Thanks to the authors

1. FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT

14. HUMAN RESOURCE PLANNING CURRENT WORKFORCE FUTURE WORK FORCE GAP The process to determine how organization should move from current manpower to desired manpower position

15. Human Resource Planning Steps 1)Estimating future organizational structure and manpower requirements 2)Auditing Human resources 3)Planning job requirements and job descriptions 4)Developing a human resource plan

16. JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATION JOB EVALUATION

18. Applications of job analysis: 1)Preparation of job descriptions 2)Preparation of job specifications 3)Development of Key Result Areas (KRAs) which state clear goals and targets for the job holder 4)Design of training programmes based on the knowledge and skills required 5)Development of Compensation structure 6)Strategic Planning

19. JOB DESCRIPTION It is job objective and the principal activities required to perform the job. This data is useful for the new entrant as well as for drafting an advertisement for recruitment to the position. JOB SPECIFICATION It provides information on the educational qualifications, experience, critical skills, special knowledge, abilities and aptitudes required to perform the job.

20. JOB EVALUATION It is process to determine in a systematic manner the comparative worth of job in an organization. Job evaluation is a practical technique, designed to enable trained and experienced staff to judge the size of one job relative to others. It does not directly determine pay levels, but will establish the basis for an internal ranking of jobs It aims at “equal pay for equal work”

22. RECRUITMENT AND SELECTION Recruitment deals with finding the applicants, communicating opportunities and information and generating interest Selection is a systematic process of choosing among the pool of candidates the best qualified potential candidate who is most likely to perform the job successfully.

23. RECRUITMENT PROCESS MANPOWER PLANNING JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATION PERSONAL SPECIFICATION

24. IDENTIFICATION OF VACANCIES PREPARATION OF BUDGET PREPARATION AND PUBLICATION OF INFORMATION RECEIPT OF APPLICATION FORM DECIDING METHOD/S OF RECRUITMENT

25. METHODS AND SOURCES OF RECRUITMENT INTERNAL SOURCES EXTERNAL SOURCES INTERNAL JOB PROMOTIONS JOB TRANSFERS EMPLOYEE SUGGESTION ADVERTISING EMPLOYMENT EXCHANGES CAMPUS RECRUITMENT

26. EXTERNAL SOURCES WALK-IN-INTERVIEWS EMPLOYMENT AGENCIES HEAD HUNTERS INTERNET

27. ALTERNATIVES TO RECRUITMENT OVERTIME OUTSOURCING TEMPORARY EMPLOYMENT

31. TRAINING AND DEVELOPMENT Training is provided to update knowledge, sharpen the skills and create awareness of the latest developments and changes Development is intended not only to improve the existing job performance but also to bring about personality growth and equip personnel for promotions and hold positions of greater responsibilities

32. TRAINING OBJECTIVES

34. EMPLOYEE MOTIVATION MOTIVATION IS THE KEY TO PERFORMANCE IMPROVEMENT PERFORMANCE IS CONSIDERED TO BE THE FUNCTION OF ABILITY AND MOTIVATION Job Performance=f (ability) (motivation) Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform .

35. HUMAN NATURE CAN BE VERY SIMPLE,YET VERY COMPLEX TOO. AN UNDERSTANDING AND APPRECIATION OF THIS IS PREREQUISITE TO EFFECTIVE EMPLOYEE MOTIVATION AND ALSO EFFECTIVE MANAGEMENT AND LEADERSHIP

36. ABRAHAM MASLOW’S STUDY OF HUMAN BEHAVIOUR

38. Career and Succession planning Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Succession planning ensures you can fill key roles from within your organization. Career planning involves efforts on the part of the organization to provide avenues for growth to an employee to clearly think through and decide areas in which they would like to make a career .

39. Performance Appraisal Performance appraisal, also known as employee appraisal, is a method by which the performance of an employee is evaluated (generally in terms of quality , quantity , cost and time). Performance appraisal is a part of career development .

41. 360 DEGREE APPRAISAL Modern thinking is that individual appraisals should involve feedback from more than just the line manager. 360-degree feedback, also known as 'multi-rater feedback', 'is employee development feedback that comes from all around the employee. The feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders.

42. “ Reward and Recognition " essentially implies providing incentives to & recognition of employees, individually and as members of groups, for their performance and acknowledging their contributions to the growth of the Company. Recognition ensures a positive, productive and innovative organizational climate & encourages more action. Recognition programs have become a part of a healthy culture , which values colleagues for the results accomplished and the ways we effectively work together

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