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    MCCP

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    Definition:Definition:--

    AccordingAccording toto Flippo,Flippo, HumanHuman resourceresource

    managementmanagement isis thethe planning,planning, organizing,organizing, directing,directing,andand controllingcontrolling ofof thethe procurement,procurement, development,development,

    compensation,compensation, integration,integration, maintenancemaintenance andand

    reproductionreproduction ofof humanhuman resourcesresources toto thethe endend thatthat

    individual,individual, organizationalorganizational andand societalsocietal objectivesobjectivesareare accomplishedaccomplished..

    HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT

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    At 3 levels-

    1.Significance for an enterprise.1.Significance for an enterprise.

    22.. ProfessionalProfessional significancesignificance..

    33.. SocialSocial significancesignificance..

    IMPORTANCE OF HRM

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    SCOPE OF HRM

    To effective utilization of the human resources

    To establish and maintain an organizationalstructure

    To generates maximum development of individualsgroups

    To maintain high morale and better human relations

    To develop and maintain a quality of work life

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    HUMAN RESOURCE PLANNING

    Definition:Definition:--

    ItIt isis thethe processprocess byby whichwhich managementmanagement

    determinesdetermines howhow anan organizationorganization shouldshould movemove fromfromitsits currentcurrent manpowermanpower positionposition toto itsits desireddesired

    manpowermanpower positionposition.. ThroughThrough itit managementmanagement strivesstrives

    toto havehave thethe rightright numbernumber andand thethe rightright kindkind ofof peoplepeople

    atat thethe rightright places,places, atat thethe rightright time,time, doingdoing thingsthingswhichwhich resultresult inin bothboth thethe organization,organization, andand thethe

    individualindividual receiving,receiving, maximummaximum longlong--rangrang benefitbenefit

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    HUMAN RESOURCE PLANNING

    Human ResourceHuman ResourcePlanningPlanning

    Making a FutureMaking a Future

    AssessmentAssessment

    Making a CurrentMaking a Current

    AssessmentAssessment

    Designing a FutureDesigning a Future

    ProgramProgram

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    RECRUITMENTRECRUITMENT

    TheThe developmentdevelopment ofof aa poolpool ofof jobjob candidatescandidates ininaccordanceaccordance withwith aa humanhuman resourceresource planplan..

    TheThe purposepurpose ofof recruitmentrecruitment isis toto provideprovide aa groupgroup ofofcandidatescandidates thatthat isis largelarge enoughenough toto letlet managersmanagers selectselectthethe qualifiedqualified employeesemployees theythey needneed..

    E.g. : SonyE.g. : Sony

    MainMain formsforms ofof recruitmentrecruitment throughthrough advertisingadvertising ininnewspapers,newspapers, magazines,magazines, tradetrade papers,papers, internetinternet etcetc..

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    Job & Position Description::A written description of a non-management job, covering

    title, duties, and responsibilities, and including its location on theorganization chart.

    E.g. : A brief job description might be read as :- SalesManager: Duties include hiring, training, and supervision smallsales staff and administration of sales department; responsible for

    performance of department; reports to division manager.

    Hiring Specification:A written description of the education, experience, and skills

    needed to perform a job or fill a position effectively.E.g. : The hiring description might be read as :- Position

    requires BBA degree; five years experience in sales and two yearssupervisory experience; energetic, motivated individual with welldeveloped interpersonal skills.

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    SOURCES OF RECRUITMENT

    EXTERNAL SOURCESEXTERNAL SOURCES

    Factory gate Recruitment

    Advertisements In Newspaper & Magazine

    Employment Exchange

    Labor Contractor

    Other like Similar organizations ,Executive Search

    Agencies & Causal callers

    Education & Training Institute

    INTERNAL SOURCESINTERNAL SOURCES

    Promotion

    Upgrading & Demotion

    Retired and retrenched

    Transfer

    E- Recruitment & Inter-net

    WWW.NAUKARI.COM,MONSTERINDIA.COM

    TIMESJOB.COM & JOBAHED.COM

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    RECRUITMENT POLICY

    In todays rapidly changing business environment, a well

    defined recruitment policy is necessary for organizations torespond to its human resource requirements in time. Therefore,

    it is important to have a clear and concise recruitment policy in

    place, which can be executed effectively to recruit the best

    talent pool for the selection of the right candidate at the right

    place quickly.

    DECRUITMENT OPTIONS :- Firing.

    Layoffs. Attrition.

    Transfers.

    Reduced workweeks.

    Early retirements.

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    Selection Process

    The Organization decides whether to make a job offerand how attractive the offer should be, and the job

    candidates decides whether the organization and the job

    offer fit his or her needs and goals.

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    Steps in the Selection ProcessSteps in the Selection Process

    PROCEDURES PURPOSES ACTIONS & TRENDS

    1.Completed job

    application

    Indicates applicants

    desired position; provides

    Requests only information the

    predicts success in the job.

    2.Initial screening

    interview

    Provides a quick

    evaluation of applicants

    suitability.

    Asks questions on experience,

    salary expectation,

    Willingness to relocate, etc.

    3.Testing Measures applicants job

    skills and the ability to

    learn on the job.

    May include computer testing

    software, handwriting analysis,

    medical and physical ability.

    4.Background

    investigation

    Checks truthfulness of

    applicants resume or

    application form.

    Calls the applicants previous

    supervisor (with permission)

    and confirms information from

    applicant.

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    Contd..

    PROCEDURES PURPOSES ACTIONS & TRENDS

    5.In-depth

    selection

    interview

    Finds out more about the

    applicant as an individual.

    Conducted by the manager

    to whom the applicant will

    report.

    6. Physical

    examination

    Ensures effective performance

    by applicant;

    Protect other employees against

    diseases;

    Establishes health record on

    applicant;

    Protect firm against unjust

    workers compensation claims.

    Often performed by

    companys medical doctor.

    7. Job offer Fills a job vacancy or position. Offers a salary plus benefit

    package.

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    MANAGER SELECTION

    An experienced manager who is up for selectionusually goes through several interviews before being

    hired. The interviewers are almost always higher-level

    managers who attempt to assess the candidates

    suitability and past performance.

    Interviewing NewManagers:-

    Many companies send recruiters to college

    campuses around the country to interview youngprofessionals for entry-level positions. At this level,

    college grades and other aspects of the college record are

    part of the assessment.

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    TRAINING & DEVELOPMENT

    1.Training Programs:-

    A process designed to maintain or improve

    current job performance.

    2. Developmental Programs:-

    A Process designed to develop skills

    necessary for future work activities.

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    1. TRAINING PROGRAMS

    FourProcedures to determine the training needs of

    individuals in Organization.

    1. Performance appraisal:-

    Each employees work is measured against theperformance standards or objectives established for his or

    her job.

    2. Analysis of job requirements:-

    The skills or knowledge specified in the appropriate job

    description are examined, and those employees without

    necessary skills or knowledge become candidates for a

    training program.

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    Cont

    3. Organizational analysis:-The effectiveness of the organization and its success

    in meeting its goals are analyzed to determine where

    differences exist.

    4. Employee Survey:-

    Managers as well as non-managers are asked to

    describe what problems they are experiencing in theirwork and what actions they believe are necessary to

    solve them.

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    Methods of Training

    TwoM

    ethods of Training:-(A) ON-THE JOB TRAINING:-

    Job rotation

    Internship

    Apprenticeship

    On the job trainingOn the job training

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    (B) OFF-THE JOB TRAINING:-

    Vestibule Behaviorally experienced

    Computer-assisted instruction (CAI)

    Vestibule trainingVestibule training CAI trainingCAI training

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    MANAGEMENT DEVELOPMENT PROGRAMS

    Two TypesMethods:-

    (A) ON-THE JOB METHODS:-

    Coaching Job rotation

    Training positions

    Planned work activities

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    InIn--house classroom instructionhouse classroom instruction

    (B) OFF- THE JOB METHODS:-

    In-house classroom instruction

    University-sponsored management developmentprograms.

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    PERFORMANCE APPRAISAL

    AlthoughAlthough helpinghelping othersothers improveimprove theirtheir

    performanceperformance isis oneone thethe mostmost managermanager importantimportant

    tasktask..

    MostMost managermanager freelyfreely admitadmit performanceperformance appraisalappraisal

    andand improvementimprovement coachingcoaching givesgives themthem difficultydifficulty..

    A MODEL EVALUTION PROGRAMA MODEL EVALUTION PROGRAM

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    INFORMAL APPRAISALS

    It means the continual process of feeding back toemployees information about how well they aredoing their work for the organization.

    Informal appraisal can be conducted on a day-to-day basis.

    Because of the close connection between thebehavior and the feedback on it, informal appraisal

    is an excellent way to encourage desirableperformance and discouragement undesirableperformance before it become ingrained.

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    FORMAL SYSTEMATIC APPRAISALS

    It usually occurs semiannually or annually.

    Formal appraisal has four major purposes:

    1. To let employees know formally how theircurrent performance is being rated.

    2. To identify employees who deserves merit raises.

    3. To locate employee who need additional training.

    4. To identify candidates for promotion.

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    There are four basic appraisal approaches have

    evolved in organization.

    1. A managers rating of an employee.

    2. A group of managers rating an employee.

    3. A group of peers rating a colleague.

    4. Employees rating of bosses.

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    COMPENSATION

    Compensation is the outcomes (rewards)

    employees receive in exchange for their work,

    or pay is an exchange between the individual

    or group and the employer.

    The general idea is that the more responsibility

    a manager has, the more compensation he or

    she should earn.

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    PROMOTION

    Promotion refers to advancement of an

    employee to a higher post carrying greater

    responsibilities, higher status and better salary.

    It is the upward movement of an employee in

    the organization's hierarchy, to another job

    commanding greater authority, higher status

    and better working standards.

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    TRANSFER

    A transfer refers to a horizontal or lateral movement

    of an employee from one job to another in the same

    organization without any significant changes status and

    pay. It has been defined as lateral shift causing

    movement of individuals from one position to another

    usually without involving any marked change in duties,

    responsibilities, skills needed orcompensation

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    DEMOTION

    Demotion implies the assignment of an

    employee to a job of lower rank with lower

    pay. It refers to downward movement pf an

    employee in the organizational hierarchy with

    lower status and lower salary.

    It is downgrading process and a serious type ofPunishment, hence it should be used tactfully

    and only when it is absolutely necessary.

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    Demotions usually progress

    through a series of steps Warning

    Reprimand

    Retraining

    Suspension

    Disciplinary transfer

    Demotion

    Discharge

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    SEPARATIONS

    Separation of an employee takes place when hiswith the organization come to an end and the employee

    the organization. It may occur due to resignation,

    death, dismissal and layoff. Following service

    agreement are various forms of separations.

    Resignation

    Retirement

    Layoff

    Retrenchment

    Dismissal

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    ExampleExample

    Duracell & pauline hyde association

    (PHA)

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    STRATEGIC HUMAN RESOURCE

    MANAGEMENT

    The linking of HRM with strategic goals andobjectives in order to improve businessperformance and develop organizational

    cultures that foster innovation and flexibility.

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    Strategic Human Resource

    Management

    Human Resource

    Management

    Organizational

    Performance

    OrganizationalCulture

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    Actions & Reaction

    Changes in work

    demography

    Reexamine all

    Policies, practices &

    Managerial value

    Greater

    Govt.

    involvement

    Increasing

    International

    Competition

    More With

    Career life

    satisfaction

    Reexamine HRM

    Policies to

    Develop new

    HRM policies

    Need to

    Improve

    Human

    productivity

    Reexamine employees

    Career paths, life style

    Needs, work schedules

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    ENVIRONMENTALPRESSURE

    Stakeholder pressure.Stakeholder pressure.

    Competition.Competition.

    Expansion of organization.Expansion of organization.

    Slower growth.Slower growth.

    Government involvement.Government involvement.

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    FourCs Model for Evaluating HR

    competence

    commitment

    congruence

    cost effectiveness

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    BIBLIOGRAPHY

    www.ittestpapers.com

    www.corris.co.uk

    MANAGEMENT BOOK OF JAMES A.F. STONER

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