MPA- 014

Q) Human Resource Management (HRM)

HRM refers to the strategic and coherent approach to the management of an organization’s most
valued assets—its people. It involves functions like recruitment, development, motivation, and
maintenance of human resources.

Nature of HRM

• People-oriented process

• Strategic in nature, integrated with planning and policy

• Dynamic, adapting to changing environments

Scope of HRM
• Training & Development- Identifying needs and delivering training

• Performance Appraisal- Feedback, appraisals, goal setting

• Employee Relations- Build Relationship capabilities at all levels

• Labour Law Compliance

• Health, Safety & Welfare

Significance of HRM

• Enhances employee productivity & morale

• Encourages work-life balance and career growth

• Facilitates organizational growth and change

• Builds competitive advantage through people

• Ensures legal compliance and industrial peace

Objectives /Functions of Human Resource Development (HRD)

• Skill Enhancement: Improve technical and soft skills

• Knowledge Transfer: Facilitate internal learning and knowledge sharing

• Career Development: Training, mentoring, and promotion opportunities

• Performance Improvement: Higher individual and group productivity

• Adaptation to Change: Prepare workforce for technological and structural changes

Similarities and Dissimilarities between Personnel Management (PM) and Human Resource
Management (HRM)

Similarities

Aspect Personnel Management Human Resource Management (HRM)

(PM)

Employee Welfare Ensures basic needs Emphasizes development and

wellbeing

Training & Limited Continuous learning emphasized

Development

Employee Relations Reactive Proactive and relationship-focused

Decision-Making Centralized Decentralized, participatory

Communication Top-down, formal Open, transparent

Legal Compliance Labour law focused Compliance + ethics

Dissimilarities

Aspect Personnel Management (PM) Human Resource Management (HRM)

Nature of Relationship contract-based collaborative

Organizational Role Operates in isolation Integrated with overall strategy

Performance Appraisal Annual, one-time Continuous feedback and development

Communication Style Often one-way Participatory and dialogic

Implications of HRD
For Organization Design

• Follows a means-end chain: HRD is a means to the end of achieving organizational goals.

• Enhances Facilitates organizational growth and change

For Personnel Administration

• Manpower planning improves resource utilization

• Promotes employee morale, team spirit, and personal growth.

c. For Policy

• HR departments actively participate in policy-making and strategic planning.

• Expected to become more proactive in business transformation.

• HRD is now integrated into mainstream decision-making.

Q) Manpower Planning/ Human Resource Planning
Manpower Planning, also known as Human Resource Planning, is the process of Future estimating
the the right number of people with the right skills are available at the right time.

“It involves forecasting future manpower requirements” – Gupta, 1988

Objectives of Manpower Planning

1. To anticipate shortages or surpluses of employees.

2. To prepare recruitment and training plans.

3. To ensure optimum utilization of human resources.

Important Aspects of Manpower Planning

Aspect Description
Forecasting Future Predicts demand and supply of manpower based on business trends.
Needs
Quantitative Estimating the number of employees required over a specific period.

Qualitative Identifying the skills, knowledge, and abilities needed at each organizational
level.

Recruitment Planning Ensures timely hiring and avoids staff shortages.

Training & Identifies skill gaps and develops programs to enhance employee capabilities.
Development

Avoids Imbalances Prevents overstaffing or understaffing situations.

Benefits of Manpower Planning

• Reduces labour costs by avoiding surplus or shortage.

• Supports organizational expansion and diversification.

• Ensures organizational stability and continuity.

• Enhances employee productivity through skill alignment.

Q) Strategic Human Resource Management
SHRM is the proactive integration of HR strategies with organizational goals to optimize human
capital for competitive advantage.

Key Features:

• Aligns HR with strategic planning

• Addresses globalization, restructuring, and innovation needs

• A “means-end model” where HRM is a tool to achieve strategic ends (Simon’s theory)

Scope of Strategic Human Resource Management

• Management of People- Training & Development- Identifying needs and delivering training
• Performance Linkage: Performance Appraisal- Feedback, appraisals, goal setting

• Organizational Structure and Styles: Employee Relations- Build Relationship capabilities at

all levels

• Capability and Knowledge Management: Enhances organizational learning, adaptability,

and innovation

Approaches to Strategic Human Resource Management (SHRM)

1. Universalistic Approach (Best Practice)

• Same HR practices work everywhere (e.g., hiring, training, pay).

• Criticism: Ignores organizational context and differences.

2. Contingency Approach (Best Fit)

• HR practices must align with organizational strategy and environment.

• Focus on Vertical Fit (with strategy) and Horizontal Fit (among HR practices).

• Strength: Context-specific; Limitation: Complex to implement.

3. Configurational Approach

• Builds consistent HR systems using “ideal bundles.”

• Criticism: Ideal types may not fit real-world complexity.

4. High-Performance Work Practices (HPWP)

• Includes a set of synergistic HR practices to enhance productivity s (e.g., job security,

training, info sharing)

5. Bundling and Fit

• Combine HR practices for synergy.

• Strategic Fit: Ensuring HR strategy supports business strategy using competency frameworks.
Q Steps Involved in Recruitment in an Organization
Recruitment is the process of attracting, screening, and selecting suitable candidates for a job.

• First step in staffing; vital for organizational success.

Steps in Recruitment
1. Job Requisition

• Vacancy identification

• Includes:

o Job Analysis (tasks, responsibilities, work environment)

o Job Specification (skills, education, experience required)

2. Designing Application Forms

• Structured format to collect candidate information

• Ensures uniformity, comparability, and highlights essential vs optional criteria.

3. Advertisement

• Notifies vacancies to the public

• Must be clear, non-biased, cost-effective.

• Use of e-recruitment platforms.

4. Scrutiny of Applications

• Screening/shortlisting of applicants

• Eliminates ineligible candidates

• May involve Written tests or filters.

5. Selection

• Merit-based selection using tests and/or interviews

• Merit list exceeds vacancy count; valid for 6–12 months.

6. Communication

• Offer letters sent to selected candidates

• Includes terms, conditions, verifications - Must be clear and legally compliant.

Significance of a Systematic Recruitment Process

• Ensures fairness and transparency- Reduces legal risks and bad hires

• Improves job-role fit and employee retention

• Enhances organizational performance

Q Describe the different methods of ascertaining merit.
Merit in recruitment, selection, and promotion is critical for ensuring efficiency, transparency,
fairness, and organizational productivity. Various structured methods are used to assess merit
systematically.

1. Written Examination

• Purpose: Used in open competitions to shortlist from a large pool.

• Advantages:

o Reduces favouritism, corruption, arbitrariness.

• Disadvantages:

o Ignores practical intelligence or skills.

2. Personal Judgment of Head of Agency

• Basis: Subjective assessment by superior.

• Pros:

o Superior knows subordinate’s work and capabilities.

• Cons:

o Prone to bias and subjectivity.

3. Efficiency Rating System

• Origin: Scientific Management Movement (USA).

• Evaluation Factors:

o Output vs standard

o Knowledge, initiative, punctuality

o Neatness, responsibility, accuracy

• Categories:

o Outstanding, Very Good, Satisfactory, Indifferent, Poor

4. Viva Voce (Interview)

• Use: Supplement to written test, superior’s judgment, efficiency rating.

• Conducted by: Senior panel.

• Assesses: Personality, communication, aptitude.

• Key promotion parameters (as laid down by courts): Length of service, Proven efficiency and
merit, Attendance regularity & Integrity and conduct

• Note: Seniority alone doesn’t ensure promotion. Negative traits hinder it.
Role of Central Pay Commissions (CPCs)
Second CPC (1960)

• Focus on functional needs of public service, not individual growth.

Third CPC

• Opposed lowering recruitment standards for promotions.

Fourth CPC

• Recommended cadre reviews for better promotional avenues (poorly implemented).

Fifth CPC

• Introduced Assured Career Progression (ACP) Scheme:

o "Safety Net" for limited-promotion roles.

o Promotions still based on merit.

o Evaluated by Departmental Screening Committee (same members as Promotion

Committee).

Q) Promotion System
“Upgrading from one position to a higher-grade position, which usually means taking on more
difficult work and more responsibility, along with a new title and increased salary.”
➡ Recognizes merit and potential; not merely a reward but career progression

Essentials of a Sound Promotion System (W.F. Willoughby)

• Promotion from Below – Prefer internal promotion

• Merit-Based – Core basis for promotion

• Scientific Assessment – ACRs, ratings, exams

• Inclusiveness – Covers all (excludes political posts)

• Standard Specifications – Uniform criteria for posts

• Classification – Defined services, classes, grades

Ensures: Merit-based growth, equal opportunity, career motivation

Features of Promotion

Feature Key Point

Management Function Promotion is not a legal right unless defined in service rules. Courts
intervene only in cases of bad faith or discrimination.
 Optional Nature Employee may refuse if promotion is undesirable

Constitutional (Art. 16) Article 13 , Provides equality of opportunity & Does not guarantee
promotion, only consideration for promotion.

Promotion ≠ Upgradation Upgradation = Pay rise only;

Promotion = New duties & position

Principles of Promotion

Principle Description
Merit Principle Based solely on performance and ability

Merit-cum-Seniority Merit is primary; seniority plays a supporting role

(common in middle-level).
Seniority Principle Based on length of service (applied in lower levels)

Flippo: If ability is equal, seniority prevails

5th CPC: Recommends 2–4 promotions in a career; balances merit & seniority

Significance of a Good Promotion System

For Employees/Human:

• Encourages career growth

• Fulfills Fulfills need for recognition, self-worth, identity

• Enhances morale and job satisfaction.

• Promotes Organizational Citizenship Behavior (OCB)

For Administration:

• Promotes organizational loyalty and reduces turnover.

• Increases productivity and engagement.

• Ensures continuity and institutional memory.

Q) Performance Appraisal
Systematic evaluation of an employee’s job performance based on predetermined standards to
enhance individual and organizational effectiveness.

It involves both:

• Past performance review

• Current value assessment of the employee’s role and contribution.

Importance
• Management Tool: Integral to Human Resource Management.
• Diagnosing Performance Gaps: Identifies under-performers (e.g., Govt. of India admitted 40–
45% employees are non-performers).
• Accountability: Encourages responsibility and deters complacency.
• Administrative Action:

o Helps decide promotions, extensions, terminations, etc.

o Can be used to motivate or discipline employees.

Requirements of an Ideal Performance Appraisal System

• Clarity of Standards:
Clearly defined quantitative (targets) and qualitative (ethics, attitude) expectations.

Link results to promotions, transfers, training, and career planning

• Periodic Review:
Regular updates to align with changing organizational goals.

• Evaluator Competence:
Trained, fair, ethical, and empathetic evaluators with sound judgment.

• Procedural Justice:
Transparent and fair process enhances employee trust and morale.

• Two-Way Communication:
Open dialogue enables understanding and response to feedback.

Objectives of Performance Appraisal

Work-Related

• Improve control, accountability, and productivity

Career Development

• Assess for promotion, training, career planning

Communication

• Provide constructive feedback

• Clarify expectations, enable self-assessment, foster transparency

 Methods of Performance Appraisal
A. Traditional Methods

Method Key Features

Graphic Rating Scale Rates traits like attitude and reliability; simple but subjective.

Ranking Rank employees by performance – impractical for large teams

Paired Comparison Every employee vs every other employee – time-consuming

Forced Distribution Allocates employees into performance categories; may not reflect reality.

Critical Incidents Records exceptional/problematical behavior; focuses on reactions.

Forced Choice Choose best descriptors – reduces bias

Group Appraisal Joint panel evaluation – 360° assessment

Nomination Identifies top/bottom performers; useful for diagnostics.

Work Sample Tests Job-related task testing – useful for training

Result-Oriented Appraisal Based on achieving goals; focuses on output.

Annual Confidential Reports ACRs – Common in Govt – often subjective & casual

B. Modern Methods (Preferred in IGNOU)

Step Description
Determination of Results Set realistic, measurable, time-bound goals aligned with
job/organization

Communication of Expectations Clarify standards (quality, quantity, time, cost)

Recording Observations Formal logbooks + self-appraisal

Performance Review Conference Mid-term review with appraiser-appraisee

Individual Development Program Joint training & improvement planning

(IDP)

Post-Development Review Evaluate IDP success; adjust for next cycle

Feedback to Employees Constructive, specific; avoids inflated ratings

Why Modern Methods are Preferred

• Participatory & Developmental

• Align individual with organizational goals

• Emphasize fairness, transparency, accountability

• Support promotions, increments, transfers with evidence-based inputs

Q) Principles and Factors of Remuneration
Remuneration refers to the total compensation (salary, allowances, incentives, benefits) paid to
employees for their service

Important Principles of Remuneration

1. Fairness and Equity

• Structure of Emoluments ensures fair pay through job evaluation.

• Equal Pay for Equal Work (Article 39(d)) promotes gender equity and fairness.

2. Market Alignment

• Scales of Pay must reflect industry/labour market trends.

• Geographic and sectoral variations impact compensation.

3. Social & Legal Considerations

• Pay Commissions balance economic capacity with social justice.

• Legal mandates like minimum wage and equality laws apply.

4. Performance and Role-Based Differentiation

• Compensation varies by skill, risk, responsibility, and complexity.

• Hazardous roles receive additional pay.

• Talent-intensive jobs need attractive pay to retain expertise.

5. Economic Sustainability

• Consumer Price Index: DA adjusted for inflation.

• Employer's Capacity to Pay: Pay must be sustainable for the organization.

• Government’s role as a “good employer” despite fiscal limits.

Factors in Salary Scale Determination

1. Market Conditions – Benchmarking via industry salary data.

2. Geographic Location – Higher cost areas → higher pay.

3. Job Role Complexity – More complex jobs → better pay.

4. Skills & Experience – Specialized skills and experience command premium.

5. Financial Health of Employer – Affects salary capacity.

6. Legal Compliance – Follow wage laws and commission rules.

7. Perks & Benefits – Part of total compensation (e.g., PF, bonus).

Q) Describe Important Material Incentive Plans
Material Incentives = Financial rewards to encourage higher productivity and efficiency.

Plan Key Features

1. Taylor’s Differential Piece Rate Two piece rates: lower for underperformance, higher for
exceeding standards.

2. Gantt Bonus Plan Time wage + bonus for meeting/exceeding standards.

3. Halsey Plan Time wage + 50% of time saved as bonus.

4. Rowan Plan Time wage + bonus proportional to time saved.

5. Emerson Efficiency Plan Bonus starts after 66.67% efficiency; increases with
performance.

6. ROI (Return on Innovation Ties incentives to innovation outcomes (used in R&D).

Investment)

Objectives

• Motivate employees (Louden)- Drives individual performance and innovation.

• Reduce unit cost, increase profits (Wolfe).

• Encourages quality and efficiency.

Limitations

• Unclear standards may cause disputes.

• May harm teamwork and compromise quality.

• Not suitable for supervisors/policy-level roles.

Employee Suggestion Scheme

• Suggestion boxes for ideas on cost-cutting or productivity.

• Boosts participation and innovation (non-policy level).

Types of Incentive Plans

Type Details

1. Material Incentives Financial rewards (e.g., Taylor, Gantt, Halsey, Rowan, etc.)

2. Non-Material Incentives Non-financial rewards (e.g., certificates, recognition, medals)

Q) Training and Its Methods
Training is the systematic process of enhancing the knowledge, skills, and abilities of employees to
perform specific jobs efficiently.
It helps both new recruits and existing employees for better job performance and adaptability.

Objectives of Training
• Improve performance

• Standardize work practices

• Support career growth

• Enhance organizational effectiveness

• Reduce errors, waste, and accidents

Types of Training Methods

1. On-the-Job Training (OJT)

Training occurs at the workplace under supervision.

Method Features

Job Instruction Specific skill development through “learning by doing” under supervision.

Job Rotation Rotational exposure to various roles/departments. Broadens experience.

Special Custom tasks to address individual weaknesses. Develops teamwork and

Projects problem-solving.

Apprenticeship Formal method combining job practice with theoretical learning. Used in
technical/trade fields.

2. Off-the-Job Training

Takes place away from work to focus on learning without work pressure.

Method Features

Special Courses/Lectures Delivered by experts (internal/external); may involve external

institutions.

Conferences Guided group discussions and buzz sessions to exchange

experiences.

Brainstorming Promotes creative idea generation; developed by Alex Osborn.

Laboratory (Sensitivity) Focus on behavioral change through group interaction; ideal for
Training interpersonal skill development.
On-the-Job vs. Off-the-Job Training
Basis On-the-Job Off-the-Job

Environment Real job setting Separate learning space

Focus Performance-oriented Development-focused

Trainer Supervisor/Senior Instructor/Facilitator

Cost Low-cost More expensive

Learning Immediate application Conceptual and reflective

Q) Redeployment
Redeployment is the strategic process of securing alternative employment for staff who have been
displaced due to organizational change, service modernization, capability issues, or health-related
constraints.

Key Features:

• Utilizes existing talent effectively

• Supports innovation, adaptability, and upskilling

• Ensures career continuity and employee development

• Customized to individual needs

Benefits to Organization:

• Retains institutional knowledge

• Reduces hiring/training costs

• Builds workforce flexibility and internal mobility

• Fosters a learning and resilient culture

“Redeployment is the process of securing alternative employment for displaced staff due to change or
incapacity.” — Redeployment Guidelines (2005)

Guiding Principles of Redeployment

1. Preservation of Talent
Recognize skills and institutional memory.

2. Employee Dignity & Support

Respect, career guidance, emotional support.

3. Transparency & Privacy

Confidential process with employee consent.

4. Alignment with Organizational Goals

Linked to wider restructuring; must be simple and quick.
 5. Voluntary Redeployment
Promote via executives/unions; explore suitable roles.

6. Employee Involvement
Include employee preferences in decisions.

7. Reinforcement of Organizational Values

Promote ethics, service orientation, and brand reputation.

Common Reasons for Redeployment:

Reason Description

Organizational Restructuring Departmental/function-level changes

Role Redundancy Position no longer needed

Health-related Inability Medical reasons prevent current work

Employee Request Voluntary career development

Internal Realignment Optimizing workforce deployment

Key Issues in Redeployment

A. Pre-Redeployment Issues

• Stakeholder Alignment – HR, unions, management must collaborate.

• Policy Framework – Clear, fair local redeployment policy.

• Coordinator Role – Oversees training, placement, and coordination.

B. During Redeployment Issues

• Fair Selection – Equal opportunity for all.

• Union Involvement – Ensure transparency and representation.

• Skill Matching & Training – Identify gaps; provide reskilling.

• Priority to Displaced Staff – Preferential placement.

• Clear Communication – Avoid confusion and build trust.

C. Post-Redeployment Issues

• Relocation Support – Cover transport/housing costs if needed.

• Feedback & Follow-up – Assess redeployed staff experience.

• Monitoring – Track success, satisfaction, and retention rates.

Q) Learning and Development
Definition of Learning:
A process of internal, cognitive, emotional, and behavioral change over time.
Involves interpretation, physical response, and attention.

Definition Development:
Ongoing growth through sustained & Inclusive learning. Helps adapt to organizational change and
demands.

Relevance of Learning & Development:

• Enhances performance, adaptability, and innovation.

• Prepares workforce for change, flexibility, innovation, and improvement.

• Focuses on critical thinking and strategic behaviour.

Key Pillars of Learning & Development

1. Quality:

• Central to public/private performance

• Involves TQM, customer focus, communication, re-skilling

2. Flexibility:

• Encourages autonomy, innovation, and multi-skilling

• Moves beyond rigid job roles

• Prepares employees for dynamic challenges

Elements in the Learning Process

1. Feedback:

• Crucial for performance improvement and motivation.

• Can be internal (self-assessment) or external (supervisors, peers).
• Must be constructive and timely, not seen as criticism.

2. Whole vs. Part Learning:

• Whole Learning: Learning all content at once (suitable for simple content).
• Part Learning: Dividing content into segments (better for complex tasks).
• Depends on learner's level, urgency, and training context.

3. Role of Memory:

• Sensory Memory – milliseconds

• Short-Term – up to 30 seconds

• Long-Term – permanent storage

• Teaching strategies must help learners retain content in long-term memoryMemory is

influenced by personal, social, and organizational factors.