Unit: 3 Human Resource Management (Work Organisation Management)

Unit: 3 Human Resource Management

Unit 3 Syllabus

• 3.1 Objectives & Functions of Human resource Management
• 3.2 Recruitment & selection process;
• 3.3 Training & Development – Types of training: Induction, Skill Enhancement; Performance appraisal, Merit rating.
• 3.4 Leadership & Motivation – Styles of Leadership; Qualities of a good leader;
• 3.5 Motivation; Maslow’s Theory of Motivation, Factors for motivation;
• 3.6 Safety Management- Causes of accident, Safety precautions;
• 3.7 Fire Safety – Fire triangle, classification of fire, Different extinguishing Modes;

3.1 Objectives & Functions of Human resource Management

Human Resource Management

 Human Resource Management (HRM) is that part of management process which develops and manages the human element of the enterprise considering their resourcefulness in terms of total knowledge, skills, creative abilities, talents, aptitudes and potentialities for effectively contributing to the organizational objectives.

Objectives of Human Resource Management

• Enterprise Objectives
• Personnel Objectives
• Social Objectives

Enterprise Objectives

 The primary objective of personnel management is to help in achieving organizational goals. There will be a need for co-operation from everyone in the organization for achieving business goals. This requires that such persons should be employed who are capable of taking up the jobs assigned to them.

They should also be given proper training for undertaking the work effectively. This will be ensured by a suitable policy of recruitment, training and placement. The satisfaction of employees should be ensured to get their wholehearted co-operation. This may be done by looking after their convenience at work and offering them financial and other incentives. The enterprise objectives will only be achieved if everybody works for their attainment. Employees should be motivated to contribute their maximum to the organizational goals.

Personnel Objectives

Personnel management aims at the material and mental satisfaction to each employee in the organization. This will be possible when employees are provided with proper work environment and job satisfaction. The work place should be neat and clean and properly ventilated. Job satisfaction will include good remuneration, job security, avenues for promotion, financial and other incentives for improving performance.

Social Objectives

Personnel management also aims at preserving and advancing general welfare of the community. An enterprise owes a responsibility to the society at large. It can serve the society by creating more employment opportunities, producing quality goods at cheap rates. It can also help society by using productive resources in a best possible way and minimizing their waste.

Functions of Personnel Management

1. Human Resource Acquisitions
2. Development
3. Performance
4. Compensation
5. Motivation & Maintenance
6. Industrial Relations

Human Resource Acquisitions:

Selecting and placing appropriate personnel both in terms of numbers and their overall suitability of organisation. Manpower planning for determining the number and type of personnel required. Recruitment process through which personnel may be attracted towards the selection. Placement of the selected personnel in his/her appropriate position.

Development

Developing people for better performance and changing their position over the period of time. It also involves training, which is provided time to time to perform a specific job in a better way. 

Performance:

Performance management involves performance planning, performance appraisal and performance counselling used for a variety of purposes.

Compensation:

Compensation management involves determining base compensation, incentives and benefits to match employee’s efforts with suitable rewards. 

Motivation & Maintenance:

Motivation enables motivational environments developing quality of work life, HR Communications, HR Counselling, empowerment and participation. Maintenance involves safety & health management and HR mobility (promotion, demotion, transfer and separation) to maintain the right size of workforce.

Industrial Relations:

It involves managing good relation between the management and other group of employees by effectively redressing grievances and managing disputes.

3.2 Recruitment & Selection Process

Recruitment

The Recruitment is the process of analyzing the job requirements and then finding the prospective candidates who are then encouraged and stimulated to apply for the job in the organization. The Recruitment program is designed to attract more and more applicants such that the pool of candidates applies for the job, and the organization has more options to select the best out of them.

Stages of Recruitment Process

The recruitment process consists of five interrelated stages which
are as follows:

1. 1. Recruitment Planning
   2. Strategy Development
   3. Searching
   4. Screening
   5. Evaluation and Control

Recruitment Planning:

The recruitment process begins with the planning where in the vacant job positions are analyzed and then the comprehensive job draft is prepared that includes: job specifications and its nature, skills, qualifications, experience needed for the job, etc. The recruitment committee decides on the number and the type of applicants to be contacted.  The aim of any organization is to attract more candidates as some of them might not be willing to join, or some might not qualify for the job position. So, the company has a sufficient number of candidates to choose amongst them.

Strategy Development:

Once the comprehensive job draft is prepared, and the type and the number of recruits required are decided upon; the next step is to decide a strategy that is adopted while recruiting the prospective candidates in the organization.

Searching:

Once the strategy is prepared the search for the candidates can be initialized. It includes two steps: source activation and selling. The source activation means, the search for the candidate activates on the employee requisition i.e. until and unless the line manager verifies that the vacancy exists, the search process cannot be initiated. Selling means the firm must judiciously select that media of communication that successfully conveys the employment information to the prospective candidates.

Screening:

The screening means to shortlist the applications of the candidates for further selection process. The screening is considered as the starting point of selection but is integral to the recruitment process. This is because the selection process begins only after the applications are scrutinized and shortlisted on the basis of job requirements. The purpose of recruitment here is to remove those applications at an early stage which clearly seems to be unqualified for the job.

Evaluation and Control:

‘Evaluation and control’ is the last stage in the recruitment process wherein the validity and effectiveness of the process and the methods used therein is assessed. This stage is crucial because the firm has to check the output in terms of the cost incurred. The recruitment is a costly process as it includes the salaries of recruiters, time spent by the management, cost of advertisement, cost of selection, a price paid for the overtime and outsourcing in case the vacancy remains unfilled. Thus, a firm is required to gather all these relevant information to evaluate the performance of a recruitment process effectively.

3.3 Training & Development – Types of training; Induction; Skill Enhancement; Performance appraisal or, Merit rating

Training Process

The Training is a systematic activity performed to modify the skills, attitudes and the behavior, knowledge, and abilities of an employee to perform their jobs effectively.

Types of Training

1. Various types of training can be given to the employees such as –
2. Induction Training,
3. Refresher training
4. Job Instruction Training,
5. On The Job Training,
6. Vestibule Training,
7. Training For Promotions

Induction Training

Also known as orientation training given for the new recruits in order to make them familiarize with the internal environment of an organization. It helps the employees to understand the procedures, code of conduct, policies existing in that organization.

Refresher Training

This type of training is offered in order to incorporate the latest development in a particular field. This training is imparted to upgrade the skills of employees. This training can also be used for promoting an employee.

Job Instruction Training

This training provides an overview about the job and experienced trainers demonstrates the entire job. Addition training is offered to employees after evaluating their performance if necessary.

Vestibule Training

It is the training on actual work to be done by an employee but conducted away from the work place.

Skill Development Training

These are some training methods for the development of skill and capabilities of the existing & new employees. So that, there can be improvement of the efficiency of the employees.

For example –

Interactive Demonstrations: An interactive session combines live product demonstrations by the trainer and hands-on practice for the trainee.

Metaphors: In organizations and groups people have assigned for formal roles, such as, director, chief financial officer, manager of a department, the chairperson of a meeting, the person who takes the minutes.

Role-Plays: Role-play is defined as educational technique in which some problem, involving human interactions, real or imaginary is presented for spontaneous action. There is active participation of the trainees in role-play method of training. It permits training in the control of feelings and emotions.

Performance Appraisal or, Merit rating

Performance appraisal, also known as performance review or employee evaluation, is a formal process in human resource management (HRM) that evaluates an employee’s job performance and overall contribution to the company.

It’s a subjective evaluation of the employee’s strengths and weaknesses, relative worth to the organization, and future development potential.

Performance appraisals are also called performance evaluations, performance reviews, development discussions, or employee appraisals.

If you conduct a successful performance appraisal, you can get a handle on what the employee does best and identify areas that require improvement. Appraisals also come in handy for deciding how to fill new positions in the company structure with existing employees.

Types of Performance Appraisals or, Merit rating

The 360-Degree Appraisal: The manager gathers information on the employee’s performance, typically by questionnaire, from supervisors, co-workers, group members, and self-assessment.

Negotiated Appraisal: This type of appraisal uses a mediator to help evaluate the employee’s performance, with a greater emphasis on the better parts of the employee’s performance.

Peer Assessment: The team members, workgroup, and co-workers are responsible for rating the employee’s performance.

Self-Assessment: The employees rate themselves in categories such as work behavior, attitude, and job performance.

3.4 Leadership & Motivation – Styles of Leadership; Qualities of a good leader

Leadership

Leadership in management is the process of influencing and guiding individuals or teams towards the achievement of organizational goals. It involves setting a clear vision, providing direction, and inspiring and motivating employees to work towards organizational objectives.

Effective leadership requires a combination of skills, including communication, decision-making, problem-solving, and the ability to build and maintain relationships.

A good leader not only drives performance but also maintains a positive and productive work environment, encourages innovation, and supports the personal and professional growth of team members.

Motivation (প্রেরণা)

Motivation (in management) refers to the strategies and methods used by managers to inspire and encourage employees to perform their tasks effectively. It involves creating an environment where employees are driven to achieve their personal and organizational goals. This can include providing incentives, creating a positive work atmosphere, offering opportunities for growth, and recognizing and rewarding good performance. Effective motivation leads to higher productivity, job satisfaction, and employee retention.

Styles of Leadership

Some of the important leadership styles are as follows –
1. Autocratic leadership style
2. The Laissez Faire Leadership Style
3. Democratic/Participative leadership style
4. Bureaucratic leadership

Autocratic leadership style:

In this style of leadership, a leader has complete command and hold over their employees/team. The team cannot put forward their views even if they are best for the team’s or organizational interests. They cannot criticize or question the leader’s way of getting things done.

Laissez Faire Leadership Style:

The leader totally trusts their employees/team to perform the job themselves. He just concentrates on the intellectual/rational aspect of his work and does not focus on the management aspect of his work. The team/employees are welcomed to share their views and provide suggestions which are best for organizational interests. This leadership style works only when the employees are skilled, loyal, experienced and intellectual.

Democratic/Participative Leadership Style:

The leaders invite and encourage the team members to play an important role in decision-making process, though the ultimate decision-making power rests with the leader. The leader guides the employees on what to perform and how to perform, while the employees communicate to the leader their experience and the suggestions if any. The advantages of this leadership style are that it leads to satisfied, motivated and more skilled employees. It leads to an optimistic work environment and also encourages creativity.

Bureaucratic Leadership Style:

Here the leaders strictly adhere to the organizational rules and policies. Also, they make sure that the employees/team also strictly follows the rules and procedures. Promotions take place on the basis of employees’ ability to adhere to organizational rules. This leadership style gradually develops over time. This leadership style is more suitable when safe work conditions and quality are required.

Qualities of a Good Leader:

• Ability to Influence Others
• Transparency—to an Extent
• Encourage Risk-Taking and Innovation
• Integrity and Accountability
• Act Decisively
• Demonstrate Resilience

3.5 Motivation; Maslow’s Theory of Motivation, Factors for Motivation

Maslow’s Theory of Motivation

Abraham Maslow first introduced the concept of a hierarchy of needs in his 1943 paper titled “A Theory of Human Motivation,” and again in his subsequent book, Motivation and Personality. This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs.

1. Physiological Needs
2. Security and Safety Needs
3. Social Needs
4. Esteem Needs
5. Self-Actualization Needs

——End of Unit 3 Notes——

Previous Year Questions:

2023 July Work Organisation Management Semester 6 Question Paper

Practice MCQs

WOM MCQ Paper 3 (unit 3)