HUMAN RESOURCE MANAGEMENT-MBA2027

Module Number: 01
Part-II

Dr. Jagdeep Singh

Module - I: Introduction to HRM and Procuring Human Capital
Introduction to HRM- Definition, Scope and Importance and Functions of
Human Resource Management (HRM); Evolution and Trends in HRM –
Evolution of HRM, HRM Trends, Workforce Diversity, Hybrid Working, David
Ulrich Model of Modern HRM, The role of Social media, Artificial Intelligence,
Machine Learning, Metaverse & Robotic Process Automation in HRM.

Procuring Human Capital: Job Analysis, Importance and Process, Job

description, Job Specification; Human Resource Planning, Importance and
Process; Recruitment (Attraction)- Sources; Selection- Method, Types of
Interviews, Types of Tests and Validity; Orientation & Socialization of
employees. (8 Sessions) Bloom level: Knowledge

HUMAN RESOURCE MANAGEMENT

Human Resource Procurement

It is the process of acquiring the services of employees by identifying the needs of employees,
getting qualified candidates, recruitment and selection of right employees in the organisation.

Job Analysis

Job analysis is a process of gathering relevant information about various aspects of a job,
including its content, context and the job performer’s skill requirements.

Job content refer to the actual activities performed in the job.

Job Context is the conditions in which job is done
Job Holder requirements are employee’s eligibility requirements for the job.
Job Analysis is the process of gathering and organizing detailed information about
various jobs within the organization so that managers can better understand the process
through which they are performed most effectively.

“ Job analysis is systematic process of determining the skills, duties, and knowledge
required for performing jobs in an organization”. ….R. Wayne Mondy et all

“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.
Figure 3.4 Job Analysis and Other Human
Resource Functions
Goals of job analysis/Uses
Techniques of Job Analysis
Assignment 3- Job analysis

Select any job in Presidency University/any organization; choose any technique/s to

collect information of that job (questionnaire, Interview etc) and collect information
about that job from employees performing that job and supervisors, managers.

The report should contain:

name of organization and job title, designation of persons who provided information,
format of data collection, questions and answers and detailed report of job description
and specifications.

Last date for submission: on or before 9th May 2024

Performing Job Analysis
[Link]
esandtools/tools-and-
samples/toolkits/pages/perfor
[Link]
 Human Resource Planning
Human resource planning determines the human resources required by the
organization to achieve its strategic goals.

Human resource planning is basically a process of identifying the right person

for the right job at the right time and at right cost.

As defined by Bulla and Scott (1994) it is ‘the process for ensuring that the
human resource requirements of an organization are identified and plans are
made for satisfying those requirements’.

‘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
 Importance of HRP

• 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.
 Human Resource Planning Process

Steps in a HR planning process are:

[Link] organizational objectives and

strategies.
[Link] 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.
Step-1: Considering organizational objectives and strategies

• The organizational strategy along with the mission and vision statement clearly
expresses the future intent of the organization.

• HR plans are generally guided by the overall organizational objectives and strategies.
Or we can say HR plans should be vertically fit with the organizational strategies, plans
and objectives.
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 :

[Link]

• Economic situation
• Legislative measures
• Labour market scenario
• Technological advancement
[Link]
factsheet#:~:text=A%20PESTLE%20analysis%20is%20a,external%20factors%20impacting%20their%20organisation.
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.
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: ([Link]
• 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.
iv) Nominal group technique (NGT) is defined as a structured method for group brainstorming that encourages
contributions from everyone and facilitates quick agreement on the relative importance of issues, problems, or
solutions.
Team members begin by writing down their ideas, then selecting which idea they feel is best.

Use NGT when:

• Some group members are much more vocal than others
• Some group members think better in silence
• There is concern about some members not participating
• The group does not easily generate quantities of ideas
• Some or all group members are new to the team
• The issue is controversial or there is heated conflict

v) Work study technique:

The work study technique aims at examining the business operations to achieve the proper utilization of HR
and other resources. This technique is normally carried out through method study and work measurement
techniques.
vi) Zero-base forecasting:
• Zero-base forecasting requires lines managers to justify the need to continue with the positions or 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.

vii) 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.

viii) 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.
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- These are 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)
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.
 Recruitment (Attraction)

Recruitment is a search for promising job applicants to fill the vacancies that may arise in the
organization.

“ Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization.”
..Edwin Flippo

“ Recruitment is the process of finding and attracting capable applicants for employment. The
process begins when new results are sought and ends when their applications are submitted.
The result is a pool of applicants from which new employees are selected.”
--Werther and Davis
Recruitment (Attraction)- Sources
 Selection
Selection is next step after recruitment/attraction.

Selection is a systematic process of identifying suitable

candidates for the available jobs from the available
applicant pool.

“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

Selection is the process of choosing from among the

candidates, from within the organization or from the
outside, the most suitable person for the current
position or for the future position. ……O. Donnell
Differences Between Recruitment and Selection
 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 behaviour of 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.
 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
2a. Ability Tests
a) Intelligence Test- These tests aim at measuring the general intellectual abilities of the applicant.
This is done by measuring the IQ (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 tests will test your natural ability and attitude to perform tasks of the
prospective job. This test includes problem-solving, prioritisation and 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.
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.

The Thematic Apperception Test, or TAT, is a type of

projective test that involves describing ambiguous
scenes. Popularly known as the "picture interpretation
technique,"

The Minnesota Multiphasic

Personality Inventory (MMPI) is one
of the most commonly
used psychological tests in the
world. The test was developed by
clinical psychologist Starke Hathaway
and neuropsychiatrist J.C. McKinley,
two faculty members at the University
of Minnesota.
 2c. Interest tests
The aim of the interest test is to know the interest, attitude and preference of a person towards the
job offered.
• Kuder Preference Record and
• Strong Vocational Interest Blank are some well-known interest tests.

[Link] or integrity test

In an honesty or integrity test, the questions are asked in such a way that the attitude and actual
behaviour of the candidates can be found out. These are rarely used in India.
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.”
Types /Kinds of Interviews
1. Structured interview- In this method, the interviewer
predetermines the questions to be asked and follows the same
to ask the interviewee a series of questions with little or no
deviation.
2. Unstructured interview- In this type of interview, the
interviewer does not pre-plan the questions to be asked. In
fact, he or she decides on the questions as the interview
proceeds.
3. In-depth interview- The purpose of this interview is to
discuss the information concerning the candidate in detail.
The intention is to ensure that no vital information is missed
out.
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
Reliability considers the extent to which the questions used in
a survey instrument consistently elicit the same results each
time it is asked in the same situation on repeated occasions.

Validity
The validity of a questionnaire is determined by analyzing
whether the questionnaire measures what it is intended to
measure.
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
Socialization or socialisation is 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 goals and 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
[Link]
onboarding-new-employees/?sh=2c8cb4d34faf