Human Resource 1

Management

Introduction to Human Resource

Management
UNIT-I

Structure of Unit:

• Objectives
• Introduction
• Opening Case
• What is Human Resource Management?
• Nature of HRM
• Scope of HRM
• Objectives of HRM
• Functions of HRM
• Role of HRM
• HRM in the New Millennium
• Summary
• Self Assessment Questions

Objectives
After studying this unit, you will be able to:
• Understand the basic concepts of human resource management (HRM).
• Explain what human resource management is and how it relates to the
management process.
• Provide an overview of functions of HRM.
• Describe how the major roles of HR management are being transformed.
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• Explain the role of HRM in the present millennium

Introduction
Exam samne hain toh Introduction padh ke koi fayda nahi...jeita dichi aage oieta pordh.

Opening Case
Case Study mathay rakte hoie but ekhon oto team naaie je korbe eieta so eieta o skip.

What is Human Resource Management ?

HRM is the study of activities regarding people working in an organization. Jaa o aal-
chaal likha ache eie gulo r modhe shudho kono ekta defination pore nio kono bhabhe.

HRM is the personnel function which is concerned with procurement, development,

compensation, integration and maintenance of the personnel of an organization for the
purpose of contributing towards the accomplishments of the organization’s objectives.
Therefore, personnel management is the planning, organizing, directing, and controlling
of the performance of those operative functions (Edward B. Philippo).

According to the Invancevich and Glueck, “HRM is concerned with the most effective
use of people to achieve organizational and individual goals. It is the way of managing
people at work, so that they give their best to the organization”.

According to Dessler (2008) the policies and practices involved in carrying out the
“people” or human resource aspects of a management position, including recruiting,
screening, training, rewarding, and appraising comprises of HRM.

Upper gulo defination toh kono ekta mathaye rekho,chesta koro je Invancevich er
defination taa tomar mathaie thaake

Generally HRM refers to the management of people in organizations. It comprises of the

activities, policies, and practices involved in obtaining, developing, utilizing, evaluating,
maintaining, and retaining the appropriate number and skill mix of employees to
accomplish the organization’s objectives.

In short Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an
organization in an effective and efficient manner.

Nature Of Human Resource of Management

HRM is a management function that helps manager’s to recruit, select, train and
develop members for an organization. HRM er Nature kii kii oie gulor short points emni
kore likhbe.
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The nature of HRM :

❖ HRM Involves the Application of Management Functions and Principles.

❖ Decision Relating to Employees must be Integrated.
❖ Decisions Made Influence the Effectiveness of an Organization.
❖ HRM Functions are not Confined to Business Establishments Only but
applicable to non business organizations such as education, health care,
recreation and like.

HRM refers to a set of programmes, functions and activities designed and carried out in
order to maximize both employee as well as organizational effectiveness.

Scope of Human Resource Management

Scope of HRM anek vast aar boro topic eieta te tumi shob points mone rakhle bhaalo
hobe direct likhte start kore dio.

The scope of Human Resources Management are:

1. Human Resource Planning: The objective of HR Planning is to ensure that

the organization has the right types of persons at the right time at the right
place. It prepares human resources inventory with a view to assess present
and future needs, availability and possible shortages in human resource.

2. Design of Organization and Job: This is the task of laying down organization
structure, authority, relationship and responsibilities. This will also mean
definition of work contents for each position in the organization.

3. Selection and Staffing: This is the process of recruitment and selection of

staff. This involves matching people and their expectations with which the
job specifications and career path available within the organization.

4. Training and Development: This involves an organized attempt to find out

training needs of the individuals to meet the knowledge and skill which is
needed not only to perform current job but also to fulfil the future needs of
the organization.

5. Organizational Development: This is an important aspect whereby

“Synergetic effect” is generated in an organization i.e. healthy interpersonal
and inter-group relationship within the organization.
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6. Compensation and Benefits: This is the area of wages and salaries

administration where wages and compensations are fixed scientifically to
meet fairness and equity criteria.

7. Employee Assistance: Each employee is unique in character, personality,

expectation and temperament. By and large each one of them faces
problems everyday. Some are personal some are official.

8. Union-Labour Relations: Healthy Industrial and Labour relations are very

important for enhancing peace and productivity in an organization. This is
one of the areas of HRM.

9. Personnel Research and Information System: Knowledge on behavioural

science and industrial psychology throws better insight into the workers
expectations, aspirations and behaviour.
Objectives
Er pore HRM er Primary Objectives ache toh eie ta ektu ektu pore nibe because eie gulo
hoye to dhorete paare.So eita jodi aase toh kichu emni kore likhbe.

The primary objective of HRM is to ensure the availability of competent and willing
workforce to an organization. The specific objectives include the following:

1. Human capital : assisting the organization in obtaining the right number and
types of employees to fulfil its strategic and operational goals
2. Developing organizational climate: helping to create a climate in which
employees are encouraged to develop and utilize their skills to the fullest and
to employ the skills and abilities of the workforce efficiently .
3. Helping to maintain performance standards and increase productivity
through effective job design; providing adequate orientation, training and
development; providing performance-related feedback; and ensuring
effective two-way communication.
4. Helping to establish and maintain a harmonious employer/employee
relationship.
5. Helping to create and maintain a safe and healthy work environment
6. Developing programs to meet the economic, psychological, and social needs
of the employees and helping the organization to retain the productive
employees.
7. Ensuring that the organization is in compliance with provincial/territorial and
federal laws affecting the workplace (such as human rights, employment
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equity, occupational health and safety, employment standards, and labour

relations legislation). To help the organization to reach its goals .
8. To provide organization with well-trained and well-motivated employees.
9. To increase the employees satisfaction and self-actualization.
10. To develop and maintain the quality of work life .
11. To communicate HR policies to all employees.
12. To help maintain ethical polices and behaviour.

Eieta holo HRM er objectives eie gulo kichu emni kore lekho

1) Societal Objectives: Seek to ensure that the organization becomes socially

responsible to the needs and challenges of the society while minimizing the negative
impact of such demands upon the organization.

2) Organizational Objectives: It recognizes the role of HRM in bringing about

organizational effectiveness. It makes sure that HRM is not a standalone department,
but rather a means to assist the organization with its primary objectives.

3) Functional Objectives: is to maintain the department’s contribution at a level

appropriate to the organization’s needs. Human resources are to be adjusted to suit the
organization’s demands.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at

least as far as these goals enhance the individual’s contribution to the organization.
Personal objectives of employees must be met if they are to be maintained, retained
and motivated.

Functions Of Human Resource of Management

Functions of HRM Human Resources management bola r aar poradhaa r anek kichu
ache but ignore all that aal-baal-chaal. And Focus on your exams. Ami ekta main
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Management

Eie baar jeita niche er diagram deichi sheita eie chapter er sudorshan chakra oieta
mathaye thaakle baas aar kichu chaaie na

Jodi eie ta te kichu dekha na jaaye toh original .pdf file e dekhte paaro because
eieta important but theorectically keu eie
diagram ta jigges korbe na
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Functions of Human Resource Management are: -

1. Strategic HR Management: As a part of maintaining organizational

competitiveness, strategic planning for HR effectiveness can be increased
through the use of HR metrics and HR technology. Human resource planning
(HRP) function determine the number and type of employees needed to
accomplish organizational goals.

2. Equal Employment Opportunity: Compliance with equal employment

opportunity (EEO) laws and regulations affects all other HR activities.
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3. Staffing: The aim of staffing is to provide a sufficient supply of qualified

individuals to fill jobs in an organization. Job analysis, recruitment and selection
are the main functions under staffing.

4. Talent Management and Development: Beginning with the orientation of new

employees, talent management and development includes different types of
training. Orientation is the first step towards helping a new employee to adjust
himself to the new job and the employer.

5. Total Rewards: Compensation in the form of pay, incentives and benefits are
the rewards given to the employees for performing organizational work.
Compensation management is the method for determining how much
employees should be paid for performing certain jobs.

6. Risk Management and Worker Protection: HRM addresses various workplace

risks to ensure protection of workers by meeting legal requirements and being
more responsive to concerns for workplace health and safety along with disaster
and recovery planning.

7. Employee and Labor Relations: The relationship between managers and their
employees must be handled legally and effectively. Employer and employee
rights must be addressed.

Role of HRM
Role of HRM e anek kichu ache important but ekhon dekhbaar time naaie ami jeita dichi
sheita lekhbe jodi aase toh

The primary responsibility of HRM are: -

1. To develop a thorough knowledge of corporate culture, plans and policies.
2. To act as an internal change agent and consultant.
3. To initiate change and act as an expert and facilitator.
4. To actively involve in company’s strategy formulation.
5. To keep communication line open between the HRD function and individuals
and groups both within and outside the organization.
6. To identify and evolve HRD strategies in consonance with overall business
strategy.
7. To facilitate the development of various organizational teams and their
working relationship with other teams and individuals.
8. To try and relate people and work so that the organization objectives are
achieved efficiently and effectively.
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9. To diagnose problems and determine appropriate solution particularly in the

human resource areas.
10. To provide co-ordination and support services for the delivery of HRD
programmes and services.
11. To evaluate the impact of an HRD intervention or to conduct research so as
to identify, develop or test how HRD In general has improved individual and
organizational performance.

Kichu important point ache oie gulo dekhe nio: -

Pat Mc Lagan has suggested nine roles that are played by HR practitioners

1. To bring the issues and trends concerning an organization’s external and

internal people to the attention of strategic decision makers and to recommend
long term strategies to support organizational excellence and endurance.
2. To design and prepare HR systems and actions for implementation so that they
can produce maximum impact on organizational performance and
development.
3. To facilitate the development and implementation of strategies for transforming
one’s own organization by pursuing values and visions.
4. To create a positive relationship with the customer’s by providing them with the
best services; to utilize the resources to the maximum and to create
commitment among the people who help the organization to meet the
customers needs whether directly connected or indirectly connected to the
organization.
5. To identify the learning needs hence to design and develop structured learning
programmes and materials to help accelerate learning for individuals and
groups.
6. To enable the individuals and groups to work in new situations and to expend
and change their views so that people in power move from authoritarian to
participative models of leadership.
7. To help employees to assess their competencies, values and goals so that they
can identify, plan and implement development plans.
8. He also assists the individual employee to add values in the workplace and to
focus on the interventions and interpersonal skills for helping people change
and sustain change.
9. He assesses the HRD practices and programmes and their impact and to
communicate results so that the organization and its people accelerate their
change and development.

According to Dave Ulrich HR play’s four key roles.

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 Strategic Partner Role-turning strategy into results by building organizations that

create value;
 Change Agent Role- making change happen, and in particular, help it happen
fast.
 Employees Champion Role—managing the talent or the intellectual capital
within a firm .
 Administrative Role—trying to get things to happen better, faster and cheaper

Current Classification of HR roles:-

According to R.L Mathis and J. H. Jackson (2010) several roles can be fulfilled by HR
management. The nature and extent of these roles depend on both what upper
management wants HR management to do and what competencies the HR staff have
demonstrated. Eie ta unwanted gyaan but jene rakho bhuj baar jono, nicher gulo main
start hoche

1. Administrative Role of HR : -The administrative role of HR management has been

heavily oriented to administration and recordkeeping including essential legal
paperwork and policy implementation. Major changes have happened in the
administrative role of HR during the recent years. Two major shifts driving the
transformation of the administrative role are: Greater use of technology and
Outsourcing.

2. Operational and Employee Advocate Role for HR: - HR managers manage most HR
activities in line with the strategies and operations that have been identified by
management and serves as employee “champion” for employee issues and concerns.
HR often has been viewed as the “employee advocate” in organizations. They act as the
voice for employee concerns, and spend considerable time on HR “crisis
management,” dealing with employee problems that are both work-related and not
work-related.
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3. Strategic Role for HR : - The administrative role traditionally has been the dominant
role for HR. However, as Figure 1.4 indicates that a broader transformation in HR is
needed so that significantly less HR time and fewer HR staffs are used just for clerical
work.

HRM in the New Millennium

Eieta te o anek taa pora r ache but kono laabh ney shudo key points gulo dibe eieta te
emni kore likhbe kichu

The factors affecting the organization by driven things HRM are : -

1. HR Can Help in Dispensing Organizational Excellence

2. Human Resource Should be a Strategy Partner

3. HR Accountability Should be Fixed to Ensure Employee Commitment

4. The New HR Must Become a Change Agent

5. Improving the Quality of HR

6. Change in Employment Practices

7. Benchmarking Tool Must be Mastered by HR Professionals

8. Aligning Human Resources to Better Meet Strategic Objectives

9. Promote From Within and Invest in Employees

10. Review the Recruitment and Selection Process

11. Communicate Mission and Vision

12. Use Teams to Achieve Synergy

SUMMARY
It is critical that today’s organizations align their human resources to better meet
strategic objectives. A failure to do so results in wasted time, energy, and resources.
Organizations are more likely to achieve this alignment with their corporate objectives
when they review their recruitment and selection processes for fit, communicate the
mission and vision statements, use joint goal setting, design an appropriate reward
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system, empower the workforce, promote and develop from within, and use teams to
achieve synergy. Human Resource Management is the management function that helps
the managers to plan, recruit, select, train, develop, remunerate and maintain
members for an organization. HRM has four objectives of societal, organizational,
functional and personal development. An organization must have set policies; definite
procedures and well defined principles relating to its personnel and these contribute to
the effectiveness, continuity and stability of the organization

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SUMMARY PORBAR HOLE PORBE NAALE CHERE DIO

Self Assessment Questions

1. Define HRM? What are its functions and objectives?

According to the Invancevich and Glueck, “HRM is concerned with the most effective
use of people to achieve organizational and individual goals. It is the way of managing
people at work, so that they give their best to the organization”.

It’s functions are:-

 Strategic HR Management: As a part of maintaining organizational

competitiveness, strategic planning for HR effectiveness can be increased
through the use of HR metrics and HR technology. Human resource planning
(HRP) function determine the number and type of employees needed to
accomplish organizational goals.
 Equal Employment Opportunity: Compliance with equal employment
opportunity (EEO) laws and regulations affects all other HR activities.
 Staffing: The aim of staffing is to provide a sufficient supply of qualified
individuals to fill jobs in an organization. Job analysis, recruitment and
selection are the main functions under staffing.
 Talent Management and Development: Beginning with the orientation of
new employees, talent management and development includes different
types of training. Orientation is the first step towards helping a new employee
to adjust himself to the new job and the employer.
 Total Rewards: Compensation in the form of pay, incentives and benefits are
the rewards given to the employees for performing organizational work.
Compensation management is the method for determining how much
employees should be paid for performing certain jobs.

It's objectives are:-

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❖ Societal Objectives: Seek to ensure that the organization becomes socially

responsible to the needs and challenges of the society while minimizing the
negative impact of such demands upon the organization.
❖ Organizational Objectives: It recognizes the role of HRM in bringing about
organizational effectiveness. It makes sure that HRM is not a standalone
department, but rather a means to assist the organization with its primary
objectives.
❖ Functional Objectives: is to maintain the department’s contribution at a level
appropriate to the organization’s needs. Human resources are to be adjusted to
suit the organization’s demands.
❖ Personnel Objectives: it is to assist employees in achieving their personal
goals, at least as far as these goals enhance the individual’s contribution to the
organization. Personal objectives of employees must be met if they are to be
maintained, retained and motivated.

2. Elaborate about the nature of HRM and its relevance in present scenario.

The Nature of HRM :

❖ HRM Involves the Application of Management Functions and Principles.

❖ Decision Relating to Employees must be Integrated.
❖ Decisions Made Influence the Effectiveness of an Organization.
❖ HRM Functions are not Confined to Business Establishments Only but
applicable to non business organizations such as education, health care,
recreation and like.

It is relevant in present scenario by: -

1. HR Can Help in Dispensing Organizational Excellence

2. Human Resource Should be a Strategy Partner

3. HR Accountability Should be Fixed to Ensure Employee Commitment

4. The New HR Must Become a Change Agent

5. Improving the Quality of HR

6. Change in Employment Practices

7. Benchmarking Tool Must be Mastered by HR Professionals

8. Aligning Human Resources to Better Meet Strategic Objectives

9. Promote From Within and Invest in Employees

10. Review the Recruitment and Selection Process

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3. Explain the role of HR manager in HRM.

The primary responsibilities of Human Resource managers are:

1. To develop a thorough knowledge of corporate culture, plans and policies.

2. To act as an internal change agent and consultant
3. To initiate change and act as an expert and facilitator
4. To actively involve in company’s strategy formulation
5. To keep communication line open between the HRD function and individuals
and groups both within and outside the organization
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Human Resource Planning

UNIT-II
Structure of unit:

❖ Objectives
❖ Introduction
❖ Human Resource Planning (HRP)
❖ Definition of Human Resource Planning
❖ Nature of HRP
❖ Objectives of Human Resource Planning
❖ Need for HRP in Organizations
❖ Importance of HRP
❖ Factors Affecting HRP
❖ HRP Process
❖ Requisites for Successful HRP
❖ Barriers to Human HRP
❖ Summary

Objectives
Eie Objectives pore kono laav naaie so, aage aaro baadho because ekhane chapter
nijer gyaan jhaarbe

Introduction
Introduction e o pore kichu laav naaie unit 1 e jeita porle sheita er hi baipare ektu vast
bhabhe explaination diya hoyeche jodi kono kajer jinis aache toh eie gulo ache-”Human
resource strategy is HRP – Human Resource Planning. All other HR activities like
employee hiring, training and development, remuneration, appraisal and labour
relations are derived from HRP.HR planning is important in a wide variety of industries
and firms.”

Human Resouce Planning

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“Human resource planning is important for helping both organizations and employees
to prepare for the future.”- Shudo eieta hi important aar hain HRP aar HRM er full form
gulo mone rekho.

Definitions of Human Resource Planning

• According to Vetter, “HRP is the process by which management determines
how the organization should move from its current man power position to
desired manpower position. Through planning, management strives to have the
right time, doing things which result in both the organization and individual
receiving maximum long run benefits”.

• According to Gordon Mc Beath, “HRP is concerned with two things: Planning of

manpower requirements and Planning of Manpower supplies”.

• According to Beach, “HRP is a process of determining and assuming that the

organization will have an adequate number of qualified persons, available at
proper times, performing jobs which meet the needs of the enterprise and which
provides satisfaction for the individuals involved”.

Eie thinte (3) Defination er modhe kono ekta bhalo kore mathaye rekho...taar maane
eieta ekdom naa je baaki defination porbena just ekta read diye nio.

HRP is a Four-Phased Process.

• The first phase involves the gathering and analysis of data through manpower
inventories and forecasts.
• The second phase consists of establishing manpower objectives and policies
and gaining top management approval of these.
• The third phase involves designing and implementing plans and promotions to
enable the organization to achieve its manpower objectives.
• The fourth phase is concerned with control and evaluation of manpower plans to
facilitate progress in order to benefit both the organization and the individual.
The long run view means that gains may be sacrificed in the short run for the
future grounds.
Nature of HRP
Eieta te o anek gyaan ache but oieta anek lomba taar thaake bhaalo eieta
poro.-”Human resource planning is the process of analyzing and identifying the
availability and the need for human resources so that the organization can meet
its objectives. The focus of HR planning is to ensure that the organization has the
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right number of human resources, with the right capabilities, at the right times,
and in the right places”.

Objectives
Eie gulo objectives naa but taauo o pore naao jodi kono kaaj e laage but HRP kii
karon e laage sheita toh mone rakhte parle eieta o dekhe nio

1. To ensure optimum utilization of human resources currently available in the

organization.
2. To assess or forecast the future skill requirement of the organization.
3. To provide control measures to ensure that necessary resources are available as
and when required.
4. A series of specified reasons are there that attaches importance to manpower
planning and forecasting exercises.

The objectives of human resource planning may be summarized as below:

• Forecasting Human Resources Requirements: HRP is essential to determine

the future needs of HR in an organization. In the absence of this plan it is very
difficult to provide the right kind of people at the right time.
• Effective Management of Change: Proper planning is required to cope with
changes in the different aspects which affect the organization. These changes
need continuation of allocation/ reallocation and effective utilization of HR in
organization.
• Realizing the Organizational Goals: In order to meet the expansion and other
organizational activities the organizational HR planning is essential.
• Promoting Employees: HRP gives the feedback in the form of employee data
which can be used in decision-making in promotional opportunities to be made
available for the organization.
• Effective Utilization of HR: The data base will provide the useful information in
identifying surplus and deficiency in human resources.
Need for HRP in Organizations
• Employment-Unemployment Situation: Though in general the number of
educated unemployment is on the rise, there is acute shortage for a variety of
skills. This emphasizes on the need for more effective recruitment and
employee retention.
• Technological Change: The changes in production technologies, marketing
methods and management techniques have been extensive and rapid. Their
effect has been profound on the job contents and job contexts.
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• Demographic Change: The changing profile of the work force in terms of

age, sex, literacy, technical inputs and social background has implications
for HRP.
• Skill Shortage: Unemployment does not mean that the labour market is a
buyer’s market. Organizations generally become more complex and require a
wide range of specialist skills that are rare and scare
• Governmental Influences: Government control and changes in legislation
with regard to affirmative action for disadvantages groups, working
conditions and hours of work, restrictions on women and child employment,
causal and contract labour, etc.
• Legislative Control: The policies of “hire and fire” have gone. Now the
legislation makes it difficult to reduce the size of an organization quickly and
cheaply. It is easy to increase but difficult to shed the fat in terms of the
numbers employed because of recent changes in labour law relating to lay-
offs and closures.
• Impact of the Pressure Group: Pressure groups such as unions, politicians
and persons displaced from land by location of giant enterprises have been
raising contradictory pressure on enterprise management such as internal
recruitment and promotion, preference to employees’ children, displace
person, sons of soil etc.
• Systems Approach: The spread of system thinking and advent of the macro
computer as the part of the on-going revolution in information technology
which emphasis planning and newer ways of handling voluminous personnel
records.
• Lead Time: The log lead time is necessary in the selection process and
training and deployment of the employee to handle new knowledge and skills
successfully.
Importance of HRP
The importance of HRP is elaborated on the basis of the key roles that it is playing in the
organization are: -

❖ Future Personnel Needs: Human resource planning is significant because it

helps to determine the future personnel needs of the organization. If an
organization is facing the problem of either surplus or deficiency in staff
strength, then it is the result of the absence of effecting HR planning.
❖ Part of Strategic Planning: HRP has become an integral part of strategic
planning of strategic planning. HRP provides inputs in strategy formulation
process in terms of deciding whether the organization has got the right kind of
human resources to carry out the given strategy.
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❖ Creating Highly Talented Personnel: Even though India has a great pool of
educated unemployed, it is the discretion of HR manager that will enable the
company to recruit the right person with right skills to the organization.
❖ International Strategies: An international expansion strategy of an organization
is facilitated to a great extent by HR planning. The HR department’s ability to fill
key jobs with foreign nationals and reassignment of employees from within or
across national borders is a major challenge that is being faced by international
business.
❖ Foundation for Personnel Functions: HRP provides essential information for
designing and implementing personnel functions, such as recruitment,
selection, training and development, personnel movement like transfers,
promotions and layoffs.
❖ Increasing Investments in Human Resources: Organizations are making
increasing investments in human resource development compelling the
increased need for HRP. Organizations are realizing that human assets can
increase in value more than the physical assets.
❖ Resistance to Change: Employees are always reluctant whenever they hear
about change and even about job rotation. Organizations cannot shift one
employee from one department to another without any specific planning.
❖ Uniting the Viewpoint of Line and Staff Managers: HRP helps to unite the
viewpoints of line and staff managers. Though HRP is initiated and executed by
the corporate staff, it requires the input and cooperation of all managers within
an organization.
❖ Succession Planning: Human Resource Planning prepares people for future
challenges. The ‘stars’ are picked up, trained, assessed and assisted
continuously so that when the time comes such trained employees can quickly
take the responsibilities and position of their boss or seniors as and when
situation arrives.
❖ Other Benefits: (a)HRP helps in judging the effectiveness of manpower policies
and programmes of management.
(b)It develops awareness on effective utilization of human
resources for the overall development of organization.
(c) It facilitates selection and training of employees with
adequate knowledge, experience and aptitudes so as to carry on and achieve
the organizational objectives.
(d) HRP encourages the company to review and modify its
human resource policies and practices and to examine the way of utilizing the
human resources for better utilization.

FACTORS AFFECTING HRP

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The factors affecting the Human Resource Management are follows: -

1. Type and Strategy of the Organization: Type of the organization determines the
production processes involve, number and type of staff needed and the
supervisory and managerial personnel required. HR need is also defined by the
strategic plan of organization.
2. Organizational Growth Cycles and Planning: All organizations pass through
different stages of growth from the day of its inception. The stage of growth in
which an organization is determines the nature and extends of HRP.
3. Environmental Uncertainties: Political, social and economic changes affect all
organizations and the fluctuations that are happening in these environments
affect organizations drastically.
4. Time Horizons: HR plans can be short term or long term. Short term plans spans
from six months to one year, while long term plans spread over three to twenty
years.

5. Type and Quality of information: The information used to forecast personnel

needs originates from a multitude of sources. The forecast depends to a large
extent upon the type of information and the quality of data that is available to
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personnel planners.

6. Nature of Jobs Being Filled: Personnel planners need to be really careful with
respect to the nature of the jobs being filled in the organization. Employees
belonging to lower level who need very limited skills can be recruited hastily but,
while hiring employees for higher posts, selection and recruitment need to be
carried out with high discretion.
7. Outsourcing: Several organizations outsource part of their work to outside
parties in the form of subcontract. Outsourcing is a regular feature both in the
public sector as well as in the private sector companies.

HRP PROCESS
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Eie diagram ta bhaalo kore dekhe naao because khub kaajer eieta.

• Environmental Scanning: It refers to the systematic monitoring of the external

forces influencing the organization. The following forces are essential for
pertinent of HRP are: -
o Economic factors, including general and regional conditions.
o Technological changes
o Demographic changes including age, composition and literacy,
o Political and legislative issues, including laws and administrative rulings
o Social concerns, including child care, educational facilities and
priorities.
• Organizational Objectives and Policies: HR plan is usually derived from the
organizational objectives. Specific requirements in terms of number and
characteristics of employees should be derived from organizational objectives.
• HR Demand Forecast: Demand forecasting is the process of estimating the
future quantity and quality of people required to meet the future needs of the
organization. Annual budget and long-term corporate plan when translated into
activity into activity form the basis for HR forecast.
• HR Supply Forecast: Supply forecast determines whether the HR department
will be able to procure the required number of workers. Supply forecast
measures the number of people likely to be available from within and outside an
Human Resource 23
Management

organization, after making allowance for absenteeism, internal movements and

promotions, wastage and changes in hours, and other conditions of work.
• HR Programming: Once an organization’s personnel demand and supply are
forecasted the demand and supply need to be balanced in order that the
vacancies can be filled by the right employees at the right time.
• HR Plan Implementation: HR implementation requires converting an HR plan
into action. A series of action are initiated as a part of HR plan implementation.

Requisites for Successful HRP

1) HRP must be recognized as an integral part of corporate planning.
2) Support of top management is essential.
3) There should be some centralization with respect to HRP responsibilities in
order to have co-ordination between different levels of management.
4) Organization records must be complete, up to date and readily available.
5) Techniques used for HR planning should be those best suited to the data
available and degree of accuracy required.
6) Data collection, analysis, techniques of planning and the plan themselves
need to be constantly revised and improved in the light of experience

Minimum 5 ta porle hobe

Barriers to HRP
The barriers of HRP are:-

• HR practitioners are perceived as experts in handling personnel matters, but are

not experts in managing business
• HR information often is incompatible with other information used in strategy
formulation.
• Conflict may exist between short term and long term HR needs. For example,
there can be a conflict between the pressure to get the work done on time and
long term needs, such as preparing people for assuming greater responsibilities.
• There is conflict between quantitative and qualitative approaches to HRP. Some
people view HRP as a number game designed to track the flow of people across
the department.
• Non-involvement of operating managers renders HRP ineffective. HRP is not
strictly an HR department function. Successful planning needs a co-ordinated
effort on the part of operating managers and HR personnel.
Human Resource 24
Management

Summary
Today, human resource planning is viewed as the way management comes to grasp the
ill-defined and tough-to-solve human resource problems facing an organization.
Human resource planning is the process of determining the human resources required
by the organization to achieve its goals. Human resource planning also looks at broader
issues relating to the ways in which people are employed and developed, in order to
improve organizational effectiveness. HRP is a decision making process that combines
activities such as identifying and acquiring the right number of people with the proper
skills, motivating them to achieve high performance and creating interactive links
between business objectives are resource planning activities. HRP sets out
requirements in both quantitative and qualitative terms. Accurate manpower plan is a
dream. A common error of many managers is to focus on the organization’s short term
replacement needs. Any human resource plan, if it is to be effective, must be derived
from the long term plans and strategies of the organization. The various approaches to
human resource planning under which a number of major issues and trends in today’s
work plan that will affect organization and employees are

(1) Examine external and internal issues,

(2) Determining future organizations capabilities,

(3) Determining future organizational needs, and

(4) Implementing human resources programmes to address anticipated problems.

Although change is occurring very rapidly in the work world it is important for both
organizations and employees to monitor issues and events continuously and consider
their potential effects.

--------------------------------------------------------------------------------------------------------------
Porbar time pele poro naale skip koro eieta te chapter taa short ekta paragraph e likhbe

Self Assesment Questions

1. Explain the role of HR professional in human resource planning process in
organizations.
The Role of HR professional in Human Resource Planning are: -

1. Workforce Analysis: HR professionals analyse the current workforce to

understand the organization's capacity, skills, and demographics. This involves
evaluating the number of employees, their roles, and performance levels.
Human Resource 25
Management

2. Forecasting Needs: They anticipate future workforce requirements based on

organizational goals, market trends, and external factors. This helps in
identifying potential skill gaps and staffing needs.

3. Strategic Planning: Collaborating with senior management, HR professionals

develop strategies to address workforce needs. This includes planning for
recruitment, training, development, and retention of employees.

4. Recruitment and Selection: HR is responsible for attracting, screening, and

selecting candidates to fill identified positions. They ensure that the recruitment
process aligns with organizational goals and diversity objectives.

5. Training and Development: They design and implement training programs to

enhance employees' skills and competencies. This ensures the workforce
remains capable and competitive.

6. Succession Planning: HR professionals identify and develop internal talent to

fill key positions in the future. This involves creating career development plans
and mentoring programs.

7. Performance Management: They establish performance appraisal systems

to evaluate employee performance and provide feedback. This helps in
identifying areas for improvement and aligning individual goals with
organizational objectives.

8. Employee Retention: HR professionals develop strategies to retain top talent

by creating a positive work environment, offering competitive benefits, and
addressing employee concerns.

9. Compliance and Legal Responsibilities: They ensure that HR practices

comply with labour laws, regulations, and organizational policies. This involves
staying updated with changes in employment laws and implementing necessary
adjustments.

10. Continuous Improvement: HR continuously monitors and evaluates the

effectiveness of HR planning strategies, making necessary adjustments to align
with evolving business needs.

2. Describe the various forecasting techniques and how these techniques are
being used in human resource planning.

The Forecasting techniques used in human resource planning (HRP) are: -

Human Resource 26
Management

Quantitative Techniques:

1. Trend Analysis:

• Description: Examines historical data to identify patterns or trends over

time.
• Usage: HR professionals analyse past employment levels, turnover rates,
and other relevant metrics to predict future workforce needs.

2. Ratio Analysis:

• Description: Uses ratios to forecast future HR requirements.

• Usage: Common ratios include employee-to-output, manager-to-employee,
or sales-to-employee ratios.

3. Regression Analysis:

• Description: Uses statistical methods to predict future HR needs based on

various independent variables.
• Usage: By identifying factors that influence workforce size (like sales
revenue, market expansion, or new product launches), HR can create
models to predict future staffing levels.

4. Productivity Ratios:

• Description: Measures the output per employee.

• Usage: HR can forecast staffing needs based on productivity targets.

Qualitative Techniques:

1. Expert Judgment:

• Description: Relies on insights and opinions from experienced

professionals.
• Usage: HR managers and other key stakeholders collaborate to estimate
future staffing needs based on their expertise and knowledge of the
organization and industry trends.

2. Delphi Technique:

• Description: A structured communication method that gathers input from a

panel of experts through multiple rounds of questioning.
Human Resource 27
Management

• Usage: HR uses this technique to build consensus among experts on future

workforce needs and trends.

3. Scenario Analysis:

• Description: Develops different potential future scenarios based on various

factors.
• Usage: HR creates multiple scenarios (e.g., best-case, worst-case, most-
likely) to understand how different situations might impact workforce
requirements.

4. Nominal Group Technique:

• Description: A structured group meeting method to generate ideas and

prioritize them.
• Usage: HR professionals use this technique to gather input from different
stakeholders about future workforce needs and to prioritize actions based on
group consensus.

Application in HRP:

• Identifying Skill Gaps: HR uses these techniques to identify current and

future skill gaps within the organization and plan training and development
programs accordingly.
• Strategic Workforce Planning: By forecasting future workforce
requirements, HR aligns staffing strategies with long-term business goals.
• Budgeting: Accurate HR forecasts help in creating realistic budgets for
recruitment, training, and other HR activities.
• Talent Management: HR can identify high-potential employees and plan
succession strategies to ensure leadership continuity.
• Risk Management: Scenario analysis helps HR prepare for various risks and
uncertainties, ensuring the organization remains resilient.
• tion: A structured group meeting method to generate ideas and prioritize
them.
• Usage: HR professionals use this technique to gather input from different
stakeholders about future workforce needs and to prioritize actions based on
group consensus.
Human Resource 28
Management

3. Explain the barriers to HRP. Bring out the requisites for effective planning.

Barriers to HRP:

1. Rapid Technological Changes:

• Barrier: Technological advancements can render certain skills obsolete quickly,

making it difficult to plan for future workforce needs.
• Example: The rise of automation and AI can drastically change job
requirements, making it challenging to predict which skills will be needed.

2. Uncertain Economic Conditions:

• Barrier: Economic fluctuations can impact an organization’s ability to plan for

its workforce.
• Example: Economic downturns may lead to budget cuts, hiring freezes, or
layoffs, disrupting HR plans.

3. Lack of Top Management Support:

• Barrier: Without strong support from senior leadership, HRP initiatives may lack
the necessary resources and prioritization.
• Example: If top management does not see the value in HRP, it may not allocate
sufficient budget or attention to these efforts.

4. Resistance to Change:

• Barrier: Employees and managers may resist changes proposed by HRP,

especially if they are comfortable with the status quo.
• Example: Implementing new HR practices or technologies may face pushback
from employees accustomed to existing methods.

5. Inaccurate Forecasting:

• Barrier: Predicting future workforce needs can be challenging, and inaccurate

forecasts can lead to overstaffing or understaffing.
• Example: Misjudging market trends or internal growth can result in hiring too
many or too few employees.

6. Lack of Data and Analytics:

• Barrier: Insufficient data and analytical tools can hinder effective HRP.
Human Resource 29
Management

• Example: Without accurate data on employee performance, turnover rates, and

market trends, HRP efforts may be based on guesswork rather than informed
decisions.

7. Legal and Regulatory Constraints:

• Barrier: Compliance with labor laws and regulations can limit flexibility in HR
planning.
• Example: Labor laws regarding hiring, layoffs, and working conditions can
impose constraints on HRP initiatives.

Requisites for Effective HRP:

1. Strong Leadership Support:

• Requisite: Gaining buy-in from top management to ensure HRP is a priority and
receives adequate resources.
• Action: Demonstrate the strategic value of HRP and its impact on organizational
goals.

2. Robust Data and Analytics:

• Requisite: Utilize accurate data and advanced analytics to inform HRP

decisions.
• Action: Invest in HR information systems (HRIS) and analytics tools to gather
and analyse workforce data.

3. Continuous Monitoring and Flexibility:

• Requisite: Regularly review and adjust HRP strategies to adapt to changing

conditions.
• Action: Implement a process for continuous monitoring and update HR plans as
needed.

4. Employee Involvement and Communication:

• Requisite: Involve employees in the HRP process and maintain open

communication channels.
Human Resource 30
Management

• Action: Engage employees in discussions about future workforce needs and

changes, and ensure transparency in HRP initiatives.

5. Scenario Planning:

• Requisite: Develop multiple scenarios to prepare for different future

possibilities.
• Action: Create best-case, worst-case, and most-likely scenarios to understand
how different situations might impact workforce needs.

6. Strategic Alignment:

• Requisite: Ensure HRP aligns with overall business strategy and goals.
• Action: Collaborate with other departments and business units to integrate HRP
with broader organizational plans.

7. Training and Development Programs:

• Requisite: Implement programs to upskill and reskill employees to meet future

workforce needs.
• Action: Design training initiatives based on identified skill gaps and future
requirements.
Human Resource 31
Management

Ami bhabhchi ek-ekta kore jodi di taale anek time laagbe tomar o amar o aar amader
kache oto time naaie, aami jaani tumi eie shob er pore kotha besi shuna be kii eie shob
aage o bolte paare but aage bole Boka r Gordhov er defination bhul hoye jeto, besi
kotha na bole start korchi amra without any hesitation

VERY VERY IMPORTANT QUESTION

1. What do you understand by job analysis? What is its importance
in the management of human resources?

Components of Job Analysis:

1. Job Description:
a. Definition: A detailed account of the tasks, duties, and responsibilities
associated with a job.
b. Example: Outlines what an employee is expected to do, the procedures
they must follow, and the standards they must meet.
2. Job Specification:
a. Definition: Describes the qualifications, skills, and attributes required for
a job.
b. Example: Lists the necessary education, experience, technical skills, and
interpersonal abilities.
3. Job Context:
a. Definition: Provides information about the work environment and
conditions under which the job is performed.
b. Example: Includes factors like physical working conditions, work
schedule, and potential hazards.
4. Job Analysis Methods:
a. Techniques:
i. Observation: Watching employees perform tasks to gather data.
Human Resource 32
Management

ii. Interviews: Speaking with employees and supervisors to

understand job requirements.
iii. Questionnaires: Distributing surveys to gather detailed
information from multiple employees.
iv. Work Diaries: Asking employees to keep a log of their daily
activities and tasks.

Importance of Job Analysis in HR Management:

1. Recruitment and Selection:

a. Impact: Provides a clear understanding of job requirements, helping HR
professionals create accurate job postings and select the best
candidates.
b. Example: Ensures that the recruitment process aligns with the specific
needs of the job.
2. Training and Development:
a. Impact: Identifies the skills and competencies needed for a job, guiding
the design of training programs to address skill gaps.
b. Example: Helps in creating targeted training initiatives to improve
employee performance.
3. Performance Appraisal:
a. Impact: Establishes performance standards and evaluation criteria
based on job responsibilities.
b. Example: Facilitates fair and objective performance reviews by providing
clear benchmarks for assessing employee performance.
4. Compensation and Benefits:
a. Impact: Assists in determining appropriate compensation levels based
on job complexity, required skills, and market trends.
b. Example: Ensures that employees are fairly compensated for their work,
promoting job satisfaction and retention.
5. Job Design and Redesign:
a. Impact: Provides insights into how jobs can be structured or restructured
to improve efficiency and employee satisfaction.
b. Example: Helps in designing jobs that are challenging, rewarding, and
aligned with organizational goals.
Human Resource 33
Management

2. What is job analysis? What steps are involved in the preparation

of job analysis?
Job analysis is the process of systematically studying and documenting the tasks,
responsibilities, skills, work environment, and outcomes associated with a specific job.
It helps organizations understand the nature of the job and the qualifications needed to
perform it effectively.

Steps Involved in the Preparation of Job Analysis:

1. Identify the Purpose of Job Analysis:

a. Purpose: Clearly define the objectives and goals of conducting the job
analysis.
b. Action: Determine how the information will be used, whether for
recruitment, training, performance evaluation, or other HR functions.
2. Select the Jobs to be Analysed:
a. Purpose: Choose specific jobs within the organization that require
analysis.
b. Action: Prioritize jobs that are critical to the organization’s success or
have undergone significant changes.
3. Review Existing Job Documentation:
a. Purpose: Gather and review current job descriptions, job specifications,
and organizational charts.
b. Action: Use this information as a starting point for the analysis.
4. Choose the Method for Data Collection:
a. Purpose: Decide on the appropriate data collection techniques to gather
information about the job.
b. Methods:
i. Observation: Directly observe employees performing their tasks.
ii. Interviews: Conduct structured or unstructured interviews with
employees and supervisors.
iii. Questionnaires: Distribute surveys to employees to collect
detailed information.
iv. Work Diaries: Ask employees to maintain logs of their daily
activities and tasks.
v. Document Analysis: Review existing documents such as work
logs, manuals, and performance reports.
5. Collect Job Information:
a. Purpose: Gather comprehensive data about the job tasks,
responsibilities, skills, and work conditions.
Human Resource 34
Management

b. Action: Use the chosen methods to collect accurate and relevant

information.
6. Analyse and Verify the Data:
a. Purpose: Organize and analyse the collected data to identify common
patterns and key aspects of the job.
b. Action: Cross-verify the information with employees and supervisors to
ensure accuracy.
7. Develop Job Descriptions and Specifications:
a. Purpose: Create detailed job descriptions and job specifications based
on the analysed data.
b. Components:
i. Job Description: Lists the tasks, duties, and responsibilities of the
job.
ii. Job Specification: Outlines the qualifications, skills, and
attributes required for the job.
8. Review and Update Job Analysis Information:
a. Purpose: Ensure the job analysis information remains current and
relevant.
b. Action: Periodically review and update the job descriptions and
specifications as needed.
9. Communicate and Implement Findings:
a. Purpose: Share the results of the job analysis with relevant stakeholders
and implement the findings.
b. Action: Use the information for HR functions such as recruitment,
training, performance appraisal, and compensation.

3. What are the by-products of job analysis? Discuss the techniques

used for collecting data for job analysis?

By-products of Job Analysis:

1. Job Descriptions
2. Job Specifications
3. Performance Standards
4. Training and Development Plans

5. Compensation Structures
6. Succession Planning
7. Workforce Planning
Human Resource 35
Management

8. Legal Compliance

Techniques Used for Collecting Data for Job Analysis:

1. Observation:
a. Method: Directly observing employees as they perform their job tasks.
b. Usage: Provides real-time insights into job activities, workflows, and
interactions.
c. Pros: Accurate and first-hand information.
d. Cons: Time-consuming and may not capture all aspects of the job.
2. Interviews:
a. Method: Conducting structured or unstructured interviews with
employees and supervisors.
b. Usage: Gathers detailed information about job responsibilities, skills,
and work conditions.
c. Pros: In-depth and qualitative data.
d. Cons: Can be biased and reliant on interviewees' perceptions.
3. Questionnaires:
a. Method: Distributing surveys to employees to collect standardized
information.
b. Usage: Captures consistent data across multiple employees.
c. Pros: Efficient and can reach a large number of employees.
d. Cons: Limited to the questions asked and may lack depth.
4. Work Diaries/Logs:
a. Method: Asking employees to maintain a log of their daily activities and
tasks.
b. Usage: Provides a detailed record of job activities over time.
c. Pros: Captures day-to-day variations and detailed information.
d. Cons: Time-consuming for employees and may be subject to
inaccuracies.
5. Document Analysis:
a. Method: Reviewing existing documents such as work logs, manuals, and
performance reports.
b. Usage: Utilizes available data to understand job requirements and
performance.
c. Pros: Access to historical data and objective information.
d. Cons: May not provide a complete picture of the job.
6. Job Performance:
a. Method: Assessing an employee's performance in the actual job.
b. Usage: Provides practical insights into job requirements and challenges.
Human Resource 36
Management

c. Pros: Realistic and practical information.

d. Cons: May not capture all job aspects and can be influenced by
individual performance.
7. Critical Incident Technique:
a. Method: Identifying specific incidents that illustrate successful or
unsuccessful job performance.
b. Usage: Focuses on critical behaviours and tasks that impact job
performance.
c. Pros: Highlights key aspects of the job.
d. Cons: Relies on recall and may miss routine tasks.

4. What is job description? How is it prepared?

A job description is a detailed document that outlines the key responsibilities,
duties, qualifications, and work conditions associated with a specific job role. It
serves as a clear and concise summary of what the job entails and what is
expected from the person performing it.

The steps involved in preparing a job description:

1. Conduct Job Analysis:

a. Purpose: Gather detailed information about the job's tasks,
responsibilities, required skills, and work environment.
b. Action: Use methods such as observation, interviews, questionnaires,
work diaries, and document analysis to collect data.
2. Define Job Title:
a. Purpose: Provide a clear and accurate title that reflects the nature of the
job.
b. Action: Ensure the job title is standardized and easily understood within
the organization.
3. Draft Job Summary:
a. Purpose: Provide a brief overview of the job's main responsibilities and
purpose.
b. Action: Write a concise summary that captures the essence of the job.
4. List Key Responsibilities and Duties:
a. Purpose: Outline the specific tasks and responsibilities associated with
the job.
b. Action: Use bullet points to list the primary duties, starting with the most
critical ones. Ensure the list is comprehensive but not overly detailed.
5. Specify Required Qualifications:
Human Resource 37
Management

a. Purpose: Identify the education, experience, skills, and attributes

needed for the job.
b. Action: Include both mandatory and preferred qualifications, such as
degrees, certifications, technical skills, and soft skills.
6. Detail Work Environment and Conditions:
a. Purpose: Describe the physical and working conditions under which the
job is performed.
b. Action: Mention factors like work hours, location, travel requirements,
and any potential hazards.
7. Outline Reporting Relationships:
a. Purpose: Clarify the job's position within the organizational structure.
b. Action: Indicate who the employee reports to and any supervisory
responsibilities they may have.
8. Include Performance Criteria:
a. Purpose: Establish benchmarks for evaluating job performance.
b. Action: Define key performance indicators (KPIs) and standards for
assessing success in the role.
9. Review and Validate the Job Description:
a. Purpose: Ensure accuracy and relevance of the job description.
b. Action: Review the draft with supervisors, employees, and HR
professionals to gather feedback and make necessary revisions.
10. Finalize and Distribute the Job Description:
a. Purpose: Share the completed job description with relevant
stakeholders.
b. Action: Ensure the job description is accessible to employees,
managers, and HR personnel. Update it periodically to reflect any
changes in the job role.

5. Define job specification? How is it different from job description?

A job specification is a detailed description of the qualifications, skills, and
attributes required for a specific job role. It focuses on the candidate's
characteristics necessary to perform the job effectively. Job specifications are
used to evaluate candidates during the recruitment and selection process.

Components of a Job Specification:

1. Education
2. Experience
3. Skills and Competencies
Human Resource 38
Management

4. Personal Attributes
5. Physical Requirements

6. Write notes on:

(i) Job Rotation
Job rotation is a human resource management technique where employees are
systematically moved between different roles or departments within an
organization. This practice aims to broaden employees' skills, knowledge, and
experience by exposing them to various aspects of the organization.

(ii)Job Simplification
Job simplification is a process in which job tasks and responsibilities are
reduced or streamlined to make them more straightforward and efficient. The
primary goal is to improve productivity and efficiency by minimizing the
complexity of job roles.
Human Resource 39
Management

7. Distinguish between:
(a) Job description and job specification

(b) Job enlargement and job enrichment.

Human Resource 40
Management

8. “Job analysis is the most basic personnel management

function.” Discuss.

Job Analysis is Fundamental to Personnel Management:

1. Foundation for Job Descriptions and Specifications:

a. Explanation: Job analysis provides the detailed information needed to
create accurate job descriptions and job specifications.
b. Importance: These documents are crucial for defining what the job
entails and the qualifications required, forming the basis for recruitment,
selection, and training.
2. Critical for Recruitment and Selection:
a. Explanation: By understanding the tasks, responsibilities, and required
qualifications, HR professionals can attract and select the right
candidates.
b. Importance: Ensures that the hiring process is aligned with the actual
needs of the organization, reducing turnover and increasing job fit.
3. Basis for Performance Appraisal:
a. Explanation: Job analysis helps establish performance standards and
evaluation criteria.
b. Importance: Provides a fair and objective framework for assessing
employee performance, identifying areas for improvement, and
recognizing achievements.
4. Guides Training and Development:
a. Explanation: Identifies the skills and competencies needed for the job,
informing the design of training programs.
b. Importance: Ensures that employees receive relevant training to perform
their roles effectively and develop their careers.
5. Informs Compensation and Benefits:
a. Explanation: Helps determine appropriate compensation levels based
on job complexity, required skills, and market trends.
b. Importance: Ensures fair and competitive pay structures, contributing to
employee satisfaction and retention.
6. Supports Compliance with Legal and Regulatory Requirements:
a. Explanation: Ensures that job descriptions and specifications comply
with labour laws and regulations.
b. Importance: Reduces the risk of legal issues and promotes fair
employment practices.
Human Resource 41
Management

7. Enhances Workforce Planning:

a. Explanation: Provides insights into the current workforce and future
staffing needs.
b. Importance: Enables strategic planning for workforce growth,
succession planning, and talent management.
8. Facilitates Job Design and Redesign:
a. Explanation: Helps in structuring or restructuring jobs to improve
efficiency, satisfaction, and performance.
b. Importance: Leads to better job roles that are challenging, rewarding,
and aligned with organizational goals.

9. Clearly define and discuss the relationship among job analysis,

job description and job specification.

Job Analysis:

Definition: Job analysis is the process of systematically studying and documenting the
tasks, responsibilities, skills, work environment, and outcomes associated with a
specific job. It involves gathering detailed information about a job's requirements and
the context in which it is performed.

Job Description:

Definition: A job description is a detailed document that outlines the key

responsibilities, duties, and tasks associated with a specific job. It provides a clear
summary of what the job entails and what is expected from the person performing it.

Job Specification:

Definition: A job specification is a detailed description of the qualifications, skills, and

attributes required for a specific job role. It focuses on the characteristics necessary for
a candidate to perform the job effectively.

The relationship among job analysis, job description and job specification
are as follows: -
• Job Analysis: The process of gathering and analysing job-related information.
Human Resource 42
Management

• Job Description: A document created from job analysis that outlines the tasks,
responsibilities, and work environment.
• Job Specification: A document created from job analysis that details the
qualifications, skills, and attributes required for the job.

10. Define recruitment and identify the various factors which affect
recruitment.

Recruitment is the process of identifying, attracting, and selecting suitable

candidates to fill job vacancies within an organization. It involves various
activities such as advertising job openings, sourcing candidates, screening
applications, conducting interviews, and making hiring decisions.

Factors Affecting Recruitment:

1. Internal Factors:
a. Organizational Policies:
b. Growth and Expansion:
c. Company Culture and Values:
d. Internal Promotion and Transfers:
2. External Factors:
a. Labor Market Conditions:
b. Economic Conditions:
c. Legal and Regulatory Factors:
d. Technological Advances:
e. Industry Trends:
3. Job-Specific Factors:
a. Job Requirements
b. Compensation and Benefits
c. Location
4. Candidate-Related Factors:
a. Candidate Preferences
b. Availability of Information

11. Discuss the steps of recruitment process. How will you reconcile
the internal and external sources of recruitment?

Steps of the Recruitment Process:

1. Identifying the Need for Recruitment

Human Resource 43
Management

2. Defining the Job Requirements

3. Sourcing Candidates
4. Screening and Shortlisting
5. Conducting Interviews
6. Assessing and Testing
7. Making the Job Offer
8. Onboarding

Reconciling Internal and External Sources of Recruitment:

1. Internal Sources:
a. Description: Recruiting from within the organization through promotions,
transfers, and internal job postings.
b. Advantages:
i. Boosts employee morale and motivation by offering career growth
opportunities.
ii. Reduces recruitment costs and time as internal candidates are
already familiar with the organization.
iii. Ensures a cultural fit, as internal candidates understand the
company's values and practices.
c. Challenges:
i. May lead to internal competition and potential conflicts.
ii. Limits the diversity of ideas and experiences that external
candidates can bring.

2. External Sources:
a. Description: Recruiting from outside the organization through job
portals, social media, recruitment agencies, campus placements, and
referrals.
b. Advantages:
i. Brings fresh perspectives and new skills to the organization.
ii. Expands the pool of candidates, increasing the chances of finding
the best fit.
iii. Enhances diversity by attracting candidates from different
backgrounds and experiences.
c. Challenges:
i. Higher recruitment costs and longer timeframes.
Human Resource 44
Management

ii. External candidates may require more time to adapt to the

organization's culture and processes.

Reconciling Internal and External Recruitment:

1. Balanced Recruitment Strategy

2. Transparent Communication
3. Identify Suitable Roles
4. Encourage Employee Referrals
5. Continuous Evaluation

12. Discuss various sources of recruitment.

Internal Sources of Recruitment:

1. Internal Job Postings

2. Promotions

3. Transfers

4. Employee Referrals

External Sources of Recruitment:

1. Online Job Portals

2. Recruitment Agencies

3. Social Media

4. Campus Recruitment

5. Job Fairs and Career Events

6. Company Website

7. Print Media

8. Professional Associations
Human Resource 45
Management

13. What is realistic job preview? How does it differ from traditional job
preview?

A Realistic Job Preview (RJP) is a recruitment tool that provides potential candidates
with a balanced and accurate view of the job they are applying for. It includes both
positive and negative aspects of the job, giving candidates a comprehensive
understanding of what to expect if they are hired.

14. What do you mean by recruitment policy? Explain the prerequisites

of a good recruitment policy.

A recruitment policy is a formal framework that outlines the principles, guidelines, and
procedures an organization follows to attract, select, and hire new employees. This
policy ensures that the recruitment process is fair, consistent, and aligned with the
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organization's strategic goals and values. The prerequisites of a good recruitment policy
are: -

• Clear Objectives: Define specific goals for the recruitment policy.

• Alignment with Organizational Goals: Ensure the policy supports the
organization's mission and vision.
• Consistency: Establish fair and objective procedures.
• Legal Compliance: Comply with labour laws and regulations.
• Inclusivity and Diversity: Promote diversity and inclusion.
• Transparency: Maintain clear communication and openness.
• Effective Communication: Ensure smooth communication with all parties.
• Efficient and Timely Processes: Design a streamlined recruitment process.
• Candidate-Centric Approach: Focus on a positive candidate experience.
• Continuous Improvement: Regularly update and improve the policy.

15. Write short notes on following.

(i) Advantages and disadvantages of internal sources of recruitment.

Internal sources of recruitment refer to filling job vacancies from within the existing
workforce of an organization. This can include promotions, transfers, and employee
referrals.

• Advantages: Boosts morale and motivation, cost-effective, faster process,

knowledge of company culture, reduced training time.
• Disadvantages: Limited talent pool, internal competition, potential stagnation,
gaps in other positions, potential for complacency.

(ii) Advantages and disadvantages of external source of recruitment.

External sources of recruitment refer to the practice of filling job vacancies by hiring
candidates from outside the organization. This can include job portals, social media,
recruitment agencies, campus placements, and job fairs.

• Advantages: Fresh perspectives, larger talent pool, specialized skills, improved

diversity, competitive advantage.
• Disadvantages: Higher costs, longer recruitment process, cultural fit
challenges, higher turnover risk, uncertain performance.
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16.Explain the direct, indirect and third-party methods of recruitment

The three types of recruitment are: -

Direct Methods:

Definition: Direct recruitment methods involve the organization actively reaching out to
potential candidates without the involvement of intermediaries.

Examples: Campus recruitment, walk-ins, employee referrals, company website,

direct emails.

Indirect Methods:

Definition: Indirect recruitment methods involve attracting candidates through general

announcements and advertisements, rather than direct outreach.

Examples: Job advertisements, social media, recruitment posters, corporate

brochures.

Third-Party Methods:

Definition: Third-party recruitment methods involve using external agencies or

intermediaries to find and attract candidates on behalf of the organization.

Examples: Recruitment agencies, head-hunters, job portals, temporary staffing

agencies, outplacement services.