MODULE-1

Learning Objectives
At the end of this module, you will be able to:
1. Understand Human Resource Management
2. Get the insights of Human Resource Planning and its process
3. Define Manpower estimation- Job Analysis-Job description-Job specification
4. Understand Recruitment and Selection Process.
5. Gain knowledge about placement, induction program and retention process.

Introduction-
Manpower and resources are involved in every action. For a long time, men were taken
for granted. The focus was more on resources, production machinery and senior
managers. However, in recent decades in today's world, which is the mass production of
countless products for a varied range of marketplaces, the prominence of human
capitals and their training is evident. The importance of human resources for an
organization is very much evident. Human power is the capital of the country and
organization. The development process is extensive and varied. In this module let us
understand the importance and concepts of human resource management. (HRM).
In the general phrasing, human resources are individuals and their features at work
either at the nationwide level or organisational level. Megginson defines Human
resources as follows: : “From the national point of view, human resources are
knowledge, skills, creative abilities, talents and attitudes obtained in the population;
whereas from the viewpoint of the individual enterprise they represent the total of the
inherent abilities, acquired knowledge and skills as exemplified in the talents and
aptitudes of its employers”
Sumantra Ghosal considers human resources as human capital. He splits human
capital into three categories:
1. intellectual capital,
2. social capital and
3. emotional capital.
Intellectual capital is specialized Knowledge, implicit knowledge and skill, cognitive
complexity, learning ability. Social capital includes a system of relations, cordiality and
reliability. Emotional capital is self-confidence ambition and courage, ability to take risks
and flexibility. "
HRM is all about managing the manpower tactfully. In the sense that -To maximize
employee performance, it is commonly referred to as the HR department. Strategic
objectives of the employer's human resources department mainly managing people in
an organization with a focus on policies and systems.
This department is responsible for designing employee benefits, hiring
employees,training and development, performance appraisal, and compensation (such
as payroll and administration benefit system). HR also deals with managerial change
and work relations.
It's about balancing organizational practices with population-driven necessities arising
from collective negotiating and government law.
Some companies are going global and building more diverse teams. The human
resources department has the following duties: It enables teams to work and enables
people to communicate across cultures and across borders, given the changes in
business, current topics in HR include: use technology to build employee engagement
as well as diversity and inclusion.
In today's global work environment, most companies avoid moving employees and
retaining the talent and knowledge of employees. New hiring not only does it involve
higher costs, but it also increases the risk that new entrants will not be able to replace it
the individual who worked in the previous job.
Notes-
Human Resource is the sum total of inherent abilities, acquired knowledge, and
skills represented by talents and aptitudes of the employees.

Defination of HRM-
Michael Armstrong: has defined H.R.M. as: “A strategic and coherent approach to the
management of an organization’s most valued assets, the people working there who
individuals and collectively contributes to the achievement of its goals.”
Thus, HRM mentions to the practices, policies, procedures and process, which the
organization needs to carry out in relations to its work force. It includes, recruiting,
selecting, training, rewarding, appraising and motivating its manpower.
The National Institute of Personal Management (NIPM) of India has well-defined
human resources as “that part of management which is concerned with people at work
and with their relationship within an enterprise. Its aim is to bring together and develop
into an effective organization of the men and women who make up enterprise and have
regard for the well-being of the individuals and of working groups, to enable them to
make their best contribution to its success”
Importance of HRM-
Human resources are the most valuable resource for a company. They are non-human
performers, tools for new competitive achievements and sources of creativity. They are
basically a group of first generation managers who have defined roles and
responsibilities, individual skills and abilities, ideas and beliefs.
Management is based on previous models. Second generation organizations and first
generation managers cannot manage third generation strategies to meet the needs of
second generation organizations and third generation strategic thinking. "
The above view shows the role of HRM in Indian business Significance of HRM can be
viewed in three points;
1. Organizational,
2. social and
3. professional.
1- Organizational Importance-
i. Effective use of human resources, increasing motivation and changing
awareness of work and organization.
ii. Develop human resources that effectively meet the needs of the job. And
 iii. Ensuring proper recruitment, retention of personnel in the organization and
availability of suitable personnel.
2-Social Importance-
This aspect is intended to meet the personnel needs of the business. It is often
said that happy workers are happier not only at work, but also at home and in the
community. Therefore, HRM tries to achieve the following:
i. Balancing work and job seekers, taking into account the job requirements,
abilities and talents of the candidate.
ii. Providing the most productive job with psychological satisfaction.
iii. Efficient use of human capabilities and compliance with government rewards.
iv. Eliminate unnecessary organizational and personal actions
3-Professional Importance-
This aspect includes providing a suitable environment for people's growth and
effective use of their abilities, including:
i. Cultivating people who keep trying
of their work
ii.Maintaining the dignity of personnel at work.
iii.Creating a suitable physical and social environment at the workplace.A place
that creates a comfortable work space.

Evolution /Development of HRM

Awareness regarding HRM was felt during the industrial revolution around 1850 in
Western Europe and U.S.A. Only during the starting of 20th century, it was felt in India.
Since then to the present era, the development of HRM may be classified as follows:-
1-Trade Union Movement Era
2-Social Responsibility Era
3-Scientific Management Era
4-Human Relations Era
5-Behavioural Science Era
6-Systems Approach Era
7-Contingency Approach Era

1-Trade Union Movement Era

The conditions of workers in the aftermath of factory system as an outcome of industrial
revolution, were very pathetic. The first world war worsened the situation. The Royal
Commission of Labour in India in 1911, under the chairmanship of J.H. Whitely,
recommended the abolition of the ‘Jobber’ system and the appointment of labour
officers in industrial enterprise to perform the recruitment function as well as to settle
workers’ grievance. Workers also started forming ‘trade unions’. The Trade Union Act,
1926 was passed in India. The basic object underlying trade union was to safeguard the
worker’s interest and to sort out their problems such as use of child labour, long hours
of work and poor working conditions. These unions used strikes, slowdowns,walkouts,
picketing, as weapons for the acceptance of their problems.
These activities of trade unions gave rise to personnel practices such as collective
bargaining, grievance handling system, arbitration, disciplinary practices, employee
benefit programmes and sound wage structure.
2-Social Responsibility Era
In the initial 20th century, some factory proprietors and employers began to take a
humane approach to their workers. British businessman, reformer and philanthropist
Robert Owen was the first to adopt a humane approach to workers. He considered most
of the societal and financial conditions to be operative.
physical, intellectual and psychological growth of employees; So, in order to enhance
efficiency, I felt it necessary to free the employees from an unfavorable environment
and upgrade their conditions to a comfortable environment where they can enjoy
satisfactory living and working conditions.
The philosophy of Owen's patriotic approach was that workers are like children and
owners are like fathers and should be cared for. Owen himself realized this philosophy in
his cotton mills in Scotland and installed facilities such as showers, toilets and rest
rooms. Increasing rooms and minimum wages and housing schemes.

3-Scientific Management Era

The idea of scientific management was developed by F.W. Taylor in the initial 20th
century in the United States as an alternative to the common management system of
experience-based initiatives and incentives in the production floor.
Taylor developed four principles of scientific management.
1. Development and use of scientific methods in determining work standards, fair work
and determining the best work practices.
2. Scientific assortment and assignment of suitable workers for various tasks and
providing training and growth for maximum productivity.
3. Clarify the division and responsibility of management and workers.
4. Carrying out the work based on the planned work and duties in close coordination
and cooperation with the workers.
In scientific theory, Taylor believed that humans and workers are motivated by the fear
of hunger and the pursuit of profit.
Maximum physical capacity
Taylor also developed several techniques for introducing his scientific ideas into
management.
They were
1. Time study - Measure how long each task and each operation takes to standardize
your business operations.
2. Motion study - study body movement at work to reduce unwanted movements.
3. Standardization of tools, equipment, machines and working conditions.
4. Incentives - different unit wage schemes for efficient and inefficient workers.
4-Human Relations Era
Between 1925 and 1935, professionals voiced their views on the human side of
organizational activity. Hugo Münsterberg in his book “Psychology and Industrial
Efficiency” given the use of psychology in the selection, placement, testing and training
of employees in an organization. Between 1924 and 1932, Elton Mayo and his
colleagues conducted a series of experiments at the Hawthorne plant in the West.
The key findings of the Hawthorne experiments are:
1. The physical environment of the workplace does not have a significant effect on work
efficiency.
2. The positive attitude and psychological needs of the workers had a useful result on
the morale and efficiency of the workers.
3. Meeting the societal and psychological requirements of the workers had a beneficial
effect on the self-esteem and proficiency of the workers.
4. Employee groups based on social interaction and common interests had a great
impact on employee performance.
5. Workers are motivated not only by financial rewards. More important motivations are
job security, approval and the right to have an opinion on matters that concern you.
The findings state that the relationship between superiors and subordinates should be
related to the societal and psychological contentment of employees. Employee
satisfaction is the best increase employee productivity.
5-Behavioural Science Era
The key elements of the behavioral methodology to HRM are:
1. Individual behavior is related to collective behavior. For example, a person may resist
changing their behavior as an individual. However, if the group he belongs to decides to
change this behavior, he will do so immediately.
2. Informal leadership is more effective than formal manager leadership in influencing
people to achieve performance standards. According to them, a manager's democratic
leadership style is accepted by subordinates and is more effective.
3. People do not inherently hate their jobs. Most people enjoy their work and are
motivated by self-management and self-improvement. In fact, work itself is a source of
motivation and employee satisfaction.
4. Expanding the influence of subordinates, self-control and self-management can
improve operational efficiency.

Notes-
At the heart of the systems approach is a Management Information System (MIS) and communication network for
collection, analysis and flow of information to facilitate the function of planning and control. Modern thinkers consider
HRM as a system that integrates activities with an objective to make the best use of resources which are always scarce.

6-Systems Approach Era

A system can be defined as a collection of interdependent parts that form an organized
unit or entity. A system is defined as "an organized complex whole: a collection or blend
of things or components that form a complex unitary whole." Parts, also called
subsystems, can interact and change. These subsystems are interrelated and
dependent. There are three broad subsystems
i) technical sub-systems - official relations between the members of the organization.
ii) Social subsystem – social satisfaction to members through informal group
relationships.
iii) Subsystem of power - the exercise of power or influence by individuals or groups.
The characteristics of the systemic approach are:
I. A system is a group of interrelated elements that are individual entities/units.
ii. All elements are systematically related to each other.
iii) Appropriate and timely communication is required to facilitate interaction between
elements.
IV The interaction between the elements should lead to the achievement of a common
goal.
At the heart of the systems approach is a management information system and a
communication network to collect, analyze, and flow information to facilitate planning
and control functions. Modern thinkers see HRM as a system that integrates goals and
activities to make the best use of resources that are constantly in short supply.
7-Contingency Approach Era
A contingency refers to an imminent situation. The contingency approach believes that
no single management method works best in all situations. According to this approach,
the best management method depends on the situation. Therefore, this approach is
called "situational approach". There is no one universal way to handle all situations. A
particular approach may yield useful results in one situation, but fail significantly in
another. Therefore, managers should analyze different situations and use the best
approach for the special situation.
Development of Human resource management in India
As in the United Kingdom and the United States, the evolution and development of HRM
in India has not been spontaneous. After the Second World War, a difficult situation
arose in India. Fraud in hiring and paying workers' wages led to the trade union
movement. In 1931, on the recommendation of the Royal Commission on Labour, the
"coercive" system was abolished.
After independence, the Factories Act 1948 provided provisions for labor officers, labor
welfare, safety and regulation of working hours and conditions. Two professional bodies
have emerged. They are Indian Institute of Personnel Management (IIPM), Calcutta, now
Calcutta, and National Institute of Labor Management (NILM), Bombay, now Bombay,
and Labor Management.
The enormous push on India's primary industries during the First Five Year Plan (1956-
1961) accelerated public sector efforts and gave impetus to HRM and human resource
development practices. By the 1970s, the professionalism governing the organization
had become quite prominent. There was a clear shift from a welfare approach to
efficiency
Approach. The two professional bodies, IIPM and NILM, merged in 1980 to form the
National Institute of Personnel Management (NIPM), headquartered in Kolkata.
This approach, which has evolved over the years, shifts towards human values and
productivity by people. In response to these changes in HRM in the 1990s, a new
approach called human resource management (HRM) emerged. This approach
emphasizes more on the aspect of human resource development.
Changing the internal environment in organizations requires a better understanding of
human resource management. The culture of an organization includes its traditions,
values, habits, methods of organization and relationships in the workplace. Culture as
organizational structures, strategies, systems, allocation of power and rewards, fit,
development processes, motivational dynamics, organizational clarity, warmth and
support received by employees, leadership style, performance standards, reflected in
shared organizational values. has been Subordinates are an effective, flexible,
integrated, decentralized, performance-oriented and high-quality workplace culture.

Difference between Personnel Management and HRM

S.no Dimensions Personnel Management Human Resource
Management
1 Employment Contract Careful delineation of written Aim to go beyond
contracts contract
2 Rules Importance of devising clear Can do, outlook,
rules impatience with rule
3 Managerial Task vis-a Monitoring Nurturing
vis Labor
4 Speed Decision Slow Fast
5 Prized Management Negotiation Facilitation
Skills
6 Conditions Separately negotiated Harmonization
7 Labor Management Collective-bargaining Individual contracts
8 Conflicting Handling Reach temporary truce Manage climate and
culture
9 Respect for Labor is treated as a tool which People are treated as
Employees is expendable and replaceable assets to be utilized
for the benefit of an
organization, its
employees and the
society as a whole
10 Shared Interests Interests of the organization are Mutuality of interests
upper most
11 Evolution Precedes HRM Latest in the
evolution of the
subject

Strategic Human Resource Management(SHRM)

Strategic means devising a comprehensive decision plans that sets critical track for an
organization and guides the allocation of resources.
According to Schuler, “Strategic Human Resource Management is concerned with all
those activities affecting the behavior of individuals in their effort to formulate and
implement the strategic needs of the business.”

Factor Responsible for SHRM-

1) Features of traditional Human Resource Management – primarily staff consultative
function.
2) Human Resource Dilemma – the non-involvement of the human resource functions in
the business planning process of the organization.
3) Difficulties in gaining competitive advantage through effective alignment,
integration, and utilization of human resources.
4) Pressure from increasing human resource cost.
5) Disappointment with human resource management functions regarding delivery of
“value creation” activities, both financially and intellectually.
Elements of SHRM-
1) Human Resource Practices/Strategies
i) Employee influence
ii) Human Resource flow
iii) Reward systems
iv) Work system
2) Human Resource Behaviors
i) Commitment
ii) Competence
iii) Workforce characteristics
iv) Management Philosophy
v) Human Resource market/cost
vi) Social values/congruence
3) Outcomes
i) Individual well-being
ii) Organizational effectiveness
iii) Societal well-being
iv) Corporate well-being
Features/Characteristics of SHRM -
1. Long –Termed Focus- Strategic Human Resource Management has long-term
focus, more than a year, as the business strategies itself are long-term oriented.
2. Linking between Human Resource and Strategy Process- Strategic Human
Management involves closely linking human resources outcomes for excellence.
Brilliance is the growth of specific skills (ideas, inventions, and innovations) to create
superior organizational performance.
3. Effective Performance- Strategic Human Resource Management’s policies,
produces organizational performance benefits, which are measurable and
quantifiable. This facilitates initiation of corrective measures to fill-up gaps, if any.
4. Fosters Corporate Excellence Skills- Strategic Human Resource Management
facilitates learning of new age skills of:

i) Creative Insight: Identifying opportunities and finding solution.

ii) Sensitivity: Increasing sensitivity to organization culture.
iii) Vision: Developing clear vision for crating future.
iv) Versatility: Adapting change and pursuing difficult skills.
v) Focus: Implementing successful and long lasting change and harmonizing
strategy and change.
vi) Patience: Committing to long-term perspectives of the organization.

Three Levels of Strategic Human Resource Management

Role of Human Resource Manager-

Role of Human Resource Manager

Administrative Role Operational Role Strategic Role

a) Policy maker a) Recruiter
b) Administrative expert b) Trainer developer, motivator
c) Advisor c) Coordinator/linking pin
d) Housekeeper d) Mediator
e) Counselor e) Mediator
f) Welfare officer
g) Legal consultant

Qualities of a Good HR Manager

1. Problem-Solving Technique- A HR manager should know the art of solving
problems being encountered from time to time.
2. Intelligence- A HR manager should be intelligent enough for analyzing the
situations for objective reasoning and for creative thinking.
3. Sense of Vocation- A HR manager should have a sense of vocation and faith in
humanity.
4. Leadership Qualities- A HR manager should be in a position to inspire, motivate,
and direct employees to achieve the objectives of organization.
5. Capacity for Persuasion- A HR manager should have the ability for persuading
coupled with endurance and acceptance.
6. Integrity- Personal integrity is utmost essential lest the employees lose confidence
in a HR manager.
7. Cooperation- A HR manager should be ready to cooperate with the subordinates in
times of difficulty.
8. Coordination- A HR manager should be ready to coordinate the subordinate’s
activities.
Human Resource Planning (HRP)
Human resource planning is essentially the practice of identifying the right people for
the right job at the right time at the right cost. The purpose of HRP is to achieve the
company's strategies and goals by actively using human resources. It is a process that
consists of a series of related activities that are carried out continuously. Meet the short
and long term needs of your organization. At each stage, we focus on both the
quantitative (number of people) and qualitative (character or people) aspects of talent.
Definition of HRP-
According to James W. Walker, “HRP is a the process of analyzing an organization
Human Resource requirements under changing conditions and developing activities
necessary to satisfy these needs.
According to Geisler, “Manpower planning (HRP) is the process– including forecasting,
developing, implementing and controlling, by which a firm ensures that it has the right
number of people and rightkind of people, at the right place, at the right time, doing
things for which they are economically most suitable”.
Notes-
Human resource gap is the difference between human resources required at a particular point of time and
the human resources being available at that particular time.

Objectives of HRP-
The objectives of HR planning are as follows:
1. Providing information:
The information provided by HRP is invaluable in identifying excess and underutilized
talent. It also provides a comprehensive list of skills to facilitate decisions such as
promotion. In this way, HRP provides information that can be utilised for other
administrative functions.
2. Effective use of human resources:
HRP is the primary responsibility of management for effective utilization of current and
future personnel. HRP is complementary to organizational planning.
3. Economic development:
At the national level, HRP is essential for economic development. This is particularly
useful for job creation in educational reforms and for the geographic movement of
talent.
4. Determining the manpower gap:
Talent planning examines existing talent gaps so that appropriate training programs are
developed to develop specific skills needed in the future.
5. To predict the needs of human resources:
HRP to determine future talent needs of the organization. Without such a program, it is
difficult to serve the right type of person at the right time.
6. Analyze current employees:
HRPs are volunteers who help analyze current workforce capabilities. It determines the
strengths and capabilities of the current workforce.
7. Effective change management:
The goal of proper personnel planning is to effectively deal with the constant changes in
market conditions, technological products, and government regulations. These changes
require constant allocation or reallocation of skills.
8. Achieving organizational goals:
HRP helps organizations to effectively meet the needs of development, diversification
and other growth strategies.
Importance of HRP
HRP is fundamental in nature and takes precedence over other HRM functions. Without
HRP, it cannot perform other functions in a meaningful way. HRP helps to manage
resources in the organization in the following ways:
1. Defining the Human resource need
This plan defines the needs of future talents and is the basis for attracting and
developing talents. Without this, there may be a mismatch between required and
available personnel.
2. Reaction to change
Rapid changes are taking place in the Indian and international business sector.
Economic liberalization brought great changes in India. Internationally, global
competition is intensifying.
All organizations are trying to compete based on technology and managerial talent. In
this battle, only companies that adopt a formal and rigorous HRP will survive.
Technological changes place more emphasis on knowledge and skills, leading to a
surplus of labor
It is rare in some areas and rare in others. HRP can help you balance these conditions so
that you can identify talent needs and availability in advance.
3. Providing a platform for the growth of human resources
Work is becoming more and more knowledge-oriented. This has changed the personnel
profile. Therefore, organizations should be prepared to face such eventualities with
proper HRP.
4. High cost of investing in human resources
The cost of acquiring, training and retaining talent is growing much faster than average
inflation. This increased cost can be handled by an appropriate HRP.
Effective use of such a talent. In fact, such high costs force many companies to
reconsider the functions of human resource management, especially HRP, and adapt
them to the new conditions.
5. Creating senior management involvement in HRM
Systematic HRP forces an organization's top management to actively participate in the
overall HRM function, an area that most companies have ignored until recently.

HRP Process-
Setting organizational
objectives and strategies

Scanning the environment

Planning an in house skill and

competency inventory

HR Demand HR Supply
Forecast Forecast
 Human Resource Planning process Model
Below mentioned are the following stages of HRP process-
1-Setting organizational objectives and strategies
The first step in the HRP process is the consideration of organizational objectives and
strategies. The organizational strategies along with mission and vision statement clearly
expresses the future intent of the organization.
2-Scanning the Environment
Organization undertake environmental scanning to identify the changes in the external
environment. Important external environment factors are- economic situation,
legislative measures, labor market scenario and technological advancements.
3-Preparing of in-house skills and competency inventory
In this, the organization assess the present strength of its labor force by preparing a
skill inventory.
4-Demand Forecasting
These forecasts involve estimating the future requirements of the organization in
terms of the nature and number of people.Organization use different forecasting
techniques to assess the future the requirements:-
a)-Trend Analysis
Trend analysis is simple technique used forecasting the HR requirements on the
base of past events.
b)-Ration Analysis
Rates analysis is the analysis of the relationship between any two numerical
variables. If organization produces 50,000 units of a product with 1,000 current
employees, the ration of the units produced to the number of employees would be
50%. In such a scenario, when the organization, produces 70,000 units how many
employs will be refused?
c)-Delphi Technique
The Delphi technique is basically a group based systematic forecasting method. This
technique does not require any face to face participation by the experts. In the first
phase of a group of independent experts forecast the HR requirements of the
organization. In the second phase, a summary of the expert forecasts is prepared
 and sent back to them for their opinion and suggestions. This act is repeated several
time till a consensus is reached on the final HR requirements of the organization.
d)-Nominal Group Technique
Each expert on the group independently develops HR requirements and present it
before other experts in the group. The group evaluates each member’s presentation
and eliminates duplication, if any.
e)-Work Study Technique
The work study technique aims at examining the business operation to achieve the
optimum utilization of the human and physical resources available.
1- Zero-base-Forecasting
This requires managers to conduct a comprehensive study of the utility of each
vacancy before selling replacements.
f)-Simulation Model
The working of the simulation mode involves working several what, if question to
develop alternatives in the forecasting process.
Example: What would be the impact if the organization load off two percent of work
force?
5-Supply Forecasting
Internal Supply of Employees
It refers to the availability of employees within the organization different techniques can
be used to assess internal supply of employees-
a)-Replacement Chart- possible replacements for the present job holders.
b)-Turnover Rate- It provides information about the availability of employees in the
organization.
c)-Human Resource Management Information System (HRIS)- HRIS contain
information pertaining to the each, abilities, qualifications etc. of the employees.
d)-Productivity level
e)-Overtime and Absenteeism- If organization allow overtime and absenteeism is
well under control, we can achieve goal with existing human resources.
f)-Succession planning- This assists HR forecasting by marling suitable items
available for the critical position of the organization.
6-Plan of action
A result of the RAG analysis (Required, available and gap) organization mostly identify
either a surplus or shortage of manpower for their future requirements in shortage
state. We can do requirement, training, flexi time, part time works.
In surplus state we can do VRS, downsizing, restricting hiring, outplacement etc. In case
of shortage state we can do Recruitment, Training, Flexi time, Part time shifts etc.
Manpower estimation-
Manpower estimation is the process of estimating the optimum number of
people required for completing a project, task or a goal within time. It includes
parameters like-
 Number of personnel,
 Different types of skills,
 Time period,
 Demand and supply trends,
 Organizational strategy etc.
It is a never ending continuous process to make sure that the business has the
optimized resources available when required taking into concern the upcoming future
projects and also the option available of the outgoing employees.
Importance for Manpower Estimation:-
Large businesses often work on forecasting and upcoming opportunities in the pipeline.
If these opportunities convert into actual business, they would need manpower to start
working on them. But the dilemma is that what if they hired a large number of people to
work on an almost sure project but at the last moment the project didn't start on time.
What would the business do with the additional skilled manpower.
The other dilemma is that if they kept waiting till the last moment for a project and
when the project starts they might not have enough manpower to work and deliver.
These questions are solved by the process of manpower estimation.
Manpower Estimation also includes the details like how and when will new employees be
acquired. This whole process is done keeping in view the goals of the organization, the
future predictions for business and changing technology trends. This helps the
organization be prepared for the future with the correct manpower at their disposal for
business success.

Job Analysis
It is the practice of objectively determining the duties, responsibilities, working
conditions associated with a particular job, and the individual skills and competencies
required to perform that job satisfactorily. Job analysis evaluates what employees do.
That is, the process of obtaining information about a job. Examine exactly what workers
do in a particular job, how they do it, why they do it, the skills and physical demands
required to do that job, and the environmental conditions associated with that particular
job.

Use of Job Analysis

Wages and Salary Administration

safety & health industrial Relations
legal requirements

Job Analysis

Human Resource Planning  Job Evaluation

Recruitment/Selection  Job Design
Training & Development  Job Classification
 Job Specification
Methods of Job Analysis-
 Observation

Methods of Job Analysis

Interview

Questionnaire

Checklists

Diary or log
records
Methods of Job Analysis

1)-Observation Method: The analyst observes the employee's job and analyzes the
tasks performed and not performed, the responsibilities and obligations performed and
not performed, how, how and different tasks. The skills that the employees need to
perform It records what they use. Mental or emotional capacity to deal with challenges
and risks. However, while it may seem like one of the easiest ways to study a particular
job, it is actually the most difficult. Why? discover.
This is because everyone has their own way of seeing things. Different people think
differently and interpret findings in different ways. Therefore, this process may have
biases, individual likes and dislikes, and may not yield true results. This error can be
avoided by properly training the job analyst or the person conducting the job analysis
process.
This particular method includes three techniques: direct observation, work procedure
analysis, and critical incident techniques. The first method includes direct observation
and recording the behavior of employees in different situations. The second is the study
of time and motion, especially used for assembly line and factory workers. The third is
to identify work behaviors that lead to performance.
2) Interview method:
In this method, employees are interviewed to learn about the way they work, the
problems they face, the use of special skills and techniques in doing work, and their
concerns about their jobs. .
This method helps interviewers know exactly what employees think about their jobs and
the responsibilities associated with them. This is an analysis of the work done by the
employees themselves. The questions asked during the interview should be carefully
determined in order to generate honest and truthful feedback or collect real data. We
also recommend interviewing several people to get a set of answers to avoid mistakes.
Then you can generalize it and use it for the whole group.
3)-Questionnaire Method:
Another frequently used method of job analysis is the filling out of questionnaires by
employees, their supervisors and managers. However, this method also suffers from
personal bias. Great care should be taken in formulating questions for different classes
of employees.
In order to obtain true job information, management should efficiently communicate to
employees that the data collected will be used for their own good. It is very essential to
ensure that it is not used against them in any way. If not done right, it will be a
complete waste of time, money and human resources.
4)-Checklists:
The method of controlling the collection of work data is different from the questionnaire
method in the sense that it contains some subjective questions in the form of yes or no.
Candidates are asked to confirm their job related questions. Checklists can be prepared
based on job information from various sources such as executives, industrial engineers,
and other people familiar with a particular job.
After the checklist is created, it is sent to the task holder to check all the tasks on the
list. You will also be asked to specify how much you spend on each job and the type of
training and experience required to perform each job. Then, tabulate the information in
the checklist to obtain job-specific data.
Like the questionnaire method, the checklist method is suitable for large organizations
with a large number of employees assigned to a specific job. This method is expensive
and not suitable for small organizations.
5)-Diaries or Log Records:
In this method, business owners are required to keep a diary detailing their daily work
activities. If you follow this method carefully, you will get accurate and comprehensive
information about your work. This causes the oblivion of the employer to disappear. This
method can be time consuming as the activity registration can take several days.
The drawback of this method is that it remains incomplete because it does not provide
optimal data on supervisor relationships, equipment used, and general working
conditions in the workplace.
These are some of the most common job analysis methods. However, there are other
specialized methods such as task lists, job element methods, competency profiles,
technical meetings, threshold systems, and combinations of these methods. When
choosing a method, HR managers must consider the time, cost, and human effort
associated with implementing the process.

The problems that may crop up while conducting job analysis are:
1. Lack of support from the top management.
2. Relying on one source and method of data collection.
3. Non-trained and demotivated job holders who are the actual source of job data.
4. Partial information/data provided by the respondents i.e., the job holders because of
non- preparedness on their part.
Job Description:
A written statement of the duties, responsibilities and organizational relationships
required of an employee for a particular job. Job descriptions provide clear and concise
resources that employees can use to guide their job performance. Similarly, supervisors
can use job descriptions as a measurement tool to ensure that employees are meeting
their job expectations.
The components of job description are:
1. Date, revised date.
2. Job title.
3. Department.
4. Division.
5. Code number.
6. Job position required
7. Job summary.
8. Organizational relationship:
i. position accountable for
ii. position accountable to
9. Job duties and responsibilities.
Uses of job description:
1. Serves as basis for selecting and recruiting an individual to fill the position.
2. Essential for the placement and orientation of new employees.
3. Essential for employee's performance evaluation, transfer and promotion.
4. Useful in identifying the needs for employee's training.
5. Helps to prevent both gaps and overlaps at work
6. Helps to prevent arguments among employees about “who should do what.”

Developing Job description

Step 1: Execute a Job Analysis
This process of collecting, observing and interpreting data about the job’s tasks will
supply precise facts about the job so that an organization can perform efficiently.
Performing a job analysis includes the following steps:
 Interviewing staffs to find out precisely what tasks are being performed.
 Observing how tasks are performed.
 Having employees fill out questionnaires or worksheets.
 Collecting data on jobs from other resources such as salary surveys and
the Occupational Outlook Handbook.
The results should be documented and reviewed by the employee who is currently in
the position—and his or her supervisor—for any changes regarding the knowledge,
skills, abilities, physical characteristics, environmental factors and
credentials/experience of the position:
Knowledge—comprehension of a body of information acquired by experience or study.
Skill—a present, observable competence to perform a learned activity.
Ability—competence to perform an observable behavior or a behavior that results in an
observable product.
Physical characteristics—the physical attributes an employee must have to perform
the job duties with or without a reasonable accommodation.
Environmental factors—working conditions (inside or outside the office).
Credentials/experience—the minimum level of education, experience and
certifications acceptable for the position.
Step 2: Establish the Essential Functions
Once the performance benchmarks for a specific job has been made, vital roles of the
position must be well-defined. This will provide a better avenue for
evaluating Americans with Disabilities Act (ADA) accommodation requests. Defining the
essential functions encompasses the following steps:
a)-Ensure that the tasks as part of the job function are truly necessary or a requirement
to perform the job.
b)-Determine the frequency at which the task is performed or how much time is spent
performing a task.
c)-Determine the consequences of not performing the function and whether this would
be detrimental to the employer’s operation or result in severe consequences.
d)-Determine if the tasks can be redesigned or performed in another manner.
e)-Determine if the tasks can be reassigned to another employee.
Once the essential capabilities are defined, employers can determine whether the
capabilities are essential or peripheral. The use of the phrase "essential function" should
be part of the job description and should clearly state how the person will perform the
job. This will provide future guidance on whether you can do your job with or without
housing.
Step 3: Organize your data succinctly
The structure of the job description may vary from company to company. However, all
job descriptions in an organization should be standardized to look the same.
The following areas should be included:
Job title—name of the position.
Classification—exempt or non-exempt under the Fair Labor Standards Act (FLSA).
Salary grade/level/family/range—compensation levels, groups into which jobs of the
same or similar worth are placed in and/or range of pay rates, including minimum and
maximum pay bands.
Reports to—title of the position this job reports to.
Date—date when the job description was written or last reviewed.
Summary/objective—summary and overall objectives of the job.
Essential functions—essential jobs, comprising how a person need to perform them
and frequency at which the tasks are performed; the tasks must be part of the job
function and truly necessary or required to perform the job.
Competency— information, expertise and aptitudes.
Supervisory Responsibilities - Direct reports (if any), and level of supervision.
Work environment - work environment. Temperature, noise level, indoors or outdoors
or any other factor that affects the working conditions of the employee.
Physical demands - the physical demands of the job, such as bending, sitting, lifting,
and driving.
Type of position and expected hours of work - full or part-time, regular and shift
work hours, days of the week and whether overtime is expected.
Travel - the percentage of travel time expected for work, where the travel will take
place (such as local or specific countries or states), and whether the travel is overnight.
Required Education and Experience – Education and experience based on job-
related requirements and consistent with business needs.
Desirable/Preferred Education and Experience - Desirable education and
experience based on job related requirements and as per business needs.
Additional eligibility qualifications—additional requirements such as certifications,
industry-specific experience and the experience working with certain equipment.
Affirmative action plan/equal employer opportunity (AAP/EEO) statement—
clause(s) that outlines federal contractor requirements and practices and/or equal
employer opportunity statement.
Other duties—disclaimer, see Step 4.
Step 4: Add the Disclaimer
It is a good idea to add a declaration that specifies that the job description is not
designed to cover or contain a comprehensive listing of activities, duties or
responsibilities that are required of the employee. Other duties, responsibilities and
activities may change or be assigned at any time with or without notice.
Step 5: Add the Signature Lines
Signatures are an important part of validating the job description. They show that the
job description has been approved and that the employee understands the
requirements, essential functions and duties of the position. Signatures should include
those of the supervisor and of the employee.
A draft of the job description should be presented to upper management and the
position supervisor for review and approval. A draft allows a chance to review, add or
subtract any detail before the final job description is approved.
The final job descriptions should be kept in a secure location, and copies should be used
for job postings, interviews, accommodation requests, compensation reviews and
performance appraisals. Employers may also wish to post them on their intranet.

Job Specification:
Job specification is discovered from job analysis and job description. It is the personal
qualifications, skills, physical and mental demands required for effective job
performance.
It answers the following questions:
 What human characterstics and knowledge are necessary to do this job?
 What kind of person to select for and qualifications needed?
 What qualities that person should be tested for?
It is a document that specifies the minimum acceptable qualities required for a person
to complete the job satisfactorily. It usually contains the details of the employees
characteristics and the qualification essential for the job. The important components of
a job specification are: Education and training, work experience, skills & competencies,
Physical strength & stamina, stress, coping ability etc.
Recruitment
Hiring is the first step in the process of filling vacancies. Recruitment is the production
of applicants or applicants for specific positions in an organization. The process of
finding and attracting job seekers in order to hire the right person for the right job.
According to Edwin Filippo, "Recruitment is the process of finding potential employees
and encouraging them to apply for jobs in an organization."
According to Dale Yoder, “Recruiting is the process of finding a source of talent that
meets staffing schedule requirements and attracting that talent in sufficient numbers to
facilitate the effective selection of an efficient workforce. This is the process of adopting
a sensible approach. "
Therefore, recruitment can be defined as locating, identifying and attracting qualified
applicants.
Recruitment policy
Recruitment policies are guiding principles governing HR practices related to
recruitment and provide a broad framework for HR departments to select recruitment-
related priorities. These priorities may include gender equality, options for the
marginalized and the disabled. Determining dependents for deceased and retired
employees.
Characterstics of a Good Recruitment Policy
1. It should be in conformity with the relevant public policy and legislations
2. It must show enough vigor and permissiveness in its approach to attract the best
talents for the organization.
3. It must constantly strive to make the necessary human resources available to
match the status requirement of the organization.
4. It should ensure equal employment opportunities for all sections of the society.
Recruitment Process

Personnel Job Employee

Planning Analysis Requisition

Job Recruitment Searching

Vacancie Planning Activation Applicant Screening Potential
s Numbers “Selling” Pool Hires
Types Message
Media

Strategy
Development Evaluation
-Where Applicant and
-How Population Control
-When

Sources of Recruitment
1. Internal Sources (recruitment from within the enterprise); and
2. External Sources (recruitment from outside)
 Recruitment
(Searching Sources of Labour)

Internal Sources External Sources

1. Transfer 1. Recruitment at factory gate

2. Promotion 2. Casual callers
3. Advertisement
3. Employee Referrals 4. Employment agencies
5. Management consultants
6. Educational institutions
7. Recommendations
8. Labour contractors
9. Telecasting

Internal Sources
1. Direct recruitment: One of the important sources of recruitment is direct
recruitment through placing an ad on the company's bulletin board.
2. Promotion: Moves employees to higher positions leading to higher responsibilities,
facilities, positions and pay. Many companies follow the method of reaching higher
positions by promoting employees who they consider suitable for such positions, and it
has the advantage of motivating employees.
3. Employee Referral: This method refers to current employees providing information
about candidates who want to be considered for current vacancies.
External sources
1. Direct recruitment: One important source of recruitment is direct recruitment by
posting notices on company notice boards detailing available jobs. Also known as
factory gate recruitment.
2. Routine phone calls/casual callers or unsolicited applications: Organizations
that are considered good employers attract a constant stream of unsolicited
applications to their offices. It is a valuable resource of human resources. If care is taken
to maintain pending application folders for various jobs, HR departments may find that
unsolicited applications help fill vacancies as they arise.
3. Media Advertising: Advertisements in newspapers, trade magazines and
professional journals are usually used when qualified and experienced personnel are not
available from other sources.
4. Employment agencies: Government employment agencies are considered an
excellent source for hiring unskilled, semi-skilled and skilled workers.
5. Management consultants or Headhunters: Management consultants help
organizations to hire technical, professional and managerial positions. They specialize in
placing middle and senior level managers.
6. Educational institutions or Campus Employment: Jobs in business and industry
have become so technical and complex that a college degree or diploma is widely
required.
7.Recommendations or Referrals: Requests from friends and relatives may be a
good source of recruitment. In fact, many employers prefer to hire such people because
something is known about their background.
8. Labor Contractors: Labor contractors are an important source of recruitment in
some industries in India. Workers are recruited through labor contractors who are
themselves employees of the organization. The problem with this system is that if a
contractor leaves the organization, all the workers hired through him also leave.
10. Telecasting: The method of broadcasting vacant posts on television (Dodarshan
and other channels) has recently gained importance. Special features such as "Job
watch", "Youth pulse" and "Employment news".

RECENT TRENDS IN RECRUITMENT

1- Outsourcing
Based on this arrangement, companies can collect the personnel they need from
outsourcing companies or agencies on commission basis instead of hiring them. Also
known as hiring human resources. Outsourcing companies hire people to create a talent
pool and provide them to different companies (called clients) according to their needs.
Outsourcing companies receive compensation for their services to their clients and pay
their employees directly.
The benefits of hiring employees through a staffing agency include:
(i) Companies do not need to plan human resources in advance. Hire talent from
outsourcing agencies.
(ii) There is no problem in labor relations because leased personnel are not employees.
(iii) The company can fire the employees of this category as soon as the work is done.
2- Poaching or Raiding
Poaching means hiring a competent and experienced person who is currently working at
another reputable company that may be a competitor in the industry. Companies can
attract talent from another company by offering attractive salary packages and other
conditions. For example, several HMT executives left to join Titan Watches, and several
Air India pilots left to join a private air taxi operator. Indeed, home raiding is a challenge
for HR managers in modern organizations, as poaching of key executives by rival firms
undermines the firm's competitiveness.
3- Website or electronic recruitment
Many large companies use the Internet as a source of recruitment. They advertise their
vacancies through the World Wide Web (www). Job seekers use the Internet to send
applications and resumes or resumes via email. Alternatively, job seekers can post their
resume on the World Wide Web/Internet and potential employees can tailor it to their
needs.
The advantages of using the Internet are as follows.
(i) Low cost recruitment cost per candidate.
(ii) Reducing recruitment time;
(iii) Hiring the right type of personnel.
(iv) Efficiency of the recruitment process.
Selection
The selection process begins at the end of the recruitment process ends. Selection is
the hiring of the best candidates among applicants. It refers to the process of offering a
job to one or more applicants from among the applicants accepted by the recruiter.
Selection is the practice of selecting the suitable..
Candidates from a set of job applications to fill various positions in the organization.
According to Yoder, "Selection is the process of classifying job candidates: those who
are offered employment and those who are not."
According to Stone, "selection is the process of differentiating applicants in order to
identify (and hire) those who are most likely to succeed in a job."
Employee selection process
The selection method varies from one organization to another and even within the same
organization, depending on the type of job being hired, it differs from one department to
another. The number of steps in the method and the order of the steps are also
different. For example, some organizations do not conduct interviews, tests, or initial
screening.

Preliminary Interview

Receiving Applications

Screening of Applications REJE

CTIO
N
Employment Tests If
foun
d
Interview unsui
table

Reference Checking

Medical Examination

FINAL SELECTION

Step 1:Preliminary interview

In most organizations, the selection process begins with an initial interview or screening.
Initial interviews are usually short and useful for weeding out completely unsuitable
candidates.
Step 2: Receiving Applications
As vacancies become available, we make public announcements or solicit through
appropriate sources and accept applications from candidates.
Step 3: Screening the applications
After receiving the application, the selection committee will make a list of interviewees.
Step 4: Employment tests
People differ in almost every way imaginable. They differ in physical features, abilities,
mental skill levels, likes and dislikes, and personality traits. This requires the use of the
recruitment tests listed below.
i) Intelligence test b) Aptitude test
iii) trade or skill test; iv) Interest test.
v) Personality test

Step 5: Employment Interview

Application blanks and recruitment tests provide a lot of valuable information about a
candidate, but they don't provide the complete information an applicant needs. The
interview ensures that more information about the candidate may be used.
Step 6: Check the references
Referees, if they hold positions of responsibility in an organization or are the candidate's
supervisor or employer, can be an important source of information about the
candidate's abilities and character.
Step 7: Medical Examination
A pre-employment physical or medical examination of the candidate is an important
step in the selection process. In the proposed selection method, the medical tests are
placed last, but the order need not be difficult.
Step 8: Final selection and appointment letter
After clearing all the hurdles of the selection process, candidates are officially appointed
by issuing an appointment letter or signing a service contract. It is generally believed
that candidates should try a few months in a real job rather than a full-time position.
Placement
Placement includes assigning specific jobs to each of the selected candidates. However,
placing it is not as simple as it seems. This involves balancing the job requirements with
the candidate's qualifications.
According to Pigors and Myers, “Determining the job to which a hired candidate is
assigned, and assigning him to that job, depends on why the supervisor thinks he can
perform the job application and how well he matches the offer. The form of calculations,
friendship with others, promotion potential and... absence, accident, dissatisfaction.
Induction
Induction is the process of welcoming newly hired employees and helping them adjust
to their new role and work environment. Starting a new job can be a stressful
experience, and new employees need help adjusting. The university's admissions
program provides new recruits with all the information they need, including local
welcome events and activities.

The Induction/orientation received in any organisation will allow a new emploee to:

1-Meet with key colleagues.

2-Find your way in your workplace.
3-Understand the terms of employment.
4-Understand your role, key responsibilities and how you fit into the
department/agency.
5-Understand what is expected of you and how your work will be monitored.
6-Understand how you will be managed and supported to carry out your duties.
7-Identify the training and development needs that must be met in order to perform
your role effectively.
Employee Retention Process
Employee retention is a phenomenon where employees remain in their current company
and do not actively seek other job opportunities. The opposite of retention is employee
turnover, where employees leave the company for various reasons.
Retention is defined as the process by which companies keep their employees in the
workplace. Retention rates vary by company and industry. It shows the percentage of
employees who have remained in the organization for a period of time.
Summery
In the end of this module you will be able to get the glimpse of meaning and the
importance of HRM in any given organisation, which in India was felt after decades. The
Importance of HRM is extensive and diverse. It has importance in the organization,
society, besides the profession itself. The concept of HRM is managing human power,
manpower, human capital or personnel whatever word we can use to define and
developing them. The present stage of HRM is headed by Trade Union movement, social
responsibility, scientific management era, human relations awareness, behavioural
science era, systems approach and contingency approach.
HRM helps in the transformation management, creation of core competence, instilling
commitment and in motivation. HRM is shrouded in the midst of internal and external
environment. There is a visible modification in people management in India. You will
also get the understanding about job analysis ,job specification, job description. A clear
knowledge about the job one is going to perform is important so that he could be able to
perform his best.
Recruitment and selection are two different words that are used while demand of HR
generated. People often get confused between these two but there is a clear difference
i.e recruitment is process of searching the prospective employees and encouraging
them to apply for the job.whereas selection is the process of choosing the best among
all. There are two major sources of recruitment-
 Internal
 External
Recently few other sources of recruitment are taking place like outsourcing, poaching or
raiding and e-reruitment. Finally placement takes place which means assigning a job to
the selected candidate.
Glossary
1- Strategic-means devising a comprehensive decision plans that sets critical
direction for an organization and guides the allocation of resources.
2- Checklists-The checklist method of job data collection differs from the
questionnaire method in the sense that it contains a few subjective questions in
the form of yes or no.
3- Outsourcing-a company may draw the required personnel from the outsourcing
firms or agencies on commission basis rather than offering them employment.
This is also called leasing of human resources.
 4- Poaching or Raiding-Poaching means employing a competent and experienced
person already working with another reputed company which might be a rival in
the industry.
5- Preliminary Interview-In most of the organizations, the selection programme
begins with preliminary interview or screening.

Learning Activities-
 As a class, select 3-4 jobs that you would like to apply for in the future. Split
the class into 2 groups. Group 1 will be 2/3 of the class. Group 1 will divided
into a group for each job and will become the interviewers. There will be 3-4
students asking questions. Group 2 will be the interviewees and answer
questions. Once finished discuss as a class the Pro and cons of interviews. How
useful are interviews in determining the best person for the job? I recommend
taking 1 period to prepare and 1 period for conducting interviews.
 Visit any organisation of your choice and meet HR manager in person to know
the ground realities of HRM and his roles precisely.

Short Questions-

Q1-Describe in brief the importance or significance of HRM?

Q2-Write down the difference between personal management and HRM?
Q3- Describe in brief the quality of a good HR manager?
Q4- what do you understand by SHRM?
Q5-Discuss Methods of Recruitment?

Long Questions-
Q1- What do you mean by Job description? discuss the uses and how its is
develop?
Q2- Discuss in detail about Human Resource Planning and its process?
Q3- Describe the role of HR manager?discuss the whole process of recruitment?
Q4- What do you understand by selection and placement? Discuss in brief the
selection process?
Q5- what is recruitment policy? Describe the sources of recruitment?

Multiple Choice Questions-

1-Human resource is also known as-

a)-personnal
b)-human capital
c)- Man power
d)-all the above
Ans- d)-all the above
2)- In outsourcing the manpower perform on-
a)- wages basis
b)-salary basis
c)- commission basis
d)- none of the above
Ans- c)- commission basis
3)- Employee referrals are-
a)-The practice of the present employees providing information about the candidate
who are willing to be considered for the present vacancies.
b)- The practice of referring current employee for another job in the organisation
c)- The practice of outsourcing from agencies.
d)- The practice of present employee referring another employee.
Ans- a)-The practice of the present employees providing information about
the candidate who are willing to be considered for the present vacancies.
4)- Medical examination is a stage in-
a)- Recruitment process
b)-Selection process
c)-Placement Process
d)-Induction process
Ans- b)-Selection process
5)- Observation is a one of the methods of –
a)-placement
b)-selection
c)-placement
d)-Recruitment
Ans- d)-Recruitment
6)- Several executives of HMT left to join Titan Watches and several pilots of
Indian Airlines left to join private air taxi operators for the better offer
received.These are a clear example of-
a)-Poaching
b)-lay-off
c)-Termination
d)-Shifting
Ans- a)-Poaching
7)- Features of a Good Recruitment Policy-
a)-It should be in conformity with the relevant public policy and legislations
b)-It must display enough dynamism and progressiveness in its approach to attract the
best talents for the organization.
c)-It must constantly strive to make the necessary human resources available to match
the status requirement of the organization.
d)-All of the above
Ans- d)-All of the above
8)- Quality of a good HR manager includes-
a)-A HR manager should have a sense of vocation and faith in humanity.
b)-A HR manager should be in a position to inspire, motivate, and direct employees to
achieve the objectives of organization.
c)-A HR manager should be ready to coordinate the subordinate’s activities.
d)-All of the above
Ans- d)-All of the above
9)-The practice of telecasting of vacant posts over T.V. on Special
programmes like ‘Job Watch’, ‘Youth Pulse’, Employment News’ is a example
of –
a)- Internal sources of recruitment
b)-External sources of recruitment
c)-E-recruitment
d)-none of the above
Ans- b)-External sources of recruitment
10)- advantages of net recruitment are as follows-
a)-Low cost of recruitment per candidate.
b)-Reduction in time for recruitment.
c)-Recruitment of right types of people.
d)-All of the above.
Ans- d)-All of the above.

REFERENCES
1-Venkata Ratnam C. S. & Srivatsava B. K.,PERSONNEL MANAGEMENT AND HUMAN
RESOURCES, Tata Mc-Graw Hill, NewDelhi,,
2-Aswathappa, HUMAN RESOURCE MANGEMENT, Tata McGraw Hill,ing
NewDelhi, 2010
3-Handbook of Pondicherry university by Dr. S. Balakrishnan,G. Shankar and Dr. K.
Uthayasuriyan.
4- Dr. V.S.P. Rao, STRATEGIC HUMAN RESOURCE MANAGEMENT,Himalaya Publishing
House,Mumbai.