Unit III

1. Unit III Human Resource Management -Prof. Prasad Mahale

2. Contents • Function and objective Personnel Management • Manpower Planning, Selection and Recruitment of Employees • Needs & Types of Training, Objective and Benefits of training, Training for Craftsman, supervisor and Executive • Motivation and motivators: motivations, perspective: self-motivation • Motivation: the carrot and the sticks, kinds of Motivation, Herzberg’s motivation, Hygien Theory • Personal management: concept, principles of good personal policy • Communication in industry, suggestion system, discipline in industry, promotion, transfer, layout and discharge

3. Functions & objectives of Personnel management • Two categories of functions: • Operative Function: • Procurement • Development • Compensating • Utilizing • Maintaining

4. Functions & objectives of Personnel management • Two categories of functions: 2. Managerial Function: • Planning • Organizing • Co-ordinating • Directing • Motivating • Controlling

5. Functions & objectives of Personnel management • Objectives: • Justice Within an Organization • Personality • Cooperation • Democracy

6. Personnel management • Personnel management is the branch of management which is concerned with the recruitment, selection, development and the optimum use of employees. • That means, personnel management is concerned with the employees engaged in all levels of management. • According to Flippo, “Personnel management is the planning, organizing, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and societal goals.” • According to Brech, “Personnel Management is that part which is primarily concerned with human resource of organization.”

7. Scope of Personnel Management: • Personnel management covers four types of functions: • Advisory function: Establish good relations between management and employees. • Management function: Recruitment, training, education, etc. of personnel. • Administrative function: Covers major administrative matters. • Workers Welfare: Pay attention to workers' physical and mental health, and their social and economic conditions.

8. Aim of Personnel Management: The aims of personnel management are: • Efficient use of company human resources. • Promote synchronization among human resources. • Harness the positive talents and qualities of each employee. • Specific aims may include: recruitment, training, placement, education, promotion, financial security, etc.

9. Nature of personnel management • It is related with people. • It is a pervasive function: i.e. functions of personnel management performed at all level of management. • it is a group of personnel activities: that is selection, recruitment, training, job evaluation etc. • It requires the knowledge of psychology: personnel management deals with human resource of production. • Every individual working in an organization has his own desires, expectations.

10. It is a multiple-objective function: nature of personnel management is multi-objective. It has to achieve three objectives at same time. • Organizational objective: maximum utilization of available resources. • Employee satisfaction objective: to satisfy the employees by ensuring proper remuneration, promotion, training etc. • Social objective: to maintain industrial peace is the social objective of personnel management.

11. Manpower planning • Manpower planning is a process determining requirements of right number and right kind of human force at right place and right time. • Manpower planning is defined by stainer, “strategy for the requisition, utilization, improvement and preservation of an enterprise’s human resource. • Objectives of manpower planning are to ensure optimum use of human resources currently employed. • Analysing the current manpower inventory • Making future manpower forecast • Developing employment programmes • Design training programmes

12. Manpower planning • Importance of manpower planning • Key to managerial function • Efficient utilization • Motivation • Better human relations • Higher productivity • Types of Manpower planning: • Short term manpower planning • Intermediate manpower planning • Long term manpower planning

13. Recruitment • The recruitment and selection process is important for new and established businesses alike. Your human resources department has the support and expertise of employment specialists who assist hiring managers with the procedures to ensure your company leaders are making wise hiring decisions. • There are several pieces to the recruitment and selection process: sourcing candidates, reviewing and tracking applicants, conducting interviews and selection for employment. • Preliminary interviews • Application blanks • Employment interview • Written test • Medical examination • Appointment letter

14. Recruitment • Recruitment means discovering applicants for present or future jobs in an organisation. • Accordingly to Edwin B. Flippos “Recruitment is process of searching for prospective employees and stimulating them to apply for jobs in the organisation.” • Recruitment may also be described as art of attracting applicants from whom the most suitable one may be selected. • Sources • Internal Recruitment • Transfer • Promotion • Re-employment of ex-employees

15. Recruitment • External Recruitment • Employment at factory level • Advertisement • Employment exchanges • Employment agencies • Educational institutions • Recommendation • Labour contractors

16. Recruitment

17. Principles of good personnel policy • A personnel policy is a directive, usually written, to help personnel department in accomplishing its objectives or functions. • It contains information regarding, • Recruiting employees • Promotions • Safety practices • Training • Health standards etc.

18. Training • Is a process of learning, in which emphasis is given for job instruction, job relation and job knowledge programmes in addition to managerial skills. • Training needs: • Job requirements: new employees need to be provided orientation training to make them familiar with the job and the organization. • Technological changes: increasing use of fast changing techniques require training into new technology. • Internal mobility: training becomes necessary when an employee moves from one job to another job due to promotion or transfer.

19. Objectives of training • Increase job satisfaction and morals among employees • Increase employee motivation • To increase productivity • Increase efficiencies in processes, resulting in financial gain • Increase capacity to adopt new technologies and methods • Increase innovation in strategies and products • Enhance company image

20. Need for Training: • Environmental changes: • Organizational complexity: • Human relations: • To match employee specifications with the job requirements and organizational needs • Change in the job assignment: • On-the-Job Methods • Understudy • Job rotation • Special projects • Experience • Committee assignment • Coaching

21. Need for Training: • Off-the-Job Methods • Special courses and lectures • Conferences and seminars • Selected reading • Case study method • Programmed instruction/learning • Brainstorming • Role-playing • Vestibule schools • Apprenticeship training • In-basket exercise • Business games • Behavior modeling • Sensitivity (T-group) training • Multiple management

22. Benefits of Training: • Increased productivity • Less supervision • Reduction of errors & accidents • Talent pool • Uncover employee potential • Job satisfaction • Reduction of turnover and absenteeism • Address employee weaknesses • Increased consistency • Reduction in learning time • Team spirit • Skills Development • Optimum resource utilization: 

23. Training for Craftsman • Craft production is the process of manufacturing by hand with or without the aid of tools. The term Craft production refers to a manufacturing technique applied in the hobbies of handicraft but was also the common method of manufacture in the pre-industrialized world, such as in the production of pottery. • On the job training • Demonstration • Coaching • Job rotation • Projects • Apprenticeship • Off the job training • Vestibule training • Role play • Lecturer/conference

24. Training for Supervisor • On the job training • Job rotation • Internship/assistantship • Laboratory training • Coaching • Off the job training • Lecturers • audit/visual • Role playing • Simulation exercise

25. Training for Executive • On the job training • Coaching • Understudy • Job rotation • Special project • Committee assignments • Improve the performance of managers at all levels. 2. Identify the persons in the organization with the required potential and prepare them for higher positions in future. 3. Ensure availability of required number of executives / managers succession who can take over in case of contingencies as and when these arise in future.

26. Motivations • Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people’s behavior • One of the most important functions of management is to create willingness among • Identify the importance of generating high levels of motivation in employees within an organizational behavior framework the employees to perform in the best of their abilities

28. Key Points • Motivation is generally what energizes, maintains, and controls behavior. • The role of motivation in the workplace is straightforward theoretically but is difficult to actually measure. • Salary is often enough motivation to keep employees working for an organization, but it’s not always enough to push them to fulfill their full potential. • Motivated employees will retain a high level of innovation while producing higher- quality work at a higher level of efficiency. • The opportunity cost in motivating employees is essentially zero. • Key Terms • productivity: The rate at which products and services are generated relative to a particular workforce. • Opportunity cost: The value of investing in the next best alternative; the value forfeited by taking a particular route. • innovation: The introduction of something new; the development of an original idea.

29. Self Motivations • Self-motivation is a power that drives us to keep moving ahead. It encourages continuous learning and success, whatever be the scenario. • Self-motivation is a primary means of realizing our goals and progressing. • It is basically related to our inventiveness in setting dynamic goals for ourselves, and our faith that we possess the required skills and competencies for achieving those challenging goals. • We often feel the need for self-motivation. • Self-motivation is, in its simplest form, the force that drives you to do things.  • Motivation is what pushes us to achieve our goals, feel more fulfilled and improve overall quality of life.

30. Motivation: Carrot and Stick  • Definition: The Carrot and Stick Approach of Motivation is a traditional motivation theory that asserts, in motivating people to elicit desired behaviors, sometimes the rewards are given in the form of money, promotion, and any other financial or non-financial benefits and sometimes the punishments are exerted to push an individual towards the desired. • The Carrot and Stick approach of motivation is based on the principles of reinforcement and is given by a philosopher Jeremy Bentham, during the industrial revolution. • This theory is derived from the old story of a donkey, the best way to move him is to put a carrot in front of him and jab him with a stick from behind. • The carrot is a reward for moving while the stick is the punishment for not moving and hence making him move forcefully.

31. Motivation: Carrot and Stick  • Thus, an individual is given carrot i.e. reward when he performs efficiently and is jabbed with a stick or is given a punishment in case of non-performance. While giving the punishments, the following points need to be taken care of: • Punishment is said to be effective in modifying the behavior if an individual selects a desirable alternative behavior. • If the above condition does not occur the behavior will be temporarily suppressed and may reappear after the punishment is over. • The punishment is more effective when given at the time the undesirable behavior is actually performed. • The management should make sure, that punishment is properly administered and does not become a reward for the undesirable behavior.

32. Kinds of Motivation  • Incentives • Fear • Achievement • Growth • Power • Social

33. Herzberg’s motivation, • The opposite of Satisfaction is No Satisfaction. • The opposite of Dissatisfaction is No Dissatisfaction

34. Herzberg showed that satisfaction and dissatisfaction at work almost always arose from different factors

35. Herzberg’s Two-Factor Theory of Motivation • Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. • But if these factors are absent / if these factors are non-existant at workplace, then they lead to dissatisfaction. • In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. • These factors are extrinsic to work. Hygiene factors are also called as dissatisfies or maintenance factors as they are required to avoid dissatisfaction.

36. According to Helzberg, Man has two sets of needs: As a human being to grow psychologically As an animal to avoid pain

37. HERZBERG’S Motivation-Hygiene Theory Psychologist Frederick Herzberg believed that: • Intrinsic—natural, real—factors are related to job satisfaction & • Extrinsic factors are related to job dissatisfaction. • On the other hand, when employees were dissatisfied, they tended to cite extrinsic factors such as company policy and administration, supervision, interpersonal relationships, and working conditions. • Herzberg suggested emphasizing motivators—those factors that increase job satisfaction, such as recognition and growth.

38. Hygien Theory

39. Hygien Theory

41. Two Factor Motivational Theory • Hygiene factors are : • Company Policies & Administration • Supervision • Interpersonal Relations • Status • Working Conditions • Security • Salary

42. Personnel Management • Personnel management is that area of management which is concerned with people at work and their interpersonal relations. The various other terms used for Personnel Management are ‘Personnel Administration’, ‘Labor Management’ ‘Industrial Relations,’ ‘Labor Relation • Personnel management can be defined as obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with employees at work and with their relationship within the organization actions,’ ‘Manpower Management’ and ‘Employee Relations.’

45. Principles of good personal policy

46. Communication in industry

47. Communication in industry • There are several methods of business communication, including: • Web-based communication - for better and improved communication, anytime anywhere... • Video conferencing which allow people in different locations to hold interactive meetings; • Reports - important in documenting the activities of any department; • Presentations - very popular method of communication in all types of organizations, usually involving audiovisual material, like copies of reports, or material prepared in Microsoft PowerPoint orAdobe Flash; • Telephone meetings, which allow for long distance speech; • Forum boards, which allow people to instantly post information at a centralized location; and • Face-to-face meetings, which are personal and should be succeeded by a written follow-up.

50. Suggestion System • This two-way channel of communication is really fruitful for employer and the employee. • The employee feels engaged and valued, whereas the employer understands what is really going on in the minds of the employees and also gets new ideas. • These suggestions help increase - efficiency, performance, safety, quality of product and service. They also help decrease - waste. • In the times of integrated information systems, suggestion systems become even more impactful and meaningful. • Data can be easily be exported across knowledge systems and used for collating and executing the suggestions. • The administrator for the suggestion system can also regulate the authority for who can refer to these suggestions. The senior management can also directly and incrementally refer to these online suggestion systems.