Hrm Notes Unit Ii (2).docx

UNIT II

Human Resource Planning: The actual HRM process begins with the estimation of the number and the type of people needed during the coming period. Human Resource Planning (HRP) basically ensures the availability of the right resources in the right place to match the future organizational needs. In simple words, HRP is understood as the process of forecasting an organizations’ future demand for and supply of the right type of people in the right number. It is a subsystem in the total organizational planning which is facilitates the realization of organizations’ objectives by providing the right type and the right number of personnel. Human resource planning is variously called manpower planning, personnel planning or employment planning. Coleman (1970) defines as “Manpower planning is the process of determining manpower requirements and the means for meeting those requirements in order to carryout the integrated plan of the organization.” In other words of D.S.Beach (1967) Human resource planning may be defined as “the process of ensuring the right number of qualified people into the right job at the right time to deliver the result in an efficient and effective manner.” It is a process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Thus, it is basically a strategy for the acquisition, utilization, improvement and preservation of an organizations’ human resources. It is aimed at coordinating the requirements for and availability of different types of employees. Objectives of HRP1. Ensuring maximum utilization of human resources 2. Assessing future requirements of the organization. 3. Determining recruitment sources. 4. Anticipating from past records:- (i) Resignations (ii)Simple discharge (iii)Dismissals (iv) Retirement. 5. Determining training requirements for management and organization development. 6. Control the cost aspect of human resources and improve productivity. 7. Help to meet the needs of expansion and diversification program. Importance of HRP: Human resource planning is an important tool of HRM. It helps in following ways1. Determine present and future personnel needs.

2. Enables an organization to cope with changes in competitive forces, markets, technology, products etc. 3. Ensures optimum use of available human resources. 4. Creating highly talented personnel 5. It is foundation for personnel functions. 6. Helps to increasing investments in human resources. 7. It anticipates redundancies of labor force and avoids unnecessary dismissals. 8. It is a process of getting the right number of qualified people into right job at right time. 9. Useful for managerial succession. 10. It is evaluation tools and helps to reduce labor cost. 11. Resistance to change and move. Process of Human Resource Planning-

Human resource planning is a process through which the right candidate for the right job is ensured. For conducting any process, the foremost essential task is to develop the organizational objective to be achieved through conducting the said process. Six steps in human resource planning are presented 1. Analysing Organizational Objectives: The objective to be achieved in future in various fields such as production, marketing, finance, expansion and sales gives the idea about the work to be done in the organization. 2. Inventory of Present Human Resources: From the updated human resource information storage system, the current number of employees, their capacity, performance and potential can be analysed. To fill the various job requirements, the internal sources (i.e., employees from within the organization) and external sources (i.e., candidates from various placement agencies) can be estimated. 3. Forecasting Demand and Supply of Human Resource: The human resources required at different positions according to their job profile are to be estimated. The available internal and external sources to fulfill those requirements are also measured. There should be proper matching of job description and job specification of one particular work, and the profile of the person should be suitable to it. 4. Estimating Manpower Gaps:

Comparison of human resource demand and human resource supply will provide with the surplus or deficit of human resource. Deficit represents the number of people to be employed, whereas surplus represents termination. Extensive use of proper training and development programme can be done to upgrade the skills of employees. 5. Formulating the Human Resource Action Plan: The human resource plan depends on whether there is deficit or surplus in the organization. Accordingly, the plan may be finalized either for new recruitment, training, interdepartmental transfer in case of deficit of termination, or voluntary retirement schemes and redeployment in case of surplus. 6. Monitoring, Control and Feedback: It mainly involves implementation of the human resource action plan. Human resources are allocated according to the requirements, and inventories are updated over a period. The plan is monitored strictly to identify the deficiencies and remove it. Comparison between the human resource plan and its actual implementation is done to ensure the appropriate action and the availability of the required number of employees for various jobs. Limiting Factors / Barriers of Human Resource Planning

Manpower planning involves forecasting the demand and supply of human resources. Thus, the effectiveness of planning depends upon the accuracy of forecasts. If the forecasts are not cent per cent accurate, planning will not be hundred per cent accurate.

Identify Crisis: Many human resource specialists and the managers do not understand the whole manpower planning process. Because of this, there is generally an identity crisis. Till the specialists develop a strong sense of purpose, planning cannot be effective.

Support of Top Management: Employees and trade unions resist manpower planning. They feel that the planning increases their overall workload and regulates them through productivity bargaining. They also feel that it would lead to widespread unemployment, especially of unskilled labor. Insufficient Initial Efforts:

Successful human resource planning flourishes slowly and gradually. Sometimes sophisticated technologies are forcefully introduced, just because competitors have adopted them. These may not be successful unless matched with the needs abed environment of the particular enterprise. Management Information System: Effectiveness of planning depends upon the reliability of the information system,. In most of the Indian Industries, human resource information system has not fully developed. In the absence of reliable data, it would not be possible to have effective planning. Uncertainties: It is risky, to depend upon general estimates of manpower, in the face of rapid changes in the environment. Absenteeism, turnover, seasonal employment, technological changes and market fluctuations are the uncertainties, which serve as a constraints to manpower planning. Although discounts are made for these factors, while preparing the plan, but these factors cannot be estimated correctly.,

Expensive and Time Consuming: Manpower planning is an expensive and time consuming process. Employers may resist manpower planning, feeling that I increases the cost of manpower. Coordination with other Managerial functions: There is generally a tendency on the part of the manpower planners, to remain aloof from other operating managers and to become totally absorbed in their own world. To be effective, manpower planning must be integrated with other management functions. Unbalanced Approach: Many human resource experts give more importance on the quantitative aspect of manpower, to ensure that there is adequate flow of people in and out of the organization. They overlook the qualitative aspects like career development and planning, skill levels, morale, etc. are overlooked by them. Such unbalanced approach affects the effectiveness of manpower planning. Thus, manpower planning suffers from two types of problems. One is inherent because of problems of forecasting and second comes from human weaknesses.

Meaning of strategic HRM:

Before we try to explain the meaning of strategic HRM, let us first define the terms ‘strategy’ and ‘strategic management’. The term ‘strategy’ is widely used in and presupposes importance. In the words of the Oxford Concise Dictionary, strategy means ‘generalship’. Thus, strategy is associated with the long-term decisions taken at the top of the enterprise. The original literary meaning of strategy is ‘the art and science of directing military forces’. The term strategy is frequently being used in the present-day corporate world. It envisages thinking ahead to survive and grow in a highly competitive environment’. Strategy is concerned with determining which option will provide maximum benefits. According to Jauch and Glueck. “Strategy is a unified, comprehensive and integrated plan that relates the strategic advantages of the firm to the challenges of the environment. It is designed to ensure that the basic objectives of the enterprise are achieved through proper execution by the organisation.” Basically any strategic process can be broken down into two phases: 1. Strategy formulation 2. Strategy implementation Strategic formulation is concerned with making decisions with regard to defining the organisation’s vision and mission, establishing long- and short-term objectives to achieve the organisation’s vision and selecting the strategy to be used in achieving the organisation’s objectives. Strategic implementation is concerned with aligning the organisation structure, systems and processes with the chosen strategy. It involves making decisions with regard to matching strategy and organisational structure and providing organisational leadership pertinent to the strategy and monitoring the effectiveness of the strategy in achieving the organisation’s objectives. Role in Strategy Formulation: The environmental scanning is followed by strategy formulation. Environmental scanning helps an organisation identify its opportunities and threats prevalent in the external environment. Here, HRM proves of great help in scanning the existing (external) environment, and thus, identifies the specific opportunities and threats of it for the organisation. Besides, HRM is also of great help to make the organisation competitive and make the best use of intelligence available. This may include the incentive plans being used by the competitors, customer- I complaints, labour laws, etc.

Role in strategy implementation: As stated earlier, HRM provides competent human resources to other functional areas also. In this way, HRM plays a crucial role in the successful execution or implementation of company’s strategic business plan. Many such stories abound in our country. Maruti Udyog and Hindustan Motors are two. We know that Maruti Udyog and Hindustan Motors are manufacturing cars, essentially using identical technology. The secret behind the meteoric rise of Maruti is its human resource/workforce. HRM supports strategy implementation in some other ways as well. For example, HR is today heavily involved in the execution of strategy in the form of downsizing and restructuring strategies, through outplacing employees instituting performance linked pay plans, reducing health-care costs and retraining employees. Even, in an increasingly competitive global market place, instituting HR practices that build employee commitment can help improve an organisation’s responsiveness.

Strategic HRM, therefore, is concerned with the following: 1. Analyse the opportunities and threats existing in the external environment. 2. Formulate strategies that will match the organisation’s (internal) strengths and weaknesses with environmental (external) threats and opportunities. In other words, make a SWOT analysis of organisation. 3. Implement the strategies so formulated. 4. Evaluate and control activities to ensure that organisation’s objectives are duly achieved. Benefits of strategic management: As opined by Ulrick and Lake, the strategic HR framework aims to leverage and / or align HR practices to build critical capabilities that enable an organisation to achieve its goals. Strategic management offers both financial and non-financial benefits to an organisation which practices it. Fred R. David’ has listed the following benefits that strategic management brings for an organisation: 1. Allows identification, prioritisation and exploitation of opportunities. 2. Provides an objective view of management problems.

3. Represents a framework for improved co-ordination and control of activities. 4. Minimises the effects of adverse conditions and changes. 5. Allows major decisions to better support established objectives. 6. Allows more effective allocation of time and resources to identified opportunities. 7. Allows fewer resources and lesser time to be devoted to correcting erroneous or adhoc decisions. 8. Creates a framework for internal communication among personnel. 9. Helps to integrate the behaviours of individuals into a total effort. 10. Provides a basis for the clarification of individual responsibilities. 11. Gives encouragement to forward thinking. 12. Provides a co-operative, integrated and enthusiastic approach to tackling problems and opportunities. 13. Encourages a favourable attitude towards change. 14. Gives a degree of discipline and formality to the management of a business. Role of HRM in strategic management: We have already mentioned that strategic business plan is formulated to achieve competitive advantage. From this specific strategy for each functional area viz., marketing, finance, production operations and human resources need to be drawn in alignment with strategic business plan to carry out the organisational plan. In other words, the formulation of organisational strategy is integrative with the formulation of functional strategies. Here, human resource strategy assumes more importance because it provides human resources for other functional areas also. Lengnick Hall and Lengnick- Hall in this respect argue in ‘Strategic Human Resource Management’ that reciprocal interdependence between an organisation’s business strategy and human resource strategy underlines the proposed approaches to the strategic management of human resources.

This suggests that we must recognize that human resources integrally affect the overall strategy of an organisation. With this in mind, we are now discussing the integrative role played by human resources in the strategic management of an organisation.

Job Analysis - Job Description and Job Specification Job analysis is primary tool in personnel management. In this method, a personnel manager tries to gather, synthesize and implement the information available regarding the workforce in the concern. A personnel manager has to undertake job analysis so as to put right man on right job. There are two outcomes of job analysis : 1. Job description 2. Job specification

The information collected under job analysis is : 1. 2. 3. 4. 5. 6.

Nature of jobs required in a concern. Nature/ size of organizational structure. Type of people required to fit that structure. The relationship of the job with other jobs in the concern. Kind of qualifications and academic background required for jobs. Provision of physical condition to support the activities of the concern. For example- separate cabins for managers, special cabins for the supervisors, healthy condition for workers, adequate store room for store keeper.

Advantages of Job Analysis 1. Job analysis helps the personnel manager at the time of recruitment and selection of right man on right job. 2. It helps him to understand extent and scope of training required in that field. 3. It helps in evaluating the job in which the worth of the job has to be evaluated. 4. In those instances where smooth work force is required in concern. 5. When he has to avoid overlapping of authority- responsibility relationship so that distortion in chain of command doesn’t exist. 6. It also helps to chalk out the compensation plans for the employees. 7. It also helps the personnel manager to undertake performance appraisal effectively in a concern.

A personnel manger carries analysis in two ways : a. Job description b. Job specification 1. JOB DESCRIPTION is an organized factual statement of job contents in the form of duties and responsibilities of a specific job. The preparation of job description is very important before a

vacancy is advertised. It tells in brief the nature and type of job. This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as : 1. Title/ Designation of job and location in the concern. 2. The nature of duties and operations to be performed in that job. 3. The nature of authority- responsibility relationships. 4. Necessary qualifications that are required for job. 5. Relationship of that job with other jobs in a concern. 6. The provision of physical and working condition or the work environment required in performance of that job. Advantages of Job Description 7. It helps the supervisors in assigning work to the subordinates so that he can guide and monitor their performances. 8. It helps in recruitment and selection procedures. 9. It assists in manpower planning. 10. It is also helpful in performance appraisal. 11. It is helpful in job evaluation in order to decide about rate of remuneration for a specific job. 12. It also helps in chalking out training and development programmes. 2. JOB SPECIFICATION is a statement which tells us minimum acceptable human qualities which helps to perform a job. Job specification translates the job description into human qualifications so that a job can be performed in a better manner. Job specification helps in hiring an appropriate person for an appropriate position. The contents are : 1. Job title and designation 2. Educational qualifications for that title 3. Physical and other related attributes 4. Physique and mental health 5. Special attributes and abilities 6. Maturity and dependability 7. Relationship of that job with other jobs in a concern. Advantages of Job Specification 8. 9. 10. 11. 12. 13.

It is helpful in preliminary screening in the selection procedure. It helps in giving due justification to each job. It also helps in designing training and development programmes. It helps the supervisors for counseling and monitoring performance of employees. It helps in job evaluation. It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees.

From the above advantages, we can justify the importance of job analysis and it’s related products. Both job description as well as job specification are important for personnel manager in personnel management function. Therefore, job analysis is considered to be the primary tool of personnel management.

RECRUITMENT Recruitment is the process of searching for and obtaining applications so as to build a pool of job seekers from whom the right people for the right jobs may be selected. 

The purpose of recruitment is to build a pool of applicants.

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Recruitment represents the first contact an organization makes with potential employees.

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It is through recruitment that many individuals will come to know a company and eventually decide whether they wish to work for it.

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It is an ongoing process because employee leave the firm in search of greener pastures-some retire and some die in the saddle.

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More importantly, an enterprise grows, diversifies, takes over other units-all necessitating hiring of new employees.

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In fact, the recruitment function stops only when the company ceases to exist.

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Theoretically, recruitment process is said to end with the receipt of application. FACTORS AFFECTING RECRUITMENT

1) External factors

a.

Supply and demand- If the demand for a particular skill is high relative to the supply, an extraordinary recruiting efforts may be needed. The situation of demand and supply of specific skills affects recruitment.

b. Unemployment rate- If unemployment rate is high, recruitment process becomes simpler because large number of people can be attracted with minimum effort.

c. Labor market- Availability of manpower in a local area, specially for non-managerial, supervisory and middle- management positions and in the country level for executive and professional positions has effect on recruitment.

d. Political-legal- Reservations of jobs for scheduled castes, scheduled tribes, minorities and other ethnic and backward classes, child labor act have effect on recruitment.

e. Sons of soil- Preferences to local or people of their respective state in matters of employment. f.

Image- It is the perception of the job-seekers about the company that matters in attracting qualified prospective employees.

2. Internal factors: a.

Recruitment policy- Recruiting internally or externally, recruitment of local citizens, policy of temporary and part time workers.

b.

Human resource planning- A company cannot attract prospective employees in sufficient numbers and with required skills overnight. It takes time. Effective HRP greatly facilitates the recruiting efforts. c. Size of the firm- Bigger the size less problematic. d. Cost- Cost incurred in recruitment process, must operate within budgets, multiple job openings simultaneously may minimize cost. e. Growth & expansion- An organization going on growth and expansion will have more recruiting on hand than the one which finds its fortune declining. RECRUITMENT METHODS

1.

Internal methods:

 Job posting, employee referral, human resource inventory search  Internal sources a) Present employees- Promotion, transfers, job rotation b) Employee referrals- “finders fees”, Microsoft, Wipro, Infosys, Texas instrument c)

Formers employees- Retired employees may be willing to come back on part time basis, may recommend someone, people who have left the company for some reasons or other are willing to come back and work

d)

Previous applicants- Although not truly an internal source, can be contacted quickly to fill an unexpected opening.

2. External methods/sources: a) Advertisement – b) Professional or trade associationsc) Employment exchanged) University/collegese) Walk-ins, write-ins and talk-insf)

Consultants-

g) Contractorsh) Competitorsi)

E-recruitingALTERNATIVES TO RECRUITMENT Organizations search for alternatives to recruitment because of the cost of recruiting. The alternatives to recruitments are:

a) Overtimeb) Employee leasing- Staff outsourcing, paying charges to a leasing company or consulting firm that handles payroll, employee benefits and routine HR functions for the client company. c) Temporary employment

SELECTION Selection is the process of choosing among people who apply for work with an organization. Selection process is a series of steps used to decide which recruits should be hired. Steps in selection:Application form evaluation-> selection tests-> selection interview-> reference checks-> physical examination-> hiring decision Selection methods Qualification and experience method, work proficiency method, written test method, interview method, written test and interview method, comprehensive selection method. Selection Tests

a. Intelligence tests Tests of general intellectual abilities. They measures not a single trait but rather a range of abilities such as- reasoning, vocabulary, verbal fluency, numerical abilities, memory etc.

b. Aptitude tests It measures whether an individual has the capacity or latent ability to learn a given job if given adequate training. A capacity to learn in the future. To select person who will show a higher degree of success after the training period. Specific capacities or aptitudes are- mechanical, clerical, linguistic, musical, academic etc.

c. Achievement tests Concerned with what one has accomplished. When applicants claim to know something, an achievement test is given to measure how well they know it. Trade tests such as- electricians, typing, dictation, computer operator, machinists etc. It helps to shows the demonstrable relationship and job performance.

d. Personality tests It measures personality attributes of candidate such as emotional stability, confirmity, agreeableness, extroversion, smartness etc.

e. Interest tests/Vocational tests Most organization realize that a person who is interested in a job or tasks will do much better than who is uninterested. In this test applicants is asked whether s/he likes, dislikes the particular occupation, activities, peoples. Interest in specific profession and occupation is tested. Measures candidates preference in different types of job.

f.

Situation tests It evaluates the candidate’s behavior in a particular situation or in a situation which is similar to some aspects of the job to be done in the future.

g. Test batteries This test helps to fit candidate with wide array of jobs. This test covers abilities such as- verbal, numerical, intelligence, finger and manual dexterity etc. Selection Interview An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries. A selection procedure designed to predict future job performance on the basis of applicant’s oral responses to oral inquiries. Managers uses several types of interviews, such as: selection, appraisal and exit interviews Types of selection interviews - Gary Dessler

1. Stuctured or Directive interview: An interview following a set sequence of questions. The questions and acceptable responses are specified in advance and the responses are rated for appropriateness of content. 2. Unstructured or Nondirective interview: An unstructured conversational- style interview in which the interviewer pursues points of interest as they come up in response to questions. Generally no set format to follow. Interview for the same job may or may not get the similar questions. A few questions may be specified in advance. 3. Situational interview: A series of job related questions that focus on how the candidate would behave in a given situation. Asks interviewees to describe how they would react to a hypothetical situation today or tomorrow. 4. Behavioral interview: A series of job related questions that focuses on how the candidate reacted to actual situations in the past. Asks interviewees to describe how they reacted to actual situations in the past. 5. Job related interview: A series of job related questions that focuses on relevant past job related behaviors. Asks job related questions to draw conclusions about what the applicant’s on the job performance will be based on his or her answers to questions about past experiences. 6. Stress interview: An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance. 7. semi-structured interview: major questions to be asked are planned in advance and are same for all candidates but other questions vary from candidate to candidate. Interviewer are provided some flexibility. Puzzle questions: Recruiter for technical, finance, and other types of job like to use them to see how candidates think under pressure. E.g. An interviewer at Microsoft asked a tech service applicant this: ”Mike & Todd have $ 21 between them. Mike has $ 20 more than Todd. How much money has Mike and how much money has Todd?” Administering interview: • Personal or Individual interview • Panel Interview

• Serial Interview • Mass Interview • Telephone Interview • Computerized Interview Reliability and Validity of Tests • Reliability- It refers to the degree of consistency of results obtained. If a test possesses high relaiability , a person who is tested a second or third time with the same test under the same condition will obtain approximately the same score. • Validity- It refers to the relationship between the test score and performance on the job (accuracy). It is concerned with measuring important characteristics related to job behavior. Types of validity i) ii)

Content validity- such a test can approximate the work to be done on the job.e.g. Typing test Construct validity- is the degree to which a particular trait is related to successful performance

on the job. Measurement of psychological quality of applicants such as intelligence (abstract in nature). Usually conducted by industrial psychologist by observig various behavior of the applicant and measuring how these behavior or traits relate to the job. iii)

Criterion related validity- the degree to which a particular selection device accurately predicts

the important elements of work behavior. Relationship between the test scores and

job

performance. To establish criterion related validity one of two measures can be used a)

Predictive validty- the degree to which test scores determine the future job behavior of the candidate. Present test score is compared with actual performance of the candidate generally after a year. If no clear relationship exists, then the test may have to be revised. (probationary period)training,transfer, discharge (handle).

b) Concurrent validity- it validates tests using current employees as the subjects. The scores from the current employees are immediately analyzed with their previous performance appraisal report. If there is a relationship between test scores and performance, then a valid test has been found.

Predictive validity can be used as screening device where as concurrent validity acts on current employees.

TRAINING AND DEVELOPMENT Training refers to the imparting of specific skill, abilities and knowledge to employee ( development of those employees who do not supervise activities of others, operative level) System and practices get outdated due to new discoveries in technology, including technical, managerial and behavioral aspects. In this context training enhances the knowledge, skills and attitudes of employees to increase efficiency and effectiveness on the prsent job as well as expected future job. The objective of training is to achieve a change in the behavior of those trained. It is expected that employees apply their newly acquired knowledge & skill on the job in such a way as to aid in the achievement of organizational goal. Need of training Training directly contributes to the development of human resources. It is the most widely used HRD mechanism in the world for the development of human resources. It plays a great role in determining the efficiency and effectiveness of the organization. -

Improved performance

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Fill manpower needs

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Prevent obsolescence

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Aid in solving operational problems

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Attitude formation

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Improve health and safety

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Benefit to employees themselves

Determining training needs Training need is a gap between the existing capabilities of an employee and the requirement of the job. Job requirement – employee capability = training needs

Methods of determining training needs 1. Management audit method Environmental assessment- environmental (political-legal, economic, socio-cultural, technological) changes are identified to determine training needs. • Objectives, strategies and structure change- training needs are identified to manage such changes. 2. Task analysis method Collection and analysis of task related information- performance standards for each task are setdetails are found about how tasks are done- training needs are identified for effective task performance. Job description, job specification, job performance standard 3. Performance analysis method i. Organizational performance method- specifies desired performance standard. Overall performance such as- goal achievement, production performance, quality control, sales performance,cost, absenteeism, labour turnover,accident rates etc. It determines the overall training needs. ii. Employee performance analysis- identifies actual performance on the current job. Performance deficiencies and problem faced by the employees are identified to determine training needs throughemployees performance appraisal reviews, career planning discussion, exit interview, performance test etc. 4. Supervisory recommendation method In this method supervisor identify gap in knowledge and skills and recommend needed training for the employees. 5. Training need survey method-

In this method direct questioning is used to gather opinion about training needs through individual survey (each employee), group survey (group of present employees, former employees and supervisors). The result of survey becomes training needs. Competency survey- experts are asked to give opinion on desired competencies to perform the job effectively. This desired competencies determines training needs. TRAINING PROCESS 1. Organizational objectives and strategies- what business are we in? At what level of quality do we wish to provide this product or service? Where do we want to be in the future? 2. Assessment of training needsJob requirement – employee capability = training needs 3. Establishment of training goals- clear behavioral standard of expected results are necessary so that training programme can be effectively designed and results can be evaluated. It should be SMART. 4. Designing training programme- every training programme must address certain vital issuesi) who are the participants or trainees ii) who are the trainers iii) what methods and techniques are to be used for training iv) what should be the level of training v) what learning principles are needed vi) where is the programme conducted (vi) how far the program has been useful must be judged to get feedback. 5. Implementation of training programme- once the training programme has been designed, it needs to be implemented. Programme implementation involves: i) deciding the location and organizing training and other facilities ii) scheduling the training programmes iii) conducting the programme iv) monitoring the progress of trainees. 6. Evaluation of the programme- since huge sum of money and time are spent on training programme, how far the program has been useful must be judged to get feed back. Types of training

• Apprenticeship training- learning by doing under the guidance of experienced worker- craft & technical areas- mechanics, jewellers, carpenters.. • Job instruction training (JIT)- specially useful for preparing supervisors to train operatives. Also known as ”training through step-by-step learning” steps: i) Preparation- providing informations about job, duties and responsibilities to the trainees. ii) Presentation- providing essential information in a clear manner by positioning the trainees at work site, telling & showing them each step of the job, stressing why and how each step is carried as it is shown. iii) Practise- having the trainee try out the job to show that s/he has understood the instructions, if there are any errors they are corrected. iv) Follow-up- encouraging the questions and allowing the trainee to work alone. Trainer follow up regularly. It provides immediate feedback, quick correction of error and provision of extra practise if required. It is based on the principle, ”if the learner has not learned, the teacher has not taught.” • Internship training- trainee is trained on the job by immediate superior. Working as a ”assistant to” type of position. Student of technical and professional subjects are sent to organizations to get practical experience of theoretical knowledge they have learnt in colleges. Trainee work as an employee for specific period. Off-the-job training • Lectures• Seminars- small group meeting conducted according to an organizational plan. Generally trainees sit facing one another around a conference table where instructor introduce the topics and invites views from the participants on problem areas related to the topics. Participants are expected to make some views and ask questions. Learn not only from the instructor but also from each other. • Role playing- trainees are assigned parts to play infront of the class. The role players are provided either with written or oral descriptions of a situation and the role they are to play. It provides an opprtunity for trainees to actually put in to practise the knowledge they have observed from text book, lectures and discussions.

• Simulation- a techniques that duplicates as nearly as possible the actual conditions encountered on the job. It is abstraction of real working conditions in the lab or class room. Trainees are placed in such an artificial environment which looks alike the real working place & condition. Case study- from the written description of the actual business situation the trainees determine problems, analyze causes, develop alternative solutions and select the best alternatives as accurately as possible and implement it as manager faces and tackles. Provides opportunity to expose their analytical and judgemental abilities. Evaluating training programme The main objective of evaluating the training programme is: • to determine if they are accomplishing specific training objectives, that is correcting performance deficiencies. • To ensure that any changes in trainee’s capability is due to training programme and not due to any other condition. • To determine their cost effectiveness. •

Finally, credibility of training is greatlt enhanced when it is proved that the organization has benefitted tangibly from it. Criteria for evaluation Criteria used for evaluating training effectiveness: 1. Reaction criteria- reaction measures reveal trainees’ opinions regarding the training programme. 2. Learning criteria- learning measures assess the degree to which trainees have mastered the concepts, knowledge and skills of training. 3. Behavior change criteria- behavior indicates the performance of learners. Changes in job behavior. 4. Organizational results- examine the impact of training on the work group or the entire company. Process of training evaluation Steps:

i.

Setting intended standards

ii.

Measuring actual outcomes

iii.

Finding deviation

iv.

Corrective action

Methods for evaluating training progarmmes 1. Observation method Observation method is done by closely observed during the training programme. Performance in practical work situation, participation in discussion, role play, timing , presentation method. The errors are carefully observed and recorded. 2. Test-retest method In this method participants are given a test to establish their level of knowledge before they enter the training programme. After the completion of training, they retake the test. The change in test scores indicate the change in the level of knowledge resulting from training. 3. Pre-post performance method The actual job of each participants is evaluated and rated prior to training. After the training the participant’s job performance is reevaluated. Changes in job performance is attributed to training. 4. Experimental control group method Two groups are formed. One group is control group whose members work without undergoing training. Another group is experimental group whose member undergo training. Two groups are evaluated at the end of the training. If the performance of the experimental group improves, training is regarded effective. 5. Training surveys Direct questioning to trainees to get reaction, generally after the end of training participants are asked to fill-up form containing- physical facilities, achievement of training objectives, contents, trainer effectiveness, suggestions for improvement etc. 6. Cost effectiveness analysis It assesss total value of training benefits against total cost of training. Training is effective if benefit exceeds costs.

MANAGEMENT DEVELOPMENT • All those persons who have authority over others and are responsible for their activities & for the operations of an enterprise are managers. • Any activity designed to improve the performance of existing managers to provide for a planned growth of managers to meet future requirements is management development. •

A systematic process of training & growth by which manegerial personnel gain & apply skill, knowledge, attitudes & insight to manage the works in their organization. Purpose:

• Increase managerial capabalities • Enhance managerial effectiveness • Facilitate environmental adaptation • Improve managerial decision making • Facilitate managerial succession & career development • Aid managerial job satisfaction & retention MANAGEMENT DEVELOPMENT METHOD 1. a.

On the job Coaching: when manager takes an active role in guiding another manager, it is called coaching. If the coaching is done by someone other than immediate supervisor/manager, it is called mentoring. Coach sets goal, tells what, how, when it is to be done, follow up suggestions & correct errors. The effectiveness of this techniques on the ability of the coach.

b.

Understudy assignments: potential managers are assigned to work under experienced manager with a title ”assistant to”. S/he has to learn about the full duties & responsibilities of the position currently held by his superior. Learns the complexities of problem that superior has faced and how to solve them, also learns decision making process. In the absence of superior has to work as ”acting” of superior. Organization ensures that a fully trained persons are available to replace manager during long absence, illness, transfer or promotion.

c.

Job rotation transfer or movement of executives from one job to another. The purpose is to provide diverse knowledge or overall knowledge and familiarizing with the different sectionsl job before they are posted as managers in the department.

d.

Committee assignments Techniques where juniors are assigned to board or committes by the chief executives. In these committees, real problems are discussed, different views are debated and decisions are taken. The juniors get an opportunity to share in managerial decision making, to learn by watching others and to solve specific organizational problems.

2. Off- the- job development a. Sensitivity training method to develop or changing behavior through group processess. Small group gather in unstructured learning situation where they discuss & interact with themselves. This discussion is facilated by professional behavioral scientist. Objectives are: • Improved understanding of how & why trainees act toward others and how their action affect others. • Insight in to why others act the way they do • Improved listening skill • Insight in to how group operates • Increased tolerance & understanding of others • Experimentation with new ways of acting toward people & feedback about how these new ways affect people Group experience designed to provide maximum possible opportunity for the individuals to expose their behavior, give & receive feedback, experiment with new behavior & develop awareness of self & of others.- Chris Argyris 1.

Transactional analysis Used to improve interpersonal relations. In TA trainess are taught to analyze their interactions with others in terms of ego state being expressed. Basic assumptions of TA is that every individual personality holds three ego states: the parent, child and adult. The parent state is an ego state of authority & superiority. They are usually dominant, scolding and authoritative and they use frequently such words as ”should”, ”ought” and ”mustn’t”. The child contains all the influence that are natural to an infant, that is why they are emotional and acts according to the feeling of moment. So in this ego state person may be obedient or manipulative, charming at one moment and repulsive

the next. The adult stage is objective and rational. The adults deals with hear & know reality, listens with an open mind, state opinions, and actively engaged in probability estimating & rational decision making. It has been suggested that one who generally is low in parent, high in adult and high in child is likely to be most effective in dealing with others. 3. Lecture/seminar course 4. Simulation exercise etc.