1. Unit – I Human Resource Management Prof Mamatha, VVISM

2. Meaning and Definition HRM is a management function that helps managers recruit, select, train and develop members of an organisation. Prof Mamatha, VVISM

3. HRM Definition…… A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organisations and the employee to achieve their objectives . Prof Mamatha, VVISM

4. HRM Definition…… Is concerned with people dimension in management. Since every organisation is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organisation are essential to achieving organisational objectives. Prof Mamatha, VVISM

5. HRM Definition…… Management is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organisational and social objectives are accomplished. Prof Mamatha, VVISM

13. Difference between HRM & PM Prof Mamatha, VVISM Dimension Personnel Human Resource Employment Contract Written, delineated Aim to go beyond contract Rules Clear Outlook, Impatience Guide to Mgnt. Action Procedures Business Needs Behaviour referent Norms/ Customs and Practices Values/Missions

14. Difference between HRM & PM Prof Mamatha, VVISM Dimension Personnel Human Resource Managerial/ Labour task Monitoring Nurturing Key Relations Labour Management Customer Initiatives Piecemeal (slow) Integrated Management Role Transactional Transformational Leadership Speed of decision Slow Fast

15. Difference between HRM & PM Prof Mamatha, VVISM Dimension Personnel Human Resource Communication Indirect Direct Prized Management skill Negotiation Facilitation Selection Separate, Marginal task Integrated, key task Pay Job Evaluation (Fixed grades) Performance based Conditions Separately negotiated Harmonisation

16. Difference between HRM & PM Prof Mamatha, VVISM Dimension Personnel Human Resource Labour Management Collective barg- aining contracts Individual contracts Job categories and grades Many Few Job design Division of labour Team work Conflict handling Reach temporary truce Manage climate and culture Training & Development Controlled access to courses Learning companies

17. Difference between HRM & PM Prof Mamatha, VVISM Dimension Personnel Human Resource Intervention focus Personnel procedures Wide ranging- cultural, structural and personnel strategies Respect for employees Labour treated as tool: expendable and replaceable People are treated as assets to benefit organisation/ employees/society

18. Difference between HRM & PM Prof Mamatha, VVISM Dimension Personnel Human Resource Shared interests Organisational interests are uppermost Mutuality of interests Evolution Precedes HRM Latest in the evolution of the subject

29. Prof Mamatha, VVISM

31. Determining the relationship between hospital size and number of nurses Prof Mamatha, VVISM Size of hospital (no. of beds) Number of Nurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860

33. Any Queries??? Prof Mamatha, VVISM

35. Unit II Employment of Human Resources Prof Mamatha, VVISM

38. Job Analysis & Design Prof Mamatha, VVISM

48. Recruitment Prof Mamatha, VVISM

52. Recruitment Procedure Prof Mamatha, VVISM

54. Selection Prof Mamatha, VVISM

58. Placement Procedures Prof Mamatha, VVISM

62. INDUCTION Prof Mamatha, VVISM

66. QUERIES!!! Prof Mamatha, VVISM

68. Unit III Development of Human Resources Prof Mamatha, VVISM

70. Definition of Training and Development Training is an individual means to help him to learn how to carry out his present job satisfactorily. Development can be defined as preparing the individual for a future job -John P. Jkenny Prof Mamatha, VVISM

71. Purpose of Training 2400 years ago, Confucius declared: "What I hear, I forget. What I see, I remember. What I do, I understand.” “ The purpose of training is to provide information and skills that participants will use in the real world. Participants must be actively involved during the session if they're going to integrate and remember the information” Prof Mamatha, VVISM

72. Development Development isn't restricted to training - it's anything that helps a person to grow, in ability, skills, confidence, tolerance, commitment, initiative, inter-personal skills, understanding, self-control, motivation, and more. Prof Mamatha, VVISM

73. Why Training … a bird with wings INFOSYS Next Generation Excellerators Excellent Communication Skills Adaptive, Adept Consistent, Flexible Informed, Inspired, Imaginative Efficient, Human, Honest Respect for Competition Empowered to scale new domains People committed to enhancing quality ventures every day Simple solutions to complex problems World Changer, Value creator Powered by intellect and driven by values Prof Mamatha, VVISM

74. Training & Development Distinctions Prof Mamatha, VVISM

75. Goal of Training & Development Microsoft The goal of Training & Development at Microsoft is to achieve an optimal match between each employee's professional growth and Microsoft's business objective Prof Mamatha, VVISM

76. TRAINING CYCLE Prof Mamatha, VVISM

78. Assignments Groups Articles Games Prof Mamatha, VVISM

79. Learning Theory “ A relatively permanent change in behaviour that occurs as a practice or experience” Bernard Bass Prof Mamatha, VVISM

80. Learning Curves 1.Standard learning curve ( assumption that all learners are alike in their acquisition of knowledge and the task to be learned or information to be acquired is fairly straight forward) 2. Differing rates of learning (Those who have difficulty in relating the task to their past experience and knowledge, who are not suitably motivated or or are affected by other psychological constraints have a slower start e.g.:APDISCOM) 3. Learning Plateau (Learners reach a of standstill-wrong assumption of limit of capacity-learner absorbing/un learning Solution-Analyse, reinforce, incentive, bridge ) Prof Mamatha, VVISM

83. The Three Classifications of Information 1.Must know (Essential for success/TNA/e.g.:safety rules, hygiene requirements) 2.Should know (Relates directly to ‘must know’, and elaborates e.g.:other practices/not statutory)) 3.Could know (Useful background /not directly assist in its effective execution, e.g.:historical details, future areas of interest, general information) Prof Mamatha, VVISM

84. How Adults Learn? 1.Learning is a voluntary process ( Benefit,T-interesting) 2 . Responsibility increases learning (increase, learning/retaining) 3. Learning builds on existing knowledge (learning capacity-range of experiences,T-background) 4. Learning moves from simple to complicated (step-by-step,bridging new knowledge to old, verify) 5. Each person learns at his own pace (let the flower blossom on its own) 6. Adults learn best by doing (provide opportunities to do use the learning, case, game, role play) Prof Mamatha, VVISM

85. “ It is vital to a valuable education that independent critical thinking be developed in the young human being, a development that is greatly jeopardized by overburdening him too much and with too varied subjects. Overburdening necessarily leads to superficiality. Teaching should be such that what is offered is perceived as a valuable gift and not as a hard duty” -Albert Einstein Thank you.. Prof Mamatha, VVISM

86. Setting Objectives Why set objectives? 1. Provide direction(what is to be achieved) 2. Emphasize standards(e.g..20 min,5 mistakes) 3. Provide consistency (e.g..overall dev.section) Prof Mamatha, VVISM

87. Difference between Aims and Objectives Aims: General purpose which provides a direction or statement of intent-desired outcome e.g.: aiming at a target Objective:spells out how and when this is attained-fairly explicit e.g.:hitting the bulls eye Prof Mamatha, VVISM

88. Who decides the Course Objectives? Senior Management (Without the backing of senior management there can be little hope of acceptance of any training program-integral part of the companies philosophy) Line Management (must feel direct benefit-involve line management in developing content and course objectives) Delegates ( win the hearts and minds of delegates-tell the benefits of the course) Prof Mamatha, VVISM

89. Points to consider in Setting Objectives 1. Realistic 2. Relevant 3. Positive 4.Certain 5.Justifiable Prof Mamatha, VVISM

109. Modern methods of Performance Appraisal Prof Mamatha, VVISM

122. The Basics Of Career Management 10– Prof Mamatha, VVISM

123. The Employer’s Role in Career Development 10– Prof Mamatha, VVISM Realistic Job Previews Challenging First Jobs Networking and Interactions Mentoring Career-Oriented Appraisals Job Rotation Employer’s Role

124. Managing Promotions and Transfers 10– Prof Mamatha, VVISM Decision 1: Is Seniority or Competence the Rule? Decision 4: Vertical, Horizontal, or Other? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Making Promotion Decisions

125. Career Management and Employee Commitment 10– Prof Mamatha, VVISM Old Contract: “Do your best and be loyal to us, and we’ll take care of your career.” New Contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Comparing Yesterday’s and Today’s Employee-Employer Contract

126. Career Management and Employee Commitment (cont’d) 10– Prof Mamatha, VVISM Career Development Programs Career-Oriented Appraisals Commitment-oriented career development efforts

127. Career Management and Employee Commitment (cont’d) 10– Prof Mamatha, VVISM Career Development Programs Career-Oriented Appraisals Commitment-Oriented Career Development Efforts

128. Attracting and Retaining Older Workers 10– Prof Mamatha, VVISM Create a Culture that Honors Experience Offer Flexible Work Offer Part-Time Work HR Practices for Older Workers

129. Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects 10– Prof Mamatha, VVISM Take Their Career Interests Seriously Eliminate Institutional Barriers Eliminate the Glass Ceiling Improve Networking and Mentoring Institute Flexible Schedules and Career Tracks

130. Identify Your Career Anchors 10– Prof Mamatha, VVISM Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security

131. Coaching & Mentoring Prof Mamatha, VVISM

132. Personal Coaching Personal Coaching is a distributed training and development method where individuals regularly interact with and are accountable to a personal coach for an extended period of time, to achieve agreed learning outcomes Prof Mamatha, VVISM

139. Zone of Impact Habits Behavior Mindset What? Why? Knowledge Want To How To? Skills Attitude & Desire Prof Mamatha, VVISM

140. Mentor- Mentee Relationship A dynamic association or pairing between an individual who needs to learn and another who is willing to help and guide the learner. Prof Mamatha, VVISM

141. Stages in the Development of Mentoring Relationships Stage 1: The mentor and recipient become acquainted and informally clarify their common interests, shared values and professional goals. Stage 2: The mentor and recipient communicate initial expectations and agree upon some common procedures and expectations as a starting point. Stage 3: Gradually, needs are fulfilled. Objectives are met. Professional growth takes place. New challenges are presented and achieved. This stage may last for months or years. Stage 4: The mentor and recipient redefine their relationship as colleagues, peers, partners and/or friends. Prof Mamatha, VVISM

144. Methods of Mentoring The Standard/ Traditional method The Peer Mentoring Method The Team Mentoring Method Prof Mamatha, VVISM

147. When mentoring Deliberate learning is the cornerstone Success and failure are powerful teachers Leaders need to tell their stories Development matures over time Mentoring is a joint venture Prof Mamatha, VVISM

148. "The best mentors are the people in your life who push you just a little bit outside your 'comfort zone.' " -- Leigh Curl Prof Mamatha, VVISM

150. “ Tell me, and I’ll forget. Show me, and I may remember. Involve me, and I’ll understand.” Prof Mamatha, VVISM

151. The four “C’s” of Coaching Confidence Control Concentration Commitment Prof Mamatha, VVISM

152. To be a good coach you need to: Motivate your staff – empower your employees Hone your communication skills Counsel your staff – stop problem situations before they get out of hand Exercise good judgment Utilize available talent – they will be motivators for other staff Prof Mamatha, VVISM

153. "People will forget what you said. People will forget what you did. But people will never forget how you make them feel." Bonnie Jean Wasmund Prof Mamatha, VVISM

158. Mentor's role in experiential learning is like that of birds guiding their young in leaving the nest; they support without rescuing, provide scaffolding, and have the courage to let learners fail!! Prof Mamatha, VVISM

160. Unit IV Management of Human Resources & Industrial Relations Prof Mamatha, VVISM

161. COMPENSATION PACKAGE Prof Mamatha, VVISM

164. Compensation Types Prof Mamatha, VVISM

165. Division of Compensation -Responsibility Prof Mamatha, VVISM

167. Compensation Philosophy Prof Mamatha, VVISM

168. Changing Compensation Strategies Prof Mamatha, VVISM

170. Outcomes from Competency Based Systems Prof Mamatha, VVISM

171. DESIGNING EFFECTIVE COMPENSATION PROGRAM Job Analysis (Job Descriptions, Job Specifications) Job Evaluation Pay Policies Pay Structures Performance Appraisal Individual Pay Implementation, Communication, Monitoring Pay Surveys Prof Mamatha, VVISM

172. Salary Structure Job Evaluation Results Pay Survey Data Develop Market Line Identify Different Pay Structures Establish Pay Grades Compute Pay Ranges Revise Pay Grades and Ranges as Needed Compare Current Pay to Pay Ranges Prof Mamatha, VVISM

177. Collective Bargaining Prof Mamatha, VVISM

179. Classes of Bargaining Items 15– Prof Mamatha, VVISM Mandatory Items Illegal Items Categories of Bargaining Items Voluntary Items

181. Strikes 15– Prof Mamatha, VVISM Economic Strike Unfair Labor Practice Strike Wildcat Strike Sympathy Strike Types of Strikes

184. Unit V Competitive Advantage Prof Mamatha, VVISM

185. People Capability Maturity Model - PCMM Prof Mamatha, VVISM

186. Prof Mamatha, VVISM

187. Prof Mamatha, VVISM

188. Prof Mamatha, VVISM

189. Prof Mamatha, VVISM

190. Prof Mamatha, VVISM

191. EMPLOYEE EMPOWEREMENT Prof Mamatha, VVISM

194. FACILITATORS OF EMPOWERED TEAMS Prof Mamatha, VVISM

196. VVISM Knowledge Management Prof Mamatha, VVISM

200. Alternative views of knowledge Prof Mamatha, VVISM Perspectives on Knowledge Subjective View Objective View Knowledge as a state of mind Knowledge as practice Knowledge as an object Knowledge as access to information Knowledge as capability

207. Talent Management Prof Mamatha, VVISM

220. End of Syllabus Prof Mamatha, VVISM