EVOLUTION OF HUMAN RESOURCE  In order to manage people in the

MANAGEMENT factory system of industrial

revolution , three systems of HRM
were developed – Recruitment of
Chapter 1
Workers, Training of Workers and
Control of Workers.
MEDIEVAL ERA
 Trade Union Movement Era
 During the ancient times, production of
goods was done mainly by skilled artisans  Workers started to organize
and craftsmen. themselves based on their
 They themselves owned the tools and common interests to form
instrument, produced articles and sold worker’s association which is
these in the market. known as Trade Unions.
 However, many effluent craftsmen also
employed apprentices and certain  These trade unions started such as
categories of hired laborers. strikes, slowdowns, walkouts,
 During this period, the skilled craftsmen boycotts for the acceptance of
also formed their guilds primarily with a their demands.
view to protecting the interests of their
respective trades.  Social Responsibility Era
 In the first decade of 20th
TYPES OF LABORERS DURING MEDIEVAL century, some factory owners
PERIOD started adopting a more
humanistic towards workers.

 Slaves  Those industrialists who adopted

 Serfs humanistic approach offered a
 Indentured Labor number of concessions and
facilities to labor force like
reduced number of work hours,
EMERGENCE OF MODERN INDUSTRIAL LABOR
improved facilities at workplace ,
AND IMPROVEMENT OF STATUS
model villages to workers etc.,
 Industrial Revolution Era
 Industrial revolution brought out a  Scientific Management Era
number of changes like centralized
work locations with large number of  Around the beginning of 20th
workers working together, century, Taylor started to find
mechanized production process, out “one of the best way of
migration of workers from their doing thing” based on time and
place of origin and indirect contact motion studies.
between factory owners and
workers.  On the basis of his
experiments, he was able to
 increase worker’s productivity simultaneously variations of mutually-
considerably and wrote many dependent variables.
papers based on these
experiments and a book on  Human Resource Management Era
scientific management.
 When the factory system was
 Human Relations Era applied in production, large number
of workers started working
 Around 1920s, management together.
researchers gave a close look at the
human factor at work and the variables  A need was felt that there should be
that affected people’s behavior. someone who should take care of
recruiting, developing and looking
 They concluded that in order to have after the welfare of these workers.
better productivity, management should
take care of human relations besides  The complexity of managing human
the physical conditions at the resources in large business
workplace. organizations increased, the scope
of industrial relations department
 Behavioral Science Era was extended to cover supervisory
staff and subsequently managerial
 In contrast to human relations, the personnel.
behavioral scientist have been goals and
efficiency-oriented and consider  Industrial departments was named
understanding of human behavior to be as personnel department.
the major means to that end.

History of Modern Human Resource

 This era led to the development of two-
Management
way communication, participation of
employees in decision making, joint
goal-setting, group dynamics,  The history of Human Resource
management development and Management since 1950 up to current
management of change in the times is the age of modern
organization. developments. It is the period of
citizenship concept of labor where the
 Systems and Contingency Approach Era workers have the full right to be
consulted in determining the rules and
 It is an integrated which considers regulations under which they work.
management of human resource in its
totality based on empirical data.  1960, the Human Resource
Management began to be realized as a
 The basic idea of this approach is that behavioral science which centered
analysis of any object must rely on a completely on human elements with
method of analysis involving the study of organizational behavior as
 its main crux. of the individual.
- refers to HUMAN CAPITAL
 1970, Human Resource Management is - The HRM process consists of planning,
fully recognized as a profession dealing attracting, developing, and retaining the
with the management of human human resources (employees) of an
resources. organization.

CHAPTER 2 THREE MAJOR RESPONSIBILITY OF HR

DEPARTMENT

OUTLINE
 Transactional Work – which is
 Human Resource Management
administrative work on individuals, like
 Staffing the Organization
payroll and administering employee
 Job Analysis benefits, like insurance and retirement
 Recruitment plans.
 Selecting Employees 
 Orientation Tactical Work – involves developing
 Employee Performance solution that benefit employee work
 Training and Development groups, like resolving employee
 Reward Management performance issues or workgroup
 People Motivation conflict.
 Performance Management
 Constitutional & Legal Framework  Strategic Work – benefits the entire
organization by aligning services that
are linked to long term goals.
According to Adi Godrej,

‘’All corporate strengths, are dependent on

HUMAN RESOURCE MANAGEMENT (HRM)
people.’’

HUMAN RESOURCE MANAGEMENT (HRM)

 Is the effective use of an organization’s

human resources to improve its
performance.

 The strategic and coherent approach to

the management of an organization's
most valued assets – the people.

 The productive use of people in

achieving the organization’s strategic
business objectives and the satisfaction
  Talent Management are the integrated
processes to attract, motivate and retain
 Human Resource Management Comprise
productive, engaged employees.
the formal system designed to manage
people in an organization.

Activities:

 Recruitment
 Interviewing
 Selecting
 Hiring

 Training And Development is about the

betterment of people and performance
through information they will use.

Activities :

 Training
 Human Resource Strategy and Planning  Development
identifies and manages current and future  Career Planning
needs to achieve organizational goals.

Activities:
 Performance Management is the processes
 Analysis to ensure the organization connects mission
 Planning with the work of employees.
 Effectiveness
Activities :
 Metrics
 Technology  Appraisal
 Improvement
 Intervention
 Compliance is doing what is asked for or
required by federal, state, and local
government in the management of people.  Total Rewards are the financial and non –
financial tools used to attract, motivate, and
Activities:
retain employees.
 Equal Employment
Activities :
 Federal Regulation
 State Regulation  Compensation
 Local Regulation  Benefits
 Recognition
 Work - life
 Safety and Health ensuring the safety,
health and welfare of the people.
 Activities : CHAPTER 3. STAFFING

 Employee safety
 Security STAFFING
 Work Comp GETTING THE RIGHT PEOPLE FOR THE RIGHT
JOB
 Employee and Labor Relations focus on the
relationship of employees with the
1. Human Resource Planning
organization and with each other.
2. Recruitment
Activities : 3. Selection
4. Orientation
 Policy
 Investigations
 Labor Relations WORKFORCE PLANNING
 Employee rights  A process in which organization
attempts to estimate the demand for
labor and evaluate the size, nature and
PERSONNEL MANAGEMENT VS. HRM sources of the supply which will be
required to meet the demand.
Personnel Management HRM Focus
Focus  Getting the right number of people with
Administering of Policies Helping to achieve the right competencies in the right jobs
strategic through people at the right time.
Stand alone programs, such HRM training programs
as training that are integrated with
Benefits of Workforce Planning
company’s mission and
values
Personnel department Line mangers share joint  Ensure replacements are available to fill
responsible for managing responsibility in all areas of important vacancies.
people people hiring and
management
 Provides realistic staffing projections for
Creates a cost within an Contributes to the point
organization objectives of the budgeting purposes.
organization
 Provide a rationale for linking
expenditures for training and retraining,
development, career counseling and
recruitment efforts.

 Help prepare for restructuring,

reducing, and expanding the workforce.
JOB ANALYSIS  Technical Conference Method

 A job analysis technique that

 Is a systematic procedure for getting
involves extensive input from the
information about the current or
employee’s supervisor.
proposed duties and requirements of a
position in order to determine the most
 Diary Method
appropriate classification.
 A job analysis method requiring
 A process used to collect information
job incumbents to record their
about the duties, responsibilities,
daily activities.
accountabilities necessary skills,
outcomes, and work environment of a
particular job. JOB ANALYSIS

JOB ANALYSIS METHODS

 Observation Method

 A job analysis technique in which

data are gathered by watching the
employee work.

 Individual Interview Method

 Meeting with an employee to

determine what his or her job JOB ANALYSIS OUTCOMES
entails.

 Group Interview Method 1. Job Description – a statement indicating what

a job entails. Contain a list of tasks, duties, and
 Meeting with a number of responsibilities (TDR).
employees collectively determine - It often includes:
what their job entails. - Job Title – usually describes the job and hints
at the nature and duties of the job.
 Structured Questionnaire Method - Job Identification – includes the department
location of the job, who the person reports to, a
 A specifically designed job identification code, which is sometimes the
questionnaire on which employees Occupational Information Network (O*NET),
rate tasks they perform in their and the date the description was last revised.
jobs. - Job Duties or Essential Functions – lists of
duties in order of importance.
2. Job Specifications - statements indicating the today’s labor market.
minimal acceptable qualifications incumbents
must possess to successfully perform the
essential elements of the jobs.
- it explains the personal qualifications
necessary to perform the duties including
specific skills, education, certification, and
physical abilities.

The Multifaceted Nature of the

JOB ANALYSIS BASIC METHODS OF JOB EVALUATION
1. Ranking Method – the simplest method
wherein jobs are arranged from highest to
lowest, in order of their value or merit to the
organization.

JOB EVALUATION

 is a systematic way of determining the

value/worth of a job in relation to other
jobs in an organization.
2. Classification Method – a predetermined
 It tries to make a systematic comparison number of job groups or job classes are
between jobs to assess their relative established and jobs are assigned to these
worth for the purpose of establishing a classes. Ex: (next slide)
rational pay structure.

 The assessment of the relative worth of

varied jobs on the basis of a consistent
set of job and personal factors such as
qualifications and skills required.

 Specifies the relative value of each job

in the organization.

 A tool used to evaluate the worth of 3. Factor Comparison Method - A complex

each job in the organization and in method, but is consistent and appreciable. Jobs
are ranked according to series of factors that
includes mental effort, physical effort, skill INTERNAL SOURCES OF RECRUITMENT
needed, supervisory responsibility, working
 Promotion
conditions and other relevant factors (e.g.
know-how, problem-solving abilities, and
 It means to give a higher position,
accountability)
status, salary and responsibility to
4. Point Method the employee.
- The most widely used method wherein points
are assigned to each factor after prioritizing  Transfers
each factor in the order of importance.
The points are summed up to determine the  Change in the place of
wage rate for the job. employment without any change
in the position, status, salary and
responsibility of the employee.

Recruitment
 Internal Advertisement

 Vacancy is advertised within the

organization.

 Retired Manager

 Sometimes, retired managers may

be called for a short period. This is
done when the organization
cannot find suitable candidate.

 Recall from Long Leave

 The organization may recall a

manager who has gone on a long
leave. This is done when the
organization faces a problem
which can only be solved by that
particular manager. After he solves
the problem, his leave is extended.

 Employee Referrals

 It is the process of hiring new

resources through the references
of employees, who are currently
working with the organization.
EXTERNAL SOURCES OF RECRUITMENT

Advertisement
The job vacancy is announced through various
print and electronic media with specific job
description and specifications of the
requirements.

Employment Agencies
Companies, which attempt to match the
employment needs of an employer with a
worker having required skill set and interest.

Professional Associations
Professional associations can help organization
in hiring professional, technical and managerial
personnel, however they specialize in sourcing
mid-level and top-level sources.

Campus Recruitment/Job Fair

In this process, the organizations visit technical,

management and professional institutions for
recruiting students directly for the new
positions.

Word of mouth Advertising

It is an intangible way of sourcing the candidates
for filling up the vacant positions. There are
many reputed organizations with good image in
the market.
Chapter 4. Selection Process undesirable.

Selection Process Interview

 The process of interviewing and

evaluating candidates for a specific job  An applicant who pass the initial
and selecting an individual for screening, application form and
employment based on certain criteria. required test typically receive a
comprehensive interview.
 Selection activities follow a standard of
pattern, beginning with an initial  The interview is designed to probe
screening interview and concluding with areas not easily addressed by the
the final employment decision. application form or tests, such as
assessing a candidate’s motivation,
values, ability to work under pressure,
attitude and ability.

 Hire for attitude, train for skills

Pre-Employment Testing

 It is an objective and standardized way

of gathering data on candidates during
the hiring process.

Application Form  They are an efficient and reliable means

Application forms includes the applicant’s of gaining insights into the capabilities
contact information, education, experience, and traits of prospective employees.
skills, accomplishments, and references.

Reference and Background Analysis

Preliminary Interview

 These are the 1st round of interviews  Background investigations or reference

that aim to eliminate the applicants checks are intended to verify the
who are unqualified for the job. information on the application form is
 These are generally informal and correct and accurate.
unstructured even before the
candidates fill in the application forms.  It is a process a person or company uses
 Preliminary interview enable quickly to to verify that a person is who they
interviewer about interviewee on the claim to be.
basis of appearance and quality of
communication. But it may be  Back checks provide an opportunity for
someone to check a person’s criminal
 record, education, employment history Employee Handbook
and other past activities to confirm their
validity.
 A booklet describing important
aspects of employment an
Medical and Physical Exam employee needs to know.
It serves both employee and
Physical exams can only be used as a
employer.
selection device to screen out individuals
who are unable to physically comply with
 The handbook gives employees an
the requirements of a job.
opportunity to learn about the
company and what benefits it
Job Offer provides and understand the
Individuals who perform successfully in the information at their own pace.
preceding steps are now considered eligible
to receive the employment offer.

Socialization

Socialization frequently called “onboarding”

refers to the process of helping employees
adapt to a new job and new organizational
culture.

Socialization Process
PRE-ARRIVAL STAGE
Recognizes that individuals arrive in an
organization with a set of organizational
values, attitudes and expectations.

ENCOUNTER STAGE
The socialization stage where individuals
confront the possible dichotomy between
their organizational expectations and reality.

METAMORPHOSIS STAGE
The socialization stage during which the
new employee must work out
inconsistencies discovered during the
encounter stage.