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1. HUMAN RESOURCE MANAGEMENT-MBA2027
Module Number: 01
Part-II
Dr. JagdeepSingh

2. HUMAN RESOURCE MANAGEMENT
Module-I:IntroductiontoHRMandProcuringHumanCapital
IntroductiontoHRM-Definition,ScopeandImportanceandFunctionsof
HumanResourceManagement(HRM);EvolutionandTrendsinHRM–
EvolutionofHRM,HRMTrends,WorkforceDiversity,HybridWorking,David
UlrichModelofModernHRM,TheroleofSocialmedia,ArtificialIntelligence,
MachineLearning,Metaverse&RoboticProcessAutomationinHRM.
ProcuringHumanCapital:JobAnalysis,ImportanceandProcess,Job
description,JobSpecification;HumanResourcePlanning,Importanceand
Process;Recruitment(Attraction)-Sources;Selection-Method,Typesof
Interviews,TypesofTestsandValidity;Orientation&Socializationof
employees.(8Sessions)Bloomlevel:Knowledge

3. Human Resource Procurement
Itistheprocessofacquiringtheservicesofemployeesbyidentifyingtheneedsofemployees,
gettingqualifiedcandidates,recruitmentandselectionofrightemployeesintheorganisation.
JobAnalysis
Jobanalysisisaprocessofgatheringrelevantinformationaboutvariousaspectsofajob,
includingitscontent,contextandthejobperformer’sskillrequirements.
Jobcontentrefertotheactualactivitiesperformedinthejob.
JobContextistheconditionsinwhichjobisdone
JobHolderrequirementsareemployee’seligibilityrequirementsforthejob.

4. JobAnalysisistheprocessofgatheringandorganizingdetailedinformationabout
variousjobswithintheorganizationsothatmanagerscanbetterunderstandtheprocess
throughwhichtheyareperformedmosteffectively.
“Jobanalysisissystematicprocessofdeterminingtheskills,duties,andknowledge
requiredforperformingjobsinanorganization”. ….R.WayneMondyetall
“Job description is a document that specifies the tasks, duties, and responsibilities of
the job and should certainly be relevant and accurate”. —Clyde E. Witt
e.g. Job Title (identification), Job Profile, Job Relationships, Job duties and
responsibilities.
“Job specification is the process of inferring the human trait requirements presumed to
be necessary for successful job performance.” --R. Harvey and M. Wilson
E.g. Education, experience, skills and competencies, physical or mental ability, speed
and behaviour.

5. Figure 3.4 Job Analysis and Other Human
Resource Functions

6. Goals of job analysis/Uses

8. Techniques of Job Analysis

9. Performing Job Analysis
https://www.shrm.org/resourc
esandtools/tools-and-
samples/toolkits/pages/perfor
mingjobanalysis.aspx

10. Human Resource Planning
Humanresourceplanningdeterminesthehumanresourcesrequiredbythe
organizationtoachieveitsstrategicgoals.
Humanresourceplanningisbasicallyaprocessofidentifyingtherightperson
fortherightjobattherighttimeandatrightcost.
AsdefinedbyBullaandScott(1994)itis‘theprocessforensuringthatthe
humanresourcerequirementsofanorganizationareidentifiedandplansare
madeforsatisfyingthoserequirements’.
‘Human Resource Planning is the process of analyzing organization’s human
resource requirements under changing conditions and developing activities
necessary to satisfy these needs’. --James W. Walker

11. •Assessing future recruitment requirements.
•Optimum utilization of available human resources.
•Developing training and retraining programmes.
•Formulating compensation policies.
•Determining management development programmes.
•Gaining competitive advantage.
•Shaping future plans and strategies of orgnisation.
Importance of HRP

12. Human Resource Planning Process
Steps in a HR planning process are:
1.Considering organizational objectives and
strategies.
2.Assessment of external environment.
3. Preparation of in-house skill and competency
inventory.
4a) HR forecasting—need assessment.
4b) HR forecasting—estimation of availability.
5. Developing HR plans and programmes.

13. Step-1: Considering organizational objectives and strategies
•Theorganizationalstrategyalongwiththemissionandvisionstatementclearly
expressesthefutureintentoftheorganization.
•HRplansaregenerallyguidedbytheoverallorganizationalobjectivesandstrategies.
OrwecansayHRplansshouldbeverticallyfitwiththeorganizationalstrategies,plans
andobjectives.
Step-2: Assessment of external environment
•Organizations undertake environmental scanning to identify the changes in the external environment.
•Purpose of environmental scanning is to examine the business environment, to seize the opportunities
and tackle the threats.
External environment is influenced by :
https://www.youtube.com/watch?v=3lgCmEr6p8A
•Economic situation
•Legislative measures
•Labourmarket scenario
•Technological advancement
https://www.cipd.co.uk/knowledge/strategy/organisational-development/pestle-analysis
factsheet#:~:text=A%20PESTLE%20analysis%20is%20a,external%20factors%20impacting%20their%20organisation.

14. Step-3 : Preparation of in-house skills and competency inventory
A compilation of skills, competencies and qualifications of the entire workforce is described as a skill
inventory.
Skill inventory can be prepared through
•Skills audit (assessing the current skill levels of a firm). It involves assessing the performance of
the employees from the task perspective.
•Core competency analysis (assessing the extra-ordinary abilities of the firm). These abilities may
be its advanced technology, well-reputed management, problem-solving ability, employees’ KSA.
Step-4 : HR forecasting—(a)Need assessment
Forecasts involve estimating the future requirements of the organization in terms of the nature
and the number of people.

15. Methods of HR forecasting
i) Trend Analysis: Trend analysis is the widespread practice of collecting information and attempting to spot a
pattern. In some fields of study. Trend analysis is often used to predict future events, it could be used to
estimate uncertain events in the past also.
ii) Ratio analysis:
•Ratio analysis is the analysis of the relationship between any two numerical variables.
•It presumes a certain relationship between two given variables and using that relationship, predicts future
HR requirements.
iii) Delphi technique:(https://www.youtube.com/watch?v=4oYwefvXjbU)
•The Delphi technique is basically a group-based systematic forecasting method.
•This technique does not require any face-to-face participation by the experts.
•Experts respond to several rounds of questionnaires, and the responses are aggregated and shared with the
group after each round.
•The experts can adjust their answer each round, based on how they interpret the "group response"
provided to them.
•The ultimate result is meant to be a true consensus of what the group thinks.

16. vi) Work study technique:
•TheworkstudytechniqueaimsatexaminingthebusinessoperationstoachievetheproperutilizationofHR
andotherresources.Thistechniqueisnormallycarriedoutthroughmethodstudyandworkmeasurement
techniques.
vii) Zero-base forecasting:
• Zero-base forecasting requires lines managers to justify the need to continue with the positionsor jobs that
fall vacant in their department.
• The line managers should state logically why the vacancy should not be abolished and why its necessary to
continue.
• This method requires managers to conduct a comprehensive study of the utility of each vacancy before
seeking replacements. This technique is derived from the widely popular concept of zero-base budgeting.
viii) Simulation model:
•Simulation model is a mathematics-oriented or software-enabled technique.
•This model simulates the HR requirements and availability to determine the likely gap between the demand for
and the supply of human resources.
ix) Human Resource Allocation/matching Mode
It is a matching model deals with allocation of different jobs and resources to employees. It also equates the
competencies of employees and the required competencies for the future jobs. Depending upon the outcomes of
the matching model human resource requirements are forecasted.

17. 4. HR forecasting—(b) Estimation of availability
In this step we review the internal supply of employees.
The techniques for forecasting HR availability through internal sources are:
a.Replacement charts-Theseare records that contain details about the currently serving
employees and the possible replacements for them in their position.
b.Turnover rate ( percentage or number of those who are leaving jobs)
c.Human resource management information system (HRIS)
d.Productivity level
e.Overtime and absenteeism
f.Succession planning (identification of potential successor for the particular job, especially for senior
positions)

18. Step-5: Developing HR plans and programmes
•The estimated HR needs are matched with the estimated HR availability to identify the skill
shortage or surplus.
•Based on the outcome, appropriate HR plans are developed.
•The outcome of such comparisons would be either the recruitment of more employees or a
reduction of the existing workforce.

19. Recruitment (Attraction)
Recruitmentisasearchforpromisingjobapplicantstofillthevacanciesthatmayariseinthe
organization.
“Recruitmentistheprocessofsearchingforprospectiveemployeesandstimulatingand
encouragingthem to apply for jobs in an organization.”
..EdwinFlippo
“Recruitmentistheprocessoffindingandattractingcapableapplicantsforemployment.The
processbeginswhennewresultsaresoughtandendswhentheirapplicationsaresubmitted.
Theresultisapoolofapplicantsfromwhichnewemployeesareselected.”
--WertherandDavis

20. Recruitment (Attraction)-Sources

21. Selection
Selectionisnextstepafterrecruitment/attraction.
Selectionisasystematicprocessofidentifyingsuitable
candidatesfortheavailablejobsfromtheavailable
applicantpool.
“Selection is the process by which candidates for
employment are divided into two classes-those will be
offered employment and those who will not.”
---Dale yonder
Selectionistheprocessofchoosingfromamongthe
candidates,fromwithintheorganizationorfromthe
outside,themostsuitablepersonforthecurrent
positionorforthefutureposition.……O.Donnell

22. Differences Between Recruitment and Selection

23. Steps in selection process
1. Employment application forms/blanks:
Standardized format to collect the necessary information.
2. Selection test:
This is a psychological test for comparing and contrasting the behaviourof two or more persons on the
basis of a standardized measure.
3. Selection interview:
This is a face-to-face conversation with the candidate to collect the required information.
4. Reference check:
Cross-checking information provided by the candidates in different stages of the selection process.
5. Physical/Medical examination:
Medical test to ensure that candidates meet the physical requirements of the job.
6. Job offer:
A job offer is a formal communication which specifies the details of job offer made to the selected
candidate.

24. 1-Employment Application Forms/Blanks
Application forms normally solicit the following information from the candidates:
1.Biographical information
2.Educational qualifications
3.Work experience
4.Pay and other perquisites
5.Additional information
6.References Application Form ( Indian Oil Corporation)
Step -2: Selection Tests/ Pre-employment Tests
A test is a standardized, objective measure of a person’s behavior and performance.
Types of Tests
1.Physical Tests
2.Psychological Tests

25. 2a. Ability Tests
a)Intelligence Test-Thesetestsaim at measuring the general intellectual abilities of the applicant.
This is done by measuring theIQ(intelligence quotient) of the applicant. In addition to this, they
also measure a range of abilities such as numerical ability, vocabulary, memory and verbal fluency.
b) Aptitude test-Aptitude testswilltestyour natural ability and attitude to perform tasks of the
prospective job. This test includes problem-solving, prioritisationand numerical skills, and
questions related to job performance.
c) Achievement test-The aim of an achievement test is to measure the knowledge gained by a
person in his or her previous job or eduaction. Its also called as Technical Test.
2b. Personality Tests
A personality test proposes to assess and predict the basic characteristics of a person. Personality test
proposes to assess and predict these basic characteristics of a person that required in the future job.
Few commonly used personality tests are:
•Rorschach Blot Test (RBT),
•Thematic Apperception Test (TAT),
•Minnesota Multiphase Personality Inventory (MMPI) and
•Myers-Briggs type indicator (MBTI) etc.

26. The Rorschach test is a psychological test in which
subjects' perceptions of inkblots are recorded and then
analyzed using psychological interpretation, complex
algorithms, or both.
TheThematic Apperception Test, orTAT, is a type of
projectivetestthat involves describing ambiguous
scenes. Popularly known as the "picture interpretation
technique,"
The MinnesotaMultiphasic
Personality Inventory(MMPI) is one
of the most commonly
usedpsychologicaltests in the
world. Thetestwas developed by
clinical psychologist Starke Hathaway
and neuropsychiatrist J.C. McKinley,
two faculty members at the University
of Minnesota.

27. 2c. Interest tests
The aim of the interest test is to know the interest, attitude and preference of a person towards the
job offered.
•KuderPreference Record and
•Strong Vocational Interest Blank are some well-known interest tests.
2d.Honesty or integrity test
In an honesty or integrity test, the questions are asked in such a way that the attitude and actual
behaviourof the candidates can be found out. These are rarely used in India.

28. Step-3. Selection interview
Interview is a face–to–face conversation to collect information from a candidate to determine
his or her suitability for a job.
Interview is “ selection procedure designed to predict future job performance on the basis of
applicant’s oral responses to oral inquiries.”
1.Structuredinterview-Inthismethod,theinterviewer
predeterminesthequestionstobeaskedandfollowsthesame
toasktheintervieweeaseriesofquestionswithlittleorno
deviation.
2.Unstructuredinterview-Inthistypeofinterview,the
interviewerdoesnotpre-planthequestionstobeasked.In
fact,heorshedecidesonthequestionsastheinterview
proceeds.
3.In-depthinterview-Thepurposeofthisinterviewisto
discusstheinformationconcerningthecandidateindetail.
Theintentionistoensurethatnovitalinformationismissed
out.
Types /Kinds of Interviews

29. 4. Stress interview-The intention of the interviewer in this kind of interview is to identify
sensitive candidates who have low-stress tolerance.The purpose of a stress interview is to
put the candidate in an uncomfortable situation to see his or her ability to handle stress.
5. Panel interview-A panel of two or more interviewers is formed to interview the candidate.
The interviewers are generally drawn from different fields.
6. Virtual interviews-When the applicant not present physically for interview and is interviewed
with the help of computer software.
Reliability and Validity of Tests
Reliability
Reliabilityconsiderstheextenttowhichthequestionsusedin
asurveyinstrumentconsistentlyelicitthesameresultseach
timeitisaskedinthesamesituationonrepeatedoccasions.
Validity
Thevalidityofaquestionnaireisdeterminedbyanalyzing
whetherthequestionnairemeasureswhatitisintendedto
measure.

30. Step-4 : Medical Examination: the purpose of this examination is to ensure the physical
requirements of a particular job.
Step –5: Reference Check: The purpose of collecting such references is to cross check the
information provided by the candidate in the different stages of selection.
Orientation and Socialization
Employee orientation is the systematic process of offering essential information to new
employees to make them feel comfortable in the organization and also in the job.
Orientation is the process of planned introduction of employees to their job, their co-workers
and the organization. ----Robert L. Mathis

31. Socializationor socialisationis the process of internalizing the norms and ideologies of
society and new culture of the organization.
Its commanding foothold is for new people to learn the “real" culture of the organization.
Why is an organization’s culture so important?
Vision is where the organization is heading and what it will look like when it gets there.
Strategy is the goalsand plans to reach the vision.
And culture is the behavior of the workforce as it heads off to reach the vision.
If there is a poor or toxic culture secondary to poor Organizational Socialization, how successful
will that organization really be in reaching goals, and subsequently, the vision?
Organizational Socialization: What Businesses Often Forget When Onboarding New Employees
https://www.forbes.com/sites/forbescoachescouncil/2019/02/26/organizational-socialization-what-businesses-often-forget-when-
onboarding-new-employees/?sh=2c8cb4d34faf