Human Resource Management PDF

HUMAN RESOURCE MANAGEMENT CBET – 19 – 101A |3:00 pm – 4:30 pm|1ST SEMESTER organisation. The human beings can‘t be dealt with like physical REVIEWER factors of production...

HUMAN RESOURCE MANAGEMENT CBET – 19 – 101A |3:00 pm – 4:30 pm|1ST SEMESTER organisation. The human beings can‘t be dealt with like physical REVIEWER factors of production. CHAPTER 1 (INTRODUCTION TO HRM) Personnel Management VS Human Resource Management: Contemporary Human Resource Management, as a part and parcel of management function, underscores strategic INTRODUCTION: approach to management in areas of acquisition, motivation, and management of people at work. - Human Resource Management (HRM) is a relatively new approach to managing people in any organization. People are PERSONNEL HUMAN RESOURCE considered the key resource in this approach. it is concerned MANAGEMENT MANAGEMENT with the people dimension in management of an organization. - Administrative/Basic - Broad and Srategic Personnel Tasks such as Approach - Since an organization is a body of people, their acquisition, training and selecting. development of skills, motivation for higher levels of - sees employees as attainments, as well as ensuring maintenance of their level of - Routine Function important assets, focusing commitment are all significant activities. on mutual respect, - Traditional Approach encouraging shared goals NATURE OF HUMAN RESOURCE MANAGEMENT: and strengthening the bond between employees and - The emergence of human resource management can be organizations. attributed to the writings about human relations who attached great significance to the human factor. They seriously describe that management is personnel administration ‖. This view is partially true as management is concerned with the efficient OBJECTIVES OF HUMAN RESOURCE and effective use of both human as well as non-human resources. MANAGEMENT: - Thus human resource management is only a part of the - to obtain maximum individual development, desirable working management process. At the same time, it must be recognized relationships between employers and employees and that human resource management is inherent in the process of employers and employees, management. - to affect the moulding of human resources as contrasted with The Nature of the HRM has been highlighted in the following: physical resources. Inherent Part of Management: This function is performed by However, the specific objectives of human resource all the managers throughout the organization rather that by the management are as follows: personnel department only. 1. To ensure effective utilization of human resources, the Pervasive Function: All managers at various levels in the human resources will efficiently utilize all other organizational organization perform it. It is not a responsibility that a manager resources. can leave completely to someone else. 2. To establish and maintain an adequate organizational Basic to all Functional Areas: Human Resource Management structure of relationship among all the members of an permeates all the functional area of management such as organization by dividing of organization tasks into functions, production management, financial management, and marketing positions and jobs, and by defining clearly the responsibility, management. accountability, authority for each job and its relation with other jobs in the organization. People Centered: Human Resource Management is people centered and is relevant in all types of organisations. It is 3. To generate maximum development of human resources concerned with all categories of personnel from top to the within the organization by offering opportunities for bottom of the organisation advancement to employees through training and education. Personnel Activities or Functions: Human Resource 4. To ensure respect for human beings by providing various Management involves several functions concerned with the services and welfare facilities to the personnel. management of people at work. It includes manpower planning, employment, placement, training, appraisal and 5. To ensure reconciliation of individual/group goals with those compensation of employees of the organization in such a manner that the personnel feel a sense of commitment and loyalty towards it. Continuous Process: Human Resource Management is not a one shot function. It must be performed continuously if the 6. To identify and satisfy the needs of individuals by offering organisational objectives are to be achieved smoothly. various monetary and non-monetary rewards. Based on Human Relations: Human Resource Management In order to achieve the above objectives, human resource is concerned with the motivation of human resources in the management undertakes the following activities: 1|Page  BA – MGT101 | 1ST SEMESTER practices, personnel audit, morale, survey and performance 1. Human Resource planning, i.e., determining the appraisal, etc. number and kinds of personnel required to fill various positions in the organization. IMPORTANCE OF HUMAN RESOURCE 2. Recruitment, selection and placement of personnel, MANAGEMENT: i.e., employment function. 3. Training and development of employees for their - has a place of great importance. efficient performance and growth. 4. Appraisal of performance of employees and taking - According to Peter F. Drucker, The proper or improper use corrective steps such as transfer from one job to of the different factors of production depends on the wishes of another. the human resources. Hence, besides other resources human 5. Motivation of workforce by providing financial resources need more development. Human resources can incentives and avenues of promotion. increase cooperation but it needs proper and efficient 6. Remuneration of employees. The employees must be management to guide it. given sufficient wages and fringe benefits to achieve higher standard of living and to motivate them to show higher productivity. FUTURE CHALLENGES BEFORE THE MANAGERS: 7. Social security and welfare of employees. 1. Increasing Size of Workforce: The Size of Organizations is FUNCTIONS OF HUMAN RESOURCE increasing. A large number of multinational organisations has grown over the year. MANAGEMENT: 2. Increase in Educational Level: The governments of Managerial Functions; various countries are taking steps to eradicate illiteracy and increase the educational level of their citizens. 1. Planning: The planning function of human resource department pertains to the steps taken in determining in 3. Technological Advances: With the changes coming in the advance personnel requirements, personnel programmes, wake of technology, new jobs are created and many old jobs policies etc. become redundant. There is a general apprehension of immediate unemployment. 2. Organization: Under organisation, the human resource manager has to organise the operative functions by designing 4. Changes in Political Environment: There may be greater structure of relationship among jobs, personnel and physical Government interference in business to safeguard the interests factors in such a way so as to have maximum contribution of workers, and the public at large. Government's participation towards organisational objectives. in trade. 3. Directing: Directing is concerned with initiation of organised 5. Increasing Aspirations of Employees: Considerable action and stimulating the people to work changes have been noted in the worker of today in comparison to his counterpart of 1950s. The workers are becoming more 4. Controlling: It provides basic data for establishing aware of their higher level needs and this awareness would standards, makes job analysis and performance appraisal, etc intensify further in the future workers.. Operative Functions: 6. Changing Psychosocial System: In future, organisations will be required to make use of advanced technology in 1. Procurement of Personnel: It is concerned with the accomplishing their goals while satisfying human needs.. obtaining of the proper kind and number of personnel necessary to accomplish organisation goals. 7. Computerized Information System In the past, the automation of manufacturing processes had a major effect 2. Development of Personnel: Development has to do with upon the systems of production. storage, handling and the increase through training, skill that is necessary for proper packaging, etc. More recently, there has been and in the future job performance. there will be the impact of revolutionary computerised information system on management. 3. Compensation to Personnel: Compensation means determination of adequate and equitable remuneration of This revolutionary development would cover two primary areas personnel for their contribution to organisation objectives. of personnel management which are as follows: 4. Maintaining Good Industrial Relation: Human Resource (a) The use of electronic computers for the collection and Management covers a wide field. It is intended to reduce processing of data, and strifies, promote industrial peace, provide fair deal to workers (b) The direct application of computers in the managerial and establish industrial democracy. decision making process 5. Record Keeping: In record-keeping the personnel manager 8. Mobility of Professional Personnel: Organizations will collects and maintains information concerned with the staff of expand the use of boundary agents whose primary function will the organisation. be achieving coordination with the environment. One interesting fact will be an increase in the mobility of various 6. Personnel Planning and Evaluation : Under this system managerial and professional personnel between organizations. different type of activities are evaluated such as evaluation of performance, personnel policy of an organisation and its 9. Changes in Legal Environment: Many changes are taking place in the legal framework within which the industrial 2|Page  BA – MGT101 | 1ST SEMESTER relations systems in the country are now functioning. It is the NEED AND IMPORTANCE OF HUMAN RESOURCE duty of the human resource or personnel executive to be aware of these changes and to bring about necessary PLANNING: adjustments within the organisations so that greater utilisation Human Resource planning is the process by which a of human resources can be achieved. management determines how an organisation should move from its current manpower position to its desired manpower 10. Management of Human Relations: On the industrial position. Through planning a management strives to have the relations 'front, things are not showing much improvement right number and the right kinds of people at the right places, even after so many efforts by the government in this direction. at the right time, to do things which result in both the Though a large number of factors are responsible for industrial organisation and the individual receiving the maximum long- unrest but a very significant cause is the growth of multi-unions range benefit. in industrial complexes having different political affiliations. 11. New Role of Human Resource Management: Human STEPS IN HUMAN RESOURCE PLANNING: Resource Management in the New Millennium has undergone a great revolution by questioning the accepted practices and Human resource planning refers to a process by which re-inventing the organisations as well as structures. Many companies ensure that they have the right number and kinds of traditional practices have been thrown out. people at the right place, at the right time; capable of performing different jobs efficiently. Planning the use of human The new role of human resource management is much more resources is an important function in every organization. strategic than before. Some of the new directions of the role of HRM can be summed up as follows : 1. Analysis of Organizational Plans and Objectives: Human resource planning is a part of overall plan of A Facilitator of Change: To carry people through upheaval organization. Plans concerning technology, requires the true management of human resources. production, marketing, finance, expansion and diversification give an idea about the volume of future An Integrated Approach to Management: Rather than being work activity. Each plan can further be analyzed into an isolated function, human resource is regarded as a core sub- plans and detailed programs. activity, one which shapes a company‘s values. In particular, this can have an impact on customer service. 2. Forecasting Demand for Human Resources: Human resource planning starts with the estimation of A Mediator: Establishing and balancing the new and emerging the number and type of personnel required at different aspirations and requirements of the company and the individual. levels and in different departments. These changes, which are taking place, involve more commitment of the organisation to the development of people by 3. Forecasting Supply of Human Resources: One of improving performance and cutting costs the important areas of human resources planning is to deal with allocation of persons to different CHAPTER 2 (HUMAN RESOURCE PLANNING) departments depending upon the work-load and requirements of the departments. While allocating manpower to different departments, care has to be INTRODUCTION: taken to consider appointments based on promotions and transfers. - Human Resource Planning can be defined as the process of determining manpower requirements and the means for meeting 4. Estimating Manpower Gaps: Net human resource those requirements in order to carry out the integrated plan of requirements or manpower gaps can be identified by the organisation. comparing demand and supply forecasts. Such comparison will reveal either deficit or surplus of Human Resource Planning consists of a series of activities, viz: human resources in future. 1. Forecasting: future manpower requirements, either in 5. Matching Demand and Supply: It is one of the terms of mathematical projections of trends in the objectives of human resource planning to assess the economic environment and developments in industry, demand for and supply of human resources and or in terms of judgemental estimates based upon the match both to know shortages and surpluses on both specific future plans of a company. the side in kind and in number. This will enable the human resource department to know overstaffing or 2. Making an inventory: present of manpower resources understaffing. and assessing the extent to which resources are employed optimally. TYPES OF HUMAN RESOURCE PLANNING: 3. Anticipating: manpower problems by protecting - Human Resource Planning (HRP) can be classified into present resources into the future and comparing them various types depending on the scope, duration, and level of with the forecast of requirements to determine their planning. Each type serves a different purpose within an adequacy, both quantitatively and qualitatively. organization. 4. Planning: the necessary programmes of 1. Strategic Human Resource Planning: Long term requirements, selection, training, development, business strategy utilisation, transfer, promotion, motivation, and compensation to ensure that manpower requirements 2. Operational Human Resource Planning: Short term are properly met. plans for aiming their goals 3|Page  BA – MGT101 | 1ST SEMESTER 7. Impact of Pressure Groups: described as pressure groups 3. Tactical Human Resource Planning: Reduce the such as unions, politicians and persons displaced from land by pan, implementing strategies location of giant enterprises have been raising contradictory pressures on enterprise management. 4. Succession Planning: Specialized type or exchanged in position of organisation 8. Systems Concept: is the spread of systems thinking and the advent of microcomputer as part of the on-going revolution in 5. Contingency Planning: Planning for unexpected information technology emphasises planning and adopting events newer ways of handling voluminous personnel records. 6. Successional Human Resource Planning: 9. Lead Time: is necessary for the selection process and for Systematic and identification training and development of the employees, to handle new knowledge and skills successfully HUMAN RESOURCE INFORMATION SYSTEM CHAPTER 3 (RECRUITMENT AND SELECTION) (HRIS): INTRODUCTION: - A Human Resource Information System (HRIS) is a software or online solution used by organizations to manage and - Recruitment means search of the prospective employee to automate various HR functions. It serves as a central repository suit the job requirements as represented by job specification–a for all employee-related data and helps HR professionals technique of job analysis. streamline processes such as recruitment, payroll, performance management, training, and compliance. - It is the first stage in selection, which makes the vacancies 1. Employee Database Management: known to a large number of people and the opportunities that 2. Payroll Management: the organization offers. In response to this knowledge, 3. Recruitment and Applicant Tracking potential applicants would write to the organization. The 4. Performance Management: process of attracting people to apply in called recruitment. 5. Time and Attendance Tracking: 6. Training and Development: 7. Compliance and Reporting: SOURCES OF RECRUITMENT: CURRENT INTERESTS IN HR PLANNING: 1. Internal Sources refers to the recruitment from within the company. The various internal sources are promotion; transfer, 1. Employment-Unemployment Situation: can be explained past employees and internal advertisements. that though in general the number of educated unemployed is on the rise, there is an acute shortage of a variety of skills. 2. External Sources refers to the practice of getting suitable persons from outside. 2.Technological Change: the changes in production technologies, marketing methods and management techniques Direct Recruitment have been extensive and rapid. Their effect has been profound Casual Callers or Unsolicited Applications on job contents and contexts. Media Advertisement Employment Agencies 3. Organisational Change: can be described that in a turbulent environment marked by cyclical fluctuations and Management Consultants Educational Institutions or Campus Recruitment discontinuities, the nature and pace of changes in Recommendation organisational environment, activities and structures affect Labor Contractors human resource requirements and require strategic Telecasting consideration. Raiding 4. Demographic Changes: refers to the changing profile of the work force in terms of age, sex, literacy, technical inputs and MERITS OF EXTERNAL RECRUITMENT SOURCES: social background have implications for human resource planning. Qualified Personnel: By using external sources of recruitment the management can make qualified and 5. Skill Shortages: is described when government control and trained people to apply for vacant Jobs in the changes in legislation with regard to affirmative action for the organisation. disadvantaged groups, working conditions and hours not work, restrictions on women and child employment, casual and Wider choice: When vacancies are advertised widely contract labour, etc. have stimulated the organisations to a large number of applicants from outside the become involved in systematic human resource planning organisation apply. The management has a wider choice while selecting the people for employment. 6. Legislative Controls: are the days of executive fiat and hire and fire policies have passed. Now legislation makes it difficult Fresh Talent: The insiders may have limited talents. to reduce the size of an organisation quickly and cheaply. It is External sources facilitate infusion of fresh blood with easy to increase but difficult to reduce the numbers employed new ideas into the enterprise. This will improve the because of recent changes in labour law relating to lay- offs and overall working of the enterprise. closures. 4|Page  BA – MGT101 | 1ST SEMESTER Competitive Spirit: If a company can tap external information used found in the application blanks, sources, the existing staff will have to compete with performance in one or more tests and interview(s). the outsiders. They will work harder to show better performance. SELECTION PROCESS: DEMERITS OF EXTERNAL SOURCES: - The selection process begins with the job specification. The more dearly and precisely it is done the less would be the 1. Dissatisfaction among Existing Staff: External number of qualified applicants recruitment may lead to dissatisfaction and frustration among existing employees. They may feel that their 1. Initial Screening: The initial screening and/or chances of promotion are reduced. preliminary interview is done to limit the costs of selection by letting only suitable candidates go 2. Lengthy Process: Recruitment from outside takes a through the further stages in selection. long time. The business has to notify the vacancies and wait for applications to initiate the selection 2. Application Form: The application form is usually process. designed to obtain information on various aspects, of the applicant's social, demographic, academic and 3. Costly Process: It is very costly to recruit staff from work-related background and references. external sources. A lot of money has to be spent on advertisement and processing of applications. 3. Tests: A test is a sample of an aspect of an individual's behavior, performance or attitude. It also 4. Uncertain Response: The candidates from outside provides a systematic basis for comparing the may not be suitable for the enterprise. There is no behavior, performance or attitude of two or more guarantee that the enterprise will be able to attract persons. right kinds of people from external sources. 4. Intelligence Tests: These are tests to measure one's EVALUTION OF ALTERNATIVE SOURCES: intellect or qualities of understanding. They are also referred to as tests of mental ability. The traits of - A company cannot fill all its vacancies from one single intelligence measured include: reasoning, verbal and source. It must carefully combine some of these sources, non-verbal fluency, comprehension, numerical, weighing their cost and flexibility, the quality of men they memory and spatial relations ability. supply, and their effect on the present work force. 5. Aptitude Tests: Aptitude refers to one's natural 1. Time lag between Requisition and Placement: The propensity or talent or ability to acquire a particular basic statistics needed to estimate the time lag are skill. While intelligence is a general trait, aptitude the time-lapse data. refers to a more specific capacity or potential. 2. Yield Ratios: These ratios tell us about the number of 6. Achievement Tests: These are proficiency tests to leads/contacts needed to generate a -given number of measure one's skill or acquired knowledge. The paper hires in a given time. and pencil tests may seek to test a person's knowledge about a particular subject. 3. Employee Attitude Studies: These studies try to discover the reactions of present employees to both 7. PIP Tests: PIP tests are those which seek to external and internal sources of recruitment. measure one's personality, interest and preferences. These tests are designed to understand the 4. Correlation Studies: These studies tell us about the relationship between any one of these and certain extent of correlation which, exists between different types of jobs. sources of recruitment and factors of success on the job. 8. Projective Tests: These tests expect the candidates to interpret problems or situations. Responses to 5. Selection: To select means to choose. Selection is a stimuli will be based on the individual's values, beliefs part of the recruitment function. It is the process of and motives. choosing people by obtaining and assessing information about the applicants (age, qualification, 9. Other Tests: A wide variety of other tests also are experience and qualities) with a view of matching used though less frequently and in rare instances. these with the job requirements and picking up the These include polygraph (literally mean many pens), most suitable candidates. graphology (handwriting analysis), non-verbal communication tests (gestures, body movement, eye- 6. Purpose of Selection: The purpose of selection is to contact, etc a lie-detector tests. pick up the most suitable persons who would match the requirements of the job and the organization. The emphasis in selection is, therefore, on the optimal INTERVIEWS AND BACKGROUND match between the person and the job. INFORMATION: 7. Criteria of Selection: Decisions are usually based on Interview is an oral examination of candidates for how an applicant is rated (rather, predicted) in terms employment. No selection process is complete of the likelihood of success on the job. The without one or more interviews. Interview is the most 5|Page  BA – MGT101 | 1ST SEMESTER common and core method of both obtaining information from job-seekers, and decision-making on 2. To assist employees to function more effectively in their their suitability or otherwise present positions by exposing them to the latest concepts, information and techniques and developing the skills, they will - Panel Interview: large corporations (high level need in their particular fields; management positions), assess person stimousenly - Stress Interview: how candidates handle 3. To build up a second line of competent officers and prepare situations. them to occupy more responsible positions; - Behavioral Interview: all center, passing experiences for future and assess situations. 4. To broaden the minds of senior managers by providing them with opportunities for an inter-change of experiences within Structured Unstructured and outside with a view to correcting the narrowness of the - common - common creative outlook that may arise from over-specialization; banking/questions - out of box creative or freely 5. To impart customer education for the purpose of meeting the - technical skills questions training needs of Corporations, which deal mainly with the public. In a nutshell, the objectives of training are to bridge the - predetermined questions gap between existing performance ability and desired performance. DEVELOPING AN EFFECTIVE EMPLOYEE The background investigation in selection process TRAINING: may include verification of reference from past teachers, employers or public men; public men; police verification; and, medical examination. - Developing an effective employee training program is vital to the long-term success of any business. Training programs provide multiple benefits for employees and the company, but CONCLUDE: only if they are carefully planned and properly implemented Clear understanding of policies, job functions, goals and Interview – integral part regardless in any form company philosophy lead to increased motivation, morale and productivity for employees, and higher profits for your HR – obtain the hiring process and follow the instructions and business. training. - Training is a means to a specific end, so keeping goals in - ensure to select the best candidate in the positions. mind during the development and implementation stages of your training program will assist in creating a clearly defined CHAPTER 4 (TRAINING AND DEVELOPMENT) and effective program INTRODUCTION: DEFINING NEEDS, GOALS AND OBJECTIVES: - Human Resource Function has evolved as a strategic business - A successful training needs analysis will identify those who partner from its traditional transaction processing role. In order need training and what kind of training is needed. It is counter- to maintain a competitive edge in the marketplace, your productive to offer training to individuals who do not need it or company must invest in the training and development of your to offer the wrong kind of training. employees - A Training Needs Analysis helps to put the training resources - Internally driven training not only builds an effective to good use. workforce, it also instills company loyalty and, perhaps more importantly, helps identify and groom workers with leadership TYPES OF NEEDS ANALYSIS: potential that could help in implementing strategic. - Human Resources Development (HRD) focuses on both Organizational Analysis: An analysis of the business needs training employees for their current jobs and developing skills for or other reasons the training is desired. their future roles and responsibilities. Person Analysis: Analysis dealing with potential participants - HRD activities include: training for managers, supervisors, and and instructors involved in the process. teams; tuition reimbursement programs; customer service training; performance management; harassment prevention Work/Task Analysis: Analysis of the tasks being performed. training; 360 degree reviews (multi-rater feedback system); career coaching. Performance Analysis: Are the employees performing up to the established standard? OBJECTIVES: Content Analysis: Analysis of documents, laws, procedures used on the job. The primary objective of training is to prepare employees both new and old, for promotions to positions which require added Training Suitability Analysis: Analysis of whether training is skill and knowledge. the desired solution. 1. To impart to new entrants the basic knowledge and skill they need for an intelligent performance of definite task. 6|Page  BA – MGT101 | 1ST SEMESTER Cost - Benefit Analysis: Analysis of the return on investment 8.Experiment with different approaches to achieving goals. (ROI) of training. DEVELOP INDIVIDUAL TRAINING MODULES: KNOWLEDGE SKILLS AND ABALITIES: - Training design begins with the decisions made in the needs - Today's workplace often requires employees to be analysis process and ends with a model for the training independent think responsible for making good decisions program. Using learning objectives as a guide, trainers must bemployees ated information. This kind of lisork may require determine what content to include in the modules, how detailed training if the employee don’t limit have these skills; the content should be and how it is to be presented. Adaptability EVALUATE TRAINING RESULTS: Analytical Skills Action Orientation - The effectiveness and impact of the employee development Business Knowledge/Acumen and training should be objectively analyzing so that it can be Coaching/Employee Development improve in the future. Donald Kirkpatrick, Professor Emeritus at Communication the University of Wisconsin and past president of American Customer Focus Society for Training and Development (ASTD) give four levels Decision Making to evaluate training and are so follows: Fiscal Management Global Perspective The Kirkpatrick Evaluation Model assesses training Innovation effectiveness in 4 levels: Interpersonal Skills Leadership 1. Reaction: Participants' satisfaction and engagement. Establishing Objectives Risk Management 2. Learning: Knowledge, skills, and attitudes gained. Persuasion and Influence Planning Problem Solving 3. Behavior: Application of learning in the work Project Management Results Orientation 4. Results: Impact on organization (productivity, quality, ROI). Self-Management This framework helps organizations evaluate training Teamwork effectiveness and identify improvement areas. Technology EMPLOYEE MANAGEMENT Several basic Needs Assessment techniques include: DEVELOPMENT DEVELOPMENT - Employee development is - Management development direct observation a systematic and continuous is a systematic process that questionnaires process that enhances an enhances managers' skills, consultation with persons in key positions, and/or with employee's skills, abilities, and knowledge to specific knowledge knowledge, and abilities to lead, motivate, and manage review of relevant literature improve job performance, employees effectively, interviews achieve career goals, and driving business growth and focus groups align with organizational competitiveness. assessments/surveys objectives. records & report studies. - It prepares current and work samples - Employee development is future managers for crucial for companies as it leadership roles through DEFINE SHORT AND LONG TRERM GOALS OF enhances productivity, training, mentorship, and TRAINING: retention, and innovation, experiential learning, aligns employee skills with aligning individual goals with business objectives, and organizational objectives. - The purpose of a Training Plan is to identify the to be carried drives growth, ultimately out to achieve agreed goals and objectives. Training Plans leading to increased should be drawn up to identify long term objectives as well as short term plans for the forth coming season. competitiveness, reputation, and profitability. 1.Goals must be specific. CAREER DEVELOPMENT: 2.Goals should be measurable. - Career development is a continuous process that requires 3.Set training goals that are reasonable but not to easy. employees to review and reassess their goals. As a key supporter, you can offer feedback and resources, providing 4.Set goals with definite time frame. both formal training and practical opportunities to apply new skills within the department. 5.Establish a clear point in time that is your deadline. Your Support for Career Development is Important Because: 6.Clearly define and record goals in a training log. 7.For each training goal that you set, decide on clear step-by- Current information about the organization and future trends step process to achieve it-Even with short-term goals. helps employees create more realistic career development goals 7|Page  BA – MGT101 | 1ST SEMESTER Focus on skill development contributes to learning - Training helps employees reach acceptable performance opportunities levels, improving productivity,quality, and overall organizational culture. Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction TRAINING’S BROAD IMPACT: A greater sense of responsibility for managing one's own - It enhances current and future job performance, builds career contributes to self-confidence specific skills and knowledge, and helps organizations and employees mutually benefit when training is well-executed. Career planning and development clarifies the match between organizational and individual employee goals NATURE OF TRAINING AND DEVELOPMENT: It's cost-effective to use your own staff talent to provide - Training: is a key part of employee development, helping career development opportunities within your department workers improve their skills to meet changing needs. It closes the gap between current performance and what’s needed in Career development increases employee motivation and the future. productivity - Development: is broader, focusing on helping employees Attention to career development helps you attract top staff grow for future roles, especially in management. Both training and retain valued employees and development work together, supporting the organization’s goals and HR plans. Supporting career development and growth of employees is mandated by the Philosophy of Human Resources Management. NEED AND IMPORTANCE OF TRAINING: BASIC SKILLS: Increasing Productivity Improving Quality - The essential skills needed for participation in work and Helping Company Fullfill its Future Personnel Needs society, forming a foundation for further learning. These Improving Organizational Climate include literacy, numeracy, digital competence, and oral Obsolescence Prevention communication. Improving Health and SafetY Personal Growth PROFESSIONAL SKILLS: - Skills gained through work experience, required for any TRAINING AND DEVELOPMENT: business or job, whether self-employed or employed by others. - Training: is a systematic programme to increase the TECHNICAL SKILLS: knowledge, skills, abilities and aptitudes of employees to - Practical knowledge and abilities needed to perform specific perform specific jobs. tasks using tools or technology, allowing individuals to complete real-world tasks effectively. - Development: refers to those learning opportunities designed to help employee grow. SUPERVISORY SKILLS: - Involves planning, goal-setting, leading teams, and effective MANAGEMENT DEVELOPMENT PROGRAM communication. Supervisors must focus on training, problem- (MDP): solving, and demonstrating authority. - MDP aim systematically, to identity talent, improve skills, TRAINING AND ITS PURPOSE: widen experience and help people to grow in their ability to accept greater responsibility. - Training is a structured activity aimed at enhancing The subject matter of a course for Management Development employees' knowledge and skills for specific tasks, helping Program (MDP) may comprise: them become proficient in their jobs. Training is vital for both new and experienced employees when new technologies or 1. Company or Organization methods are introduced. 2. Management Techniques and Principles 3. Human Relations CONTINOUS TRAINING AND ITS APPLICATION: 4. Technical Knowledge and Skills 5. Personnel Skills - Managers constantly engage in training to bring positive 6. Economic, Social, and Political Environment changes in workers' knowledge, skills, and attitudes, ensuring better work performance. CONSIDERATION ON ADMINISTERING MDP: - Trainees use their new knowledge to help achieve organizational goals. 1. Systematic Career Planning - Training is essential for increasing an organization's efficiency 2. Structured Course and effectiveness 3. Indiscriminate Approach TRAINING OBJECTIVES: 8|Page  BA – MGT101 | 1ST SEMESTER 4. Properly Planned 7. Selecting Trainers and Training Them ESSENTIALS OF SUCCESS OF MANAGEMENT 8. Using Selected Training Techniques DEVELOPMENT PROGRAM (MDP): 9. Performance or Learning Tryout 1. Circulate the Materials to Participants 10. Evaluation of Training Program 2. Program should be prepared well in advance THE FOLLOWING METHODS ARE GENERALLY 3. Training division should have smart and successful USED TO PROVIDE TRAINING (ON – THE – JOB executives TRAINING METHODS): 4. Programme should be for all not the weak ones 1. On Specific Job: Training employees directly for specific jobs like electricians, plumbers, or mechanics. 5. Management Development Program (MDP) should be based on a definite strategy 2. Job Experience: Learning through direct experience while performing the job 6. Top management should Accept Responsibility 3. Coaching: Superiors directly guide employees with 7. Management Development is a "Line Job" instructions and demonstrations. 8. Selection of the Right Materials 4. Job Rotation: Trainees rotate through different jobs to gain a broad understanding of the organization. 9. Realistic Time Table is Required 5. Special Projects: Assigning trainees specific tasks or 10. It should Fulfill the needs of the Company projects to learn procedures and problem-solving skills. 11. Developing Managers is the Responsibility of All Managers 6. Apprenticeship: Long-term training under a skilled supervisor, with trainees earning lower wages while learning TRAINING PRACTICES IN SEVERAL trades like welding, carpentry, or plumbing. On-the-Job ORGANIZATIONS: Training Methods 7. Vestibule Training: Training occurs in a simulated Different types of training facilities available are as follows: environment using the same tools and conditions as the actual workplace. 1. Workers Training 2. Apprentice Training 8. Multiple Management: Junior managers are trained by 3. Private Sector participating in committees where they discuss real business 4. Public Sector Undertakings issues SUPERVISORS TRAINING: THE FOLLOWING METHODS ARE GENERALLY USED TO PROVIDE TRAINING (OFF – THE – JOB 1. General Education 2. Training Institutes TRAINING METHODS): 3. Training Within Industry (TWI) 4. Management Training 1. Special Courses and Lectures: Lecturing is the most 5. Business Organization traditional form of training method. 6. Management Institutes 2. Conferences: Organizations often use guided, discussion- EVALUATION OF TRAINING FACILITIES: based conferences in training programs to provide a comprehensive perspective on problem-solving, allowing participants to pool ideas and experience. 1. Process of Designing a Training Programmed 3. Case Study: Harvard Business School USA introduced 2. Determining the need and Priorities for Training case analysis, a written account of real-life situations, to Organizational Analysis enhance trainee observation, questioning, and problem-solving Man analysis abilities. Operational analysis 4. Brainstorming: Alex Osborn's brainstorming method 3. Translating needs into Objectives and Establishing promotes creative thinking, group participation, and Training goals divergence, but is less prevalent in developing countries where solutions are not prioritized. 4. Selecting Trainees 5. Laboratory Training: Laboratory training enhances 5. Making the Circulum and Choosing Training Methods conventional education by allowing trainees to experience and experiment with conditions, focusing on changing individual 6. Preparation of Training Budget behavior and attitude through simulation and sensitivity training methods 9|Page  BA – MGT101 | 1ST SEMESTER groups. If the experimental group shows greater 6. Simulation: Simulation of performance is a management improvement than the control group, the training is development technique that involves real-life organizational deemed successful. situations in training sessions, involving participants in key roles and teaching specific scenarios. 3. Ongoing Measurement: Measurements are taken before the programme begins and are continued during 7. Role-playing: enhances trainees' human relations and sales and after the programme is completed. skills through spontaneous acting in realistic situations, requiring role awareness and thinking for effective interaction 4. Evaluation: One simple method of evaluation is to send positions and relationship building. a questionnaire to the trainees after the completion of the programme to obtain their opinions about the 8. Gaming: Gaming simulates company management issues, programme's worth. involving short periods and short-term decisions on price fixation and inventory levels, affecting others and fed into a EXECUTIVE DEVELOPMENT(STEPS IN computer-programmed market. DEVELOPING MANAGERS): 9. Sensitivity Training: a controversial method, has been 1. Organizational Planning: to determine, the company's replaced by team development training, emphasizing the present and future needs. importance of proper training for employee success. 2. Manager Appraisals: to evaluate periodically the abilities 10. Induction Training: Induction is the initial introduction of a and performance of individuals with a view to identifying new employee to a company's practices, policies, and managers showing a promise of further development and objectives, forming the first impression on the employee and meeting their training needs requiring careful treatment 3.Programme Targeting: to focus the company's effects on An induction process properly designed should serve the the most pertinent areas. following purposes: 4. Ascertaining key positions: requirements to stress the 1. To help the newcomer to overcome his natural shyness, any basic requirements of particular managerial position. nervousness he may experience in meeting new people in the new environment. 5. Replacement of skills inventories: to indicate persons qualified for managerial replacements. 2. To integrate the new employee into the organisation and develop a sense of belonging which is a strong motivational 6. Planning individual development programmes: to force. provide specified development programmes for promising managers. 3. To supply information about the nature for workforce, conditions of service and welfare facilities. 7. Appraising existing programmes: to ascertain areas of improvement to be incorporated in future programmes. 11. Training Requirement for different types of employees: Training is crucial for employees at all levels, including unskilled workers, semi-skilled workers, skilled workers, and EXECUTIVE DEVELOPMENT(DEVELOPMENT supervisory staff, to ensure efficient job performance. PROGRAMME FOR SPECIFIED MANAGERIAL GROUP): Supervisory training aims at: 1. Timing and Impulses: Introduce impulses into the system 1. Helping the present supervisors to improve their in a natural, evolving manner rather than through external performance. imposition. This approach aligns with the natural behavior of the organization and its managers. 2. Helping them to prepare for greater responsibilities of the higher levels of management. 2. Behavioral Patterns: Identify the behavioral patterns that the program targets for change 3. Building, up the security and status of supervisors. 3. Nature of Exposure: Determine the necessary impulses to 4. Ensuring their technical competence with a view to enabling be introduced, focusing on the motivations and responses that them to know and understand all about the processes and will modify behavior in the desired direction. operations in which their workers participate. EXECUTIVE DEVELOPMENT(NEED FOR TECHNIQUES OF TRAINING EVALUATION: INDUCTION OF NEW EMPLOYEES): 1. Experimental and Control Groups: One approach selected, one to receive training (experimental) and the - New employees may struggle to settle into their roles and develop a sense of belonging. Clear explanations of their job other not to receive training (control). The random selection helps to assure the formation of groups quite responsibilities can help ease this transition. This introduction is known as induction. similar to each other. 2. Measures: Success indicators (e.g., words typed per Orientation is generally provided on the following: minute) are measured before and after training for both 10 | P a g e  BA – MGT101 | 1ST SEMESTER - The significance of the job with all necessary information COVERAGE: about it including job training and job hazards. - Enumeration - The company, its history and products, process of production - Multiple choices and major operations involves in his job. - True or false - Identification - Structure of the organization - the geography of the plant and functions of the various departments. - Employees' own department and job and how they fit into the organization. - Many programmes include follow-up interviews at the end of 3 or 6 months with a view to finding out how the new employee is getting along. - Relations between foremen and personnel department. Company policies, practices, objectives and regulations. - Personnel policy and sources of information. - Terms and conditions of service, amenities and welfare facilities. - Rules and regulations governing hours of work and overtime, safety and accidents prevention, holidays and vacations, method of reporting, tardiness and absenteeism. - Grievance procedure and discipline handling. - Social benefits (insurance, incentive plans, pensions, gratuities, etc.) and recreation services, athletic, social and culture activities) - Opportunities, promotions, transfers, suggestion schemes and job stabilization. EXECUTIVE DEVELOPMENT(TECHNIQUES OF INDUCTION PROGRAM): An induction program involves three key steps: 1. General Orientation: Provided by the personnel department, covering the company’s history, operations, and employee services. 2. Specific Orientation: Conducted by the job supervisor, helping employees adjust to their specific roles. 3. Follow-Up Orientation: Occurring within one week to six months, this step addresses questions about hours and pay, with the supervisor evaluating the employee’s progress and strengths GOOD LUCK PO. NOTE: HIGHLITERS: Keywords Title/Name Take Note 11 | P a g e