HUMAN RESOURCE MANAGEMENT

Chapter 1

1-Definition:

HRM is the strategic management of people to achieve organizational goal. It involves

recruiting, training, and managing employees to maximize productivity and satisfaction

2-GOALS of HRM:

Human Resource Management (HRM) has five main goals:

1. Attract: Bringing in people who are interested in working for the organization.

2. Hire: Choosing the right candidates for job roles.

3. Train: Helping employees learn the skills they need for their jobs.

4. Motivate: Encouraging employees to do their best.

5. Retain: Keeping good employees for a long time.

These goals help HR ensure the organization has skilled and motivated people to succeed.

3-Globalization:

Globalization is when countries around the world become more connected through trade,
technology, and communication. It allows businesses to work in different countries and reach
more people.

4-HRM information systems:

HRM information systems are tools that help HR departments work more efficiently.

 Facilitate HR Plans: The system can help HR plan future hiring needs. For example, if a
company is expanding, the system can analyze current workforce data and suggest how
many new employees will be needed in each department.
  Make Decisions Faster: HR managers can access employee data quickly, which speeds
up decision-making. For instance, if there’s a need to promote someone, the system can
quickly show employee performance records, making it easier to choose the right person.
 Clearly Define Jobs: The system can store detailed job descriptions, making it easy for
employees to know their roles. For example, new hires can view their job duties and
required skills in the system, ensuring they understand their position.
 Evaluate Performance: The system tracks employee performance metrics, helping
managers assess how well employees are doing. For example, if sales targets are part of
an employee’s role, the system can show whether they are meeting those targets.
 Provide Desirable, Cost-Effective Benefits: HRM systems can analyze benefit options
and costs, helping HR choose the best options. For example, the system might suggest
health plans that fit employees’ needs and stay within the company’s budget.

These examples show how HRM information systems make HR tasks more organized and
effective.

5-HOW Technology impact on Human Resource Management (HRM) ?

HOW Technology has a big impact on Human Resource Management (HRM) practices, making
tasks faster, more efficient, and more data-driven. Here’s how it affects HRM:

1. Recruiting: Technology helps HR to reach and attract a wider pool of job candidates online.

2. Employee selection: It enables efficient screening and assessment of candidates through

software and AI tools.

3. Training and Development: Online learning platforms make employee training more
accessible and adaptable.

4. Ethics and employee rights: Technology helps HR ensure policies are followed fairly.

5. Motivate and monitor workers: Digital tools help monitor productivity and provide realtime
feedback to employees.

6. Research fair compensation packages: Technology enables data analysis to ensure fair pay
scales.
7. Communicate throughout the organization: Digital communication tools keep employees
connected and informed.

8. Skill level: Technology assists in assessing and tracking employees' skills.

9. Evaluate decentralized employees' performance: it allows HR to monitor remote

employees' work easily.

Overall Technology makes HR processes smoother and helps create a better workplace for
everyone.

6-Challenges of Human Resource Management (HRM)

Human Resource Management (HRM) faces some big challenges. Here’s how:

1. Recession: In tough economic times,, HR has to deal with things like cutting costs and letting
employees go. They also have to find ways to keep the remaining employees positive, even when
things feel uncertain.

2. Offshoring: When a company moves jobs to other countries to save money, HR has to handle
things like time differences, different cultures, and making sure communication is clear. They
also need to make sure the quality of work stays the same.

3. Mergers: When two companies join together, HR has to bring together different company
cultures, rules, and ways of working. They need to help everyone feel comfortable and work well
as one team.

In each of these situations, HR has to adjust and help both the company and employees through
the changes.

7-Labor Supply: (Might Be Important)

In Human Resource Management (HRM), labor supply means making sure a company has
enough workers with the right skills. This can include current employees or new hires from
outside the company.
HR checks if current employees can take on new roles or be trained for different jobs. If not, they
look for new workers in the job market. Sometimes, there aren’t enough skilled people available,
so the company might provide training to fill the gap.

HR also plans for the future by preparing employees for important roles and focuses on hiring
people from different backgrounds to create a diverse workplace. In today’s world, companies
can even hire people from other countries or let them work remotely.

The main goal is to always have the right people to help the company succeed.

FROM BOOK WE HAVE TO LOOK AT EXHIBIT 1-5

CHAPTER-2

1-Functions of HRM:

Staffing: Staffing is the process of finding, selecting, and developing employees to fill roles
within a company

 Strategic Human Resource Planning: Planning to ensure the organization has the right
people with the right skills at the right time.
 Recruiting: Attracting and identifying potential candidates for job openings.
 Selection: Choosing the best candidates through interviews, tests, and assessments.

Training and Development: Focuses on building skills and providing Career growth
opportunities

 Orientation: Introducing new employees to the company culture, policies, and their role.
 Employee Training: Providing skills and knowledge to improve performance in current
roles.
 Employee Development: Helping employees grow professionally and prepare for future
roles.
 Career Development: Supporting employees in planning and advancing their careers
within the organization.
Motivation: This focuses on keeping employees happy and productive.

 Motivation Theories and Job Design: Applying theories to design jobs that encourage
employee motivation, satisfaction, and performance.
 Performance Appraisal: Evaluating employee performance to provide feedback and
determine areas for improvement.
 Reward and Compensation: Offering financial and nonfinancial rewards to recognize
and motivate employees.
 Employee Benefits: Providing additional perks like health insurance, retirement plans,
and paid leave to support employees’ wellbeing.

Maintenance: This is about making sure employees have a safe and supportive work
environment.

 Safety and Health: Ensuring a safe working environment and promoting employees'
physical and mental wellbeing.
 Communication: Maintaining open and effective communication between employees
and management.
 Employee Relations: Managing relationships between employees and the organization to
ensure a positive work environment.

2- External factors of HRM:

External factors affect HRM by shaping how HR manages employees and adapts to changes.

1. The Dynamic Environment of HRM: HRM has to keep up with rapid changes like new
technology, global competition, and social expectations. For example, as remote work becomes
popular, HR may need to provide tools for online collaboration and adjust policies to support
flexible work schedules.

2. Laws and Regulations: Laws set rules on how HR handles hiring, pay, safety, and fairness.
For instance, antidiscrimination laws require HR to ensure that hiring practices are fair and
inclusive. If a company breaks these laws, it could face fines or lawsuits.
3-Labor Unions: Unions represent employees and advocate for their rights, like fair pay and
safe working conditions. When employees are part of a union, HR must work with union leaders
on things like wage agreements or handling grievances. For instance, if a union demands higher
wages, HR must negotiate terms that are fair for both employees and the company.

4-Management Thought : New ideas in management often change how HR treats employees.
For example, with Agile management, HR may promote teambased projects and flexibility,
encouraging employees to learn new skills and work closely together. This shapes training and
the overall work culture.

3-HRM in a global environment:

HRM in a global environment means managing employees across different countries, which
brings unique challenges and opportunities.

How HRM adapts in a global setting:

 Cultural Differences: HR must understand and respect different cultural values and work
styles to help teams work well together.
 Local Laws: HR needs to follow the employment laws of each country to ensure legal
compliance.
 Hiring Talent: HR adjusts recruitment strategies based on the job market and demand for
skills in different countries.
 Training: HR provides training to help employees from various backgrounds
communicate and work together effectively.
 Communication: HR ensures smooth communication between global teams using tools
like video calls.
 Supporting Relocations: HR helps employees moving to new countries with visas,
housing, and settling in.
4-HR trends and Opportunities :

1. Outsourcing: Outsourcing is when companies hire external firms to handle certain HR

functions, such as payroll, recruitment, or benefits administration. This allows HR to focus on
core business activities while saving costs.

2. Professional Employer Organization (PEO): A PEO is a company that provides

comprehensive HR services like payroll, benefits, and compliance management for small
businesses. It allows businesses to offer competitive employee benefits without managing
everything themselves.

3. Shared Service: Shared services involve centralizing HR functions, like recruitment or

employee support, into one unit that serves multiple departments or locations. This helps reduce
costs, increase efficiency, and improve service delivery across the organization.

CHAPTER-3

Policies to prevent sexual harassment:

1. Write a clear policy that explains what harassment is and what behavior is unacceptable.

2. Set up a process to investigate complaints.

3. Make sure everyone knows about the policy.

4. Train managers on how to handle complaints and support employees.

5. Investigate complaints immediately.

6. Take action if harassment has occurred.

7. Follow up to ensure no further harassment or retaliation happens.

8. Regularly review employee turnover records to watch for problems.

9. Privately thank those who report harassment issues.

 CHAPTER-5

1-Define HRM planning :

Human Resource Management (HRM) planning is about ensuring an organization has the right
number of employees with the right skills, in the right jobs, at the right time. It involves
assessing current staff, forecasting future needs, and filling gaps to support company goals.

2- Importance of Human Resource Planning

Human resource planning is essential because it helps organizations ensure they have the right
people in place at the right time to meet business goals. It involves forecasting future staffing
needs, identifying gaps in skills, and planning for recruitment and training. Effective HR
planning helps organizations avoid both understaffing and overstaffing, improve productivity,
and align the workforce with strategic objectives. For example, if a company plans to expand
into new markets, HR planning helps them anticipate the need for new hires with the necessary
skills.

3. Definition of Job Analysis :

Job analysis is the process of gathering and examining information about a job to understand its
requirements, duties, responsibilities, and necessary skills. It helps organizations determine what
qualifications are needed, what tasks the employee will perform, and how the job fits into the
broader organizational structure. For example, a job analysis for a software engineer would detail
the technical skills required, such as proficiency in coding languages, as well as the tasks like
developing software applications.

4- Job Descriptions, Job Specifications, and Essential Functions :

 Job Descriptions: A job description is a document that outlines the duties,

responsibilities, and expectations of a particular job. It provides an overview of what the
job entails. For example, a job description for a teacher might include responsibilities
such as preparing lessons, grading assignments, and managing the classroom.
 Job Specifications: Job specifications define the qualifications, skills, education, and
experience required to perform a job. For instance, a job specification for a teacher might
 specify that candidates need a degree in education, certification, and strong
communication skills.
 Essential Functions: Essential functions are the core duties that are fundamental to the
job. These are the tasks that cannot be omitted and are crucial for performing the job
effectively. For example, for a driver, the essential function would be to safely operate a
vehicle and ensure timely delivery of goods

5-Job analysis methods:

 Observation: In this method, a job analyst watches employees directly or reviews films
of workers on the job
 Individual Interview: An individual interview involves oneonone discussions between the
job analyst and an employee to obtain detailed information about the job.
 Group Interview:In group interviews, the job analyst talks to a group of employees or
managers together to get different views about the duties and requirements.
 Structured Questionnaire: A structured questionnaire is a list of specific questions used
to collect jobrelated information from employees about tasks, qualifications, and working
conditions.
 Technical Conference: This method gathers information from experts or experienced
workers about the technical parts of a job, like specific skills or tools used.
 Diary Method: The diary method involves employees keep a daily log of the tasks they
do at work to help understand all parts of the job.

6-Steps in Job Analysis:

 Understand the purpose of job analysis

 Understand the roles of job in the organization
 Benchmark Positions
 Determine how to collect job analysis information
 Seek clarification
 Develop draft
 Review draft with supervisor
FROM BOOK WE HAVE TO LOOK AT EXHIBIT 5-1, 5-3, 5-8
 Chapter:06

Q:1 what is recruiting and recruiter?

Recruiting is the process of finding and hiring people for a job.

A recruiter is the person who helps find, interview, and hire the right candidates for the job.

Q:2 Explain necessary elements for effective recruiting and the importance of
employment branding.

The key elements :

1. Recruiting.
2. Recruiter.
Recruiting is the process of finding and hiring people for job openings. Recruiters are the
professionals who manage this process, helping companies find the right candidates.
They use different methods to find candidates, like posting jobs on websites, reaching out to
people on social media, or directly contacting people who might be a good fit.
Recruiters also work closely with hiring managers to understand what the company is looking
for and make sure they find the best person for the job. They help with negotiations and ensure
the hiring process follows all legal requirements. A good recruiter needs to be organized, a good
communicator, and able to negotiate well. They also need to work efficiently to hire people
quickly without missing the right candidates. Despite the challenges, recruiting is key to helping
companies grow by finding the right talent.
Employment branding: Employment branding is important because it helps create a positive
image of a company as a great place to work. A strong employer brand attracts talented people
who share the company’s values. It also keeps employees happy and loyal, reducing turnover. A
good reputation makes it easier and cheaper to hire new staff. It also improves the company’s
overall image, making it more appealing to customers and investors. In a competitive job market,
having a strong employer brand gives a company an advantage over others.
Q:3 Outline challenges that affect the organization's ability to recruit qualified employees.
1.Too Many or Too Few Applicants:
 Too many applicants can overwhelm the process and lead to inefficiencies.
 Too few applicants can make it difficult to find qualified candidates.
2. Organization Image:
 A poor company reputation can deter top talent from applying for positions.
3. Job Attractiveness:
 Unappealing jobs with low pay, limited benefits, or poor career growth opportunities can
result in a lack of interest from qualified candidates.
4.Internal Organizational Policies:
 Rigid or outdated recruitment policies can create barriers, slow down the process, or
discourage applicants.
5. Recruiting Costs:
 High costs associated with recruitment methods, such as job ads, agencies, or recruitment
events, can strain the budget.
6. Inadequate Technology:
 Outdated or ineffective recruitment tools can lead to inefficiencies, slow processes, and
poor candidate experiences.
Q:4 Explain internal recruiting sources and their effectiveness.
Internal recruiting sources refer to the process of filling job openings within an organization by
considering current employees for the position. This can include promotions, transfers, or
temporary assignments.
Effectiveness of Internal Recruiting:
 Cost-Effective: Internal recruiting typically costs less than external hiring, as it reduces
the need for advertising, recruitment agencies, and training.
 Faster Integration: Internal candidates are already familiar with the company culture,
processes, and goals, making their transition into new roles quicker and smoother.
 Employee Motivation: Offering opportunities for advancement can boost employee
morale, retention, and job satisfaction, as it shows the company values internal growth.
  Lower Risk: Internal candidates are known quantities. Their strengths, weaknesses, and
work performance are already familiar to the organization, reducing the risk of a poor
hire.
146 pages: Internal search

Q:5 Explain external recruiting sources and their effectiveness.

External recruiting sources refer to methods organizations use to attract candidates from outside
the company to fill job vacancies. These sources help expand the talent pool and bring in fresh
perspectives. Here's an overview of common external recruiting sources and their effectiveness:

 1.Advertisements: Effective for attracting a large pool of candidates but may result in
many unqualified applications. Best for general roles.
 2.Employment Agencies: Highly effective for time-saving and finding pre-screened
candidates, especially for specialized or temporary roles. Costs can be high.
 3.Executive Search Firms: Extremely effective for senior-level and niche positions. High-
quality candidates, but expensive and slower.
 4.Schools, Colleges, and Universities: Effective for entry-level roles, creating a talent
pipeline, and enhancing employer branding among graduates.
 5.Job Fairs: Effective for bulk hiring and engaging candidates face-to-face, but resource-
intensive and not always targeted.
 6.Professional Organizations: Effective for accessing specialized, high-quality talent
pools. Suitable for roles requiring industry-specific expertise.
 7.Unsolicited Applicants: Effective for identifying proactive candidates, but requires
effort to sort relevant from irrelevant applications.
 8.Passive Candidates: Very effective for hiring skilled and experienced professionals.
Requires more effort to identify and persuade candidates.
Q:6 Types of Employment Agencies

1.Public and State Agencies

 Run by the government.

 Help find employees, often for entry-level jobs.
  Offer free or low-cost services like training and job matching.
2.Private Agencies

 Businesses that help hire workers.

 Focus on finding skilled people quickly for specific jobs.
 Can handle temporary, permanent, or specialized roles.
3.Management Consulting Firms

 Experts who advise on improving HR and company strategies.

 Help with leadership hiring and solving big HR problems.
 Useful for big changes like restructuring or policy updates.
Difference

 Public Agencies: Cheap, general help.

 Private Agencies: Fast, specific hiring.
 Consulting Firms: Advice and big-picture HR help.
Q:7 Describe the elements and effectiveness of online recruiting.
Online recruiting refers to the use of digital platforms, tools, and methods to attract, screen, and
hire talent. Here are its key elements and effectiveness factors:
 Employer Websites:
Description: Companies post jobs directly on their own websites.
Effectiveness: Good for attracting people who are already interested in the company, but it only
works if candidates know about the company.
 Job Boards:
Description: Websites like Indeed and Glassdoor list jobs from many companies.
Effectiveness: Very effective for reaching a lot of people quickly, but there’s a lot of
competition, and you may get many unqualified applicants.
 Social Media:
Description: Companies share job postings on platforms like LinkedIn, Facebook, and Twitter.
Effectiveness: Effective for reaching a large audience, especially younger or passive job seekers.
It requires consistent effort to maintain engagement.
  Specialized Job Boards:
Description: Niche websites that focus on specific industries, like tech, healthcare, or design.

Effectiveness: Very effective for finding skilled candidates in specific fields but has a smaller
audience.

Q:8 Explain the alternatives to recruiting full time,permanent employees and

the benefits to the organization of using these alternatives.
There are several alternatives to recruiting full-time, permanent employees, each offering various
benefits to organizations depending on their needs and goals. These alternatives include:
1.Temporary Help Services
What it is: Hiring workers for short-term jobs through an agency.
Benefits: Quick to hire, no benefits to provide, good for busy times.
2. Employee Leasing
What it is: A company hires employees for you and manages HR tasks.
Benefits: Less paperwork, better benefits for employees, helps with legal stuff.
3.Independent Contractors
What it is: Hiring self-employed people for specific tasks or projects.
Benefits: No benefits to provide, flexible, access to special skills.
Q:9 Identify ways to conduct an effective job search.

 1.Cover letter: A cover letter is a vital component of your job application. It’s an
opportunity to highlight your qualifications, demonstrate your enthusiasm for the
position, and explain why you're a great fit for the role. The cover letter to present your
own personal “employee brand”. Make the cover letter your opportunity to explain how
you can help the employer.
 2.Preparing your resume: A resume is often the first impression employers have of you,
so it’s essential to make it stand out. It’s used to showcase your qualifications and
achievements to potential employers in a clear and concise way.
Key Differences:

 A cover letter explains why you're a good fit for a specific job and allows for more
personal expression.
  A resume is a more factual document listing your qualifications, work experience, and
education. It provides an overview of your background in a quick, easy-to-read format.
Q:Here are a few other helpful tips from employers:
 Customize your letter to your own strengths and personality. Make it memorable, Don't
use a template.
 Keep it short. Hold the employer's interest by keeping your cover letter around 200
words.
 Avoid overly formal phrases and clichés such as "goal oriented," "team player," and
"good communication skills" or "I'm available for an interview at your earliest
convenience." Use relevant examples instead.
 Show you know about the company and what it does with specific examples.
 Proofread, proofread, and proofread again.
Chapter-07

Q:1 Explain the purpose of screening applicants and how initial screening is
conducted.
Screening refers to the process of reviewing and evaluating job applicants
to quickly identify the most suitable candidates for a job while saving time and resources. It
ensures the candidates meet basic qualifications, fit the role, and align with the organization’s
needs.
How Initial Screening is Conducted:
 Reviewing Applications: Checking resumes, cover letters, and forms for required skills,
experience, and qualifications.
 Using Screening Tools: Automated systems or software filter applications based on
keywords and criteria.
 Phone or Video Calls: Short calls to assess communication skills, interest, and
availability.
 Testing Skills: Basic tests to check relevant abilities or knowledge.
 Background Checks (if needed): Verifying qualifications or references.
This process helps narrow down the candidate pool for further evaluation.
Q:2 The selection process.
The selection process typically consists of eight steps:
 Initial screening.
 Application forms.
 Preemployment tests.
 Interview.
 Conditional job offer.
 Background investigation.
 Medical or physical examination.
 Job offer.
Q:3 Professionalism on the phone:
Professionalism on the phone is essential for creating a positive impression and maintaining
effective communication. Here are key tips for demonstrating professionalism during phone
interactions:
 Reduce Distractions: Ensure you're in a quiet, focused environment.
 Speak Clearly: Use a calm and confident tone at a moderate pace.
 Introduce Yourself: Start with your name and the purpose of your call.
 Answer the Phone Promptly: Pick up within 3 rings and greet politely.
 Set Up Your Voicemail: Have a professional voicemail message ready for missed calls.
 Make Sure You Understand: Listen actively and ask questions if needed.
 Hold On Politely: Ask for permission before placing someone on hold.
 Call Back if Necessary: Follow up promptly if you need to gather more information or
missed a call.
These steps ensure effective and respectful communication.
Q:4 Outline the types and uses of pre-employment testing.
1.Work Sampling and Performance Simulation Tests
Definition: Tests where candidates perform tasks similar to the job they’re applying for to show
their skills.
Examples:
 ● Typing a letter for an office job.
● Fixing a problem for a customer service role.
2. Assessment Centers
Definition: A process where candidates complete different activities, like group discussions and
role-play, to test their abilities for a job.
Activities include:
● Talking in groups to solve a problem.
● Acting out job situations (role play).
● Solving real-world job problems.
3.Global Differences in Testing
Definition: Differences in how countries use job tests based on culture, rules, and available
technology.
Rules:
● The U.S.: Tests must not discriminate (be unfair).
● Europe: Privacy and fairness are very important.
Q:5 Interview formats
One-on-One Interview:
What it is: A single interviewer talks with one candidate.
Why use it:
● Allows for a focused and personal conversation.
● Common for most jobs.
Example: A manager asking questions about your experience and skills.
Panel Interview:
What it is: Multiple interviewers (a panel) interview one candidate together.
Why use it:
● Provides different perspectives.
● Reduces bias in decision-making.
Example: A team of HR, managers, and team leaders asking about your problem-solving
abilities.
Online Interview:
What it is: An interview conducted remotely via video calls or online platforms.
Why use it:
● Saves time and costs for both candidates and employers.
● Useful for remote positions or first-round screening.
Example: A Zoom interview for a job located in another city.
Structured Interview:
What it is: The interviewer follows a fixed set of questions for every candidate.
Why use it:
● Ensures consistency and fairness.
● Makes it easier to compare candidates.
Example: Asking every candidate, “How do you handle tight deadlines?”
Unstructured Interview:
What it is: The interview has no fixed format; questions are asked based on the flow of
conversation.
Why use it:
● Creates a casual, conversational atmosphere.
● Allows flexibility to explore unexpected topics.
Example: Starting with, “Tell me about yourself,” and following up with questions based on the
answers.
Behavioral Interview:
What it is: Focuses on past experiences as an indicator of future performance.
Why use it:
● Helps understand how a candidate acts in specific situations.
● Predicts performance by exploring real-life examples.
Example: “Can you give an example of how you handled a conflict at work?”
Stress Interview:
What it is: The interviewer deliberately creates a stressful situation to see how the candidate
handles pressure.
Why use it:
● Tests emotional resilience and ability to think under pressure.
Example: The interviewer might interrupt you, ask rapid questions, or challenge your answers.
Q:6 What interviews need to know.
1.Review the Job Description and Specification
What to do: Understand what the job requires, including skills, tasks, and qualifications.
Why it’s important: Helps you know what to look for in a candidate.
2.Prepare a Set of Questions
What to do: Write down questions related to the job, like:
“What experience do you have with this type of work?”
“Can you give an example of solving a problem at work?”
Why it’s important: Ensures you ask useful and fair questions.
3.Review the Resume and Application
What to do: Read the candidate’s background, work experience, and skills.
Why it’s important: Helps you create specific questions and spot areas to discuss.
4.Open the Interview
What to do:
● Greet the candidate.
● Explain what will happen during the interview.
● Start with a simple question like, “How are you today?”
Why it’s important: Makes the candidate comfortable and sets a positive tone.
5.Ask Questions and Listen carefully
What to do:
● Ask the questions you prepared.
● Let the candidate speak without interrupting.
● Ask follow-up questions if needed.
Why it’s important: Helps you understand the candidate’s skills and behavior.
6.Take a few Notes
What to do: Write down important points during the interview.
Why it’s important: Helps you remember what the candidate said.
7.Close the Interview
What to do:
● Thank the candidate for their time.
● Tell them what happens next, like when they’ll hear back.
● Ask if they have any questions for you.
Why it’s important: Ends the interview politely and professionally.

8.Write Your Evaluation

What to do: Write down:
● What you liked about the candidate.
● Any concerns or weaknesses.
● A summary of how well they fit the job.
Why it’s important: Helps you decide who’s the best candy errors:
Q:7 Preventing perceptual errors
Preventing perceptual errors refers to the process of minimizing mistakes or distortions in how
we interpret and understand sensory information.
1.Impression Management:
Definition: The process by which candidates try to influence how they are perceived by
interviewers, often by presenting themselves in the best possible light.
Examples:
● Highlighting their strengths and avoiding weaknesses.
● Dressing professionally to appear confident.
● Praising the company to seem enthusiastic.
2. Interview Bias:
Definition: A tendency for interviewers to make unfair judgments about candidates based on
personal preferences or irrelevant factors, rather than objective criteria related to the job.
Common types of bias:
First impression bias: Judging a candidate too quickly.
Similarity bias: Favoring candidates who are similar to the interviewer.
Halo/horn effect: Letting one good or bad trait influence the entire evaluation.
Gender or cultural bias: Making assumptions based on the candidate’s background.
3.Realistic Job Previews (RJPs)
Definition: A process where employers give candidates an honest and balanced view of the job,
including both the positive and negative aspects, to help them make an informed decision.
Examples:
● Explaining challenging aspects of the job, like long hours or tight deadlines.
 ● Sharing success stories and difficulties faced by current employees.

Chapter-08
1.Concept of Onboarding
Onboarding is the process of helping new employees adjust to their job and the company. It
involves teaching them about their work, rules, and company culture. For example, when a new
cashier joins a supermarket, they are trained on how to use the billing system, handle customers,
and follow store policies.
2.Three Stages of Learning Organizational Culture
1. Pre-Arrival Stage
This stage happens before the employee starts working. It includes their expectations and
knowledge about the company. For example, if someone hears from a friend that a restaurant
treats its staff well, they may expect friendly managers and good teamwork.
2. Encounter Stage
This starts when the employee begins working. They experience the real workplace and compare
it to their expectations. Orientation, training, and meeting colleagues are important during this
stage to help them adjust. For example, a delivery driver may find that the company’s
instructions are simple and the coworkers are helpful, which matches their expectations.
3. Metamorphosis Stage
In this stage, the employee fully adapts to the organization’s culture. They feel comfortable,
understand the rules, and become part of the team. This is when they feel confident and
committed to their job. For example, a new teacher in a school might take a few weeks to
understand the school’s rules and methods but eventually becomes comfortable and confident in
their role.
3. Purpose and Key Personnel Involved in New Employee Orientation:
Purpose:
New employee orientation helps familiarize employees with their workplace, job role, and
company culture. It makes them feel welcomed, reduces anxiety, and provides essential
information to help them start their job confidently. The goal is to ensure employees understand
expectations and can quickly become productive members of the team.
Key Personnel Involved:
 Human Resources (HR): They lead the orientation process, including explaining policies,
benefits, and organizational structure.
 Supervisors or Managers: They clarify job responsibilities, set goals, and introduce team
dynamics.
 Coworkers or Mentors: Experienced team members help new employees adapt to their
role and workplace environment by providing support and guidance.
For example: in a retail store, HR might explain store policies, the manager could guide the
employee on sales strategies, and coworkers could help them understand day-to-day tasks.
4. Purpose and Essential Contents of an Employee’s Handbook:
Purpose:
An employee handbook is a document that provides employees with information about the
company, its policies, and procedures. It serves as a reference guide for employees to understand
workplace rules, benefits, and expectations. The handbook helps prevent misunderstandings and
ensures consistency in communication between the company and its employees.
Essential Contents:
 Company Overview: Introduction to the organization, its mission, vision, and values.
 Workplace Policies: Rules about attendance, dress code, and workplace behavior.
 Compensation and Benefits: Details about salary, leave policies, insurance, and
retirement plans.
 Health and Safety: Guidelines to ensure a safe working environment.
 Code of Conduct: Expectations regarding ethics, discipline, and professional behavior.
5. ADDIE Model of Training Design
The ADDIE model is a step-by-step method used to create training programs:
 Analysis: Finding out what employees need to learn. For example, if employees are
struggling with using new software, the training will focus on that.
 Design: Planning the training program, including goals and methods. For example,
deciding whether the training will be done through videos, workshops, or online courses.
  Development: Preparing the training materials and tools. For example, creating
presentation slides or an online learning platform.
 Implementation: Delivering the training to employees. For example, conducting a
workshop or assigning an online course
 Evaluation: Checking if the training was effective. For example, gathering feedback or
measuring how much the employees' skills have improved after training.
6. Employee Training Methods
 On-the-Job Training: Employees learn by doing tasks while being guided by others. For
example, a new employee might learn to operate a machine while working with an
experienced operator.
 Job Rotation: Employees switch between different roles to learn new skills. For example,
an employee in sales may rotate to the customer service department for a few weeks.
 Apprenticeship/Internships: Employees gain experience by working under skilled
professionals. For example, an intern in a law firm learns by assisting lawyers with their
cases.
 Classroom Lectures: Employees are taught in a classroom setting. For example, a group
of new employees might attend a class on company policies and procedures.
 E-Learning: Employees learn through online courses or tools. For example, an employee
might complete an online course about digital marketing.
 Simulation: Employees practice in a controlled environment similar to their job. For
example, a pilot may use a flight simulator to practice handling different situations
without real-world risks.
7. Employee Development Methods
 Assistant to Position: Employees work under senior leaders to gain knowledge. For
example, a junior manager may work closely with the CEO to learn about leadership and
decision-making.
 Committee Assignments: Employees participate in groups to solve problems or make
decisions. For example, a team may be assigned to develop new strategies for improving
customer service.
 Classes, Conferences, and Seminars: Employees attend learning sessions to improve
skills. For example, an employee might attend a marketing seminar to learn about new
trends.
 Case Studies: Employees study real or imagined situations to solve problems. For
example, employees may analyze a case study about a company's successful marketing
campaign to learn best practices.
 Design Games and Role Plays: Employees practice skills through interactive activities.
For example, employees may role-play customer interactions to improve their
communication skills.
 Adventure Training: Employees engage in outdoor activities to build teamwork and
confidence. For example, a company might organize a team-building retreat with outdoor
challenges.