This document discusses various topics related to human resource management including: 1. Definitions of key terms like HRM, personnel policies, recruitment, selection, training and development. 2. The functions, need and importance of HRM planning, recruitment and selection policies and procedures. 3. Techniques used in recruitment like application forms, interviews, tests and their objectives and limitations. 4. The organization of the HRM department and relationship between line and staff functions. Job analysis, description, evaluation, design and their purposes. 5. Performance appraisal techniques like ranking, paired comparison and their benefits and limitations. It provides an overview of the essential HR concepts, processes, and techniques

1. 1.MEANING OF HRM in formulating wage, salary .7- Dissatisfaction of Def:An org move frm current manpower posi to its information, educational attrainments, work
Employing people, developing them, utilizing, employee regarding promotions and transfer. desired manpower posi Need&Importance:1- experience, salary, personal items, reference.
maintaining & compensating their srvcs with job & Procedure of Policy formulation: Initiating a checks cooperate plan of org.2-offests Evaluation of application form: clinical method,
org requirements. Def: Oliver Sheldon: “HRM is a Policy, Uncovering facts by personnel dpt , Putting uncertainity&change3-provide scope of devlpmnt weighted method, biographical method.Adve of
part of mgt process which is primarily concerned down policy in writing, Discuss the proposed of emly4-helps in individual need of emply,5-helps well designed application form, Psychological
with human constituents of an org.” policy, Adopting and launching it.Communicating it in anticipating cost of salary6- tries to foresee test: aptitude test, achievement test, situational
Characteristics of HR: It is continuous function; It is to empl,Administrating , Initiating follow up, redundancy&plan7-helps in planning physical… test, interest test, personality test. Objective of
concerned with managing ppl @ work, It is evaluating, reformulating. HRM A Profession: Objectives: recrut & retain, foresee emply test, uses of, limitation of.Interview Types: 1.
conscious of its social obligations towards the Emerged as a distinct discipline,Main Characteristic turnover, foresee impact of tecnlgy , improve Preliminary (informal interview, unstructured) 2.
society in general & employees in particular. It of profession:1-Possess advanced formal edu standards, estimate cost of HR. Levels of Core (background information, job n probe, stress
pervades the organization; It is concerned with &training.2-possess consistent exercise of HRP:National Level, Sectoral, Industry, unit, Dpt, in, fortinal n structured, group interv. Interviews
devlp of HR i.e, knldge, capability, skills, independent judgement.3-possess deep job. Steps of HRP: analy org plans,demand Process: preparation for interview, conducting
potentialities & achieving employee goals. It is a knowledge and expanding it through research.4- forecat,supply forc,estimate hr requirements,in interview, closing interview. Evaluation of
responsibility of all line managers and a function of Members hav common purpose5-Standards of future surplus,&deflect, plan of rectrutmets,Action interview. Guidelines for effective interview.
staff managers in an org. Nature and Scope of HR: competence in Education,training&performance. Plan. Modify org plan, limitation of HRP1- Limitation of interview techniques, placement.
Keeping records of HR. Welfare programmes. 3.FUNCTIONS OF HRM Resistance by employer&employe2- Induction: About d company, bout department.
Recruitment of LBR, Selection&placement. Public 2 Functions Managerial, Operative Manegerial: Uncertainties,3-Inadequacies of Inform systm. Objectives of induction:
relations. Training & educational Programmes. (Planning,orgnzing,drcting,contrling,) Operative: r 6-Recruitment 9. JOB ANALYSIS
Safty Inspection and Controll. Analaysis description related to specific activities of HRM, 1-Employemet Def:searching for prospective emply&stimulating Task, duty, position, job, job family, job analysis,
& evalution of work. Personal Apriasal & devlpmnt (job, analysis, HRPlanning, Recrutement, Selection, them to apply for job in org.factors of job description, job specification, job evaluation.
. Compensation & Schemes of Apraisal work. Placement, Induction & Orientation). Recrutemet:org policy,local candidates,influence Job classification. Purpose, Uses: Employment,
Labour Relations. (Complex dynamism, Social 2HRDevolopment( Performance Apraisal, Training, of trade,gvt regulations,&internal…Recruitemet organization skill, organization audit, training n
system, challenging task) Objectives of HR:To Mgt Dvlpmnt, Career Planing & Dvlpmnt). 3- policy:def, gvt pl, hr pl,org person pl,recruitment development, performance appraisal, promotion
increase welfare of HR, To establish harmonious Internal Mobility (Transfer, Promotions,Demotion) source,&cost,selection crieteria&performance. n transfer, preventing dissatisfaction, discipline,
relations b/w labour & capital. To arrange effective 4-Org Dvlpmt (to improve org effectevnes&health) impact of HRP on RP: Providingemplysecurity wage n salary, induction. Contents: job
communication with employees. To develop .5- Compensation (Job evaluation, Incentives, freedom, opertunity& suitable jobs. protecting identification, siginificant characteristics, job duties,
employees. To arrange sufficient NO of efficient. Bones, Fringe Benfits )6- Social Security womwn &minority candidates.Problms in how a job is performed, job relation. Steps in job
To motivate employees. To increase morale of Measures.7-Human Relations. Effectiveness of recruitment:not posses +ve image in analysis: collection of background information,
employees, To provide best working conditions to HRM: Organizational Health,HRaccounting, jobmarcket,jobs r not attractive,org plcy like emply selection of representative positions, collection of
employees. HRaudit, HRresearch policy, trade union<&gvt influence.org for job analysis, developing a job description,
2.PERSONNEL POLICIES: PROCE..PRGMS 4.ORGNIZATION OF HRM DPT. recruitiment, Merits of centraliesed recu:Avarge developing employee specification. Techniques of
Def: Brewster & Rich bell: A set of Line&Staff Relations. LineRelationship:b/w two cost,more expertive,ensure board job analysis: interview, direct observation,
proposals&actions that act as reference point for managers due to delegation of uninformity,enabe org to centrel ,above maintenance of records, questinnare, critical
managers in their dealings with employees. authority&responsibility&giving or receiving malpractices.Merits of Decentralized:unit audience.
P.Procedure: establishes a desired method of instructionsGenarelly b/w concerned concentrate, unit get more suitable,unit 10.JOB DESCRIPTION
handling activities. they guides to action rather superior&sebordinate.BD-MD-GM-DH- can recruit candidate.unit enjoy better femilarity Purpose, contents: job title, organizational location
than thinking Supervisiors. Staff Relation: B/W two Managers, &control. of d job, supervision given n received, materialsl,
Need & important of HR policy: 1- Consider the To Giving&taking Advice,Guidance,inform,help..in 7.SOURCES OF RECRUITMENT designation of immediate superiors. Uses of job
basic needs of organizations & employees. 2- of attaining org goals.Org Design& Line&Staff Internal sources: present permanent employees, description, Limitation of job decritption: Guide
Minimize favouritism and discrimination in treating Relations: HRM is a line respo bt a staf function, present temporary employees, retrenched or line for writing job description, job specification:
employees 3- Ensure action will be continued Line needs Assistance in Managing Men, A staf retired employees, dependents of deceased, physical speci, mental speci, emotional, social,
through managers. 4- Have standards of function.Staf role of HRDept: 1-Policy Initiation& disabled.y do org prefer internal source?. External behavioural
performance. 5-Create employe enthusiasm & Furmulation, 2-Advice, 3-Service ,4 Monitor & Sources: Education n training insti, private 11.JOB EVALUATION
loyality. Adventage of personal policy: a.emply Control.Application within an Orgn: BD-MD-GM- employment, publim employment, professional Wendel L frenc: Process of determining relative
hav clear & detail guides of probable action.b- DH-Supervisior-low level mgt.HRDpt in a associations, data banks, casual applicants, similar worth of various job within the organization.
Enforce employee sentiments due to fair & divisionalised org structure., HRD in a matrix org org, trade unions Recruitment Technique: Objectives of Job evaluation: to generate data n
equitable treatment.c- Provide advance structure:Two Supervisiors under dual authority., promotion, transfers, present employees, information related, compare duties, determine d
information & predictable decisions. d- Provide Role of HRDept in org asSpecilist: 1-As a Source of scouting, advertising. Recruitment Practice in hierarchy, determine ranks, minimize
stability in HRM practices & industrial relations.e- Help2-As A Chance of Agent3-Responsibilities India: internal sources, public employment wage.procedure. uses of evaluation. limitation of
Help growth & expansion on an ordinary basis.f- within HRDept…Qualities of HR Manager: 1- exchang, casual laourrs, labour contraction, job evaluation. Job evaluation method:
Help Mgt to anticipate probable problems.g- personell atriputes (intelligence,educational skill, campus recruitement. Conventional non quantitative methoed: ranking
Simplify task of decision and action.h- Know clearly discriminating skill, executive skill) 2- 8 SELECTION method(simple, ranking d key jobs, paired
roles they have to play. Coverage of HR Policy: 1- experience&training, 3- professional attitudes. Essenatial of selection procedure: needs of being comparison, single factor ranking) adventages,
Employemnt, 2- Devolepment, 3- Compensation, Qualifications: (degree,pg,diplma,. .experience, successful. Applicant, standard men. Factors disadvantages. Job classification n grading
4- Integration,5- working condition &motivation.6- lang knowledge ) Environmental scan& complex affecting selection decision: profile matching, method. Conventional quantitative methoed:
Employee Services.,Problems HRM : 1-Difficulty in in HRM: 1-technolegical factors2-HR in organizational n social environment.successive skill, effort, responsibility, job conditions. Point
Identifying PPL,2- in convincing employees to Country(change in structure of emply,in emply hurdles, multiple correlation. Steps in selection:job factor n factor comparison method: developing
accept ratings of performance appraisal.3- in roles&values,level of edu3-changei n demand of analysis, recruitment, application form, written job decription, slecting a number of key jobs,
identifying right kind of selection tests. 4- in emply4-local &gvt factor5-emply org,6- examination, tests, final interview, medical ranking of key jobs, valuing d subfactors,
motivating employees to undergo training custumers7-social factor8-econ fact9-polit fac examination, reference checks, line managers integrating d monetary value of sub factors. Adv,
seriously.5- in changing behavior of employees. 6- 5-HR Planning dicision, employment. Techniques of selection dis adv. Market pricing method, Job pricing
application blanks: Personal background method, Essential for success of job evaluation:

2. 12. JOB DESIGN practice. 5 full vs part. Areas Of Training: 1 supriviser, Jobs which affect demotion, Specfy Performance Appraisal: Evaluate success of
Approaches to designing job: 1.engineering company policies and procedures 2 in specific skill basis for demotion, It should be open policy, It training, forecast need of training of
approach,(taylor1911) 2.humane approach, 3.job 3 human relation training 4 problem solving should contain clear cut norms, Specify nature or employees,motivate d employees. Establish
characteristic approach(skill variety, task identity, training 5 managerial and supervisory training demotion. Decipline Maintains of harmony harmonious relation. Need for performance
task significance, autonomy, feedback). Guidelines Steps In Training Program: 1 preparing the depent on promtn appraisal: provide information to dignose
for job designing, Techniques for design: 1. Job instructor 2 preparing trainee 3 getting ready to Def: a force that promps individuals or groups to deficiency, prevent grievances, provide feedback
rotation, 2. Job enlargement, 3, job enrichment teach 4 presenting the operation 5 try out trainees observe the rules, regulation procedure which information, provide information which helps to
(techniques of job enrichment: Steps in job performance 6 followup.Bases Of Evaluation Of deemed to the neccessry for the effect ive functn counsel , provide information of correcting
enrichment) Training: 1 production factors. 2 general of an orgn. Web ster: it is trining that corrects placement. Benefits of performance appraisal:
13 MEANING OF TRAINING AND DEVELOPMENT observation. 3 human resource factors. 4 ,moulds ,strengthens or perfects. It is contrl gained identify misplaced, judge , findout the potential of
Training: is the organised procedure by which performance test. 5 cost value relationship by enforcing obidints. It is punishments or employees, focus on organization Limitations:
people learn knowledge and skill for a definite Objectives Of Management Development: 1 to chattisment. +ve & -ve of decpln: Posstive Factors Affecting perfo Appr: 1. Organizational
purpose.Education and training:education improve the performance of managers. 2 to approach / constructive dcipln, Neg apprch/ auto leadership, organizational structure,
purposes to develop individuals in all areas. increase the morality of manegers . 3 to stimulate crative. Constructive programme of dcpln, Red environmental constraints, inter dependence of
Training is increasing technical knowledge, skills creative thin king. 4 to improve taught and hot stove rule, Causes of indicpln, Decplnry subsystems. Process of performance appraisal:
and abilitries. analatical ability: Essentials Of Mgmt procdure: Issuing of charge sheet , Consideration establish perfom standards, communicating
Need For Training: 1 to match the employee Development Program: 1 analysis develpmntal of explanation, Showcause notice, Holding ofa full standars, Measuring performance, comparing .
specification with job requiremengs. needs. 2 appraisal of present managemet talent. 3 fleged enquiry, Consdring enqry proccedings, problems in performance apprai: errors in rating,
2organisational viability and transformation inventory of mgmt manpower. 4 establishment of Follow up. Intervention by a tribunal Types of halo effect, stereo typing, central tendancy,
process. 3.technological advances.4 organisational development program. 5 evaluation of programs punishment: Oral warning, Written, Loss of constant error, personal bias, spill over effect, lack
complexity 5 change in job assignment Objectives 16 TECHNIQUES OF TRAINING AND DEVELPMNT prvlges, Punitive suspensn, Withholding of reliability effective performance appr: mutual
1 to prepare the employee to meet the present OFF THE JOBTRAINING METHOD increment, Demotion, Termination, Discharge trus, clear objectives, standardisaton, training, job
and changing requirement of job. 2 to prevent 1 lecture. 2 conferance and seminars. 3case study . simpliciter, Discharge related ness, documentation, feedback, individual
obsolescence 3 to impart the entrants the basic 4 role playing. 5 business games. 6 programed Dissmissel, Principle of natural justce difference
knowledge and skill. 4 to prepare employees for instructions. 7 sensitivity training on the job 20.COMPENSATION 22. TECHNIQUES OF PERFORMANCE APPRAI
higher level task. 5to ensure smooth and efficient training dvlpmnt method: 1 job rotation 2 Terminology . Wage. Salry. Earnings ,Normal Methods: 1. Ranking, Paired comparison, graphic
working of a department Types 1 supervisory coaching 3 under study 4 multiple management wage,Real wage , Take home salry, Minimum rating sacle, forced distritution, checklist, field
training. 2 sales training. 3 clerical training 17 TRANSFERS wage, Statutory minimum wage, Living wage, Fare review, confidential report, assessment centre,
14 LEARNING AND TEACHING PROCESS Transfr is the lateral shift causing movement of wage, Insentive wage, Wage rate forced choice, critical incidence, MBO (appraisal by
Learning; the human process by which skills, individuals from one position to another Need for sound salry adminstrn, Objectives result). MBO
knowledge, habits and attitudes are acquired Objectives Of It: 1 to meet the organisational compensation: Aquire qualified personal, To retan 23. MOERN TECHNI OF PERFORMANCE APPRAI
Learning Principle 1 all human beings can learn. 2 requirements. 2 to satisfy the employee need . 3 to the present employees To secure intenal and Methods: Assessment Centre method, human
an individual must be motivated to learn. 3 utilise employee skill, knowledge, 4 to correct inter external eqity, Ensure desired behavior, Keep resource accounting method, Behaviourly
learning is active process. 4 time must be provided personal conflicts. 5 to adjust work force. 6 to labour and admnrtve coast, To project in public anchored rating scale (BARS): Identfy critical
to practice learning. 5 diffrent level of learning minimize scope of fraud and bribery Types Of progressive employer, To pay according to the incidents, select performance dimensions,
exisit. 6 learning shuld be goal oriented Transfer: 1 production transfer. 2 replacemnt content and difficulty of the job, Systems to retranslate d incidents, assign scales to incidents,
Characteristics Of Learning Process 1 learning is transfer. 3 rotation. 4 shift. 5 remedial . 6 penal achieve objectives: Job evaluation, Wage and salry develop final instruments. Adve, disadv. MBO
continuos process. 2 people learn through actual transfer Problems Of Transfer: 1adjustment ranges, Wage and salry adjstmnt. Princpls: Wage Process: Set organization goals, defining
personal experience. 3 people learn step by step. problems to the employee to the new job,place. 2 and salry plans and policis should be flexible, Jobe performance target, performance review, feed
Simple to complex. 4 it needs repetition Failure Of transfer cause much inconviniance. 3 causes loss evalution must be done scintfcly, Wage and salry back. Objectives of MBO: join gol set, action plan,
Motivation 1 if the trainees do not have desire to of mandays. 4 discriminatory transfer affect admnstrn ,plans must be constitant, Wage and self control, periodic process review.
progress. 2 if there is no tradition of training in employee morale. salry admin ,plans pragrms should be in 24. QUALITY OF WORKING LIFE (QWL)
organisation. 3 it is only on traditional lines and 18 PROMOTION conformity with social ,econm,object, Wage and How to measure QWL: job involvement, job
time is not necessary. 4 when the training Purposes Of Promotion: 1 to utilise employee salry admin, Factor s influencing wage and salary, satisfatction, sense of competence, job
envioronment is changed. 5 lack of ability to learn skill,knowledge. 2 to develop competitive spirit . 3 Admin: Remuneration , Firms ability to pay , Coast performance, productivity. Quality circle effective:
or grasp on the part of trainees. 6 employee have topromote employees self develpmnt and make of living, Prodctivty, Union pressure, Govt acceptance by all, encouragement of all members,
the feeling of failureLearning Problems 1 lack of them wait thir turn for promotion. 4 to promot legislation. Wage fixation isnstitutions in india: periodic summarizing, avoidance of such
knowledge, skill aptitude. 2 knowledge and skill interest in training . 5 to build loyality and boost 1.Collective bar gaining and adjudication, 2.Wage techniques, promotion of constructive. Issue in
not being applied. 3 psychological problems like morale Criteria For Promotio Or Basis Of board, Job evaluation , Wage rates for similr jobs in quality of working life: pay n stability of working
fear and shyness. 4 un willing to change. 5 lack of Promotion: 1 merits as basis of promotion. 2 combarable industrs, Embloyees productivity, life, organizational health program, alternative
interest four basic approch in learning theory 1 seniority Seniority com merit Problems With Various legislation, Firms ablity to pay, Existing level work schedules, participative mgt, recognition,
behavioral approach. 2 gestalt approach stimuli – Promotion 1 promotion disappoints some ofwage differentials, 3.Pay commissions. conginel work supervisor relation, grievance
response- reward/punishment. 3 model approach employees. 2 some refuse opromotion Promotion Executive compensation plan. Benefits n procedure.objectives of workers participation.
4 instruction Teaching Principles 1 employee must Policy 1 it shuld be uniformaly to all employees. 2 employee services. Coverage . fringe benefits. Qality of Circles: self governed group of workers
be taught to practice only the correct method of shuld be fair and impartial. 3 shuld provide equal 21.PERFORMANCE APPRAISAL with or with out their supervisors. Struture of QC:
work . 2 emphasis should be given more on opportunities. 4 contain clear norms Merit rating: modern mgt technology, Steering Committee
accuracy than speed. 4 teaching should be done at 5 favaratism shuld not be basis of it Dale yoder: all formal procedures used in working
different time intervals 19. DEMOTION N DECIPLINE org to evaluate personalities n contributions n Facilitator Facilitator
15 PRINCIPLES, STEPS AND EVALUATION OF Need for demo: 1 unsutblty .2 advs bus condi. 3 potentials of group members. Features
TRAINING PROGRAMMES new technlgy demnt new higher level skill. 4 /characteristics 1. Arranged periodically, is
Principles: 1. motivation. 2progressive employee on dclplanry ground. Demotion policy continous process, systematic description, QCH QCH QCH QCH
information. 3.reinforcement by rewards. 4 Contains: Specify circumstances, Specify of a systematic in the sense. Objectives of Q C M Q C M Q C H Q C M Q C M QC M QCM