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Courses >> Two Year PGD Course >> PGD in Business Administration
Human Resource Management
Chapter I
Human Resource Management
1.1 Introduction
1.2 Understanding Human Resource Management
 
1.2.1 Evolution of the Modern HRM Concept
1.2.2 Human Resource
1.2.3 Defining HRM
1.2.4 HRM Philosophy
1.2.5 Personnel Management
1.2.6 Personnel Administration
1.2.7 Strategic Human Resource Management
1.2.8 Business Strategy and Business Plans
1.3 The Importance of HR Management
1.4 Role of HRM in Ensuring Sound Industrial Relations
1.5 HRM Challenges
1.6 HR Functional Areas
1.7 Major Functions and Activities of HR Management
1.8 Human Resource Strategy Models
 
1.8.1 Types of HR Strategy Models
1.8.2 Factors Affecting HRM Effectiveness
1.8.3 HR Practices that Improve Business Performance
1.9 HRM Organisation Systems and Structure
 
1.9.1 HRM Systems
1.9.2 The Strategic HR Framework Approach
1.9.3 Human Capital Perspective
1.9.4 Aligning HRM Systems with Organisational Strategy
1.9.5 HRM Tools
1.9.6 Benefits of the HRM System
1.10 HRM Organisation Structure
 
1.10.1 Functional Structure
1.10.2 Service Based Structure
1.10.3 Customer Based Structure
1.11 HR Competencies
  Summing Up
  Self-assessment
Chapter II
Staffing the Organisation: Job Analysis
2.1 Introduction
2.2 Staffing
2.3 Understanding Basics of Job Analysis
 
2.3.1 Definition and Meaning of Job Analysis
2.3.2 Job Analysis Concept
2.3.3 Job Related Terminology
2.3.4 Principles of Job Analysis
2.3.5 Significance and Uses of Job Analysis
2.3.6 Information Through a Job Analysis
2.3.7 The Purpose of Job Analysis
2.3.8 Applications of Job Analysis
2.3.9 Specific Uses of Job Analysis
2.3.10 Characteristics of Good Job Analyses
2.4 The Job Analysis Process
 
2.4.1 Data Collection Techniques/ Methods
2.4.2 Quantitative Techniques
2.4.3 Position Analysis Questionnaire
2.4.4 Management Position Description Questionnaire
2.4.5 Functional Job Analysis
2.5 Job Description
 
2.5.1 Essential Job Functions
2.5.2 Uses of Essential Job Functions
2.5.3 Contents of Job Descriptions
2.5.4 Language in Job Descriptions
2.5.5 Job Description Format
2.6 Job Specification or Person Specification
 
2.6.1 Types of Job Specifications
2.6.2 Specifying and Grading Jobs
2.6.3 Writing a Person Specification
2.6.4 Guidelines for Writing a Person Specification
  Summing Up
  Self-assessment
Chapter III
Resourcing : Planning and Recruitment
3.1 Introduction
3.2 Resourcing Strategy
3.3 Staffing
 
3.3.1 Staffing Strategy
3.3.2 The Reasons for High Staff Turnover
3.3.3 The Reasons for Low Staff Turnover
3.3.4 Retention Strategy
3.3.5 Flexibility Strategy
3.3.6 Staffing Strategy Components
3.4 Essentials of HR Planning
 
3.4.1 The Elements of HR Planning
3.4.2 HR Forecasting Techniques
3.4.3 Process of HR Planning
3.4.4 Human Resource Planning Models
3.4.5 Considerations for HR Planning
3.5 Staffing the Organisation
 
3.5.1 Employee Recruitment
3.5.2 Recruitment Policy
3.5.3 Realistic Job Preview (RJP)
3.5.4 Recruitment Process
3.5.5 Recruitment Decisions
3.5.6 Methods of Recruitment
3.6 Employee Selection Process
 
3.6.1 The Traditional Selection Process
3.6.2 Scientific Selection
3.6.3 Employment Tests
3.6.4 Employment Interviews
3.6.5 Types of Employment Interviews
3.6.6 Interview Problems
3.6.7 Recommendations for Effective Interviewing
3.6.8 Group Discussion Technique
3.6.9 Telephonic Interviewing
3.6.10 Recruiting for International Assignments
3.6.11 References Checking
3.6.12 Methods of Collecting Reference Data
3.6.13 The Problems with Reference Checking
3.6.14 Physical and Medical Examination
3.7 Placement
3.8 Orientation/ Induction
 
3.8.1 Importance of Orientation/ Induction
3.8.2 Employee Indoctrination
3.8.3 Induction Procedure
3.9 Guidelines for Effective Staffing
  Summing Up
  Self-assessment
Chapter IV
Performance Management
4.1 Introduction
4.2 Understanding Performance Management
 
4.2.1 Performance Management Strategy
4.2.2 Relationship of Performance Management to HR Function
4.2.3 Objectives of Performance Management and Appraisal
4.2.4 Understanding Performance
4.2.5 Understanding Performance Appraisal
4.2.6 Defining Performance Appraisal
4.2.7 The Purpose of Appraising Performance
4.2.8 Multiple Uses of Performance Appraisal
4.3 The Process of Performance Appraisal
 
4.3.1 Design of the Appraisal System
4.3.2 Performance Appraisal Model
4.3.3 Relationship of Performance Appraisal and Job Analysis
4.3.4 Performance Appraisal: Three Step Process
4.3.5 Key Considerations Include
4.3.6 Performance Reviews
4.3.7 Performance Interviews
4.3.8 Conducting Performance Appraisals
4.3.9 Expected Outcomes
4.3.10 Importance of Feedback in Performance Appraisal
4.3.11 What is Feedback?
4.3.12 Emphasis on Continuous Feedback
4.3.13 Guidelines for Giving Feedback
4.3.14 The 360-degree Feedback
4.3.15 Coaching
4.3.16 Coaching Versus Counseling
4.3.17 Potential Appraisal
4.3.18 Objectives of Potential Appraisal
4.3.19 Potential Determining Qualities
4.3.20 Self-appraisal
4.3.21 Responsibilities for Performance Appraisal
4.3.22 Performance “Gap” Analysis
4.3.23 Addressing and Resolving Poor Performance
4.3.24 Matching the Performance and Consequences
4.3.25 Consequences of Ignoring Poor Performance
4.3.26 Benefits of Eliminating Performance Gaps
4.4 The Basic Techniques of Performance Appraisal
 
4.4.1 Rating Method
4.4.2 Comparison with Objectives
4.4.3 Critical Incident Method
4.4.4 Narrative Report Method
4.4.5 Behaviourally Anchored Rating Scales (BARS)
4.4.6 Provision for Making Appeals
4.4.7 The Benefits of Appraisals
4.4.8 The Ethics of Appraisal
4.5 Problems with Performance Appraisals
 
4.5.1 Reasons for Performance Appraisal Failure
4.5.2 Rating Scale Appraisal Problems
4.5.3 Other Issues in Performance Appraisal
4.6 Current Trends in Performance Management
 
4.6.1 Assessment Centre
4.6.2 Use of Technology in Performance Management
4.7 Compensation System
 
4.7.1 Reward Strategy
4.7.2 Modern Perspective
4.7.3 Components of Effective Reward Strategies
4.7.4 The Contents of Reward Strategy
4.7.5 Total Reward Strategy
4.7.6 Compensation Strategy
4.7.7 Compensation Structure
4.8 System of Pay for Performance
 
4.8.1 Reasons for Linking Pay to Performance
4.8.2 Benefits of Linking Appraisal and Pay
4.8.3 Problems with Linking Pay and Appraisal
4.8.4 Common Types of Pay for Performance
  Summing Up
  Self-assessment
Chapter V
Training, Development, Career Planning
5.1 Introduction
5.2 Understanding Education, Training and Development
 
5.2.1 Relationship of Training and Learning
5.2.2 Principles of Learning
5.2.3 Creating a Learning Organisation that Supports Training
5.2.4 Characteristics of Adult Learners
5.2.5 Learning Styles
5.2.6 Common Learning Methods
5.2.7 Common Learning Skills
5.2.8 Methods to Improve Learning
5.2.9 Ways to Motivate the Trainees
5.3 The Training and Development Process
 
5.3.1 The Objectives of Training
5.3.2 Systematic Approach to Training
5.3.3 The Five Step Training and Development Process
5.4 Analysing Training Needs
 
5.4.1 Different Kinds of Training Needs
5.4.2 Levels of Training Needs
5.5 The Methods of Determining Training Needs
 
5.5.1 Task Analysis
5.5.2 Performance Analysis
5.6 Designing Training and the Development Programme
 
5.6.1 Essentials for Designing a Training Programme
5.7 Conducting Training Programmes
 
5.7.1 Trainer Requirements for Effectiveness
5.7.2 Tips for Conducting the Training Programme Effectively
5.8 Types of Training
 
5.8.1 On-the-Job Training
5.9 Career Planning
 
5.9.1 What is Career Planning
5.9.2 Importance of Career Planning
5.9.3 Succession Planning
5.9.4 Need for Succession Planning
5.10 Factors Affecting Career Choices
 
5.10.1 Occupational Orientation
5.10.2 Stages of Career Development
5.10.3 Career Anchors
5.11 Career Transitions
 
5.11.1 Promotion
5.11.2 Job Transfers
5.11.3 Managing Transfer Problems
5.11.4 Employee Separation
  Summing Up
  Self-assessment
Chapter VI
Handling Employee Discipline and Grievances, Workplace, Quality of Work Life, Industrial Health and Safety
6.1 Introduction
6.2 Handling Employee Discipline and Grievances
 
6.2.1 Managing Employee Discipline
6.2.2 Common Disciplinary Problems
6.2.3 Common Disciplinary Offences
6.2.4 Role of HR Manager in Maintaining Discipline
6.2.5 Approaches to Discipline
6.2.6 Types of Disciplinary Action
6.2.7 Effective Disciplinary Procedure
6.2.8 Taking Disciplinary Action
6.2.9 Appeal Against Disciplinary Action
6.3 Managing Employee Grievances
 
6.3.1 Definition and Meaning of Grievance
6.3.2 Importance of Grievance Handling
6.3.3 Grievance Settlement Procedure
6.3.4 Steps in Grievance Handling
6.3.5 Characteristics of a Good Grievance Redressal Procedure
6.3.6 Guidelines for Grievance Handling
6.3.7 Do’s in Handling Grievances
6.3.8 Don’ts in Handling Grievances
6.4 Maintaining Industrial Peace
 
6.4.1 Code of Conduct for Industrial Peace and Harmony
6.5 Industrial Democracy / Employee Participation
 
6.5.1 Types of Industrial Democracy
6.5.2 The Benefits of Employee Participation
6.6 Maintaining Quality of Work Life, Health and Safety at Workplace
 
6.6.1 What is Quality of Work Life (QWL)?
6.6.2 Understanding the QWL Concept
6.7 Industrial Health and Safety Management
 
6.7.1 Industrial Health
6.7.2 Industrial Health Management
6.7.3 Goals of Safety Management
6.7.4 Approach to Managing Health and Safety
6.7.5 Management Actions for Creating Safety Culture and Environment
6.7.6 The Key Elements of the Safety Management System
6.7.7 Key Elements of Risk Management
6.7.8 Job Safety Analysis
6.7.9 Ensuring Safe Systems of Work
6.7.10 Safety Training
6.7.11 General Failure Types Causing Safety Hazards
6.7.12 The Hierarchy of Safety Hazard Control
6.7.13 Personal Protective Equipment (PPE)
6.7.14 Safety in Handling and Storage of Hazardous Materials
6.7.15 Fire Prevention and Control
6.7.16 Handling Medical Emergencies
  Summing Up
  Self-assessment
           

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