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Human Resource Management: Unit 2 by Dharti Parikh

The document discusses various aspects of human resource management including job analysis, job description, job specification, training and developing employees, performance management, and performance appraisal. It describes different methods that can be used for each aspect.

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Haridas Venkatesh
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10 views

Human Resource Management: Unit 2 by Dharti Parikh

The document discusses various aspects of human resource management including job analysis, job description, job specification, training and developing employees, performance management, and performance appraisal. It describes different methods that can be used for each aspect.

Uploaded by

Haridas Venkatesh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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HUMAN RESOURCE MANAGEMENT

UNIT 2
BY DHARTI PARIKH
JOB ANALYSIS
Job analysis is the procedure
through which you determine the
duties of the company’s positions
and the characteristics of the
people to hire for them.
PROCESS OF JOB ANALYSIS

Determining information needed

Determining methods for


obtaining information

Determining who will collect


information
METHODS FOR COLLECTING JOB
ANALYSIS INFORMATION

Questionnaire
Job Performance
Observation
Critical Incidents Approach
Interview
Dairy maintenance
Task Inventory Analysis
JOB DESCRIPTION AND ITS
COMPONENTS
Components of job description
job description is a document that specifies the tasks, duties,
and responsibilities of the job and should certainly be
relevant and accurate
— witt

Job Job
Job summery
identification Relationships

Job duties &


Responsibility
JOB SPECIFICATION AND ITS
COMPONENTS
Components of job specification
job specification is the process of inferring the human trait
requirements presumed to be necessary for successful job
performance.
— R. Harvey and M. Wilson

Education & Work Skills &


Training Experience Competencies

Physical
Stress coping
Strength & Special Needs
Ability
Stamina
TRAINING AND DEVELOPING EMPLOYEES
PURPOSE OF ORIENTATION

Feel welcome and at


ease

Understand the
Orientation Helps organization
New Employees
Know what is
expected in work and
behavior

Begin the
socialization process
THE ORIENTATION PROCESS

Employee
Personnel
benefit Daily routine
policies
information

Company Safety
organization measures and Facilities tour
and operations regulations
THE TRAINING PROCESS
TRAINING NEED ASSESSMENT

Task Analysis • Assessing new employee’s training needs

Performance • Assessing current employee’s training needs


Analysis

• Performance Appraisals, Job-Related


Methods for Performance Data, Observations, Interviews,
Identifying Tests, Attitude Surveys, Individual Diaries
• Can’t-do or Won’t-do?
Training Needs
METHODS OF TRAINING
IMPLEMENTING MANAGEMENT
DEVELOPMENT PROGRAMS
Assessing the
company’s strategic
needs

Long-Term Focus of Appraising managers’


Management current performance
Development

Developing the
managers and future
managers
SUCCESSION PLANNING
Steps in the Succession Planning Process

Anticipate management needs

Review firm’s management skills inventory

Create replacement charts

Begin management development


Performance Management is a
total and integrated process
comprising of goal-setting,
training, evaluation and
rewarding employees

Performance Appraisal is the


specific and formal evaluation
of an employee to determine
the degree to which the
employee is performing his or
her job effectively.
PERFORMANCE APPRAISAL PROCESS
PERFORMANCE APPRAISAL METHODS
Traditional Methods Modern Methods
Ranking Method Management by Objectives
(MBO)
Paired Comparison Behaviourally Anchored Rating
Scales
(BARS)
Grading Method Assessment Centers
Forced Distribution Method 360 – Degree Appraisal
Forced-Choice Method Cost Accounting Method
Check-List Method
Critical Incidents Method
Graphic Rating Scale Method
Essay Method
Field Review Method
Confidential Report
Management by Objectives (MBO)
MBO can be described as a “process whereby the superior and
subordinate managers of an organization jointly identify its
common goals, define each individual’s major areas of
responsibility in terms of results expected of him, and use these
measures as guides for operating the unit and assessing the
contribution of each its members”.
STEPS IN MBO
Behaviourally Anchored Rating Scales
(BARS)
Behaviourally Anchored Rating Scales (BARS) are designed to
bring the benefits of both qualitative and quantitative data to
the employee appraisal process. BARS compare an individual’s
performance against specific examples of behaviour that are
anchored to numerical ratings.
Assessment Centers
An assessment center is a central location where the managers
may come together to participate in job related exercises
evaluated by trained observers. The principle idea is to evaluate
managers over a period of time, by observing and later
evaluating their behaviour.
360-DEGREE FEEDBACK
In 360-degree appraisal system, an employee is appraised by his
supervisor, subordinates, peers, and customers with whom he
interacts in the course of his job performance. All these
appraisers provide information or feedback on an employee by
completing survey questionnaires designed for this purpose.
Cost Accounting Method
This method evaluates an employee’s performance from the monetary
benefits the employee yields to his/her organisation. This is
ascertained by establishing a relationship between the costs involved in
retaining the employee, and the benefits an organisation derives from
Him/her.
RATER ERROR APPRAISAL PROBLEM

Unclear Standard

Halo Effect

Central Tendency

Leniency or Strictness

Recency Effect

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