability

• Give room for improvement

First 90 • Provide regular feedback
Days
• Create PDP

• Acknowledgement
First Year of success
• Smooth transition
to PM
What is Socialization
• Process by which a new member learns the value systems, the
norms and the required behavior pattern of the society,
organization of group she/he is entering.
Narratives
• How did you learn the value system, norms and required
behavior pattern at IRMA?
The Socialization Process

Source: Principles of Human Resource Management, Cengage

Learning
The Psychology of Socialization
• Effective socialization usually means that the newcomer
has changed some basic attitudes and beliefs.
• Making newcomer expend a lot of time, effort and energy.
• Arouse in the newcomer feelings of obligation
• Conferring status
• Giving of “plentiful hygiene factors”
Stages of Socialization

Source: Principles of Human Resource Management, Cengage

Learning
Outcomes of Organizational Socialization
• Employee loyalty
• Employee Commitment
• Productivity
• Turnover
Responses to Socialization
• Type 1- Rejection - Rejection of all values and norms
• Type 2- Creative Individualism – Acceptance only of pivotal
values and norms; rejection of all others
• Type 3- Conformity – Acceptance of all values and norms
Training Design
Session - 9
Training & Development and other HR
Functions
Availability of training Recruitment
can
aid in recruitment
Training may permit Selection Effective selection may
hiring reduce training needs
less-qualified applicants
Training aids in the Performance A basis for assessing
achievement of Appraisal training needs and results
performance

Training and Compensation A basis for determining

development Management employee’s rate of pay
may lead to higher pay
Labor Union cooperation can
Relations facilitate training

2
 When is Training a Good Intervention

• Training might be appropriate when the performance

issue is a “can’t do” issue:
• Poor performance (resulting from a knowledge or skill
deficiency).
• Lack of basic skills (reading, writing, technology, math
skills).
• New technology.
• A customer request for new products or services.
• Higher performance standards.

3
 When Is Training NOT the Best Intervention?
• Training is not the best intervention when the performance
issue is a result of:
• Recruitment, selection or compensation problems.
• Insufficient tools, equipment or resources.
• Physical setting problems.
• A lack of motivation (job-person fit; person-org fit); a “won’t do” issue.
 What is Training Need Analysis

Process to determine whether training can

address a performance gap.
 Think About It
• Your sales director complains that her representatives are not
making their monthly quotas. She is convinced they need more
sales training to address this issue and asks you to design
something by the end of the week.

• What would you do?

6
 TNA Framework Components
• Organizational Analysis
• To align training with business strategy and to ensure there are resources and
managerial support for training.
• Task Analysis
• To identify the important work-related tasks and knowledge, skills, behaviors,
abilities (KSBAs);
• determine if the content and activities are consistent with trainee on-the-job
experience; and
• to develop measurable and relevant content, objectives and methods.
• Person Analysis
• To ensure that trainees have the basic skills, motivation, prerequisite skills or
confidence.

7
Needs Assessment Analysis

Organizatio Task Organizational

n Analysis Analysis Demands

Performance Gap

Person
Employee Capability
Analysis
 Organization Analysis
An Organization Analysis involves determining :
• Appropriateness of training given the organization’s
strategy.
• Resources (financial and development) available for
training and transfer after training.
• Where is training needed in the organization?
 Gather data mainly from senior and mid-level managers. Why?

9
 Task Analysis
Task Analysis involves:
• Identifying the important work-related tasks and knowledge, skills,
behaviors and abilities (KSBAs)
• How often and when tasks are performed
• Quantity & Quality of performance required

10
 Individual/Learner Analysis
The person/learner analysis involves:
• Determining whether performance deficiencies result from a lack of
knowledge, skill, behavior or ability (a training issue) or from a
motivational or work design problem.
• Identifying who needs the training; who has a KSBA deficiency.
• Determining readiness for training: basic skills, motivation, self-
efficacy.

11
 TNA Data Collection Methods
• Survey
• Interviews
• Observations
• Focus Groups
• Advisory Committees

12
 Airport Scene
Why have the three Airlines i.e. Indian Airlines, Air Sahara and Jet
Airways responded differently on the issue of Fog related delay and
cancellation of flights?
Preparedness at what level is missing?

13
IIMs, Foreign varsities line up to educate SHOs
At what levels the “Training Needs” has been identified?

14